HomeMy WebLinkAboutItem 7a - Laguna Lake Golf Course Program Study Session Item 7a
Department: Parks and Recreation
Cost Center: 7007
For Agenda of: 2/3/2026
Placement: Study Session
Estimated Time: 90 Minutes
FROM: Greg Avakian, Parks & Recreation Director
Prepared By: Business Analyst, Lily Honer-Hollstien; Recreation Manager, Devin Hyfield
SUBJECT: LAGUNA LAKE GOLF COURSE PROGRAM OPERATIONS AND
MAINTENANCE OVERVIEW STUDY SESSION
RECOMMENDATION
1. Receive presentation on the Laguna Lake Golf Course Operations and Maintenance.
2. Provide feedback and direction on program and revenue expectations. Direct staff on
any future program and facility recommendations.
3. Provide staff direction on continuing the two significant project needs related to the
Pro Shop renovation and the pedestrian/cart bridge replacement project timelines.
REPORT-IN-BRIEF
During the review of the draft 2025-2027 Financial Plan at the April 15, 2025 Council
meeting, Council inquired about obtaining more information on the operations and
financial analysis of the Laguna Lake Golf Course, as well as potential reuse options for
the property. Work Plan item 5.f. was added to the
Cultural Vitality, Economic Resilience, and Fiscal Sustainability Major City Goal:
5.f. Complete a fiscal analysis of the golf operations at the Laguna Lake
Golf Course and conduct a Council Study Session to evaluate fiscal
impacts, capital needs, and potential reuse options prior to major
infrastructure investments.
This report presents an overview of the Laguna Lake Golf Course programs, operations,
and facility maintenance. This study session report provides historical background of the
original golf course facility, which the City took over in 1978 after it opened in 1964,
identifies the current community and partnership programming, provides data on user
demographics, identifies current facility and capital improvement challenges and
opportunities, and provides a financial analysis, which includes local golf course
comparisons, along with financial comparisons to similar City recreational facilities such
as the SLO Swim Center and Damon-Garcia Sports Complex. Lastly, it concludes with
a brief overview of potential other uses for the parcel.
POLICY CONTEXT
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During the April 15, 2025 Council meeting for the review of the FY 2025-27 Financial Plan,
Council inquired about obtaining more information on the operations and financial
analysis of the Laguna Lake Golf Course programs and service offerings. Staff were
directed to provide Council a study session on the program operations , fiscal analysis,
and maintenance needs of the Laguna Lake Golf Course (LLGC), as well as determine
the priority of two current CIP related projects: Pro Shop facility renovation and the
pedestrian/cart creek bridge replacement project.
The Parks and Recreation General Element and Master Plan (Parks and Recreation
Blueprint for the Future: 2021-2041, “Blueprint”) lists the golf course as one of the City’s
nine group outdoor gathering areas and categorizes the course as a Recreation
Center/Special Feature. During the community outreach and surveys conducted for the
Blueprint, support for managing and preserving the golf course arose as a theme during
small group sessions with interest groups (p. 66), and survey results indicated 77% of
respondents were very satisfied or satisfied with the golf course as a facility, however,
only 5% of respondents ranked golf course improvements in their top four priorities for
improving, repurposing, or expanding city parks and facilities (pp. 76-77).
Chapter 4 of the Blueprint identifies a number of goals and policies for the City’s Parks &
Recreation system, including a goal to “Meet the Changing Needs of the Community” and
a policy specific to the golf course:
2.6 Accessing and Evaluating the Golf Course. Continue to manage the golf
course for its primary use while exploring opportunities for broader
community use, potentially including a fully immersed golfing experience
including mini-golf, disc golf, and foot golf, a walking loop, community
space, redevelopment of the pro-shop, as well as more revenue capture
opportunities. Consider alternative programming such as community use of
the golf course for gatherings for specified days and hours. (p. 90.)
Section 5 of the Blueprint provides recommendations for improvement and
implementation priorities for key parks and facilities . The Laguna Lake Golf Course is
identified within the chapter (p. 133) and provides recommendations for short-term and
long-term improvements, specifically with expansion of community events, financial
operational assessment, exploring alternate and complementary programs (disc golf, foot
golf, other active and passive uses), as well as investing in the rehabilitation of the pro
shop clubhouse, irrigation, and creek restorations.
DISCUSSION
Background
The Laguna Lake Golf Course (LLGC or “Course”), owned and operated by the City of
San Luis Obispo, is a 26-acre, 10-hole, executive length golf course located at 11175 Los
Osos Valley Road. The LLGC is operated and maintained by the City Parks and
Recreation Department Golf Division, which is made up of one full-time Golf Supervisor,
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one full-time Recreation Coordinator, two full-time maintenance workers, and various
part-time temporary positions. The current LLGC operations include management of the
Pro Shop operations, coordination of all community partnership contracts, instructional
lessons and clinics, youth, adult, and senior group uses, coordination of all program
support supplies, and staff training and management. The current maintenance of the
course includes all turf and irrigation maintenance, driving range and visitor area upkeep,
maintenance of equipment and facilities such as restroom s, offices, maintenance
workshop, and parking area, as well as staff training and management associated with
safe operations of equipment and handling of chemicals and fertilizers.
Historical Background
In 1964, in conjunction with a housing development project (Ranchos Canada De Los
Osos and La Laguna - Laguna Lake Company), the developer constructed the Laguna
Lake Golf Course (LLGC) as a 9-hole executive class amenity for the housing
development and operated the Course for a short-term through 1965. From 1967-1973,
a lessee operated the course under a receivership controlled by a credit union. In 1978,
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the City was approached by community members to take over operations of the course,
and the City purchased the 29-acre parcel, including the 26-acre LLGC property.
The LLFC is comprised of three Assessor’s Parcel Numbers (APNs): 053-111-055, 053-
111-058, and 053-111-062, which together form the current, combined property
configuration. Although the site is operated as a single facility today, the parcels were
historically acquired separately and are subject to differing deed restrictions.
APN 053-111-055 is supported by two grant deeds recorded on October 29, 1979
(Attachment A), which reflect acquisition under the Nejedly-Hart State, Urban, and
Coastal Park Bond Act of 1976, as documented in the Resolution Approving the
Application for Federal Land and Water Conservation Fund Grant -In-Aid Program funding
for the Laguna Lake Golf Course and Driving Range Acquisition Project (Attachment B).
These deeds restrict use of the parcel to outdoor park and recreation purposes. The two
deeds correspond to the parcel’s configuration as separate parcels prior to consolidation;
both deeds remain applicable parcel identified as APN 053-111-055.
APN 053-111-058 was acquired by deed recorded on November 20, 1978 (Attachment
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C) and is not subject to the Nejedly-Hart Bond Act restriction. APN 053-111-062 was
acquired later, by deed recorded on April 26, 1999 (Attachment D), and likewise does not
contain Bond Act use restrictions.
Based on review of the recorded deed s and available acquisition documentation, no
records have been identified indicating that federal acquisition funds were used to
purchase the property or that federal use restrictions apply.
Following the City’s acquisition of the course in 1978, the prior lessee continued to
operate the course until the early 1980s; however, the exact date the City assumed
operations has not been identified in the available records. During that time period, the
course continued to not meet financial expectations and much of the necessary
maintenance of the facility and property was deferred.
For a two-year period, in 1991-1993, LLGC was supported as a part of the City’s General
Fund. From 1993 to 2011, the LLGC was reclassified to operate as an enterprise fund.
Parks and Recreation Staff conducted two Laguna Lake Golf Course Fund Rate Reviews,
the first being on June 11, 2009 and subsequently on June 1, 2010. In both Council
Agenda Reports, staff’s recommendation was to subsidize the LLGC with General Fund
support. During the Strategic Budget Meeting for the 2011-13 City Financial Plan on April
12, 2011, staff requested Council direction regarding the future structure of the Golf Fund,
including consideration of establishing a special revenue fund (page 14). Based on the
direction provided during the April 12, 2011 meeting, as reflected in the meeting minutes
and public testimony received at that time, LLGC was formally removed from enterprise
fund status through adoption of the 2011-13 City Financial Plan. Effective July 21, 2011,
all LLGC operations were transferred to the Parks and Recreation Department and
ceased to be classified as an enterprise fund.
Consistent with the 2013-15 Financial Plan and Major City Goal to Sustain Essential
Services, Infrastructure, and Fiscal Health, the Parks and Recreation Department
conducted an extensive review of the Laguna Lake Golf Course operations. The
Department evaluated various operational models to determine the most sustainable and
effective method to manage the golf course operations and property. Different program
models were considered, including contracting out golf course operations, golf course
maintenance, or both golf course operations and maintenance as an operatio nal model
needing further evaluation, including discussion to create requests for proposals for
contract course operations. Staff presented this option to City Council on December 2,
2014. Based on the direction provided during the December 2, 2014 meeting, as reflected
in the meeting minutes, it was determined that the LLGC operations and maintenance
was to remain a general fund supported recreational program operated by the Parks and
Recreation Department.
During the creation and implementation for the updated Parks and Recreation General
Element and Master Plan (Parks and Recreation Blueprint for the Future: 2021 -2041)
process, which occurred between 2018–2021, the Laguna Lake Golf Course was
identified as a low-cost and accessible recreational facility supporting a variety of local
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community groups. The LLGC is classified as a special facility (e.g., aquatic centers,
skate parks, dog parks, community gardens) within the Blueprint and is recognized within
the Park Amenity Standards (Table 4-2, p. 84) as meeting the recommended national
standard of one 9-hole golf course facility per 50,000 residents. The 26-acre LLGC is also
noted as a significant contributor to the City-wide park acreage, which totals 206 acres
(Table 2-2, p. 30). For decades, the City has pursued ambitious park service goals,
including providing 10 acres of parkland per 1,000 residents and ensuring that parks are
accessible within a ½ mile, or a 10-minute walk, from residential neighborhoods.
Since 2020, the LLGC facility has experienced a variety of setbacks including a 4 -month
closure in early 2020 due to the COVID-19 pandemic and subsequent restrictions to
general operations to support health guidelines, the closure of the Pro Shop/snack shop
due to flooding in December 2021 (which has not yet been repaired), and the closure of
the cart/walking bridge access connecting both sides of the course over Prefumo Creek
at Hole #2 due to the 2023 Winter Storm events. Between January and March 2023, the
golf course was closed for a total of 72 days due to the significant rain events that
impacted the course turf saturation and access across the creek to the other side of the
course due to the closure of the bridge.
