Anaheim City Council
December 12, 2023

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ORIGINAL

AGREEMENT
THIS AGREEMENT, dated for purposes of identification only this 'lr.! day of 4 0 Jo b.tv:: , 20 l q, is made and entered into by and between the 5 6
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CITY OF ANAHEIM, a municipal corporation,
hereinafter referred to as "ANAHEIM,"
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AGC Management, LLC, a California limited liability company, hereinafter referred to as "CONTRACTOR."
ANAHEIM and CONTRACTOR are sometimes individually referred to herein as "Party" 11 and collectively as "Parties."
12 WIT NE S SE TH:
13 WHEREAS, ANAHEIM is a municipal corporation duly organized and validly existing 14 under the laws of the State of California with the power to carry on its business as it is now being 15 16
17 conducted underthe statutes of the State of California and the Charter of the City of Anaheim; and WHEREAS, ANAHEIM has a need for Golf Course Operation Services, Golf Course 18 Maintenance Services and Food & Beverage Services; and 19 WHEREAS, ANAHEIM desires to engage CONTRACTOR to provide Golf Course 20 Operation Services and Golf Course Maintenance Services at Anaheim Hills Golf Course and Golf 21 Course Operation Services, Golf Course Maintenance Services and Food & Beverage Services at 22 Dad Miller Golf Course ("Project"); and
23 WHEREAS, CONTRACTOR possesses the skill, experience, ability, background, and 24 knowledge to provide the services for the Project as described in this Agreement; and 25 WHEREAS, ANAHEIM has solicited and received a proposal from CONTRACTOR, has 26 reviewed the previous experience and evaluated the expertise of CONTRACTOR, and desires to 27 retain CONTRACTOR to render services under the tenns and conditions set forth in this 28 Agreement.

NOW, THEREFORE, FOR AND IN CONSIDERATION OF THE MUTUAL
2 PROMISES, COVENANTS AND CONDITIONS HEREIN CONTAINED, THE PARTIES 3 HERETO AGREE AS FOLLOWS:
4 1. DEFINITIONS. As used in this Agreement, terms not otherwise defined in the body of 5 this Agreement shall have the respective meanings set forth in Exhibit A attached hereto and 6 incorporated herein by this reference.
7 2. SERVICES TO BE PROVIDED BY CONTRACTOR; OPERA TING
8 RESPONSIBILITIES
9 2.1 Services. Subject to the terms and conditions set forth in this Agreement, 10 CONTRACTOR shall provide to ANAHEIM all labor, materials, tools, equipment, services, 11 pennits, transportation, and incidental and customary work necessary to fully and adequately 12 supply the services necessary for the Project ("Services"). The Services are more particularly 13 described in ANAHEIM's Request for Proposal ("RFP") 213-071619 and CONTRACTOR's 14 Proposal dated July 16, 2019, both attached hereto as Exhibit Band incorporated herein by this 15 reference.
16 2.2 Grant to CONTRACTOR. Except as otherwise expressly provided in this 17 Agreement, ANAHEIM grants to CONTRACTOR the right to manage and operate the Project 18 pursuant to the terms of this Agreement, and CONTRACTOR agrees it will manage and operate 19 the Project in accordance with the approved Budget (as defined herein), and in a manner consistent 20 with the management and operational practices of comparable facilities to the extent established 21 in the Budget and approved by ANAHEIM ( except as otherwise set forth in this Agreement). 22 CONTRACTOR shall perform its Services in a professional, timely and diligent manner. Without 23 in any way limiting CONTRACTOR'S right to manage and operate the Project in accordance with 24 the terms of this Agreement, CONTRACTOR, subject to the approval of ANAHEIM and in 25 accordance with the Budget and the terms of this Agreement, shall have the authority and 26 responsibility to (a) implement each approved Budget; (b) determine, establish, and implement the 27 policies, standards, and schedules for the operation and maintenance of the Project and all matters 28 affecting customer relations; ( c) hire, train, and supervise the general manager, course 2 >- <D w "' z "' 0:: w
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28 superintendent, and all Project employees; ( d) supervise and direct all phases of advertising, sales, marking and business promotion for the Project; and ( e) establish payroll procedures and functions for the Project. To the extent the foregoing duties are discussed, detailed or included in the Budget, CONTRACTOR will carry out such duties consistent with the Budget. ANAHEIM agrees it will reasonably cooperate with CONTRACTOR to permit and assist CONTRACTOR to carry out its duties under this Agreement provided CONTRACTOR provides reasonable advance notice for such cooperation and assistance. CONTRACTOR shall work with, and obtain any necessary approvals from, ANAHEIM'S Director of Community Services.

2.3 Budget. CONTRACTOR shall submit to ANAHEIM on an annual basis ( except for that time period between January 1, 2020 and June 30, 2020 which budget shall be subject to approval by Director of Community Services during such time period) on or before January 15 of each year, the operating budget for the next fiscal year (July I-June 30) ("Budget") for both Anaheim Hills Golf Course and Dad Miller Golf Course. The Budget shall contain bona fide good faith estimates of all golf course revenues and expenses and do not represent or constitute a guarantee of the actual golf course revenues and expenses of operating the Project.

Notwithstanding the foregoing, the Parties agree that a transitional Budget shall be provided to ANAHEIM'S Contract Administrator at least thirty (30) days prior to the Effective Date.

