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2010-03-16 6-F Exhibit 2L November 19, 2009 Mr. Dale Lillard Director, Alameda Recreation and Parks Department 2263 Santa Clara Avenue Alameda, CA 94501 er RE: Management, renovations, maintenance and operation of the Chuck Corica Golf Complex Dear Dale: We respectfully submit this letter of interest and our enclosed response to your request for proposals for the renovation, management and operations of the Chuck Corica golf complex. As you may remember I am the owner of Bellows Golf Holdings Bellows Golf Management and a 50% partner with Landscapes Golf Group on three separate municipal golf courses. I will be the primary contact for Bellows Landscapes with regard to this proposal, In recent years I have been fortunate in developing a mutually beneficial golf partnership arrangement with Landscapes Golf Group, a wholly owned subsidiary of Landscapes Unlimited. Landscapes Unlimited is a national landscape and golf construction company that has completed over 800 golf course construction and renovation projects. Landscapes Golf Group owns and operates 19 different golf facilities across the country and Bellows operates six municipal golf course businesses and his team also provides management services for one other privately owned public golf course. To date Landscapes and Bellows "LB have shared interests in two long term municipal golf course renovation and operation agreements and one management agreement. Landscapes Golf also operates a municipal facility in Colorado which gives LB a collective total of seven municipal golf course operations and 26 golf facilities overall. LB would like to continue focusing on renovation and management opportunities in the western part of the country. NECESSARY CANDIDATE ATTRIBUTES We believe it will be very important for the City of Alameda to select a golf operator that has extensive municipal golf experiences. More importantly we believe the new operator needs to be fully committed to the long range facility improvement plans, which most likely would mean that the selected operator is willing and capable of providing funding for the planned capital improvements at the Chuck Corica Golf Complex. Tab 1— Letter of Interest/ City of Alameda Golf RFP Nov 09 Bellows Golf Management /Landscapes Golf Group, 1415 N Mill Avenue Tempe, AZ 85281 Phone: 480 350 -5274 Fax: 480- 350 -5080 uric c1w� e One of the strengths of the LB team is that Landscapes Unlimited would provide the renovation and construction expertise on a cost plus basis for any future capital improvements contemplated for the Chuck Corica golf courses. The LB team is also willing to provide other competitive construction bids to insure the city that the best construction and improvement pricing is considered and provided. Another benefit that the LB team offers is the fact they have staffing already in place in Oceanside, California and they could be available anytime to assist with the transition. Currently LB has observed that many of the existing Chuck Corica employees are very qualified and it would be our INTENTION TO FIRST OFFER JOBS TO the existing qualified Chuck Corica staff members. Additionally Landscapes Golf has a national agronomist (Steve Merkel), and a transition renovation specialist (Scott Nissley), and both individuals are available to assist at any time, which means on very short notice LB could have a team on site working and hiring new staff. We believe another concern the city might have involves possible conflicts if a local operator has an interest in operating the Chuck Corica Golf Complex while operating competitive projects in the immediate area. In that regard the LB team does not have any competitive facilities in the Bay area and with our existing operations in Southern California and Arizona we are still readily available to provide "hands on" supervision. OUR PROPOSAL We are confident that our team offers the most inclusive skill sets with regard to municipal golf operations, extensive golf renovation experiences, and financial capability. We are also confident that these varied experiences will allow the city of Alameda to receive the most comprehensive representation for the Chuck Corica Golf Complex. The challenge for the new operator at Chuck Corica will be to rapidly improve the financial performance of the facility so that any capital improvement investment or improvement construction debt can be supported from the golf operations. The projections included with this proposal show early success when proper management practices are applied. LB believes that the Chuck Corica Golf Complex can support the significant capital improvements that the city would like to see and based on the conservative projections included in this response LB believes that at least $500,000 a year should be realized from operations to support the annual debt for capital projects. FURTHERMORE the r r C r F. In EI r. L Tab 1— Letter of Interest City of Alameda Golf RFP Nov 09 Bellows Golf Management /Landscapes Golf Group, 1415 N Mill Avenue Tempe, AZ 85281 Phone: 480 350 -5274 Fax: 480- 350 -5080 projections reflect significant lease revenues in excess of $400,000 annually for the city even after payments for capital projects have been allocated. SUPPORT INFORMATION Enclosed in our proposal you will find references, organizational charts, information on the team members, information on our SUGGESTED lease approach, including projections and a basic business plan outline. IN CLOSING LB is a moderate size company with a national presence that is fully capable of providing all aspects of the services required both short and long term for the Chuck Corica golf courses. It will take a strong company to reverse the financial trends of these two golf courses. The City of Alameda has short term and long term challenges with the future of the Chuck Corica golf complex and LB can provide a team that will work directly with the city to structure a path to success. Thank you for taking the time to review this letter of interest and our enclosed bid proposal. Please feel free to contact me anytime with your questions. We are more than willing to DISCUSS OR ADJUST certain aspects of this proposal should there be some items the city would like to address differently. Sincerely yours, Landscapes Golf Group Bellows Golf Management Jim Bellows, PGA j. bellows @bellowsgolfmanagement.com Cc; Mike Jenkins, Tom Everett, Bob Lockhart, Mark Young Tab 1— Letter of Interest City of Alameda Golf RFP Nov 09 Bellows Golf Management /Landscapes Golf Group, 1415 N Mill Avenue Tempe, AZ 85281 Phone: 480 350 -5274 Fax: 480 350 -5080 INTRODUCTION CONTACT PERSON "Thank you for considering partnering with Bellows Golf Management and Landscapes Golf Group "LB for your Chuck Corica Golf Complex renovation and golf management needs. We are anxious to put our experience, commitment to quality, and UNLIMITED Capabilities to work for you." COMPANY PROFILE AND QUALIFICATIONS: Landscapes Golf Group and Bellows Golf Management "LB are joining forces in response to the City of Alameda's request for proposal regarding the renovation and golf management services for Chuck Corica Golf Complex. The LB team currently operates a total of eight golf properties in Arizona and California. The primary contact for this proposal will be Jim Bellows, PGA member and owner of Bellows Golf Management the operator of four municipal golf courses and one public golf course in Arizona and two municipal golf courses in Oceanside, California. Landscapes Golf owns and operates the Coldwater public golf course in Avondale, AZ and is the 50% partner with Bellows for the two Oceanside properties and the one Glen Lakes Golf Course in Glendale, AZ. Additionally Landscapes Golf owns and operates another 19 golf courses across the nation. Bellows contact information is as follows and his office will serve as the contact point in the future should LB be selected as the management team for City of Alameda. Jim Bellows 1 BGM c/o Rolling Hills Golf Course, 1415 N. Mill Ave, Tempe, AZ 85281 Office: 480 -350 -5274 Fax: 480- 350 -5080 m Cell: 480- 797 -3677 Personal e-mail: i. bellows(a)bellowsgolfmanagement .com Websites: www.landscapesgolfaroup.com www.bellowseolfmana2ement.com Landscapes Dun and Bradstreet is: 08 -021 -9421 1 Bellows Golf Management does not have a Dun and Bradstreet Number. BGM Bank of Record is Wells Fargo and credit information can be provided upon request. Tab 1: Introduction Page 1 of 1 Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 B IS x ��.tca ywl e W Company Background and Principals LANDSCAPES /BELLOWS PROPOSAL Landscapes Golf Group the operator of 19 golf courses and the sister company to Landscapes Unlimited, arguably the largest American golf course construction contractor with over 800 golf courses built or renovated, has agreed to join Jim Bellows, Bellows Golf Holdings and Bellows Golf Management, the operator of six municipal golf courses and one public golf course, to make their qualified proposal for the renovation and management of the Chuck Corica Golf Complex. At this time we will call this joint venture "LB." The actual entity that will contract with the City of Alameda will be a newly formed single purpose joint venture between Landscapes Golf Group, LLC "LGG Mike Jenkins, President and Bellows Golf Management, LLC "BGM Jim Bellows owner and PGA member. Jim Bellows will act as the managing member or key contact for the newly formed entity. The LB proposal is presented by a highly qualified team with years of municipal and public golf course construction, renovation and operations experience. The LB proposal offers many benefits to the city and the entire golf operation. What follows are highlights of the LB proposal: 1. A team with the financial strength to absorb the start up costs and more importantly fully capable of sourcing the funds to complete the mutually approved future improvements. 2. A team with the resources to make a seamless transition. 3. A proposed management structure and business plan that will allow the city to improve its asset as well as maximize its potential lease compensation. 4. A team that already uses the existing city IBS Point -of -Safe system. 5. A medium sized operating team that allows the company principals to be involved with the city and the actual golf operations, however a large enough entity that can provide national discount programs for the golf complex. 6. A team that already operates eight municipal facilities and understands the municipal process. Tab 1: Firm Background and Principals Page 1 of 11 Bellows Golf Management and Landscapes Unlimited Alamarla Prnnncal NnvPmhar 9nnq 1 1 `N J L/1 L i A W va N. R C L C �A L V n� o t7 CT. R m J Op c a fu vo CP c 0 D r a E a a a C fC y 07 G]. V O LS O �1 Q w ts c 0 a c 3 3 c CL Ln maC4.•0 m� c C Q y �s ro ao LL N O 4 �o CU u mo as om.6E ro to mC cr- N N. R C t O c V n� a r y t7 CT. R E tm E E w w m fu vo CP c D r a o o v c c ro L cu D 0 c u a� U m s M g ro s c p O m CG Gl R Y C R Q g e e CC o O an as ao. N c a g ra �a o o t7 �L9 w Q O R t l7 O co MO to cu LL tj P U aD O WO l] C E a O 41 d cr cu R C t O c V n� a r y e R r4 tm E E w w m m U aD O WO l] C E a O 41 d cr cu a l7 ir C6 �c C a ro w Q L L V V a r r r W-1 r r-I d N N CtA d -o O fil E m r. ,n V) O rL Q L V C V) S3 E d c d 'O J 7 d m O ro Z I c 4 7 Ln o (D d G4 E d_ C I, C u C LL C d T rl Q y m 0 m I. R C t O OJ N a a r y e R r4 tm E E w w m m r a a a a �c C a ro w Q L L V V a r r r W-1 r r-I d N N CtA d -o O fil E m r. ,n V) O rL Q L V C V) S3 E d c d 'O J 7 d m O ro Z I c 4 7 Ln o (D d G4 E d_ C I, C u C LL C d T rl Q y m 0 m I. V�k Co!'iCQ Cyq/� ,P i t "90 P LJW 1 BELLOWS GOLF MANAGEMENT, LLC dba BGM A wholly owned subsidiary of Bellows Golf Holdings, LLC Golf Course Management, Acquisitions and Construction Consulting 1415 North Mill Avenue, Tempe, AZ 85281 E -mail: i. bellows @bellowseolfmanaeement.com Phone (480) 350 -5274 Fax(480)350-5080 Date of Organization: 7/31/95 Jim Bellows Owner Managing Member PGA Member #M00 -101 -29881 Jim Bellows has been in the golf course business since 1970 and has been a member of the Professional Golfers Association since 1976. Over the past 39 years, Mr. Bellows has been involved in all phases of municipal, public and private golf course operations. His experience also includes public and private golf course construction and design, clubhouse design and planning, golf community development, golf course acquisitions, golf course sales and membership planning. Originally from Southern California, Mr. Bellows moved to Arizona in 1985 to participate in the development of Troon Golf and Country Club, Scottsdale, AZ as its first director of golf. Below is a list of the golf courses that Mr. Bellows has been directly involved with over the last 39 years. This list does not include 50+ golf course acquisition evaluations completed for potential clients by Mr. Bellows. Municipal Golf Courses: Sepulveda Golf Course 36 Holes, Encino, CA, Los Angeles City Owned Knollwood Golf Course 18 Holes, Granada Hills, CA, Los Angeles County Owned Ken McDonald Golf Course 18 Holes, Tempe, AZ City of Tempe Owned, (Current Concessionaire) Rolling Hills Golf Course 18 Holes Executive, Tempe, AZ, City of Tempe Owned (Current Concessionaire) Estrella Mountain Golf Course 18 Holes, Goodyear, AZ, Maricopa County Owned, (Current Leasehold Operator) Oceanside Golf Course, Oceanside, CA (Current Leasehold Operator) Glen Lakes Golf Course, Glendale, AZ ",Current Concessionaire) Private Clubs: Bel -Air Country Club, Los Angeles, CA Lakeside Golf Club, Toluca Lake, CA Troon Golf and Country Club, Scottsdale, AZ Calabassas Country Club, Calabassas, CA (Previous Member) Desert Mountain Golf Club, Scottsdale, AZ (Current Member) Public Daily Fee Golf Courses: Van Nuys Golf Course 27 Holes Executive, Van Nuys, CA Westchester Golf Course 18 Holes Executive, Westchester, CA Vistoso Golf Club 18 Holes, Tucson, AZ (consultant) The Foothills Golf Club 18 Holes, Phoenix, AZ (ownership partner). The Falcon Golf Course 18 Holes Championship, Litchfield, AZ (current management contract). Association Memberships: United States Golf Association Professional Golfers Association of America National Golf Course Owners Association VGM Golf Buying Group Tab 1: Firm Background and Principals Page 3 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 nw SEVEN GOLF COURSES (Six Municipal and One Public) Currently Being Managed by BGM r Sierra Estrella, LLC dba Estrella Mountain Golf Course I Jim Bellows and Bellows Golf Holdings own 99% of Sierra Estrella, LLC ra 18 hole Championship public /municipal golf course 15205 West Vineyard Avenue, Goodyear, AZ 85338 (623) 932 -3714 f Web site and tee time reservations www.estrelia- golf.com Master Golf Course Lease with Maricopa County, AZ l (BGM is responsible for all services) Lease term expires 2027 Lease provides for term extensions Since 1997 BGM Golf has invested over $3,000,000 to completely renovate this facility. Current Annual Rounds 43,000 High 52,000 Seasonal Green Fee Rate varies from $20 $49 (Including cart) Maricopa County Contact R. J. Cardin Parks Recreation Director L Phone: 602 -506 -2930 RHGC, LLC dba Rolling Hills Golf Shop Bellows Golf Holdings