ATTACHMENT 2

Table of Contents Tab 1- Firm Information and Development Qualifications Section 1.A: Firm Information (1) Ownership / organization structure (2) Parent company (if applicable) (3) Officers and principals (4) Number of years of relevant experience (5) Describe current and projected projects

Section 1.B: Description of Key Personnel

Section 1.C: Experience of Proposer (1) Description of experience with golf course renovation (2) Description of experience working with the neighborhood and community in project development; (3) Description of any other applicable experience or qualifications

Tab 2- Financial Qualification and Capability Section 2.A: Financial Statements

Section 2.B: Secured Funding Example

Section 2.C: Bankruptcy Filings

Section 2.D: Required Insurance

Section 2.E: Additional Considerations

Tab 3- Project Development Concept Section 3.A: Inclusion of Project Goals / requirements listed in RFQ

Section 3.B: Conceptual development plan

Section 3.C: Proposed development schedule

Tab 4- Fiscal Impact Section 4.A: Business plan

Section 4.B: Estimated fiscal impact

Section 4.C: Expected job generation

Appendix

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TAB 1 - FIRM INFORMATION

Section 1.A.1 and Section 1.A.2: Ownership / Organizational Structure

GREG NORMAN GOLF COURSE DESIGN

RIDGEWOOD REAL ESTATE PARTNERS • 100% Owned and operated by Jonathan Grebow and Ronni Grebow

LCA ARCHITECTS

CARL CAMPOS CEO

DAVID BOGSTAD President

PETER STACKPOLE Vice President

LARRY MACK BRENT RANDALL Associate Associate

Project Staff

11 9 8 Licensed Architects Project Designers/CAD Administrative

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Section 1.A.3: Officers and Principals

GREG NORMAN GOLF COURSE DESIGN

Greg Norman Chairman & CEO of Greg Norman Company

He serves as Chairman and CEO of Greg Norman Company, a multinational corporation that comprises several companies and divisions including Greg Norman Golf Course Design, Greg Norman Wine Estates, Greg Norman Australian Prime, as well as many other merchandising and licensing initiatives.

Christopher Dillavou Chief Operating Officer Chris Dillavou holds an MBA from University of Southern California Marshall School of Business with a concentration in Real Estate and Finance. Chris’ career spans 12 years in private equity commercial real estate, finance and operations. As Chief Operating Officer, Chris oversees all contract negotiations, corporate strategies and operations.

Michael Filon Chief Financial Officer Michael holds both an MBA and JD and has an impressive background with a career in finance and accounting spanning nearly 30 years with proficiencies in domestic and international tax matters, treasury operations, strategic planning and complex business structures. Michael spent the last 14 years in various executive roles at Office Depot, including most recently, SVP of North American Finance.

Jason McCoy Senior Vice President Jason McCoy oversees the company’s day-to-day operations. Jason accompanies Norman on site visits and makes additional visits to ensure the implementation of Norman’s design ideas. He is responsible for all issues related to invoicing, staff and scheduling. During his tenure with Greg Norman Golf Course Design, Jason has been involved with the delivery of over seventy completed courses in over twenty countries.

Chris Campbell Senior Vice President Chris’ responsibilities include client support, global marketing and business development, contract delivery, staffing coordination and day-to-day operations. Chris is also responsible for coordinating Greg Norman’s involvement throughout design and construction of each course to ensure that Norman’s ideas and philosophies are an integral part of each layout. During his tenure with Greg Norman Golf Course Design, Chris has been involved with the delivery of over fifty completed courses in eleven countries.

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RIDGEWOOD REAL ESTATE PARTNERS

Jonathan Grebow President & CEO He serves as President and CEO of Ridgewood Real Estate Partners, a national residential real estate developer, investor, and advisor specializing in land. Ridgewood has acquired, developed, and sold residential and mixed-use developments throughout the United States.

Brett Owings Senior Vice President of Development He holds a Bachelor’s of Science Degree in Civil Engineering from Rutgers University, and is a licensed Professional Engineer in the states of New Jersey and Pennsylvania. He is also a licensed Professional Planner in the state of New Jersey. As SVP of Development, Brett oversees all of Ridgewood’s entitlement and development.

Michael Plotnick Managing Director Michael oversees Ridgewood’s Acquisition and Asset Management. Before joining Ridgewood, Michael worked as a consultant for Marketing and Planning Systems, a leading marketing consulting firm based in Waltham, Massachusetts. His clients included Heineken, American Express, and Coca Cola, in addition to numerous other Fortune 100 Brands.

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LCA ARCHITECTS

Carl Campos CEO [email protected] CA License C10482

Carl Campos skillfully manages the architectural operations and administrative duties of LCA Architects Inc. His broad range of experience enables him to supervise the planning and design of residential, commercial and retail projects, institutional buildings, resorts and conference centers, as well as public facilities.

Carl is responsible for managing in-house design teams and is actively involved with each team member, implementing projects that stay within the framework of the client’s budget and schedule.

Carl brings to each project: • Strong leadership skills • Solutions to complex design challenges • Understanding and ability to work through critical community and environmental concerns • Strategies that pass public review and win approvals for sensitive projects • Expert understanding of entitlement and permitting processes • Successful and effective government agency interaction

David Bogstad President [email protected] CA License C21379

Every project begins with a vision. David’s job is to clarify the client’s vision and articulate this vision to the design team, governing body and finally to the people who are going to build the project. His high standards demand initial designs that are well thought out, meet the client’s program, and are constructible.

David’s theory that “team building builds better buildings” is continually put into action. His ability to motivate and energize the team over the last 25+ years has led to the successful completion of the projects under his guidance.

David brings to each project: • Building designs that withstand the changes and demands brought about by time and technology • Full understanding of each project’s “bigger” picture • Strong leadership skills and dedication to client goals • Sensitivity to scheduling constraints and opportunities • Appreciation of quality materials • Attention to construction detailing

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Peter Stackpole Vice President [email protected] CA License C16939

Peter Stackpole brings over 25 years of experience with conceptual and schematic design to each project. His in-depth project experience includes design and programming of large scale commercial/retail and single and multi-family residential developments in the Bay Area.

Peter is accustomed to approaching project design from both developer and end-user perspectives. He works closely with clients to develop design alternatives which meet their specific programming needs, budgets and schedules. Peter is a self-motivated, attentive and responsible individual whose attention to detail further enhances his design abilities and makes him a valuable member of our design team.

Peter brings to each project: • Strong overall visual sense • Extensive knowledge of City and County processes and the ability to work effectively with related staff members • Ability to listen carefully and build a design that fits the needs and context of the site and surrounding neighborhood • Ability to integrate each individual client’s needs with quality architectural design • Effective use of graphics to communicate design concepts to a broad spectrum of stakeholders • Carefully executed management approach that meets required project deadlines

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Section 1.A.4: Number of Years of Relevant Experience

GREG NORMAN GOLF COURSE DESIGN

About Us

“I wouldn't be here today if I didn't have access to public facilities. This is the heartbeat of golf right here.” - Greg Norman

First established in 1987 in Sydney, Australia, Greg Norman Golf Course Design is today recognized as one of the premier signature golf course design firms. GNGCD is now headquartered in West Palm Beach, Florida.

With a staff design of twenty-four, construction and marketing professionals, GNGCD is capable of handling high profile projects in any terrain and climate, anywhere in the world. Greg Norman Golf Course Design’s (GNGCD) skilled practitioners bring a multitude of talents to the design process including: project management, site management, landscape architecture, marketing, public relations and media relations. The staff includes four landscape architects, five individuals with turf management degrees, and one with a master’s degree in construction management. GNGCD provides comprehensive design, pre-construction and construction support services under industry- leading specifications. The company’s scope of services encompasses environmental planning, practice facility design, maintenance facility location, land use, landscape and irrigation design, agronomic consulting and water studies.

GNGCD has extensive experience in designing publicly access golf courses worldwide, from resort to high-end daily fee projects. Working with each client to align the business strategy, budget and design concept, the end goal is to develop an affordable course that balances challenge and playability. Some of these facilities are stand-alone courses, while many others are components of a larger 18 or 36–hole championship golf facility.

In 2015 Ridgewood Real Estate Partners and GNGCD entered a strategic partnership to leverage golf course redesign to eliminate real estate inefficiencies in the golf course thereby unlocking developable land parcels across public and private golf facilities in the United States. The result of these efforts creates a liquidity event for the city or ownership entity, provides a newly redesigned first class golf course and player experience all the while reducing the overall annual golf maintenance budget for ownership.

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Global Reach

Having held the position as the number one golfer in the world for 331 weeks, Greg Norman is one of the few athletes who have transcended his sport to build a successful empire of diverse yet related businesses with widespread commercial appeal. The company’s primary interests are focused on golf course design (GNGCD) and the golf lifestyle, including apparel, wine, real estate, event management, licensing/restaurant (products/services), and technology.

Greg’s experiences as a top player have cultivated global appeal, with our projects attracting a world-wide audience wherever we work. This has fostered a sustainable business model for our clients, regardless of their location and market.

GNGCD has opened 101 courses for play worldwide, with an additional 30 projects in various stages of development, including projects in the United States, Australia, Canada, Spain, United Arab Emirates, Korea, China, Thailand, Japan, Indonesia, India, Saipan, Mexico, South America, South Africa and the Caribbean. Geographically, GNGCD has worked in almost every conceivable climate and terrain.

Environmental Institute for Golf

Greg Norman has become one of the most successful golf course designers worldwide. While his experience and skills have grown through the experience of diverse, global, geographic challenges, his least-disturbance approach and environmental philosophy have remained constant from the very beginning. Due to his ongoing commitment to the environment, Greg was named Chairman of the Advisory Committee for the Environmental Institute for Golf and has helped the GCSAA (Golf Course Superintendents Association of America) pioneer the “green” movement solely focused on responsibly blending golf with nature. To that end, over fifty percent of GNGCD courses open for play have been awarded the coveted “Audubon Society Award” for environmental stewardship.

In January 2008, Greg was awarded the most prestigious award in the field of design, “The Old Tom Morris Award,” given to the designer who most exemplifies strategic design and environmental stewardship. He has built his course design visions around four simple principles that provide:

1. An environmentally sensitive and sustainable design 2. A least disturbance earth moving approach 3. Balance, challenge, playability, and an enjoyable experience 4. Fiscal responsibility

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RIDGEWOOD REAL ESTATE PARTNERS

Ridgewood Real Estate Partners is a national real estate developer, investor, and advisor who has acquired, developed, and sold residential and mixed-use developments throughout the United States. Ridgewood acquires well located land positions to utilize its expertise in the entitlement and redevelopment process to unlock significant value.

Since mid-2009, Ridgewood has been acquiring land in a series of transactions with one institutional investor. In late 2013, Ridgewood recognized an opportunity in acquiring well located golf courses for redevelopment. Ridgewood’s strategy of adding these opportunities to its pipeline has proven successful, with ongoing redevelopment of 4 golf courses, and additional two golf courses currently under contract.

In total, Ridgewood, together with their sole institutional investor partner, have acquired more than $165 million of land across the United States, and have approved more than 9,000 residential lots.

Strong relationships with owners, operators, brokers, consultants, and attorneys has enabled Ridgewood to continue to build a growing pipeline of opportunities.

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LCA ARCHITECTS

LCA Architects has been in business in Walnut Creek, California since 1974. Our broad base of project experience includes golf/resort, hospitality, commercial/retail/office, mixed-use, civic, industrial, residential, and civic projects. We have been designing facilities for hospitality clients for over 20 years and understand the unique aspects of the hospitality design industry. We have provided planning and design services for golf course facilities in Alamo.

Our seasoned team members have extensive experience in Pleasant Hill, Alamo and Oroville with the design requirements for golf courses and associated facilities. We have exceptional graphic abilities in our office and are especially skilled at making public presentations to City agencies and stakeholder groups.

We have experience working with the City of Vallejo and long-term relationships with Vallejo’s Economic Development Director and City Manager, dating to their tenure with the City of Walnut Creek.

Municipal Golf Course Experience

CITY OF CONCORD Diablo Creek Golf Course Assessment/Feasibility Report

CITY OF OROVILLE Table Mountain Golf Course Assessment/Feasibility Report

CITY OF ANTIOCH Roddy Ranch Studies/Site Plan

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Section 1.A.5: Description of Current and Projected Projects

GREG NORMAN GOLF COURSE DESIGN

For the City of Vallejo, GNGCD has a team of professionals dedicated to overseeing our projects in every market. This means our staff will be readily available and providing our full attention to the Blue Rock Springs Municipal Golf Course project.

Our current and future workload in the domestic market to date includes, but is not limited to:

West Palm Beach Municipal Golf Course West Palm Beach, Florida

An 18-hole conversion from a Dick Wilson design, to become an 18 hole Greg Norman Signature Course.

Client: The City of West Palm Beach Tel 561-822-2100 [email protected]

Consultant: Greg Norman Golf Course Design Scope of Work: GNGCD provided all the design services and construction observation. Project Completed: Awarded Project GNGCD Role: Golf Architect

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The Diplomat Golf & Tennis Club Hallandale Beach, Florida

An 18-hole conversion from a Joe Lee design, to become an 18 hole Greg Norman Signature Course.

Client: Concord Willshire Partners, LLC Tel 213-814-8829 [email protected]

Consultant: Greg Norman Golf Course Design Scope of Work: GNGCD provided all the design Services and construction observation. Project Completed: Awarded Project GNGCD Role: Golf Architect

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Section 1.B: Key Personnel

PRIMARY FIRM

Greg Norman Golf Course Design 2041 Vista Parkway, Level 2 West Palm Beach, FL 33411

Phone (561) 640-7000 Fax (561) 640-7055

Greg Norman Golf Course Design Company, a Florida Corporation, is wholly owned by Greg Norman.