2.3 .1 Approvals. Each Budget shall be subject to the prior written approval of ANAHEIM's Director of Community Services, and the new Budget for a given Operating Year cannot go into effect without such approval fonn ANAHEIM'S Director of Community Services, which approval shall not be unreasonably withheld. It is contemplated by the parties that the Budget will be agreed upon by the parties within a reasonable amount of time after the submission of the same to ANAHEIM'S Director of Community Services. If ANAHEIM fails to advise CONTRACTOR of any objections to the Budget on or before June 30th of any given year, then ANAHEIM shall be deemed to have approved the Budget as submitted. In the event of a dispute with regard to a Budget, the parties shall use good faith efforts to resolve such dispute. Pending the resolution of such dispute, CONTRACTOR shall continue to manage and operate the Project in accordance with the standards set forth in this Agreement and the most recent approved Budget, 3 >- <D w "' z "' 0:: LJ.J
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as it may have been mutually amended by the parties during the preceding year in accordance with 2 this Agreement, at a level of expenditures comparable to those of the preceding year subject to 3 reasonable increases in Operating Expenses (as defined herein) requested by CONTRACTOR due 4 to (a) increases in the number of guests using the Project, (b) increases in Gross Revenues (as 5 defined herein), or (c) other matters beyond the reasonable control of CONTRACTOR (e.g., 6 without limitation, increases in utility charges, etc.). Once approved, CONTRACTOR may 7 propose amendments or revisions to the Budget to take into consideration variables or events that 8 did not exist, or could not be anticipated by CONTRACTOR, at the time the Budget was prepared. 9 Any such proposed amendments or revisions shall be submitted in writing and shall be subject to 10 ANAHEIM'S prior approval.
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2.3.2 Emergency Expenditures. Notwithstanding anything in this Agreement to the contrary, in the event an emergency arises by act of God or any event or act beyond the control of CONTRACTOR, or a dangerous condition exists that requires immediate repair, or a governmental directive or order is issued to ANAHEIM, CONTRACTOR is authorized to take such actions as may in its reasonable discretion be required (including expending any funds reasonably necessary to respond to such condition or event); provided, however, that CONTRACTOR shall immediately notify ANAHEIM of the occurrence of any of the situations referenced herein and the action CONTRACTOR proposes to take, or has taken (including the I 9 amount of any expenditures).
20 2.4 Technical Assistance Services. During the Term of this Agreement 21 CONTRACTOR will provide, as needed, certain supervisory and consulting services to the Project 22 from CONTRACTOR'S regional and corporate technical assistance services program, including 23 business planning and budgeting, Capital Improvement planning, training, security, marketing and 24 sales, central purchasing, merchandising, food and beverage, maintenance, human resources, and 25 legal compliance. Except as provided herein, these services will be provided by CONTRACTOR 26 without any additional charge to ANAHEIM.
27 2.5 Special Consulting Services. In addition to the Services described herein, upon 28 ANAHEIM'S prior written request and approval, CONTRACTOR may provide to the Project 4 additional consulting services not contemplated by this Agreement which would not otherwise be 2 performed in the ordinary course of day-to-day operations of the Project, including but not limited 3 to, special legal consultation (as necessary and as approved by ANAHEIM in advance), 4 construction and design consultation and construction supervisions related to Major Capital 5 Improvements ("Special Services"). Upon ANAHEIM'S written request for the performance of a 6 Special Services project, CONTRACTOR shall prepare a scope of work and budget and submit to 7 ANAHEIM for review and approval. CONTRACTOR shall not commence any Special Services 8 project without ANAHEIM'S prior approval.
9 2.6 Responsibilities of CONTRACTOR. Without m any way limiting 10 CONTRACTOR'S right and obligation to manager and operate the Project in accordance with and 11 subject to the Budget, CONTRACTOR shall, in its own name or in the name of ANAHEIM or as 12 the authorized agent of ANAHEIM, as may be applicable, perform the following services, or cause 13 the same to be performed for the Project:
14 (a) enter into contracts and/or leases for the furnishing of utilities and 15 maintenance and other services to the Project, in CONTRACTOR'S name, provided however that 16 (i) any such contract which is for a term greater than twelve (12) months and for an aggregate cost 17 in excess of five thousand dollars ($5,000.00) and is not otherwise approved via a Budget shall be 18 approved in advance by ANAHEIM, and (ii) in the event of a termination of this Agreement for 19 any reason, ANAHEIM or ANAHEIM'S designee shall assume any such contracts which are then 20 in effect and unexpired at the time of such termination and indemnify and hold harmless 21 CONTRACTOR from and against any additional obligations thereunder which may have accrued 22 after termination of this Agreement;
23 (b) make all repairs, decorations, revisions, alterations and improvements to the 24 Project as shall be reasonably necessary for the maintenance of the Project in good, safe and 25 sanitary order, condition and repair;
26 (c) incur such expenses, as Operating Expenses of the Project, as shall be 27 necessary for the operation and maintenance of the Project to the quality standards contemplated 28 by this Agreement and the Budget, including without limitation incurring lease expenses for 5 >-
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Furnishings and Equipment and costs for Operating Inventory, expenses for insurance premiums 2 in accordance with insurance coverage required hereunder, and payment of attorneys' fees and 3 other costs of legal compliance and/or legal settlement as approved by ANAHEIM'S Director of 4 Community Services in advance;
5 (d) maintain a level of Operating Inventory necessary to satisfy the quality 6 standards contemplated by this Agreement and the Budget and to supply the needs of the Project 7 and its customers;
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20 ( e) apply for, and use its commercially reasonable efforts to obtain and maintain all licenses and permits reasonably required by ANAHEIM ( or by applicable Legal Requirements, as defined herein) in connection with the operation and management of the Project, in CONTRACTOR'S name or in the name of an Affiliate of CONTRACTOR; and ANAHEIM agrees to execute any and all applications and such other documents as shall be reasonably required and to otherwise cooperate, in all reasonable respects, with CONTRACTOR in the application for, and obtaining and maintenance of, such and permits; and CONTRACTOR agrees that it shall maintain a City of Anaheim business license during the Term of this Agreement; (f) use its commercially reasonable efforts to do, or cause to be done, all such acts and things in and about the Project as shall be reasonably necessary to comply with all Legal Requirements, and to discharge any lien, encumbrance or other charge on the Project, including, with ANAHEIM'S prior written consent, hiring legal representation and paying attorneys' fees, as an Operating Expense of the Project, as necessary to comply with any Legal Requirements and 21 defend the Project against legal claims; and
22 (g) maintain a method of accounting in accordance with generally accepted 23 accounting principles consistently applied ("GAAP") which accurately reflects the Gross 24 Revenues and Operating Expenses and disbursements of CONTRACTOR in connection with the 25 Project's operations.
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2.7 Personnel.