As of March 2022, the golf course business opera tions have been conducted out of a
temporary office trailer located in the parking lot. The trailer serves as business operations
for customers and offices for the Golf Supervisor, Recreation Coordinator, and the Pro
Shop service desk. The Pro Shop offers golf supplies (clubs, balls, hats, gloves, etc.), golf
club rentals, and limited food and drink options. The maintenance pathway that crosses
the creek to access the course property has been utilized by golfers to access both sides
of the course for the past 2.5 years. However, that area is closed routinely when the creek
exceeds its traditional water level during winter months, necessitating the closure of the
golf course during those periods. The project to repair and replace the bridge is funded
in the adopted Capital Improvement Program (CIP) to commence in Summer 2026. A
consultant has been identified for the Pro Shop redesign and staff will commence with an
RFP for interior design pending the result of the Council Study Session being conducted
on February 3, 2026. The bridge project is approved and funded at $600,000 and the
Pro Shop project funding of approximately $250,000 is contingent on the current
insurance claim and the pending final interior redesign phase.
Golf Operations
The Laguna Lake Golf Course is a year-round facility operating on a 357 day per year,
weather dependent model. The course operates daily from 8:00 am to 5:30 pm from
November – March and closes at 7:00 pm from April – October. Golf carts are available
for rental, and the driving range is open until one hour prior to course closure. The Pro
Shop service desk is staffed by Recreation Cashiers throughout the day, split into three
shifts. The cashiers manage the check-in and transaction for customers and report
directly to the Recreation Coordinator, who is available Monday – Friday to provide
support to the temporary staff and customers and reconcile the daily transactions from
play reservations and merchandise sales. The Golf Supervisor and Recreation Manager
serve as on-call support for the Recreation Cashiers for any weekend needs related to
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course issues or customer needs.
LLGC offers tee reservations through the Lightspeed Golf software system, allowing
participants to reserve tee times 7-days in advance. Golf Cart inventory was updated and
expanded in August 2023 through a contract service provider, offering more opportunities
for use throughout the day and expanding the Spectator program that allows a non -golfer
to ride along and not participate. The Spectator program saw a 50% increase in FY 2024-
25 with the updated golf cart inventory which resulted in consistent availability. The
temporary Pro Shop offers golf clubs for rent or purchase (new and used) and a basic
supply of golf equipment, including hats, gloves, balls (new and used), tees and markers.
The Driving Range area was enhanced in 2025 with new mats for the 10 bays and an
automated ball distribution system which utilizes tokens and has seen an increase in
usage from the previous year by 41% in FY 2024-25.
LLGC has expanded community partnerships over the years to include Cal Poly
Kinesiology, San Luis and Morro Bay High Schools, Laguna Mid dle School, SLO
Classical Academy, Special Olympics, and the youth First Tee Program. The First Tee of
Central Coast Program is a free program which the City has partnered with since 2004,
that offers youth the opportunity to learn about the game of golf along with life-enhancing
values that can be used on the greens and off. A PGA professional golf instructor provides
the LLGC with beginning and advanced instruction, holds monthly golf clin ics, and
facilitates quarterly youth tournaments at the course.
Prior to the Pro Shop closure due to rainwater flooding in December 2021, the “11th Hole
Grill” concessionaire was operated by Achievement House , Inc. and provided food and
beverage service to the LLGC patrons for over a decade. Operations ceased in July 2021,
with the Achievement House ending the concessionaire lease to pursue alternate
avenues of fundraising and job opportunities for their members. The City conducted a
RFP process for a new concessionaire in Fall 2021 and after selection and the closure of
the Pro Shop, the concessionaire operated a mobile food truck in the parking lot until Fall
2024. Unfortunately, the volume of sales was determined inadequate by the vendor as a
food truck option. The temporary food truck concessionaire lease provided an additional
$300 per month in revenue. With a fully operational Pro Shop, staff anticipate a monthly
concessionaire lease to range between $600 to $700 per month, resulting in $7,200 -
$8,400 per year of additional revenue. The City has chosen not to select a new
concessionaire until the construction of the Pro Shop is completed. Instead, LLGC
provides limited pre-packaged food and drink options within the temporary Pro Shop.
Along with traditional golf operations, the LLGC property continues to be a community
asset for non-golf related activities and events. For the last 10-years in September, the
Parks and Recreation Department has hosted the popular September Scramble, a 1-mile
obstacle course that attracts over 600 community participants from the SLO county
community. SLO High School hosts the SLO Cross Country Championships that brings
together athletes from Central California and SLO County every November to the city,
from grades 6th – 12th. Over the years, the LLGC has hosted multiple special events
including family movie nights, local musicians, weddings and private, non -profit events.
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There has been a significant decrease in alternative events over the past three years due
to the closure of the Pro Shop facility during the renovation process. Staff anticipate a
return of more community events and rentals when the Pro Shop facility renovation is
completed and is re-opened.
Golf Fees and Revenue
With the adoption of the FY 2017-19 Financial Plan, the City Council modified the user
fee cost recovery policy for the golf course from the high range (60%–100%) to the mid-
range (30%–60%) based on user fees being comparable to other local golf courses,
reflecting a policy emphasis on maintaining accessible and affordable recreational
programs and service fees for the community. This approach prioritizes accessible and
broad participation in youth and senior programs by maintaining lower cost recovery
where there is a clear community benefit, while allowing higher recovery levels only for
services comparable to those offered by the private sector. This fis cal philosophy aligns
with the operations of many of the programs and services managed by the Parks and
Recreation Department, including operations at the SLO Swim Center, Senior Center,
and activities hosted at the Damon-Garcia Sports Complex.
Below is a comparison of the LLGC’s current fees and fees charged by local comparable
golf facilities within SLO county. The following table (Table 1) compares LLGC’s current
green fees and related charges to those of comparable regional courses across common
rate categories. LLGC fees reflect the adopted 2023 User Fee Study, which was
presented to City Council on February 20, 2024, and formally adopted on July 2, 2024,
with annual CPI adjustments applied thereafter. Comparable facility fees are current as
of January 2026.
Table 1: Comparable Fee Schedules
Round Types LLGC
Current
Fee
1,361 yds
Pismo
Beach
1,465 yds
Sea Pines
2,002 yds
Dairy Creek
3,004 yds
Monday-Thursday (Regular) $16.25 $20.00 $25.00 $30.00
Monday-Thursday
(Senior/Youth/Student/Military)
$12.25 $15.00 25 $5-$21
Friday-Sunday (Regular) $17.00 $20.00 $25.00 $30.00
Friday-Sunday
(Senior/Youth/Student/Military)
$13.25 $15.00 $25.00 $5-$21
Twilight (after 3 PM) $12.25 N/A $19.00 $20.00
Family Rate (4 people) $35.00 N/A N/A N/A
Super Twilight (last 2 hrs) $9.25 N/A N/A N/A
Cart Rental $12.25 $13.00 $20.00 $15.00
Pull Carts $5.25 $4.00 $6.00 $5.00
Club Rentals (Regular) $10.25 $20.00 $30.00 $40.00
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A review of green fees and related charges shows that the LLGC is priced lower than
comparable regional courses, including Pismo Beach, Sea Pines, and Dairy Creek.
Although these courses are longer in yardage and offer different amenities such as
expanded pro shop operations, restaurants, and event spaces , LLGC’s rates are
consistently lower across most categories, including weekday and weekend play,
discounted rates, and twilight options. The fiscal philosophy for these fees is directly
related in the LLGC providing accessible programs and services (low barrier) to the
community, similar to the operations of the SLO Swim Center and a variety of Parks and
Recreation Department programs and services. Additionally, the financial models for the
comparable courses differ as Sea Pines is privately operated and consists of both large
event spaces and hospitality rentals, Pismo Beach is State funded and operated by a
lessee, and Dairy Creek is operated and maintained by SLO County Parks Department
which also oversees two other golf facilities within the County. The LLGC fees were
assessed and increased during the 2023-24 User Fee Study and incorporated in Fall
2024. Since the implementation of the fees in 2024, the LLGC fees have been increased
based on annual CPI. If desired by Council, staff have an opportunity to reassess fees to
be more competitive with the comparable courses based on the recent 2026
comparables, requiring staff to conduct an in-depth fee assessment and return to Council
with revised recommended increases.
The LLGC financial model and program operations also offers several reduced -rate
options, such as family and super-twilight play, that are not available at all comparison
courses. LLGC Golf cart, pull cart, and club rental fees are similarly lower than those at
comparable facilities, which helps provide context for the course’s current pricing
structure and how it compares within the regional market. The following table (Table 2)
presents adopted golf course revenue budgets compared to actual revenues by fiscal
year, illustrating performance trends and variances. Table 4, below, provides a summary
of operating expenses for the golf course compared to revenue .
Table 2: Golf Course Revenue, Budget vs. Actual
Category 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Budget $288,121 $177,681 $260,543 $298,987 $264,000 $270,000
Actuals $165,233 $248,101 $220,128 $213,002 $287,557 $375,077
Variance -$122,888 $70,419 -$40,414 -$85,984 $23,557 $105,077
Actual revenues in FY 2019–20 were lower than budgeted due to the COVID-19 related
facility closure (4-months) and modified program operations related to the State’s COVID-
19 restrictions. Similarly, FY 2021–22 revenues fell short of budget expectations due to
the impacts and closure of the Pro Shop facility related to the December 2021 flooding.
Revenue continued to not meet expectations in FY 2022 -23 due to the significant rain
events and flooding which occurred in January and March 2023 resulting in 72 days of
closure, including the access bridge being closed for safety concerns. Revenue
performance strengthened in FY 2024–25, exceeding budgeted expectations. In the first
two quarters of FY 2025–26, the actual revenues are $166,464, representing 56% of the
annual revenue budget of $297,000. Revenue performance in the first two quarters of
FY 2025-26 has surpassed mid-year performance compared to prior years, indicating a
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strong start and continued positive trend leading into quarter 3 and quarter 4 despite both
the Pro Shop and bridge projects currently scheduled for FY 2026 -27. Staff credit the
steady increase in play and revenue through the efforts of maintaining and adding
community partnership agreements with the local schools, as well as providing enhanced
maintenance to the course resulting in consistent play conditions. Maintenance staff have
been creative in managing watering practices, tee and green repairs, and mitigating
irrigation leeks with new equipment which the public have provided in-person feedback
to both the Pro Shop and maintenance staff. As the course improvements continue to be
a significant focus, the opportunity to increase player satisfaction and more amenities with
the bridge repair and Pro Shop repair will contribute to growing participation and revenue.