With a staff design of twenty-four, construction and marketing professionals, GNGCD is capable of handling high profile projects in any terrain and climate, anywhere in the world. First established in 1987 in Sydney, Australia, Greg Norman Golf Course Design is today recognized as one of the premier signature golf course design firms. GNGCD is now headquartered in West Palm Beach, Florida.

The current and near future workload of GNGCD allows for the availability staff and resources to meet the requirements of our clients. Our staff of designers are experienced at working efficiently and budgeting our time to ensure that the client is getting the best service possible.

Key Personnel assigned to Project Title

Greg Norman CEO and Chairman

Chris Campbell Sr. Vice President

Jeff Danner Senior Design Associate

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GREG NORMAN

Greg Norman is actively involved throughout the design and construction process of each golf course that bears his

name. He reviews the preliminary routing process and

when timing is appropriate, visits the site to approve the final routing plan in the field. During these phases, Norman develops design themes for the golf course and establishes a strategy for each hole, as the golf course plan documents are prepared.

Norman's input during construction proves to be the defining aspect of developing world-class courses for our clients. During this phase, Norman spends his time on site, reviewing and refining the work in progress. This will include adjustments to bunkers, tees, shaping of landing areas and particular attention to the final design of the greens surfaces.

Norman’s hands-on approach is invaluable to the design

process. He incorporates his playing experience into each design, with a goal of creating tournament-quality golf courses while maintaining an enjoyable sense of playability for players of all skill levels.

“My design associates and I remain actively involved throughout the construction and grow-in phases of the project to ensure that integrity is maintained. I visit the site as often as necessary to review and refine work in progress.” -Greg Norman

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CHRIS CAMPBELL

As Senior Vice President of Greg Norman Golf Course SELECTED PROJECTS: Design, Chris works directly with Greg Norman to ensure that every aspect of the design business is Jupiter Country Club operating efficiently. Chris’ responsibilities include Jupiter, Florida client support, global marketing and business development, contract delivery, staffing coordination Parkland Golf & Country Club and day-to-day operations. Chris is also responsible Parkland, Florida for coordinating Greg Norman’s involvement throughout design and construction of each course Tiburon Golf Club to ensure that Norman’s ideas and philosophies are Naples, Florida an integral part of each layout. Talis Park Prior to joining the firm in 1996, Chris was involved Naples, Florida with the design and construction of over twenty golf course developments, many of which have been Pompano Beach Municipal Golf recognized on an international level. His diverse Course (Renovation) background has proven especially valuable to clients Pompano Beach, Florida in determining the impact of each course design from a financial, aesthetic and operational perspective. During his tenure with Greg Norman Golf Course Design, Chris has been involved with the delivery of over forty completed courses in eleven countries.

Education

University of South Carolina – Business Administration (1987) Horry Georgetown – Turfgrass Science (1988)

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JEFF DANNER

As Senior Design Associate, Jeff Danner’s SELECTED PROJECTS: responsibilities include design for new construction and renovation projects, as well as Lansdowne Resort, Norman site analysis, material quantity estimation and Leesburg, Virginia construction observation. In addition, he coordinates drawing production and collaboration The Diplomat Golf Course with clients through all phases of GNGCD projects. Hallandale, Florida He conducts site visits throughout the planning and presentation phases. As well as during all Tiburon Golf Club phases of construction, sometimes in tandem (Renovation) with Norman and Campbell. Naples, Florida

Previously, Jeff was a Senior Architect with Savannah Quarters Country Club Golfplan – Dale & Ramsey Golf Course Architecture (Renovation) located in the San Francisco Bay Area. There, he Savannah, Georgia was involved in a multitude of new and renovation projects throughout the world. Having traveled to Pompano Beach Municipal Golf and worked in over 25 countries, Jeff gained a Course (Renovation) worldwide perspective from having worked in a Pompano Beach, Florida wide range of climatic, environmental and cultural scenarios. Prior to Golfplan, Jeff began his golf course architectural career with Lohmann Golf Designs in Chicago. There, he was involved with award winning renovation and restoration projects, working under former ASGCA President, Bob Lohmann. Currently, Jeff is a Member of the European Institute of Golf Course Architects (EIGCA) and American Society of Landscape Architects (ASLA).

Education University of Illinois at Urbana/Champaign Landscape Architecture (2005) European Institute of Golf Course Architects Post Graduate Diploma (2009)

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PRIMARY FIRM

Ridgewood Real Estate Partners 25A Hanover Road, Suite 310 Florham Park, New Jersey 07932

Phone (973) 593-0003 Fax (973) 593-0077

Ridgewood Real Estate Partners, a New Jersey Limited Liability Company, is wholly owned by Jonathan Grebow and Ronni Grebow.

Ridgewood is owned, operated, advised, and staffed by successful and experienced real estate investment professionals. This dedicated team of professionals have collectively participated in over $1 billion of real estate investments.

By being well staffed, well capitalized and having extensive first-hand experience with real estate assets in markets throughout the country make us makes us uniquely positioned within the Development industry.

Key Personnel assigned to Project Title

Jonathan Grebow President and CEO

Brett Owings Senior Vice President of Development Michael Plotnick Managing Director

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Jonathan S. Grebow

Jonathan Grebow formed Ridgewood Real Estate Partners in 2008 in anticipation of a national housing recovery. Mr. Grebow oversees all of Ridgewood’s acquisitions and dispositions. His long-standing relationships with builders, brokers, and financial institutions as well as his knowledge of numerous markets throughout the country has afforded Ridgewood the opportunity to access a large deal flow and off market transactions. Mr. Grebow has also been responsible for all of the company’s private equity and institutional relationships. Over the last five years Mr. Grebow has also been interviewed by the Wall Street Journal, Orlando Sentinel, Real Estate Forum and other publications. Throughout his career Mr. Grebow has personally led the acquisition and development of over $500 million of residential land transactions.

Prior to forming Ridgewood, Mr. Grebow was the President of The Atlantic Companies overseeing acquisitions, operations and sale of all residential properties. Mr. Grebow also spearheaded the Companies’ structured lot payment and joint venture programs which was exclusively limited to the nation’s top four hundred builders in 7 national markets. Mr. Grebow joined The Atlantic Companies in 2001 and served as an acquisition and land approval specialist in the New Jersey and Pennsylvania residential market unit his promotion to President in 2004.

Before joining The Atlantic Companies, Mr. Grebow worked for MRW Capital, a private equity firm based in Alexandria, Virginia and was an assistant to MRW’s sole shareholder, The Honorable Mark R. Warner, the former Governor and current United States Senator from the Commonwealth of Virginia.

He holds a BA in Public Policy from The George Washington University and is a member of the Urban Land Institute.

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Brett H. Owings, P.E., P.P.

Mr. Owings has over 15 years of experience in the Land Development industry as a Consulting Engineer, Land Planner, Site Manager, and Engineer for State Agencies. Mr. Owings has an extensive technical and management background in the elements necessary to bring a land development vision from concept, through approval process and into the construction stages. As a Licensed Professional Engineer and Professional Planner, his experience has qualified him as an expert in managing development projects from multi-million-dollar single family residential developments.

During his employment at a Consulting Engineering firm, Mr. Owings was responsible for the design, management and supervision of a wide range of Civil/Site Engineering projects. He is fully versed in the standards and design practices of the multitude of review agencies having jurisdiction over Land Development projects. His clients have enjoyed the benefit of his expert Professional Engineering testimony before Planning Boards, Zoning Boards and public agencies. He has provided Construction Inspection services on projects ranging from residential septic systems to roadway construction to the construction of Corporate Centers, Retail Centers and Hospital Facilities. His experience has allowed him to become involved with all aspects of site planning and engineering including the approval and permitting processes at the local, county and state levels.

Mr. Owings is a member of the New Jersey Society of Professional Engineers, the National Society of Professional Engineers. He holds a Bachelor’s of Science Degree in Civil Engineering from Rutgers University, and is a licensed Professional Engineer in the states of New Jersey and Pennsylvania. He is also a licensed Professional Planner in the state of New Jersey.

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Michael S. Plotnick

Michael Plotnick is the Vice President in charge of land acquisitions and asset management at Ridgewood Real Estate Partners. Since the inception of Ridgewood Real Estate Partners in 2008, Michael has played a key role in the acquisition of more than 7,000 residential lots and 50 homes in Florida, Nevada, and Arizona. Mr. Plotnick is involved in identifying all of Ridgewood’s acquisitions. He is also responsible for all financial analysis and institutional reporting. In addition, he is responsible for building many of the financial models the company utilizes for acquisition, development, and land banking transactions.

Prior to the formation of Ridgewood, Michael was an analyst and later the Director of Acquisitions for The Atlantic Companies, where he played a key role in the company’s land acquisitions as well as its structured lot option program and land banking program with many of the nation’s largest builders.

Throughout his career Michael has been integrally involved in the acquisition of more than $300 million of residential and mixed use real estate transactions.

Before joining The Atlantic Companies, Mr. Plotnick worked as a consultant for Marketing and Planning Systems, a leading marketing consulting firm based in Waltham, Massachusetts. His clients included Heineken, American Express, and Coca Cola, in addition to numerous other Fortune 100 Brands. Prior to that, Mr. Plotnick worked at Fidelity Investments, serving as a fund analyst for the company’s Canadian Mutual Funds division.

He holds a BBA in Finance from The George Washington University.

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LCA ARCHITECTS

LCA Architects, Inc 590 Ygnacio Valley Rd., Ste. 310 Walnut Creek, CA 94596

Phone (925) 944-1626 Fax (925) 944-2767

LCA Architects, Inc, a California Corporation, has a staff of 33 Architect, Design, and Administrative professionals. LCA is capable of handling high profile projects anywhere in the SF Bay Area.

The current and near future workload of LCA Architects allows for the availability of staff and resources to meet the requirements of the Blue Rock Springs Municipal Golf Course.

Key Personnel assigned to Project Title Carl Campos Principal in Charge Peter Stackpole Design Director

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PETER STACKPOLE, Mr. Stackpole will serve as Design VP LCA ARCHITECTS Director and will oversee the Design Director architectural design of the project. With creative, solution focused skills, he effectively balances design nuances and regulation compliance with sound business decisions that have led to business growth through continuous client satisfaction. EDUCATION Master of Architecture, 1981 Yale University, School of RELATED PROJECT EXPERIENCE Architecture New Haven, Connecticut GRAYSON WOODS GOLF CLUBHOUSE Pleasant Hill, California Bachelor of Architecture, 1978 Design for new golf clubhouse Lehigh University - Bethlehem, Pennsylvania NAPA OAKS MASTER PLANNED COMMUNITY Napa County, CA LICENSE Single-family residential California GRAYSON WOODS RESIDENTIAL LAND PLAN Peter Stackpole brings over 25 Pleasant Hill, California years of experience with Land planning to convert existing golf course to mixed residential conceptual and schematic design to each project. His in- QUAIL VALLEY RANCH LAND PLAN depth project experience Yuba County, CA Single family residential, preserves open space, recreational facilities includes design and programming of large scale ALAMO SPRINGS LAND PLAN commercial/retail and single Alamo, CA and multi-family residential Single family residential, putting green, bocce courts developments in the Bay Area. PEPPERMILL HOTEL Peter is accustomed to Wendover, Nevada approaching project design • Facade Upgrades from both developer and end- user perspectives. He works PEPPERMILL HOTEL closely with clients to develop Reno, Nevada • Facade Upgrades design alternatives which • New Restaurant meet their specific • Casino Oyster Bar Addition • Poker Player Entry programming needs, budgets and schedules.

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CARL CAMPOS, CEO Mr. Campos will serve as Principal-in- LCA ARCHITECTS Charge and will oversee the architectural team. He has been actively involved in Principal-In-Charge managing Assessments / Masterplan / Renovation / New Building Design and Construction projects for over 35 years. He stays actively involved with each team member in order to deliver projects that stay within the framework of the Client’s budget and time schedule, providing a single point of responsibility.

EDUCATION PROJECT EXPERIENCE Bachelor of Architecture, 1976 California Polytechnic State DIABLO CREEK GOLF CLUBHOUSE - City of Concord University, Concord, California Assessment, Preliminary Building Program, Concept Plans, Preliminary Cost San Luis Obispo, Ca University of Estimate. Worked with National Golf Foundation (NGF) Florence, Italy TABLE MOUNTAIN GOLF CLUBHOUSE - City of Oroville LICENSE Oroville, California California, Nevada, Utah, Arizona, Assessment, Preliminary Building Program, Building and Site Plans Preliminary Cost Estimate Texas, South Carolina, Montana

NCARB GRAYSON WOODS GOLF CLUBHOUSE Pleasant Hill, California Design for new golf clubhouse

CONTRA COSTA COUNTRY CLUB Excels at presenting, and Pleasant Hill, California communicating information Studies - outdoor dining terrace to Cities, Districts, ROUND HILL GOLF COURSE CLUBHOUSE Departments and Community Alamo, California groups. New Clubhouse - with Chris Consultants (CCI)

RODDY RANCH GOLF COURSE MASTERPLAN & CLUBHOUSE Expert at developing design Antioch, CA strategies and project Golf Course master planning, clubhouse & facility design solutions in challenging NAPA OAKS MASTER PLANNED COMMUNITY project environments Napa County, CA single-family residential

QUAIL VALLEY RANCH LAND PLAN Yuba County, CA Single family residential, preserves open space, recreational facilities

ALAMO SPRINGS LAND PLAN Alamo, CA Single family residential, putting green, bocce courts

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Section 1.C.1: Description of Experience with Golf Course Renovation

GREG NORMAN GOLF COURSE DESIGN

Pompano Beach Municipal Golf Course (Pines) Pompano Beach, Florida

The Pompano Beach Golf Course is a Municipal 36-hole facility in Pompano Beach, Florida. The Pines Course is one of two golf courses at Pompano Beach Golf Course that was originally designed by Bruce Devlin/Robert von Hagge and opened in 1960.