2. 7 .1 General. Subject to the Budget and the terms of this Agreement, 28 CONTRACTOR shall employ all of the employees of the Project, and all such employees shall be 6 >-
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deemed employees of CONTRACTOR and not employees of ANAHEIM or joint employees of ANAHEIM and CONTRACTOR. CONTRACTOR shall recruit, hire, train, discharge, promote and supervise the management staff of the Project (i.e, the general manager or course manager, the assistant managers, the course superintendent, department heads and other key personnel), and CONTRACTOR shall supervise through the management staff the recruiting, hiring, training, discharge, promotion and work of all other employees of the Project. For a period of one year after the date of termination of this Agreement, ANAHEIM shall not solicit or hire as an independent contractor, agent or employee any general manager or superintendent hired or employed by CONTRACTOR after the Effective Date for the Project without the consent of CONTRACTOR.

In the event that ANAHEIM is dissatisfied with the performance of any CONTRACTOR personnel, the following procedure shall be followed: (i) ANAHEIM shall communicate any complaints regarding personnel below the rank of general manager to the general manager and shall communication complaints regarding the general manger to CONTRACTOR'S regional manager for the region in which the Project is located, and (ii) CONTRACTOR shall reasonably and promptly investigate and take appropriate action, as determined by CONTRACTOR, with respect to ANAHEIM'S complaints. All employees of the Project shall be properly qualified for their positions. All employees of the Project shall be properly qualified for their positions. The Compensation (as defined herein) of the management staff and all other Project employees shall be approved by ANAHEIM as part of the Budget ( or, in the event that a change in management staff occurs during an Operating year and after the Budget has been finalized, then as otherwise approved in writing by ANAHEIM) and be an Operating Expense of the Project payable by 22 ANAHEIM in accordance with this Agreement.
23 2.7.2 Benefit Plans. CONTRACTOR shall have the right to provide eligible 24 employees of the Project with profit sharing and other employee retirement benefits and disability, 25 health and welfare benefits and other benefit plan or plans now or hereafter available to employees 26 of other projects and/or facilities managed by CONTRACTOR, if such benefits have been 27 approved in the Budget, and to charge the Project with its allocable share of such CONTRACTOR 28 plan or plans.
7 2.7.3 Temporary Assignment of Other CONTRACTOR Personnel. If 2 CONTRACTOR shall reasonably deem it advisable, and after ANAHEIM'S prior written 3 approval, CONTRACTOR may temporarily assign to the Project the general manager, the head 4 golf professional and other members of the management staff from the employees of 5 CONTRACTOR or Affiliates of CONTRACTOR (as defined herein) or from the staff of Other 6 projects and/or facilities managed by CONTRACTOR. During such time as these employees are 7 temporarily assigned to the Project, all such employees will be paid their regular Compensation 8 (as defined herein), and the pro-rate share of such employee's Compensation equal to the actual 9 time such employees worked at the Project shall be an Operating Expense of the Project. 10 3. TERM. The term of this Agreement shall commence on January I, 2020, and shall I I terminate on February 9, 2024, unless terminated earlier as set forth herein ("Initial Term"). The 12 term of this Agreement may be extended for two (2) additional five (5) year tenns (each a 13 "Renewal Term") with the extensions to commence upon the expiration of the Initial Term or any 14 Renewal Term, at ANAHEIM's sole discretion (hereinafter the phrases "Initial Tenn" and I 5 "Renewal Term," if any, shall be collectively referred to as the "Term"). The Director of 16 Community Services may extend this Agreement on behalf of ANAHEIM. 17 4. TIME OF PERFORMANCE. Time is of the essence in the performance of the I 8 Agreement and the Services shall be performed to completion in a diligent and timely manner. 19 The failure by CONTRACTOR to perform the Services in a diligent and timely manner may result 20 in termination of the Agreement by ANAHEIM.
21 5.
22 PAYMENT

5.1 Base Management Fee. In consideration of CONTRACTOR'S Services during 23 the Term, ANAHEIM shall pay CONTRACTOR a "Base Management Fee" equal to One Hundred 24 Thirty Thousand Dollars ($130,000.00) per year, payable in twelve (12) monthly installments of 25 $10,833.33. The Base Management Fee shall be paid to CONTRACTOR in accordance with 26 Section 5.3 of this Agreement.
27 5.1.1 Changes in Base Management Fee. CONTRACTOR and ANAHEIM agree 28 that no changes to the Base Management Fee set forth herein shall be made during Years One and 8 > <O w "' z ,,,
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20 Two of the Initial Term of this Agreement. For years three and four of the Initial Term of this Agreement, the Base Management Fee shall be negotiated with the change not to exceed changes in the Orange County Consumer Price Index (CPI) for the preceding 12-month period. The Base Management Fee monthly installment shall not vary from month to month.