To provide a complete view of financial performance, Figure A illustrates Laguna Lake
Golf Course’s total revenues and expenses from FY 2019–20 through FY 2024–25.
Figure A: Total Revenues vs. Expenses, FY 2019–20 to FY 2024–25
Over this period, expenses have consistently exceeded revenues, reflecting the ongoing
need for General Fund support to maintain operations. Expenses ranged from
approximately $595,000 to $829,000 annually, while revenues increased from $166,919
in FY 2019–20 to $375,077 in FY 2024–25. The variance between revenues and
expenses highlights both the investment required to maintain course operations and the
positive trend in revenue generation resulting from updated fee structures, comm unity
partnerships, and consistent course maintenance.
While Figure A illustrates overall financial performance by comparing total revenues to
total expenses, a deeper look at how revenue is generated across specific operational
categories provides insight into the drivers of this performance. To further illustrate this,
the following graphic (Figure B) shows golf course revenue by type, including rounds,
rentals, driving range, and merchandise, across fiscal years.
$0.00
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
$800,000.00
$900,000.00
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Figure A: Total Revenues vs. Expenses, FY 2019–20 to FY
2024–25
Expenses Revenues
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Figure B: Golf Course Revenue by Type
As shown in Figure B, the reservation and sale of golf rounds consistently represent the
largest share of revenue across all fiscal years, reinforcing that green fees remain the
primary driver of course revenue. Changes in rounds revenue therefore have a greater
impact on overall financial performance than other operational fee -based categories. With
the upgraded driving range amenities and rental equipment inventory, the rental revenue
has grown in recent years, indicating increased use of carts, clubs, and related amenities
alongside play. Driving range revenue remains a smaller but steady component of total
revenue, reflecting its role as a supplemental offering rather than a primary revenue
source, while merchandise revenue fluctuates year to year and represents a relatively
minor portion of total revenue compared to rounds and rentals.
To provide additional context for these revenue trends, golf activity volumes were
analyzed across multiple fiscal years. The following table (Table 3) summarizes golf
activity volumes by type, including rounds played, play pass sales, and rental activity,
across fiscal years.
Table 3: Golf Activity Volume by Type
Usage by Type FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Total Rounds 16,428 23,463 17,991 16,392 20,858 24,494
Play Pass Sales 294 344 369 515 611 681
Cart Rentals 2,138 1,415 1,278 2,083 2,731 3,859
Driving Range 1,813 2,835 1,729 2,342 2,981 4,216
Push Carts 1,010 1,314 722 613 805 1,033
Club Rentals 370 401 202 279 338 354
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Figure B: Golf Course Revenue by Type
Rounds Rentals Driving Range Merch
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Table 3 shows that total rounds represent the largest and most consistent category of golf
activity. Play Pass sales have also increased gradually over the six-year period, indicating
growing interest in multi-round packages. It is important to note that Play Pass sales
shown in Table 3 reflect the number of passes sold rather than the total number of rounds
redeemed through those passes. Each Play Pass represents a bundle of 10 rounds of
golf, and because utilization varies by customer and fiscal year, the pass count
understates the total volume of rounds played through this program; those rounds are
captured within the total rounds category rather than reflected separately.
Cart rentals and driving range activity exhibit similar usage patterns, with declines during
weather impacted years followed by strong recovery. Cart rentals now exceed pre -
pandemic levels, while driving range activity has nearly doubled compared to FY 2019–
20 usage. Pushcart and club rentals remain smaller in scale, reflecting their role as
supplemental amenities rather than primary drivers of participation.
To provide a snapshot of current-year performance, the following figure (Figure C)
presents the percentage breakdown of total golf course revenue by category for the first
two quarters of FY 2025–26.
Figure C: Revenue by Type Q1 and Q2 FY 2025-26
To examine how participation is distributed across primary golf activities, the following
figure (Figure D) illustrates the proportion of total primary golf activity accounted for by
rounds, Play Pass sales, and driving range usage over the past six fiscal years.
74%
16%
5%
5%
Figure C: Revenue by Type Q1 and Q2 FY 2025-26
Rounds Rentals Driving Range Merch
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Figure D: Primary Activity Share by Fiscal Year
Figure D shows the share of total primary golf activity accounted for by rounds, play pass
sales, and driving range usage from FY 2019–20 through FY 2024–25. Total rounds
consistently make up the largest portion of activity, ranging from 83% to 90%, and remain
the primary driver of golf course revenue. Driving range usage has gradually increased
as a share of total activity, rising from 10% in FY 2019–20 to 14% in FY 2024–25,
representing an additional source of revenue linked directly to course participation. Play
pass sales (10-play passes) account for a small portion of total activity, between 1% and
3%, but support revenue by encouraging multi-round purchases. This visualization
highlights that revenue is largely driven by rounds played, while driving range and play
pass sales provide modest but growing contributions to overall course revenue.
Finally, to illustrate trends in supplemental revenue directly tied to golf participation, the
following figure (Figure E) presents cart, pushcart, and club rental activity by fiscal year.
Figure E: Total Rentals by Type
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Figure D: Primary Activity Share by Fiscal Year
Total Rounds Play Pass Sales Driving Range
0
500
1000
1500
2000
2500
3000
3500
4000
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Figure E: Total Rentals by Type
Cart Rentals Push Cart Rentals Club Rentals
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Cart, pushcart, and club rentals are supplemental revenue streams that are directly tied
to the purchase of green fees or play passes and occur only when golfers are actively
playing. Rental activity declined in FY 2020–21 due to COVID-19 related facility closures
and operational restrictions. Since that period, rental volumes have generally rebounded
alongside increased rounds played, with cart rentals showing notable growth in FY 2024–
25. This trend reflects that rental revenues are add-on purchases dependent on golf
participation rather than stand-alone revenue sources.
Cost Recovery and Financial Models
The Parks and Recreation Department provides accessible and low-cost programs and
services to the community of all ages and abilities at a variety of parks and facilities. The
Parks and Recreation Departments divisions operate under an approved financial Cost
Recovery Model which consists of Low Range: 0 -30%, Mid-Range: 30-60%, and High
Range: 60-100% cost recovery categories. As such, the business operations model for
the LLGC are comparable to similar City recreational facilities which support equitable
and accessible community programs, such as the SLO Swim Center and the Damon-
Garcia Sport Complex. The SLO Swim Center, as an example, is classified under Low-
Range Cost Recovery model (0%-30%). The LLGC programs and fees are listed within
the City’s Financial Plan under “should be comparable to other communities.” Based on
the local comparison golf facilities, the Department budget goals have utilized the Mid -
Range model of 30%-60% cost recovery for the LLGC for the past two Financial Plans
(2023-25 and 2025-27).
Table 4: City Facility Maintenance & Programming Comparison
Activity Golf Course SLO Swim Center Damon-Garcia
Maintenance
Responsibility
Parks and
Recreation Public Works Public Works
Programming
Responsibility
Parks and
Recreation Parks and Recreation Parks and Recreation
Public Works
Staffing None
1 Maintenance
Technician
.5 Temporary
Employees
2 Parks Maintenance
Specialist
.6 Temporary Employees
Parks and
Recreation Staffing
1 Golf
Supervisor
1 Coordinator
2 Maintenance
2.76 Temp. Staff
1 Coordinator
11.48 Temporary
Employees
0.25 Temporary
Employees
Total FTE 6.76 13.98 2.85
Annual Availability
(days per year) 357 345 245
2024-25 Operating Budget
PW Expenditures $0.00 $538,208 $219,273
PW Staffing $0.00 $167,515 $237,161
Public Works Total $0.00 $705,724 $456,434
P&R Expenditures $305,856 $66,625 $15,000
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P&R Staffing $528,361 $645,782 $9,088
Parks and Rec
Total $834,218 $712,408 $24,088
TOTAL $834,218 $1,418,132 $480,522
Revenues (actuals) $375,077 $393,267 $162,540
Difference $459,140 $1,024,865 $317,982
Cost Recovery 45% 28% 34%
Comparing City facility maintenance and programming highlights the differences in
staffing, budget allocations, and cost recovery across comparable recreational facilities.
The LLGC maintains a staffing model with 6.76 total FTEs, combining Parks and
Recreation and temporary personnel, and annual availability of 357 days,10 -12 hours per
day. The Damon-Garcia Sports Complex has minimal staffing at 2.85 FTE, while the SLO
Swim Center has the highest staffing level at 13.98 FTE, reflecting the facility’s larger
maintenance and operational demands. The standard FTE ratio for parks maintenance is
based on a 1 FTE per 7-10 acres pending the type of special amenities (e.g., ball fields
or golf courses may require more staff per acre vs. general park turf area). Budget
allocations follow a similar pattern: the LLGC total expenditures are $834,218, while SLO
Swim Center expenditures total $1.42 millio n and Damon-Garcia operates at $480,522.
When compared to revenues, cost recovery is highest at the LLGC (45%), followed by
Damon-Garcia (34%) and lowest at SLO Swim Center (28%).
Table 5: Golf Course Expenses by Category, Budget vs. Actual
Fiscal Year 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Staffing Budget $387,457 $402,700 $514,442 $513,362 $520,899 $538,387
Staffing Actual $394,711 $402,895 $518,234 $481,885 $469,460 $510,246
Utilities Budget $127,634 $117,634 $127,913 $119,895 $149,086 $151,023
Utilities Actual $95,329 $98,558 $154,331 $134,946 $140,582 $162,008
Other Operating
Budget $131,335 $144,253 $163,482 $139,063 $147,141 $145,723
Other Operating
Actual $105,019 $98,034 $156,682 $107,724 $125,705 $154,895
Total Budget $646,426 $664,588 $805,837 $772,320 $817,126 $835,133
Total Actual $595,059 $599,488 $829,247 $724,556 $735,747 $827,150
Total expenses at the LLGC, including staffing, utilities, and other operating costs, have
steadily increased from $646,427 in FY 2019–20 to $827,151 in FY 2024–25. For clarity,
“other operating costs” reflect expenditures in the department’s operating budget outside
of staffing and utilities, including maintenance supplies, small equipment, and service
contracts. Over this six-year period, the overall increase in expenses has been driven
primarily by higher staff wages and utility costs, with water utility costs notably impacted
by irrigation leaks. Staff have proactively managed maintenance and other operating line
items, and actual expenses have generally remained below total budgeted amounts, e ven
when individual categories exceeded projections. The exception was FY 2021 –22, when
total expenses of $829,248 slightly exceeded the budget of $805,838, primarily due to
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higher-than-expected staffing and utility costs. Staffing expenses have remained close to
budget each year, while utilities and other operating costs have shown more variability,
reflecting fluctuations in course usage and operational needs. Overall, LLGC has
maintained a pattern of careful expense management, with most years staying un der
budget and variations tied to changing operational demands.