Client: City of Pompano Beach Contact: Brian Campbell 954.270.6956 [email protected]

Consultant: Greg Norman Golf Course Design Scope of Work: Renovation Design of a new 18 – Hole championship golf course Project Completed: November 2012 GNGCD Role: Golf Architect and Construction Observation

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The Course at Wente Vineyards Livermore, California

An 18-hole public course routed through the vineyards of a world-renowned winery. With three distinct topographies, native woodlands, mature vineyards and rolling hills of natural grasslands, The Course at Wente Vineyards offers extraordinary visual panoramas and a diversity of play unmatched in the Bay Area. Designed for both novice and pro, The Course has played host to the Livermore Valley Wine Country Championship, part of the PGA Tour’s Nationwide Tour.

Client: Philip Wente - Owner Tel: 925-456-2317 [email protected]

Scope of Work: GNGCD provided all the design services and construction observation. Project Completed: July 1998 GNGCD Role: Golf Architect and Construction Management

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The Norman Course at PGA West La Quinta, California

The newest course at PGA WEST and the only Greg Norman-designed golf course in the Coachella Valley is aptly described as being very "challenging but fair." An 18-hole semi-private course that lies in a seabed 40 feet below seal lever, surrounded by an immense crescent of terra-cotta mountains.

Client: Brian Hughes - Clubhouse Manager / Head Golf Professional Tel: 760-564-3976 [email protected]

Consultant: Greg Norman Golf Course Design Scope of Work: GNGCD provided all of the design services and construction observation. Project Completed: Opened December 1999 GNGCD Role: Golf Architect

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Description of Experience with Golf Course Development

RIDGEWOOD REAL ESTATE PARTNERS

Grande Pines Golf Club Orlando, Florida

Ridgewood made its initial golf course acquisition, purchasing Grande Pines Golf Club from Marriott Vacation Club Worldwide in February 2014 for $24 million. Located along International Drive, and situated adjacent to Sea World and just a few miles from Disney World, Grande Pines Golf Club is in the heart of Orlando’s tourist area.

Ridgewood has successfully re-entitled the golf course into a mix of 423 residential lots, 800 multi- family apartments, and up to 50,000 square feet of commercial space. To date, Ridgewood has sold all of the multi-family apartment units to 3 different apartment builders and is currently engaged in discussions with numerous homebuilders and short term vacation rental builders regarding the remaining residential lots and commercial space.

Seller: Marriot Vacation Club Worldwide

Project Started: February 2014

Project Cost: $27.5 million

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Apple Ridge Country Club Upper Saddle River & Mahwah, New Jersey

In June 2014, Ridgewood purchased the Apple Ridge Country Club, located in both the Township of Mahwah and the Borough of Upper Saddle River, New Jersey, from the Carlough family for $12 million. After acquisition, Ridgewood successfully navigated the challenging New Jersey approval process, entitling the property for a total of 78 single family homes. Upon receipt of all entitlements, Ridgewood sold the fully entitled lots to Toll Brothers in December 2016. .

Project: Apple Ridge Country Club

Seller: Carlough Family

Project Started: June 2014

Total Project Cost: $17.5 million

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Edgmont Country Club Edgmont, Pennsylvania

In August 2015, Ridgewood provided a loan to the owners of Edgmont Country Club, allowing the club to emerge from Bankruptcy. Simultaneously, Ridgewood entered into a contract to purchase the 183 acre property located in Edgmont, Pennsylvania. The course is adjacent to the 2,600 acre Ridley Creek State Park. Ridgewood later acquired the golf course in March 2016.

Ridgewood recently received concept plan approval from the Edgmont Township Planning Commission, who then recommended we submit our application for Planned Residential Development approval. Our subdivision plan shows a total of 73 single family detached lots and 93 carriage homes on the property, while maintaining the natural beauty of the land. In December 2016, Ridgewood submitted the Planned Residential Development application.

Project: Edgmont Country Club

Seller: Mariani Family

Project Started: February 2014

Total Project Cost: $13.8 million

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Philmont Country Club Huntingdon Valley, Pennsylvania

Located in Huntingdon Valley, a northern suburb of Philadelphia, Philmont Country Club is a private club that boasts two 18-hole golf courses, 10 Har-Tru outdoor tennis courts, and an Olympic sized swimming pool. In an effort to recapitalize the club, Philmont Country Club was acquired by Concert Golf Partners in March 2017. Upon acquisition, Ridgewood entered into a Development Agreement with Concert to oversee the redevelopment of all or a portion of the 18-hole South Golf Course.

While a portion of the property is currently zoned for market-rate townhomes, Ridgewood has advanced discussions with the township to increase the allowable density on the property in exchange for restricting the units to active adult buyers. During these preliminary discussions, the township has indicated a willingness to support approximately 165 active adult townhomes on the South Course property.

Our initial concept plan shows these townhouses integrated into the country club by allowing internal road networking access to the clubhouse.

Project: Philmont Country Club

Partner: Concert Golf Partners

Project Started: March 2017

Total Project Cost: $8.15 million

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LCA Architects

LCA Architects is a full service architectural firm with a broad base of experience that includes golf course, resort, and hospitality projects. For over 40 years we have provided building assessments and space planning, tenant improvements, feasibility studies and analysis, architectural design, historical restoration, renovations, and new construction projects for both private and public clients. Our diverse experience benefits our clients through the synthesis of ideas and techniques. We are proud of our reputation in the industry for maintaining a high standard of quality service, meeting goals, and exceeding client expectations.

GOLF COURSE EXPERIENCE Before DIABLO CREEK GOLF COURSE City of Concord, CA • Assessment • Feasibility Report • Clubhouse Architecture

LCA Architects, and the National Golf Foundation (NGF), conducted an assessment of the Diablo Creek Golf After Clubhouse to determine whether or not to renovate the existing structure or to build a new facility. The study provided recommendations to improve operations at the existing facility, independent of the ultimate decision regarding a potential new or renovated building.

The clubhouse is a 6,000 sf single story building constructed in 1963.

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Table Mountain Golf Course City of Oroville, CA

• Assessment • Feasibility Report • Site Planning • Clubhouse Replacement

The 1960’s Table Mountain Golf Course clubhouse is a 5,200 sf single story structure. LCA Architects prepared an assessment to compare the club with current industry standards for a municipal course, providing a clear understanding of factors to be considered in determining whether to remodel, replace or relocate the existing clubhouse and infrastructure. The study examined the current location of the clubhouse and its proximity to the Oroville Airport. The study provided recommendations that would improve operations at the clubhouse and surrounding facilities.

After

Before

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Grayson Woods Golf Clubhouse & Residential Redevelopment Pleasant Hill, CA

• Site Studies • Site Plan • Architectural Design

LCA Architects Inc. designed the 5,000 sf clubhouse for Grayson Woods, and assisted the developer in obtaining approvals for the Clubhouse Pro-Shop and Grill, maintenance building, the final golf course layout, landscaping, and site plan from the City’s Architectural Review Commission. Planning for a future 18 hole putting course was also incorporated into the design.

Plans are currently underway to convert acreage to single family residential.

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Contra Costa Golf Clubhouse Contra Costa County, CA

• Assessment • Feasibility Report • Clubhouse Architecture

LCA Architects, and the National Golf Foundation (NGF), conducted an assessment of the Contra Costa Golf Clubhouse to determine whether or not to renovate the existing structure or to build a new facility. The study provided recommendations to improve operations at the existing facility, independent of the ultimate decision regarding a potential new or renovated building.

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Section 1.C.2.: Description of Experience Working With The Neighborhood And Community in Project Development

Developing relationships and retaining residents as employees is an important initiative for our selected Management company. Our approach is to stimulate ongoing awareness within the community to drive interest in employment, while creating an atmosphere that promotes career growth opportunities. The selected management company can design a custom employment program tailored to the residents of the City of Vallejo. We expect to employ approximately 50 employees at the facility and will attempt to fill much of these positions with residents of the City of Vallejo. These components will provide a substantial positive economic impact to the City. The focus of providing jobs to residents of Vallejo, continuing and improving a resident rate and member program and coordinating capital improvements at the facility to enhance value and experience are all examples of how our team can assist the City with growing their business and the sense of community provided at Blue Rock Springs Municipal Golf Course. Part of our local outreach would include, but not be limited to:

• Work together with residents to identify and agree on the desired results • Gather resident input through focus groups • Communication throughout entire process • Retain local residents as employees • Design Custom Employment Program for Blue rock Springs • Improved resident rate and member program • Coordinate capital improvements at the facility to enhance value and experience • Assist the City with growing their business and sense of community

Our team embraces the community engagement process. It is very important to communicate how the project will enhance the City’s image and resources, its aesthetic contribution, mitigate potential impacts, and alleviate community concerns. Our staff is especially skilled at making graphic presentations to City leadership, community and neighborhood groups, committees, and project and approval agencies.

Consensus Building: We implement a problem-solving process, which includes elements such as: • Clear objectives • Investing in preparation • Transparency • Generating multiple options • Setting realistic deadlines • Realistic implementation planning

Public agencies and community members deserve to participate in a dialogue that affects their community. With the focus on the end-user, our role is to guide this process. We pride ourselves on our ability to collaborate with stakeholders to define needs, support consensus, and facilitate decision-making.

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Section 1.C.3: Description of any other applicable experience or qualifications

Residential Component

GNGCD seamlessly integrates residential within our golf course developments. In fact, Golfweek named the 2006 America’s Top Residential Golf Courses. Three Greg Norman designs — Shark’s Tooth in Lake Powell, Florida, The Reserve Golf Club in Pawley’s Island, South Carolina, and TPC at Sugarloaf in Duluth, Georgia, garnered prominent recognition on this distinguished list.

In 2015 RREP and GNGCD entered a strategic partnership to leverage golf course redesign to eliminate real estate inefficiencies in the golf course thereby unlocking developable land parcels across public and private golf facilities in the United States. The result of these efforts creates a liquidity event for the city or ownership entity, provides a newly redesigned first class golf course and player experience all the while reducing the overall annual golf maintenance budget for ownership.”

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TAB 2 - FINANCIAL QUALIFICATION AND CAPABILITY

Section 2.A: Financial Statements

Greg Norman Golf Course Design, Ridgewood Real Estate Partners, Management company and LCA Architects are among the most financially stable companies in the golf industry.

Although our team has audited financials for multiple years with no adverse statements, we are not at liberty to provide audited financial statements now due to the privately held nature of our company. Furthermore, the Freedom of Information Act prevents us from releasing such statements, as presentation of these statements in response to the City’s Request for Qualifications would render these statements accessible to the public. In place of these statements, we can offer access to each companies’ financial department as reference to our financial stability, and present such statements to a small group, if required to do so later.

Section 2.B: Secured Funding Example

In the last 3 years, in just projects in or around golf courses, Ridgewood Real Estate Partners has completed or is in the process of completing over $100mm of acquisition and development. These projects have all been financed by equity investments from a $27 Billion Opportunity fund.

Since its inception, Ridgewood has acquired nearly $200 million of land across the United States with the same institutional investor partner. Mixed Acquisition Acquisition Dev/Partially Raw/Paper Property Location Use Date Price Dev. Lots Lot Acreage

GR South Florida Multiple FL locations December 2008 $8,800,000 192 182

Southwest Portfolio

Residences at Southern Hills Henderson, NV August 2009 $5,840,000 119 0 0 Bridges at Gilbert Gilbert, AZ August 2009 $21,300,000 339 1,740 0

Clark County Portfolio Clark County, NV April 2010 $35,000,000 1,519 1,064 12

Parkside Village (Entorno) Avondale, AZ June 2010 $8,000,000 0 728 47

Warm Springs & Fort Apache Las Vegas, NV August 2010 $9,200,000 0 308 0

Park Highlands North Las Vegas, NV December 2010 $11,000,000 0 522 0

Windermere Trails Windermere, FL November 2011 $16,250,000 268 571 0

Grande Pines Orlando, FL February 2014 $24,000,000 0 1,200 0

Apple Ridge Country Club Mahwah, NJ June 2014 $12,200,000 0 78 0

Edgmont Country Club Edgmont, PA March 2016 $11,100,000 0 166 0

Philmont Country Club Huntingdon Valley, PA March 2017 $7,000,000 0 165 0

Brirarcliff Manor Briarcliff Manor, NY June 2017 $12,250,000 0 165 0

Project - Under Contract White Plains, NY August 2017 $13,000,000 0 160 0

Totals $194,940,000 2,437 7,049 59

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Section 2.C: Bankruptcy Filings (Past 5 Years)

GREG NORMAN GOLF COURSE DESIGN – Not Applicable

RIDGEWOOD REAL ESTATE PARTNERS – Not Applicable

LCA ARCHITECTS – Not Applicable

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Section 2.D: Required Insurance

Greg Norman Golf Course Design carries Architectural and Engineering Professional Liability Insurance with a coverage of $5,000,000 US Dollars. Proof of current and valid insurance can be provided prior to finalizing a Design Agreement.

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Section 2.E: Additional Considerations

It might be beneficial for the City of Vallejo to also consider retaining a 3rd party auditor such as the National Golf Foundation for consulting services as it relates to an alternative opinion regarding future proposals for the Blue Rock Springs Golf Course.

Greg Norman Golf Course Design is a dues paying Executive Member of the NGF and has worked with them in the past to assist in operations feasibility studies that provide valuable feedback for what is a realistic expectation for projects in a specific market. Please feel free to review their qualifications attached in the appendix for more information.