5.2 Incentive Management Fee. In addition to the Base Management Fee, ANAHEIM shall further pay to CONTRACTOR an "Incentive Management Fee" equal to twenty percent (20%) ("Incentive Fee Percentage") of Adjusted Net Operating Income ("NOI"), as defined herein, in excess of Two Million Dollars ($2,000,000.00) for any given Operating Year; however, the parties agree that for the period from the Effective Date through June 30, 2020, such Incentive Management Fee shall be the Incentive Fee Percentage ofNOI in excess of One Million Dollars ($1,000,000.00). For example, should the Adjusted Net Operating Income for any given year be $2,200,00.00, the applicable Incentive Fee would be an amount equal to $40,000, which represents twenty percent (20%) of $200,000 (the amount in excess of $2,000,000.00.

5.3 Payment Schedule. ANAHEIM shall pay CONTRACTOR the Base Management Fee in advance, no later than five (5) days following the first day of each month during the Tenn.

ANAHEIM shall pay the Incentive Management Fee, if any, to CONTRACTOR within thirty (30) days following the final calculation of financial results for the Project NOI, as defined in Section

5.2, for the proceeding Operating Year. The Base Management Fee and Incentive Management Fee are sometimes referred to herein collectively as "Fees." ANAHEIM shall permit and hereby authorizes CONTRACTOR to pay to CONTRACTOR, from the Operating Account, all Fees 21 which are legally due an owning hereunder.
22 5.4 City Council Appropriation. All Parties recognize that the continuation of this 23 Agreement after the close of any fiscal year of ANAHEIM, which fiscal year ends on June 30 of 24 each year, shall be subject to budget approval providing for or covering such contract items as an 25 expenditure in said budget. ANAHEIM does not represent that said budget item will be actually 26 adopted, said determination being the determination of the City Council at the time of the adoption 27 of the budget herein. No penalty shall accrue to ANAHEIM in the event this provision shall be 28 exercised. Should termination be accomplished in accordance with this Section, a settlement shall 9 > (0
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be negotiated by the Parties based on items delivered, services provided, monies paid and monies 2 due.
3 5.5 Renewal Term Fees. For any Renewal Term, the Director of Community Services 4 or designee ("Director") and CONTRACTOR shall negotiate and agree upon any adjustment to 5 the Fees ninety (90) days prior to the commencement of the Renewal Term. 6 6. BANK ACCOUNTS; WORKING FUNDS; RECORDS AND REPORTS; 7 REMOVAL OF PROPERTY
8 6.1 Bank Accounts. In connection with the operation and management of the Project, 9 the following bank accounts shall be provided by ANAHEIM and CONTRACTOR in a bank or l O banks approved by ANAHEIM, and shall be subject to ANAHEIM'S audit and inspection (the 11 "Bank Accounts"):
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28 6.1.1 Owner Account and Operating Account. ANAHEIM shall identify a bank account for the Project at a banking institution or institutions reasonably selected by ANAHEIM,
such account to be in ANAHEIM'S name (the "Owner Account"). CONTRACTOR shall also establish a bank account for the Project at a banking institution or institutions reasonably approved by ANAHEIM, such account to be CONTRACTOR'S name and sole control (the "Operating Account"). CONTRACTOR will collect, receive and deposit into the Owner Account all monies received by CONTRACTOR from the operation of the Project. ANAHEM shall provide all funds required to be furnished by ANAHEIM as working capital funds under Section 6.3 of this Agreement into the Operating Account, and CONTRACTOR will disburse those monies from the Operating Account only for the purposes set forth in this Agreement. Notwithstanding the provisions of the foregoing, CONTRACTOR shall be entitled to maintain funds in reasonable amounts in "cash register banks" or in petty cash funds at the Project facilities but CONTRACTOR shall not open any other bank accounts related to the Project except for the Operating Account. All records and bank statements shall be subject to access and inspection by ANAHEIM pursuant to the tenns recited herein. All Gross Revenues (as defined herein) of the Project shall be collected, received and deposited by CONTRACTOR exclusively through the Owner Account. Upon tennination of this Agreement for any reason, any funds remaining in the Operating Account after >- "' w "' z "' tt:: w
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payment of all final expenses, costs and obligations of the Project incurred during the Tenn shall 2 be paid to ANAHEIM.
3 6.2 Expenditures. CONTRACTOR is authorized to pay from the Operating Account 4 such amounts at such times as are required in connection with the ownerships, operation, 5 maintenance, repair, and improvement of the Project and related facilities and CONTRACTOR'S 6 performance under this Agreement in accordance with any approved plan and/or budget, subject 7 to the provisions of this Agreement, including but not limited to all amounts specifically payable 8 to or reimbursable to CONTRACTOR hereunder.
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6.3 Account Funding. ANAHEIM shall provide funds to be deposited into the Operating Account all funds required for CONTRACTOR to operate and maintain the Project in accordance with this Agreement and any approved plans and/or budgets, including, without limitation, funds for CONTRACTOR to timely fund any Operating Deficits (as defined herein), if any. Upon execution of this Agreement, ANAHEIM shall cause the sum of Six Hundred Thousand Dollars and No/100 cents ($600,000.00) (the "Working Capital Amount") to be provided for the in Operating Account as initial working capital for the Project. On the first day of each month during the Tenn, CONTRACTOR shall notify ANAHEIM of the total funds then in the Operating Account, and within three (3) business days following such notification, ANAHEIM shall provide additional funds for the Operating Account in the amount required to bring the Operating Account 19 balance to an amount equal to $600,000.00. So, for instance, if CONTRACTOR notifies 20 ANAHEIM that, as of the first day of a given month the balance in the Operating Account is 21 $200,000.00, then ANAHEIM will provide an additional $400,000.00 for the Operating Account 22 within three (3) business days. CONTRACTOR shall not, under any circumstances, be required 23 to, or be deemed to have any duty to, advance any of its own funds for the operation of the Project. 24 CONTRACTOR shall analyze all bills received for services, work and supplies in connection with 25 maintaining and operating the Project. CONTRA TOR shall pay, on behalf of ANAHEIM, all such 26 bills in accordance with any plan and/or budget as and when the same shall become due and 27 payable. CONTRACTOR shall exercise commercially reasonable efforts to pay all bills within the 28 time required to obtain any discounts which may be available. If there are insufficient funds in the 11 > "' w "' z <")
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Operating Account to make any payment, CONTRACTOR shall promptly notify ANAHEIM prior 2 to any delinquency so that ANAHEIM shall have an opportunity to provide sufficient funds for 3 CONTRACTOR to make such payment prior to the imposition of any penalty or late charge as 4 provided herein. In the event that CONTRACTOR should advance any of its own funds for the 5 operation of the Project due to the failure of ANAHEIM to timely fund the Working Capital 6 Amount as required hereunder, or to make any other payment to CONTRACTOR required 7 hereunder, CONTRACTOR shall be entitled, without any further approval or authorization of 8 ANAHEIM, to reimburse itself for such advances, from the Operating Account upon funding of 9 the Operating Account by ANAHEIM.
10 6.4 Insufficient Funds. CONTRACTOR shall monitor the Project's cash flow and 12 13
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11 shall provide to ANAHEIM a report detailing projected cash flow in the event that CONTRACTOR projects an Operating Deficit to occur within thirty (30) days of providing such report. If at any time funds in the Operating Account, including the anticipated monthly funding of the Working Capital Amount by ANAHEIM as set forth in Section 6.3, shall be projected to be or are insufficient to pay the Project's Expenses for the following month ("Operating Deficits"), CONTRACTOR shall notify ANAHEIM and request a sufficient additional amount ("Additional Working Capital") to satisfy same so that CONTRACTOR will have sufficient funds in the Operating Account to prevent any delinquency in payment for such expenses, and ANAHEIM agrees to provide such funds within seven (7) days after CONTRACTOR notifies ANAHEIM.