Course Demographics
In line with the mission of the Parks and Recreation Department, the LLGC strives to
provide affordable access to recreational opportunities for the community. The City has
seen an increase in use by young adult and college students’ demographics. Staff
associate this increase due to a variety of influences: addition of more Cal Poly
Kinesiology and high school age programming. Through the Lightspeed registration
system, staff are able to track the type of customers by age range during reservations, as
well as through Play Pass Sales (10-play cards). Depending on the day of the week, time
of day or age of the participant, the correct bracket of golfer is selected wit hin the
Lightspeed system. Golfer demographics, such as age (based on fee classification), are
tracked in a monthly report that generates monthly and annual demographics that has
been utilized to track golfer demographics since 2018. The Adult category use increased
by 37%, while college age use (non-Cal Poly Kinesiology classes) increased by 78%
between FY 2022-23 and FY 2024-25. Round totals overall are rebounding to pre-
pandemic levels with round play just under 25,000 in FY 2024-25. LLGC services an
average of 5,000 unique golfers on an annual basis, not accounting for speciality uses
including school district users, or non-golf related special events held at the course.
Table 6: User Composition by Fiscal Year
User
Demographics FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Less Than 18 1,601 2,191 1,968 3,152 4,365 7,770
18-55 8,907 13,985 9,783 8,789 11,891 11,272
55+ 5,777 5,867 4,179 4,341 4,345 4,937
Total Rounds1 16,285 22,043 15,930 16,282 20,601 23,979
Total rounds have increased steadily over the last six years, growing from 16,285 in FY
2019–20 to 23,979 in FY 2024–25. The growth is largely driven by youth under 18, whose
participation rose from 1,601 to 7,770, reflecting strong engagement of younger golfers
which staff contribute to the partnerships with the local schools and First Tee program .
The 18–55 age group remains the largest cohort in most years, though its numbers
fluctuate. Participation among those 55 and older has been relatively stable, representing
a consistent but smaller portion of total users. The closure of the Pro Shop and the access
bridge have been concerns for the 55+ age group and may be a factor in the reduction of
use since 2021. Overall, these trends highlight both steady growth in total participation
and the increasing impact of youth and young adult engagement on overall course
activity.
1 Total rounds reflect the number of rounds played and do not represent unique golfers. A single golfer
may be counted multiple times if they play multiple rounds or use play passes.
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Golf Operational Improvements
The Golf Division staff value input from community users and conduct customer
experience questionnaires and informal customer interactions to implement program and
course enhancements to improve user experience and staff efficiency. As the temporary
Pro Shop trailer is the current home of the service desk and office for the Golf Supervisor
and Operations Coordinator, staff have incorporated the core program related
merchandise items necessary to provide the best experience to its users by offering a
variety of merchandise, as well as pre-packaged food and beverage options. The
inclusion of a new driving range shed in 2024 supports the operations of the instructional
area of the driving range. This upgrade enhances accessibility to range balls for the users
and provides staff workspace improvements through the installation of a new ball washer
and dispensing machine to clean and restock the golf balls throughout the day. In addition
to the new range shed, range mats are now replaced annually providing a better hitting
surface for practice. The inventory of rental clubs for adults and youth, in both right- and
left-handed options for those who are new to the golf game are continuously assessed
and upgraded to improve the experience for new and younger golfers. Through a 3rd party
contract provider, the golf carts are upgraded every five years with new carts and are
serviced regularly to ensure that the course maintains a full stock of carts throughout the
year.
Customers have shared the closure of the permanent Pro Shop and access bridge as the
main deterrent of consistent play and concerns for organizing events and/or tournaments.
Both of these facility projects will benefit the Golf Division’s ability to increase round play,
accessibility for golfers of all ages and abilities, provide a better venue to host
tournaments and special events, as well as maintain and rebuild the sens e of community
as the Pro Shop facility provides a social environment, as well as a community meeting
space.
Golf Maintenance
LLGC Maintenance staff is responsible for the comprehensive care of the 26-acre
property including: greens, tees, fairways, roughs and all foliage and trees, as well as
structural facilities (driving range, pathways, parking lot, pro shop and maintenance shop)
within the property. The maintenance staff consists of the Golf Supervisor, 2.00 FTE
Maintenance Workers, and temporary seasonal maintenance workers. The maintenance
of the course uses an environmental stewardship and resource management mindset
which includes selecting and applying products to the golf course that are as sustainable
and least environmentally impactful as possible. Maintenance focuses on daily, weekly,
monthly and annual maintenance tasks to ensure the seasonal course conditions are
optimal at all times. Maintenance is responsible for upholding an aging irrigation
infrastructure and maintaining golf centric equipment outside of the City’s fleet system.
LLGC has invested in speciality equipment that helps maintain the course by reducing
the downtime for water shut off and staff hours needed to repair issues on the course, as
well as products and irrigation upgrades to reduce water use throughout the year.
Maintenance staff assists other divisions within the City for irrigation repairs to help
maintain other park assets.
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Since the adoption of the City’s climate action goals, the LLGC has been working to do
its part to meet the goal of being carbon neutral by 2035. The course received an electric
course mower in April 2025 through the Noble Saw/SLO County APCD Lawn and Garden
Electrification Program where the City provided gas powered equipment to SLO County
Air Pollution Control District and received a voucher to purchase an electric replacement
unit. In addition to the mower, the course also utilizes electric weed whackers, leaf
blowers, chainsaw, edgers and power tools. Any new maintenance equipment purchased
by the division will continue to be electric, furthering the City’s sustainability goals.
Golf Maintenance works closely with the City’s Natural Resources division, specifically
the City Biologist, in maintaining the sensitive Prefumo Creek area that flows through the
course property. Additionally, staff collaborate with the City Arborist with tree maintenance
and planting, including the recent successful planting of 60 trees within the LLGC in
support of the City’s 10,000 tree initiative and partnership with ECOSLO in FY 2024-25.
Golf Irrigation System
With the LLGC property being an original build in 1964, the irrigation systems are aging,
and staff navigate repairs of outdated and often incorrect previous maintenance and
irrigation maps. The LLGC utilizes City recycled water for its main source (70%) of
irrigation. The course has two wells onsite that are used strategically throughout the year
to supplement the use of the reclaimed water in order to flush the greens and fairways
(applying water to wash out accumulated salts and minerals from the turf areas due to
the use of recycled water). The wells serve as a supplemental on -site irrigation water
source and provide 30% of irrigation for the course. Staff anticipate lower use of the well
water with the recent completion of t he upgraded WRRF systems that have lowered the
percentages of solids contained in the reclaimed wastewater supplies.
Between 2018 and 2025, the focus of the LLGC maintenance staff transitioned from a
reactive irrigation leak repair model to a proactive m odel. Previous methods required
irrigation water shut off for daily durations to repair older irrigation needs. This resulted in
high leak frequency due to pressure build-up within the pipes, multiple day course
closures, external contractor dependence, reactive resource allocation and suboptimal
course conditions. Overall, the course has experienced between 10 and 15 major
irrigation leaks between 2018 and 2025 that resulted in multiday irrigation shutdowns (1 -
3 days, 10-30 hours staff time each) to address the incidents with most of the fixes
completed internally by the golf maintenance staff. In the past two years, staff
implemented a coordinated modernization plan to upgrade wiring rebuilds for the irrigation
controller converters that operate the different automated irrigation devices throughout
the course (similar to street light atomization), revised and updated safety training, data
logging collaboration with other local golf courses, and the acquisition of modern
excavation equipment. Further LLGC irrigation benefits will come from pressure
monitoring deployment (flow sensors connected to Central Irrigation systems) and
phased lateral lines (irrigation “branches” that drive water to the sprinkler heads) and
mainline renewal planning.
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As part of the FY21-23 Financial Plan, an annual $20,000 was funded through the Capital
Improvement Plan (CIP) for the golf course to assist with irrigation repairs to address high
impacted areas and the acquisition of excavation equipment that would expose leaks
quickly and reduce staff time, leading to minimal downtime for the course water supply,
as well as prevent long-term leaks and water waste. In 2021, maintenance staff
collaborated with both Public Works and Utilities to determine the best course of action
to address the aging infrastructure and frequent leaks that continued to occur on the
course. The purchase and utilization of the hydro-excavator has been a key asset for staff
to address irrigation leaks and improvement of course conditions. By reducing the time
frame that the irrigation system is turned off at the course to accommodate repairs, staff
have maintained a more consistent and efficient watering schedule and ability to address
multiple leaks at one time, resulting in better use of staff resources and increasing the
customer experience. With the success of the hydro-excavator at the golf course, the
equipment has become a Citywide asset assisting Public Works and Utilities Department
in water line and irrigation leak response at other City managed properties to help with
the exposure of other water leaks within the City’s park system including: Sinsheimer
Stadium, Damon-Garcia Sports Complex, Meadow and Santa Rosa Parks.
Overall, the LLGC has seven irrigation controllers that manage 216 sprinklers and
approximately 3 miles of irrigation piping within the 26-acres of the course. Golf staff have
continued to update sections of the irrigation control system to better regulate the courses
system over the years. Starting in 2021, staff replaced outdated irrigation controller
systems, replacing with a more modern controller system and completed, with existing
resources and staff, a new wiring system for hole #1, connecting 44 sprinklers heads that
covered around 3-acres. This systematic approach has been rolled out with a phased
approach throughout the course, rewiring sections of the course for a more reliable
irrigation system and more efficient watering schedule when time and resources allow.
Future Laguna Lake Golf Course Improvements
Staff continuously assess and forecast ways to diversify the course to attract different
clientele and support community interest while maintaining the current offerings to the
golf community. The recent updates and expansion of the driving range, addition to the
chipping area, and upgrades to the event/BBQ area have all assisted in enhancing the
user experience over the last couple of years.
The Parks and Recreation Department will continue to review trends in the industry to
improve the course and operational opportunities at the LLGC. Staff are planning to
incorporate a spring customer experience survey to obtain feedback on current
programming and ideas for alternate programming and activities. Additionally, the Golf
Supervisor had the opportunity to attend a special training at the Torrey Pines Golf Course
in the San Diego area (host of the United States Open) to learn more about the latest
methods in sustainable maintenance practices, as well as newer trends and programs in
the golf industry.