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TAB 3 - PROJECT DEVELOPMENT CONCEPT

Section 3.A: Overview of The Proposed Development Project

Introduction

The City of Vallejo, located on the Northeast portion of San Pablo Bay, owns two 18-hole golf courses that comprise the Blue Rock Springs Golf Course, has commenced seeking the qualifications contained herein to revitalize the 225-acre property through a potential public-private partnership, lease, or other agreement.

We at Greg Norman Golf Course Design (GNGCD) and our partners, Ridgewood Real Estate Partners and LCA Architects, see incredible potential for this property as it relates to golf and development of suitable portions of the property. With breathtaking views towards the Bay and Mt. Tamalpais, Blue Rock Springs Golf Course has the potential to become the golfing destination in Solano, County.

With proximity to ferry access and more people sprawling from the city of San Francisco, a new, award winning, Greg Norman branded, 18-hole golf course paired with a creatively and sustainably situated development, will help create tremendous value and prosperity to the residents and community of Vallejo.

Design Flexibility

It is worth noting that our design concept for the future of Blue Rock Springs Golf Course has flexibility and in its current stage of conceptual design, is meant to begin the conversation with the City of Vallejo on how to propel the community forward. The plan is a first pass, without the luxury of valuable feedback from Vallejo stakeholders and citizens who will be included in every step of the design process going forward, should GNGCD and our team be selected through this RFQ. Our intent is to engage residents, city officials, appropriate government agencies, and authorities to effectively partner with us in our objective to create a golf course community that meets the needs of current and future generations through the integration of environmental protection, social advancement, and economic prosperity.

Community Outreach Strategy Through the Design Process

Throughout the design process, GNGCD intends to partner with the City of Vallejo and its Citizens to explore ideas that will formulate a solution that benefits everyone in the community and surrounding areas. To achieve this, we would propose the following, but not limit our strategy to:

• Interviews with community informants and stakeholders • Survey to statistically significant, random sample of community residents • Link to website based questionnaire or survey on the community’s internet home page • Design charrettes with community stakeholders and residents • Close collaboration with City and Government Officials 41

Objectives

It is our understanding; the City of Vallejo is looking to achieve the following objectives:

1) Renovate and restore the municipal golf course in a manner that allows for it to operate as an affordable public course but independent of subsidies from the City

Given the historic nature of this site, GNGCD believes the best existing corridors, terrain, and views can be utilized and improved upon to leverage and create a “best of” scenario as it relates to pairing 36 holes down to 18 of the property’s finest.

Our least disturbance approach and great respect for history allow us to capitalize on what already exists with minimal impact to the surrounding flora and fauna existing on site. Additionally, by using what the site has given us, the integrity of the surrounding neighborhoods and community are not only maintained but greatly improved. The sense of place will still be familiar to the character patrons experience today but greatly enhanced.

To achieve this, greens fees should be reasonable and the maintenance of the course shall be exceptional while becoming free of subsidy from the City. GNGCD feels a reputable operator with a high annual renewal rating should be retained to manage, implement and operate the course using industry best practices and the latest technology where applicable. GNGCD works with the top performers in the industry and those relationships can be leveraged into an advantageous partnership with the City of Vallejo. The scope of management would include, but not be limited to:

• Maintenance of the golf course and related facilities including the academy/practice facilities and irrigation system to first class standards o USGA Standards o Environmental Best Practices o Compliance with all environmental/natural resources laws, regulations, permits o Water conservation and management • Golf Professional services including teaching staff o Private and Group Lessons o Academy o Clinics o Youth and community outreach programs (Juniors, Seniors, Beginners, Millennials, after- school, income based) • Golf Cart maintenance • Pro shop services and merchandise operations o Tee Time reservation system • Food and beverage operations • Back of house management and bookkeeping o Payroll and timekeeping • Marketing and Advertising o GNGCD’s marketing and branding services should also be taken advantage of

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• Special Events and Charity (Youth, underprivileged, fundraisers, Non-Golf) o Weddings o Banquets o Community recreation o Meetings and conferences o Restaurant, dining • The management company shall: o Adhere to the reporting, auditing and filing requirements of California Statutes o Ensure an annual audit is conducted by a certified public accountant in accordance with generally accepted accounting principles and governmental auditing standards o Provide periodic operating reports as may be prescribed by the City o Ensure security and protection of all golf course assets • Once the scope is refined through the design and collaboration process between the City and consultants, a detailed annual business plan with recommendations related to pricing and rates which will include an operating and capital budget can be fleshed out.

2) Fund the development of a new or renovated multi-use Clubhouse and associated facilities serving both the golf course and the local community

To achieve the desired 18-hole Greg Norman Signature Golf Course as outlined in our Preliminary Project Development Concept, (Attached) we recommend implementing a development component to fund all improvements to the golf courses and related facilities. Development components may include some of or a combination of the following: • Single Family Housing • Multi-Family Housing • Mixed Use • Commercial

The purpose of implementing an added non-golf component will provide a wide array of benefits to the City of Vallejo and its residents and visitors alike. Some of these benefits include, but are not limited to: • Provide funding for upgrading the golf course, clubhouse, cart storage, maintenance and other related facilities • Provides housing and amenities to address growing demand o Proximity to employment and services o Walkable and transit-supportive • Preservation and enhancement of existing neighborhoods • Decreased traffic congestion o Efficient use of services and facilities • Economic development through improved tax base and revenue • Creation of community and enhanced sense of place • Reduced reliance on automobiles for new residents who work in the area

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Management Approach

Overview Our management partners have a long history of providing exceptional customer service leading to lasting player satisfaction, improved retention, event growth and ultimately long-term financial stability and capital reinvestment opportunities for our participating courses. We will seek out short-term opportunities for improvement to address immediate cash flow concerns, and a long- term path to success as our transition team establishes best practices that will provide a framework that the existing service team can adopt and thrive within. The adoption of our best practices will build upon the strengths already in place and ensure that each course, and the overall clubhouse service experience, will be viewed and enjoyed as a premier public amenity.

Summary of Proposed Services We have always placed the property brand first to ensure our client’s assets receive the recognition they deserve. As operations manager, we will be responsible for turnkey management including but not limited to the following: • Staffing – We will be responsible for hiring all staff, and will intend to rehire all existing personnel, unless otherwise advised by the client. When necessary, we try to hire locally to fill vacant positions, drawing on local knowledge and relationships. Our goal is to build a staff passionate about being part of the operations team to ensure uncompromised customer service and attention to detail.

• Operations – We will be responsible for clubhouse operations, building maintenance, food & beverage, golf shop operations, marketing, payroll processing and benefits administration, insurance, merchandising, financial reporting and accounting, and other services related to the day-to-day operations.

• Business Planning – Our senior leadership team will develop and submit for your review and approval, an annual business plan and operating budget which includes:

 Proposed marketing, sales, promotion, advertising and public relations concepts  Forecasted revenues and expenses for all departments  A description of the assumptions upon which the operating budget is based

• Capital Improvements – Early in our engagement, our team will develop a preliminary capital repair and improvements plan focusing on improvements that provide a positive return on investment in the near term. This plan will be submitted annually for review and approval as part of the annual business plan and budget process.

• Sales & Marketing – Our team will be responsible for creating and implementing player development programming, outside event sales, marketing plans, and the appropriate level of dynamic pricing avenues for the Blue Rock Springs Golf Courses. Our Regional Operations Manager and National Director of Revenue Management will work closely with the

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Market/General Manager to ensure the plan is creative, responsive to the market and achieves your financial objectives.

• Best Practices – Standardized policies and best management practices will be implemented at all levels of the operation to ensure peak performance and operational efficiencies.

• Technology – Our support services group will implement an integrated marketing technology plan. We will review the functionality and attributes of the existing POS system, and weigh those against the strengths of our corporate partners. In the event a change is needed, that will be absorbed within the operating budget, but will be offset by improved functionality leading to the generation of additional tee time sales and improved customer service.

• Buying Power – We will leverage are National Account buying power to purchase supplies, equipment, golf shop merchandise, food & beverage items, etc. Our National Accounts purchasing power typically results in significant savings for our clients.

• Golf Shop / Merchandising – Our senior team will develop a comprehensive merchandising plan targeted toward the customer profile. We will implement a buying plan to maximize a variety of selection and appropriate price points with efficient inventory levels.

• Menu Development & Event Support – Our centralized F&B team will analyze and recommend strategic change/development of each menu from quick-turn solutions to fine dining or special event menus. In addition, our F&B team, including regional managers, will assist in developing strategies for growing, executing and sustaining Special Events at the course whether they be golf oriented or non-golf events.

• Inventory Controls – We will implement a comprehensive sales and inventory control plan for the merchandise and food & beverage operations to ensure an optimal Cost of Goods Sold (COGS) ratio and to reduce waste / spoilage thus reducing expenses.

• Finance & Accounting Oversight – Our centralized accounting team will implement financial controls and provide comprehensive financial reporting for the Blue Rock Springs Golf Courses. Our corporate accounting team will process payables, review receivables, and work closely with the onsite manager to ensure proper cash handling and monitor cash flow throughout the season.

• Financial Reporting – We will provide a monthly profit and loss statement and other financial information for review and discussion in a regular monthly meeting. Standard financial reports include:  Weekly flash reports (revenues)  Summary monthly financial statements (balance sheet and income statement)  Detailed profit and loss statements - Total Property and Department Level Detail

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• Safety and Sanitation – It is our policy to provide a safe, accident-free, drug-free and healthy work environment, and those goals are achieved as result of diligent work and careful attention to all company policies by our team members. All staff members are obligated to know the safety requirements and standards for their area or job, and to abide by them. Safety and health are every bit as important in this organization as productivity and quality. Likewise cleanliness of one’s workstation, dining areas, kitchen and food service preparation areas, garbage/recycling areas, and all restrooms are essential areas of focus for our team members.

Management Approach Overview The following themes represent key areas of focus for the Blue Rock Springs Golf Courses. In addition, we will bring the full force of our corporate resources to meet and exceed the expectations of the City of Vallejo for the benefit of the Blue Rock Springs golf complex.

Understanding Your Market – We will put a heavy emphasis on understanding your unique market. While there are universal principles that can be applied to driving activity at any club, each golf market is unique. Our Director of Revenue Management will make a deep dive into the specific makeup of your market to determine the most appropriate methods for driving activity and maximizing revenue. His extensive experience combined with our corporate tools, systems, processes and vendor relationships will produce powerful results.

Collaborative Approach – A key advantage to hiring our management company is our commitment to a collaborative approach with city representatives. We understand your desire to stay connected to the direction of the facility. We have a keen appreciation for your team’s years of experience in the market and the relationships you maintain in the community. We will not force a one size fits all approach, but prefer to customize our processes so that they reflect your personality and vision for how your business is to be perceived within the community.

Website Ease of Use – Your website should be a pleasure for your customers to visit and ultimately to use to book their favorite times to play. Our marketing department will work with the onsite Market Manager and Regional Manager to develop a website that achieves this blend of visual professionalism and functional simplicity.

Vendor Rebates – All vendor rebates will be returned to the City of Vallejo (in a management relationship), not just those received as part of upfront pricing discounts. This is not the case with certain providers and should be a key point of consideration when evaluating each candidate. National buying power is an advantage of which many companies can boast, but it is important to understand how and when those discounts are received and if they ALL make their way back to course. We believe this is an important distinction and one worth reviewing in more detail.

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Operational Efficiencies – Our team is often able to perform more efficiently than our national competitors. This is a commitment by our senior leadership to run each golf course as if it were our own. It is not our desire to reduce expenses merely to achieve a number, but rather to effectively expend resources that produce a profitable return on investment. We have routinely discovered inefficient time management, inventory policies, water use, unsustainable programming, and poor follow-up, all of which can be corrected without reducing staff or service levels. By achieving a greater level of efficiency, and simultaneously engaging the onsite management team in identifying these opportunities, we can reinvest resources in activities and tools that produce the positive return our owners and stakeholders are looking for.

A Culture of Service – One of the most important attributes of our team is our Culture of Service. We believe in serving each other, our customers, your members, as well as you the City. Serving has been characterized in our modern-day society as a position of weakness, and yet we have found that only through strength can one demonstrate the humility to serve. It is no accident that our most successful properties are built around teams that are “sold-out” to this service mentality and seek out opportunities to exceed expectations. In fact, we believe a job done well with a great attitude is a recipe for job satisfaction and contentment, and the reason why so many of our staff members remain long-time service team members at our clubs. Best of all, serving can be FUN! We subscribe to the FISH Philosophy and training program, and this unique customer service training program (FISH!) provides each property with a road-map to hiring, training, and practicing basic service fundamentals for our customers and staff. Through a combination of interview questions, video, written materials, and lesson plans, this comprehensive program will be required by all employees to help set expectations in making the Blue Rock Springs Golf Courses a customer-focused and healthy work environment. The FISH! program accentuates the importance of having fun while you work. Specifically, the program demonstrates how infectious enthusiasm will spill over to customers, and more importantly how they perceive the experience they are having as you serve their needs. Landscapes supplies all materials and support to its staff members for on-going training, and the results of this unparalleled commitment to service can be seen throughout our clubs.

Employee Training & Development Programs Central to the property’s success is the development of its people. It is the desire of our team to hire, train, and prepare its people to manage the facility and continue to develop their skills for

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future opportunities. A true measure of our success will be in accomplishing this goal. Landscapes will use the following tools to accomplish this objective:

Hiring the Leadership Team A successful operation begins with a solid foundation. Our leadership team prefers to retain/retrain as many of the existing staff as possible. Discovering their leadership qualities and professional focus are derived through interviews with each existing manager. As needed, we will work to identify specific leadership personnel needs for Blue Rock Springs and will create and manage a recruiting campaign to place individuals who match both the needs and culture of the facility.