CONTRACTOR shall not be obligated to advance any of its own funds to or for the account of the Project or ANAHEIM, nor to incur any liability unless ANAHEIM has furnished CONTRACTOR with funds necessary for the discharge thereof. In the event ANAHEIM fails to timely provide CONTRACTOR sufficient Additional Working Capital to pay expenses, CONTRACTOR shall be under no obligation to pay any bill if there are insufficient funds in the Operating Account.

Notwithstanding the foregoing, if CONTRACTOR advances any funds in payment of an expense 26 authorized by any Budget or budget, or an emergency expenditure, CONTRACTOR may 27 reimburse itself from the Operating Account.
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12 6.5 Accounting Procedures/ City's Right to Audit.
2 6.5.1 Records. CONTRACTOR shall keep records and invoices in connection 3 with the Services to be performed under this Agreement. CONTRACTOR shall maintain complete 4 and accurate records with respect to the costs incurred under this Agreement and any services, 5 expenditures and disbursements charged to ANAHEIM, for a minimum period of three (3) years, 6 or for any longer period required by law, from the date of final payment to CONTRACTOR under 7 this Agreement. All such records and invoices shall be clearly identifiable. CONTRACTOR shall 8 allow a representative of ANAHEIM to examine, audit and make transcripts or copies of such 9 records and any other documents created pursuant to this Agreement during regular business hours. 10 ANAHEIM shall have the right to audit CONTRACTOR'S accounting procedures and internal 11 controls of CONTRACTOR'S financial systems and to examine any cost, revenue, payment, 12 claim, other records or supporting documentation resulting from any transactions under this 13 Agreement. CONTRACTOR shall allow inspection of all work, data, documents, proceedings and 14 activities related to the Agreement for a period of three (3) years from the date of final payment to 15 CONTRACTOR under this Agreement.
16 6.6 No Default Due to Lack of Funds. If CONTRACTOR is unable to perfonn any 17 of its Services or covenants under this Agreement because of the failure on the part of ANAHEIM 18 to provide the funds pursuant to Section 6.4, such failure of performance on the part of 19 CONTRACTOR shall not be deemed a default on the part of CONTRACTOR and shall not give 20 rise to any right of termination, damages, or any other remedy against CONTRACTOR, unless the 21 failure to provide the funds is due to the occurrence of a breach of this Agreement be 22 CONTRACTOR or the gross negligence, willful misconduct or fraud by CONTRACTOR. 23 6.7 Reports to ANAHEIM. CONTRACTOR will deliver, or will cause to be 24 delivered, to ANAHEIM the following forecasts and statements:
25 (a) within twenty (20) days after the end of each calendar month, an update to 26 any approved plans and/or budgets with monthly and year-to-date financial statements which shall 27 include a balance sheet, a profit and loss statement ( on an accrual basis) showing the results of 28 operation of the Project for such month and for the year to date; and 13 (b) within sixty (60) days after the end of each Operating Year (as defined 2 herein), financial statements, including a balance sheet, a profit and loss statement and actual 3 versus budget comparison showing the results of operation of the Project for such year (it being 4 understood and agreed that such annual statement will reflect the annual Base Management Fee 5 paid to CONTRACTOR).
6 6.8 CONTRACTOR Accounting Software; Other Personal Property 7 Owned by CONTRACTOR. The parties acknowledge and understand that the accounting 8 software used at the Project is owned by CONTRACTOR, and ANAHEIM shall have no rights or 9 interests in such software. Upon the expiration or earlier termination of this Agreement, the 10 accounting software and other personal property at the Project owned by CONTRACTOR shall be 11 removed from the Project facility by CONTRACTOR; provided, however, the financial data of I 2 and related to the Project shall remain the property of ANAHEIM. 13 7. GENERAL MANAGER. CONTRACTOR shall designate a General Manager, who shall 14 coordinate the Services. This General Manager shall be available to ANAHEIM at all reasonable I 5 times during the Term of this Agreement. It is expressly understood that the experience, 16 knowledge, capability and reputation of the General Manager is a substantial inducement for 17 ANAHEIM to enter into this Agreement. Therefore, the General Manger shall be responsible 18 during the Term of this Agreement for directing all activities of CONTRACTOR and devoting 19 sufficient time to personally supervise the provision of Services hereunder. 20 8.
21 ADMINISTRATION
The following employees of ANAHEIM shall be authorized to take the following actions 22 pursuant to this Agreement:
23 (i) The Director is authorized to take any and all actions on behalf of 24 ANAHEIM set forth herein, including but not limited to Budget approval and termination of the 25 Services in accordance with the terms of Section 22 of this Agreement. 26 (ii) Michael Lautenbach shall be the Contract Administrator. The Contract 27 Administrator is authorized to take those specific actions set forth herein and to review and approve 28 all Services perfonned by CONTRACTOR under this Agreement. The Contract Administrator 14 > co w "' z "' a:: w
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shall not be authorized to approve Extra Work, change prices or billing rates, or terminate Services 2 under this Agreement.
3 9. PERFORMANCE
4 9.1 Standard of Services. CONTRACTOR and his entire staff shall provide all of its 5 services in a professional and workmanlike manner and shall conduct themselves whenever on 6 ANAHEIM'S property such that they shall, at all times, be able to deal effectively and properly 7 with the golfing public as managers of a public facility. All staff shall wear uniforms in a manner 8 approved by ANAHEIM at all times with name tags. All staff shall complete training as prescribed 9 by the Contract Administrator upon hiring. The quality and range of the products and services 10 offered must be approved by ANAHEIM.
11 12
13 14
15 16
17 18
19 20
21 22
23 24
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9.2 Presence of General Manager. CONTRACTOR'S General Manager is expected to be on site at either Anaheim Hills Golf Course or Dad Miller Golf Course during the days and hours normally expected of a working General Manager attending diligently to his duties and responsibilities personally. At such times as the General Manager is not on site, the General Manager shall specifically designate a Manager on Duty and shall provide, from time to time, ANAHEIM with the names of those employees qualified for this position. One of the so named parties shall be on duty at all times that the General Manager is absent.

