The most pressing topic at the meeting was the debate over the feasibility study, which the commission views as essential for gathering data needed to justify future investments. A commission member highlighted the importance of the study by stating that they would not support the project without this foundational information. The study is expected to provide insights into potential revenue streams and address historical challenges, such as the underperformance of the on-site restaurant. The commission aims to understand how a new facility could enhance the golf course’s appeal and financial health, particularly focusing on whether ancillary facilities could attract more patrons.

The proposed funding model for the feasibility study involves an 80/20 cost-sharing arrangement, with the city responsible for 80% and the golf commission covering the remaining 20%. This split raised concerns about whether the city council would approve the expenditure without a public vote. The commission clarified that council approval would only be necessary if the expenditure exceeded the normal budgeting process. The study’s results will be crucial in persuading the council of the project’s viability, as members emphasized the need for accurate financial projections to support future decisions.

Project management was another critical aspect discussed, particularly the requirement for an owner’s project manager for any project exceeding $1.5 million. This person would be appointed through the purchasing office to ensure compliance with fair market standards and operate as a liaison between the city and contractors. The commission stressed the importance of a market rate study before issuing bids for operations.

In addition to the feasibility study, several projects aimed at enhancing the golf course and its facilities were discussed. There was a notable disagreement on whether the commission should manage the restaurant, which was met with resistance. A proposed $7 million building project, estimated to cost the city $650,000 annually, sparked debate over its financial feasibility. Members questioned if a lower budget, such as $4 million, could achieve the same goals. The urgency of planning was highlighted by the impending expiration of an architect’s proposal, with applause following the announcement that the mayor could sign to lock in the current price.

The commission also addressed operational updates, including the successful completion of the walk tournament schedule and ongoing membership drives. The water situation at the golf course was a concern, with the maintenance crew praised for managing the greens during a drought. Their efforts were recognized as important to preserving the course’s viability, despite challenging conditions.

Equipment needs were another focal point, with a lease package proposed for acquiring new equipment valued at approximately $4 million over five years. This included items expected to have long lifespans, such as sprayers and utility vehicles, to avoid frequent turnover. The urgency of repairs was highlighted by the upcoming repair of the inlet pipe, scheduled for October 24th, though concerns about contractor availability could impact the timeline.

Discussions also touched on budget considerations for the upcoming year, with an emphasis on aligning cost-of-living adjustments for seniors with the Consumer Price Index. Revenue figures were shared, showing total revenue at $481,000 against expenses of $367,000, resulting in a net figure. However, caution was advised regarding future expenses, including indirect costs and outstanding water bills.