owns 99% of RHGC, LLC I 18 Hole Executive, municipal/ public golf course l 1415 North Mill Avenue, Tempe, AZ 85281 (480) 350 -5274 Tee time reservations www.tempegolf.net Golf Restaurant Concession Agreement with the City of Tempe, AZ (BGM is responsible for golf shop RESTAURANT services) Concession Agreement expires 2017 l Since 1995 Bellows has invested approximately $150,000 in related start up costs Current Annual Rounds 65,000 High 80,000 Seasonal Green Fee Rate varies from $15 $40 (Including cart) City of Tempe Contact Mark Richwine Parks Recreation Administrator Phone: 480 -350 -5325 Tab 1: Firm Background and Principals Page 4 of 11 L Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 L QW 0 RHGC, LLC also dba Ken McDonald Golf Shop Bellows Golf Holdings owns 99% of RHGC, LLC 18 Hole Championship, municipal public golf course 800 East Divot Drive, Tempe, AZ 85823 (480) 350 -5256 Tee time reservations www.tempegolf.net Golf Shop Concession Agreement with the City of Tempe, AZ <Y' �oI�CO CJO(J =r Cµ t j/ 3 (BGM is responsible for golf shop services) Golf Concession Agreement expires 2017 Since 1996 Bellows has invested approximately 200,000 in related start up costs Current Annual Rounds 78,000 High 98,000 Seasonal Green Fee Rate varies from $15 $39 (Including cart) City of Tempe Contact Mark Richwine Parks Recreation Administrator Phone: 480- 350 -5325 OCEANSIDE GOLF, LLC dba Oceanside Golf Course Bellows Golf Holdings Landscapes Unlimited, LLC each owns 50% of OCEANSIDE GOLF, LLC 18 Hole Championship, municipal/ public golf course 825 Douglas Drive, Oceanside, CA 92058 (760) 433.1360 Tee time reservations www.plaVoceansidegolf.com Golf Operations Management Agreement with the City of Oceanside, CA (BGM is responsible for golf shop, food beverage, and maintenance services) Since 2007 Bellows and Landscapes has invested approximately 900,000 in related improvement costs Current Annual Rounds 70,000 High 80,000 Seasonal Green Fee Rate varies from $36 to $52 (Including cart) City of Oceanside contact Douglas Eddow Real Estate Manager Phone: 760 435 -5012 Tab 1: Firm Background and Principals Page 5 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 FALCON GOLF COURSE r r f A Management Partnership between Bellows Golf Holdings Landscapes Unlimited 18 Hole Championship public golf course 15152 W Camelback Road, Litchfield Park, AZ Tee time reservations www.falcongolfclub.com Golf operations management agreement with First Industrial Realty, Inc. (BGM is responsible for golf shop, food beverage, and maintenance services) Current Annual Rounds 39,000 High 40,000 Seasonal Green Fee Rate varies from $28 to $45 (Including cart) First Industrial Realty, Inc., contact Bob Hubbard Regional Development Officer Phone: 602 381 -6820 GLEN LAKES GOLF COURSE A Partnership between Bellows Golf Holdings Landscapes Unlimited 9 Hole Executive, municipal/ public golf course 5450 W Northern Ave., Glendale, AZ Golf Operations Management Agreement with the City of Glendale, AZ (BGM is responsible for golf shop, food beverage, and maintenance services) Current Annual Rounds 45,000 High 55,000 Seasonal Green Fee Rate varies from $20 to $27 (Including cart) City of Glendale contact William Schwind Deputy Director Parks Recreation Phone: 623- 930 -2668 Tab 1: Firm Background and Principals Page 6 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 r I CENTER CITY GOLF COURSE ALAY!lA A Partnership between Bellows Golf Holdings Landscapes Unlimited 18 Hole Executive, municipal public golf course 2323 Greenbrier Drive, Oceanside Golf Course Golf Operations Management Agreement with the City of Oceanside, CA (BGM is responsible for golf shop, food beverage, and maintenance services) Current Annual Rounds 45,000 High 55,000 Seasonal Green Fee Rate varies from $20 to $27 (Including cart) City of Oceanside contact Douglas Eddow Real Estate Manager Phone: 760 435 -5012 Tab 1: Firm Background and Principals Page 7 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 O 00 GJ DO ro C. a 3 ��t a o'. a a� E Q) N 0 N N fl. fl' L L G C. w J O ro Z "O ra I c O as D to E a lid 0 D m ry7 C 5 N 4- E y ry O m L P Landscapes Unlimited Founder Landscapes Unlimited (LU) is a result of the aspirations and dreams of William "Bill" Kubly, a Registered Landscape Architect. Bill has a degree in Landscape Architecture from the University of Wisconsin and Kubly now has over 30 years experience in the golf course construction and recreational development industry. Today, he is the driving force behind one of the best known, honored and successful names in the business. With more than 800 completed projects, the success of LU is best understood by taking a closer look at the philosophy and vision of our J founder. First, there exists an uncompromising commitment to quality. Second, Kubly believes in close personal involvement by management with every project, regardless of size. Finally, he has chosen to surround himself with an assembly of the top professional people in the industry. Bill believes in giving back to both the industry and the community. He currently serves as President of the GCBAA Foundation and Chairman of the Board of Trustee's for The Environmental Institute for Golf. In addition, he has been actively involved with such local and national community efforts as Junior Achievement, Sticks for Kids and The First Tee. In recognition of his personal accomplishments and the success of the company he built, Bill was recognized by Ernst Young in 2000 as the "National Entrepreneur of the Year" and in 2006, he was inducted into the Nebraska Business Hall of Fame. History Bill Kubly founded Landscapes Unlimited in 1976, following five years of work for a local golf course construction company. With five years experience and his Landscape Architect degree from the University of Wisconsin, Kubly formed his one -man operation. With a pickup truck, a pipe wrench and a pipe cutter, Bill began handling small irrigation projects for local golf courses. Forever the optimist, Kubly soon began to broaden his capabilities. He did so by working with many different golf course architects, helping build their conceptual designs into striking realities. Paramount to his success, Bill's previous design background provided him with the unique dimension of being able to visually relate the architect's plans to actual field conditions. In 1976, LU was awarded its first full -scale construction project, a nine -hole addition to Lakeview Golf Course in Mitchell, South Dakota. Tab 1: Firm Background and Principals Page 9 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 r\ corka Gar Now a new business LU continued to expand through the 1980s. Bill formed a team of outstanding project managers, experienced equipment operators and a very loyal administrative staff. The early growth of LU was enviable by any standard. As evidence, LU earned rankings in the 1980's as one of Inc. Magazines' 500 fastest growing privately -owned companies. With this well- planned growth, Bill was able to expand his services by creating a company -owned irrigation and equipment division. These services allowed Bill to control and assure the quality expected from every LU customer. The 1990's were marked by rapid growth within the construction business and the company's expansion into golf course development and ownership. During this period LU also increased the level of support provided within the home office in order to better serve our clients. In the new millennium, Kubly diversified the company's focus and resources. LU made a natural progression from building awarding winning golf courses to building sports fields, parks and providing landscapes services. This diversification allows LU more opportunities to do what it is best at; creating outdoor aesthetics a community or owner will enjoy and appreciate for years. From its modest beginning in 1976, LU now employs a staff of more than 1,000 professionals during its peak season and has a resume which includes countless notable and award winning projects. Throughout the last 30 years, it is Kubly's vision and his total commitment to quality which have resulted in our UNUM! T ED Capabilities. No longer just a golf course construction company, LU's focus on integrity, quality and customer satisfaction is still our number one goal. Tab 1: Firm Background and Principals Page 10 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 r r r r. r C f. r r. u c kumlo` Landscapes Golf Group, LLC Southwest Municipal and Public Course Portfolio Broadlands Golf Club 14300 North Lowell Blvd. Broomfield, CO 80020 303.466.8285 Opened in 1999, golf course architect Rick Phelps designed Broadlands to appeal to golfers of all skill levels. It was voted Broomfield County's Best Golf Course in 2004. This is the fourth straight year the Broadlands has won the award in Broomfield County. For additional information, visit www.thebroadiandsgc.com Coldwater Springs Golf Club 115th Ave Van Buren Avondale, AZ 85323 623.932.9000 LU built this daily fee course in a residential community developed by Standard Pacific and Fulton Homes of Avondale, Arizona. Opened in 2000, LU managed the construction of the golf course, clubhouse, driving range, and maintenance facility. Coldwater Golf Club features rolling terrain and dramatic, undulating golf holes, while framed by mountain views, native grasses, meandering washes, and two placid lakes. Coldwater Golf Club was voted "Best Course to Play on a Budget" by the Arizona Republic. For additional information, visit www.coldwater€;olfclub.com Tab 1: Firm Background and Principals Page 11 of 11 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Nu� Suggested Offer or Lease Structure: REASONING Bellows Golf Management, Landscapes Golf Group and Landscapes Unlimited, the holding company and construction arm of this team "LB offers a unique combination of golf construction experience and golf ownership management experience for the City of Alameda to consider. The LB approach to the challenges of financially providing large scale capital improvements for the Chuck Corica Golf Complex include immediately first improving facility cash flows to support the required capital projects through a more efficient management focus. Secondly our team's vast experience at planning and renovating golf courses will allow a more prudent, affordable, well managed "IN HOUSE" phasing of the mutually agreed upon improvements as the cash flows become available to support and finance the improvement costs and investment. This suggested bid structure considers the capital improvement structure /option "B" as identified by the city, which would be to keep the facility as a 36hole project and in conjunction with the city make alternative plans for the Mif Albright 9 holes. If there were an opportunity for a restaurant lease buyout then we would most likely select option "C'; which includes the above concept plus the restaurant operations, HOWEVER at this time our cash flow projections do not include any food and beverage revenues. WE HAVE MEET WITH Tom the restaurant concessionaire and we feel comfortable in working with him at the facility if he chooses to stay on the property. ;Projected City Remittance f Deal Structure: SEE ATTACHED CASH FLOW PROJECTIONS The objective in this projected structure is to provide the opportunity for the city to continue to receive a remittance that they might prefer while allowing base management compensation for the leasehold operator and STILL PROVIDE ENOUGH AVAILABLE CASH TO SUPPORT THE DEBT OR INVESTMENT RE- CAPTURE FOR THE PLANNED CAPITAL PROJECTS. Included are CONSERVATIVE cash flow projections extended for seven years that demonstrate a cash flow priority that first emphasizes a minimum rent payment of 5% of gross revenues to the city and a minimum management compensation of 10% of the Net Operating Income "NOI for the leasehold operator, which of course stimulates the operator to perform. Secondly the projections are focused on providing a sufficient amount of available cash at a projected average of $800,000 a year over the first seven years to invest in capital projects either directly Tab 2: Fee Offer Page 1 of 3 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Coricarl�/ or in combination with any anticipated investment re- capture or debt service for capital projects. Thirdly this suggested approach considers that half of the remaining funds would be divided between the leasehold operator and the city, which truly makes this opportunity a "Public Private" joint venture. THEN THE FINAL BALANCE OF THE REMAINING FUNDS WOULD BE HELD in a reserve for ongoing small capital projects and regular or timely equipment replacement (please see projections), IT IS OUR SUGGESSTION THAT THIS RESERVE would continue throughout the term of the lease in order to insure that a proper reserve will always be available to service the golf complex and protect the city asset. Summary: PROJECTED OVER THE FIRST SEVEN YEARS Projected 7 year city remittance from all sources: $2,998.853 Cash available from operations to support CAPITAL PROJECTS: $5,900,000 Cash available from EXISTING city reserves to support PROJECTS: $1,000,000 Projected ongoing CIP Equipment reserves for 7 years: $1,279,352 Note: Cash available for capital projects can be applied to long term debt and conservatively if $500,000 was applied to an amortized loan at commercial interest rates then the city could approve a larger initial capital improvement program to be paid for over a longer period of time. The LB team has had years of successful golf course improvements financing experience and in combination with the time lines the city would like to see accomplished LB could assist with renovation financing should the city want to accelerate any of their long term planned improvements once the golf facility establishes consistent cash flows. Please remember that the minimum debt service on invested equity funds will most likely be at least 15 %m per annum, plus the principal re- capture for equity will typically need to be within five years or less, AND BASED ON THE CURRENT COMMERCIAL LENDING RATES THE RIGHT DEBT STRUCTURE WITH THE RIGHT AMORTIZATION PERIOD would allow more DOLLARS to be available for the desired capital projects and less being spent on investment payments. r r c F. r. F. f. Tab 2: Fee Offer Page 2 of 3 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 I DISCLAIMER The attached projections at this time DO NOT ALLOW for any revenue reductions due to construction closures, and once the larger capital projects are approved by the city adjustments to the projected cash flows will need to be considered. HOWEVER, based on extensive renovation experiences that the LB team has enjoyed it is our feeling that most of the intended capital projects can be phased and planned in such a way that we should be able to minimize the impact to the facility revenues. In part this is due to the flexibility of having 36 holes to work with and in part the fact that the golf course contractor and the golf operator are one team. Tab 2: Fee Offer Page 3 of 3 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Fku� GOLF SUMMARY OF OPERATIONS City of Alameda Chuck Corica Golf Complex Presented by: Landscapes Golf