9.3 Professional Standards. As a material inducement to ANAHEIM entering into this Agreement, CONTRACTOR represents and warrants that CONTRACTOR is a provider of first class work and services and CONTRACTOR is experienced in performing the work and services contemplated herein and, in light of such status and experience, CONTRACTOR covenants that it shall follow the highest professional standards in performing the work and services required hereunder and that all materials will be of good quality. For purposes of this Agreement, the phrase "highest professional standards" shall mean those standards of practice recognized by one or more first-class firms performing similar work under similar circumstances.

9.4 Contract Administrators for Project. CONTRACTOR is responsible for keeping the Contract Administrator and/or his/her duly authorized designee infonned on a regular basis regarding the status and progress of the Services, activities performed and planned, and any 15 meetings that have been scheduled or are desired. CONTRACTOR agrees to work closely and 2 cooperate fully with ANAHEIM'S' designated Contract Administrator and any other agencies that 3 may have jurisdiction or interest in the work to be performed. ANAHEIM agrees to cooperate 4 with the CONTRACTOR on the Project.
5 9.5 Debris. CONTRACTOR shall keep ANAHEIM's property free from undue 6 accumulation of waste and rubbish caused by CONTRACTOR's performance of the Services, and 7 CONTRACTOR shall remove all debris resulting from the work form ANAHEIM's property at 8 the end of each day's work. CONTRACTOR shall limit its storage of materials and equipment on 9 ANAHEIM property to areas designated by ANAHEIM.
10 9.6 Bond. Concurrently with execution of this Agreement, CONTRACTOR shall I I deliver to ANAHEIM a performance bond in the sum of the Fifty Thousand and no/100 dollars 12 ($50,000.00), in the form provided by the City Attorney, which secures the faithful perfonnance 13 of this Agreement. The bond shall contain the original notarized signature of an authorized officer 14 of the surety and affixed thereto shall be a certified and current copy of his power of attorney. The I 5 bond shall be unconditional and remain in force during the first two years of the Agreement and 16 shall be null and void only if the CONTRACTOR successfully performs all terms and conditions I 7 of this Agreement.
18 JO. FAMILIARITY WITH WORK. By executing this Agreement, CONTRACTOR 19 represents and warrants that CONTRACTOR: (i) has thoroughly investigated and considered the 20 Services to be performed; (ii) has carefully considered how the Services should be provided; and 21 (iii) fully understands the facilities, difficulties and restrictions attending the provision of the 22 Services under this Agreement. Should CONTRACTOR discover any latent or unknown 23 conditions materially differing from those inherent in the provision of such Services or as 24 represented by ANAHEIM, CONTRACTOR shall immediately inform ANAHEIM of such fact 25 and shall not perform any Extra Work without the approval of the Director and written amendment 26 of this Agreement.
27 11. CITY OWNERSHIP OF EQUIPMENT. CONTRACTOR acknowledges that 28 ANAHEIM owns all of the equipment. CONTRACTOR agrees to repair or cause to be repaired 16 all of ANAHEIM'S equipment and furnishings, and to maintain m good condition all of 2 ANAHEIM'S premises used in concession operation. CONTRACTOR will obtain ANAHEIM'S 3 prior written consent for any modifications to the type, location, or quality of some or all of the 4 equipment and furnishings. Upon termination of this AGREEMENT, all equipment and 5 furnishings, shall remain in the possession of and owned by ANAHEIM. 6 12. ALCOHOLIC BEVERAGES. CONTRACTOR is not restricted by this AGREEMENT 7 as to the selection of brands of alcoholic beverages to be sold at PROJECT. CONTRACTOR 8 expressly agrees to observe and comply with all federal, state, and city laws and ordinances and 9 with all rules promulgated by ANAHEIM with respect to alcohol sales at Dad Miller Golf Course, 10 and to maintain in effect all licenses and permits required for sale of alcoholic beverages at 11 CONTRACTOR'S sole expense. The current contractor Championship Golf Services will 12 relinquish the existing on-sale general liquor license issued by the State of California to 13 CONTRACTOR and in CONTRACTOR'S name permitting the sale of alcoholic beverages 14 (including beer, wine and liquor) at the Project at no expense, except for transfer fees to be paid 15 by CONTRACTOR as an Operating Expense. CONTRACTOR, as ANAHEIM'S agent, shall be 16 solely responsible for the alcoholic beverage sales at the Project. As an Operating Expense of the 17 Project, CONTRACTOR shall maintain in its name or in the name of an Affiliate (and ANAHEIM 18 shall reasonably cooperate with CONTRACTOR in maintaining) the liquor license(s) in good 19 standing, pay all required fees in connection therewith, and otherwise ensure that the proper right 20 and permission to sell alcoholic beverages at the Project. CONTRACTOR agrees that, in the event 21 CONTRACTOR is succeeded by another contractor after termination of this AGREEMENT, 22 CONTRACTOR shall, without charge to ANAHEIM, relinquish said license at no expense to such 23 successor, except for transfer fees to be paid by the successor. From and after the termination date 24 and continuing until the date which is six (6) months thereafter, CONTRACTOR shall cooperate 25 with ANAHEIM in ANAHEIM'S efforts to obtain its own liquor license(s) (or a transfer of 26 CONTRACTOR'S liquor licenses) to serve alcoholic beverages at the Project. 27 13. INDEPENDENT CONTRACTOR. Except as expressly provided herein, ANAHEIM, 28 nor any of its employees, shall not have any control over the manner, mode or means by which 17 CONTRACTOR, its agents or employees, perform the services required herein. Except as 2 expressly provided herein, ANAHEIM shall have no voice in the selection, discharge, supervision 3 or control of CONTRACTOR's employees, servants, representatives or agents, or in fixing their 4 number, compensation or hours of service. CONTRACTOR shall perform all services required 5 herein as an independent contractor of ANAHEIM and shall remain at all times as to ANAHEIM 6 a wholly independent contractor with only such obligations as are consistent with that role. 7 CONTRACTOR shall not at any time or in any manner represent that it or any of its agents or 8 employees are agents or employees of ANAHEIM. ANAHEIM shall not in any way or for any 9 purpose become or be deemed to be a partner of CONTRACTOR in its business or otherwise or a IO joint venturer or a member of any joint enterprise with CONTRACTOR. In consideration for the I 1 compensation paid to CONTRACTOR by ANAHEIM, CONTRACTOR agrees that ANAHEIM 12 shall not be obligated to provide, and instead agrees that CONTRACTOR shall provide on 13 ANAHEIM'S behalf, any benefits, including, but not limited to, worker's compensation, disability, 14 retirement, life, unemployment, health or any other benefits and CONTRACTOR agrees that it 15 shall not sue or file a claim, petition or application therefore against ANAHEIM or any of its 16 officers, employees, agents, representatives or sureties. 17 14.
18 INSURANCE

