PCS Enterprises Inc., Bringing Successes to the Company and Being Recognized As One the Premier Companies Doing Business with the Federal Government

Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

BOWIE GOLF CLUB GROUND LEASE OF PROPERTY AND MANAGEMENT, OPERATION, CAPITAL IMPROVEMENTS & MAINTENANCE OF A PUBLIC GOLF COURSE

TECHNICAL PROPOSAL

Proposal Due Date & Time: June 8th, 2021, 11:00am

Prepared for:

CITY OF BOWIE 15901 EXCALIBUR ROAD BOWIE MARYLAND 20716

Prepared by:

Emerald Golf Management, LLC

North Oak Professional Park 3002 Mitchellville Road Bowie, Maryland 20716

CONTRACT ADMINISTRATION SOURCE:

Shirley Fletcher, President John Huber, Vice President

(O): (301) 218-2242 (C): (240) 355-1638 Fax: (301) 218-2265

E-mail: [email protected], [email protected]

** Electronic Digital Signature (Adobe):

Business Size: Small Disadvantaged Business, Minority-Owned, Women-Owned

This proposal is firm for a period of 60 days from the date of receipt thereof by the City of Bowie.

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Table of Contents

EXECUTIVE SUMMARY ...... 4 EMERALD GOLF MANAGEMENT - TEAM MEMBERS ...... 5 Shirley Fletcher, Owner and President ...... 5 John Huber, Vice President and Director of Operations...... 6 Barry Gilbert, Head Superintendent of Golf Course Operations ...... 6 Alvin Harper, Assistant Head Golf Professional, (PGA Apprentice) ...... 7 Darrell Carrington, Director of Public Affairs & Engagement...... 7 Nathan Powell, Chief Information Officer (CIO) and Business Manager ...... 8 Joy D. Wolfe, Community Marketing & Outreach Coordinator ...... 9 Ross Gelfo, Head Golf Professional Instructor...... 10 SUMMARY OF EXPERIENCE ...... 11 FACILITY MANAGEMENT TEAM ...... 11 Shirley Fletcher ...... 11 John Huber ...... 11 Darrell Carrington ...... 11 Nathan Powell ...... 12 Summary of Current and Past Golf Course Management Experience ...... 12 Business References...... 13 EGM Communication and Management Plan ...... 14 FACILITY IMPROVEMENT CONCEPT ...... 17 McDonald Course Analysis & Recommendations ...... 17 Irrigation Improvements ...... 17 Clubhouse Renovations – (Maenner House & Annex Assessments) ...... 17 Driving Range ...... 18 Cart Path Improvements & Repairs, Tree Work & Green Drainage, Storage Barns ...... 18 GOLF COURSE OPERATIONS CONCEPT ...... 19 Driving Range ...... 19 League Play ...... 20 Tournaments & Outings ...... 20 Special Events ...... 20 Private Events ...... 20 Club Play ...... 21 Golf Cart Fleet Operations ...... 21 Player Development Programs ...... 21 Community Involvement ...... 22 Retail Merchandising ...... 22 Golfer and Guest Services ...... 23 Service Behaviors ...... 23 Information Technology ...... 24 Capital Projects – The Bowie Golf Club ...... 24 Golf Course Maintenance Equipment ...... 25 Cart Paths ...... 25 Irrigation Improvements ...... 25 Bowie Golf Course Proposal Technical Proposal Page 2 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

Clubhouse Renovations – (Maenner House & Annex Assessments) ...... 25 Driving Range ...... 26 Cart Path Improvements & Repairs, Tree Work & Green Drainage, Storage Barns ...... 26 QUALITY ASSURANCE PROGRAMS ...... 26 PUBLIC RELATIONS ...... 27 Membership & Annual Player Programs ...... 27 MAINTENANCE SERVICES ...... 28 Agronomic Overview...... 28 Turf Management...... 29 Environmental Stewardship ...... 29 Equipment and Systems ...... 30 PROPERTY MAINTENANCE ...... 30 SUPPORT ...... 30 CONCLUSION ...... 30 FOOD AND BEVERAGE OPERATIONS ...... 30 Parties and Events ...... 31 PUBLIC-PRIVATE PARTNERSHIP BENEFIT ...... 32 Financial ...... 33 Annual Plan/Operational ...... 33 SUSTAINABILITY & CLIMATE ACTION PLAN COMPLIANCE ...... 34 EGM ENVIRONMENTAL SENSITIVITY PROGRAM ...... 35 Green/Eco-Friendly Techniques ...... 35 Water Conservation: ...... 35 Water Quality: ...... 36 Wildlife: ...... 36 Eco-friendly Products ...... 36 Wildlife and Habitat Management ...... 36 Chemical Use Reduction and Safety...... 37 Water Conservation ...... 38 Water Quality Management ...... 39 Outreach and Education ...... 40 SUPPLEMENTAL GOLF PROGRAMS, EVENTS, AND ACTIVITIES ...... 41 PROJECT FINANCING & FINANCIAL ANALYSIS ...... 43 Obtained Financial Funding for Capital Improvements ...... 43 Pro Forma...... 44 Equity Plan ...... 45 FINANCIAL QUALIFICATIONS ...... 46 Financial status of respondent ...... 46 Financial Institution ...... 46 Bowie Golf Club 2020 ...... 47 Bowie Golf Club 2019 ...... 56 Bowie Golf Club 2018 ...... 63 CAPITAL OUTLAY PLAN ...... 70 SAMPLE LEASE AGREEMENT ...... 71 REQUIRED FORMS ...... 88

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EXECUTIVE SUMMARY

Emerald Golf Management, LLC (EGM), as a business entity, is new to the market. However, the individuals that comprise the management team, have the experience and desire to manage and operate all aspects of a municipal golf course. Throughout the details of the EGM proposal, we will exhibit the experience and commitment to provide excellent golf course management and operations, that will continue the proud tradition of exceptional customer service in which area residents and visitors have come to expect. This will be done at a price point that is also expected of a municipal golf course.

Our mission is to provide comprehensive golf course management and operations. Revitalizing the Bowie Golf Club making it a pivotal point of the community. Services that will result in a beautiful, well- maintained, enjoyable golf experience, both on and off the course for the City of Bowie and outlying residences.

Our goal is to established EGM as one of the premiere providers of golf course operations and management. To provide comprehensive management services that includes maintenance of the facility and all appurtenances such as, but not limited to, buildings, structures, cart paths, greens, fairways, course elements, landscaping, trees, irrigation ponds, irrigation system, and bridges on the property.

EGM will comply with all applicable zoning requirements, and all applicable permitting for planned improvements or renovations to the facility or site, including any specific historic property obligations.

EGM will work with the City of Bowie, to identify and coordinate approved activities that will support the initiatives and the vision of the Sustainability Plan and Climate Action Plan. EGM will provide the best recommendations with respect to the O&M budget.

The EGM team has reviewed the RFP and the accompanying attachments. We agree with a lot of the analysis of the existing conditions that briefly outlines the aging infrastructure and that the continued deferred infrastructure investments will continue to hinder the operational successes and potentially the future safety of patrons unless addressed. Such concerns are vital to EGM and will take top priority.

Importantly, it is recognized that the City of Bowie, given the public-private partnership criteria, understands that EGM will seek Federal, State, and local grants and outside funding as part of our commitment to these capital investments. EGM has an expectation that the City of Bowie will diligently contribute to the capital investments as well to solidify this public-private partnership. We will work together to make the necessary improvements to the Bowie Golf Club for the greater good in addition to an exceptional golf experience.

The EGM team members have been an integral part of the City of Bowie and the State of Maryland for decades, as will be exhibited in the “Management Team Members” section. We have a sense of community, the desire and drive to provide the best of Bowie, by creating a terrific golf experience for the residents and the outlying communities.

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EMERALD GOLF MANAGEMENT - TEAM MEMBERS

Shirley Fletcher, Owner and President

Shirley M. Fletcher, is a native Marylander, born and raised in Prince Georges County and a 3rd generation resident of Bowie, Maryland.

For the past 5 years Ms. Fletcher has been interested in the golfing communities exploring the many facets, opportunities, and benefits that the golf community can bring to local establishments, companies, residential families, friends, and potential investors.

Ms. Fletcher is the President of Emerald Golf Management, LLC. The company is recently established and new to the golfing community. Ms. Fletcher brings a wealth of knowledge, leadership, and organizational skills with the ability to break into new markets, lead successful turnarounds, drive cultural changes, create organizational infrastructure to accommodate high growth scenarios and create a successful, productive, and hostile free work environment.

Ms. Fletcher is committed to business and individual successes. Her ability to lift leadership to optimal performance is evidenced by the fact that over the past 20 years she has owned and operated PCS Enterprises Inc., bringing successes to the Company and being recognized as one the premier companies doing business with the Federal Government. Rated as “Outstanding” by the Government Servicing Agency, (GSA) for the past 10 years in addition to being recognized in Who’s Who in America.

Over the past 20 years, Ms. Fletcher has served in leadership roles from being the President of two companies, to her time spent in the Federal Government as Acting Director(s)/Supervisor(s) within the Department of Agriculture, Departmental Administration, Office of Civil Rights and the Natural Resources Conservation Service, Office of Civil Rights providing leadership, established and maintained linkages with workforce partners, employers, educational institutions and community organizations.

Ms. Fletcher maintains a positive community relationship, a leader of change and continued initiatives for the betterment of all. She also provides leadership in human resources, recruiting, selection, career development in addition to Equal Employment Opportunity development and training in Civil Rights, Title 6 (program compliance) and Title 7 (equal employment) programs.

Ms. Fletcher has the aptitude for evaluating business programs and activities. Her effective fair and equitable management style will bring forth creative and innovative management operations. Ms. Fletcher will bring visibility to the golf course, beatification, and enhanced appearance, pay close attention to facilities maintenance, equipment, and course operations. Ensure that the course will thrive economically, with the focal point being a family friendly establishment essential to the community. Bring in tourism, market for semi and professional tournaments, maintain vitalization of the course and bring the club house into the 21st century.

Ms. Fletcher will ensure that Emerald Golf Management keep focus on operations, marketing, acquisitions, sales, agronomics, and overall management. Synthesize golf management in relation to the hospitality industry and facilitate opportunities with grassroot organizations to ensure all walks of life will enjoy the benefits and beauty of experiencing a moment, a few hours, a day in time, at a prestige golf course at an affordable cost. Bowie Golf Course Proposal Technical Proposal Page 5 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

John Huber, Vice President and Director of Operations

Mr. Huber has provided the Bowie Golf Club with 40 years of loyal service. He assumed the responsibilities of General Manager & Head Golf Professional in 2012. Mr. Huber currently conducts the daily operations and management of the Bowie Golf Club.

In 1995, Mr. Huber became a Member of the Professional Golfer’s Association of America (PGA). He has worked at the Bowie Golf Club for his entire career, dating back to 1981. Mr. Huber has been committed in his service to the City of Bowie and the Bowie Golf Club. During his tenure with the Bowie Golf Club, Mr. Huber became the Assistance Golf Professional. Putting in the work and dedication, within a few years he became the Head Golf Professional. In his quest for excellence, his love and passion for the game and dedication to the Club, Mr. Huber took on the responsibility of becoming the General Manager in addition to Head Golf Professional at the Bowie Golf Club without reservation.

In the early days of his employment, with the Bowie Golf Club, Mr. Huber was responsible for the shaping of the course design including the identification and planting of the trees that line the course to this very day.

Having come up through the ranks of junior golfer, Mr. Huber was instrumental in establishing the First Tee Program at the Bowie Golf Club and continues that work through clinics and tournaments year-round.

Mr. Huber won his first ever PGA Tour event by shooting 66 and beating former Maryland Golf Coach and current Champions Tour Professional Fred Funk by 1 stroke at Glendale.

Mr. Huber also holds the course record at Bowie with a score of (-9) 61 and held the scoring record at Renditions for over 8 years with a (-7) 65. Mr. Huber is instrumental in operating and overseeing the Bowie Golf Course and has exhibited altruism to the Bowie golf community. His history and knowledge of the Bowie Golf Course is a testament to the community.

Barry Gilbert, Head Superintendent of Golf Course Operations

Mr. Gilbert holds memberships in the Golf Course Superintendents Association of America, Mid-Atlantic Association of Golf Course Superintendents, Maryland Turfgrass Council, and the Bowie Garden Club. Mr. Gilbert has achieved multiple Distinguished Landscape Awards. He is a Consultant for the Bowie Tree Preservation Committee, the Landscape Design Commercial & Residential and a Landscape Consultant for Hidden Harbor 2, Ocean City, Maryland.

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Mr. Gilbert is instrumental in the beatification of the Bowie Golf Course and the grounds maintenance and upkeep. He ensures that the course is safe for play ensuring there are no hazards abound to stop or interrupt the daily usage of the course.

Alvin Harper, Assistant Head Golf Professional, (PGA Apprentice)

Mr. Harper is a retired NFL veteran and 2-time Super Bowl Champion with 10+ years of experience in the golf industry. Mr. Harper possess great leadership skills that have been acquired through a lifetime of involvement in competitive sports, including working along and leading some of the best athletes in the world. He is an excellent communicator and highly skilled at performing in high stress situations.

EXPERIENCE

2020- Presently, Assistant Golf Pro, Bowie Golf Club - Assisting with day-to-day operations and tournament planning.

2020-1999, Teaching Pro, Ft. Washington Driving Range - Responsible for teaching golfers of all-levels.

2004-2009, Offensive Coordinator, Howard University - Responsible for day-to-day operations and offensive management of Division I-AA FCS program.

1991-1999, NFL Wide Receiver - Played for Dallas Cowboys, Tampa Bay Buccaneers and Washington Redskins. Achieved lifelong aspiration through proven work ethic and dedication.

EDUCATION

ASHFORD UNIVERSITY – B.A. Psychology 2010 UNIVERSITY OF TENNESSEE – 1986-1991

Mr. Harper will be instrumental in bringing a wealth of golfers and potential golfer to the Bowie Golf Course for enjoyable teaching and for the love of the game. A great assess in community outreach and development.

Darrell Carrington, Director of Public Affairs & Engagement,

Mr. Carrington has over 30 years of experience working with every level of government, non-profits, and the private sector. Mr. Carrington has lobbied in Annapolis, Maryland for the past 15 years, representing a wide array of clients, including professional sports teams, civil rights groups, energy companies and utilities. He has a successful track record for his clients in Annapolis and throughout Maryland. Mr. Carrington established his firm, Carrington & Associates, LLC in 2006.

Mr. Carrington formerly worked in the Prince George’s County State’s Attorney Office under the Honorable Glenn F. Ivey, serving as the Prisoner Re-entry Coordinator. He was responsible for assisting men and women returning to Prince George’s County from incarceration to find housing and employment and overall, to reduce the rate of recidivism. Working with a myriad of Federal, State and County Agencies,

Bowie Golf Course Proposal Technical Proposal Page 7 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! the Re-entry Program established a continuum of care & “One-Stop Shop” for ex-offenders and their families.

Mr. Carrington is also the former Director for the Office of Energy and Food Programs for Prince George’s County. In his capacity as Director, he ran highly visible and successful outreach initiatives. Most notable among these are the Prince George’s County Utility Assistance Expos. The Expos started in 2002 attracting over 400 residents and during his tenure grew to an attendance over 1,400 residents. In February 2003, Prince George’s County initiated the first ever Hispanic Utility Expo to encourage participation from underserved populations in the County.

Mr. Carrington was also responsible for the Summer Food Service Program (SFSP), recognized in 2006 by the USDA for being among the 4 best programs in the United States. The SFSP required extensive planning, preparation, and coalition building. Mr. Carrington brought together the Maryland National Park and Planning (MNCPPC), Prince George’s County Board of Education Food and Nutrition Service, Apartment Complexes, Vacation Bible Schools and Community-Based Programs. Mr. Carrington also served as The Emergency Food and Assistance Program Coordinator for Prince George’s County, routinely distributing over 2 million pounds of food annually to area soup kitchens/pantries and partnering with the Faith-Based Community. Lastly, Mr. Carrington has served on several statewide committees, including State Nutrition Assistance Program Allocation Committee, Maryland Emergency Food Assistance Program Allocation Committee, the Office of Home Energy Programs Advisory Board, and the Office of Home Energy Programs Statewide Outreach Committee for the State Department of Human Resources.

