Cedar Rapids golf consultant hiring must lead to action

The city of Cedar Rapids is taking another swing at fixing its money-losing golf operation. The city can't afford another drive that goes nowhere.

The city wants to hire a consultant to help officials figure out how to slice persistent annual budget losses at four municipal courses. Those shortfalls have accumulated into a nearly $2.5 million deficit over the past decade. According to the city's request for proposals, the chosen consultant will analyze golf operation financial data, operations records, industry trends, local market conditions, input from customers and other factors. It will be expected to make recommendations for raising new revenue, cutting operating expenses and exploring alternate management structures, including the sale of one or more courses. Its report will be due in October.

We're eager to hear a consultant's advice. But we've also seen this show before.

The city previously has hired consultants to evaluate its golf operation. In 2007, the city appointed a six-member Twin Pines Task Force to study a proposal for selling 20 acres of the course to developers. The sale was expected to generate millions of dollars that could be used to update the course and shore up the golf operation. Before long, the task force's scope was broadened to study the entire golf operation, which at that time was losing $200,000 annually.

The land sale plan died in the face of heavy public opposition. In January 2008, after six months of discussion, the task force recommended collecting a local-option sales tax to cover golf costs, an idea swiftly rejected by city council members. Other than some small operational adjustments and a greens fee boost, not much happened. Those $200,000 shortfalls have grown.

Add to that the cost of unfunded repairs and upgrades, and it's clear the city must act decisively to stop the bleeding. Golf is sapping scarce revenue from other areas, including other recreation needs. Hopes in the community for new recreation centers or other expanded offerings in core neighborhoods are one example of an unmet goal. As with so many, a lack of money is the largest barrier.

We appreciate the need for municipal golf courses providing affordable recreation to thousands of local residents. Public courses enhance local quality of life, and the city's courses are a valuable public asset.

But they shouldn't operate as a liability. It's time to make some tough calls. No more mulligans.

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