14.l CONTRACTOR'S Insurance. Without limiting ANAHEIM's right to 19 indemnification, it is agreed that CONTRACTOR shall secure on or before January 1, 2020, prior 20 to commencing any activities under this Agreement, and maintain, during the term of this 21 Agreement, insurance coverage as follows:
22 (i) Workers' Compensation Insurance as required by California statutes and 23 Employers Liability in an amount not less than $1,000,000 per occurrence. 24 (ii) Commercial General Liability Insurance, including coverage for Premises 25 and Operations, Contractual Liability, Personal Injury Liability, Products/Completed Operations 26 Liability, Independent Contractor's Liability, and Liquor Liability in an amount not less than 27 $ I ,000,000 per occurrence, $2,000,000 annual aggregate, written on an occurrence fonn. Such 28 insurance shall be written on a primary basis (i.e., without a self-insured retention), but may 18 "' N
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include a deductible of not more than $5,000 per occurrence, provided that such deductible is 2 disclosed to ANAHEIM, in writing, at the inception of this Agreement. 3 (iii) Comprehensive Automobile Liability Coverage including - as applicable - 4 owned non-owned and hired autos, in an amount not less than One Million Dollars ($1,000,000) 5 per occurrence, combined single limit.
6 (iv) Employer's Liability Insurance: $1,000,000 per accident; $1,000,000 7 policy limit for disease.
8 (v) Excess Liability Insurance Coverage: in excess of the Comprehensive 9 General Liability Insurance the limit of liability shall be in an amount, that, when combined with 10 the Comprehensive General Liability Insurance will be not less than $100,000,000 per occurrence 11 and aggregate.
12 (vi) All-risk-Property Insurance covermg all real and personal property of 13 Contractor utilized or stored at either golf course. 14 15
16 17
18 14.1.1 Cancellation Clause. Each insurance policy required by this Agreement shall contain the following clause or shall otherwise provide for the following conditions: "This insurance shall not be cancelled, or limited in scope or coverage, until after thirty (30) days prior written notice has been given to the City Clerk, City of Anaheim, 200 S. Anaheim Blvd., Anaheim, CA 92805, except in the event of cancellation for non-payment of premium which shall provide 19 for not less than ten ( I 0) days' notice."
20 14.1.2 Required Clauses. Each insurance policy required by this Agreement, except 21 policies for Workers' Compensation, shall contain the following clauses or shall otherwise provide 22 for the following conditions:
23 (i) "It is agreed that any insurance maintained by CONTRACTOR pursuant to 24 this Agreement shall be primary to, and not contribute with, any insurance or self-insurance 25 maintained by the City of Anaheim."
26 (ii) "The City of Anaheim, its officers, agents, employees, representatives and 27 ANAHEIM-designated volunteers are added as additional insureds as respects the acts, omissions, 28 Ill
19 operations, and activities of, or on behalf of, the named insured, in regard to products supplied, or 2 work or services performed for, or related to, the City of Anaheim." 3 14.1.3 Insurance Certificates. Prior to commencing any work under this Agreement, 4 CONTRACTOR shall deliver to ANAHEIM insurance certificates confirming the existence of the 5 insurance required under this Agreement, including the applicable clauses and/or provisions 6 referenced above. Also, within thirty (30) days of the execution date of this Agreement, 7 CONTRACTOR shall provide ANAHEIM: (i) endorsements to the insurance policies which add 8 to these policies the applicable clauses referenced above; or (ii) in lieu of said endorsements, 9 documentation acceptable to ANAHEIM evidencing that the coverage, terms, and conditions set 10 forth in the above-referenced clauses are otherwise provided for in said insurance policies. Said 11 endorsements shall be signed by an authorized representative of the insurance company and shall 12 include the signatory's company affiliation and title. Should it be deemed necessary by 13 ANAHEIM, it shall be CONTRACTOR's responsibility to see that ANAHEIM receives 14 documentation acceptable to ANAHEIM which sustains that the individual signing said 15 endorsements is indeed authorized to do so by the insurance company. Insurance required 16 hereunder shall be placed