Group Bellows Golf Management 17- Nov -09 Yea, Rounds {see assumptions) Revenues see assumptions Green Fees, Golf Carts, Merchandise Driving Range Revenues Cost of Goods Sold Gross Profit Op eratincl Ex eases see assump Golf, Driving Range Maintenance Operations Total Operating Expenses Net Operating Income City BASE Rent Remittance 5% of TOTAL REVENUE Ope BASE M F 1 o f N CAPITAL IMPROVEMENTS or DEBT SERVICE ON CAPITAL PROJECTS CASH AVAILABLE Operator Leasehold Distribution 25% of Available Cash City Leasehold Distribution I Remittance 25% of Available Cash ADJUSTED CASH AVAILABLE First Year Start U p Soft Costs Phase One Envdonmental Study Maintenance Facility Clubhouse New Inventory Purchased Including Old Inventory Purchased from the City Engineer or Architect Starting Design Costs on Approved Capital Projects Furniture, Fixtures and Equipment Contingency Misc Soft Costs Total Soft Costs W- 2010 -11 11 -12 12.13 13 -14 14.15 15 -16 16 -17 1 2 3 4 5 6 7 118,000 119,180 120,372 121,516 122,791 124,019 125,259 4,000,200 185,850 4,161,408 193,340 4,329,113 201,131 4,503,576 209,237 1 4,685,070 217,669 4,873,878 226,441 5,070,296 235,567 3,814,350 3,968,068 4,127,981 4,294,339 4,467,401 4,647,437 4,834,729 2,473,060 2,534,212 2,596,926 2,661.243 2,727,206 2,795,013 2,864,558 2,473,060 2,534,212 2,596,926 2,661,243 2,727,206 2,795,013 2,864,558 1,341,290 1,433,857 1,531,056 1,633,096 1,740,195 1,852,424 1,970,171 200,010 206,070 216,456 225,179 234,254 243,694 253,515 134,129 143,386 153,106 163,310 174,020 185,242 197,017 500,000 700,000 750,000 850,000 950,000 1,050,000 1,180,000 507,151 382,401 411,495 394,608 381,922 373,488 419,639 126,788 126,788 253,576 95,600 95,600 191,200 102,874 102,874 205,747 98,652 98,652 197,304 95,481 95,481 190 „961 93,372 93,372 186,744 104,910 104,910 209,819 6,000 70,000 30,009 20,000 30,000 156,000 5,900,000 Remaining Cash to be held for Annual CIP PROJECTS EQUIP REPLACEMENT 1 97 ,576 1 191,200 1 205,747 1 197,304 1 190,961 1 186,744 1 209.814 OF PROJECTED AND SUGGESTED CIFY REIATTANCE Projected City Distribution Remittance from Leasehold Cash Flow from Above 126,788 Additional Projected City Restaurant Remittance 100,000 MAX REMWrANCE FOR THE 95,600 102,874 98,652 95,481 93,372 104,910 100,000 100,000 100,000 100,000 100,000 100,000 2,998,853 Tab 2: Projected Cash Flow Summary Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 1 of 1 n a M GOLF ROUNDS REVENUE ASSUMPTIONS City of Alameda Chuck Corica Golf Complex P-M.d by. ._P Landscapes Golf Group Bellows Golf Management 117 -Nov -09 ROUNDS, REVENUE, COGS 8r BASE RENT REMITTANCE Year Year Year Year Year Year Year ROUNDS F 2010.11 1 11-12 1 12.13 1 13.14 1 14-15 1 16-16 16 17 Peak Season Rounds Residents 48,000 48,480 48,965 49,454 49,949 50,448 50,953 Peak Season Rounds Non Residents 25,000 25,250 25,503 25,758 26,015 26,275 26,538 Shoulder Season Rounds Residents 30,000 30,300 30,603 30,909 31,218 31,530 31,846 Shoulder Season Rounds Non Residents 15,000 15,150 15,302 15,455 15,609 15,765 15,923 Total Rounds 118,000 119,180 120,372 121,576 122,791 124,019 125,259 Variance 101.00% 101.00% 10t.00% 101.00% 101.09% 101.00% Avg Green Fees Revenue Per Round. $22.00 $22.66 $23.34 $24.04 $24.76 $25.50 $26.27 Total Green Fees Revenue 2,596,000 2,700,619 2,809,454 2,922,675 3,040,459 3,162,989 3,290,457 Avg Cart Rental Revenue Per Round with Some Walkers (VVkday I Wkend Res Non Res) $4.70 $4.84 $4,99 $5.14 $5.29 $5.45 $5.61 Total Golf Cart Rental Revenue 554,600 576,950 600,201 624,390 649,553 675,729 702,961 Avg Merchandise Revenue Per Round $2.25 $2.32 $2.39 $2.46 $2.53 $2.61 $2.69 Total Merchandise Revenue 265,500 276,200 287,330 298,910 310,956 323,488 336,524 Avg Net Golf Lesson Revenue Per Round $1.20 $1,24 $1.27 $131 $1.35 $1.39 $1.43 Total Net Golf Lesson Revenue 141,600 147,306 153,243 159,419 165,843 172,527 179,479 Avg Driving Range Revenue Per Round $3.75 $3.86 $3.98 $410 $4.22 $4.35 $4.48 Total Driving Range Revenue 442,500 460,333 478,884 498,183 518,260 539,146 560,873 TOTAL REVENUEJ 4,000,2001 4,161,408 4,329,1131 4,503,576 4,685,070 4,873,878 5,070,296 Variance 104.03% 104.03% 104.03% 104.03% 104.03% 104.03% AVERAGE REVENUE PER ROUND $33.90 $34.92 $35.96 $37.04 $38.15 $39.30 $40.48 COST OF GOODS SOLD MERCHANDISE SALES 1 265,500 276,2001 287,3301 298,9101 310,9561 323,488 336,524 COGS MERCH 70% 185,850 193,340 201,131 209,237 217,669 226,441 1 235,567 TOTAL COGS 1 185,8501 193,3401 201,1311 209,2371 217,6691 226,441 235,567 City BASE Rent Remittance 5% of TOTAL REVENUE 200,010 208,070 216,456 225,179 234,254 243,694 253,515 Tab 2: Projected Revenues Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 1 of 1 nm GOLF OPERATING EXPENSE ASSUMPTIONS City of Alameda Chuck Corica Golf Complex Presented by: Landscapes Golf Group Bellows Golf Management 17- Nov -09 GOLF OPERATIONS 1 DRIVING RANGE 1 MAINTENANCE EXPENSES 2010 -11 1 11 -12 1 12 -13 1 13.14 1 14.15 1 15 -16 1 16.17 Total Payroll Expense (see assumption below) 1,082,060 1,109,112 1,136,839 1,165,260 1,194,392 1,224,252 1,254,858 Variance 102.48% 102.50% 102.50% 102.50"/ 102.50% 102,50% 102.50 2,795,013 2,864,558 Range Equipment 1 Service Equipment 18,000 18,000 18,000 18,000 18,000 18,000 18,000 Junior Golf Program 10,000 10,100 10,201 10,303 10,406 10,666 10,933 Utilities Clubhouse Cart Facility 45,000 46.125 47,278 48,460 49,672 50,913 52,186 Insurance 55,000 56,375 57,784 59,229 60,710 62,227 63,783 Advertising 20,000 20,500 21,013 21,538 22,076 22,628 23,194 Contract Labor 5,000 5,125 5,253 5,384 5,519 5,657 5,798 Base Golf Management Fee DEFERRED...SEE CASH FLOW SUMMARY G A 80,000 83,200 86,528 89,989 93,589 97,332 101,226 Range Equipment Maint Repairs 15,000 15,375 15,759 16,153 16,557 16,971 17,395 Supplies Range Golf Shop 30,000 30,750 31,519 32,307 33,114 33,942 34,791 Golf Cart Misc Equip Leases 85,000 85,850 86,709 87,576 88,451 89,336 90,229 Maint Equip Leases 58,000 59,450 60,936 62,460 64,021 65,622 67,262 Maint Sand Seed 50,000 51,250 52,531 53,845 55,191 56,570 57,985 Maint Fertilizer& Chemicals 60,000 61,500 63,038 64,613 66,229 67,884 69,582 Maint Equip Irrigation Repairs 40,000 41,000 42,025 43,076 44,153 45,256 46,388 Maint Utilities, Water Fuel 700,000 717,500 735,438 753,823 772,669 791,986 811,785 Maint Supplies 30,000 30,750 31,519 32,307 33,114 33,942 34,791 Facility Contingency Msc 50,000 51,250 52,531 53,845 55,191 56,570 57,985 Bonus Program 40,000 41,000 42,025 43,076 44,153 45,256 46,388 OPERATIONS TOTAL Variance TOTAL FIRST YEAR STARTING PAYROLL ASSUMPTION Salaried Payroll General Manager and i or Head Pro Assistant Manager I Golf Professional First Assistant Shop Golf course Superintendent Assistant Superintendent Mechanic Salaried Sub Total Hourly Payroll Golf Shop Golf Carts Outside Services Driving Range Maintenance Labor Hourly Sub Total Payroll Sub Total Burden Benefits Total Payroll Expense 2,473,060 2,534,212 2,596,926 2,661,243 2,727,206 2,795,013 2,864,558 102.47% 102A7% 102.48% 102.48% 102.49% 102.49 2,473,060 2,534,212 2,596,926 2,661,243 2,727,206 2,795,013 2,864,558 88,000 52,000 36,000 85,000 50,000 48,000 359,000 120,000 45,000 105,000 288,000 558,000 917,000 18% 165,060 1,082,060 Tab 2: Projected Ops Expenses Bellows Golf Management and Landscapes Unlinted Alameda Proposal November 2009 Page 1of 1 L` CAPITAL IMPROVEMENTS: &11C 7iCa alf �s ibf "I I V'T/00� J t'+ In accordance with the RFP request Landscapes Golf Group and Bellows Golf Management "LB believe that Options "B" or "C" might be the best overall approach for the new operator. To that end what follows considers that direction HOWEVER the LB team will be happy to work with the city and the stakeholders in any hybrid plan for the Mif Albright nine holes. Additionally we have had a very positive conversation with Tom Geanekos, the restaurant operator, regarding his preferences for the future operation of the golf facilities and we would be happy to work with Mr. Geanekos if selected as the new golf course operator. Should Mr. Geanekos prefer to sell his restaurant business then LB, which operates many food and beverage businesses, would be more than willing to purchase Mr. Geanekos contract at a fair market value. MASTER PLAN 2008: LB has reviewed the Chuck Corica Golf Complex master plan and we have conducted various surveys and conversations with key stakeholders regarding proposed future improvements to the facility. IT IS OUR OPINION that the approach should be gradual since at this time the cash flows from golf operations are not supportive of a large capital program. HOWEVER our projections show that within a short period of time available cash flows from operations should improve significantly and WE WOULD PROPOSE to first address the possible clubhouse remediation issues along with a possible renovation to the structures. OF COURSE all improvements would be approved by the city and within six months after the commencement date of the new lease LB would propose that a first phase capital improvement program outline would be prepared with direction from the city. FUNDAMENTAL to any program will be the early financial success of the golf courses in order to develop a funding plan that will meet the requirements of the investment or the debt structure. TYPICALLY at least 18 months of proven cash flows will need to be established before any substantial financial program could be initiated, however early work on the clubhouses and driving range should start within a short time frame after the new lease is executed. MIF ALBRIGHT MAINTENANCE FACILITY: As previously stated LB will be more than willing to work with the city on an improved program for this nine holes. OUR SUGGESTION might be to investigate a property sub -lease to the First Tee Program, possibly the Pro Kids program that is well funded in Southern California, or even Tab 3: Capital Improvements Page 1 of 3 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 ��y (iorita col/ pi explore a USGA grant for the property. Additional consideration might be given to an independent learning center or other interested recreational groups that might need some space. BUDGET OUTLINE:. What follows is a general summary of what some of the capital projects might cost. NO PRIORITIES HAVE BEEN ESTABLISHED AT THIS TIME however LB believes that everyone would support and early focus on the Earl Fry golf course. CLUBHOUSE RENOVATION POSSIBLE REMEDIATION DRIVING RANGE RENOVATIONS EARL FRY: SOFT COSTS MOBILIZATION DRAINAGE BUNKERS IRRIGATION LAKES CART PATHS GREENS, TEES GRASSING RE- DESIGN SOME HOLES JACK CLARK: SOFT COSTS/ MOBILIZATION DRAINAGE BUNKERS IRRIGATION LAKES CART PATHS GREENS, TEES GRASSING RE- DESIGN SOME HOLES MIF ALBRIGHT: TBD MAINTENANCE FACILITY: TBD CONTINGENCY INTEREST EXPENSE ESTIMATED TOTALS LOW HIGH BUDGET BUDGET 350,000 700,000 150,000 450,000 150,000 200,000 950,000 1,200,000 1,200,000 1,800,000 100,000 300,000 750,000 1,250,000 TBD 150,000 200,000 600,000 900,000 750,000 1,000,000 100,000 300,000 400,000 1,000,000 TB D 500,000 1,000,000 5,150,000 8,150,000 Tab 3: Capital Improvements Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 2 of 3 �t It will be very important when finalizing the capital improvement program to allow for the following: 1. PHASING THAT MINIMIZES THE IMPACT TO REVENUES 2. A BUDGET THAT CONSIDERS LOST REVENUES DURING CONSTRUCTION 3. SUBSTANTIAL INTEREST RETURNS ON INVESTED FUNDING 4. ENVIRONMENTAL "GREEN" ITEMS THAT HAVE A LONG TERM BENEFIT 5. PRIORITIES THAT WILL IMPROVE AND PROTECT REVENUES 6. NONESSENTIAL TURF REDUCTION 7. PROGRAMS THAT CAN BE COMPLETED BY IN HOUSE STAFF Tab 3: Capital Improvements Page 3 of 3 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 *N MARKETING PLAN BUSINESS PLAN J f r It goes without saying that to be a successful golf operator in these current times the operator needs to adapt to the changing environment and provide a new approach to its services. Landscapes Golf and Bellows Golf "LB believes that the facility managers and employees need to mutually understand the business objectives of their respective golf course. To accomplish this business and marketing strategy LB first develops a business plan based on the format shown in section 12, Exhibit "A" in this proposal. All the key employees are involved in the development of this plan and ultimately the plan becomes the guideline to follow for marketing the golf course. BUDGET Critical in this process is the budget and like most golf courses the Chuck Corica Golf Complex needs to plan marketing efforts in conjunction with operating guidelines that may vary according to where the business is in relation to the cash flow required by the budget. This means that the marketing expenditures need to be flexible, timely and creative AH BACK TO THAT BUSINESS PLAN which understands the business trends, the customers, the competition and gives the operator options like last minute rate changes on the internet when the business might be slow (yield management), or an unexpected value added program on a day that surprises the customer. Tools like these are inexpensive and when properly used by the managers can turn a bad day or week into a respectable day or week and most of all improve customer loyalty. For the Chuck Corica Golf Complex to solve the cash return short falls for the city the business and marketing plan will have to be well managed and not expensive, which also means customer retention without much expensive outside marketing. Customer service is paramount in retaining those regular customers. OTHER MARKETING STRATAGIES Unfortunately over the years the golf industry has created one of their own problems in that at many facilities there is now a DISCONNECT between the golf professional giving lessons and the folks managing the golf course, selling merchandise and interacting with the customer. In previous times past the golf professional did everything at the golf course since most cases he was the shop owner, the teacher and received some of the green fee profits. Too many times today that is not the case especially with all the larger management companies involved. Tab 4: Marketing Plan Page 1 of 5 Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 ku eaFRO r The LB approach here will be to make sure that the teaching golf professionals understand that they need to interact and offer programs that encourage the students to play at their golf course. FURTHERMORE it is important that the golf professionals understand that they have quotas for merchandise sales, quotas for range ball sales and they must participate in free beginner and junior golf clinics. Yes they are teaching to make a living and yes they provide a service, but they must have a better understanding of the overall service and quota needs of the facility if they are truly going to represent the Chuck Corica Golf Complex. Of course a certain amount of success has been achieved at the golf courses through the normal print and internet marketing sources. LB would recommend that a review of these programs should be conducted and an analysis of their cost benefit ratio should be determined. From there it will be easy to establish how much of the marketing budget should be allocated in these areas and how that cost will fit in with the business plan and any new