Mr. Carrington came to the State of Maryland from Rutgers, the State University of New Jersey, where he spent over 10 years developing and funding programs for at-risk youth and low-income populations. He has extensive experience in grant writing and program operations of many kinds. He has successfully obtained funding of social and charitable programs from every level of government, non-profits, and the private sector more than $25 million. Among his many honors from the University is the President’s Award for Excellence in Administration, considered by many to be a lifetime achievement award. Mr. Carrington was the youngest person to receive this prestigious award.

In his spare time, Mr. Carrington is an avid golfer and has volunteered with several county-based organizations, including the Take Charge Juvenile Diversion Program where he has served as Board Chair for over a decade.

Nathan Powell, Chief Information Officer (CIO) and Business Manager,

Mr. Powell has 20+ years of experience working in the private industry and local, federal, and state government within the consulting industry. Mr. Powell will bring innovative solutions to the Bowie Golf Club providing creative, technological means to design, development, and implementation.

Mr. Powell specializes in information technology, budget, contracts, proposals and management of multiple projects and tasks. He brings years of experience in the form of Project Management, Budget Coordinator, Business Analyst, and Technology Implementation. Mr. Powell has worked with an array of Federal Agencies, such as Department of Defense (DoD), Army Corp of Engineers, US Coast Guard, Catalog of Federal Domestic Assistance (CFDA), Department of State (DoS), US Marines, GSA, United States of Agriculture Department (USDA), Government Printing Office (GPO) and private sector organizations such Bowie Golf Course Proposal Technical Proposal Page 8 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! as Contel Telecommunication Company, VSE Corporation, Booz, Allen & Hamilton, Mitchell Systems, The Orkand Corporation, and OAO Corporation.

Outside of work and family, Mr. Powell enjoys the golf game, Mr. Powell is a former Bowie Golf Club Stroke Play Champion and Match Play Champion.

EDUCATION

UNIVERSITY OF NORTH CAROLINA – PEMBROKE (UNC-P) – B.S. Major -Mathematics/Computer Science Minor -Business Administration

Joy D. Wolfe, Community Marketing & Outreach Coordinator,

Present Founder/Director – Sisters Who Swing Golf Association (SWS) (established March 2007)

Sisters Who Swing (SWS) Golf Association is an amateur golfing club for women. This growing association provides the opportunities for women to focus on learning how to play better golf; reduce their handicaps; develop friendships; provides support for the golfer efforts to increase their skills level and team spirit in competitive play in the game of golf for business and for life. SWS focus is to connect women with all the benefits that the golf lifestyle has to offer. This environment will form lasting bonds and new relationships.

Present Founder/Director – SWS Junior Golf (established 2009) Nonprofit 501c3

With SWS Junior Golf Program, Golf is the vehicle for HIGHER EDUCATION. The SWSJG programs provide a junior golfer the opportunity to learn the game of golf, improve their skill set in the game of golf, interact with other juniors in a fun and positive environment, attend workshops to become strong essay writers and opportunities to expose creative talent in art. From those that want to learn the game, to those that want to improve to make the game more enjoyable and to those that want to excel and compete at the highest level, our program has something for everyone. Golf is game that can be played for a lifetime. SWSJG program is the vehicle for higher education.

Programs: • Winter Indoor Golf Lessons/ Clinics – Adults/ Juniors • Women Monthly Clinics • Women Sunday League – 9-hole / 18-hole play • Women Monthly Social Outing • Junior Summer Camps • Junior League Play • Gurlz Golf • Operation 36 – Juniors / Women

Credentials • United States Golf Teachers Federation – Certified Golf Teaching Professional

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• United States Golf Teachers Federation – Certified Golf Coach • World Golf Teachers Federation • Operation 36 Certified Coach (Member in Good Standing

Ross Gelfo, Head Golf Professional Instructor,

Mr. Gelfo is a dedicated teaching professional with multiple certifications and training to includes PGA Coach (ADM), Masters Level-Golf Psychology, Positive Coaching Alliance, Director-PGA Junior Golf Camps, U.S. Kids Golf Coach, and Golf Fitness.

Mr. Gelfo provides private lessons, group lessons, on-course lessons, and corporate clinics, for beginners to advanced golfers of all ages.

Lessons can be customized to fit specific needs and include Golf Terminology, Etiquette/Safety, Equipment, Proper Set-Up and Mechanics for the Full Swing and Short Game, Video Analysis, Effective Drills, Training Aids, Faults and Cures, Detection and Correction, and Golf Psychology. Most importantly, Mr. Gelfo makes the process of learning and improving an enjoyable experience with patience, explanation, and demonstration.

The amount of information provided during a golf lesson can be overwhelming. To eliminate the need to remember everything, all students receive an email that contains his complete verbal instructions in writing, along with specific recommendations to review and practice upon completion.

Mr. Gelfo ensures that all students receive a pleasant and enjoyable learning experience at the Bowie Golf Club.

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SUMMARY OF EXPERIENCE

FACILITY MANAGEMENT TEAM

Shirley Fletcher

Ms. Fletcher is the President of Emerald Golf Management, LLC., she is experienced in effective business developed, strategic planning, contract negotiation, team building, interpersonal communications, innovation and revitalization, business consultation, conflict resolution management and Human Capitol to name a few.

She will bring effective business management and development skills to every project and/or task undertaken by EGM. She is results oriented and will maximize and capitalize on potential financial opportunities for the good to the Club.

Ms. Fletcher will maintain a positive community relationship, maintained linkages with workforce partners, educational institutions, and community organizations. Exhibit leadership of change and continued initiatives for the betterment of all partnerships.

Contact Information: 3002 Mitchellville Rd, Bowie, MD 20716, (M) 240-355-1638

John Huber

Mr. Huber is the General Manager and Head Golf Professional. He is responsible for the daily operations of the Bowie Golf Club. Mr. Huber possess effective operational skills in ensuring that all aspects of the course operations are accomplished from start to finish. This includes course opening and closing, game scheduling, pro shop operations, restaurant operation, vendor relationship, employee management and training, club maintenance and facilities management. Additionally, as you will see from the attachments, the United States Secret Service has recognized Mr. Huber for his more than 15 years of working cooperatively with them in the name of National Security. Mr. Huber is a Bowie treasure and EGM cannot think of a better benefit to the City of Bowie through this private-public partnership.

Contact Information: 613 Admiral Dr #108, Annapolis, MD 21401, (M) 301-928-4574

Darrell Carrington

Mr. Carrington has over 30 years of experience working with every level of government, non-profits, and the private sector. Mr. Carrington’s client list includes the Prince George’s County Council, which he has proudly represented for the past several years. This affords Mr. Carrington and by extension, EGM, LLC with a seat at the table of government. This will be beneficial in leverage of funds from the County’s Capital Budget for ongoing improvements to the grounds and facilities. Excellent example of the benefits of the public-private partnership this RFP envisions.

Additionally, Mr. Carrington also represents the Chesapeake Physicians for Social Responsibility (CPSR) which works to amplify the health science voice and energize medical and health professionals and health advocates to act on Climate Crises, one of the major public health crises we face nationally and globally.

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CPSR also addresses health consequences of toxics in the environment and look for solutions through a social justice prism.

Mr. Carrington’s past and present clients have involved professional sports teams, labor unions, gaming, public safety, healthcare, non-profits, and a fortune 500 company. His successes in Annapolis range from the U.S. Supreme Court ruling in Obergefell v. Hodges decision in June of 2015 to his recent victory with HB532 this past Legislative Session which will result in an additional $3.9 million dollars going to Local Impact Grants for communities around the MGM Casino. His track-record of leading projects from concept to implementation is well regarded. Lastly, as a 20-year resident of Bowie, he knows the community very well and has deep ties across a broad spectrum of interests, businesses, community groups and the nonprofit sector that will be beneficial in growing our consumer base.

Contact Information: 6007 Hillmeade Road, Bowie, MD 20720, (M) 732-763-7398

Nathan Powell

Mr. Powell develops and implement growth opportunities between organization by writing and managing proposals, contracts, managing projects/tasks, and managing budgets. His years of experience from Project Management, Budget Coordinator, Business Analyst, to Technology Implementation will facilitate long term value for EGM from customers, markets and other business sustained relationships with small and large organization, nonprofit and/or for-profit entities.

Mr. Powell possess a multitude of experience in Information Technology. His skill set will ensure that EGM network security certificates and compliance requirements are implemented, ensure all systems software is up to date, perform diagnostics, and secure functionality.

Mr. Powell specializes in Information Technology, budgeting, contracts, proposals and management of multiple projects and tasks. He brings years of experience in the form of Project Management, Budget Coordinator, Business Analyst, and Technology Implementation.

Contact Information: 3002 Mitchellville Rd, Bowie, MD 20716, (M) 240-432-7045

Summary of Current and Past Golf Course Management Experience

Mr. Huber and Mr. Gilbert have been dedicated and loyal to the Bowie Golf Club for the duration of the previous 40-year lease agreement with the City of Bowie. They have the institutional knowledge, skills, talent, and experience as well as, they have the desire and passion necessary to provide the golf course operations and management and oversee the capital improvements.

Mr. Huber has been the general manager and Head Golf Professional of the Bowie Golf Club since 2012. He is responsible for all aspects of operations and management of the golf club to include the clubhouse, pro shop, restroom facilities, club repair, bar & restaurant, vendor relationships, golf merchandise, employment opportunities, work schedules, all maintenance, or repairs of the Bowie Golf Club facilities, to include the clubhouse, golf carts, cart barn, equipment barn, pavilion.

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Mr. Gilbert graduated with a degree in Horticulture from the University of Maryland, College Park. He attends 4-6 agronomic and horticulture seminars annually and is a certified Pesticide Applicator with the State of Maryland since 1990. Since 1977 to present he has been the head superintendent for the Bowie Golf Club. He is responsible for all aspects of maintenance of the golf course, over some 44 years Mr. Gilbert has taken care of tee boxes, fairways, greens, the whole operations of grounds maintenance to include tree removal, pesticides, herbicides, and any other golf course conditions with respect to golf course conditions any time of the year – winter, spring, summer or fall. Mr. Gilbert responsibilities extend into the retention ponds, sprinkler system, maintenance of golf course equipment, the mowers, tractors, and supplemental golf course maintenance equipment.

Mr. Gilbert is a very accomplished head superintendent, he holds memberships in: Golf Course Superintendents Association of America, Mid-Atlantic Association of Golf Course Superintendents, Maryland Turfgrass Council and Bowie Garden Club. He has multiple Distinguished Landscape Awards. He is a City of Bowie Tree Preservation Committee Consultant. He is a value to the community as he lends his talents and skills outside of the Bowie Golf Club for Landscape Design Commercial & Residential Consultant. He has been a Landscape Consultant, Hidden Harbor 2, Ocean City, Maryland as well.

Business References

1. Capital Golf Cars, Bob Fikac – Owner, 1569 Tilco Drive, Frederick, MD 21704, (240)-205-9934, [email protected]

2. TaylorMade Rep, Scott Barvaro, (443)-745-7713, [email protected]

3. Titleist Rep, Eric Davis, (774)-328-1230, [email protected]

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EGM Communication and Management Plan

Emerald Golf Management recognizes that building a relationship with the City of Bowie is an important component of capital planning. Frequent and effective communication with the City of Bowie is the best way to build on the public-private partnership. It has come to EGM management team attention that some members of the greater Bowie community may mistakenly believe that the applicable rules covering Public (City of Bowie) -Private (EGM) partnership communication limit engagement more than they do. Those misunderstandings, especially when compounded by fears, may unduly limit Public (City of Bowie)- Private (EGM) communication. Due in part to the concerns expressed above, EGM is committed to promoting the “Public – Private” partnership communication to the maximum extent allowable and when in the best interests of both parties. EGM has developed a Plan to: a. Dispel common misconceptions that may exist regarding public-private communications. b. Build upon our current communication policies and guidance. c. Bridge any communications gaps between the City of Bowie and EGM. d. Enhance EGM understanding of the City of Bowie’s expectations related to the current golf course operations and maintenance capabilities and conditions, and e. Improve the quality and effectiveness of our services.

1.1. Purpose EGM recognizes that communication between the City of Bowie and the Bowie Golf Club management team is extremely important going forward in the new agreement. There may have been a common misconception in the past about the extent to which the communicate with a management team once the contract has been awarded and throughout the contract lifecycle can exist. Those misconceptions may limit engagement and create knowledge gaps regarding the golf industry standards, capabilities, pricing, and available technologies. In turn, this may lead to less-than-optimal golf course operations and maintenance outcomes. By adopting and implementing this Plan, EGM intends to improve the quality and effectiveness of its communication with the City of Bowie and the desired services.

1.2. Statement of the EGM commitment EGM mission is to provide golf course operations and management for the City of Bowie at an affordable cost. EGM is a high-performing 21st century organization. To effectively maintain this high performance, EGM must partner with the City of Bowie, since this “public-private” partnership will require a shared commitment to a capital improvement budget throughout the life of the awarded contract. By communicating and collaborating with each other, we, collectively, position ourselves to obtain and deliver the best possible services for the City of Bowie. EGM is committed to constructive communication with industry partners. Communication shall be early and frequent in the capital improvement process; keeping in mind that other businesses and subgroups of businesses may be included in these communications. EGM team members will strive to include vendors whom they have worked with in the past to ensure a continuity of service. EGM team members will also identify those capital improvements which are likely to involve opportunity for additional communication with golf industry as part of the capital improvement budget. EGM is committed to promoting constructive communication with our golf industry partners.

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1.3. Scope

This Plan provides a roadmap for EGM acquisition personnel regarding methods and means of Public (the City of Bowie) – Private (EGM) communication to: a. Dispel common misconceptions that acquisition personnel may have regarding government-industry communications. b. Build upon our current communication policies and guidance. c. Bridge communications gaps between the government and industry. d. Enhance our understanding of current industry capabilities and conditions; and e. Improve the quality and effectiveness of our procurements.

2.1. Relationship with the City of Bowie EGM is committed to fostering open communication with the City of Bowie whenever necessary, practicable, and appropriate. To that end, all EGM management team are responsible for: (a) reading, understanding, and implementing the Communication Plan.

2.2. To strengthen the City of Bowie - EGM communications, EGM supports the following best practices: a. Communicate early, frequently, and constructively with the City of Bowie. b. Develop a stronger partnership between the City of Bowie and EGM to facilitate effective communications with each other and other city committees. c. Consideration of vendors with respect to capital improvements, that the City of Bowie – EGM has not worked with in the past. d. Identify which capital improvements in the City of Bowie’s budget forecast and or EGM acquired funding may require enhanced communication strategies. e. Protect information, as it relates to privacy or non-public data.

2.3. Reducing Barriers and Promoting Engagements

EGM already engages in significant outreach to the golf industry as part of our services and process, and this will continue. EGM participated in the pre-award conference, to ask questions, and to network with other attendees who may be potential teaming partners. The City of Bowie has used Webcasts to facilitate Bowie City Hall meetings and City Council Meetings, allowing businesses to save money and avoid paying the costs of travel and still obtain the benefit of the information shared.

The changing dynamic for the golf industry in the 21st century mandates EGM accomplish its mission of service more effectively and efficiently. Delivering the right services at the right time to the growing and ever-changing population of golfers will require cutting edge, innovative and improved processes, a far- reaching transformation in the public-private partnership, and end-to-end innovations in management.

