By ANDREW SIMPSON
Ward Media Staff Reporter
CHELAN — Lake Chelan Golf Course employees presented a business plan for continued city operation of the course Sept. 1, as city officials emphasized that no decision has been made to turn the facility over to a private management company.
The clarification comes amid public concern that the city’s recently issued request for proposals represents a decision to privatize the course and replace existing employees.
It does not.
The RFP is one half of a comparison City Council requested June 18. At that meeting, council directed staff to develop an in-house business plan using the existing city team while also obtaining concrete financial and operational proposals from private golf-management companies.
The city’s own FAQ on the process states plainly that “The City has not made any decision regarding future management of the golf course,” and says the purpose of the RFP is to collect information that can be compared with the city’s business plan before council considers any future direction.
City Administrator Laura McAloon addressed that concern directly before the business-plan presentation, saying the city had prepared the FAQ because of what she described as misinformation circulating on social media, including claims that privatization had been a hidden agenda that had not previously been discussed publicly.
The management question has, in fact, appeared repeatedly in public meetings this year.
The National Golf Foundation consultant was introduced to council in February. The consultant presented its findings at a May 5 council workshop, followed by Parks and Recreation Advisory Board discussions May 21 and June 1. The final NGF report was published June 1, and council and the Parks Board held a joint meeting June 18 to discuss its recommendations.
That June meeting produced the two-track process now underway.
The private-management track resulted in the RFP currently on the street. The other track produced the business plan presented Tuesday by Parks Director Audrey Cooper and members of the existing golf-course staff.
Golf Professional Jim Oscarson, Assistant Golf Professional Mark Lawrence and Golf Superintendent Erin McCabe helped develop the plan alongside Cooper. McAloon described it as “co-written, co-produced” by the current team and said it was intended to show how the city could continue operating the course while increasing revenue and addressing its financial challenges.
That distinction is significant because the city’s review is not occurring against a backdrop of poor use or declining popularity.
The National Golf Foundation found the course is experiencing record levels of play and revenue and remains a valued community asset. At the same time, the course does not generate enough revenue to cover both operating expenses and long-term capital replacement needs. Recommended capital improvements were estimated between $5.7 million and $7.3 million, including more than $4 million for replacement of the aging irrigation system.
In 2026, the course required a $703,033 transfer from the city’s Tourism Fund to cover the gap between revenue and operating costs.
The staff business plan attempts to address that gap through changes in pricing, operations and additional revenue sources rather than simply increasing the number of rounds played.
During peak season, the course is already heavily utilized, limiting how much additional revenue can realistically come from putting more golfers on the course. Staff instead discussed opportunities including changes to annual passes, expanded retail and driving-range activity, improved technology and other uses that could generate revenue beyond traditional rounds of golf.
One proposal would replace the current annual-pass structure with five-day and seven-day options. The five-day pass would cover Sunday through Thursday, while golfers seeking unrestricted access would pay a premium for a seven-day pass. Staff estimated 80% to 90% of current pass holders would likely select the five-day option.
The plan also examines equipment changes intended to reduce operating expenses. McCabe discussed autonomous electric mowers that could reduce labor and fuel costs while allowing mowing to occur with less disruption to golfers. A demonstration unit is expected at the course beginning Sept. 28.
McAloon said the National Golf Foundation’s recommendations could largely be summarized as a need for a more entrepreneurial approach to operating the course.
One question arising from the June discussion, she said, was whether the city already had the staff capable of doing that.
“And our answer was yes,” McAloon said.
After Tuesday’s presentation, she said the team had demonstrated that it could operate the municipal course with that entrepreneurial approach while increasing revenue, controlling expenses and maintaining services expected by residents and visitors.
Private management remains an alternative, not a selected outcome.
Proposals submitted through the RFP are scheduled to be presented to council at an Oct. 8 workshop, where elected officials will be able to compare them with the in-house plan.
No management change has been approved.
Andrew Simpson: 509-433-7626 or [email protected]