programs that are required. LB has had success with the normal print mediums and now more so with facility controlled websites and internet marketing either through companies like TEETIMESPECIALS.COM, CYPRESS GOLF NOW.COM and in Arizona the Southwest Section PGA Southwest Golf Pass. As discussed with the marketing strategies outlined in section 3 of this proposal most good golf operators are focused on protecting their core customers so in that regard LB would recommend marketing dollars allocated to improving facility signage, aesthetics, loyalty give away programs and a review of all the printed handout material to make sure we are providing the proper kind promotional materials REVENUE PER ROUND Historical golf revenues and rounds have declined for the city of Alameda but the good news is that there are still approximately 120,000 rounds of golf and total revenues are still at a level that would allow a good operator to financially perform. Too many times marketing only focuses on new business without looking at improved yields or improved revenues per round. Throughout this proposal LB has discussed marketing strategies and outreach programs with the emphasis on customer retention, return business, improved facility perceptions and consistent service. ALL OF THIS FOCUS improves revenue per round and while it would be nice to rub the "Crystal Ball" and create an extra $150 K in revenue from new sources LB believes that it is easier and safer to spend smart marketing dollars on existing customers that could easily generate an additional $2 or $3 a round. Tab 4: Marketing Plan Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 r. Page 2 of 5 L eartt 9 [ap"ldlpr J� Well trained employees given proper direction with goals and an understanding of what needs to be accomplished every day. GOLF COURSE CONDITIONS PLAYER DIRECTION Of course what will always bring that customer back are the services and if their perceived value of the property is positive. Again there are certain financial limitations in what can be done to the golf course but certainly issues like cleanliness and general aesthetics are very noticeable which makes the Superintendent one of the top marketing employees. SPEED OF PLAY being properly managed by the golf shop becomes a critical detail that always needs attention and becomes an art form in itself since there are so many personality changes on the golf course. With the IBS point of sale system it is easy to record and track turn times which becomes a very useful tool in marketing and customer service. For marketing it is a positive to advertise the average speed of play as long as it an attractive average. In customer service a speed of play report can be a safety net when a customer becomes disgruntled with pace of play and wants to register a complaint. On the other side of having fast play and happy customers is the obligation to maximize rounds being played at any given time! Proper and effective course signage can be a very effective marketing expense that helps direct the golf course activities and keeps the unknowing new golfers informed. Also working closely with the Superintendent in the location of the cups on busy days can make a big difference in the speed of play as well as the customer enjoyment. LOCAL APPROACH In most of the cities that LB has properties the management team or the facility is a member of the local Chamber of Commerce. Management is always encouraged to get involved in local events, and city programs. NATIONAL APPROACH In conjunction with Landscapes Golf, LB has access to a nationwide network of sales, marketing and membership directors that offer valuable insight into successful growth tactics. Some of those tactics include relationship building and opportunities for community involvement, to market research, membership planning, recruitment and development. Some of those valuable services include the following tools: Market research Tab 4: Marketing Plan Page 3 of 5 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Membership recruitment Loyalty programs Awareness marketing Database management Event recruitment and planning Member fees, contracts and rules Referral programs r Here are just a few of the other examples of the LB marketing approach and their service tools that could benefit the City of Alameda golf courses: Implement the newest Loyalty modules and reporting modules for the IBS point of sale system Hands on supervision and continuous employee development to better serve the customers Meet with the city regularly and communicate any concerns Improve website postings and continue to develop the smart real time internet reservations Research past tournament groups with employees and reach out and contact the past support groups and encourage them back to the golf complex Offer new instructional programs or leagues including free golf clinics Timely and focused advertising programs to improve business growth Actively participate with and make golf donations to local programs and charity groups Participate with the city in their local Parks and Recreation programs or assist the city with national programs supported by the ICMA NRPA Provide local and national agronomy support to insure the best golf course product for the city and its customers Provide the golf course manager with strong employee tools Use our experienced team to help direct the golf operation The Company principal, Jim Bellows, is always available to meet with the city and will be actively involved with the employee supervision and course operations Provide national discount programs when available for improved product pricing Provide the golf course department heads with real time budget information and revenue development programs to assist them with the business plan Tab 4: Marketing Plan Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 4 of 5 co P MARKETING CONTACTS REFERENCES Tee Time Reservations Tee Time Specials Rich Parmigini, Owner rich @teetimespecials.com 602 -513 -2788 Constant Contact A company that we use frequently for data Provides Loyalty Programs and email specials ECreations Website management design Steve Tamulewicz 23425 W. 39 Drive, Suite 104 -174 Glendale, AZ 85310 623- 434 -1622 Ext11 stevet @ecreations.net www.ecreations.net cx Cpst[a gw `r r Golf Now Cypress Golf (Internet Reservation Website) California contact Arizona contact Shannon Lanyi, Regional Manager Miranda Gwilliam, Market Sales Manager 800 -594 -9280 x 472 480- 238 -6913 (p) 949 -351 -6058 (c) 480 422 -5378 (f) slanyi@golfchannel.com mgwilliam @golfchannel.com Tab 4. Marketing Plan Page 5 of 5 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 lV Environmental Considerations:. Cor a 9t C.*, With the growing concern of saving the planet Bellows Golf Management, Landscapes Golf Group and Landscapes Unlimited "LB has formed an alliance agreeing to implement an action plan to consciously utilize energy efficient and environmentally safe products. We at LB have actively created a communication plan targeted at educating our staff to recognize and use environmentally safe products and to use only energy efficient products. Through a complete education and training process we give our employees all the information to make the conversion to environmentally safe products seamless, AND WE UNDERSTAND THE CITY OF ALAMEDA'S DESIRE TO GO "GREEN!" LB continually strives to motivate and encourage all staff members to become aware of the GREEN products and services that promote environmentally safe practices. Public Safety: LB is acutely aware the necessity of keeping the golf courses and surrounding areas debris -free. The maintenance department at each of our golf courses is conscious of the need to maintain and operate the golf facilities in a good and safe condition and in accordance with all industry standards. The maintenance department will provide the removal of all litter and debris from tree pruning, sidewalk and fence maintenance to improve facility safety. The superintendent along with the general manager is responsible for the care of the parking lot, the grounds surrounding the clubhouse, the golf course, the range and all related warning signage. ADDITIONALLY we regularly work with our insurance risk managers to coordinate on site inspections, update employee safety manuals and research other tools that the risk managers can provide to improve facility safety. Security: "LB" has contracts with several different companies that offer 24 hour monitoring systems and will contact a local provider to monitor the Chuck Corica Golf Complex. Just recently LB installed two video surveillance systems at two separate locations that not only allow interior building surveillance but also provide complete coverage in the parking lots. These sophisticated systems allow management to observe activities from off site locations via the internet for improved security, recording and employee cash controls. Additionally we have been able to reduce customer car break in problems and in several cases we have been able to provide information to assist the police with an apprehension. Tab 4: Environmental, Safety, Security Page 1 of 1 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 0 G 2009 BASIC TECHNICAL MAINTENANCE SPECIFICATIONS I. PUTTING GREEN AND COLLAR MAINTENANCE A. Mowing Mowing will be done with triplex greens mowers on a normal basis six (6) days per week, or more often depending upon growth conditions, on all of the existing greens (21) weather and specific greens repairs permitting. The frequencies and height of cut shall by 0.125" to 0.140 and may be modified from time to time as deemed necessary by the GOLF COURSE SUPERINTENDENT with the approval of Bellows Golf Management, LLC "LB Collars and approaches shall be mowed two (2) complete cycles per week, or more often depending upon growth conditions in order to maintain the standard. Collars and approaches height of cut shall be between 0.5" to .75 The practice of alternating mowing patterns will be followed. B. Aerification Shall be done a minimum of two (2) times per year with 1 /2 inch tines and top dressed to fill holes. This shall be carried out with the minimum of interference to play. C. Topdressing Verticutting: Top dress all greens as needed to maintain a smooth putting surface and manage thatch. Topdressing sand size and shape will be selected for compatibility with previously used sand and for improving the root zone profile. Light topdressing will be done in conjunction with vertical mowing to insure a smooth surface. D. Fertilizing Type of materials and analysis shall be determined from the results of soil nutrient level testing and growing conditions at the time of treatment. Under normal conditions, one half (112) to three quarters (314) pound of actual nitrogen per 1,000 square feet may be applied per growing month. Soil tests shall be taken at least one (1) time per year. E. Insect Control Applications of appropriate insecticide will be applied according to the product label as needed to correct developing insect problem. F. Disease Control Controls will be done on a preventative basis. A corrective fungicide treatment shall be given as injury symptoms appear. Tab 4: GENERAL Maintenance Tasks Page 1 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 II. G. Irrigation The greens shall be irrigated as necessary to support proper growth and health of the turf grass in order to meet putting green standards. Mid -day syringing may be required to prevent wilt. Timing may be based on footprint symptom evidence. TEE MAINTENANCE A. Mowing Mowing will be three (3) complete cycles per week, as required during the pre and post season, depending upon climatic or growth conditions. Height of cut shall be between 0.5" to 0.6 Clippings will be removed. B. Aerification Tee aerifications will be performed at least two (2) times per year, or more often if needed. Spot aerifications may be done to relieve compaction. C. Thatch Control Light vertical mowing may be scheduled for grain control during the active growing season. Comb or brush attachment on greens mower may be utilized to minimize grain formation. D. Topdressing Topdressing shall be done two (2) times per year, or more as required. Divot repair shall be performed weekly or as needed. E. Fertilizing Types of material and analysis shall be determined from the results of soil nutrient level testing and growing conditions at the time of treatment. Under normal conditions, one half (1/2) to three quarters (3/4) of a pound of actual nitrogen per 1,000 square feet may be applied per growing month. Typically, poly -coat materials may be utilized. F. Weed Control Weed controls shall herbicides as needed. r. r. 1'. l be accomplished by applying pre and post- emergence G. Insect Control Applications of appropriate insecticide as needed to correct developing insect problem H. Disease Control Disease controls shall be on a curative basis. A curative fungicide treatment shall be applied as injury symptoms appear. Preventative applications may also be used to control disease during times of high disease incidence. Tab 4: GENERAL Maintenance Tasks Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 I: Page 2 of 12 also Nli III. I. Irrigation The tees shall be irrigated as necessary to support proper growth and health of the turf grass in order to meet teeing ground standards. Mid -day syringing may be required to prevent wilt. Timing may be based on footprint symptom evidence. J. fitter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.). SURROUNDS (Green and Tee Aprons) A. Mowing Mowing will be performed a minimum of two (2) cycles per week, or more often depending upon growth conditions. Normal cutting height shall be between 1 -2 B. Aerification Aerification procedures will be performed one (1) time per year, or more often if needed. Spot aerifications may be done to relieve compaction. C. Fertilizing Types of material and analysis shall be determined from the results of soil nutrient level testing and growing conditions at the time of treatment. Under normal conditions, one half (1 /2) to three quarters (314) of a pound of actual nitrogen per 1,000 square feet may be applied per growing month. Typically, poly coat materials may be utilized. D. Weed Control Controls will be accomplished by applying pre and /or post emergence herbicides as necessary to achieve the standard. E. Insect Control Applications of appropriate insecticide as needed to correct developing insect problem. F. Disease Control A curative fungicide treatment shall be applied, should any injury symptoms appear. Preventative applications may also be used to control disease during times of high disease incidence. G. Irrigation Areas shall be irrigated as necessary to support proper growth and health of the turfgrass in order to meet standards. Mid -day syringing may be required to prevent wilt. Timing may be based on footprint symptom evidence. 