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Current Planned Improvements:
The below examples showcase program improvements that are forecast to increase
revenue through alterative play and use of the facility.
Night Golf, a popular program that occurred prior to the closure of the Pro Shop, is an
opportunity to provide alternative night use at the course during the shorter days occurring
during October – March. Night Golf utilizes a ‘glow in the dark’ golf ball and pro vides a
creative and different experience for the user during the seasonal time change. This was
a popular program originally introduced in the late 2010’s but was suspended during the
pandemic and with the current closure of the Pro Shop facility. Potential annual revenue
for evening alternate play is estimated at $7,800.
The BBQ and outdoor table area has been utilized for community rentals to host birthday
parties, community group events, and internal City staff events over the past couple of
years. This area continues to be a focus by golf staff to be enhanced to offer community
groups an additional rentable programmable event space. Anticipated annual revenue
from event rentals is estimated at $2000.
When the Pro Shop project is completed, the area can be utilized as a community meeting
room that is currently lacking on the west side of the City. During the update for the Parks
and Recreation Blueprint for the Future, this geographical area of the City was identified
as lacking indoor community gathering spaces. The Pro Shop space can be used for
community meetings, small events, senior functions (e.g., Bridge or Mahjong groups),
and serve as a support space for hosting large-scale events including tournaments and
races. The addition of a food vendor will also help provide lease revenue generation
opportunities for the City.
Table 7: Estimated Annual Revenue from Alternative Sources
Alternative Revenue Sources Estimated Annual Revenue
Meeting/Room Rentals $2,000
Private Rental Events $3,600
Food/Beverage Concessionaire $7,800
Night Golf Program $7,800
BBQ/Event Area $2,000
Full-Course Tournaments $4,200
Weddings/Cross Country Tournament $5,000
Planned CIP Projects – Pro Shop and Bridge
In addition to ongoing program improvements, two critical Capital Improvement Projects
(CIPs) at the Laguna Lake Golf Course are planned but pending final direction from City
Council. These projects are foundational to restoring full operations and supporting
revenue-generating activities.
Bridge Replacement (CIP 2001071) – Planned for FY 2026–27 with a budget of
$600,000, the bridge replacement is a storm response and recovery project.
Completion of this project will restore safe access to the course, which is essential
for hosting tournaments, regular play, and alternative revenue programs such as
Night Golf. Funding for this project is authorized through the current CIP fund
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supported by General Funds.
Pro Shop Flood Damage Repair (CIP 2000568) – Planned for FY 2026–27 with a
budget of $250,000, this project will repair flood damage to the Pro Shop facility.
Reopening the Pro Shop will allow for merchandise sales, rental equipment
operations, and support for community events, including meeting space for seniors
and community groups.
These two CIP projects are on hold until Council provides direction on timing and scope,
as they directly enable revenue-generating activities outlined in Table 7. Other CIP
projects at the course, such as routine maintenance, fleet replacement, parking lot
resurfacing, and irrigation improvements, remain scheduled for future years according to
the City’s CIP plan and are shown in Table 9.
Additional Potential Facility Enhancements Requiring New Capital Investments
Along with the currently funded CIP plans for t he LLGC, the Golf staff have met with the
local disc golf club, SLO Throwers, and have preliminary designs for an 18-hole disc golf
course within the current LLGC property layout. The disc golf course layout is intentionally
designed to not interfere with current greens and tees, as well as incorporate involving
natural obstacles currently present at the course. The addition of a disc golf course will
allow for single and multi-day course tournaments, as well as create an additional
opportunity of play for the disc golf community and once installed, require minimal
maintenance cost for upkeep. This partnership has been successful at current park
locations within Sinsheimer Park and Laguna Lake Park. Estimated new investment funds
is approximately $45,000-$50,000 with a potential installation timeline of 6 months.
Another opportunity to attract new users and expand the value of the LLGC functions is
the installation of a miniature golf, putting experience. This family-friendly programming
would complement the current golf range and the inclusion of a putting green to assist
providing skill development, First Tee program collaboration, as well as an alternative to
traditional golf activity to provide a fun golf experience for a variety of ages and abilities.
Staff have identified the current event space located adjacent to the Driving Range that
could be developed to support this facility enhancement. Staff would need to contract
with a consultant to obtain potential project costs and develop a business model for a
future CIP investment.
As the City currently has a lack of lighted sport fields to support youth and adult sports,
the current enclosed driving range could be remodeled to have multi -use capabilities. At
scheduled times of the day or week, the area could transition to a small turf field to support
soccer and football practices, and/or clinics and provide turf access for the residents on
this side of the City. Lighting would need to be added to the current poles to allow for
after-hours utilization of the range bringing in a new community opportunity to the course.
This upgraded option to a multi-use facility would not impact the general golf course
fairways and greens as it is a stand-alone amenity.
A more significant future CIP project that is recommended by Staff is for the course
irrigation infrastructure to be assessed for replacement in order to reduce the irrigation
malfunctions and leaks throughout the property. As noted, these irrigation impacts cause
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delays with the mowing of the course, aerifying the greens, and impact the course play
and customer satisfaction, as well as water waste. An updated irrigation system will result
in more efficient watering schedule, reduce turf loss, and dependence on external
contractors, as well as reduce water waste. In conjunction with an irrigation replacement,
the course fairways could be modified with simple redesign providing an opportunity to
reduce the amount of irrigated turf and add more drought tolerant plantings along the
edges and non-playing areas, including adding designated cart paths and walkable
pathways between each hole that allow for better accommodation and access for the golf
community and walking groups. This Capital Improvement Project could range between
$1.5 million to $2 million in new CIP funding.
Additional Potential Uses of the Golf Course Property
At the April 15, 2025 Council meeting, in providing direction to staff to comprise
information on the Golf Course, councilmembers discussed potential other uses of the
property, including affordable housing. The section below includes information about what
it would take to make the land available and ready for affordable housing and also
discusses the option of turning the Golf Course into a community park. Pursuit of either
of these or other reuse options would involve a major work plan effort with participation
from multiple City departments.
Housing
The entire Laguna Lake Golf Course parcel is approximately 29-acres in area and
currently zoned Public Facility (PF). This total 29-acre site is made up of three parcels
(APNs) conveyed through multiple deeds (Attachments A, C, and D), which include the
parkland property (26-acres) and the supporting properties that make up the parking lot
and maintenance area, and the adjacent portion of the property where the Pro Shop and
restroom facility is located. APN 053-111-055 is subject to a deed restriction related to
acquisition under the Nejedly-Hart State, Urban, and Coastal Park Bond Act of 1976
(Attachment B), which limits its use to park and recreation purposes. The Public Facility
zone is generally for park and recreation uses, utility facilities, schools, government
offices/buildings, and allows only minimal housing uses (such as caretaker’s quarters and
transitional and supportive housing). If the site was rezoned to High Density Residential
(R-4), it would have a maximum of 24 dwelling units per net acre , plus any available
density bonuses pursuant to State law. With confirmation from the City’s Community
Development Department, the Net Lot Area is determined by Municipal Code Section
17.70.110(B). By way of example, if approximately 20 net acres of the 29 -acre parcel
were used to calculate density, the site could theoretically have a density of approximately
480 two-bedroom dwelling units. More information about allowed and prohibited uses can
be found in Table 2-1 of Chapter 17 of the Municipal Code.
Development of the Laguna Lake Golf Course for housing or any other large development
project would require construction of new frontage improvements along Los Osos Valley
Road and internal roadway improvements. A signal modification/upgrade could be
required at the intersection of Laguna Lane and Los Osos Valley Road and the limited
site frontage on Los Osos Valley Road may make it challenging to provide two points of
access to the internal street network for a project site, which could present circulation and
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emergency response limitations. New water, sewer, and storm drain mainline extensions
would be required to facilitate development of the site.
Prefumo Creek navigates through the property site and part of the site adjacent to the
creek is within a FEMA 100-year flood zone. Development affecting the portions of the
site within the flood zone would require approvals from FEMA. To comply with Regional
Water Quality Control Board Post-Construction Stormwater Regulations and the City’s
Waterways Management Plan, it is likely that stormwater detention facilities would be
required to mitigate peak flows from the development which could limit the potential
residential use of the site in order to properly size and site the required stormwater
detention facilities. Portions of the site are also within the Very High, High, and Moderate
Fires Hazard Severity Zones with the majority of the site located in a Fire Hazard Severity
Zone. Currently, City codes do not allow for subdivisions within the Very High Fire Hazard
Severity Zone and building hardening and defensible space requirements will apply to
any project at this location.
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Lastly, it is likely that an affordable housing developer would need to partner with a market
rate developer to make a housing project feasible on th is type and size of property
(significant land acquisition and infrastructure costs, coupled with natural hazard risks).
To make the property available for development, the City would also need to follow the
lengthy and complex Surplus Land Act process. It should be noted that APN 053-111-
055, which represents only a portion of the full Laguna Lake Golf Course site, is subject
to a deed restriction associated with acquisition under the Nejedly-Hart State, Urban, and
Coastal Park Bond Act of 1976 (Attachment B). This restriction limits the use of that parcel
to park and recreation purposes, and any potential housing development would need to
carefully evaluate its impact on site design, allowable uses, and feasibility.
Community Park
The accessible 26-acre property could be converted to a community park, requiring
decommissioning the golf course amenities of tee boxes, greens, and golf related signage
within the property. The current restroom facility, parking lot, BBQ/seating area and
maintenance shop could remain to support community users and operations with some
potential upgrades for accessibility and safety.
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The property would require a safety/risk assessment and incorporate appropriate
mapping and inclusion of walking paths and safety walkway lighting. Should this
alternative be pursued, staff would recommend completing the project to replace the
pedestrian/cart bridge over Prefumo Creek in order to provide safe access across the
property. Staff would also recommend pursuing th e disc-golf course inclusion, which
would requiring modest up-front funding and ongoing maintenance of the 18 -hole
amenity. The current uninhabitable Pro Shop would either need to be removed and the
area assessed for future use/incorporation into the revised use of the park. Or continue
with the planned renovation project and utilize the space as a community room/activity
space.