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EGM Communication and Management Goals

• Improve relations with the City of Bowie and the Bowie community. • Improve transparency, collaboration, and participation in the operations and maintenance, capital improvements process. • Increase the City of Bowie’s access to golf industry innovations. • Work with vendors and the City of Bowie to identify and address contracting and delivery barriers. • Improve EGM’s ability to deliver products and services to the City of Bowie and the Bowie Golf Club at the right place, the right time, and with the right quality.

The following is a brief description of EGM’s efforts to foster better communications between the City of Bowie and EGM: a. Conduct meetings and outreach communication, as appropriate. b. Conduct public-private partnership meetings to promote a common understanding of the capital improvement requirements, terms and conditions, and the evaluation criteria, as appropriate. c. Increase access to golf industry latest technology through collaborative efforts. d. Develop dynamic interactive mechanisms for communicating more effectively with the City of Bowie about the Bowie Golf Club opportunities, if practicable. e. Communicate accurate and timely capital project forecasts to mitigate risks and manage constraints. g. EGM’s emphasis on the principles of transparency, collaboration, and participation are embodied in this approach to our work.

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FACILITY IMPROVEMENT CONCEPT

McDonald Course Analysis & Recommendations

After careful review and team consensus, we have identified in contrast and comparison to the McDonald Course Analysis and Recommendations the following renovation actions items that is a matter of great interest to the Residents of Bowie and golfers throughout the region as evident from the volume of letters in support of the course.

As requested in the RFP, we have prepared an overview of the costs associated with bringing the course up to “par” and a place for our Residents and Visitors to enjoy for decades to come. The costs described by the consultants in the report delivered to you in the past far exceeds what is needed at the course. We have reached out to contractors in the region to get cost estimates for the work required.

Below is a breakdown of the items needed and their estimated cost.

Renovation Plan for Bowie Golf Course Item Needed Estimated Cost Irrigation System $900K – $1.4M Clubhouse Renovation $1.5M Driving Range Improvements $260K Cart Path Repairs, Storage Barns, Tree Work $840K and Green Drainage Total Costs $3.5M - $4M

Irrigation Improvements

The irrigation system is needed throughout the course. The current system is antiquated and very labor-intensive. This is the highest priority and needs to be completed as expeditiously as possible.

Clubhouse Renovations – (Maenner House & Annex Assessments)

Bring Maenner House up to Code with $300,000 investment from local Community Development Corporation. This will include the structural issues identified by the City of Bowie for the interior hallway as well as improvement to the locker rooms, bathrooms, offices, and clubhouse in general.

In addition, $250,000 investment will be made, from the same source, to improve the Annex. That will include upgrades and replacement of equipment and the overall appearance of the Annex.

EGM has secured pre-authorization for an additional $550,000 for further upgrades to the Clubhouse and Annex for FY2023 & FY2024 if selected as the awardee of the RFP.

That brings the total investment from EGM sources at $1.6M in capital improvements to the facilities that are owned by the City of Bowie. Lastly, working closely with the County, EGM will Bowie Golf Course Proposal Technical Proposal Page 17 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

work to request funds to augment the commitments made in the City of Bowie’s FY2022 Capital and Operating Budgets.

Our construction contractor informed us that there was no need to tear down the historic clubhouse; we simply need to gut it and rebuild. This will make the clubhouse appear brand new at a fraction of the cost suggested by the consultants’ report to the city.

Driving Range

The driving range is also in disrepair. There is substantial tree work that is necessary before we can repair the 65 ft. netting that surrounds the back of the driving range. This is also a matter of safety; the rear and sides of the driving range can become “in play” as golfers play Holes 17 and 18.

Cart Path Improvements & Repairs, Tree Work & Green Drainage, Storage Barns

There is additional cart path and tree work needed around the course property. Thanks to the City’s assistance, drainage was prepared on a few greens, however; drainage work needs to be completed on the remaining greens.

EGM is proud to have worked with our lobbyist and the County to have the Maryland National Capital Park and Planning Commission to approve a $250,000 line item for the Bowie Golf Course to pay for drainage on Holes #5-18. The funds have been secured for the City to be used exclusively for the golf course. This a prime example of the benefit of a public-private partnership with EGM, LLC. We will work cooperatively with the City to leverage public and private grant funds for the betterment of the golf course and the community at large.

Lastly, improvement or replacement of the storage barns will be necessary in the future. EGM suggest module units that would be cost effective and finish off the necessary improvements to take Bowie Golf into the future.

With the management of EGM, the renovation and revitalization of the golf course, we will bring the Bowie Golf Club into a state of the art, 21st century golf and country club for all of Bowie’s residents, families and friends, corporate organizations, local business, and educators. Maximizing and capitalizing off financial growth and the satisfaction of community enjoyment and hospitality.

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GOLF COURSE OPERATIONS CONCEPT

EGM will operate the Bowie Golf Club as a public-private partnership with the City of Bowie to provide the best golfing experience for the Bowie residents and outlying Bowie area communities, in addition to the financial goals of the City of Bowie. Superior performance will be provided during the term of the contract through diligent EGM oversight of all aspects of operations, accounting, and personnel. The professional execution of established business, agronomic, and community outreach programs. EGM and the City of Bowie will have a full and open communication relationship with each other to promote the best of Bowie Golf Club.

EGM will professionally manage the Bowie Golf Club operations in a manner consist with comparable first- class public facilities. EGM will schedule tee times, collect fees, provide starter, marshal, bag, and cart services. EGM will sell golf and golf related merchandise, rent golf equipment, and maintain pace of play.

EGM will promote golf outings, leagues, and community outreach programs that encourage learning the game of golf. The golf pro shop will also operate the driving range and provide USGA handicap service.

EGM will perform golf operation services in a professional manner from daybreak to sunset, 365 days a year, to achieve the goals in public-private partnership under the direction of the Director of Golf.

EGM’s Operational Plan format is inclusive of both golf operations and the new Public-Private Partnership. EGM's Business Plan for both lease and management are consistent and provide expertise in all areas of the operation, to include golf course, golf shop operations, retail, food and beverage, administration, etc.

In addition to selling merchandise, renting golf equipment, and maintaining pace of play; EGM will offer and promote outings, leagues, learning programs and private hosting activities.

EGM will expertly manage the new proposed Point of Sale and Tee Time Reservation System to utilize telephone, internet, golf shop, and hotel/packager reservations; to completely capture guest data and playing activity on the tee sheet: to accurately record and track all cash and credit transaction data; to maintain an accurate perpetual inventory of merchandise; and to allow for gift card/certificate and account book management.

Driving Range

EGM will provide guest assistance through starters and marshals on the course and, when and where appropriate, bag and cart attendants at check-in and completion of the round. EGM will manage a Pace of Play program to maintain accurate starting times, maximize golf course utilization, and maximize enjoyment of all golfers. The course's pace of play will be accurately measured and communicated to all golfers at the time of play. All golf shop staffs, starters, marshals, mobile concession attendants, and maintenance staff will be trained on this program and work closely together on its successful implementation.

EGM operates the driving range with a particular emphasis on providing convenient and effective practice and learning opportunities for golfers. Special programs and offers are developed to maximize utilization of the range and to provide the beginner or novice golfer maximum opportunity to build confidence in learning the game. Bowie Golf Course Proposal Technical Proposal Page 19 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

The City of Bowie benefits from EGM's well-developed and professional golf operation practices and guidelines by having each golfer’s experience, from reservation throughout their round of golf, exceed his/her expectations. The City and EGM possess the knowledge that the golf operation is being managed and operated professionally, and that all golfers are having their individual needs met satisfactorily.

League Play

EGM will actively seek and create new golf leagues for professionals, couples, and seniors. EGM will work closely with the Leagues' officers and members to support their programs while maintaining fair and equitable access to the tee sheet for all golfers. Numerous business and organizations that are located near the Bowie Golf Club will be approached to schedule both competitive and social golf leagues for their employees, associates, clients, and families.

Tournaments & Outings

EGM will develop and implement an aggressive sales program for golf outings and tournaments - targeting local and regional businesses, charities, associations, churches, community groups, schools, and individuals - to pre-book group business at the Bowie Golf Club.

An experienced, sales-oriented individual employed at the facility will utilize EGM's established proven system of prospecting, sales closing, and sales fulfillment to acquire and retain events. EGM will create and implement online, telephone, printed, and in-person sales programs; sales collateral; lead tracking programs; and sales presentations for the Bowie Golf Club.

Fulfillment of golf tournaments and outings will emphasize the “Guest Experience' over all else, with professional tournament services (player pairing, customize rules and administration, personalized score cards and cart signs, player registration, contest hole signage and set-up, professional scoring, and special event management) included with all contracted group outings.

Special Events

EGM will develop and implement a full, regular schedule of special events for golfers at the Bowie Golf Club, with all programs designed to create fun and enjoyment for golfers. Events will include both competitive and social formats, including such programs as Open Tournaments, Night Golf, Scrambles, 9-hole Mixers, and other such events. Specific events, formats, and timing will be determined in concert with tee sheet availability and input from golfers and staff at the Bowie Golf Club.

Private Events

EGM will utilize the same program develop for Tournaments and outing for private events. An experienced, sales-oriented individual employed at the facility will utilize EGM's established proven system of prospecting, sales closing, and sales fulfillment to acquire and retain events.

Private events will keep the Bowie Golf Club relevant year-round, keep individuals employed and supports local economy, in addition to adding additional revenue while creating memorable experiences and promoting the golfing experience.

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Club Play

EGM will continue to support the Women's Club and Men's Club, currently the course's Most Important Guests. As ambassadors of the course - and among its most loyal guests - these golfers expect and deserve a golf professional staff that will:

• Coordinate their varying tee time schedules. • Develop programs, events. contests, and socials • Track scores, special achievements, and participation • Attend their groups' meetings. • Develop 'sweeps' or 'credit' programs that meet their needs. • Celebrate individual successes throughout the year. • EGM will work closely with the Clubs' officers and members to support their programs. • maintaining fair and equitable access to the tee sheet for all golfers.

Golf Cart Fleet Operations

EGM will maintain power golf carts and always keep them in good working order. EGM will maintain a standard golf cart rental policy at the Bowie Golf Club. Only persons aged 18 or older possessing a valid driver's license may rent a power golf cart after signing a rental agreement and liability waiver. A copy of the signed rental agreement is maintained in the golf shop. Anyone operating a cart inappropriately or in a dangerous manner will not be allowed to operate golf carts in the future. Equipment operators, outside services personnel, and the on-site mechanic will be trained in proper use and care of golf carts. EGM works closely with golf cart distributors to ensure technical support and training are of the highest quality. Proper servicing and maintenance enhance the golfer's experience, extends the useful life of carts, and increases aftermarket/trade-in values.

EGM determine the proper number of carts to be maintained, storage and power (electric or gas) needs for those carts, and the addition of a beverage cart for on-course food & beverage service.

EGM utilizes an established, proven system for cart management. including the use of weekly cart maintenance logs, including but not limited to battery meter readings, tire pressure, brakes. Unnecessary tire wear, cleaning each cart after use by a golfer and servicing each cart to the manufacturer's specifications.

All carts will be stored and rotated in a manner that prolongs the life of each vehicle and provides the best possible golf cart experience to the guest. EGM will work with the City of Bowie and/or Lessor of the carts to ensure that all warranty service is performed per the operating lease. Equipment operators, outside services personnel, and the on-site mechanic will be trained in proper use and care of golf carts.

Player Development Programs

EGM will implement successful golfer development programs to meet the learning needs of men, women, seniors, juniors, beginners, avid players, low handicappers, and disadvantaged youth. EGM’s philosophy in all learning programs is to provide fun, non-threatening, and inexpensive opportunities that bring and retain all golfers permanently into the game of golf.

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EGM believes that golf is arguably more prominent and popular than it has ever been, the rate at which new players are coming into and staying committed to the game has remained static or increased. Many potential golfers are intimidated by the game's price, length of play, skill level, etiquette, and culture. With this realization, EGM will provide programs to reduce the intimidating nature of learning the game. Each program, from junior level to adult level, has been designed to break down these obstacles, and bring potential golfers permanently into the game.

Community Involvement

The facility will serve as hosts, as appropriate, to high school and/or college golf teams practices and matches. Such programs will be coordinated with and promoted through the City of Bowie's Department of Parks and Recreation, local schools and colleges, community organizations and centers, and senior centers. EGM will work to provide complimentary programs to the existing Junior Programs. EGM will routinely encourage usage of the Bowie Golf Club course by area schools, providing equal access and opportunity for the junior golfers.

EGM will also actively promote the golf facility and its learning programs through local elementary, middle, and high schools in cooperation with physical education and health teachers, even bringing teaching the game into the schools during class times, at after school programs, and during the summer, as appropriate.

EGM will also offer and run junior tournaments and other contests for area golfers. EGM recognizes the importance of the growth of the game and actively promotes the game to junior golfers.

Retail Merchandising

EGM will offer for sale high quality, competitively priced golf retail merchandise at the Bowie Golf Club.

EGM will develop an annual buying plan, maintain national and local accounts with preferred partner vendors, design exceptional displays, and establish promotion and sales guidelines for the facility.

EGM will prepare and implement an annual retail buying plan for shirts, shorts, socks, outerwear; golf balls, gloves, shoes, accessories; drivers, woods, irons, putters, and utility clubs. Appropriate quantities and selection of merchandise, including logo items, will be purchased throughout the year, and inventory levels will be accounted for monthly.

EGM's account partners will provide lower pricing, extended terms, free or discounted fixtures and furnishings, and access to special close-out merchandise.

EGM will appropriately stock and display retail merchandise using attractive displays, prominent and tasteful signage, appealing pricing, rotation of merchandise throughout the shop, easy availability of impulse items, and package pricing. Utilizing both the national and local schedule of holidays and the local market's seasons, the Bowie Golf Club will develop and implement appropriate promotions to increase sales of retail merchandise during higher-than-usual shopping times.

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Golfer and Guest Services

EGM will continue to train all employees on how to achieve the EGM golfer/guest experience goal:

• I am part of the EGM team prepared to help create a fun and enjoyable experience for our golfers/guests! • My positive attitude and actions are necessary for this job! • Creating memories for the golfers/guests start with my EGM team members, my attitude, and my actions, stay positive!

Employees are taught that every golfer/guest contact is guided by EGM's Service Standards. Designed to empower each employee to make the right decision in any circumstance. EGM’s service standards are safety, courtesy, responsiveness, and efficiency.

Service Behaviors

EGM will train the employees on observable behavior guidelines that communicate the minimum requirement for every golfer/guest interaction. Examples of both good and bad interactions are demonstrated and discussed, role playing of common interactions is done and review of position-specific 'best practices' for interacting with golfers/guests throughout their round at the Bowie Golf Club is completed. Employees will practice interacting with each other using these guidelines and then hold each other accountable beyond the training to exhibit them every day.

• Acknowledge all golfers and guests with eye contact and a smile each time. • Politely greet and welcome every golfer and guest, using their name if possible. • Dress in a professional manner and always wear a name tag. • Actively seek out guest contact and help. • Provide immediate service solution. • Always display appropriate body language. • Promote the facility in a positive and professional manner. • Thank and invite back every golfer and guest, using their name if possible.

Finally, EGM employees are guided through the golfer/guest experience, from beginning to end, to help them understand how each golfer/guest encounter with an employee influences the golfer's/guest’s experience. EGM teach our employees to empathize with each golfer's/guest’s personal situation, anticipate their needs, service their needs, and then introduce the golfer/guest to the next portion of their experience, creating a positive, seamless golfing experience.

The formal training sessions are followed-up by regular review of the EGM guest experience goal statement, service standards, service behaviors, and golfer/guest experience in both department and all-staff meetings.

The EGM management team provides employees with timely feedback on positive and negative interaction that are observed. Emphasis in the evaluation is placed on employee-golfer/guest services, with the EGM management team incentivized to deliver the best possible experiences.

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Additionally, golfers/guests are afforded several means to share comments and suggestions with EGM's management, including calling the Director of Golf, website-based Feedback Forms, and periodic Guest Surveys. All designed to help EGM understand the importance of each part of the visit experience to our golfers/guests, and how the EGM team is performing relative to our competition and our own expectations.