Training and Support for Leadership Team We strongly believe in developing talent from within. Our opportunities for continuing education allow core staff managers to challenge their skill sets through the exposure of other facilities, regular interaction with senior corporate staff members, and team-building and learning opportunities including: • Ongoing Mentoring from Corporate Support Staff • Annual Managers Meetings • Site Tours and Staff Meetings • Our Policy & Procedures Manual

Training & Support Our corporate office will supply the onsite management team(s) with several tools and resources to train and develop hourly and non- management staff. It is our belief that “training the next manager” begins at the initial interview and sets up a foundation of positive recruiting and retention of local applicants. The following tools and programs would be implemented at the course to instill a culture of learning and service: • Customer Service Training • Safety Programming • Sales Programs, Training, and Tools • Bi-Weekly Customer Service Reminders

Maintenance and Grounds Perspective

Communication, coordination, and cooperation are required for the golf maintenance team to be successful. Achieving a balance in seven key elements of the operation is critical for an efficient, productive, and effective department. These elements include staffing, administration, cultural programs, plant protection and soil amendment applications, projects, water and irrigation, and equipment. The golf course superintendent, along with input and direction provided by the market manager, director of agronomy, and the regional manager, is responsible for the overall

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performance of the department. The following elements are key focal points for our agronomic leaders:

Staffing • Leadership • Management Team (Assistant Superintendent, Equipment Technician, Skilled Technicians) • Seasonal staffing requirements • Sourcing, selection, training, and retention of team members

Administration • Financial o Development of the annual maintenance operations budget and maintenance plan o Monthly expense management with line item variance reporting when required o Development of the annual capital requests (equipment and projects) • Customer Service and Safety Programs • Reports, documentation, and record keeping

Cultural Programs • Establish maintenance practices and frequencies of operations to meet the standards • Planning and implementation of all cultural programs • Bunker maintenance • Maintenance of woodlands, lakes and ponds, and natural areas

Plant Protection and Soil Amendment Applications • Utilization of an IPM program in decision making • Nutrition applications based on soil testing • Weed, insect, and disease protection programs • Plant growth regulation and soil wetting agents • Compliance with all environmental and natural resource laws, regulations, and permits is vital Projects • Feature analysis and review • Prioritize requirements • Replacement and improvement planning

Equipment Fleet • Analysis of existing fleet units • Acquisition of new units • Lease and purchase options • Sharing of resources as required

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Water and Irrigation • Analysis of the existing water supply features • Analysis of the irrigation distribution system • Performance based scheduling • Scientific decision making and analysis

Sample Maintenance Plan Greens Mowing: • Daily April through October during primary growing season • 3 to 4X per week November through March (weather dependent) • Cutting height to be adjusted to balance plant health and playability • Special events may require additional cutting and rolling • Stimpmeter reading not to go below 8 Rolling: • Once weekly April through October during primary growing season • 2-4 X per week November through March (weather dependent) Vertical mowing: • Bi-annually to minimize thatch development and grain Aeration: • 2X per year in spring and late summer/early fall • Scheduled to minimize interruption of play • Hollow tines, size of holes to be evaluated for each event (1/4” to 5/8”) • Maintenance events (spiking and solid tine aeration) scheduled as necessary Sand Topdressing • After aeration to fill the holes and smooth the putting surface • Maintenance events monthly during primary growing season (3 to 6 events) Fertilization • Applications of Nitrogen in growing season, .4 to .8 lbs. per month to maintain consistent growth • All other nutrient applications will be based on soil sample results Applications • All treatments to be made following the IPM Plan • Preventive fungicide applications to be made during high disease pressure conditions • Snow mold applications to be made prior to first snow fall and when practical in the winter • Insecticide applications to be made when damage from insects reaches unacceptable levels • Herbicide applications to be considered when weed pressure exists • Plant growth regulation applications to assist with seed head suppression

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Ball mark repairs • Daily check by mowing crew and golf course set-up crew

Related Plans (available upon request) Tees Tee divot repair Fairways Rough Bunkers Course Details Irrigation System Equipment Personnel Plan

Golf Course Set-up (Daily responsibilities) • Driving range tee line organization • Tee relocation • Cup relocation (seasonal requirements) • Empty trash cans • Putting green cup relocation (2X per week) • Ball washer detail • Water stations?

Marketing, Technology & Revenue Management

Introduction The landscape of marketing has changed fundamentally in the last decade. The days of big media – newspapers, television & radio – are gone. People consume information in new and different ways than 20 years ago, and golf course managers must change their strategy accordingly; marketing has never been more complex. But the same factors that have changed marketing have also given managers an unprecedented ability to analyze practices and communicate in an engaging way.

The core of our marketing strategy is about having a great web-presence and communicating with customers individually. Digital marketing is the foundation of our platform because it provides the highest return on investment available, but we develop an individual marketing plan for each course. Sometimes, that plan includes old media, direct mail and other strategies in addition to our core digital strategy.

Many digital strategies come with no cash investment, but require significant time to execute. Sending an email blast comes with no incremental cost, but capturing 10,000 email addresses takes 51

months or years. Collection of data – both customer information and business intelligence – is central to success. We have diligently built a technology stack that allows golf courses to collect more data and market more effectively than any competitor. Most importantly, this technology is embedded into the fundamental operation of the golf course so managers spend no additional time or effort on data entry. In many cases, we are able to use artificial intelligence and automation to execute tasks that many courses need to execute manually.

Our home office team will use these systems and data to support the property at the strategic level in three primary ways; direct support, best-practice sharing, and global insights. We fundamentally believe in the concept of continuous improvement and have used it to build a framework to constantly improve. Thorough evaluation of Collection of accurate available revenue, tee business intelligence and sheet, customer, customer data, & marketing & aggregation of global communication data for previous 3+ years insights

Execution of product and Refinement of existing pricing decisions, products/services, website/email/social introduction of new media strategy & other revenue streams, & tactics development of marketing strategy

Direct Property Support

We believe that a decentralized model is the key to remaining nimble in today’s fast-moving environment. This means that the execution of marketing campaigns and customer communication happens at the golf course. We utilize a network of partners that can help alleviate the burden or provide IT/Tech support as needed. Our decentralized model utilizes:

• Enterprise tools & technology applied at the local level • Industry leading KPI development, tracking & analysis • Full-time, on call support for everything from collateral design to tee time pricing • Local execution is mandatory in today’s fast-paced, social media oriented world

Decentralization does not mean that properties are “on their own”. In addition to the regional manager, The Blue Rock Springs Golf Courses will be supported by our Director of Marketing & Revenue Management (DoM). The DoM will work directly with the Regional Manager (RM) and team at the courses to design a marketing strategy and identify the tactics to bring it to life.

Technology & Data Collection

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Good quality data is the foundation that allows the team to make educated decisions before and during the golf season. In addition to using the annual Business Plan as both a working document and reference for goal achievement during the season, we will employ the following tools to ensure that relevant data is being collected, aggregated and analyzed. This allows us to plan, react and refine to deliver the highest possible ROI. The team at the courses, Regional Manager and DoM will work together throughout the season to evaluate, refine and execute strategies.

Daily Point-Of-Sale Report & Reviews The pro-shop will be required to enter in all transactions through a new or existing point-of-sale system. Our corporate team and specifically the Regional Manager will work with the Market Manager to analyze traffic patterns, yield rates, opportunities for additional incremental sales, and overall course usage.

CRM We have developed a custom CRM solution with our partner Base that manages Outing, Tournament, Membership and Event sales processes. This system facilitates sales & pipeline reporting at the property and regional level and tracks KPIs like number of memberships or events, pricing, number of players, date and time, deposits received, and active show-up numbers versus pre-bookings. Through a combination of report review and regular interaction with our support staff, the entire sales pipeline and related activities are monitored closely to ensure we are maximizing performance and return on investment.

Monthly Financial Reports In concert with the Market Manager, our senior team reviews financial reports for each course in the portfolio on a weekly basis and identifies any immediate areas of opportunity. This proactive method of course review allows us to identify mistakes as well as opportunities well in advance and allows us to devote resources and support to courses in need.

Customer Feedback We understand that knowing the customer and constantly exceeding expectations is the formula for success in the hospitality industry. We regularly survey members and guests, collecting valuable feedback and constantly improving.

Analysis & Measurement

Data analysis is central to defining and refining the marketing and business strategy for the courses. We have spent years identifying and implementing solutions that provide our courses, managers and support team the best business and marketing intelligence in the industry. The Blue Rock Springs Golf Courses will receive a set of proprietary tools and constructs to guide the marketing decisions at the local level, supported by our senior home office leadership team.

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Pricing Strategy

Over the years, we have felt the market pressure to heavily discount fees, reduce or eliminate room rentals, allow outings to play during weekends and similar tactics to drive activity in an over-supplied marketplace. Certainly, discounting or even lowering pricing is appropriate in some circumstances. However, we have found that growing the business is a matter of establishing what the property can do well, perfecting those attributes, and standing by our belief that this property experience is worth the price of admission.

While exceptional customer service, golf course conditioning, and innovative programming are the foundations of our success throughout the country, we also recognize the importance of a targeted approach to Revenue Generation. Led by the Regional Manager and our Director of Marketing & Revenue Management, Landscapes will develop a strategy to systematically grow revenue in each of Blue Rock Springs Golf Courses’ verticals.

Daily Fee Tee Times Daily Fee tee time pricing is by far the biggest and most important pricing decision facing a public golf course. Most facilities have $500,000 or more of fixed costs invested to ensure that the golf course is open every day (weather permitting). This investment produces a fixed amount of tee times that are available for sale. Much like airplane seats, hotel rooms, or even produce on a grocery-store shelf, these tee times will expire. Our job is to sell as many as possible at the highest possible rate – aka Revenue Management. We have selected a tee sheet and POS system that gives us the best data and flexibility for understanding and updating tee time pricing and distribution.

Outings & Events Outings and Events are a make or break revenue category for Golf Courses. This single revenue stream can make or break an operation. We understand that while outings are valuable, they also must be evaluated on a case-by-case basis. A Saturday outing should not be the same price in March as it is in August. Landscapes will work to develop a pricing schedule for Green Fees, Outing Fees, Room Rentals and Banquets that is competitive, and ensures Blue Rock Springs Golf Courses are maximizing revenue. In general, this strategy involves pushing outings to the marginal times, days, weeks or months and keeping prime daily fee periods open for rack-rate green fees. We will accomplish this with a combination of set-pricing, and training our sales staff in the art of selling undesirable days.

Food, Beverage & Merchandise Food, Beverage & Merchandise are fundamentally different than tee times – because they come with a significant incremental cost – the cost of the food or merchandise item. Because these businesses are “fixed margin”, there is less opportunity to price dynamically. At the same time, these revenue centers can provide a boost to green fee revenue via bundles and packages. A core part of our pricing strategy is to bundle items with green fees – this allows the courses to accept a lower margin in food & beverage or merchandise while selling a tee time which is nearly 100% margin.

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In addition to bundling and margin-based pricing, we will train counter staff in the arts of up-selling and cross-selling. Merchandise and Food & Beverage revenue tips are a constant part of business planning and Best Practice Calls.

Revenue Development

Many consider marketing and associated revenue development to be an art, but we believe it is closer to a science. Our team will break down the primary opportunities for revenue growth – finding new customers and increasing spend of existing customers – and then identify specific strategies and tactics to support growth in all areas of the operation. We identify products and strategies at a granular level, and because we are data evangelists, we can promote these strategies to the specific customers that are most likely to buy them. The result? We provide a higher return on investment.

Revenue Growth Model

Our growth models focus on four (4) paths to growing revenue. There are two paths for new customers and two paths for existing customers; the graphic below outlines the four ways that revenue growth occurs. The following pages outline strategies and tactics to support each path and ensure customer acquisition and revenue growth happen systematically.

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Path #1 Path #2 (Existing Customer Strategy) (Existing Customer Strategy)

Increase Average Transaction Increase Visit Frequency

Revenue Growth Path #3 Path #4 (New Customer Strategy) (New Customer Strategy)

Attract Competitors Introduce potential Customers customers to products

Summary Strategies & Tactics

1. Improve User Experience / Engagement

a. We would recommend a state-of-the-art booking engine that allows users to see available inventory and pricing without the need to log-in. This will not only increase conversions, but decrease calls to the golf shop – creating operational efficiency.

b. Instagram is now the second-largest social network in the United States. More importantly, it is the preferred network for millennials and golf’s visual nature makes it the premier platform to reach younger demographics. We will implement Instagram first by linking it to Facebook, then building a dedicated strategy once a core group of followers exists.

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2. Improve Loyalty / Pass Sales

a. Our team will work to create an all-encompassing loyalty program that creates a path for customers to make the courses their “home”. The program will be tiered in nature and designed to help customers make “baby- steps” toward the ultimate goal – an annual pass.

b. Using advanced technology, we will be able to individually target specific customers who are good candidates for punch cards and annual passes. We will market these products to these customers on an individual basis.

c. Customers base loyalty on several factors, but value is paramount. We are constantly looking for ways to add value and keep our customers loyal. One way we have done this is by partnering with fitness organizations so that we can offer our members fitness & golf in a single product. We will forge a partnership with a local fitness company. We will offer a fitness component in golf membership and loyalty programs – either embedded into the pricing or as an option add-on.

d. The Blue Rock Springs Golf Courses are a community asset first. Our team recognizes that, and we will improve loyalty among golfers and non-golfers alike. We will build loyalty and good-will with the latter category by mixing in non-golf events that the entire community can embrace.

