The discussion on storm shelters highlighted the need for safety improvements at the golf course, particularly to protect players during inclement weather. Board members expressed concern that the existing clubhouse is too distant to serve as an effective refuge during sudden storms. To address this, the board considered constructing new shelters with roofs and walls. Ideas were floated about collaborating with North House, which could assist in building smaller, cost-effective timber-frame shelters. The estimated cost for such structures was around $6,000 each, a figure that prompted careful consideration due to budgetary limitations.

Despite recognizing the need for additional storm shelters, the board hesitated to commit to immediate construction due to financial priorities. The conversation underscored the importance of balancing safety enhancements with essential equipment needs, such as grinders crucial for golf course maintenance. With the course yet to achieve financial self-sufficiency, prioritizing expenditures remains a delicate task.

On the equipment front, the board evaluated the potential purchase of grinders for maintaining the golf course’s mowing units. A member offered to sell their existing grinders at a reduced price compared to new models, citing their good condition and necessity for optimal course operations. The board deliberated on whether increased user fees could help cover the cost of these grinders, which are important for maintaining the course’s quality. The debate over pricing strategies revealed tensions between keeping rates competitive with other local courses and ensuring the course remains financially viable.

In addition to these discussions, the board also addressed pricing changes for daily fees and memberships at the golf course. A motion was approved to increase fees, with the nine-hole fee rising from $25 to $30 and the eighteen-hole fee from $40 to $45. Cart rental fees saw similar adjustments. While some members expressed concerns over the steepness of these increases, they agreed it was necessary to reflect economic conditions and help close the financial gap between the course’s revenue and expenses.

The meeting also touched on broader city issues, such as the ongoing improvements to City Hall and the liquor store, slated for a grand opening in May. The city’s new membership in the Chamber of Commerce was highlighted, indicating a commitment to lobbying efforts for financial support, particularly concerning the wastewater treatment plant.

Attention then turned to the condition of park facilities, with a focus on bathhouses and potential marina improvements. Bath House 3 was identified as a primary concern due to its poor condition, while Bath House 2 was also noted as outdated. Discussions emphasized the need for architectural planning and a systematic approach to prioritize projects and identify funding sources. The board considered applying for Legacy funding to address these issues, with a specific focus on Bath House 3, which requires immediate attention.

The board also explored the potential for integrated projects within the campground and the marina. Ideas for enhancing the golf course’s appeal to local residents were discussed, with suggestions for strategic marketing efforts to boost community engagement.