'tab 4: GENERAL Maintenance Tasks Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 3 of 12 1h MROW N r c H. Litter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.) r r c e IV FAIRWAY MAINTENANCE A. Mowing Shall be performed a minimum of three (3) cycles per week on all of the fairways (17) during the active growing season as long as weather or special repairs permit. Normal cutting height shall be between 0.5" and .6 depending upon rate of growth. The practice of alternating mowing patterns may be followed. B. Aerification Coring or slicing may be done two (2) times per year. Additional coring may be scheduled as necessary to relieve compaction and create smooth surfaces whenever vigorous growing conditions exist. C. Fertilizing Types of material and analysis shall be determined from results of the soil nutrient level testing and growing conditions at the time of treatment. Under normal conditions, eighty (80) to one hundred sixty (160) pounds of actual nitrogen per acre may be applied in the growing season, split in two to four (2 -4) applications. Typically, poly -coat materials may be utilized. Soil testing shall be taken one (1) time per year, typically in the spring with a focus for improving fairways of poorest density used for testing. D. Weed Control Weed controls will be accomplished by applying post- emergence herbicides as needed. E. Insect Control Apply an appropriate insecticide as needed when potentially serious insect injury symptoms first appear. F. Disease Control A curative fungicide treatment shall be applied, should any injury symptoms appear. Preventative applications may also be used to control disease during times of high disease incidence. G. Irrigation The fairways shall be irrigated as necessary to support proper growth and health of the turfgrass in order to meet fairway standards. Mid -day syringing may be required to prevent wilt. Timing may be based on footprint symptom evidence. r I' 0 C Tab 4: GENERAL Maintenance Tasks Page 4 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 1 %U6 0 V. �LaYfO,; J. Litter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.) K. Blowing Blowing will be scheduled to remove leaves and clippings as conditions warrant. ROUGH MAINTENANCE A. Mowing Mowing of actively growing primary rough areas shall be performed a minimum of one (1) cycle per week, or as dictated by the rate of growth. Roughs height shall be between 2" and 3 B. Aerification Coring or slicing may be one (1) time per year, or more often to correct soil compaction problems. Additional spot aerification may be needed on sites subject to intense golf cart traffic compaction. C. Fertilizing Types of material and analysis shall be determined from results of the soil nutrient level testing and growing conditions at the time of treatment. Under normal conditions, eighty (80) to one hundred sixty (160) pounds of actual nitrogen per acre may be applied in the growing season, split in two to four (2 -4) applications. Typically, poly -coat materials may be utilized. D. Weed Control Weed controls will be accomplished by applying pre and /or post emergence herbicide as necessary to achieve the standard. E. Insect Control Apply an appropriate insecticide as needed when potentially serious insect injury symptoms first appear. F. Disease Control A corrective fungicide treatment shall be applied to the infected areas, as required to meet the primary rough standard. G. Irrigation The primary rough shall be irrigated as necessary to support proper growth and health of the turf grass in order to meet primary rough standards. H. Litter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.) Tab 4: GENERAL Maintenance Tasks Page 5 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 0100, PIJ VI. COURSE SET -UP I" A. Cups Cups shall be changed every day the greens are mowed. During this operation, inspection of the putting surface shall be made, and any ball marks or other damage will be repaired. Practice green cups shall be changed as necessary in order to provide the standard for putting greens. B. Teeing Ground Tee markers shall be moved each day as golfer traffic requires. Markers may be moved more than once each day during the seasons of highest traffic. Litter containers shall be emptied daily. Tee towels shall be changed weekly or more often as necessary to achieve the standard. Ball washers shall be serviced at least two (2) times per week, and filled as needed. Drinking water containers shall be filled daily, or more frequently as required for safe and sanitary operation. VII. SAND BUNKER MAINTENANCE A. Raking Bunker raking will be accomplished in its entirety three (3) days per week to maintain a semi -soft, dry condition of the desired smoothness. Checking and spot raking shall be done daily. B. Edging All bunkers will be maintained with an appropriate lip and groomed as necessary. Bunker edging shall be performed monthly, or as required during the growing season. Even though the integrity of the design outline of the bunkers has been compromised, care shall be exercised when edging. C. Weed Control As required weed controls will be accomplished by applying a post emergent herbicide where necessary. D. Sand Depth Bunkers shall be randomly checked monthly for depth of sand, and shall be maintained at a playable depth. A minimum of 4" of sand will be maintained, except on the severe slopes where maintenance of a 4" depth is not possible. (Future bunker modifications are anticipated so a 4" depth throughout the bunker is possible.) Replacement sand will be consistent with the original sand in appearance, size and playability. Tab 4: GENERAL Maintenance Tasks Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 6 of 12 aw P 4 E. Litter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.) VIII. TREE AND SHRUB MAINTENANCE A. Pruning Height limitation for tree pruning is 12 feet. Low hanging branches that present a hazard to golf carts or to the golfer, and can be reached with a pole pruner, shall be removed, where practical. Shrubs shall be shaped or pruned only as necessary to maintain the natural form of the plant. Stakes and ties are to be inspected monthly for correct installation and placement. When trees are stable enough and have developed caliper to stand alone, stakes and ties shall be removed. Trees staked (without ties) for protection from golfer damage may remain staked an additional period of time. B. Tree Basins A circle around the base of trees shall be maintained free of weeds and grass to protect the tree from mechanical damage and provide for the maximum vigor of the tree. The circle shall be maintained by the use of a legally approved herbicide. Stakes or guide wires shall be treated in the same manner at the base of trees described above. C. Pest Control Frequent inspections of all trees and shrubs shall be done. When insect or disease organisms are detected, generally accepted Integrated Pest Management principles will be applied for determining the course of action, which may include application of chemical control measures. D. Tree Trimming Trimming at heights on or below 12 feet on tree limbs at a size that the maintenance crew is qualified to work on will be done from time to time and on an as needed basis especially on trees that need growth enhancement or present safety concerns. Unusual circumstances such as excessive storm damage, active disease problems or major tree trimming programs will be addressed by qualified outside contractors approved by the City and charged to the annual capital improvement account. IX. IRRIGATION SYSTEM MAINTENANCE A. Scheduling Watering shall be scheduled by the GOLF COURSE SUPERINTENDENT in quantities and frequencies consistent with seasonal requirements, and shall be done at night and when golfers are not present so as not to interfere with play, with the exception of mid -day syringing, when required. Tab 4: GENERAL Maintenance Tasks Page 7 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 I a u N G r F. B. Inspection Irrigation coverage shall be reviewed and observed daily with acceptable adjustments made as necessary by the GOLF COURSE SUPERINTENDENT. C. Sprinkler, Valve, Irrigation Lines, and Controller Repair Replacement of small or repairable parts for sprinklers, valves, and controllers shall be repaired without extra charge where the entire sprinkler or valve does not require replacement. All down stream irrigation lines shall be repaired without extra charge. D. Damage Any damages to the system caused by equipment or carelessness while carrying out maintenance operations shall be repaired. Where practical, repairs shall be made within one (1) watering period. Vandalism, excessive damage caused by others, or faulty controllers shall be reported promptly to OG by the GOLF COURSE SUPERINTENDENT. When applicable a police report will be filed and delivered to the insurance carrier. Cost of labor and material to perform repairs from vandalism, or accidental damage caused by unrelated third parties shall be an extra cost that will be paid from the annual capital improvement fund once authorized by the representative for the city of Alameda. X. DRAINAGE MAINTENANCE A. Intake and Outflow Structures Maintenance Mowing and edging shall be done as needed to keep structures clear of grass and weeds. Policing shall be done weekly to assure grates are clear of debris. Removal of vegetation in some outflow structures may be governed by outside agencies. B. French Drains Where applicable, French drains may be located and checked for proper operation. XI. LAKE BANKS AND DITCHES MAINTENANCE A. Slopes and Banks Maintenance Slopes and banks shall be mowed a minimum of two (2) complete cycles per month during the active growing season and as needed during the slow growing season. Applications of copper sulfite, or equal control product, will be delivered to the irrigation lake three times a year, or more often as deemed necessary to meet the water quality standards (Winger, Spring Fall) for algae control. B. Litter Control Shall be inspected on a daily basis, and debris removed as needed. Tab 4: GENERAL Maintenance Tasks Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 r fl F. I' r Page 8 of 12 U N C. Tully Maintenance Shall be done on an as needed, where needed basis at least once a year by clearing 10 foot sections every 100 feet as needed for Vector control to spray insecticides as long as the governing agencies allow the golf maintenance crew to work in the wetlands areas. The budget for this work shall not exceed 105 of the previous expenses expended for this work. Any amounts above the budget limit will be paid from the annual capital improvements budget. XII. CART PATH MAINTENANCE A. Edging Cart path edging will be done as often as necessary throughout the year to meet the standard. B. Litter Control Policing shall be done on a daily basis for the removal of all litter (i.e.: paper, leaves, cans, bottles, tree branches, etc.) XIII. MISCELLANEOUS A. Week -end and Holiday Schedule Greens mowing and course set -up shall be performed in their regular sequence. B. Practice Range Move tee markers daily, fill divots with sand mix, police area, and remove litter. The range tee will be mowed three times a week and will receive cultivation and care equal to the tees on the course. C. Materials Maintenance materials will be supplied by OG, and shall conform to the standard specifications legally allowed and applied according to label specifications. D. Accessories Direction signs, ropes (permanent and temporary), stakes, OB, and hazard stakes, shall be maintained on a daily basis. Directional signs, putting green cups, pins, ball washer brushes, cleat brushes, and tee markers (that cannot be refurbished or repaired) shall be replaced no more than once per year without extra cost. Silk screened or screen printed flags may be replaced two (2) times per year without extra cost. E. Burrowing Animals, and Insect and Disease Control The GOLF COURSE SUPERINTENDENT shall take appropriate action to minimize the effects of burrowing animals, and insect and disease infestations. Tab 4: GENERAL Maintenance Tasks Page 9 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 M F. Mulched Areas Mulched areas shall be edged and kept free of litter. G. On Course Restrooms The golf course restrooms will be maintained, cleaned and supplied daily with additional services provided as needed. XIV. CLUBHOUSE LANDSCAPE MAINTENANCE A. Turf Care The mowing of all turf areas shall be done 1 time per week under normal conditions. The rate of forty to one hundred sixty (40 -160) pounds of actual nitrogen per acre may be applied in the growing season, split into two to four (2 -4) applications. Typically, poly -cost materials may be utilized. The edging of all walks and other paved areas will be performed monthly during the active growing season. B. Groundcover Care Edge or prune groundcover as needed to keep from spreading over walks or curbs. Pruning to maintain a natural shape will be a continuous operation. Keep weed -free at all seasons of the year by the use of pre- emergent, selective herbicides and manual weeding. C. Shrub Care Trim to maintain a natural shape as a continuous operation, but not when the plant is in flower. A fertilizer program may be two to four (2 -4) applications per year. Applications of pesticides shall be carried out on a curative "as needed" basis. IPM (Integrated Pest Management) program will govern rates and timing of applications. All applicable regulations shall be strictly adhered to, and all required reporting shall be the responsibility of the GOLF COURSE SUPERINTENDENT. Shrub beds will be kept weed free by the use of pre emergent, selective herbicides, mulch, and manual weeding. Spent flowers, leaves, and other landscape debris shall be removed from plant areas as required. D. Tree Care All pruning cuts will be made flush with the branch collar. "Stubbing" will not be permitted. Pruning for general clean-up of trees is recommended in the winter and fall. Tree pruning is limited to trees 15' or less in height. Trees shall be inspected for staking and guides. r Tab 4: GENERAL Maintenance Tasks Page 10 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 I A G A cleared circle shall be maintained at the base of any new trees to reduce competition for nutrients by lawns and ground covers, and to prevent damage from landscape equipment. E. Litter Control Paper, grass clipping, cans, and branches shall be removed from the landscape on a daily basis. All parking areas and /or walkways shall be kept clear of debris generated from the maintenance operation. XV. ITEMS NOT INCLUDED A. Damage Acts of God Damage to the golf course as a result of acts of God may include, but are not necessarily limited to: removing blow -over trees, broken limbs, and stumps; or removing excessive silt or debris deposited by floods. Except for the deductible amount, damage covered by Bellows Golf Management, LLC's insurance shall not be excluded. The maintenance staff shall make every effort to repair damage, and restore and clean the golf course within the framework of the Agreement, without extra cost. B. Irrigation System and Pump Stations All pumps, pump stations, and controllers that need repairs or replacement will be included within the Phase 1 and Phase 2 CIF as outlined in other documents. Up to the point that replacement is necessary for the impending irrigation system improvements and required by the new system, LB will incur the costs for improvements. All repairs, replacements or improvements beyond Phase 2 improvements