Information Technology

EGM is unique among golf facility management firms, providing information technology services provided by the Chief Information Officer and Business Manager, Nathan Powell, and his staff.

EGM will manage the information technology systems - including the POS and Tee Time Reservation System, Web Sites, and Broadcast E-mail functions - for the Bowie Golf Club, through our marketing area due to the importance of technology in revenue generation and guest retention. EGM will operate the POS and Tee Time Reservation System at the Bowie Golf Club to integrate successfully a series of operational and revenue-generating modules into a seamless, easy-to-use program to sell an available inventory of tee times, merchandise, and food & beverage services. The system's modules include:

• Electronic Tee Sheet • Guest Database with Activity History • Facility Web Site Reservation Portal • Operator-Staffed Reservation Center • Partner Reservation Portal • Guest 10 / Gift Card Program • Point-Of-Sale System • Loyalty / Retention Program • Database Marketing and Analysis Tools

EGM’s Technology staff will work closely with EGM's on-site Director of Golf/General Manager and the Marketing Team to install and implement all appropriate modules, provide training to facility staff on the most effective use of those modules, manage the relationships with software and hardware vendors and establish and communicate 'best practices' learned from EGM's most successful facilities. EGM will also develop and utilize a complete Web Site Marketing and Dynamic Broadcast E-mail Messaging System as part of our marketing plan, with revenue generation as the primary purpose.

Capital Projects – The Bowie Golf Club

EGM has spent a considerable amount of time evaluating future capital projects and has provided additional information regarding the timing and potential costs associated with such improvements.

EGM has a provided a proposed 5-year Capital Plan. Our 1st priority is equipment to improve course conditions. The Bowie Golf Club needs new equipment to maintain superior cuts and groom the golf course.

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Golf Course Maintenance Equipment

The golf course maintenance equipment was found to be significantly aged, primarily the high-frequency units, greens mowers, tee mowers, fairway units, and rough mowers.

Cart Paths

Some cart paths may need to be repaired or demolished due to the overwhelming presence of roots. The Bowie Golf Club is fortunate to have a very mature tree landscape; however, the roots become problematic with asphalt and concrete cart paths. Proposed timing of future cart path improvements has been incorporated into the proposed Capital Plan.

Below is a breakdown of the items needed and their estimated cost.

Irrigation Improvements

The irrigation system is needed throughout the course. The current system is antiquated and very labor- intensive. This is the highest priority and needs to be completed as expeditiously as possible.

Clubhouse Renovations – (Maenner House & Annex Assessments)

Bring Maenner House up to Code. This will include the structural issues identified by the City of Bowie for the interior hallway as well as improvement to the locker rooms, bathrooms, offices, and clubhouse in general.

Renovate the Annex. This will include upgrades and replacement of equipment and the overall appearance of the Annex.

EGM has secured pre-authorization for additional upgrades to the Clubhouse and Annex for FY2023 & FY2024.

EGM estimates the renovations total to be $1.6M in capital improvements to the Bowie facilities. Working closely with the County, EGM will work to request funds to augment the commitments made in the City of Bowie’s FY2022 Capital and Operating Budgets.

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In consultation with a reputable construction company, it was advised that a tear down of the historic clubhouse was not necessary; we simply need to gut it and rebuild. This will make the clubhouse appear brand new at a fraction of the cost suggested by the consultants. Report to the city.

Driving Range

The driving range is also in disrepair. There is substantial tree work that is necessary to complete before we can repair the 65 ft. netting that surrounds the back of the driving range. This is a matter of safety; the rear and sides of the driving range can become “in play” as golfers play Holes 17 and 18.

Cart Path Improvements & Repairs, Tree Work & Green Drainage, Storage Barns

With EGM, the renovation and revitalization of the golf course, we will bring the Golf Club into a State of the Art, 21st century golf and country club for all Bowie residents, families and friends, corporate organizations, local business, and educators. Maximizing and capitalizing off financial growth and the satisfaction of community enjoyment and hospitality will benefit and solidify a productive partnership.

QUALITY ASSURANCE PROGRAMS

EGM team will establish measurable, effective, and golfer/guest-focused Quality Assurance (QA) Programs that help to ensure the golfer’s/guest's experience matches the brand promise established through marketing, sales, and PR programs.

The following programs will be implemented at the Bowie Golf Club to receive feedback that allows management to best train staff to exhibit the brand promise as well as EGM’s Guest Vision. Results will be used to improve the experience for the current guests, prospective guests and to train employees.

Guest Surveys and Feedback: EGM will implement guest surveying and feedback mechanisms to maintain a constant understanding of how well we are doing at meeting guests' needs. Both a toll-free guest comment line and web e-mail forms will be established.

Mystery Shopping On-Site Visits: EGM will implement a regular Mystery Shopping program Bowie Golf Course Proposal Technical Proposal Page 26 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! with independent, unbiased guests rating their experience based on how EGM trains our employees to deliver that experience.

Mystery Telephone Sales Calls: EGM will implement a regular secret shopper sales calls program to test response times and information provided of salespeople.

PUBLIC RELATIONS

EGM will publicize and manage media relations for the Bowie Golf Club utilizing the skills and resources of EGM's in-house team and Darrell Carrington, Director of Public Affairs & Engagement.

EGM will develop and implement in concert with the marketing plan an aggressive, comprehensive, and ongoing local, regional, and national publicity campaign to expose the Bowie Golf Club as a "must play" in the region.

EGM’s publicity plan includes writing a series of newsworthy and timely press releases, pitching feature stories, securing reviews of the golf course, and ghostwriting articles lauding golfers' high-quality experiences at the Bowie Golf Club. Mr. Carrington and staff will position the course to be consistent with the themes of other marketing initiatives.

Mr. Carrington will work closely with the Director of Golf and Head Golf Professional to integrate the Bowie Golf Club with local media to further engage the City of Bowie in a much-desired publicity and media coverage.

Mr. Carrington will schedule golf course reviews to coincide with optimal course conditions, promote special events where media attendance is desired, and retain close contact with media writers and editors to ensure optimal placement and coverage.

Membership & Annual Player Programs

EGM will implement a successful Annual Player Programs. The program will in no way compromise the value of the existing members, as the membership retains:

• Lower Cart Fees (Player Pass programs pay a portion of the greens/cart fees) • Advanced Tee Times • Member Tournaments

This type of program significantly increases the market opportunities for the Bowie Golf Club and attracts players at various frequency levels. EGM's value is in our ability to move the players up in the development program. EGM's Player Development programs are well suited to the entry level (beginning golfer) all the way to the avid (most frequent player). Sales nationwide continue to demonstrate the compatibility of such a diverse membership offering in many markets like that of the Bowie Golf Club.

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MAINTENANCE SERVICES

Agronomic Overview

EGM's agronomic team tackles the quest to deliver an outstanding playing experience to each golfer every day. To EGM, agronomy is more than just growing grass. It is about creating a playing environment for our golfers to enjoy time and time again, to rave about well after they have left the 18th green.

The Head Superintendent is a GCSAA-certified Superintendent uses a unique blend of scientific and practical agronomic knowledge compiled with years of hands-on experience to deliver superlative playing surfaces amid beautiful settings.

We are committed to achieving agronomic excellence by utilizing and improving upon reliable, proven techniques. Our approach encourages the use of nature-friendly compounds and prudent chemical applications to achieve turf health at the most reasonable cost, while ensuring the Bowie Golf Club course remains a sanctuary for native plants and wildlife.

EGM's agronomic services include:

• Agronomic Planning • Water and Irrigation Technologies • Environmental Planning • Equipment Maintenance and Repair • Turfgrass Science • Course Renovation Projects • Pest Management • Environmental Compliance • Turfgrass Maintenance • Facilities Maintenance

The agronomic and course conditioning plan will focus on both short-term and long-term goals. The plan is developed to provide the desired playing conditions of management within the given fiscal guidelines.

On-going Maintenance

EGM will maintain the Bowie Golf Club in a high-quality manner, consistent with the quality expected of a public access golf course. EGM staff will perform all work and will continuously improve on existing conditions at the course. Specifically, EGM will:

• Provide expert oversight as needed by a proven, superintendent familiar with the conditions of maintaining local turf grasses in the area. • Work with the City of Bowie to acquire the necessary equipment to improve turfgrass health and playability. • Implement modern agronomic practices with improved efficiencies, utilizing a highly qualified and expertly trained professional staff.

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• Provide an overall attention to detail in all areas of facility maintenance and care, including areas seen and not seen by the golfer/guest. • Create definition/contour between playing areas, such as fairways and rough, and improve mowing patterns to enhance both aesthetics and playability. • Work closely with the City of Bowie to deliver an overall, high-quality golf experience that serves to maximize revenue for the golf course.

To do this, EGM will develop and implement an Annual Golf Course Maintenance Program. The Program will meet and/or exceed the maintenance standards, and the conditions expected of our guests. The City of Bowie will benefit from EGM's extensive knowledge of agronomic practices and programs, how the golf and maintenance operations work together daily to deliver an exceptional golfing experience, and having the course maintained in strict compliance with all maintenance and environmental standards.

Turf Management

EGM will implement a course-specific maintenance program for the care and maintenance of the Course. The program will exceed the minimum maintenance standards established by EGM and the agronomic practice, procedure. and program guidelines established by the United States Golf Association (USGA) and the GCSAA. EGM’s approach to maintaining the Bowie Golf Club will emphasize the quality of course conditions, attention to detail throughout the properties, efficiency in staffing, and compliance with environmental regulations.

Environmental Stewardship

EGM's experience regarding sensitive environmental areas, including environmental planning, wildlife, wetlands and habitat management, water conservation and water quality management, resource conservation, waste reduction, and outreach and education is not taken for granted. EGM team regard this issue as especially important to the public-private partnership and we will do our part!

EGM will implement sound environmental management practices, making a valuable contribution to conservation and improving the Bowie Golf Club course's environmental quality to enhance the golfers' experiences.

EGM adhere to the principles of the conservation group Audubon International, specifically to maintain environmental practices in six key areas:

• Environmental planning • Chemical use reduction • Wildlife and habitat management • Water conservation • Outreach and education • Water quality management

The programs initiate the creation of wildlife habitats, corridors connecting these varying habitats and wildlife control tactics to minimize an adverse impact on the wildlife or the golf course.

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Equipment and Systems

EGM will properly maintain all equipment and systems utilizing manufacturer's instructions and recommendations to maximize the effectiveness, efficiency, and duration of use of each piece and system.

EGM will work closely with the client to determine the effectiveness and lifespan of each piece of equipment and system and prioritize the needs for replacement and/or repair of that equipment or system.

PROPERTY MAINTENANCE

EGM will provide complete property and facility management services for the Bowie Golf Club utilizing the skills and resources of a talented team of operations professionals led by Director of Golf and Head Golf Professional and the Head Superintendent.

EGM will establish and prove our system for property management, including the use of consistent procedures for managing insurance coverage, risk management, and licensing requirements, including all claims filing, renewals, and the meeting of all regulatory regulations. All licenses, evidence of coverage and other important property documents are maintained both on site and at EGM’s corporate office.

EGM will establish and prove our system of facility management, including physical plant maintenance procedures, housekeeping, facility audits, capital planning, and beautification programs. All buildings/facilities will always be maintained in good repair and condition to ensure that the facility's golfers/guests are presented with the highest quality golfing experience. Routine and preventive maintenance for the entire facility will be performed as needed to ensure the long-term viability of physical assets.

SUPPORT

EGM’s agronomic team, comprised of the Head Superintendent and the maintenance staff will perform a periodic assessment which includes detailed narrative describing current agronomic practices and conditions, pictures, action plans, resource requirements and timelines are included in these reports to inform the City of Bowie, Director of Golf, and corporate personnel of the progress. This level of support ensures the desired product is produced for the City of Bowie and golfers/guests at the Bowie Golf Club.

COMMITMENT

EGM has the resources and staff to provide the level of golf course maintenance desired by the City of Bowie. The EGM team is dedicated and committed to provide the expertise and resources to support the Head Superintendents efforts.

FOOD AND BEVERAGE OPERATIONS

EGM will offer high quality, competitively priced, food and beverage menu items at the Bowie Golf Club. EGM will develop an annual buying and operating plan to provide for a healthful and efficient operation, develop an attractive menu, and design attractive displays and promotions for both grill operations and catering/banquet operations. This will be especially critical in the new clubhouse facility in the areas of menu development, operations, and increased efficiencies. Bowie Golf Course Proposal Technical Proposal Page 30 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

Food and beverage services will be delivered as appropriate for the kitchen and dining facilities at the Bowie Golf Club, including food and beverage inventory management, food preparation and service, regular on-course beverage cart service and catering/banquet operations. All appropriate licenses and permits necessary to run a food service facility in the City of Bowie and PG County and the State of Maryland are obtained and kept current, all health standards and regulations are strictly followed, and all equipment and fixtures kept clean, sanitized, and maintained in good working order.

Parties and Events

EGM will develop a menu based on input from members and residents, frequent players and other potential customers, the kitchen's capabilities and final design surveying of guests is employed for regular feedback on improvement and enhancement of service levels, food and beverage quality, and menu options.

EGM develops menus to allow for multiple uses of stocked food items and reduce waste. EGM will implement the attractive use of display elements, prominent and tasteful signage, appealing pricing, easy availability of impulse items and package pricing. Promotion of food and beverage is included at the golf pro shop point-of-sale, on-course, and in golf and events packages.

With the Bowie Golf Club dining area, EGM will market and promote the use of all areas of the clubhouse using an established, proven system of sales management, including prospecting, sales closing, and sales fulfillment.

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PUBLIC-PRIVATE PARTNERSHIP BENEFIT

A key advantage of having EGM provide public services is that it allows the City to concentrate on planning, policy, and regulation. EGM, in turn is empowered to do what it does best, manage and operate the Bowie Golf Club efficiently and effectively.

Several surrounding golf courses such as Marlton, Lake Arbor, Patuxent Greens, Ft Meade, Cross Creek, Glen Dale, Twin Shields all have closed or been a tax loss while Bowie Golf Club remains open, cash positive and a vital part of the community. The closure of these other courses has only increased our customer base for future operations.

We believe EGM’s proposal, given the significant investment in the facilities, approximately $1.6 million over 2 years, will be a major benefit to the City of Bowie and its residents. Additionally, EGM will accomplish all of this without significantly increasing greens fees, keeping the Bowie Golf Course an affordable, family friendly destination.

EGM also brings a lifecycle approach to this project to achieve efficiencies in the following four main areas:

• Work planning and organization - With a negotiated long-term contract EGM can improve planning and programming for the course. EGM has greater flexibility than the City in terms of in adjusting its resources (personnel, equipment, and materials) to a fluid situation with a living, breathing entity such as a golf course. This expeditiously ensures timely performance and proper utilization of our resources. For example, EGM will have the ability to adjust employees’ schedules based upon our tournament schedule or other outings to reduce labor costs long-term during periods when we see a downturn in rounds played.

• Optimization of lifecycle costs - EGM believes that a negotiated contract between our two entities can lay out the timelines for both construction and rehabilitation-maintenance tasks over a defined, predictable timeline to balance expenditures over the life of the contract and make effective trade-offs between investment, maintenance, and operation costs subject to environmental, social, and economic considerations. EGM can ensure optimal rehabilitation and maintenance works are performed on the deterioration cycle outside of constraints of public funding availability and tendering which often delay necessary works under the conventional procedure and budget forecasting.

• Risk Management – EGM, LLC removes the need for the City of Bowie to add employees to the Bowie payroll, with the associated fringe benefits, to manage the golf course. It reduces Human Resources issues and removes the liability that comes with employing individuals.

• Innovation - EGM will always look for innovate alternative solutions to meet performance requirements at lower cost and/or with higher efficiency. It is also becoming recognized that the least-cost solutions may also be the environmental solution (e.g., asphalt recycling, energy-efficient kitchen appliances, etc.), as they will tend to require the lowest use of resources.

