The commission spent significant time addressing the sustainability of the restaurant located on the golf course premises. Dan shared concerns about the restaurant’s current management structure and its impact on business. He noted that a long-standing tournament committee decided to move their end-of-year meal off-site, which would negatively affect the restaurant’s patronage and overall revenue. This decision was attributed to either financial motivations or an effort to support another local social club. Dan highlighted that the tournament had been a fixture for 10 to 15 years, and its relocation pointed to a potential issue in the restaurant’s capacity to handle large groups.

Several members agreed that while the golf course was busy, the level of support for the restaurant was not as substantial, especially on weekends when members had priority tee times. Dan emphasized that the lack of member support during peak times directly impacted the restaurant’s revenue. He suggested that marketing strategies could be employed to encourage members to patronize the restaurant. Additionally, the commission discussed potential long-term solutions such as capital improvement plans to expand or enhance restaurant facilities, drawing comparisons to Hardw Crossing’s new facility, which had positively impacted their business.

The conversation also included concerns about outside alcohol being brought onto the golf course. Dan proposed increasing signage to inform patrons of regulations against outside alcohol consumption to maintain compliance with Massachusetts General Law. The necessity of maintaining a well-managed environment for both golfers and the restaurant operation was underscored.

The enforcement of golf cart usage rules was another major topic. One member expressed frustration, mentioning that despite the establishment of rules, golfers often failed to adhere to them. There was a specific incident where a golfer parked a cart too close to a green and had to be asked to move. This led to discussions about how the rules should apply to leagues, tournaments, and social clubs using the golf course. The commission also examined the golf shop’s $5 per head fee, which had remained unchanged from previous management, noting that while most clubs supported this fee, some contributed more.

The management of larger tournaments, particularly those described as “a little rowdy,” was also discussed. It was suggested that requiring food purchases during such events could help mitigate excessive drinking, thereby protecting the golf course’s liquor license. Additionally, preparations for greens aeration and leaf season were mentioned, with the expectation that the excavation work for the Pump House would be completed around November.

Signage on the course was another point of concern. Specifically, the absence of a sign on hole 16 instructing players to call ahead when on the green was noted. Ensuring proper signage throughout the course was deemed essential to clarify expected behaviors for players. There was a mention of the need for clarity as one participant noted the absence of the sign “on the trash.”

The condition and maintenance of golf carts were addressed, with confirmation that carts are washed every week and a half to two weeks, particularly during refueling, to ensure they remain in good condition. The commission also discussed staff training for emergency situations, particularly CPR training. It was noted that there is currently no requirement for staff to be trained in CPR, but members felt it would be prudent to offer this training. The possibility of purchasing a new Automated External Defibrillator (AED) was also discussed, given that the current one is over 20 years old. Coordination with the local fire department for CPR training for both staff and interested members was suggested.

The financial reports were reviewed, indicating a surplus nearing $245,000 from the previous fiscal year, with promising revenue numbers for the current year. September’s revenue was noted to be $191,000, with additional income expected to be posted soon. A significant expense of $10,000 for the purchase of a gator was reflected in the financial reports.