3. Increase Outing & Events

a. Utilizing our proprietary CRM, we will improve the sales process to generate more outside outings and events. Leads will not fall through the cracks and conversion rates will improve. We will also deliver a smooth and professional experience to the customer using our CRM and E-signing capabilities.

b. We will add memorable creative events that appeal to experienced golfers and beginners alike. Many courses focus in-house events on “core” golfers – those with handicaps looking for competition. Those events will be a core part of our program, but Landscapes will venture to the other end of the spectrum and create more social events that appeal to all golfers regardless of skill level.

i. Craft Beer Golf Outing or League ii. Food Truck Golf Outing iii. Wine & Nine iv. Family Golf Day v. Tough Day / Easy Day

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4. Player Development

a. Player Development is the single most important aspect of the golf course marketing plan. It is the most effective strategy for acquiring new customers and ensures the long- term health of golf in the City of Vallejo. Best of all, when we create customers, we can set prices and expectations without worrying much about competition.

b. Free Lessons are not frequently offered in the golf industry, but we don’t know why. Golf is suffering from drastic player decline, while there are millions who want to take-up the game. We use free lessons to push them over the edge and stimulate demand for golf. Landscapes will offer complimentary group instruction for anyone who wants it on a weekly basis in peak season. These lesson sessions will be themed in nature and targeted to specific player-groups. Examples could be “Junior Golf Night”, “Ladies Night on the Range” or “Fix Your Short Game”.

c. Adult programming is important to drive revenue because they bring significant revenue today. The NGF reports there are 27 million Americans with an interest in golf that do not currently play. Additionally, The PGA of America reports that beginners who complete a Get Golf Ready lesson series spend more than $1,000 on golf the following year.

i. Get Golf Ready – this program from the PGA of America offers 5 lessons for $99, the perfect introduction to golf. Based on demand, LMC will implement customized programs for specific demographic groups and skill levels.

ii. PGA Play-Golf-America Programs will support Get Golf Ready with specifics like: 1. Women’s Golf Month 2. Patriot Golf Day 3. Family Golf Month

iii. Get-On-Course Programs – We will create specific times for beginners to get on the course in a low-pressure, social environment.

d. Junior Golf is a fundamental part of player development. While juniors typically bring less revenue to the course in the short-term, this programming is essential to the community and ensuring a stable base of golfers at the Blue Rock Springs Golf Courses.

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i. The First Tee – We will continue to support and foster the relationship with The First Tee, and we will work with the team at TFT to cross promote and create mutually beneficial programming. ii. PGA Junior League – this program is designed to get youth on course in a team environment. We will establish a league within the city portfolio, or compete against other clubs if possible. iii. Drive-Chip-and-Putt has engaged thousands of junior golfers over the past few years and has drawn national attention with its finals at The Masters.

e. Player Performance Program (P3) is a low-level membership that pairs unlimited driving range access and complimentary instruction with discounts throughout the facility. This program is a perfect stepping stone for a beginning golfer and also a great program for a core golfer who practices frequently. i. Subscription (dues) based service ii. Builds customer loyalty across skill-levels iii. Offers unlimited customization for any course’s needs

3) Preserve or improve the existing aesthetics, quality, property values, environment and views of the surrounding neighborhoods.

Goals for the proposed development concept include: • Destination 18-hole Greg Norman Signature public golf course o For use by residents o Will draw more visitors from the San Francisco and surrounding cities o Draw new regulars from competitor course in the region • Real Estate Development o Community creation, enhancement o Increased Tax Revenue for the City of Vallejo o Affordable housing o Park • Business Expansion, Relocation, and Establishment o Examples: Restaurant, banks, shopping, corporate headquarters • Habitat restoration and enhancement o Wetlands, buffers, wooded areas • Protection and conservation of natural resources o Public Open Space o Natural Areas o Existing Trees 59

The Golf Course

Our primary objectives for the Golf Course would include, but not be limited to:

• Maintaining historical strengths of the course, while improving the overall status of the course: a. Reduction from 36 holes to an 18-hole signature course and academy/utility course b. Par 72 c. 6,900+ yards in length d. Emphasize naturistic style on landscape e. A fun and strategic golf experience that engages the mind and body f. Sustainable as a business and environmentally friendly course g. Generate repeat business h. Retain and restore as much of original character and vegetation as possible i. Utilize existing hole corridors where possible j. Show reduced maintained turf areas to decrease maintenance costs • Native landscape material shall be incorporated in these areas

• Improving efficiency as it relates to: k. Maintenance l. The pace of play m. Circulation around the golf course n. Irrigation o. Drainage p. Management of the golf course • Create a more interesting and aesthetically pleasing experience that focuses on: q. “classic” golf design principles r. Strategic thinking and play s. Physical definition of play areas t. Directional indicators for strategy and hazards u. Creative and functional contouring v. Respecting and utilizing the existing terrain where possible

• Improve playing conditions (tees, fairways, greens, bunkers)

• Provide a championship golf experience with brand recognition that elevates the Blue Rock Springs Golf Course to be among California’s “must play” golf destinations

Additionally, GNGCD would be able to provide an invaluable amount of technical and promotional support to achieve the city’s goals. Our “hands on” approach would not only maximize the potential for the design but also improve the efficiency of the builder during construction. This level of input also allows us to consistently track budgets and make more effective projections during construction, ultimately resulting in the best possible product for the City of Vallejo.

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The Greg Norman Golf Course Design (GNGCD) team anticipates the following approach for the design improvements to the Golf Course. To ensure the future success of the course, GNGCD recommends that the following scope of work be included as a minimum:

• Replacement of Irrigation System • Re-contouring and Rebuilding of Greens • Re-contouring and Regrassing of Fairways and Tee Boxes • Rehabilitating Bunkers • Enhanced Landscaping or turf reduction • Replacing or Installing New Drainage where necessary • New cart Paths or resurfacing where applicable

The Clubhouse

Our team’s vision for the new clubhouse at Blue Rock Springs is situated to advantage for commanding views of the newly redesigned Greg Norman Signature golf course and countryside. Space has been used much more efficiently and incorporated a variety of amenities to provide an additional revenue stream for the facility. Some of the amenities shall include, but not be limited to:

• Pro Shop fully stocked with merchandise and apparel for regulars and visitors alike • Footprint shifted west on existing site to expand drop-off & parking • Fully functional bar and dining room with outdoor dining terrace with views overlooking the golf course • Expanded reception, banquet & commercial kitchen facilities • Creation of “Secret Garden” ideal for weddings/events • Adds Event Parking convenient to venue & separate from players’ parking • Cart storage conveniently located under building • Direct Connection to overflow parking area

As with the golf course renovations, the new clubhouse construction would be funded by the development component and be available for patron golfers as well as the public for various gatherings, weddings and events.

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Phasing

GNGCD anticipates being able to phase the project in a way that allows for continued revenue and golf play to occur during the construction phases.

Branding for the Project

Today, Greg Norman represents an internationally recognized brand with over 100 golf course designs across six continents, a global real estate collection, award-winning wine, golf-inspired lifestyle apparel, and a diverse investment division.

Across all facets of business, the Greg Norman brand consistently delivers the quality that his name is synonymous with and continues to inspire people to experience the best in life. Examples include the Greg Norman Collection, the leading international marketer and distributor of sportswear, golf apparel and accessories; Greg Norman Estates Wines, producing regionally expressive wines from Australia and California; Greg Norman’s Australian Grille located in Myrtle Beach, SC, a dining experience offering innovative cuisine and a spectacular decor that makes you feel like you're in Sydney's finest harbor side restaurant; Greg Norman Developments, a real estate development and investment company that specializes in the creation of exclusive “branded” living environments; Greg Norman Eyewear, partnered with Aspex Eyewear Group, create bold and dynamic designs of eyewear; Greg Norman Australian Prime is a branded line of premium Wagyu steak and beef products, developed and exported with the world’s leading beef producer, Australian Agricultural Company; Located at Barefoot Resort in North Myrtle Beach, S.C., Greg Norman Champions Golf Academy is one of the most distinctive golf training centers in the country; and Shark Wake Park is dedicated to building and operating the world’s best cable wake park throughout the world. Additional information on each of the above subsidiaries can be found at www.shark.com.

We can provide marketing and promotional campaigns uniquely developed for Blue Rock Springs Golf Course. The international presence of Norman’s golf course design business allows clients to benefit from the past experiences and many successes of GNGCD. These experiences can be leveraged through the development of an overall marketing plan that sets the highest standards for the use of Norman’s name, image and associated logos and trademarks.

GNGCD will utilize its relationships to assist in obtaining exposure to key awards, recognition, and golf course ranking publications – namely Golf Week, Golf Magazine, Golf Digest, Travel & Leisure and Links Magazine.

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Reciprocal Program

The Greg Norman Golf Course Design Reciprocal Club and Resort program offers members of GNGCD courses access to other GNGCD courses at discounted rates. This is a unique and desirable asset for the discerning members of GNGCD designed courses.

Tournament Events

Our goal is to create tournament-quality golf courses that are also enjoyable for players of all skill levels, all the while maintaining a constant touch with nature. In fact, several GNGCD courses have held US and European PGA Tour events as well as many amateur and intercollegiate competitions such as: • Valero Texas Open at TPC San • OHL Classic at Myakoba* Antonio • Franklin Templeton Shootout at • Mitsubishi Electric Classic at TPC Tiburon Golf Club* Sugarloaf • Ho Tram Open at The Bluffs *Denotes tournaments formerly managed by Greg Norman Production Company

Section 3.B: Conceptual Development Plan for The Site

SEE ATTACHED PLAN ON NEXT PAGE

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Section 3.C: Proposed Development Schedule (Subject to change)

• 12 months for the design and entitlement process • Release of Building Permit and Certificates of Occupancy for Phase 1 and Phase 2 • 8 months from course close to re-opening o Project can be phased to maintain open play for 18 holes of golf for the duration of construction o Course Close February 28, construction o Substantial completion of construction works, July 31 o Grow-in, August 1 – October 31 o Re-Opening November 1 • 9 months for construction of clubhouse • Release of Phase 3 of Building Permits and Certificates of Occupancy • Development schedule is contingent on City’s approval of golf course development Schedule.

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TAB 4 - FISCAL IMPACT

Section 4.A: Business Plan

Professional management services include the development and execution of a business plan for Blue Rock Springs Municipal Golf Course, which would be completed once hired and in advance of opening the newly renovated facility. Below is a general outline of a business plan that can be elaborated on through collaboration with the City and its Officials.

1. EXECUTIVE SUMMARY 2.4 GOAL #4 – GROW (CHANGE) OUR 1.1 FINANCIAL SNAPSHOT CUSTOMER BASE 1.2 VISION/STRATEGY OF THE CLUB 2.5 GOAL #5 – HIT THE NUMBERS 1.3 KEY GOALS & OBJECTIVES 3. 2016 SALES & MARKETING STRATEGY 1.4 SALES & MARKETING STRATEGY 3.1 STRATEGIC DIRECTION 2. 2016 GOALS & OBJECTIVES, ACTIONS & 3.2 KEY OBJECTIVES DELIVERABLES 3.3 TARGET SEGMENTS 2.1 GOAL #1 – LEVERAGE DISTINCT 3.4 STRATEGIES COMPETITIVE ADVANTAGE 3.5 MARKETING AND PUBLIC RELATIONS 2.2 GOAL #2 – DEVELOP & RETAIN OUR 3.6 PROGRAMS ASSOCIATES 4. 2017 BUDGET & DEPARTMENT SPECIFIC 2.3 GOAL #3 – DELIGHT AND RETAIN OUR PLANS CUSTOMERS 5. STAFFING ORGANIZATIONAL CHARTS 5.1 KEY STAFF ORGANIZATION CHART Section 4.B & Section 4.C: Estimated Fiscal Impact and Expected Job Generation

The economic and fiscal impact to the City of Vallejo will be very positive. Projected economic benefits to the City of Vallejo would include, but not be limited to:

• Job generation through the golf course operations • Job generation and new business opportunity through the development component • Increased tax revenue from the golf course and new development o Food and Beverage o Merchandise Sales o Weddings o Tournaments/Corporate Outings o Economic stimulation from visitors o Tourism o Transportation revenue

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Appendix

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PROPOSED NGF CONSULTING SCOPE OF SERVICES Market Analysis NGF will analyze the supply/demand dynamic that is driving the competitive public access golf market in the Vallejo/North Bay area. We will document relevant local competition in terms of relative quality, service levels & amenities, and trends with respect to fees and activity levels so that we can identify the appropriate price value proposition and operating parameters for Blue Rock Springs Golf Course in its proposed new configuration.

We will also analyze key market demand and supply measures (derived from NGF’s proprietary GolMAP) that may impact the operation of the renovated golf course. These measures include estimated rounds demanded, golfing households per 18 holes of golf, and golf participation rates in the local and regional markets. We will compare these measures to regional and national benchmarks and help us provide a realistic expectation of the market support for the renovated golf course in both the short and longer term. Finally, NGF will analyze local demographic and economic factors that have the potential to affect demand for golf, including population growth, household income, visitation, unemployment and new residential and commercial development.

Financial Feasibility Analysis In consideration of market conditions and proposed quality of services, we will estimate attainable fee levels, revenues and expenses for each facet of the golf operation, assuming private management and the proposed golf course program and quality level. We will integrate market findings and expected use levels into a five-year cash flow pro forma for Blue Rock Springs GC. NGF Consulting financial pro formas are prepared for feasibility purposes and therefore will be conservative and unbiased.

The projected net cash flows – taken in context with the other potential benefits that the redevelopment will entail (e.g., increase in tax roll, job creation) - will provide the City of Vallejo with the information it needs to make informed decisions about the redevelopment of the golf course property, and the potential annual subsidy that may be required of residents.

Economic Impact Analysis (Optional) NGF Consulting will assist the City of Vallejo with estimating the expected economic impact on the city resulting from the redevelopment of Blue Rock Springs Golf Course. The analysis will include the impacts from golf course construction and operations, as well as the effect on City tax revenues (e.g., sales, property) that will result through potential alternative uses of some of the golf course property (residential, mixed use, etc.). Golf facility related impacts include operations, construction, employment, non-resident (visitor) attraction, and real estate value.