EGM’s philosophy in working with our municipal partners is to ensure always that our shared financial and golfer/guest service goals are aligned perfectly. With that philosophy guiding EGM's relationship with the Bowie Golf Club and the City of Bowie, EGM will implement the following systems and methods of management, all of which are available for review and comment by the City of Bowie at any time.

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With the Bowie Golf Club, the City of Bowie will provide EGM their advice and their expectations for the annual plan goals, staffing levels, and capital reserve requirements. EGM will use that information to develop an achievable a realistic budget that maximizes gross profit and net operating income while delivering an outstanding golf/guest experience.

EGM Executive Team will work diligently to develop an achievable, realistic budget and plans. Upon review and approval by both EGM Executive Team and the City of Bowie, the budget and plans will be implemented to achieve the facility's goals.

Financial

• Daily Revenue Tracking to Budget and Prior Year • Monthly Review of Revenues (Mid-Month and Final) • Monthly Financial Summary Letter and Review Meeting with City • Monthly Site Visits • Annual Audit (if contractually required) by City's Independent Auditor

Annual Plan/Operational

EGM will direct an annual planning process that includes development of an Annual Plan (including Annual Budget, Business Plan, Marketing Plan and Agronomic Plan). The Annual Plan will be completed in the fall of each year for the upcoming calendar year. The EGM Executive Team will work diligently to develop an achievable, realistic budget and plans. Upon review and approval by both EGM Executive Team and the City of Bowie, the budget and plans will be implemented to achieve the facility's goals. EGM welcomes the level of involvement desired by the City of Bowie to provide necessary feedback, guidance, or direction to achieve our shared financial and service goals.

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SUSTAINABILITY & CLIMATE ACTION PLAN COMPLIANCE

EGM Executive Team has reviewed both the Sustainability Plan and the Climate Action Plan, and we are prepared to work with the City of Bowie to support and promote the City’s initiatives concerning all aspects as much as feasible within the constraints of the operations and maintenance of the Bowie Golf Club course.

Noting that the City of Bowie was the proud recipient of the 2013 Sustainable Maryland Certificate, in addition, to taking great pride in its work, in coordination and cooperation with residents, to set specific goals for reducing greenhouse emissions and taking on the existential threat to humanity that the Climate Crisis demands, EGM is also proud to have these goals and objectives in mind.

Members of our Management Team have worked over the past decade or more to reduce greenhouse emissions, lower our carbon footprint and encourage everyone to reduce, recycle and reuse. EGM will work to ensure that implementation of our climate action plan will mirror the efforts of the City of Bowie.

ECM has signed onto to the United Nations Sports Action for Climate Initiative. This initiative aims at supporting and guiding sports actors in achieving global climate change goals. Sports organizations can display climate leadership by engaging together in the climate neutrality journey. They can achieve this by taking responsibility for their climate footprint, which in turn will incentivize climate action beyond the sports sector, and therefore help global ambition step-up in the face of the threat posed by climate change. Uniting behind a set of principles, sports organizations and their communities have created an initiative by collaborating to position their sector on the path of the low carbon economy that global leaders agreed on in Paris: Sports for Climate Action. Our letter to the UN as well as a copy of the Sports for Climate Action framework is attached for your review and use. ECM has also reviewed the information contained in the City’s Climate Action Plan and applaud your focused efforts on methods and policies to reduce emissions by 50% by 2030. EGM will coordinate with the City’s designee on the Bowie’s Climate Action Plan, to ensure that we are following the 2020-2025 goals and updating our goals accordingly, with any additional goals resulting in new technologies and other advancements in our understanding of sound sustainability best practices.

The City’s plan focuses on actions that can be taken by Bowie in the next five years, 2020-2025. It concentrates on four sectors, City government, residential, commercial, and intergovernmental. Actions for these sectors are grouped in the following categories.

• Improve the energy efficiency of City facilities, residential houses, and commercial buildings. • Adopt solar and other renewable energy options for meeting electricity requirements. • Promote the use of electric vehicles, EV infrastructure, mass transit, and walking/biking options. • Develop green purchasing, sustainable consumption, and zero-waste policies. • Expand the City urban tree canopy and promote ecological landscaping practices.

EGM supports these actions specifically, EGM will:

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- Reduce commercial energy consumption. EGM will conduct energy audits and develop energy efficiency plans. Renovations of the Maenner House and Annex will follow these principals.

- Increase use of renewable energy sources to the extent practicable in the Maenner House and Annex by finding creative approaches for incorporating solar units in these spaces if economically feasible.

- Advance the use of sustainable transportation options. EGM will research charging stations and working with City staff to identify potential sources of funding for such at the Bowie Golf Course.

- Move toward a green purchasing and zero-waste policy. Adopt a green purchasing policy for acquisition of materials required for operations to the extent practicable. Work with vendors to minimize the carbon intensity of their supply chain. Use only materials that can be reused or recycled to the extent practicable. Minimize food waste and find alternative uses for expired food products. Develop strategies for composting or bio-digesting food waste to the extent practicable and with coordination with the City of Bowie.

- Create partnerships to promote green businesses and GHG reduction strategies. Partner with both the City of Bowie and the Greater Bowie Chamber of Commerce to promote the Green Bowie Business program and the MD Green Registry. Explore strategies to promote GHG reduction as a means for promoting business growth and job creation to the extent practicable. Promote the City as a center for green commercial ventures and startups to the extent practicable.

- Coordinate with the City for recycling of glass, cans, paper, and plastics.

EGM ENVIRONMENTAL SENSITIVITY PROGRAM

We are committed to reducing our environmental footprint. Improving our green practices and keeping these principals at the core of our Environmental Program:

• Reduce, reuse, and recycle • Adhere to all pertinent regulations and strive to surpass compliance • Create ways to reduce or eliminate pollution and waste • Always strive to be an environmentally responsible member of the Community

Green/Eco-Friendly Techniques

EGM expects a positive impact on the presentation and turf condition as our "Green" maintenance program is instituted. In many instances EGM has seen dramatically improved course conditions and positive impact on the natural resources. The natural resources that are benefited through a Green friendly maintenance program are as follows:

Water Conservation: Reduced watering of the greens and/or fairways with the fertilizers and chemical applications. Thereby by reducing chemical applications the golf course will decrease unnecessary or excessive water usage. Irrigation practices employed are geared to maximize water absorption and minimize water loss to "evaporation and runoff. Soil properties and turf health are maintained in an optimum range to assure efficiency. Many golf courses subject their turf to extreme conditions to provide playing conditions Bowie Golf Course Proposal Technical Proposal Page 35 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! desired by their members or clientele. This often leads to inefficient absorption and water usage by the turf and leads to increased leaching and water runoff.

Water Quality: Water quality will improve as the chemicals and fertilizers are filtered through natural buffer zones. This will reduce the nutrient loading and corresponding unwanted blooms. Nutrient loading can reduce natural aquatic activity and plant life. Best Management Practices to ensure water quality include using slow-release fertilizers. spoon-feeding, filtering drainage through vegetative or mechanical filters prior to entering water bodies, etc.

Wildlife: The immediate benefit to the existing wildlife is the improvement of water quality and a greater amount of water. EGM's program provides for naturalizing out-of-play shorelines with emergent aquatic and shoreline plants since wildlife is most abundant when shallow water includes emergent aquatic vegetation.

Eco-friendly Products

EGM utilizes eco-friendly products in a company-wide initiative to minimize our footprint and impact on the environment. These products are "green-seal" certified products to include soaps, cleaners, paper towels, toilet paper and paint as appropriate. Energy Conservation initiatives include the installation of energy efficient compact fluorescent light bulbs.

EGM will evaluate the usage of high-grade vegetable oil as a replacement for hydraulic fluid in the mowing equipment. The vegetable oil is more environmentally friendly and will not impact the ground, wildlife, and soils in case of a leak on the mower. The vegetable oil is more costly on front end, however, the savings in case of a leak can be immeasurable.

EGM is currently evaluating the usage of chlorine free, biodegradable products to be utilized in our grille room and snack bar operations. Also, EGM is undertaking composting services to dispose of food waste, thus minimizing the waste produced with an additional benefit of rich soil for plantings.

Wildlife and Habitat Management

The purpose of this category is to protect and improve native habitats and the wildlife that depend on them for survival. A complete inventory should be completed of bird species, mammal species, and indigenous plant species. Complete map highlighting core habitat areas on the golf course should also be completed.

In addition to protecting what was already in place, EGM will begin to create additional wildlife habitat at the Bowie Golf Club course to expand the amount of existing wildlife species and to add more diversity to the wildlife.

In addition to the above mentioned. training our staffs to understand the importance of wildlife and habitat management is just as important. Training checklists should be implemented to aid in this process.

A summary of our goals in wildlife and habitat management follows:

Goal I: General Knowledge

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Continually expand our general knowledge of the plants, wildlife species, and habitats found on the Bowie Golf Club course.

Goal 2: Wildlife Habitat: Space Food, Cover, and Water Enhancements

Provide a habitat for a variety of wildlife species in non-play and landscaped areas.

Goal 3: Habitat Protection and Biodiversity Conservation

Preserve the rich biological diversity of our region by protecting existing native habitats and species, and landscaping primarily with indigenous plants.

Chemical Use Reduction and Safety

The purpose of this category is to ensure safe storage, application, and handling of chemicals and reduced actual or potential environmental contamination associated with chemical use. Much of the work toward certification in this category will be training of pesticide applicators.

EGM main goal in this category is to minimize pesticide usage. In our first year of operations and management we will consider re-contouring some of the fairways at the golf course to minimize pesticide and fertilizer inputs.

EGM should be able to decrease fairway acreage by increasing the width of the landing areas and decreasing the width of the non-landing areas. This can potentially reduce overall pesticide and fertilizer inputs.

Implementing standard practices of integrated pest management (IPM) and best management practices (BMP's) will be an ongoing process. Also, EGM will explore alternative pest control measures to minimize pesticide inputs even further. In addition, EGM will consider creating buffer zones between treated turf areas and all water bodies to filter potential runoff of harmful chemicals.

Another key aspect in this category is the establishment of economic thresholds to establish guidelines as to when to apply pest control products. Pest damage to existing turf areas is economically tolerable to a certain point.

EGM will establish economic thresholds at certain levels where we believe turf damage can cause an economic impact to the facility if action is not taken. This strategy has been successful in minimizing chemical inputs.

One important item to be completed over time is the installation of spill containment areas for our spray application equipment. These areas are used to mix and load chemicals and for the cleaning of equipment.

These new containment areas will ensure pesticide spills will be confined and not negatively affect the environment.

A summary of our goals in chemical use reduction and safety is as follows: Bowie Golf Course Proposal Technical Proposal Page 37 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

Goal I: General Knowledge

Continually expand our knowledge of integrated pest management, chemical use issues, best management practices, and alternative pest control measures.

Goal 2: Cultural Practices and IPM Techniques

Maintain turfgrass in a vigorous and healthy state through sound cultural practices and integrated pest management techniques.

Goal 3: Best Management Practices for Chemical Use

Apply all chemical products in a manner that minimizes harmful environmental impacts.

Goal 4: Communication and Education

Ensure that maintenance staffs are professionally trained and supervised.

Goal 5: Maintenance Facility, Chemical Storage, and Wash Pad

Make certain that chemicals are safely stored and handled, and equipment is properly maintained to reduce the potential for negative environmental impacts.

Water Conservation

The purpose of this category is to ensure adequate water supplies not only for irrigation, but also for the healthy ecological functioning of water bodies, such as rivers, streams, wetlands, lakes, and ponds. The focus should be given to judicious water usage by managing and maintaining the irrigations system for maximum efficiency and minimal water waste.

The Bowie Golf Club irrigation practices to be employed should be geared to maximize water absorption and minimize water loss to evaporation and runoff. Soil properties and turf health are maintained in an optimum range to assure efficiency. Many golf courses subject their turf to extreme conditions to provide playing conditions desired by their members or clientele. This often leads to inefficient absorption and water usage by the turf and leads to increased leaching and water runoff.

EGM will employ a program of daily monitoring of the golf course by our on-site staff to evaluate supplemental irrigation needs daily. Evaporation of soil water and evaporation-transpiration of plant water are typically determined by the day's weather conditions, or more specifically, temperature. humidity, and photoperiods.

Summary of our goals in water conservation is as follows:

Goal I: General Knowledge

Identify water resources of the golf course and make a commitment to judicious water use. Bowie Golf Course Proposal Technical Proposal Page 38 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

Goal 2: Water Conservation: Irrigation Equipment and Plumbing Fixtures

Maintain irrigation equipment for maximum efficiency and minimal water waste.

Goal 3: Water Conservation: Watering Practices and Turf Care

Implement water conservation practices. To maintain soil and turf health that maximizes water absorption and minimizes water loss to evaporation and runoff.

Water Quality Management

The purpose of this category is to ensure clean water supplies and protect the health and integrity of water bodies, such as oceans, rivers, streams, wetlands, lakes, and ponds. This is accomplished by routine monitoring and employing best management practices to reduce erosion and chemical/fertilizer runoff.

As mentioned earlier, EGM will establish buffer zones along water bodies to minimize and filter runoff to improve water quality. Water quality testing through an independent lab should be implemented to establish base-line data to compare future water quality tests. This requires quarterly testing during the first year and subsequent annual tests thereafter.

Also important is to be cognizant of potential weather conditions that could favor or increase the likelihood of runoff. A two-inch thunderstorm occurring hours after a fertilizer or chemical application will increase the chances of water pollution. This is because the material has not had a chance to break down into a useful chemistry by the turf and is not being filtered by the underlying soil.

It should be noted that all pesticide applicators are to be licensed through the local jurisdiction. This ensures they have the basic knowledge of chemical use and disposal. They should also be versed in proper chemical storage and mixing and loading techniques.

A summary of our goals in water quality management is as follows:

Goal 1: General Knowledge

Improve our general knowledge regarding water quality protection and pollution prevention as it relates to golf course management, chemical storage and use, and equipment maintenance.

Goal 2: Best Management Practices

Employ best management practices or structural controls near all water bodies to eliminate the potential for chemical runoff, nutrient loading, and drift.

Goal 3: Water Quality Management: Monitoring

Monitor the health of all water features to detect possible movement of nutrient and chemical inputs into water sources and correct problems as needed.

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Outreach and Education

The purpose of this category is to implement management practices that ensure ongoing support for stewardship initiatives, strengthen local community connections, and extend participation in environmental conservation activities. EGM will initiate the process of creating a Resource Advisory Group at the Bowie Golf Club to aid our certification efforts.

EGM will install displays in the Bowie Golf Clubhouse to communicate our involvement in the Environmental Sensitivity Program to our clientele and the public. The display should include updates in each category along with pictures showing what EGM will accomplish throughout the year.

EGM anticipate a lot of positive feedback. An annual newsletter should also be distributed in communities surrounding the Bowie Golf Club. This will also be a great opportunity for EGM to showcase our efforts and communicate the City of Bowie’s environmentally sensitive approach to maintaining the Bowie Golf Club course.

A summary of our goals in outreach and education is as follows:

Goal I: General Knowledge

Improve our ability to communicate our commitment to environmental stewardship and implement conservation activities.

Goal 2: Education

Educate patrons, staff, decision makers, and community members about programs and projects on the golf course which improve environmental quality.

Goal 3: Outreach and Involvement

Provide opportunities for patrons, staff, decision makers, and community members to be involved in environmental projects on the golf course.

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SUPPLEMENTAL GOLF PROGRAMS, EVENTS, AND ACTIVITIES

EGM will implore a marketing strategy at the Bowie Golf Club to utilize the best marketing technology and sales management available to accomplish the outreach, sales, and public relations goals.

EGM will utilize successful direct marketing techniques, complementing by limited, high-return mass media communication and extensive public relations to acquire new members or patrons. We can accomplish this by capturing player information at check-in so that we can create a “Welcome Back”, “Bring a Friend” or “Come Visit Again” campaign. We can proactively communicate with the golfers to encourage repeat and new business.

