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Management company pitches to run Roosevelt municipal golf course; council seeks employee and detail clarifications
Summary
A private management firm, represented by Chad Patterson, proposed taking over day-to-day operations of Roosevelt’s municipal golf course under an annual appropriation and management-fee model, promising improved course condition, youth programs and revenue growth; council asked for references, employee transition details and a draft contract before deciding.
Chad Patterson, a principal with a municipal-course management group, told the Roosevelt City Council the company could take operational responsibility for the city’s golf course to reduce subsidy and improve course conditions. Patterson said the firm would bring economies of scale, marketing, tournament and youth-program experience and a management model based on an annual appropriation and a fixed management fee with performance-based contingency payments. “We bring all of our resources … our buying power, economies of scale, our personnel,” Patterson told the council.
The company framed its proposal around several “pillars”: financial stability, resident accessibility, youth development, tourism potential, environmental stewardship and long-term asset preservation. Patterson said the group typically assumes employee management and uses shared systems, training and agronomy support: “We will utilize … point of sales, marketing automations and CRM systems,” he said, and added the firm prefers to work with a city-defined set of priorities.
Council members welcomed the emphasis on course condition and revenue growth but raised questions about employee status, benefits and local fit. One council member stressed concern for the city’s current employees and retirement/benefit impacts if the manager becomes a private employer; another asked for references from facilities of similar size and climate. Casey, an Emery County representative who had worked with the firm in a different jurisdiction, said the manager “more than doubled the revenue” in one county case, which the council asked staff to verify.
Patterson said the company would support keeping existing staff where practical and that day-to-day crews would be trained and connected into the manager’s systems. He described an annual “appropriation” arrangement: staff propose a budget, the city approves it, and the manager operates within that agreed funding level; either party can decline renewal if terms are infeasible.
The council did not vote on hiring a manager. Members asked staff to obtain written references from similar-sized municipalities, provide sample agreements and return with a draft management contract and financial projections, including projected subsidy reductions and employee transition details. Council also requested clarifying information about how tournaments and community-use events would be scheduled and priced under a management agreement.
