Presenter (Speaker 1) laid out four possible futures for the former YMCA/Poplar Hill site: a limited modified reopening; redeploying resources downtown; an outside-the-box “Hope Hill” village built in phases; or selling the property. The presenter said preliminary title research and a call to the Historic Preservation Society of West Virginia show the parcel is identified as a Civil War site but does not, on its face, bar sale or repurposing while owned by the city.

Council members and staff focused the discussion on four evaluation criteria: cost, speed, community need, and civic pride. Speaker 1 characterized a modified reopening as the quickest and least expensive option, suitable for limited organized sports and rentals. By contrast, the adventure-park concept would likely require multimillion-dollar investment but was described by supporters as a unique attraction that could draw more visitors downtown.

Mayor (Speaker 11) and several council participants emphasized the need to serve both youth and seniors and urged partnerships rather than relying entirely on public funding. Speaker 10 and Speaker 4 said a public-private partner would be critical to operating high-cost options; Speaker 4 recommended narrowing the field before broad public engagement so the next outreach is focused and actionable.

Speaker 8 urged caution about selling the hill, stating, “Never sell a mountain in the middle of your city,” arguing the long-term value of retaining the land outweighs short-term revenue. Several council members raised access and transportation concerns for the hilltop site and asked staff to investigate engineering fixes for the existing exit geometry.

After questions and discussion, participants coalesced around two options to pursue further analysis: (1) a limited/modifed reopening oriented to core programming (pool, select gym use and minimal staff) and (2) an adventure/venture-park model, likely pursued via a long-term lease or public-private partnership. Speaker 4 summarized the plan: staff will narrow options, pursue partner outreach, produce clearer questions for evaluation, and return with cost estimates and recommended next steps at the February meeting.

The meeting recorded no formal ordinance or binding vote on a final disposition; the transcript shows a voice affirmation to move forward with refinement of the two chosen options. The council also discussed pursuing grants and external funding where appropriate and requested more detailed cost and program information to make a February decision.