Estimated maintenance and operational costs of a passive park space, plus disc-golf and
a potential community room space, would be similar to the maintenance operations at
Damon-Garcia Sports Complex. Based on the recent maintenance staffing study that was
presented to Council on January 14, 2025, Staff estimate approximately 1.75 – 2.0 FTE
positions to maintain the 26-acre property. This would include, but not limited to, mowing,
tree and shrub management, utility costs, and managing the irrigation system (which
would still be recommended for upgrades). Anticipated maintenance operational
expenditures, including staffing, could range between $425,000 to $450,000 annually.
Comparing the similar facility operational models in Table 4, this forecasted expenditure
cost is similar to the variance between Parks and Recreation operations and revenues at
LLGC with an estimated $459,000 annual subsidy.
External Contract Service for Operations
The opportunity to pursue an outside contract service to take over all golf operations and
maintenance of the property was explored by the City on December 2, 2014, resulting in
the recommendation to maintain oversight and operations by the Parks and Recreation
Department. Staff remain concerned that the current facility issues outlined in this report
would be a strong deterrent for an outside/private service to be interested in operating the
course. The aging irrigation, lack of a Pro Shop, and the inability to utilize the
pedestrian/cart bridge are deterrents to advertise and secure a reputable golf service
contract.
An additional concern would be in maintaining the current City and community partnership
agreements the City provides to youth and recreational community groups such as the
local school programs, Special Olympics, and Cal Poly Kinesiology courses. The
accessible and low-barrier pricing model established by the City would also be a
significant concern if an external service provider took over the operations and
maintenance. The market rate of the comparable sized golf courses in Table 1 could
financially constrain the potential contractor.
Previous Council or Advisory Body Action
The following summarizes key meetings, reports, and Council action s related to the
Laguna Lake Golf Course. These provide context for operational decisions, fee studies,
and potential alternative uses of the property:
June 11, 2009 – Laguna Lake Golf Course Fund Rate Reviews
June 1, 2010 – Laguna Lake Golf Course Fund Rate Reviews
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April 12, 2011 – Strategic Budget Meeting for 2011-13 City Financial Plan
July 21, 2011 - 2011-13 City Financial Plan
June 17, 2023 - 2013–15 Financial Plan / Major City Goals
December 2, 2014 – Council Study on Operational Models
2018–2021 – Parks and Recreation Blueprint for the Future (2021 –2041)
June 20, 2017 - FY 2017–19 Financial Plan
December 2, 2014 – RFP For Laguna Lake Golf Course
January 14, 2025 – Maintenance Staffing Study
April 15, 2025 – Strategic Budget Meeting 2025–27 Financial Plan Review
Public Engagement
With the Council Study Session request on April 15, 2025, staff informed the Parks and
Recreation Commission of the opportunity for the LLGC to be discussed during a Council
Study Session. Additionally, users of the LLGC reached out to Parks and Recreation
Department and the Golf Division staff for additional information. Staff met with a
community group referring to themselves as “Friends of Laguna Lake Golf Course,”
providing requested information. A meeting was held with four members of the “Friends
of Laguna Lake Golf Course” and Parks and Recreation management on November 13,
2025, to describe what a Council Study Session entails, including the creation of a
comprehensive operational assessment by Staff and the opportunity for the community
to provide public comment in person at the meeting or via written correspondence.
CONCURRENCE
This report has been prepared by staff from the Parks and Recreation Departmen t, in
support by staff from Public Works and Utilities Department, and Community
Development Department.
ENVIRONMENTAL REVIEW
The Study Session is not subject to environmental review as this presentation is not a
“project” under Section 15378 of the CEQA Guidelines.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:
There is no fiscal impact associated with receiving and filing the study session report; the
discussion below provides context on the current, FY 2025-26, budget and the General
Fund support required to operate the Laguna Lake Golf Course.
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Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $0
State
Federal
Fees
Other:
Total $0 $0 $0 $0
For FY 2025–26, the Laguna Lake Golf Course is budgeted to generate $297,000 in
revenue. Total expenditures, including staffing, utilities, and other operating costs, are
projected at $834,218, resulting in a cost recovery rate of 36%. This places the cour se
within the mid-range cost recovery goal of 30%–60%, indicating that revenues cover
slightly more than one-third of total operating costs, with the remainder funded through
the General Fund. Table 8 below provides a detailed breakdown of the budgeted
revenues, expenditures, and cost recovery for the 2025–26 fiscal year.
Table 8: Budget for 2025-26
Account Budget
Revenue $297,000
Staffing $528,362
Utilities $156,686
Other Operating $149,171
Total Expenditures $834,218
Cost Recovery 36%
General Fund Subsidization 64%
In addition to ongoing operational expenses, several Capital Improvement Program (CIP)
projects have been planned for the Laguna Lake Golf Course to maintain and enhance
the facility. These projects include routine maintenance, fleet replacement, facility repairs,
and infrastructure improvements, such as irrigation upgrades and bridge replacement.
Table 9 below provides a summary of projects within the 10-year CIP, including project
numbers, descriptions, fiscal years, and budgeted amounts, highlighting both near-term
and longer-term investments in the course.
Page 165 of 185
Item 7a
Table 9 – Laguna Lake Golf Course CIP Projects, Budget and Fiscal Year
CIP No. Project Name Description / Notes Fiscal
Year Budget Amount
2000030 Golf Course
Maintenance
Routine
maintenance 2026–27 $10,000
2000519 Fleet
Replacement Golf course truck 2026–27 $69,000
2000568 Pro Shop Flood
Damage Repair
Facility repair from
past flood 2026–27 $250,000
2001071 Bridge
Replacement
Storm response and
recovery 2026–27 $600,000
2000519 Fleet
Replacement Golf course mower 2027–28 $90,000
2001031 Irrigation
Improvements System upgrades 2030–31 $300,000
2000031 Parking Lot
Maintenance Resurfacing/repairs 2031–32 $50,000
2000520
Fleet
Replacement –
Public Works
Golf course mower 2031–32 $90,000
2001031 Irrigation
Improvements System upgrades 2031–32 $1,700,000
2000031 Parking Lot
Maintenance Resurfacing/repairs 2032–33 $400,000
2000519 Fleet
Replacement
Golf course cart
spray applicator 2032–33 $30,000
2000519 Fleet
Replacement
Golf course diesel
UTV w/ dump bed 2032–33 $30,000
2000519 Fleet
Replacement
Golf course utility
car 2032–33 $40,000
2000520
Fleet
Replacement –
Public Works
Golf course reel
mower 2032–33 $90,000
Total $$3,749,000
The figure below illustrates total CIP funding for the Laguna Lake Golf Course by fiscal
year, combining all individual projects from Table 9. This figure (Figure E) highlights the
timing and scale of planned investments, with peak funding years occurring in FY 2026 –
27 and FY 2031–32.
Page 166 of 185
Item 7a
Figure E: CIP Funding by Fiscal Year
ALTERNATIVES
1. Council could choose to provide direction to staff to research alternative (non-
golf activities) and/or assess the current fees related to the Golf Division and
Parks and Recreation Departments community programming specific to the use
Laguna Lake Golf Course property. This strategy may require realignment of the
current financial philosophy related to cost recovery policies, and program
accessibility for the community. Staff resources will be required to conduct a user fee
survey and assess the threshold of the variety and types of multi-use programs. This
would also include assessing the physical impacts to the course conditions, and
current or revised times of course use for traditional golf activities which support a
variety of community partners.
2. Council may choose to direct staff to pursue classifying the Golf Course
Operations as an enterprise fund program. This would entail staff conducting a
comprehensive fund analysis of all user fees, including daily use fees and
rental/reservation fees, as well as review community partnership agreements, to
increase fees to meet the current subsidy delta point. The estimated revenue increase
would need to increase by 50-64% which could result in pricing out community users,
as well as limit the accessibility of a significant portion of the com munity population
who utilize the programs at the LLGC.
3. Council could choose to provide direction to staff to pursue the costs and
benefits of decommissioning the golf program and converting the property to a
community park. This option would require muti-department staff resources from
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
$1,600,000.00
$1,800,000.00
$2,000,000.00
2026–27 2027–28 2030–31 2031–32 2032–33
CIP Funding by Fiscal Year
Page 167 of 185
Item 7a
Parks and Recreation, Public Works and Utilities, and City Attorney’s Office, to
develop the process and conversion of an active recreational area to a passive
recreational area, including property deed review, infrastructure assessments for ADA
pathways, environmental impacts for Prefumo Creek, and safety/risk assessments of
the 26-acre property, including concerns and mitigation of unauthorized after -hours
park use. The conversion would also have impacts such as loss of program revenue
and golf-specific recreational opportunities for a variety of community partners and
community members.
4. Council could choose to provide direction to staff to investigate alternative
usage regarding the Laguna Lake Golf Course 26-acre property related to
housing. This option would require staff support from Community Development, City
Attorney’s Office, Parks and Recreation, Administration, Finance, and Public Works &
Utilities Departments, as well as potential need for contract or consu ltant support.
Potential areas of significance for staff research and review may be related to property
deeds and environmental property reviews, assessment of current required park
acreage related to the City’s adopted general elements for both the Parks and
Recreation and Housing elements, review of the re -zoning process for any property
use changes, and neighborhood wellness impacts.
ATTACHMENTS
A - Grant Deeds for APN 053-111-055
B - Resolution Approving the Application for Federal Land and Water Conservation Fund
Grant-In-Aid Program funding for the Laguna Lake Golf Course and Driving Range
Acquisition Project
C - Grant Deed for APN 053-111-058
D - Grant Deed for APN 053-111-062
Page 168 of 185
Description: San Luis Obispo,CA Document-Book.Page 2197.370 Page: 1 of 4
Order: 11 Comment:
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Order: 11 Comment:
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Order: 11 Comment:
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Description: San Luis Obispo,CA Document-Book.Page 2197.370 Page: 4 of 4
Order: 11 Comment:
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Description: San Luis Obispo,CA Document-Book.Page 2197.366 Page: 1 of 4
Order: 11 Comment:
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Order: 11 Comment:
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Order: 11 Comment:
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Order: 11 Comment:
Page 176 of 185
Page 177 of 185
Page 178 of 185
Page 179 of 185
Page 180 of 185
Page 181 of 185
Page 182 of 185
M
RECORDING REQUESTEI Y
CIAICAGO TITLE CONS_ ..qY
ANU WHEN RECORDED MAIL TO
CITY OF SAN LUIS OBISPO
Attn. Paul LeSage
1341 Nipomo Street
San Luis Obispo, Ca
Doc No: 1999-042194
Official Records
San Luis Obispo Co.