EGM will implement a database management system to retain contact information for members, members- guests, and the general golfer guest at large so that we can create an outreach program that will encourage return play and satisfy our retention goals of having repeat play and consumption the golf course experience.

EGM will obtain loyal guests through the delivery of a golf experience that is fun, enjoyable, and memorable and fulfilling. EGM outreach program focus on the growth of the golf game experience. The goal is to increase the number of rounds played and the amount of spending during each golfer’s visit.

Programs:

• Winter Indoor Golf Lessons/ Clinics – Adults/ Juniors • Women Monthly Clinics • Women Sunday League – 9-hole / 18-hole play • Women Monthly Social Outing • Junior Summer Camps • Junior League Play • Gurlz Golf • Operation 36 – Juniors / Women

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Private lessons, group lessons, on-course lessons, and corporate clinics, for beginners to advanced golfers of all ages. Lessons can be customized to fit specific needs and include Golf Terminology, Etiquette/Safety, Equipment, Proper Set-Up and Mechanics for the Full Swing and Short Game, Video Analysis, Effective Drills, Training Aids, Faults and Cures, Detection and Correction, and Golf Psychology.

Most importantly, the teaching Pros make the process of learning and improving an enjoyable experience with patience, explanation, and demonstration.

The amount of information provided during a golf lesson can be overwhelming. To eliminate the need to remember everything, all students receive an email that contains complete verbal instructions in writing, along with specific recommendations to review and practice upon completion.

All students receive a pleasant and enjoyable learning experience at the Bowie Golf Club.

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PROJECT FINANCING & FINANCIAL ANALYSIS

Obtained Financial Funding for Capital Improvements

Clubhouse Renovations – Bring Maenner House & Annex Assessments up to Code with $300,000 investment from local Community Development Corporation. This will include the structural issues identified by the City of Bowie for the interior hallway as well as improvement to the locker rooms, bathrooms, offices, and clubhouse in general.

In addition, $250,000 investment will be made, from the same source, to improve the Annex. That will include upgrades and replacement of equipment and the overall appearance of the Annex.

EGM has secured pre-authorization for an additional $550,000 for further upgrades to the Clubhouse and Annex for FY2023 & FY2024.

That brings the total investment from EGM sources at $1.6M in capital improvements to the facilities that are owned by the City of Bowie.

EGM is proud to have worked with our lobbyist and the County to have the Maryland National Capital Park and Planning Commission to approve a $250,000 line item for the Bowie Golf Course to pay for drainage on Holes #5-18. These funds have been secured for the City to be used exclusively for the golf course. This a prime example of the benefit of a public-private partnership with EGM, LLC. We will work cooperatively with the City to leverage public and private grant funds for the betterment of the golf course and the community at large.

Lastly, working closely with the County, EGM will work to request funds to augment the commitments made in the City of Bowie’s FY2022 Capital and Operating Budgets.

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Pro Forma

Emerald Golf Management, LLC Pro Forma For the Period 10/01/2021 through 09/30/2026 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Revenue From Sales: Membership Income $158,537 $166,464 $174,787 $183,526 $192,703 Golf Course Green Fee $712,960 $748,608 $786,038 $825,340 $866,607 Golf Cart Rental $153,251 $160,914 $168,959 $177,407 $186,278 Restaurant Income $145,906 $153,201 $160,861 $168,904 $177,350 Pro Shop Income $54,979 $57,728 $60,614 $63,645 $66,827 Driving Range Income $13,221 $13,882 $14,576 $15,305 $16,070 Total Revenue from Sales: $1,238,854 $1,300,797 $1,365,837 $1,434,128 $1,505,835 Cost of Goods Sold: Restaurant Costs $79,104 $83,059 $87,212 $91,573 $96,151 Pro Shop Costs $50,820 $53,361 $56,029 $58,831 $61,772 Pro Shop Club Repair Costs $0 $0 $0 $0 $0 Total Cost of Goods Sold $129,925 $136,420 $143,241 $150,403 $157,923 Gross Profit (Loss) $1,108,929 $1,164,377 $1,222,595 $1,283,725 $1,347,911 Operating Expenses: Administrative Mgmt $25,000 $26,250 $27,563 $28,941 $30,388 Club house expense $45,060 $47,313 $49,679 $52,163 $54,771 Depreciation $163,506 $171,681 $180,265 $189,279 $198,743 Golf Cart Expense $55,129 $57,885 $60,780 $63,819 $67,010 Grounds Maint Supply $111,587 $117,166 $123,025 $129,176 $135,635 Salary/Wage/Taxes $516,564 $542,392 $569,512 $597,987 $627,887 Insurance-Group $33,943 $35,640 $37,422 $39,293 $41,258 Insurance-General $31,468 $33,041 $34,693 $36,428 $38,250 Interest Expense $7,895 $8,290 $8,704 $9,139 $9,596 License/Taxes/Fees $28,199 $29,609 $31,089 $32,644 $34,276 Office Expense $46,948 $49,295 $51,760 $54,348 $57,066 Professional Fees $5,885 $6,179 $6,488 $6,813 $7,153 Pro Shop $1,421 $1,492 $1,567 $1,645 $1,727 Restaurant & Bar $1,926 $2,022 $2,123 $2,230 $2,341 Total Operating Expenses $1,074,531 $1,128,258 $1,184,670 $1,243,904 $1,306,099 Operating Profit (Loss) $34,398 $36,119 $37,925 $39,821 $41,812 Other Revenue & Expense: Other Expense $212 $223 $234 $245 $250 Other Income-Cash o/s $973 $1,022 $1,073 $1,126 $1,149 Purchases Discounts $363 $381 $400 $420 $429 Total Other Revenue & Ex $1,124 $1,180 $1,239 $1,301 $1,327 Net Profit (Loss) $35,522 $37,299 $39,164 $41,122 $43,139

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Equity Plan

Emerald Golf Management, LLC Captial Improvements For the Period 10/01/2021 through 09/30/2026 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

Irrigation System (City of Bowie)

Clubhouse (EGM) $550,000 $550,000 $500,000

Driving Range (City of Bowie)

Cart Path (City of Bowie)

Tree work & Green Drainage $250,000 (City of Bowie)

Storage Barns (City of Bowie)

** City of Bowie has budgeted appropriately $2,000,000+ for Capital Improvements to include Irrigation System, Driving Range, Cart Path available July 1st, 2021 **

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FINANCIAL QUALIFICATIONS

Financial status of respondent

In addition, $250,000 investment will be made, from the same source, to improve the Annex. That will include upgrades and replacement of equipment and the overall appearance of the Annex.

EGM has secured pre-authorization for an additional $550,000 for further upgrades to the Clubhouse and Annex for FY2023 & FY2024 if selected as the awardee of the RFP.

EGM is proud to have worked with our lobbyist and the County to have the Maryland National Capital Park and Planning Commission to approve a $250,000 line item for the Bowie Golf Course to pay for drainage on Holes #5-18. These funds have been secured for the City to be used exclusively for the golf course. This a prime example of the benefit of a public-private partnership with EGM, LLC. We will work cooperatively with the City to leverage public and private grant funds for the betterment of the golf course and the community at large.

That brings the total investment from EGM sources at $1.6M in capital improvements to the facilities that are owned by the City of Bowie. Lastly, working closely with the County, EGM will work to request funds to augment the commitments made in the City of Bowie’s FY2022 Capital and Operating Budgets.

Financial Institution

PNC Bank Blaine Shipler VP Commercial Banking T 410-237-5329 F 410-237-5703 [email protected]

Member of The PNC Financial Services Group PNC Harborside One East Pratt Street Suite 5 W Baltimore, Maryland 21202

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Three (3) Year Financial Statements

Bowie Golf Club 2020

(Financial Statements)

Under Supervision & Management of John Huber Director of Golf Operations And Head Golf Professional (PGA Class A Member)

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Bowie Golf Club 2019

(Financial Statements)

Under Supervision & Management of John Huber Director of Golf Operations And Head Golf Professional (PGA Class A Member)

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Bowie Golf Club 2018

(Financial Statements)

Under Supervision & Management of John Huber Director of Golf Operations And Head Golf Professional (PGA Class A Member)

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CAPITAL OUTLAY PLAN

The list below is a partial history of the equipment (past & current) that has been or is being used to maintain the Bowie Golf Club course. The capital outlay plan for the equipment is that EGM, LLC will acquire the current equipment in an agreement with BGM, INC.

EGM, LLC will be the new owner of the equipment. The EGM Executive Team will evaluate and determine from the list of current equipment which can be deem still usable or repaired for use or removed for non- performance, and purchase equipment on as needed basis either to replace removed equipment or integrate new technology equipment to provide better service thus resulting in a better product.

DT PURCHASE DESCRIPTION 05/20/2010 JD USED BUNKER RAKE 07/27/2011 USED JACOBSEN GPLEXIII 06/15/2012 MISC TURF EQUIP USED 07/31/2012 JACOBSEN GREENS MOWER 07/31/2012 07 CLUB CAR TURF2 UTIL VEH 05/14/2013 SAND CULTIVATOR 08/01/2015 TORO ROUNDSMASTER 580D 2004 09/01/2015 2013 TORO WORKMAN 3300-D 09/01/2015 200 GALLON BOOM SPRAYER 01/31/2016 REMOVE JD GATOR 4X2 06/02/2016 USED JAKE LF1880 S#01907 07/12/2016 USED JAKE 1880 S#02000 06/23/2017 USED JACGK42WD S#6228805203 04/25/2018 PROCORE 648 AERATOR 07/23/2018 Empura EDBC-95 Bottler Cooler 09/04/2018 2004 TORO Z MASTER 597-D RIDING MOWER 11/08/2018 BR700 STIHL BACKPACK BLOWER 04/18/2019 USED JACOBSEN GPLEXIII (2) 09/06/2019 USED JACOBSEN GPLEXIII FH000324 09/12/2019 USED TOP DRESSER/SPREADER 09/30/2019 USED GREENS ROLLER 09/30/2019 Jacobson Greens King 522 03/16/2020 Picker EP028AH w/ Baskets 05/14/2020 Grounds Equip - City of Bowie 06/30/2020 Craftsman Mower M100 08/12/2020 2016 SMITHCO UL GREENS ROLLER 08/26/2020 2015 Toro Reelmaster 5010-H 12/31/2020 MS291 STIHL CHAIN SAW 20" Bowie Golf Course Proposal Technical Proposal Page 70 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

SAMPLE LEASE AGREEMENT

AGREEMENT FOR LICENSE AND PROFESSIONAL OPERATION AND MANAGEMENT SERVICES AT BOWIE GOLF CLUB

This Professional Operations and Management Services AGREEMENT (the "Agreement") is entered into this __ day of _____, 2021, by and between the City of Bowie, of the State of Maryland, and LICENSEE (the “EGM, LLC").

WITNESSETH 1. RECITALS

The City of Bowie requires certain golf operation and management services be performed, and the EGM, LLC represents that it is qualified, equipped, staffed, ready, willing, and able to perform and render such services as shall be necessary, required, or desired, for and on behalf of the City of Bowie.

2. SCOPE OF SERVICES

During the term of this Agreement, EGM, LLC will have exclusive right and license at the Bowie Golf Club (the “Golf Course") to operate and manage all parts of the golf course. To operate and manage Golf Course as EGM, LLC deems appropriate by implementing all policies and procedures and to perform any act deemed necessary or desirable for the operation and management of Golf Course; maintain all the golf course property, operate, manage and supervise daily play, golf shop, food and beverages service, driving range and putting practice greens, maintenance facilities, club house and infrastructure on the property; provide lessons, choose and maintain all play and maintenance equipment, advertise and promote public play and the sale of merchandise and services.

3. TERM LICENSE

This Agreement will be for a period of five (5) years, Beginning October 1st, 2021 through September 30th, 2026 with the option to extend an additional five (5) years, beginning October 1st, 2026 through September 30th 2031. Consideration for renewal will include, but not be limited to, EGM, LLC satisfactorily performing all professional golf operation and management services herein described, receiving rating of satisfactory-or-above on all evaluations and achieving the performance benchmarks as stated herein.

4. BUSINESS LICENSE

EGM, LLC will obtain or have in possession all required business licenses prior to commencing performance on this Agreement.

5. STATUS OF CONTRACTOR

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EGM, LLC will have the status of an "Independent Contractor" as defined by the State of Maryland and will not be entitled to any of the rights, privileges, benefits, and emoluments of either an officer or employee of the City of Bowie.

6. DUTIES AND SERVICES TO BE PROVIDED BY CONTRACTOR

EGM, LLC, its PGA certified Professional Golf Instructor ("Professional'), employees and staff will perform all duties in accordance with the best interest of the City of Bowie and the Bowie Golf Club, subject to the direction and authority of the President and Vice President of EGM, LLC, and the public- private partnership with the City of Bowie designee.

6.1 EGM, LLC will operate, manage, and maintain the manner in a safe and efficient manner in accordance with established policies. Such operation and management will include, without limitation, the collection of fees, regulation of play, conduct of persons on course, enforcement of the rules and regulations of course, and soliciting and coordinating tournaments. Operate, manage, and maintain a satisfactory golf shop in a professional, up-to-date manner to include, but not limited to, sales, rental, and repair of golf equipment, clothing, and accessories. Stock and maintain an inventory of related merchandise, supplies and equipment in keeping with demand. Maintain golf course property including clubhouse, maintenance buildings, and all infrastructures of the property, at minimum, to the levels of maintenance within the golf course operation, maintenance and performance standards as proposed by EGM, LLC.

6.2 EGM, LLC has sole right to operate and manage all food and beverage concessions, or to enter into separate management agreements for their operation.

6.2.1 EGM, LLC is to be responsible for providing and meeting all necessary permits, fees, rules, and regulations for the sale of food or beverages and must maintain an “A” rating as designated by the local health authority.

6.2.2 EGM, LLC may keep upon the premise’s machines used for vending of goods, wares, or merchandise.

6.3 EGM, LLC will determine all personnel requirements, recruitment schedules and compensation levels and will employ, train, promote, discharge, and supervise all personnel performing services in and about the golf course. Professional and all staff will be required to dress appropriately for public employment.

6.4. EGM, LLC will have the right and responsibility, subject to limitations set for below, to establish all fees, including, but not limited to, green fees, cart fees, driving range fees, annual passes, play tickets, tournament fees, merchandise, lessons, and all other charges associated with operation of the golf course. The Golf Course is a public facility. EGM, LLC must annually inform the City of Bowie of the intended fee structure for the up-coming year no later than November 1st of each year.

6.5 EGM, LLC and staff will be responsible for all reports, and other pertinent information to be delivered to the President and Director of Golf Operations or designee a minimum of monthly, by paper or electronic means of delivery. Bowie Golf Course Proposal Technical Proposal Page 72 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

6.6 All exterior view signage must be approved by the President and Director of Golf Operations. All interior signs will be computer or print generated (no handwritten signs) and will be neatly and prominently displayed.

6.7 EGM, LLC and staff will park only in areas designated by the President and Director of Golf Operations.

6.8 EGM, LLC will establish accounting, cash collection and payroll procedures in compliance with generally accepted accounting principles with regards to the "Collection of Receipts and Accounting" as it pertains to this agreement.

6.9 Provide lessons and instructions in golf by a PGA Certified Teaching Professional. EGM, LLC will also provide all other services customarily provided by a golf professional in accordance with demand.

6.10 Operate, manage, and supervise the use of the driving range and all putting practice greens adjoining said course and control and regulate their use in such a manner as to eliminate or prevent hazards or dangers to any person.

6.10.1 Furnish, without cost to the City of Bowie all equipment necessary for the suitable operation of the driving range, including practice golf balls and mats for use by persons who are entitled to use the driving range.