shall be an extra cost approved by the city of Alameda and paid from the annual capital improvement fund. C. Tree, Shrub, and Flower Replacement Cost of replacing trees after a loss may be considered as a capital improvement replacement program and will require approval by the representative of the city of Alameda. The cost of replacing shrubs beyond Phase 2 improvements will be determined on a case by case basis. D. Arborist Work The first $2,000 cost each year for major tree pruning or other arborist related work as deemed essential by LB shall be a maintenance item. All work deemed essential by LB and /or the City of Alameda is an extra cost item requiring prior approval by the representative of the city of Alameda. E. Capital Improvements Work performed over and above the normal maintenance provided in the Agreement and Phase 1 and 2 Improvement Plans shall be an extra cost item requiring prior approval by the representative of the city of Alameda. After prior approval of the Tab 4: GENERAL Maintenance Tasks Page 11 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 p` City of Alameda, LB may make additional capital improvements which shall not be extra -cost. r* F. Bunker Sand Bunker work not included in Phase 1 and Phase 2 Course Improvement Plans, which requires the complete removal of old sand with new sand shall be an extra cost item requiring prior approval by the representative of the city of Alameda. G. Golf Accessories Any major accessory that has been stolen, damaged, or vandalized, the cost of which is not reimbursed under LB insurance coverage shall be replaced, repaired, and/or reinstalled after approval of the representative of the city of Alameda as part of the annual capital improvement program. H. Landscaped Areas The installation of additional trees, shrubs, vines, and groundcover shall be an extra cost item requiring prior approval by the representative of the city of Alameda as part of the annual capital improvement program LB may install such plant material at LB cost with approval by the City of Alameda. L I: Tab 4: GENERAL Maintenance Tasks Page 12 of 12 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 I L COMPANY QUALIFICATIONS: Landscapes Golf Group is the operator of 18 golf courses and the sister company to Landscapes Unlimited, arguably the largest American golf course contractor with over 800 golf courses built or renovated. Landscapes Golf has agreed to join Jim Bellows, Bellows Golf Holdings and Bellows Golf Management "LB the operator of six municipal golf courses and one public golf course, to make their qualified proposal for the renovation, operation and management of the Chuck Corica Golf Complex. The LB proposal is presented by a highly qualified team with years of municipal and public golf course construction, renovation and operations experience. The LB proposal offers many benefits to the city and the entire golf operation. MUNICIPAL and AFFORDABLE GOLF COURSE BUSINESSES Currently Being Managed by BGM LGG Eight Samples out of 25 properties mutually owned or managed by LB Managed by: BGM SIERRA ESTRELLA, LLC dba Estrella Mountain Golf Course, Goodyear, AZ (MUNICIPAL) RHGC, LLC dba Rolling Hills Golf Shop, Tempe, AZ (MUNICIPAL) RHGC, LLC /also dba Ken McDonald Golf Shop, Tempe, AZ (MUNICIPAL) Managed by: BGM LGG OCEANSIDE GOLF, LLC dba Oceanside Golf Course, Oceanside, CA (MUNICIPAL) OCEANSIDE GOLF, LLC also dba Center City Golf Course, Oceanside, CA (MUNICIPAL) FALCON GOLF COURSE Litchfield Park, AZ ('PRIVATELY OWNED) GLEN LAKES GOLF COURSE Glendale, AZ (MUNICIPAL) Managed by: LGG BROADLANDS GOLF COURSE /Broomfield, Co. (MUNICIPAL) Tab 5 -A: Company Qualifications Page 1 of 2 Bellows Goff Management and Landscapes Unlimited Alameda Proposal November 2009 Ind Standards of Service c0fit. iwiw ea'r Landscapes Bellows are committed to "being the best." Nowhere is this more evident than in the way we present our own facilities and service we provide to our customers. LB will bring its successful management philosophy to the Alameda golf courses employees in the form of on -site training, continued development opportunities, and establish a standard of service that will be abided by on a daily basis throughout the entire team. In addition, our vast experience through running multiple facilities will allow the golf complex to benefit from a new image on premise which will lead to a heightened guest experience. Bellows and Landscapes Maricopa County Parks Recreation Contact: R.J. Cardin, Parks Recreation. Director 234 N Central Are., Suite 6400 Phoenix, AZ 85004 Phone; 602- 506 -2430 City of Tempe Parks Recreation Contact; Mark Richwine, Park Recreation Adminisnator 3500 S. Rural Road Tempe, AZ 85282 Phone: 480 350.5325 City of Oceanside Propeay Management Division Contact: Douglas Eddow, Real Estate Manager 300 N. Coast Highway Oceanside, CA 92054 Phon 760 435.5012 City ol'Broomfield Recreational Service Contact: John Ferraro, Director of Recreational Services 13201 Lowell Blvd. Broomfield, CO 80020 Phone: 303460 -6905 First Industrial Realty Trust, Inc. Contact: Bob Hubbard, Regional Development Officer 2525 E. Camelback Road Phoenix, AZ 85016 Phone: 602- 381 -6820 City of Glendale Contact: William Schwind, Deputy Director Parks Recreation 6829 N. 58" Drive, Suite 2D2 Glendale, AZ 85301 -2599 Phone: 623- 930.2668 t i F. r r F. 4 L L Y Tab 5 -A: Company Qualifications Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 2 of 2 Ind The LB ream: `rµ�M Cori�d Golf C' ibFp. As an interested respondent to the City of Alameda's request for improvements and golf course management for the Chuck Corica Golf Complex, Landscapes Golf Group and Bellows Golf Management "LB will offer a strong municipal golf course management team that believes in a flexible "hands on" service approach for its properties. Furthermore at only 25 golf courses LB is still a moderate sized company capable of immediate communication with the City of Alameda. To be a successful golf operation in these current economic times the golf course operator needs to adapt to the changing environment and provide a new approach to its services. Landscapes and Bellows (LB) employs talented golf and business professionals with experience in operating all types of golf facilities. LB will provide all necessary research, collect preliminary data and assemble the information into an organized business plan which typically includes: A Recommended Fee Structure A Maintenance Plan An Annual Budget and Forecast Capital Improvement Expenditure Plan and Construction Budget Policies and Procedures Manuals Staffing and Scheduling Timelines Customer Service Training Facility Cash Controls Golf Car Fleet Management Program Player Development Programs Tournament Services /Management Green Fee Yield Management Improved Equipment Lease Negotiations Facility Safety Programs Landscapes and Bellows (LB) has assembled a team of professionals that are knowledgeable and experienced in golf course operations. Having been involved in the planning, start -up and management of over 25 owned golf course projects, our staff has a wealth of experience in the golf course business. From the initial budgeting and business planning phase to implementation, from golf course maintenance to accounting to merchandising, LB focuses on quality while maximizing operating profitability. Tab 5 -B: Qualifications of Key Personnel Page 1 of 8 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 t o C p17CQ 9OW a What follows is a brief introduction of the key individuals that are part of the LB team. Owner of Bellows Golf Holdings, Bellows Golf Management EDUCATION Business Administration, Pierce College California State University Northridge RESPONSIBILITIES Mr. Bellows is responsible for all aspects of business operations for Bellows Golf which employs approximately 130 employees at its seven golf properties. Additional responsibilities include all facets of finance, operations and golf acquisitions. RELEVANT EXPERIENCE Mr. Bellows became a PGA member in 1976 and has been in the golf business since 1971. During that time frame Mr. Bellows has experienced all aspects of the golf course business. As a working golf professional Mr. Bellows worked at three exclusive private golf courses and also made attempts to play golf professionally on the PGA Tour. As his career evolved Mr. Bellows became interested in public golf course ownership and in 1989 Mr. Bellows assembled a partnership and purchased his first privately owned golf course. That business expanded into a multiple golf course business ownership company that now operates seven golf courses in the southwest region of the country. Tab 5 -13: Qualifications of Key Personnel Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 F. r I: L— Page 2 of 8 L %4 U0 BELLOWS GOLF MANAGEMENT- WESTERN REGIONAL OPERATIONS MANAGER EDUCATION B.S. Business Administration Arizona State University RESPONSIBILITIES Mr. Lockhart is responsible for the daily operations, budgeting, staffing and promotion of the golf course. Mr. Lockhart reports directly to Jim Bellows. RELEVANT EXPERIENCE Mr. Lockhart has been a member of the Bellows Golf Management Team since June 2000. Mr. Lockhart began his career as part of the golf shop staff at Ken McDonald Golf Course, In 2002 he was promoted to 15t assistant golf professional at Ken McDonald. His responsibilities included the day -to -day operations of the golf course with an emphasis on golf instruction. Mr. Lockhart has been instrumental in developing the junior golf clinics at Ken McDonald Golf Course as well as the formation of the Tempe Junior Golf League at Ken McDonald. In June of 2005 Mr. Lockhart was promoted to manager of Rolling Hills Golf Course. With the new ideas and marketing tools, Mr. Lockhart was responsible for a significant increase in pro shop revenue since becoming manager at Rolling Hills. In July of 2006 Mr. Lockhart was promoted once again to Regional Manager of the Tempe Golf Courses. At this time his new duties included meeting with the City Golf Committee and addressing the public concerns. His other responsibilities included overall Tempe golf course performance, staffing at the golf courses, payroll, and merchandising for both facilities. He was instrumental in working with the City of Glendale, Az and the City of Oceanside, CA in getting LB the contract with those cities. In September 2008, Mr. Lockhart was promoted to General Manager of our Oceanside Golf Course. Tab 5 -13: Qualifications of Key Personnel Page 3 of 8 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 BARBARA RAVIOL BELLOWS GOLF MANAGEMENT— !CHIEF FINANCIAL OFFICER EDUCATION B.S. Accounting Rutgers University RESPONSIBILITIES r f r Barbara Raviol is responsible for all the accounting for Bellows Golf Management and its six subsidiaries. She is responsible for the cash management at the courses, cost and budget controls and financial reporting. RELEVANT EXPERIENCE Barbara Raviol is a seasoned accounting professional with more than 20 years corporate and self- employment. Throughout her tenure in New Jersey, she was employed by both large and small corporations such as Crum Forster Insurance Company and Pyrotronics Industries, a Wells Fargo subsidiary, and Fujipoly America, an American subsidiary of a large Japanese electronics manufacturer. Barbara started her work experience as an entry level branch accountant, working her way up to the full charge Accounting Manager at Fulipoly America. Upon moving to Arizona in 1998, she opened her own part -time practice setting up financial systems and training small businesses to use QuickBooks. In 2004 Barbara accepted a position as the CFO of Bellows Golf Management LLC (dba BGM) in Tempe, Arizona, who had been using, and still continues to use QuickBooks for its financial record keeping. BGM provides her the perfect blend of the need for high level accounting skills and a comfortable work environment. Tab 5 -B: Qualifications of Key Personnel Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 L Page 4 of 8 L MICHAEL. JENKIN LANDSCAPES GOLF GROUP, LLC PRESIDENT EDUCATION B.S. Business Administration University of Nebraska, 1976 M.A. Finance /Marketing —University of Nebraska, 1977 RESPONSIBILITIES COO eafk fop C. i 5 As President of Landscapes Golf Group (LGG), Mr. Jenkins manages the company's investment in sixteen golf courses. He was actively involved in the planning, development, start -up, financing and management of those facilities. RELEVANT EXPERIENCE Mr. Jenkins began his career 28 years ago in the retail industry. He served in various financial roles which culminated in the position of Vice President/Treasurer of a department store chain. Following the sale of the business, he served as President of the company that developed and leased the retained real estate assets of the company. Mr. Jenkins has been associated with Landscapes Unlimited since 1990, having initially served as Chief Financial Officer and more recently holding the position of President of LGG, which owns and operates the company's golf course portfolio. Tab 5 -13. Qualifications of Key Personnel Page 5 of 8 Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 da l o N TOM EVERETT LANDSCAPES GOLF GROUP, LLC DIRECTOR OF OPERATIONS EDUCATION B.S. Business Administration University of Nebraska Omaha, 1992 RESPONSIBILITIES ra Giu a L As Director of Operations, Tom Everett is responsible for all aspects of golf course operations from start -up through course opening to ongoing day to day management oversight. RELEVANT EXPERIENCE A PGA Professional, Tam Everett, brings 15 years of practical golf course management experience which encompasses municipal, daily fee, semi- private and private club facilities. Since joining Landscapes Unlimited in 1999, Tom has been responsible for the business planning and budgeting, hiring and training of management staff and ongoing operations of more than 20 facilities. In addition to his course management oversight Tom is responsible for the management of the LGG support staff including, Corporate Agronomist, Sales and Marketing Director and National Food and Beverage Director. PROFESSIONAL AFFILIATIONS REGISTRATIONS PGA of America Tab 5 -8: Qualifications of Key Personnel Page 6 of 8 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Q 06210 Z 1 MARK YOUNG NATIONAL FOOD AND BEVERAGE DIRECTOR EDUCATION Business Management and Finance Bellevue University, 1993 RESPONSIBILITIES Mr. Young constantly strives to ensure efficiency and profitability within all LGG food and beverage operations. His responsibilities also include negotiations and implementation of national and divisional purchasing programs to control costs associated with the food and beverage departments. Realizing and generating revenue growth opportunities has been a vital role of the National Food and Beverage Director. Mr. Young has implemented weekly and monthly reports to all LGG facilities that assist managers in controlling costs, labor and other expenses. RELEVANT EXPERIENCE Mr. Young has 12 years in Food and Beverage management, 8 of which have been in the golf industry. While in the golf industry, Mr. Young was a course -level food and beverage manager, followed by Regional Manager and has served as the