93401 Julie L. Rodewald
Recorder
Jun 11, 1999
Time: 11:11
Rpt No: 00052566
UN 22.00
NF -1 0.00
1i
L r 1
Escrow No. 250421 - So L 31 TOTAL 22.00
Order NO 250421 - NN
SPACE ABOVE THIS LINE FOR RECORDER'S USE
t nr_ utNULMIGNED GRANTOR(S) DEC
DOCUMENTARY TRANSFER TAX
unincorporated area
GRANT DEED Assessor's Parcel No:
053,111,058 portion
LARE(S
2 00 /I
IT FW PAID ExEmPT OUT OF
is STATE
City of
computed on the full value of the interest or property conveyed, or is
computed on the full value less the value of liens or encumbrances remaining at time of sale, and
FOR A VALUABLE CONSIDERATION, receipt of which is hereby acknowledged,
THE CONGREGATIONAL CHURCH - UNITED CHURCH OF CHRIST
hereby GRANT(S) to
THE CITY OF SAN LUIS OBISPO , a charter municipal corporation of the State of California
tfie following described real property in the
County of SAN LUIS OBISPO State of California:
LEGAL DESCRIPTION ATTACHED HERETO AND MADE A PART HEREOF BY REFERENCE
Dated April 14, 1999
STATE OF CALIFORNIA
COUNTYQF SAN LUISLUIS OBISPO } SS.
On 1 "Lt_X , before me,
the un ersigned
a Notary Public in and for said County and State, personally appeared
U IvAam
personally known to me (or proved to me on the basis of satisfactory
evidence) to be the person(s) whose name(s) is /are subscribed to the
within instrument and acknowledged to me that he /she /they executed the
same in his /her /their authorized capacity(ies), and that by his /her /their
signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
THE CONGREGATIONAL CHURCH -
UNITED,GiYMCH OF CHRIS //T
BY:
UE ZAKARIA
Comm. fr`113048, ELO Nota ry Public
California
AN LUIS OBISPtJ COUNTY
M' Comet. C-91re3 br. 20 2801
WITNE my hand and official seal.
3 _g) -01
gnat a of Notary Date My Commission Expires FOR NOTARY SEAL OR STAMP
MAIL TAX STWTEdENTS TO PARTY SHOWN ON FOLLOWING LINE: IF NO PARTY SO SHOWN, MAIL AS DIRECTED ABOVE
same as return address shown above
Name Street Address City, State & Zip
GD1 -- 05/30/97bk
T ,
uI
p] I - I q e
computed on the full value of the interest or property conveyed, or is
computed on the full value less the value of liens or encumbrances remaining at time of sale, and
FOR A VALUABLE CONSIDERATION, receipt of which is hereby acknowledged,
THE CONGREGATIONAL CHURCH - UNITED CHURCH OF CHRIST
hereby GRANT(S) to
THE CITY OF SAN LUIS OBISPO , a charter municipal corporation of the State of California
tfie following described real property in the
County of SAN LUIS OBISPO State of California:
LEGAL DESCRIPTION ATTACHED HERETO AND MADE A PART HEREOF BY REFERENCE
Dated April 14, 1999
STATE OF CALIFORNIA
COUNTYQF SAN LUISLUIS OBISPO } SS.
On 1 "Lt_X , before me,
the un ersigned
a Notary Public in and for said County and State, personally appeared
U IvAam
personally known to me (or proved to me on the basis of satisfactory
evidence) to be the person(s) whose name(s) is /are subscribed to the
within instrument and acknowledged to me that he /she /they executed the
same in his /her /their authorized capacity(ies), and that by his /her /their
signature(s) on the instrument the person(s), or the entity upon behalf of
which the person(s) acted, executed the instrument.
THE CONGREGATIONAL CHURCH -
UNITED,GiYMCH OF CHRIS //T
BY:
UE ZAKARIA
Comm. fr`113048, ELO Nota ry Public
California
AN LUIS OBISPtJ COUNTY
M' Comet. C-91re3 br. 20 2801
WITNE my hand and official seal.
3 _g) -01
gnat a of Notary Date My Commission Expires FOR NOTARY SEAL OR STAMP
MAIL TAX STWTEdENTS TO PARTY SHOWN ON FOLLOWING LINE: IF NO PARTY SO SHOWN, MAIL AS DIRECTED ABOVE
same as return address shown above
Name Street Address City, State & Zip
GD1 -- 05/30/97bk
T ,
uI
p] I - I q ePage 183 of 185
V 1
Pagc 1
Escrow No. 250421 -SO
LEGAL DESCRIPTION EXHIBIT
That portion of Lot 59 of Stratton's Subdivision of the Ranchos Canada de Los Osos
and La Laguna, in the County of San Luis Obispo, State of California, as shown in
Book A of Record Maps at pages 83 and 84, recorded in the office of the San Luis
Obispo County Recorder, described as follows:
Beginning at a 1 1/2" iron pipe and tag, L.S. 3982, on the Southwesterly line and
distant 49 ft. from the Westerly corner of Parcel A, as shown in Book 20 of Parcel
Maps at page 71, being THE TRUE POINT OF BEGINNING; thence, at right angles to the
said Southwesterly line, South 45 degrees 59 minutes 25 seconds West, a distance of
65 ft.; thence, along a line parallel to and 65 ft. Southwesterly of the
Southwesterly line of Parcel A, South 44 degrees 00 minutes 35 seconds East, a
distance of 130 ft.; thence, along a line at right angles to the Southwesterly line
of Parcel A, North 45 degrees 59 minutes 25 seconds East, a distance of 65 ft.;
thence, Northwesterly along the Southwesterly line of Parcel A, North 44 degrees 00
minutes 35 seconds West, a distance of 130 ft. to the TRUE POINT OF BEGINNING.
DEEDLEGL- 08/09/94bk
Page 184 of 185
I
I
CERTIFICATE OFACCEPTANCE
THIS IS TO CERTIFY that the interest in real property conveyed by the Grant Deed
dated
April
6. 1999 from Congregational Church - United
Church of Christ to the CITY OF SAN LUIS OBISPO, a
Political Corporation, is hereby accepted by the undersigned officer on behalf of the
City Council pursuant to authority conferred by Resolution No. 5370 (1984 Series)
recorded June 15, 1984 in Volume 2604, Official Records, Page 878, San Luis
Obispo County, California and the Grantee consents to recordation thereof by its
duly authorized officer or his agent.
Date: June 10, 1999
ATTEST:
Lee Price C.M.
City Clerk
C
CITY OF SAN LUIS OBISPO"
Y w
Allen K. Settle, Mayor
END OF DOCUMENTPage 185 of 185
1
Laguna Lake Golf Course –
Council Study Session
February 3, 2026
Item 7a: Laguna Lake Golf Course Program
Operations and Maintenance Overview
2
Presentation Outline
1.Study Session Recommendations
2.History of the Laguna Lake Golf Course
3.Golf Division Program Overview
4.Financial Assessment
5.Golf Maintenance Overview
6.Golf Course Impacts and Challenges
7.Golf Course Planned and Potential Improvements
8.Golf Course Alternative Uses
9.Council Discussion and Recommendations
3
Study Session –
Recommendations
1.Receive presentation on the Laguna Lake Golf
Course Operations and Maintenance.
2.Provide feedback and direction on program and
revenue expectations. Direct staff on any future
program and facility recommendations.
3.Provide staff direction on continuing the two
significant project needs related to the Pro Shop
renovation and the pedestrian/cart bridge
replacement project timelines.