6.10.2 Provide and maintain daily equipment, including mats, golf balls, token machines, yardage markers, for the driving range. Tee area will be of a quality and quality acceptable to the Director of Golf Operation or designee. Any deficiencies will be noticed to EGM, LLC in writing and will be corrected immediately or, in the case of replacement of equipment or golf balls, within thirty (30) days.

6.11 Provide and supervise all starter and player activity functions, collect green fees and coordinate player starts, and furnish, at no cost to the City of Bowie, suitable and qualified personnel in adequate number to insure efficient performance of such duties.

6.11.1 Effectively advertise, market, and promote public and tournament play at golf course and the sale of golf-related merchandise and services.

6.12 Furnish and maintain proper facilities, equipment, and devices for the minor repair of golf equipment.

6.13 Provide, maintain, and make available to the public at reasonable rental fees an adequate supply of all equipment necessary to play the game of golf including without limitation, golf clubs and hand carts, and power-driven golf carts. All carts will be use consecutively pre-numbered and maintained in good operating condition. The exterior and interior of all carts will be maintained in a clean condition.

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6.14 Assume full responsibility and expense for all electric, gas and water utilities and repairs, sewer, garbage, telephone service and repairs, intrusion alarm monitoring and repair, cable TV, electrical or gas cart service, rental lockers, and maintenance of all cart storage areas.

6.15 Provide all portable display platforms, signs, equipment and/or devices for the purpose of advertising or demonstrating the services, merchandise and/or equipment for sale or rent in the pro shop.

6.16 Maintain stocks of golf merchandise, golf supplies and equipment in keeping with the demand.

6.17 EGM, LLC will be responsible for the preparation and submittal of liability/property loss reports, monthly cash, and rounds of play report, and other reports common to the operation of the business and/or as requested by the City of Bowie, by paper or electronic means of delivery.

6.18 Coordinate with volunteers, Men’s and Women’s Clubs, community organizations, junior and golf development programs, and promote youth and senior golf opportunities to enhance golf programs and customer service offerings.

6.19 Promptly pay all taxes imposed by local, state, or federal government, utility bills, merchant invoices, and all other liabilities with respect to its operation of the Bowie Golf Club golf course.

6.20 Comply with all applicable ordinances, laws, rules, and regulations of the county, city, state, and federal government; and any political subdivision or agency, authority or commission thereof, which may have jurisdiction to pass laws, ordinances, or make and enforce rules or regulations with respect to the operations of the golf course, including but without limiting the generality of the foregoing, such rules and regulations of the City of Bowie as are consistent with the rights herein granted to EGM, LLC.

6.21 Upon termination of the resulting agreement, surrender the City of Bowie property in as good condition as when received, ordinary wear and tear expected.

6.22 Operate and manage golf course on EGM, LLC's own credit and hold harmless the City of Bowie from all claims, demands or liability on account thereof. The City of Bowie will not be responsible for any debts incurred by the EGM, LLC in the performance of any resulting agreement.

6.23 Provide and maintain a golf driving range, including turf and sprinkler maintenance.

6.24 Maintain all golf course holes, landscape and planted areas which are part of the golf course.

6.25 Provide such signs and posters it will deem necessary for public safety and convenience.

6.26 Provide scorecards, starting sheets, reservation sheets and all other items incidental to business on the golf course.

6.27 EGM, LLC will have sole right to operate all food and beverage concessions, including vending machines, or to enter into a separate management agreement for their operation.

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6.28 Maintain parking areas for the use of the public.

6.29 Maintain the course to acceptable professional turf maintenance standards, realizing quality of the course maintenance is especially important to overall operation.

6.30 Maintain all facilities located on the real property that constitutes the Bowie Golf Club golf course in good repair and function, including without limitation, the club house maintenance buildings and yard; irrigation system, including filters, and pumping facilities. EGM, LLC is responsible for all minor repairs and maintaining all improvements and modifications to the Bowie Golf Club golf course that EGM, LLC has installed or caused to be installed. Repairs or improvements made by EGM, LLC will be subject to the provisions with said agreement.

6.31 Provide all janitorial services and equipment to all areas of the Bowie Golf Club golf course.

6.32 Maintain irrigation facility, including without limitation, debris removal from pond, water delivery system; fencing; and weed removal inside the Bowie Golf Club golf course.

7. SERVICES AND FACILITIES TO BE PROVIDED BY THE CITY OF BOWIE

7.1 keep and maintain major structures of the clubhouse, and maintenance shops in a good state of repair. Major" maintenance or repair includes roof, HVAC and street to building sewer, gas and water lines will be repaired or maintained by the City of Bowie.

7.2 Provide annual financial reports as requested by the City of Bowie for compliance with Agreement.

8. PROFESSIONAL STANDARDS APPLICABLE TO GOLF PROFESSIONAL

Golf Professionals hired by EGM, LLC are required to maintain the status of a Professional Golf Association (PGA) certified Class A Professional during the term of this Agreement, a Golf Course Superintendents of America (GCSA) certification, and any renewals thereto. In addition, EGM, LLC will operate and manage the Bowie Golf Club golf course in accordance with the Code of Ethics of the PGA, GCSA and County.

9. MARKETING AND ADVERTISING

EGM, LLC is responsible for effectively advertising, marketing, and promoting public and tournament play at the Bowie Golf Club and the sale of golf related merchandise and services.

9.1 After the first year of this Agreement, EGM, LLC will, on or before January 31st of each year during the term of this Agreement, submit to the City of Bowie annual financial reports and marketing plan for the Bowie Golf Club. The City of Bowie will have the right to comment upon and make suggestions with respect to said marketing plan, provided, however, while EGM, LLC will consider all the City of Bowie’s suggestions and comments, EGM, LLC will not be obligated to implement the same.

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9.2 EGM, LLC is aware that this is a public golf course, and as such, is expected to use discretion in the choice of advertising and marketing to ensure its appropriateness. The City of Bowie retains the right to request removal of advertising or marketing that it deems inappropriate.

10. HOURS OF OPERATIONS

EGM, LLC will devote adequate staff and personal attention to operate and manage a modern and efficient golf course.

10.1 The pro shop, driving range and food and beverage services will be kept open whenever course is open for play.

10.2 EGM, LLC will recommend to the City of Bowie an annual schedule hour during the year (weather permitting) when the Bowie Golf Club will be open for play. EGM, LLC is responsible for opening and closing security gates. EGM, LLC is responsible for the security of Golf Course facilities and assets during it is closed.

10.3 EGM, LLC or his assistant will be available at all such scheduled times to give. lessons and instructions in golf and to serve the public.

11. ESTABLISHMENT OF RATES l1.l EGM, LLC will determine green fee rates by a survey of green fees in PG county and surrounding counties in the state of Maryland at comparable daily fee golf courses. The survey of will be conducted every year and will include a wide sampling of publicly owned municipal and privately owned daily fee courses with a comparable (1) quality of physical improvements, and (2) maintenance standards ("Comparable Golf Courses”). The green fees will be shown on the survey. ll.2 In the first five months of the Initial Term, the green fees charged will not exceed the 2020-2021 calendar year green fees. Thereafter, the green fees charged at the Golf Course will not exceed ll0% of the average fee as calculated in the survey described above provided that in no event will green fees ever be required to be reduced from the amount charged for green fees in the previous year.

12. COLLECTIONS OF RECEIPTS AND ACCOUNTING

The following apply to EGM, LLC and all management or service subcontractors. EGM, LLC is responsible for ensuring any management or service subcontractors adhere to the following:

12.l Definitions: The term "green fees" will be defined as all revenue collected from daily regular green fees, ticket and annual discounted fees, advance reservation fees, or other categories of revenue which may be established by EGM, LLC. A tournament" is defined as any group of more than twelve (12) wishing to have “blocked” or pre-designated tee or start times, including “shotgun” starts. Tournament revenues are a part of “green fees", however their revenues are to be collected and reported separately as “Tournament Revenues". Tournament rounds of play are to be accounted for on the day of play.

12.1.l “Ticket and annual” fees include any fee which entitles a person to use the Bowie Golf Club Course, exclusive of tournament play. Bowie Golf Course Proposal Technical Proposal Page 76 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

12.2 EGM, LLC shall establish cash collection and payroll procedures in compliance with generally accepted accounting principles; train and monitor all staffing in the appropriate cash handling practices; always monitor and ensure the safety of all monetary exchanges; adhere to accepted credit card and other personal information security standards; limit the amount of cash and cash equivalences on site through regular banking procedures.

12.3 Money collected on behalf of the City of Bowie and held by EGM, LLC is held by EGM, LLC as trustee for the City of Bowie.

12.4 EGM, LLC will submit to the City of Bowie, monthly reports of rounds of play and gross revenue, which will include green fees, advance reservation fees, annual and ticket sales, annual surcharge, cart income, cart usage, tournament income, driving range income, pro shop sales, lessons, food sales, beverage sales, catering in addition to all other items of receipts, and will state that sign-up sheets, cash register tapes, and daily statement of receipts have been reconciled and are in agreement.

12.4.1 EGM, LLC will be responsible for and explain any overages or shortages for the period.

12.5 EGM, LLC will establish and maintain complete books of accounts and other records showing all business transacted in connection with the operation of the Bowie Golf Club in compliance with generally accepted accounting principles.

12.6 EGM, LLC agrees to install and maintain a system of accounts that reports will be generated to provide to the City of Bowie.

12.6.1 All accounting records and supporting documentation will be made available at all reasonable requests to the City of Bowie and its authorized officers, agents, or employees.

12.6.2 Accounting records and supporting documents will provided available on the agreement schedule(s) required by the City of Bowie upon request.

12.6.3 EGM, LLC will be responsible for retaining all financial records for a minimum of seven (7) years.

12.7 EGM, LLC and designated staff will be fully proficient and routinely use, as a standard administrative practice of the Bowie Golf Club Course operations, a cash register or point of sale system.

12.8 EGM, LLC and any management or service subcontractors will use either a calendar year, January 1st through December 31st, or fiscal year, as the established accounting period. EGM, LLC's accountant and/or bookkeeper must conform to the scheduling requirements of the City of Bowie.

13. PERFORMANCE BENCHMARKS

Performance benchmarks and completion dates will be established as agreed upon in the public-private partnership with regards to the “Marketing and Advertising" and "Alternations and Improvements” and/or “Capital Improvements”.

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13.1 City of Bowie reviews will be conducted each year.

13.2 Failure to meet benchmarks upon adequate time to respond, may result in additional reviews and non- renewal of this Agreement.

13.3 EGM, LLC will be reviewed for, but not limited to, adherence to the standards established in Golf Course Operation, Maintenance and Performance Standards, the financial viability and the extent and nature of management and auditing concerns provided through annual financial audits, and customer satisfaction.

14. EMPLOYEES

EGM, LLC will employ, at their own expense, such staff as necessary and manage Golf Course in an efficient, professional, and orderly manner.

15. UTILITIES

15.1 EGM, LLC will be responsible for assuming full responsibility for all electric, gas and water utilities and repairs, sewer, garbage, telephone service and repairs, intrusion alarm monitoring and repair, cable TV, and water.

16. ENERGY CONSERVATION

EGM, LLC will make every effort to conserve energy, whenever and wherever possible, including, but not limited to, the water, cooling, heating, and lighting of areas to conduct business during operating hours or maintain security.

17. PERFORMANCE BOND

Lessee's obligations for the capital improvements will be secured by surety bonds in favor of Lessor and in form and with surety satisfactory to Lessor. Lessee agrees to bond each improvement at an agreed upon percentage above the cost and such bonds shall be conditioned on the faithful performance by Lessee, of the obligations referred to herein, which shall be set forth in a separate standard form construction contract with such specificity as is required for judicial enforcement thereof, and such contract and bond shall be incorporated herein by reference.

Lessee may instead post a cash bond or an irrevocable letter of credit as security for its obligations herein. Lessee may have the interest on any cash bond. Any letter of credit shall be in form satisfactory to the Lessor and like the form used for road permits and incorporated herein by reference. It is understood that certain assets of the EGM Executive Team are to be pledged to the benefit of Lessee as necessary to secure the said bond or irrevocable letter of credit, and the said authorized signature upon this agreement to acknowledge their promise so to do, which promise is part of the bargained-for consideration running to Lessor.

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18. FIXTURES

18.l Any fixtures or items permanently attached to the clubhouse at the Bowie Golf Club in connection with the operation of the pro shop will become the property of the City of Bowie upon termination of this Agreement.

18.2 Upon expiration or termination of this Agreement, EGM will quit and surrender the premises under their control, including permanent fixtures attached thereto and personal property of the City of Bowie, to the City in as good condition as at the date of the execution of this Agreement, ordinary wear and tear accepted.

19. PREFERENTIAL TREATMENT FORBIDDEN

19.1 EGM, LLC will not grant any preferential treatment to any individual or group of as authorized by the rules and regulations pertaining to the Golf Course.

19.2 EGM, LLC will not issue any complimentary privileges without written consent of Director.

20. RELATIONSHIP WITH CITY OF BOWIE, COOPERATION

EGM, LLC will be accountable in all its operations to the Director or designee. City of Bowie recognizes and acknowledges that EGM, LLC will need the assistance and cooperation of City of Bowie to properly perform and fulfill Contractor's covenants and obligations under this Agreement. Therefore, City of Bowie agrees it will execute such documents and do such further acts and things as EGM, LLC reasonably requests to assist EGM, LLC in fulfilling its obligations under this Agreement. City of Bowie further agrees it will designate a specific officer or agent having appropriate experience and authority whose responsibility it is to work with Contactor in assuring that EGM, LLC obtains the full cooperation and assistance of the City, subject to the terms of this Agreement and all applicable laws.

2l.l EGM, LLC will also cooperate with other City of Bowie Departments.

22. NOT CONTRACT OF LEASE

It is understood and agreed that the Golf Course is not leased to EGM, LLC, that he is licensee and not a lessee thereof; that his right to occupy and operate the same, as granted herein, will continue only so long as each and all undertakings, provisions, covenants, agreements, stipulations, and conditions herein contained are strictly complied with. Nothing in this Agreement will grant any right, title, or interest in Golf Course to Contractor.

23. INSURANCE REQUIREMENTS, DAMAGE AND RESTORATION

23.1 Lessee shall keep the improvements to the leased premises, whether subject to lease by Lessor hereunder or otherwise, insured against loss or damage by "All Risks" insurance coverage, in such responsible insurance companies as Lessee shall select and Lessor shall approve, and in amounts of not less than one hundred percent (100%) of the replacement value of the buildings and other improvements, with loss payable to the Lessor and Lessee, in accordance with their respective interests therein as provided in this Agreement. Lessee shall pay all premiums and other charges in connection with such insurance and Bowie Golf Course Proposal Technical Proposal Page 79 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! from time to time shall deposit with Lessor a certificate of the insurance and, upon request, satisfactory evidence of the payment of premiums and other charges. Such insurance policies shall contain an express waiver of any right of subrogation against Lessor.

23.2 Lessee shall, at its sole cost and expense, at all times during the term of this Lease, maintain in force, for the joint benefit of Lessor and Lessee, broad form comprehensive coverage of public liability insurance by the terms of which Lessor and Lessee are named as insureds and are indemnified against liability for damage for injury to the property or person (including death) of any invitee of Lessee or any other person entering upon or using the leased premises, or any structure thereon, or any part thereof, and arising from the use and occupancy thereof. Such insurance shall be maintained in the minimum amounts of Two Hundred and Fifty Thousand Dollars ($250,000.00) for damage to property, and One Million Dollars ($1,000,000.00) for personal injury or death in anyone occurrence. Such insurance shall be stated to be primary and noncontributing with any insurance which may be carried by Lessor, and Lessee shall deliver to Lessor a certificate of such insurance.