National Golf Foundation Consulting, Inc. – Qualifications and Background 1

Golf Course Operations ➢ Rounds played, including proportion of rounds (plus other spending) from non- residents versus Vallejo residents to identify the impact of golfing visitors on the city economy. ➢ Revenues. ➢ Expenses (particularly wages and benefits). ➢ Employees (full-time, part-time, seasonal). Golf Course Construction Golf course construction impacts may be estimated by identifying direct economic impacts such as construction related wages & benefits, materials, and supplies.

Impact of Golf on Real Estate Under a best efforts basis, we will identify average premiums that golf course frontage and/or views provide to residential real estate.

Non-Golf Impacts In addition to the expected economic impact resulting from the redevelopment of the golf course, the new uses of the site (residential, commercial, mixed use) will also generate direct and indirect financial impacts on the city, including those resulting from construction, employment, wages, materials & supplies, spending, and tax rolls.

Economic Contribution Analysis At the conclusion of the data gathering stage, NGF Consulting will conduct the economic contribution analysis. The key outputs of the economic contribution analysis would include the following:

➢ Direct and indirect employment impacts ➢ Direct and indirect gross sales/revenue impacts ➢ Direct and indirect gross wage impacts ➢ Estimation of impacts on local sales and property taxes resulting from Blue Rock Springs redevelopment ➢ Multiplier effects of spending ➢ The overall value added to the city economy

National Golf Foundation Consulting, Inc. – Qualifications and Background 2

NATIONAL GOLF FOUNDATION QUALIFICATIONS & KEY PERSONNEL National Golf Foundation The NGF’s work is supported by a base of approximately 3,500 members representing every facet of the industry: public and private golf facilities; golf course architects; developers and builders; companies offering specialized services to the golf industry; national, regional, state, and local golf associations; instructors; schools, and individuals. The NGF’s board of directors includes senior executives from the leading companies in each major segment in the golf industry including officers from The First Tee, Callaway Golf Company, Edwin Watts Golf, Textron Financial, Billy Casper Golf, Myrtle Beach Golf Holiday, GOLF Magazine/Sports Illustrated, TaylorMade-Adidas Golf, Toro Golf Company, the United States Golf Association, and Golf World. There is no greater authority than the NGF on the economics of supply and demand in the business of golf. The NGF’s exclusive Golf Demand Model provides best-in-class data on every U.S. market and is utilized by many clients to improve both forecasting and customer targeting. The NGF’s database of U.S. golf facilities is the industry’s gold standard and is licensed by the USGA, PGA of America, Club Managers Association of America and the Golf Course Superintendents Association of America, as well as private enterprise such as Weather.com and NAVTEQ. Our most important research is published and distributed to NGF members and non-members and is widely quoted in local, national, and international press and are used by numerous other golf-oriented consulting and information firms. NGF publications include: Golf Participation in the U.S., annual editions; Golf Facilities in the U.S., annual editions; NGF Dashboard newsletter, published monthly; The Future of Public Golf in America, 2010; Golf Industry Overview 2009; Golfer Technology Profile, 2009; Golf Consumer Buying Profiles, 2009; Golf Travel in the U.S., 2009; The Future of Private Golf Clubs in America, 2008; National Golf Rounds Played Report quarterly with annual summaries; A Strategic Perspective on the Future of Golf, 2007; Operating & Financial Performance Profiles of 18-hole Golf Facilities in the U.S., 2010. The NGF’s Consulting Division was established in 1987 and has conducted more than 950 assignments throughout North America, plus Europe, Asia, the Caribbean, and South America. These engagements cover a broad spectrum of services, although assistance to U.S. municipalities operating golf facilities has become the landmark service for which the NGF consultants are most well-known. Since the National Golf Foundation is not involved in the design, construction, or operation of golf facilities, we are able to provide our clients with completely independent advice, and our staff will not hesitate to identify operational deficiencies that affect the performance of an existing facility or to advise clients against proceeding with a golf project.

All consulting work is conducted under the direction of Richard B. Singer, Senior Director of Consulting Services, and/or Ed Getherall, Director of Consulting Services, at the National Golf Foundation. Other staff members work as part of the study team in providing professional insight, gathering additional data, applying participation models, conducting financial analyses, and reviewing the written report. Resumes of key professional staff appear on the following pages.

National Golf Foundation Consulting, Inc. – Qualifications and Background 3

Richard B. Singer, Senior Director of Consulting Services Richard Singer first joined the National Golf Foundation (NGF) consulting staff in 1989 after completing his Finance MBA at the University of Florida, and was named Director of Consulting Services in 1997. Mr. Singer has successfully managed the NGF’s well-known golf consulting practice with an industry-respected track record of success and a reputation for delivering projects on time and on budget. Mr. Singer is now widely viewed as the leading municipal golf facility consultant available in the United States. Experience Mr. Singer’s background includes hands-on experience in the following functional areas: -Golf Facility Feasibility Analysis -Financial Analysis -Golf Business Valuation -Golf Operations Consulting -Business Plan Preparation -Golf Market Analysis -Economic Impact Analysis -Clubhouse Programming -Staffing/HR -Golf Course Master Planning -Public Presentations -Proposal Writing -Expert Witness -Golf Course Brokerage -Portfolio Analysis

National Golf Foundation Consulting Experience – During his tenure with NGF, Mr. Singer has been responsible for preparing over 350 research studies for specific projects related to golf facilities. Mr. Singer is a widely recognized expert and frequent speaker on subjects related to golf facility development, operation, management, finance and transactions. In his 26 years as a golf consultant, Mr. Singer has visited and/or profiled more than 2,900 public and private golf facility operations in the United States and internationally. Mr. Singer also has extensive experience as an expert witness in matters related to golf facility operation, providing litigation assistance to golf course owners for estimating economic damages and in helping to defend golf facility owners in civil litigation.

Golf Facility Operations Consulting – Mr. Singer’s golf facility operations consulting assignments comprise all aspects of golf facility operations, with focus on improving profitability through revenue enhancements and expense control. Many golf facility operational consulting engagements require public presentations, and Mr. Singer has demonstrated considerable poise in explaining and defending controversial golf facility proposals.

Golf Facility Development/Acquisition Consulting – In his 26 years with NGF, Richard Singer has become one of the most experienced golf facility development and acquisition consultants available today. His extensive experience includes services to support new golf facilities (feasibility studies, site master planning, business plans, etc.), and services to support transactions (acquisition due diligence, brokerage support, golf facility sale preparation, etc.). Through the last three decades, Mr. Singer has completed several consulting engagements involving the conversion of “sensitive” sites into golf facilities (i.e. landfills). Alternative Golf Facility Consulting – Mr. Singer’s consulting services for alternative golf facilities have included both new development and operational reviews for driving ranges, putting courses, miniature golf courses, golf learning centers, executive/par-3 courses, and various combinations with other facilities. He co-authored the NGF publication How to Plan, Build and Operate a Successful Golf Range.

National Golf Foundation Consulting, Inc. – Qualifications and Background 4

Key Accounts Managed (2009-2015) Representative public sector clients in 2009-2015 include: Fairfax County (VA) Park Authority (operations review – 7 courses); City of Edina, MN (3-facility review of operations); State of Georgia (7-course review of operations and outsource assistance); City of Portland, OR (5-course operations review); United States Air Force (On call to review golf operations); City of Aurora, CO (7-course operations review); City of Alameda, CA (golf facility operations review and master plan preparation); City of Burbank, CA (golf facility operations review and lease preparation); Lake of the Pines Association, WA (clubhouse review); City of Casselberry, FL (Private club acquisition); City of Thornton, CO (operations review); Borough of Sea Bright, NJ (beach/pool club development); City of Coronado, CA (GC performance benchmarking); the City of Dunedin, FL (golf facility review of operations and lease preparation); Martin County, FL (Emergency take-over assistance); City of Lincoln, NE (5-course operations / sustainability review); the State of Utah (6-course operations review). These public sector projects include extensive participation in public meetings and a defense of project work. Representative private sector clients in 2008-2014 include: The Trump Organization (private club lease analysis); The Pointe Lake and Golf Club (strategic plan); Waterlefe CDD (strategic plan); Heritage Isles CDD (clubhouse program plan); Verdict Ridge CC (member-acquisition analysis); Fleming Island CDD (rate study); Nicklaus Golf Companies (business plan review); Evergreen Investments (golf property portfolio analysis); The Moorings Club (market positioning analysis); Tuburon Golf Club (expert witness – club defense); Walt Disney Imagineering (strategic plan for golf); Bonita Bay Properties (strategic plan for golf); Dartmouth College / Hanover CC (sustainability analysis); US Naval Academy Golf Club (review of operations); and Mahogany Run GC (St. Thomas, USVI – acquisition analysis). Representative alternative facility clients in 2005-2015 include: Greens of Las Vegas, Inc. (new facility feasibility); Golden Bear International (new facility feasibility); City of Lake Oswego, OR (par-3 course reconfiguration and range expansion); Bores Group, MI (new high-end driving range feasibility); City of Ft. Lauderdale, FL (par-3 facility on landfill feasibility); City of Plantation, FL (litigation support); Gambrell & Stoltz (Macon, GA – expert testimony); and Development Consulting Co. (three ranges in CA & FL). Representative regional market and economic impact clients in 1999-2014 include: the State of West Virginia (Statewide ‘Golf Trail’ study); State of Oklahoma (Statewide Economic Impact Study); Bonita Bay Properties; Golf 20/20 – Raleigh-Durham MSA Study; GATX Capital Golf Group; C. Cabot Incorporated; Gunster, Yoakley, Valdes-Fauli & Stewart, P.A.; Public Finance Consultants Inc.; and Morgan Stanley – Dean Witter. International Experience Mr. Singer's professional resume includes golf facility consulting on projects located in the countries of Canada, Sweden, South Korea, Egypt, United Arab Emirates, Dominican Republic, Anguilla (BWI), US Virgin Islands, St. Marten, Brazil, Bahamas, and Chile. Background/Education Mr. Singer is a long-time resident of Palm Beach County, Florida and grew up around the North Palm Beach Country Club. He earned his Bachelor’s degree in marketing and Insurance from the University of Florida in 1985, and worked as a financial consultant for Northwestern Mutual Life and Baird Securities before earning an MBA in Real Estate Finance from the University of Florida in 1989. Mr. Singer is a Licensed Real Estate Broker in Florida (Lic. #BK3077126).

National Golf Foundation Consulting, Inc. – Qualifications and Background 5

Edward Getherall, Director of Consulting Services Ed Getherall joined the NGF staff as Project Analyst in 2000 after several years of subcontracting consulting services to the NGF. Mr. Getherall, who was promoted to Senior Project Director in 2001 and Director of Consulting Services in 2015, has been instrumental in cementing NGF’s status as the leader in municipal golf facility consulting, with a particular focus on improving municipal golf course marketing and making smooth transitions to alternative operating structures for their golf systems. Mr. Getherall has also directed NGF’s effort to be the leading industry resource for accurate golf market information pertaining to facility activity levels, revenue center performance, and green fee levels and trends. Since joining NGF, Mr. Getherall has become a respected industry authority on food & beverage operations, clubhouse renovation / replacement, municipal golf management alternatives, outsourcing assistance (RFP preparation / analysis of responses / contract negotiations), and other areas of expertise. NGF Projects Experience Mr. Getherall’s extensive business and marketing background has enhanced NGF’s ability to provide expertise to the facility segment of the golf industry. In 15 years in NGF’s Consulting division, Ed has been the lead project director for more than 80 consulting assignments, covering a broad range of services, including public and private golf course feasibility studies, acquisition studies, operations reviews, golf-related real estate absorption analyses, pricing / market positioning analyses, and clubhouse renovation studies.

Public Sector Clients (partial list)  City of Houston, TX  City of Palm Springs, CA  Mecklenburg County, NC  City of Melbourne, FL  El Dorado Hills, CA (CSD)  City of Greeley, CO  City of Alameda, CA  Town of Wallingford, CT  City of Concord, NC  City of Omaha, NE  City of Yonkers, NY  City of White Plains, NY  City of Oviedo, FL  City of San Diego, CA  Woodbridge Township, NJ  City of Clayton, OH  City of Portland, OR  City of Gresham, OR  City of Antioch, CA  City of New York, NY  City of Victorville, CA  Miami-Dade County, FL  Ft. Belvoir GC (U.S. Army), VA Palm Beach County, FL  City of Concord, CA  City of Gilbert, AZ  City of Reno, NV  City of Lake Havasu, AZ  City of Tempe, AZ  City of Oakland Park, FL  Kealakehe Ahupua’a 2020, HI City of San Francisco, CA  City of Tarpon Springs, FL

Background/Education Prior to joining the NGF, Mr. Getherall held several positions in the business community including extensive marketing work for such organizations as South Florida Blood Banks, Inc., the Florida Lottery, and the American Cancer Society. His areas of expertise cover a broad spectrum of marketing activity, including research, product management, and special event planning and consulting. Mr. Getherall earned his M.B.A. from the University of Florida with a concentration in finance. Ed also achieved his undergraduate degree at Florida with a B.S. in Business Administration (Marketing). With a diversified educational and professional background in both marketing and finance, Mr. Getherall has the experience and knowledge to assist in all aspects of golf facility management, marketing, operations, and development.

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Jodi Reilly, Consulting Administrator With three years client services experience at the National Golf Foundation and more than 19 years of golf facility experience, Mrs. Reilly brings extensive knowledge of municipal, upscale public, semi-private and private club experience to NGF. She currently manages support services for the Consulting / Research division and specializes in coordinating responses to government Requests for Proposals (RFPs) and the administrative aspects of contract compliance. Mrs. Reilly provides assistance in market research and prepares GolFacts statistical reports for NGF members and clients. Background and Education Prior to joining the NGF, Mrs. Reilly held several positions in the Philadelphia Section including: owning the pro shop at Twining Valley Golf & Fitness Club, Dresher, PA; Golf Operations Concierge at Philadelphia Cricket Club, Flourtown, PA; Buyer and Outing Coordinator for Blue Bell Country Club, Blue Bell, PA; Marketing Director for Center Valley Club, Center Valley, PA. In 1997, she earned a Bachelor of Science degree in Graphic Design from the Pennsylvania College of Technology.