National Food and Beverage Manager for LGG for over a year. Mr. Young has experience and knowledge in all types of golf course food and beverage operations including, Snack -bars, Exhibition Grills, Back of the House Kitchens, Semi- Private and Private Facilities. Tab 5 -13: Qualifications of Key Personnel Page 7 of 8 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 CM�k C�riia S�ioU,_Cti,�. er r STEVE MERKEL DIRECTOR —GOLF COURSE AGRONOMY EDUCATION BS in Agronomy— Turfgrass Management, Texas A &M University 1985 RESPONSIBILITIES Responsible for all golf course conditions, special projects, and capital improvements at Landscapes Unlimited owned golf courses. Steve provides support and direction to the golf course superintendents at these facilities. Has facility management oversight at one course in the Midwest. RELEVANT EXPERIENCE Previously an assistant superintendent for 3 years and a golf course Superintendent for 13 years with a current tenure of 5 years with Landscapes. Maintain Certified Superintendent status through GCSAA (11 years). Has performed course grow -ins at 4 facilities with both cool- season and warm season turf grasses. Steve has also assisted golf course superintendents at 6 owned facilities during grow -in. Tab 5 -B: Qualifications of Key Personnel Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 Page 8 of 8 L INUIS P BGM REFERENCES Personal .Industry References Forrest Richardson Forrest Richardson Associates 1747 E Morten Ave. Vista Building, Loft 305 Phoenix, AZ 85020 (602) 906 -1818 Mark Woodward CEO GCSAA 1421 Research Park Drive Lawrence, KS 66049 (785) 841 -2240 Formerly with: City of San Diego (Business Associate 14 Years) Mark Richwine, Parks Recreation Administrator, City of Tempe Community Services Department 3500 South Rural Road Tempe, AZ 85281 (480) 350 -5325 (Business concession 13Years) Douglas Eddow, Real Estate Manager City of Oceanside 300 N. Coast Highway Oceanside, CA 92054 (760) 435 -5012 (Oceanside Golf Course Lessor 1 Yr) Bob Husband, President/CEO Heritage Golf Group 12750 High Bluff Drive, Suite 400 San Diego, CA 92130 (858) 720 -0694 (Friend Business Associate 36 Years) Jeff Silverstein, Chairman I.RI. Golf Group, LLC, 11512 El Camino Real, Suite 120 San Diego, CA 92130 (858) 436 -8460 (Friend Business Associate 38 Years) R.J. Cardin, Director of Parks and Recreation Maricopa County 234 N. Central, Suite 6400 Phoenix, AZ 85004 (602) 506 -2930 (Lessor: Estrella Mtn G.C. 11 Years) William Schwind, Deputy Director Parks Recreation City of Glendale 5850 W Glendale Ave Glendale, AZ 85301 (623)930 -2668 (Lessor: Glen Lakes G.C.) Stan Miser, National Sales Manager Yamaha Motor Corp. 1000 Highway 34 East Newnan, GA 30265 (770) 254 -4000 (Vendor 13 Years) Tab 5 -C: BGM References Page 1 of 2 Bellows Golf Management and Landscapes Unlimited Alameda Proposal —November 2009 r BGM REFERENCES Bank Financial References Steve Snellman, Vice President Textron Financial Golf Finance Division 11575 Great Oaks Way, Suite 210 Alpharetta, GA 30022 (770) 360 -1470 (Current Estrella Lender 2 Years) Ken Kellaney, Senior Vice President National Bank of Arizona 2042.8 N. 27` Ave Phoenix, Arizona 85027 (623) 581 -5493 (Potential Lender Advisor 5 Years) Top Arizona Amateur Golfer Last 10 Years Gene Rock, President Owner Bank of Denver 810 E. 17" Ave Denver, CO 80218 (303) 572 -3600 (Previous Business Lender Friend -30 Years) Lezal Reference James W. Ryan, Attorney at Law Frazer, Ryan, Goldberg, Arnold Gittler, LLP 3101 N. Central Ave, Ste 1600 Phoenix, Arizona 85012 (602) 277 -2010 (Legal Counsel 14 Years) Accountin;e Reference Robert F. Coleman, Partner Sarvas, King, Coleman, P.C. Certified Accountants 3101 North Central Ave, Suite 1100 Phoenix, AZ 85012 (602) 241 -1200 (Accountant 14 Years) Tab 5 -C: BGM References Page 2 of 2 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 r r r. r w F, L L FINANCIAL CAPABILITY STABILITY Bellows Golf Management and Landscapes Golf Group "LB are privately owned companies and we respectfully request that any financial information provided as part of this bid response would be kept confidential. Should LB become the successful respondent then as part of their final negotiations with the city of Alameda LB will agree to provide any necessary or requested financial information as part of the final contract negotiations! LANDSCAPES FINANCIAL INFORMATION was previously provided to the city that reflects historical gross revenues for Landscapes Unlimited Landscapes Golf Group in excess of $100 M a year in previous fiscal years. RECENT economic downturns have impacted the Landscapes organization like other service and construction related businesses, HOWEVER the Landscapes team still enjoys considerable revenue production even while current annual expectations may be as much as 30% off as compared to previous years. y Bellows Golf Management continues to enjoy financial success at many of their facilities even during the current economic decline. Some facilities are impacted more by the economic downturn, however the overall company performance is still strong and Bellows continues to look for expansion opportunities. BOTH BELLOWS GOLF AND LANDSCAPES GOLF ARE SUCCESSFUL GOLF OPERATORS AND NEITHER OWNER /OPERATOR HAS DECLARED BANKRUPTCY OR HAD A FORECLOSURE PROCEEDING INITIATED AGAINST THEM. Tab 6: Financial Capability Page 1 of 1 Bellows Golf Management and Landscapes Unlimited Alameda Proposal November 2009 k g Q 0 V 0 s u 0 V q n n 0 n N Q u c 0 k r "M 7j \jwc .2 w ƒ. :a( \2/� m r "M :c f2 i {T\ 6 Li \jwc .2 :c f2 i {T\ 6 Li 2 f bio 3 O E e 2 k k ƒ E R d E z 0 E ro :a( 2 f bio 3 O E e 2 k k ƒ E R d E z 0 E ro Id COMMUNITY OUTREACH JUNIOR GOLF PROGRAM LB proposes to contribute money annually to the local High School's boys and girls golf teams for their direct benefit. In the city of Tempe Bellows Golf Management has established a junior golf foundation primarily financed by BGM that has contributed over $190,000 in the last ten years to the four Tempe High Schools. The contributions in Tempe included direct school contributions, college scholarships as well as junior events and teaching clinics. To date the Tempe Junior Golf Programs included HOOK A KID PLAY GOLF AMERICA DRIVE PITCH AND PUTT BRING YOUR 'DAUGHTER MARCH, JULY AND SEPTEMBER TOURNAMENTS SPRING AND SUMMER CLINICS. Approximate number of participants since 1996 has been 4,036 juniors. Community Landscapes Bellows support the golfing industry in a variety of community service roles. We actively participate in the Sticks for Kids Program at our golf facilities and promote this initiative through our certified membership in the Golf Course Builders Association of America. Our construction group has contributed its services to The First Tee, numerous research facilities including the Field of Dreams sports facilities and community works projects. 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E 0 W L E CL Z E U N E LA CL as LL p .0 d w 0 CG N O N c R1 a N c 3 m d c o a a E E a CL a o CD N Cy :r O V m 0 c CL 6. C) c_ d �a Q We would like to thankyou for considering the "LB" (Bellows Golf Management Landscapes Golf Group) proposal for the Chuck Corica Golf Complex. We are anxious to put our experience, commitment to Quality, and UNLIMITED Capabilities to work foryou." TABLE OF CONTENTS Introduction Project Approach Unlimited Capabilities Pre Construction Project Controls Irrigation Project Team Experience Recreational Development Project Approach All of us at Landscapes Unlimited thank you for the opportunity to submit our qualifications for your upcoming golf course project. Since 1976, Landscapes Unlimited has transformed the visions and plans of architects, designers and developers into reality. Our staff of experienced professionals headed by Bill Kubly, has completed more than 800 construction and renovation projects across the United States and Caribbean. Landscapes Unlimited provides unlimited capabilities through our four business units: Construction, Irrigation, Project Development, Recreational Development and through our Landscapes Golf Group which oversees our portfolio of owned facilities. These business units work individually or in unison for complete project delivery. This structure allows us to tailor our services to the specific vision and needs of the client, while providing a tremendous amount of value -added experience and service to each and every project. As Owners of golf developments ourselves, we do have an appreciation for the objectives of our clients. While the projects that we construct for our own-account pale in comparison to your project, the one lasting effect that they do provide for is an ownership mentality. We truly view projects through the eyes of the Owner. Every effort made, and every dollar invested, must add quality to the course and development. Everyone at Landscapes Unlimited takes great pride in the quality of services that we perform for our clients and architects. And just as importantly, we work extremely hard on the quality of relationship and experience for the Client. We understand the responsibilities of our team, and along with that, the great expectations that will be placed upon a project such as this. Landscapes Unlimited offers our full resources to work towards your objectives and our experiences will be resourced for the benefit of the entire project. We look forward to meeting soon to begin advancing your interests at your upcoming project. Unlimited Capabilities Within the infra structure of Landscapes Unlimited we have numerous capabilities that serve our clients and employees in direct and indirect ways. And at the project level, several other initiatives are under- taken, all to ensure a seamless construction process. Some of these areas include: Equipment Our Equipment Group manages our fleet of owned and rental equipment. In their responsibilities are purchasing, leasing, maintenance, repairs, shipping and safety. By controlling most of these needs in- house, we have greater control over project execution. Safety Safety is taken very seriously at LU. Everyone has a duty, and an obligation, to report unsafe conditions. In addition to our safety program, we utilize: Weekly safety meetings Accident investigation Property damage investigation Updates to crew on jobsite hazards Random reviews from Carrier and staff Incentives at the project level Landscapes Unlimited also has in its employ Cesar Martinez, who travels regularly to the project sites to hold training sessions with our bi- lingual employees. Cesar's visits focused on employee development, safety considerations and communication of project and company goals. f We are proud of the fact that our Experience Modification Rate has always been very low, a true indicator of a safe workplace. As a testament to our commitment to keep our employees safe, our current modifier rate is an industry low .71. Human Resources All Human resources activities are conducted in -house at LU. This provides for greater benefits for our employees and more timely assistance and response time to employee needs. Employee Benefits All full time employees of LU have comprehensive insurance plans covering medical, dental and vision. LU also provides a 401K program with matching contributions and maintains a Profit Sharing program. In addition to this, other flex plans are offered to cover deductibles on a tax preferred basis. H2B In keeping a loyal work force in place and to prevent any possible disruptions on the project, LU maintains an aggressive H2B recruiting program. While this program is primarily focused on Mexico, we currently have employees from 8 different countries working among our projects. Ownership Landscapes Golf Group, LLC owns and operates approximately 15 golf courses. This group can help review and establish proformas, review buy -out on FF&E, golf carts, maintenance equipment and the other needs of the project and then compare those to our National Account pricing. Often times, we can help lower these costs by passing through our cost programs. We have ownership in courses that range from modest daily fee to signature level private courses. Information Services Our staff here keeps all of our jobsites and remote offices connected via e -mail, intranet and cellular service. In addition to communication needs, they also assist in proposals such as this. Finance LU is a financially sound company. We enjoy excellent banking and bonding relationships. During the last 2 years, we have experienced, and earned, lower bond premiums, increased bonding limits and preferred rates in insurance and operating lines. Bonding In this industry, our bonding rates are very low. Our surety is Safeco and the bonds are under- written by our local agent, Gene Lilly. Our current bonding rate is 5/8 on a project of this size. We have never defaulted on a construction Contract. Pre Planning and Pre Construction Risk Identification On any project of this size and scope, it is important to thoroughly evaluate all potential risks, explore applicable solutions, and then have a plan in place to mitigate the effects of any occurrence. Although we would have a much more detailed list and action plan once we started our pre planning sessions on site, we work to identify the potential risks determined during our due diligence. Schedule Projects of this magnitude have many components that must flow with one another to meet the established project completion date. For a project of this scope, it is likely that there will be nearly 1,000 schedule point items to track. Most of these activities will be linked and there will be minimal float time. To stay on schedule, it is imperative that the project sequencing be accurate from the start. As a member of the team, it would be our message to identify every green light, yellow light and potential red light area for construction. Sequencing would be set to allow the most time for potential roadblocks to be cleared. Milestone dates would be set and adhered to. So the best way to mitigate the effects of schedule conflicts and untimely completion is to spend the time necessary in pre planning each activity along with proper sequencing of construction. The earlier we identify these items in the project, the greater the influence we have on the outcome. We utilize a weekly "hit list" and a "2 week look ahead" for vendor and subcontractor orders, and communications to the project team. Communication Breakdown in communication is the largest cause for issues on site during construction. On our projects, we will mitigate this by: Holding regular weekly planning meetings with the project team Weekly written distributions of progress and status (example attached in Schedule section) Weekly schedule updates Action plan for remedy to any issues E -mail groupings Project Specific Web Sites if requested by the Owner Coordination Coordination on site with other Contractors is imperative. Once sequencing is set to allow time for the work of others, adherence to this is mandatory. It is strongly suggested that all contractors working on site attend the weekly planning sessions and be responsible to their respective dates. Regulatory We will be instituting best practices in complying with environmental impacts on this project. It