4
Municipal 10-
Hole Course
•26 maintained acres
•1,361 yards
Par 3 Course
•Constructed in 1964
•Private Developer
City Owned since
1978
•Operated as
Enterprise and
General Fund
5
Golf Division Overview
Director
Recreation
Manager
Golf
Supervisor
Maintenance
Worker (2)
Recreation
Coordinator
Temporary
Staff
Course Amenities
-Driving Range
-Putting/Chipping Green
-Merchandise Sales
-Concessions
-Golf Equipment Rentals
-Event/BBQ Area
6
Golf Course Overview & Current Pricing
Open 7 days per week
Closures
•Thanksgiving, Christmas Eve
& Day, Seasonal Weather
Events and Maintenance days
Seasonal Hours
•March – October: 8:00 AM – 7:00 PM
•October –March: 8:00 AM –5:30 PM
7
SLO County Courses Pricing Comparison
Laguna Lake Golf Course
1,361 yds
LLGC
Current
Rate
Pismo
Beach
1,465 yds
Sea Pines
2,002 yds
Dairy
Creek
3,004 yds
Rounds
Monday-Thursday (Regular)$16.25 $20.00 $25.00 $30.00
Monday-Thursday
(Snr/Yth/Stu/Mil)
$12.25 $15.00 $25.00 $5-$21
Friday-Sunday (Regular)$17.00 $20.00 $25.00 $30.00
Friday-Sunday (Snr/Yth/Stu/Mil)$13.25 $15.00 $25.00 $5-$21
Twilight (after 3 PM)$12.25 N/A $19.00 $20.00
Family Rate (4 people)$35.00 N/A N/A N/A
Super Twilight (last 2 hrs)$9.25 N/A N/A N/A
Cart Rental $12.25 $13.00 $20.00 $15.00
Pull Carts $5.25 $4.00 $6.00 $5.00
Club Rentals (Regular)$10.25 $20.00 $30.00 $40.00
8
Golf Division Partnerships
9
Golf Division Overview – User Age Demographics
User Composition by Fiscal Year
User
Demographics FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Less Than 18 1,601 2,191 1,968 3,152 4,365 7,770
18 - 55 8,907 13,985 9,783 8,789 11,891 11,272
55+5,777 5,867 4,179 4,341 4,345 4,937
Total 16,285 22,043 15,930 16,282 20,601 23,979
Unique Users (annual): ~5,000
10
Golf Round Demographic Breakdown – FY24-25
15.32%
8.10%
0.60%
16.21%
1.66%19.56%
31.65%
0.55%
3.59%
0.44%
1.87%
0.46%
Regular
Twilight
Replay
Super Twilight
Spectator
Senior
Stu/MIL
Tournament
Off Peak
Family
Comp
Promo
Overall Total 24,494
Total Rounds 17,126 69.92%
Total Play Pass 6,798 27.75%
Total Comp 457 1.87%
Total Promo 113 0.46%
Total Weekday AM 4,487 18.32%
Total Weekday PM 9,376 38.28%
Total Weekend AM 3,951 16.13%
Total Weekend PM 6,680 27.27%
11
Golf Financial Usage & Non-Round Revenue
Golf Activity Volume by Type
Usage by Type FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25
Total Rounds 16,428 23,463 17,991 16,392 20,858 24,494
Play Pass Sales 294 344 369 515 611 681
Cart Rentals 2,138 1,415 1,278 2,083 2,731 3,859
Driving Range 1,813 2,835 1,729 2,342 2,981 4,216
Push Carts 1,010 1,314 722 613 805 1,033
Club Rentals 370 401 202 279 338 354
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Golf Course Usage by Type as a Percent of Total Activity
Total Rounds Play Pass Sales Cart Rentals Driving Range Push Carts Club Rentals
Non-Round Balls Gloves Tees Headwear Clubs Food/Bev Lessons
Totals $ 8,337.53 $ 2,017.33 $ 690.08 $ 681.81 $ 1,819.42 $ 3,753.61 $ 1,248.00
Retail Sales Revenue:
12
Golf Financial Overview – Operating Budget vs Actual
Golf Course Expenses by Category, Budget vs. Actual
Fiscal Year 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Staffing Budget $387,457.00 $402,700.59 $514,442.57 $513,362.85 $520,899.72 $538,387.10
Staffing Actual $394,711.31 $402,895.96 $518,234.37 $481,885.54 $469,460.05 $510,246.23
Utilities Budget $127,634.00 $117,634.00 $127,913.00 $119,895.00 $149,086.00 $151,023.00
Utilities Actual $95,329.08 $98,558.57 $154,331.17 $134,946.67 $140,582.40 $162,008.43
Operating Budget $131,335.99 $144,253.52 $163,482.39 $139,063.00 $147,141.00 $145,723.00
Operating Actual $105,019.34 $98,034.35 $156,682.20 $107,724.25 $125,705.38 $154,895.94
Total Budget $646,426.99 $664,588.11 $805,837.96 $772,320.85 $817,126.72 $835,133.10
Total Actual $595,059.73 $599,488.88 $829,247.74 $724,556.46 $735,747.83 $827,150.60
13
Golf Operating Expenses
14
Golf Revenue
15
Golf Financial Overview – Revenue & Subsidies
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
Annual Revenues and Subsidies by Fiscal Year
Revenues Subsidy
Fiscal
Year
Actual
Revenues
Actual
Expenses Subsidy
Percent
Subsidized
2011-12 $297,600 $517,375 $219,775 42%
2012-13 $291,700 $523,237 $231,537 44%
2013-14 $336,700 $516,018 $179,318 35%
2014-15 $328,383 $550,409 $222,026 40%
2015-16 $263,870 $576,352 $312,482 54%
2016-17 $234,897 $616,852 $381,955 62%
2017-18 $250,433 $604,534 $354,101 59%
2018-19 $227,602 $621,659 $394,057 63%
2019-20 $166,919 $595,060 $428,141 72%
2020-21 $248,101 $599,489 $351,388 59%
2021-22 $220,129 $829,248 $609,119 73%
2022-23 $213,003 $724,556 $511,554 71%
2023-24 $287,577 $735,748 $448,171 61%
2024-25 $375,077 $827,151 $452,073 55%
16
Golf Maintenance Overview
Staff
-Golf Supervisor
-(2) FTE Maintenance Workers
-Seasonal Maintenance Workers
Maintenance Goals
•Completion of daily, weekly, monthly and annual maintenance
practices to consistently offer a well-maintained golf course.
•Maintenance of greens, tees, and fairways are the top priorities.
Provide the least amount of interference and inconsistencies as
possible.
•Environmental stewardship and resource management will impact
selecting and applying products to the golf course.
17
Golf Maintenance General Course Tasks
Maintenan
ce Tasks Daily Weekly Monthly Annual
Greens Prep
Mow 3x
(6 hrs)
Trimming,
Dethatching
(4-6hrs)
Sand, Aeration,
Flushing, Herbicide
Application (2 days)
Tees Prep
Mow 3x, Rotate
Tee Markers
(14 hrs)
Trimming,
Dethatching,
Fertilization (4-6hrs)
Sand, Aeration,
Flushing, Herbicide
Application (2 days)
Fairways
Mow 2x
(8-12 hrs)
Trimming,
Fertilization (4-6hrs)
Aeration, Herbicide
Application (2 days)
Roughs
Mow 1x
(16 hrs)Fertilization
Herbicide Application
(4 hrs)
18
Golf Maintenance Facility & Equipment Upgrades
Driving Range
Machine
Range Balls &
Mats
Aerator Unit
Electric Mower
Electric
Equipment
DitchWitch
19
Golf Maintenance - Unique Challenges
Rain Frost Flooding
Netting Erosion
20
Golf Maintenance Challenges – Pro-Shop
21
Golf Maintenance Challenges – Bridge (Hole #2)
Storm/Flood
Events –
January 8-13,
2023
Bridge
Closure –
January
26, 2023
FEMA
Outreach –
Summer
2023
Initial
Replacement -
October 11,
2023
Rescheduled –
Summer 2025
(hold as of April
2025)
Rescheduled –
Summer 2026
22
Golf Maintenance Challenges - Irrigation
23
LLGC Current Improvements
Pro-shop
Construction
(2026-27)
Bridge
Replacement
(Summer 2026)
Additional Tree
Planting
Driving Range
Netting
24
LLGC Future Improvement Considerations
Disc Golf Course Miniature Golf
Course
Lighted Turf Field
at Driving Range
25
Parks+Recreation Blueprint for the
Future: 2021-2041
Section 2 – Meet the Changing Needs of
the Community
System Wide
Goals
•2.6 Accessing and Evaluating the Golf Course (Pg 90)
•Continue to manage the golf course for its primary use while exploring
opportunities for broader community use, potentially including a fully immersed
golfing experience including mini-golf, disc golf, and foot golf, a walking loop,
community space, redevelopment of the pro-shop, as well as more revenue
capture opportunities. Consider alternative programming such as community use
of the course for gatherings for specified days and hours.
26
Property Use Options
1. Conversion of Property for Housing
2. Conversion of Property to Park
3.RFP for Golf Operations and Maintenance
27
Housing Opportunities
•Zoning considerations
•Currently zoned as
“Public Facility”
•Rezoning required to
accommodate housing
28
Housing Opportunities
•Restriction on use for the
highlighted parcel
29
Housing Opportunities
•Minimal infrastructure
available on the site
30
Housing Opportunities
•Flood and fire zone
considerations
31
Affordable Housing Opportunities
•Factors taken into consideration by
affordable housing developers
•Parcel size and price
•Infrastructure
•Tax credit competitiveness
32
Community Park Option
Factors to consider:
•Incorporate Walking Paths (ADA)
•Safety Lighting
•Operational & Maintenance Cost
•Anticipated $425,000 - $450,000
•Open Space/Creek Control
•Irrigation Upgrades/Modifications
•Neighborhood Privacy/Security
•Off Hours Security Concerns
33
Contract Service Operator
•Staff explored RFP in 2014, resulting in
City maintaining operations
•Maintaining accessible and affordable
community programming (low barrier
fees)
•Maintaining the support for local
community organizations and schools
•Facility upgrades remain a concern and
deterrent for contract operations
•Pro Shop
•Bridge
•Irrigation
34
Presentation Recommendations- 7a: Study Session
1.Receive presentation on the Laguna Lake Golf Course Operations
and Maintenance.
2.Provide feedback and direction on program and revenue
expectations. Direct staff on any future program and facility
recommendations.
3.Provide staff direction on continuing the two significant project needs
related to the Pro Shop renovation and the pedestrian/cart bridge
replacement project timelines.
35
Alternative Opportunities
1.Council could choose to provide direction to staff to research alternative (non-
golf activities) and/or assess the current fees related to the Golf Division and Parks
and Recreation Departments community programming specific to the use Laguna Lake
Golf Course property.
2.Council may choose to direct staff to pursue classifying the Golf Course Operations as
an enterprise fund program.
3.Council could choose to provide direction to staff to pursue the costs and benefits
of decommissioning the golf program and converting the property to a community park.
4.Council could choose to provide direction to staff to investigate alternative usage
regarding the Laguna Lake Golf Course 26-acre property related to housing.
36
Alternatives 1 of 4
1.Council could choose to provide direction to staff to research alternative (non golf
activities) and/or assess the current fees related to the Golf Division and Parks and
Recreation Departments community programming specific to the use Laguna Lake Golf
Course property.
This strategy may require realignment of the current financial philosophy related to cost
recovery policies, and program accessibility for the community. Staff resources will be
required to conduct a user fee survey and assess the threshold of the variety and types of
multi-use programs. This would also include assessing the physical impacts to the course
conditions, and current or revised times of course use for traditional golf activities which
support a variety of community partners.
37
Alternatives 2 of 4
2. Council may choose to direct staff to pursue classifying the Golf Course
Operations as an enterprise fund program.
This would entail staff conducting a comprehensive fund analysis of all user fees, including
daily use fees and rental/reservation fees, as well as review community partnership
agreements, to increase fees to meet the current subsidy delta point. The estimated revenue
increase would need to increase by 50-64% which could result in pricing out community
users, as well as limit the accessibility of a significant portion of the community population
who utilize the programs at the LLGC.
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Alternatives 3 of 4
3. Council could choose to provide direction to staff to pursue the costs and benefits of
decommissioning the golf program and converting the property to a community park.
This option would require muti-department staff resources from Parks and Recreation,
Public Works and Utilities, and City Attorney’s Office, to develop the process and conversion
of an active recreational area to a passive recreational area, including property deed review,
infrastructure assessments for ADA pathways, environmental impacts for Prefumo Creek,
and safety/risk assessments of the 26-acre property, including concerns and mitigation of
unauthorized after-hours park use. The conversion would also have impacts such as loss of
program revenue and golf-specific recreational opportunities for a variety of community
partners and community members.
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Alternatives 4 of 4
4. Council could choose to provide direction to staff to investigate alternative
usage regarding the Laguna Lake Golf Course 26-acre property related to housing.
This option would require staff support from Community Development, City Attorney’s
Office, Parks and Recreation, Administration, Finance, and Public Works & Utilities
Departments, as well as potential need for contract or consultant support. Potential areas
of significance for staff research and review may be related to property deeds and
environmental property reviews, assessment of current required park acreage related to
the City’s adopted general elements for both the Parks and Recreation and Housing
elements, review of the re-zoning process for any property use changes, and neighborhood
wellness impacts.
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Discussion Questions
and Consideration