Kevin McLendon, Program Director – Golfer Survey Program Kevin McLendon enjoys eleven years’ experience at National Golf Foundation and currently serves as Director of Database Services and Program Director of NGF's Customer Satisfaction Products. Mr. McLendon provides his expertise in the design, implementation, interpretation, and data analysis of NGF’s Golfer Survey Program and GolfSAT products.

NGF Projects Experience A foremost expert in the disciplines of customer satisfaction and direct marketing, Kevin is adept at walking clients through the implementation of the Golfer Survey Program, and analyzing and interpreting their customer survey data. Kevin’s analysis of survey results helps golf facility operators identify strengths and deficiencies and formulate an action plan designed to improve performance. Mr. McLendon’s recent clients include:

Golf Plus Inc, DBA, Bloomingdale Golf Club KemperSports Weibring Golf Club At Illinois State University U.S. Air Force Services Premier Golf Centers, LLC Cleveland Metroparks Poppy Holding, Inc. Honours Golf Chomonix Golf Course CourseCo Bald Head Island Club TPC Tampa Bay Sagamore Hampton Golf Club Sirius Golf Advisors, LLC Fort Mill Golf Club Augusta Ranch Golf Club Tumwater Valley Municipal Golf Course City of Phoenix Parks, Recreation & Library Decatur Park District City of Lakewood, Community Resources Department Sagamore Golf Center Great Northern Golf Co. Leroy Springs & Company, Inc. WinStar Golf Course

Background and Education Kevin received his Bachelor’s degree in Political Science from Furman University in 2001 and his Masters of Business Administration from Florida Atlantic University in 2009. Kevin is a member of the Phi Kappa Phi honor society and the Direct Marketing Association. Prior to his formal education and joining the NGF, Kevin held several positions at Jericho National Golf Club in New Hope, PA.

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REPRESENTATIVE STUDIES & REFERENCES Following are references for recent work of a nature similar to that proposed for the City of Vallejo and/or other projects in the Bay Area and California, with a brief description of the work completed by NGF. The contact persons named in the project summaries were, in each instance, the point of contact for our consulting staff and served as “project manager” during our consulting engagement.

El Conquistador and Pusch Ridge Golf Courses – Town of Oro Valley, AZ System-Wide Golf Strategic Plan + Golf Reduction Feasibility (2 Facilities) - 2017

In 2017, the NGF was part of a team retained by the Town of Oro Valley, Arizona to evaluate the Town’s two-facility golf course system that comprises 45 holes of golf and large golf clubhouse. The Town had recently acquired the two golf courses from a private owner and was trying to better understand the asset and how it fits in with the market, what the long-term economic potential of golf was, and to what options for reconfiguration of the courses were available. Both golf facilities were originally developed with adjacent real estate, and much of the golf courses currently sit within defined corridors between rows of residential housing.

The NGF team prepared a comprehensive review of the subject golf courses and the surrounding golf market environment detailing the number of golf holes that would be supportable in Oro Valley. The NGF team concluded that only 27 or 36 holes would be sustainable, and presented alternatives for the two facilities, including options to re-purpose all or parts of existing golf course or selected golf holes. This included four separate options, all of which involved some form of responsible redevelopment of portions of the golf course into open space, passive recreation, intense recreation or development uses.

As of August 2017 the Town is considering the options presented by NGF and is moving to get the golf facility operation in order first, with NGF-proposed changes to the management agreement and food/beverage concessions structure. The Town is expected to explore additional options that involve a reduction in golf holes in the coming two years.

Client: Kristy Diaz-Trahan, CPRP, Parks & Recreation Director Town of Oro Valley 11000 N La Canada Dr Tucson, AZ 85737 (520) 229-5050; [email protected]

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Blackberry Farm Golf Course – City of Cupertino, CA Golf Course Redevelopment Feasibility and Master Plan (Ongoing)

After performing a full operations review and physical plant assessment of the City’s Blackberry Farm Golf Course in 2014, NGF - working with Forrest Richardson, ASGCA, and Brian Curtis, clubhouse architect and consultant - was brought back in July 2015 to create a conceptual master plan for the facility. The City’s goal is to create a sustainable golf course and high-tech multi-use clubhouse/community center that will appeal to multiple user groups, ensuring the broadest utilization possible. Results of the facility analysis will be incorporated into the City’s overall Stevens Creek Corridor Master Plan and be used for environmental “clearance” purposes.

The conceptual plan will include new siting of the entryway and clubhouse (in consideration of flood plain constraints), clubhouse programming, high-tech practice area, putting course, and new irrigation system and water tower. The NGF team will formulate probable cost estimates for all elements. Additionally, the NGF team will generate all of the turf area reductions, naturalized areas, tree removals and new plantings so the City can quantify the environmental impacts.

Client: Gail Seeds, Park Restoration and Improvement Manager City of Cupertino Parks & Recreation 10300 Torre Avenue, Cupertino, CA 95014 (408) 777-3226 [email protected]

Palo Alto Golf Course / Baylands Golf Links - Palo Alto, CA Financial Analysis and Outsourcing Assistance

NGF Consulting was retained by the City of Palo Alto in 2012 to help the City understand the expected financial impact from four unique reconfiguration plans for the municipal Palo Alto Golf Course. NGF performed a market analysis to provide the City with a qualitative assessment of the impact that the improvements would have on Palo Alto Golf Course’s market/competitive position, and discussed the implications of the improvements on facility branding and marketing. NGF also provided 5- and 10-year cash flow pro formas that projected the estimated net financial impact of the proposed improvements. The financial analysis included: expected changes in fee structure, revenue generation (as well as loss during time of construction), impact on operating expenses, and identification of growth opportunities.

In addition, the NGF team analyzed the current concession agreements (pro shop, food & beverage, and golf course maintenance) at Palo Alto GC in the context of whether the contracts were equitable to the City, as well as in consideration of how the financial return to the City would differ under alternative operating structures. A discussion of the costs, benefits, and financial implications of each operating scenario was presented. After years of delays resulting from the permitting process, the City began reconstruction of the golf course in 2016, and Baylands Golf Links is expected to open in late 2017. NGF Consulting is providing ongoing assistance to the City related to finding a management company for the golf course, as well as a potential redevelopment partner for the golf clubhouse area.

Client: Robert DeGeus, Comm Svc Dpt, Rec & Golf Div City of Palo Alto Parks, Open Spaces, Recreation and Golf 1305 Middlefield Rd Palo Alto, CA 94301 (650) 463-4905 [email protected]

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Chuck Corica Golf Complex – Alameda, CA Master Plan and Outsource Assistance

The City of Alameda retained NGF Consulting to assist with the City’s plan to privatize (or outsource) the 45-hole Chuck Corica Golf Complex by preparting a master plan option that could be adopted by potential bidders. The NGF team was previously retained by the City of Alameda to complete a full operations review, the result of which identifed a need to change from the City’s self-operation program.

NGF assistance in this project included the preparation of a complete facility master plan, including potential alternative recreation and/or hotel uses for the Mif Albright course. The master plan was to be used by the City in determining the appropriate course of action for the future of Chuck Corica with regard to the implementation of capital improvements that would be required by any selected private operator. The NGF team also assisted in preparation of Request for Proposal (RFP) documents and establishing selection criteria for use with responses.

In January of 2009, the City of Alameda entered into an agreement with Kemper Sports Management to operate the now 36-hole Chuck Corica Golf Complex. The City subsequently entered into a long-term lease with Greenway Golf, which agreed to contribute significant capital investment to facility improvements.

Client: David Brandt, City Manager (now City of Cupertino) City of Alameda Parks & Recreation 2263 Santa Clara Ave., Rm 320 Alameda, CA 94501-4477

Binder Park Golf Course - Battle Creek, MI Review of Operations and Analysis of Proposed Improvements

NGF Consulting was retained by the City of Battle Creek, Michigan in 2016 to analyze operations for the City’s 27-hole Binder Park Golf Course. This review included a strategic look at the City’s municipal golf offering, with a specific focus on the recent performance of BPGC in light of concerns related to future profitability and ability to cover scheduled bond debt payments. A key focus area for the NGF in this review is to help the City establish the use of “best industry practices” in operating and marketing its golf facility, and explore options to position the golf course to capture new sources of business. Other issues addressed by NGF included the City either selling or closing the golf course.

NGF made a series of operational recommendations aimed at improving the marketing and utilization of technology at Binder Park. From a big picture standpoint, NGF recommended that the City keep BPGC open and concentrate on making the golf course a more economically viable operation, as closing the golf course would result in far lower cost recovery, and selling the golf course would likely result in a low value offer. Recommendations geared towards increasing revenue included adding an extension to the existing pavilion to facilitate more banquets and outings, and lighting the driving range for night use and additional programming.

Client: Kevin Smith, Revenue Services Manager City of Battle Creek 35 West Hamblin Avenue Battle Creek, MI 49017 (269) 966-3355, ext. 1610 [email protected]

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Bill Roberts Golf Course – Helena, MT Operations Review and Feasibility of Proposed Improvements

In spring 2016, the City of Helena retained NGF Consulting to assist the City in shaping a realistic vision for the future of BRGC. NGF is providing planning and evaluation services that will result in business recommendations and a cost-benefit analysis of potential capital projects. The key component of the NGF study is to evaluate the feasibility of a new state-of-the art clubhouse, which would be built to make Bill Roberts a year-round attraction in Helena with the presence of golf simulators, video poker gaming machines, and other entertainment-based amenities aimed at attracting a young adult (‘Millennial’) clientele.

This study commenced in June 2016. NGF findings and recommendations will be used to help prepare a workable business plan to enhance operations, improve efficiencies and maximize facility economics so that it is sustainable for the long term. The City adopted key NGF recommendations in September 2016, including construction of a new clubhouse building (pending cost estimates by bidders).

Client: Amy Teegarden, City of Helena Parks & Recreation Department 316 N. Park Helena, MT 59623 (406) 447-8462 [email protected]

Martin County, FL Feasibility of Golf Course Modification

NGF was retained by Martin County, Florida in 2014 to review options for operation and renovation of the County’s 36-hole Martin County Golf and Country Club. The County’s lease partner had vacated the lease in 2014 and the County needed a new plan for operation beginning January 1, 2015. Among the issues to be reviewed by NGF included the operation of the golf facility, appropriate staffing, marketing, pricing and the feasibility of modifying the physical plant of the 36-hole facility.

Working with the County’s established golf design partner, the NGF team analyzed several options for this property, including reducing from 36 holes to 27 or 18 holes, modifying one 18-hole course into a par- 3 or executive course, and modifying or replacing the existing clubhouse. NGF also prepared a detailed analysis of the Martin County area public golf market, with focus on the supply and demand balance at various price points to aid in establishing the facility type and mix of amenities that would provide the best opportunity for the County going forward, in light of its new responsibility.

Client: Kevin V. Abbate, Parks & Recreation Director Martin County Parks & Recreation 2990 SE Dixie Highway Stuart, FL 34997 (772) 221-1420 [email protected]

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Federal City Council / National Park Service (3 Facilities) – Washington DC, Financial Feasibility of Large Scale Capital Improvements & Lease of NPS Golf Courses

Federal City Council (FC2) in Washington, D.C. retained NGF Consulting to review the current condition and future market potential of the three National Park Service (NPS) golf facilities – East Potomac, Langston, and Rock Creek Park Golf Courses. FC2 had retained the services of golf course architect Bill Love and was considering options for the future of these facilities, while seeking to better understand the realistic economic potential of the golf courses given existing site and market realities. A key service from NGF was to review design plans submitted by the golf architect and provide market feasibility support for the proposed large-scale capital enhancements.

In addition to a review of the capital investment, the NGF team also provided a thorough analysis of the operation and maintenance structure. NGF determined that change was needed at each golf course in both physical condition and operating program, as the NPS concession form of operation is not working and is limiting future potential. NGF recommended that FC2 take over the operation of the three courses and immediately implement approximately $3.5 million in needed repairs to the golf courses. For the longer term, NGF recommended a more comprehensive master plan for the NPS courses, including changes to the physical plant (both golf courses and clubhouses), to be completed as part of the active neighborhood revitalization that is ongoing in these areas of Washington DC.

Client: Emeka Moneme, Deputy Executive Director Federal City Council 1156 15th Street, Suite 600 Washington, D.C. 20005 (202) 481-3258 [email protected]

River Ridge Golf Club – Oxnard, CA Operations Review + Assessment of Golf Course Reconfiguration

The City of Oxnard retained the NGF and golf course architect Forest Richardson, ASGCA in 2014 to assist the City with a strategic review of the 36-hole River Ridge GC, including the economic performance of the facility, which was constructed on a landfill in the late 1980s. Key study components included a review of the facility’s management and presentation of ideas for growing revenue, reducing expenses, managing golf enterprise fund expenses and reconfiguring the River Ridge property to allow for potential expansion of the driving range.

NGF Consulting prepared a prioritized schedule of recommendations organized into three main categories: basic oversight and structure, physical improvements, and operations. The most significant of these recommendations involved a slight re-configuration of property and re-routing (re-sequencing) of golf holes to allow for an expanded practice range amenity. The NGF review also included a comprehensive financial analysis of projected new revenues and expenses in consideration of all NGF recommendations.

Client: James Cameron, Chief Financial Officer City of Oxnard 300 West Third Street Oxnard, CA 93030 [email protected]

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