is important to meet with regulatory agencies as part of our pre planning activities. We have found that these agencies are usually very helpful and knowledgeable in not only a common sense approach to protecting the site, but also in understanding construction practices. If we can start the project under a spirit of cooperation and teamwork with these agencies, we feel confident that we will meet, and exceed, their expectations. We have even attended suggested, but not mandatory, classes they recommend and /or instruct. It makes us a better contractor and the process more coordinated and collaborative. Quality While quality is never at risk in achieving, there is risk in installing components or applying means and methods differently than what is anticipated or specified. The best way to ensure success is to: Installed as specified. Do not order or install an "or equal" until adequate time is given to the project team to review alternate submittal information. Read each specification section for each new task prior to implementation. Allow adequate time for all parties to react to any questions or ideas. Set quality goals and communicate them to the team. Project Controls Cost System The greatest influence the Pre Planning Team will have over the cost of the project will be during the initial phase. This includes scoping of the project, sequencing of design and construction activities and establish the specifications for the project. As construction commences, LU maintains a cost tracking system that tracks installed quantities and man hours against planned. Variances are analyzed and work around strategies are developed to minimize any cost impacts. r r Schedule System LU has invested significant amount of capital to develop and train our employees in our comprehensive cost and schedule control system. This is a computerized system that is maintained both on the job site and reviewed by senior management. After the goals and objectives for the project are established, LU, using Microsoft Project, develops a Master Project Schedule. The Master Project Schedule is a CPM schedule that is used much like a budget to compare actual project progress against our initial plans. As variances occur, work around strategies are developed to keep the project on schedule. In addition to the Master Project Schedule short-term 41h i�t'.�. •R ''tom... C'. �i►s�. --r r►rs S wF�F�.. MF r schedules are developed to manage day today project activities. Irrigation Since its inception, Landscapes Unlimited has focused on irrigation system installations as a primary component of the business, not just a sideline. In fact, the first three projects that the company was awarded were irrigation installations on existing golf courses. Over the years, we have grown to be recognized as a premier irrigation system installation specialist, which is evident from the numerous requests we receive from irrigation consultants and distributors to bid or negotiate on select irrigation installation projects around the country. Irrigation and Drainage System Record Drawings The final record drawings are the icing on the cake of an installation well done. At the end of the job a Golf Course Superintendent is left with a complete, accurate and attractive set of record drawings that will provide him with any information he needs to understand how his irrigation /drainage system was installed. No one else in the industry invests more in state of the art equipment and professional effort to provide the client with quality irrigation record drawings. Our clients expect and deserve the best, our record drawings are just another way LU strives to set the standards. Below we have shown an example of our record drawings. With estimating and as -built services in- house, as well as hundreds of experienced employees in the field, LU has a complete team that is able to install a quality irrigation system from start to finish. R 1 fF J� x i A IT t FM;iY1A! i Project Team Position Definitions Regional Manger RwldwR i ifn Our Regional Manager is responsible for all regional construction over site and business development. The Regional Manager is also responsible for administrative functions, contract negotiations and jobsite planning with the Project Manager and Irrigation Project Manager. Project Manager Our Project Manager will be responsible for all administrative functions of the project, vendor and Subcontract negotiations, and jobsite planning with the Irrigation Project Manager and Construction General Superintendent. Irrigation Project Manager The role of our Irrigation Project Managerwill be all administrative functions of the Irrigation system and related components; scheduling and jobsite planning with the Irrigation General Superintendent and Irrigation Project Superintendent. Project Superintendents Project Superintendents are responsible for the day to day on -site management of all aspects of the project. Construction Superintendents for the total project, Irrigation Superintendent for the Irrigation System. Our Construction Superintendents are directly responsible for all coordination on site and sequencing of the work. Assistant Superintendents Our Assistant Superintendents are placed in their best area of expertise. All are working foremen and play an integral role in crew development and training. Each of our Assistants is assigned specific responsibilities and takes ownership in the goals and schedule of the project. LU Employees Various Our shapers relay the plans and visions of the design team to the earth, Our operators support our ground operations and promote a safe working environment. Our many foremen work closely with Supt, and crews. Our labor crews that have a great sense of pride in being the ones to put the final touches on the project. Bill Kubl'y, CEO /dim Barger, President Ewe Constnuaoa PM Admirilsbmtfvs Support Systems #rridation IPM 1 Ass istaint SupednUndonts Experience Southwest Regional Area Work LU has been fortunate to work on numerous similar projects for clients located throughout North America. LU is proud to be currently working on several projects in the regional area: Golf Renovations: Biltmore Resort, Phoenix, AZ The Raven Q Verrado Golf Course Buckeye, AZ Bear Creek Murrieta, CA Portolla Country Club Palm Desert, CA Bayonet Golf Course Seaside, CA Aliso Viejo Aliso Viejo, CA The Outlaw Club -Alto, NM We- Ko -Pa, Fort McDowell, AZ Lost Canyons, Simi Valley, CA Quintero Golf Club, Peoria, AZ Southwest Regional Area Completed Projects Golf New Coldwater Springs Golf Course Avondale, AZ Coral Mountain La Quinta, CA El Capitain -San Diego, CA Horizon Golf Course San Diego, CA Laughlin Ranch Bullhead City, AZ Lost Canyons Golf Club Simi Valley, CA Marriott Desert Ridge Phoenix, AZ Mirabel Carefree, AZ NorthStor Golf Course Palm Desert, CA PGA West Norman Course La Quinta, CA Poppy Ridge Golf Course Livermore, CA Pueblo El Mirage El Mirage, AZ Quintero Golf Course Peoria, AZ Stonehaven Golf Course Scottsdale, AZ The Bridges at Rancho Sonte Fe Rancho Santa Fe, CA The Tradition La Quinta, CA Tierra Rejada Golf Club Moorpark, CA TPC Valencia Valencia, CA Trilogy at Glen Ivy Corona, CA Verrado Litchfield Park, AZ Wildhorse Golf Club Davis, CA Golf Renovations Carmel Valley Ranch Carmel, CA Country Club of DC Ranch Scottsdale, AZ Cypress Pointe Cypress, CA DC Ranch Scottsdale, AZ Desert Mountain Scottsdale, AZ Desert Ridge Phoenix, AZ Estancia Club Scottsdale, AZ Harding Park Golf Course Renovation San Francisco, CA Hemet Hemet, CA Indian Canyon Resort Palm Springs, CA Los Angeles Country Club, North Los Angeles, CA Los Coyotes Country Club Buena Park, CA Pinnacle Peak Country Club Scottsdale, AZ Resort at Squaw Creek Olympic Valley, CA San Diego Country Club Chula Vista, CA Saratoga Country Club Saratoga, CA Shadin Hills Golf Club San Bernadino, CA Sharon Heights Golf Country Club Menlo Park, CA Silver Rock Resort Golf Club La Quinta, CA Silverleaf Golf Course Scottsdale, AZ Spyglass Golf Course Pebble Beach, CA Stanford Golf Course Palo Alto, CA Surprise Surprise, AZ The Classic Club Palm Desert, CA The Farms Golf Club Rancho Santa Fe, CA The Phoenician Scottsdale, AZ The Pointe Hilton Resort Phoenix, AZ Torrey Pines Golf Course San Diego, CA TPC Scottsdale Scottsdale, AZ University of Arizona -Tucson, AZ Vintage Club Indian Wells, CA Wigwam Resort Golf Club Litchfield Park, AZ Wildfire Phoenix, AZ Wildhorse T &M Sacramento, CA Arizona Biltmore Golf Club Phoenix, AZ Avondale Golf Club Palm Desert, CA Biltmore Phoenix, AZ Brentwood Country Club Los Angeles, CA Brookside Golf Course at the Rose Bowl Pasadena, CA Municipality Work Golf New SoufhOdge Estates Golf Course Sioux City, IA City of Cleburne Cleburne, TX Soldier Hollow Golf Course Midway, LIT Sherrill Park Golf Course #2 Richardson, TX First Tee of Arkansas Little Rock, AR Tenison Park West Golf Course Dallas, TX Texas Star- Euless, TX Family Park Golf Course Hartford, WI Golf Renovation TPC at Scottsdale Desert Course Scottsdale, AZ Gladstan Golf Course Payson City, LIT Silver Rock Resort Golf Club La Quinta, CA Paige Belcher Olde Golf Course Tulsa, OK Palm View GC McAllen, TX Torrey Pines San Diego, CA Whitehaven Neighborhood Center Memphis, TN Harding Park Golf Course Renovation San Francisco, CA Sanford Golf Club -Sanford, NC Sunflower Hills Golf Course Bonner Springs, KS Sherrill Park Golf Course Richardson, TX Mohawk Park Golf Course Tulsa, OK Overland Park Golf Course Denver, CO Lake Arbor Golf Course Arvada, CO Jimmie Austin Golf Club Seminole, OK Grand Prairie Municipal Golf Course Grand Prairie, TX City of Rockwall Rockwall, TX Park/Landscape Work Sunnyslope Youth Center Park Phoenix, AZ Festival Fields Avondale, AZ Espee Park, Chandler, AZ Homestead Park A B Phoenix, AZ Randy Johnson Feld of Dreams- Phoenix, AZ Recreational Development In addition to fulfilling your entire golf course construction needs Landscapes Unlimited can also provide value added services through our Recreation Development Group by providing any of your various landscaping and water features needs for the project. We are /have recently provided both golf and landscaping services to three projects. The NorthStar Development in Palm Desert, CA, Laughlin Ranch in Bullhead City, AZ and the WigWam Golf Resort. Listed below ore references for our similar Recreational Development work. Project: Northstar Development Location: Palm Desert, CA Scope: Landscape installation included planting over 4,800 trees and 30,000 shrubs, drip irrigation and various landscaping plants Contact: Doug Vance The H.N. and Frances C. Berger Foundation 42 -600 Cook Street, Ste. 203 Palm Desert, CA 92211 760 -341 -5293 Project: Laughlin Ranch Golf Club Location: Bullhead City, AZ Scope: Golf Course Construction, Golf Course Irrigation, Landscape and Drip Irrigation. Contacts: Golf Course Architect David Druzisky David Druzisky Golf Course Design (480) 585 -3193 Landscape Architect Doug Terpstra Place Corps (602) 999 -9742 Project: Koppes Estate Location: Scottsdale, AZ Scope: landscape, drip irrigation, water features, stone and brick pavers, interpretive trails Contacts: Architect Bing Hu (480) 585- 6898 Construction Manager- Monarch Communities Peter Burger or Jennifer Patterson (480) 419 -0837 Project: WigWam Golf Resort Location: Litchfield Park, AZ Scope: Golf Course /Irrigation Renovation, Landscape and Drip irrigation Contacts: Golf Course Architect Forrest Richardson Associates Forrest Richardson or Patrick Burton (602) 909-4110 New Construction The Tradition, La Quinta, CA Construction Laughlin Ranch, Bullhead City, AZ Winner of the Golf Course News 2006 Best New The Classic Club at Northstar, Palm Desert, CA The Broadmoor, Colorado Springs, CO r Nationally Rank Restorations Spyglass Hill Golf Course, Pebble Beach, CA Southern Hills, Tulsa, OK I b' L 0 r Fiddlesficks Country Club,Fort Myers, FL Wigwam Golf Resort, Litchfield Park, AZ Golf Inc, Renovation of the Year 2006 Special National Projects Pinehurst #8, Pinehurst, NC Red Sky Ranch, Wolcott, CO Sutton Bay, Agar, SID The Bridges at Rancho Santa Fe, Rancho Santa Fe, CA Financial Legal name of company: Landscapes Unlimited, LLC Number of Years In Business: 30 years Number of local employee's and location of local offices: Fulltime: 10 Seasonal: 200 Audited financials for the past three years: 2003 -2005 See Attached Statements Financial rating of company: Dun and Bradstreet: 08 -021 -9421 The company is not for sale nor involved in any transaction to be acquired by another business entity. We are not aware of any litigation that would affect our company's performance under this RFP with the city. Our company is not default on any loan or financing contract. History of proposer's firm and all joint venture subcontract partner's firms, golf operations, construction, designs, maintenance, concession and /or related trade experience. 1. Number of years In business -30 years; in Arizona -14 years; in the United States -30 years; internationally 8years. 2. Location of headquarters and local offices: Home office 1201 Aries Drive Lincoln, NE 68512 Phone: 402- 423 -6653 Regional Offlces; Arizona Regional Office 8145 E. Evans Road, Suite A -07 Scottsdale, AZ 85260 Phone: 480- 948 -4500 North Carolina Regional Office 235 West Pennsylvania Southern Pines, NC 28387 Phone: 910 -246 -3389 3. Number of employees: Full -time 250 Seasonal Employee's 650 Information on golf operations, construction, designs and maintenance, concession and /or related services locations operated by the proposer and all joint venture and subcontract partners, in the prior five years. Names of Ownership Interest by LU Amana Colonies Goff Course, Amana, Iowa Pacific springs Goff Course, Omaha, Nebraska Shoreline Golf Course, Carter Lake, Iowa Highland Park Golf Course, Birmingham, Alabama Broadlands Golf Course, Broomfield, Colorado The Players Club Deer Creek, Omaha, Nebraska Hampton Village Golf Club, Atlanta, Georgia The Outlaw Club, Ruidoso, New Mexico Sutton Bay Golf Club, Agar, South Dakota Coldwater Golf Course, Avondale, Arizona Fleming Island Golf Course, Jacksonville, Florida Cross Creek Golf Course, Washington, DC Renditions, Davidsonville, Maryland Arbor Links Golf Course, Nebraska City, Nebraska Drumm Farm Golf Course, Independence, Missouri The Sagamore Club, Noblesville, Indiana Landscapes Unlimited Business Achievements I Landscapes Unlimited has been chosen multiple times as the National Golf Course Builder of the Year by Golf Course News. Most recently Landscapes was awarded the 2006 Golf Course News Builder Excellence Creative Award for the best new construction project with Laughlin Rand in Bullhead City, Arizona. Landscapes was also recognized by Golf Inc. Magazine for the 2006 Renovation of the Year for The Wigwam, in Litchfield, Arizona. Having received these honors repeatedly is a testament to the uncompromising standards and consistent quality provided by Landscapes Unlimited. Principal Owners William M. Kubly 63.31% 1201 Aries Drive Lincoln, NE 68512 Equipment Group, Inc. 4.37% 1201 Aries Drive Lincoln, NE 6$51 Fulcrum Partners 32.32% 1201 Aries Drive Lincoln, NE 68512 Standings Proposer or Proposer's principals, officers or director s have not been the subject of bankruptcy proceedings in the past seven years. L