23.3 Lessor shall not be liable for any loss, damage, or injury of any kind or character to any person or property arising from any use of the leased premises, golf carts, or other equipment, building, equipment or any part thereof , or caused by any defect in any structure, or other improvement thereon, or in any or other facility therein, or caused by or arising from any act or omission of Lessee, or any of its agents, employees, licensees, or invitees, or by or from any accident on the land or any fire or other casualty thereon, or occasioned by the failure of Lessee to maintain the premises in safe condition, or arising from any other cause whatsoever; and Lessee, as a material part of the consideration of this Lease, hereby waives on its behalf all claims and demands against Lessor for any such loss, damage, or injury of Lessee, and hereby agrees to indemnify and hold harmless Lessor from all liability for any such loss, damage, or injury of any other person and from all costs and expenses arising therefrom, including attorney fees and expenses of litigation, .if any.

24. PROPERTY INSURANCE

City of Bowie may, at its option, secure and maintain insurance covering damage to its property. Any such insurance will be for the sole benefit of the City of Bowie and EGM, LLC will have no claim to any proceeds there from, nor will City of Bowie be required to use the proceeds for reconstruction or repair.

24,1 EGM, LLC will secure insurance covering its property at its own expense and will secure and maintain such insurance as is necessary to protect against any claim for damage to private property, including golf carts which are stored at the course, in accordance with the requirements stated in this Agreement.

25. RESTRICTIONS

25.1 Any agreements, written or oral, between EGM, LLC, and parties other than City of Bowie, where such agreements involve EGM’s personnel assigned to the City of Bowie's account, is prohibited without the express written consent of the City of Bowie.

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26. HAZARDOUS SUBSTANCES AND MATERIALS

26.1 EGM, LLC will maintain on-site, Material Safety defined and prescribed by the City of Bowie and any other applicable requirements and laws, regulations, for all hazardous substances purchased by EGM, LLC for use under this Agreement.

26.2 EGM, LLC will apprise personnel of the hazards to which they may be exposed in using, handling, transporting, or disposing of hazardous substances, and to obtain medical treatment for those who may be affected the substance.

26.3 EGM, LLC will immediately report all spills of hazardous substances to the City of Bowie District Health Department, the community services department and the City of Bowie Risk Manager or Safety Officer.

27. CONTRACTOR'S USE AND POSSESSION OF PREMISES

27.1 The Golf Course premises, and all other improvements thereon will be used by EGM, LLC to provide professional golf services. It is understood and agreed that the said premises will be used by EGM during the term of this Agreement only for the above stated purposes and for the direct ancillary uses with the prior written approval of the City of Bowie, and for no other purposes or uses whatsoever.

27.1.1 The effective date of this agreement is October 1st, 2021. EGM, LLC, and the City of Bowie will work on a mutually agreeable transition plan for golf operations prior to the beginning of this license term.

27.2 EGM shall not make or permit any use of the said premises which, directly or indirectly, is forbidden by public law, ordinance or government regulation which may be dangerous to life, limb, or property. EGM will not commit waste on the premises, use the premises for any illegal purpose, or permit a nuisance on the premises.

27.3 In the event that EGM uses these premises for any purposes not expressly permitted herein, the City may terminate this Agreement, subject to the curative periods set forth herein, and without notice to EGM restrain such improper use by injunction or other legal action.

27.4 Quiet Enjoyment

Subject only to the terms of this Agreement, so long as EGM, LLC complies with its obligations under this Agreement, City of Bowie will secure to EGM, LLC the quiet and peaceful enjoyment of the Premises and the sole and exclusive possession of the Premises without objection or interference from City of Bowie or any party claiming under County.

27.5 Frustration of Purpose

At any time during the term of this Agreement, (1) if the governing body of any political subdivision having competent jurisdiction over the Premises should enact any valid zoning or other ordinance, law or regulation (collectively, “Use Law”) which prohibits the use of the whole or a substantial part of the Premises for the purposes as provided in Section 2 of this Agreement; (2) if an event of force majeure (collectively, “Force Bowie Golf Course Proposal Technical Proposal Page 81 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

Majeure Event") occurs, including without limitation, declared or undeclared war, sabotage, riot or other acts of civil disobedience, acts or omissions of government labor disputes, shortages of fuel or other materials, accidents, fires, explosions, floods, earthquakes, or other acts of God, which substantially prevents EGM, LLC ‘s use of the Premises as provided for in this Agreement (3) if Facilities become unavailable or inadequate so as to substantially interfere with EGM’s use of the Premises as provided in this Agreement, it is agreed that EGM elect, within one hundred twenty (120) days after the effective date of such Use Law or the occurrence of the Force Majeure Event, or the date Facilities become unavailable or inadequate, to cancel this Agreement and surrender possession of the Premises. Any such cancellation and surrender will act to release and discharge EGM, LLC from any further obligation under this agreement. In addition, it is agreed that during the period of any Force Majeure Event; during the period that facilities are unavailable or inadequate; and/or during any period that any defect in the Premises substantially interfere with EGM’s use of the premises as provided by this Agreement, Owner and EGM will be excused from performing their respective obligations under this Agreement whether or not EGM, LLC exercises its right to terminate as provided herein.

28. ALTERATIONS AND IMPROVEMENTS BY EGM, LLC

EGM, LLC has inspected the premises and hereby accepts the premises in its present “as-is” condition. EGM will not make any alteration or addition to any portion of the golf course facilities or to any equipment belonging to the City of Bowie located at the Golf Course without prior written consent of the Director of Golf Operations, Mr. Huber. Except as otherwise provided in this Agreement, EGM will, at its sole cost, maintain and repair the Premises in accordance with the maintenance standards set forth in this Agreement.

28.1 In the event that EGM wishes to make improvements to said real property, it may do so at its own expense and after the written approval of the City, satisfying all statutory and code requirements of applicable governmental entities including the provisions, if applicable.

28.2 All improvements of EGM, LLC will be solely at Contractor's cost and expense and will be performed in a good workmanlike manner in accordance with sound construction practices and in accordance with all applicable codes and regulations.

EGM, LLC will keep the premises and said improvements free and clear of liens for labor. and materials and will hold the City of Bowie harmless from any responsibility in respect thereto.

29. OWNERSHIP OF IMPROVEMENTS

All improvement, furnishings, and equipment constructed or installed on the premises by the EGM, LLC will be personal property and Contactor will have legal title thereto during the term of this Agreement. Upon the expiration, termination, or default of this Agreement, title to all permanent improvements constructed on the premises will vest in the City of Bowie.

29.1 Title to all supplies, furnishings, inventories, and removable equipment and other personal property not originally provided by the City of Bowie will remain EGM, LLC’s, and Contractor will have the right to remove such items, excepting licenses, from the premises without damaging the premises unless the Contractor is in default hereunder. Such items must be removed within fifteen (15) days of expiration of this Agreement or title to all items will vest to the City of Bowie.

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29.1.1 EGM, LLC will consider any reasonable offer to buy the above items from the City of Bowie upon expiration or termination of this Agreement.

29.2 If EGM, LLC is in default, all items listed in section 29.1 will automatically vest to the City of Bowie to offset any real or anticipated damages.

30. LICENSES AND PERMITS

EGM, LLC will pay for all licenses, permits, and fees necessary for EGM, LLC to construct improvements, if any, and conduct EGM’s business on the premises.

31. LIENS

EGM, LLC will not permit any mechanics, laborers or material man's liens to stand against the premises or improvements for any labor or materials to EGM, LLC or claimed to have been furnished to the Contractor’s agents or subcontractors, in connection with work of any character performed or claimed to have been performed on the premises, or improvements by or at the direction or sufferance of the Contractor; provided, however, EGM, LLC will have the right to contest the validity or amount of any such lien or claimed lien.

In the event of such contest, EGM, LLC will give the City of Bowie reasonable security as may be demanded by the City of Bowie to ensure payment thereof and prevent sale, foreclosure, or forfeiture of the premises or improvements by reason of such non-payment.

Such security will be posted by the EGM, LLC within fifteen (15) days of written notice from the City, or EGM, LLC may "bond off' the lien according to statutory procedures.

31.1 EGM, LLC will immediately pay any judgment rendered with all proper costs and charges and will have such lien released of judgment satisfied at Contractor’s own expense.

32. CESSATION OF OPERATIONS

In the event County, for any reason, determines not to continue to operate the Golf Course as a golf course and driving range open to the public, this Agreement will terminate, and in such event, EGM, LLC agrees to hold the City of Bowie free from any charge or penalty provided for in this Agreement.

33. VACATION OF THE PREMISES

In the event of the termination of this Agreement for any reason other than expiration, Contractor will peaceably vacate the premises within such time as may specified in written notice to vacate which the City of Bowie will deliver to Contractor. The notice will provide for not less than sixty (60) days in which to vacate, except in cases where continued presence of Contractor would cause immediate injury or damage to the City of Bowie or other persons, in which case vacation may be immediate.

33.1 Upon the expiration or earlier termination of this Agreement, Contractor will return the Real and Personal Property initially provided by the City in the same manner or better condition than when it was received by EGM. Contractor agrees to have all personal property, fixtures, and Bowie Golf Course Proposal Technical Proposal Page 83 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

equipment appraised at the time this agreement is executed and supply owner with a schedule and current value of the same. At the termination of this Agreement EGM, LLC will have a second appraisal performed and provided to the City. The total value of the personal property must be of equal or greater value to the initial appraised value adjusted for inflation. During the term of this agreement EGM, LLC will purchase or otherwise acquire replacement equipment as required and will maintain the existing equipment for as long as feasible.

34. NONDISCRIMINATION

In accordance and connection with the performance of work under the resulting Agreement, the Contractor agrees not to discriminate against any employee or applicant for employment because of race, creed, color, national origin, sex, sexual orientation, gender identity or expression, or age. Such agreements shall include, but not limited to, the following: Employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff, or termination, rates of pay or other forms of compensation and selection for training including apprenticeship. Any violation of such provision by the Contractor will constitute a material breach of contract. Further, Contractor agrees to insert this nondiscrimination provision in all subcontracts hereunder, except subcontracts for standard commercial supplies or raw materials.

35. RIGHT OF CANCELLATION

The City of Bowie will reserve the right to cancel this Agreement for any of the following reasons:

35.1 If either party breaches a material provision hereof ("Cause"), the non-breaching party will give the other party notice of such Cause. If the Cause is remedied within ten (10) days in the case of failure to make payment when due or thirty (30) days in the case of any other Cause, the notice will be null and void.

35.2 If such Cause is not remedied within the specified period, the party giving notice will have the right to terminate the Agreement upon expiration of such remedy period. The rights of termination referred to in this Agreement are not intended to be exclusive and are in addition to any other rights or remedies available to either party at law or in equity.

35.3 In addition to all other rights herein, City of Bowie may terminate this Agreement without prior notice should the EGM, LLC become insolvent, voluntarily file for bankruptcy or receivership or make any assignment for the benefit of creditors or should the other party have commenced against it any proceeding, suit or action in bankruptcy or receivership provided such proceeding, suit or action is not dismissed within thirty (30) days.

35.4 Upon notice of cancellation, EGM will be required to continue fulfilling its obligation under this Agreement until other satisfactory arrangements are completed by the City, not to exceed the ninety (90) days.

35.5 Either party may cancel this Agreement without cause ninety (90) days prior written notice.

36. ASSIGNMENT

No assignment of any agreement resulting from award of this bid will be allowed, including the right to receive payment, without the express written permission of the City of Bowie. Bowie Golf Course Proposal Technical Proposal Page 84 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

37. DEFAULT

Termination for default will result in proceedings against the EGM, LLC, which may result in its being debarred from providing services to City of Bowie for a period not less than five (5) years after the expiration date of the default Agreement. In addition, the defaulting EGM, LLC may be charged for any additional cost to City of Bowie for the provision of services as defined in Section 2 “Scope of Services” for the remaining term of this Agreement.

38. THIRD PARTY RIGHTS

This Agreement is not intended to create, nor will it be construed to create any third-party beneficiary rights in any person not a party hereto.

39. EXCLUSIVE

This is an exclusive agreement between City of Bowie and EGM, LLC during the term of the agreement.

40. NOTICES

Except as otherwise specified, all notices under this Agreement will be in writing. Notice to Contactor will be addressed to:

Emerald Golf Management, LLC North Oak Professional Park 3002 Mitchellville Rd Bowie, MD 20716

Notice to City of Bowie will be addressed to:

City of Bowie 2614 Kenhill Drive Bowie, Maryland 20715

41. NOTICE TO PROCEED

The City of Bowie Purchasing Department will issue a written notice to proceed, in the form of a City of Bowie Notification of Award, upon execution of this Agreement. EGM, LLC will not perform on any portion this Agreement without providing satisfactory insurance certificates and fiduciary bond.

42. EXTENSION OF SERVICES

EGM, LLC may be required to continue performance of services beyond the expiration date of this Agreement, upon the City’s request, at the rates specified in this Agreement. The total extension of any performance hereunder will not exceed six (6) months. Unless otherwise decision to exercise option to

Bowie Golf Course Proposal Technical Proposal Page 85 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play! extend the additional five (5) years as set in the initial terms of the Agreement. Any extension to this Agreement will be in writing and signed by both parties.

43. REOPENER

The parties reserve the right to renegotiate any part of this agreement from time to time based on unforeseen conditions.

44. GOVERNING LAW

This Agreement will be governed, interpreted, and construed in accordance with the laws of Maryland and any dispute will be heard in a court of Maryland. If any provision of this agreement will be held or declared to be void or illegal for any reason, all other provisions this Agreement which can give effect without such illegal provision will nevertheless remain in full force and effect. The section headings of this Agreement are intended solely for convenience; they are not part of this Agreement and will not affect its construction.

45. DRAFTING PRESUMPTION

The parties acknowledge that this Agreement has been agreed to by all the parties, that all the parties have consulted or have had the opportunity to consult with attorneys with respect to the terms, and that no presumption will be created against any party as the drafter of the Agreement.

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IN WITNESS WHEREOF, the parties hereto have set their hands and subscribed their signatures as of the date and year indicated.

LESSOR

CITY OF BOWIE, MARYLAND

By: ______

Title: City Manager

Date: ______

STATE OF MARYLAND ) ) ss. CITY OF BOWIE )

This instrument was acknowledged before me on ______, 2021 by ______.

______NOTARY PUBLIC

LICENSEE

EMERALD GOLF MANAGEMENT, LLC

By: ______

Title: President

Date: ______

STATE OF MARYLAND ) ) ss. CITY OF BOWIE )

This instrument was acknowledged before me on ______, 2021 by ______.

______NOTARY PUBLIC Bowie Golf Course Proposal Technical Proposal Page 87 of 88 Emerald Golf Management, LLC Making Golf Affordable so, You Can Play!

REQUIRED FORMS

EEO form (Attachment) Statement Under Oath (Non-Collusion non-Debarment Affidavit) (Attachment) Vendor Responsibility Form (Attachment) Reference List (Attachment) Addendum 1 Bowie Golf Course Operations RFP (Attachment) US Secret Service Award 2021, Certificate of Appreciation, John Huber, General Manager (Attachment) Letter of Commitment to UN Sports for Climate Action Framework

Bowie Golf Course Proposal Technical Proposal Page 88 of 88

BIDDER:______

REFERENCE LIST

Bidder shall submit information on this sheet indicating construction experience on similar work. Failure to complete this sheet may be cause for rejection of bid.

1. Type of Structure ______Year Constructed ______Owner ______Location (City, State) ______Owner's Contact Person ______Owner's Telephone No. ______Owner’s Email Address ______

2. Type of Structure ______Year Constructed ______Owner ______Location (City, State) ______Owner's Contact Person ______Owner's Telephone No. ______Owner’s Email Address ______

3. Type of Structure ______Year Constructed ______

Owner ______Location (City, State) ______Owner's Contact Person ______Owner's Telephone No. ______Owner’s Email Address ______

4. Type of Structure ______Year Constructed ______Owner ______Location (City, State) ______Owner's Contact Person ______Owner's Telephone No. ______Owner’s Email Address ______

5. Type of Structure ______Year Constructed ______Owner ______Location (City, State) ______Owner's Contact Person ______Owner's Telephone No. ______Owner’s Email Address ______