with insurers: (i) admitted to write insurance in California and (ii) 17 possessing an A. M. Best rating of A VII or higher; or (iii) otherwise acceptable to ANAHEIM, 18 with prior written permission from ANAHEIM. In the event that a claim or other legal action is 19 filed against ANAHEIM, and if ANAHEIM, in its good faith opinion, believes it may have 20 coverage under any of the insurance required herein, then ANAHEIM has the right to demand, and 21 to receive within a reasonable time period, copies of the insurance policies related to such required 22 insurance; provided, however, that this provision shall not apply if the parties agree that 23 CONTRACTOR shall fully defend, hold harmless, and indemnify ANAHEIM against any such 24 claim or other legal action.
25 14.1.4 Insurance Remedies. In addition to other remedies ANAHEIM may have if 26 CONTRACTOR fails to provide or maintain any insurance policies or policy endorsements to the 27 extent and within the time herein required, ANAHEIM may, at its sole option:
28 ///
20 (i) Order CONTRACTOR to stop work under this Agreement and/or withhold 2 any payment(s) which become due to CONTRACTOR hereunder until CONTRACTOR 3 demonstrates compliance with the requirements hereof; or 4 (ii) Terminate this Agreement.
5 Exercise of any of the above remedies, however, is an alternative to other remedies ANAHEIM 6 may have and is not the exclusive remedy for CONTRACTOR's failure to maintain insurance or 7 secure appropriate endorsements.
8 14.2 ANAHEIM'S INSURANCE. ANAHEIM may, as its sole election, procure and 9 maintain property insurance with respect to the Project during the term of this Agreement; (ii) 10 CONTRACTOR shall have no obligation whatsoever to provide commercial property insurance 11 for or related to the Project.
12 15.
13 INDEMNIFICATION
As respects acts, errors or om1ss10ns m the performance of professional services, 14 CONSULT ANT agrees to indemnify and hold harmless ANAHEIM, its officials, officers, and 15 employees from and against any and all claims, losses, damages, defense costs, or liability, of any 16 kind or nature, ( collectively, "Claims") to the extent arising directly out of CONTRACTOR' s ( or 17 CONTRACTOR's contractors' or subcontractors', if any) negligent acts, errors or omissions in 18 the performance of professional services under this Agreement but only to the extent such Claims 19 are covered by valid and collectible insurance proceeds. 20 As respects all acts, errors or omissions which do not arise directly out of the performance 21 of professional services, including but not limited to those acts, errors or omissions typically 22 covered by ISO-based general and automobile liability insurance coverage, CONTRACTOR 23 agrees to indemnify, defend (at ANAHEIM's option), and hold harmless ANAHEIM, its officials, 24 officers, employees, agents, and representatives from and against any and all Claims arising out of 25 or in connection with CONTRACTOR's (or CONTRACTOR's contractors' or subcontractors', if 26 any) acts, errors, omissions, or work, relative to this Agreement but only to the extent such Claims 27 are covered by valid and collectible insurance proceeds and except for those Claims which arise 28 out of the damages or injuries to persons (inducing death), property (including environmental 21 >- (0
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conditions) or to the Project caused by ANAHEIM, its officials, officers, employees, agents or 2 representatives, or arising from any pre-existing conditions, design defects, or ANAHEIM's 3 omissions, failure to act, actions taken by CONTRACTOR at the direction of ANAHEIM, or 4 ANAHEIM'S negligent and/or willful misconduct.
5 The obligations set forth in this indemnification provision (i) shall be in effect without 6 regard to whether or not ANAHEIM, CONSULT ANT, or any other person maintains, or fails to 7 maintain, insurance coverage, or a self-insurance program, for any such Claims; and (ii) shall 8 survive the termination of this Agreement.
9 16.
10 RESPONSIBILITY FOR DAMAGES OR INJURY

16.1 ANAHEIM and all officers, employees and representatives thereof shall not be 11 12
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23 responsible in any manner for any loss or damage to any of the materials or other things used or employed in performing the Project or for injury to or death of any person as a result of CONTRACTOR's performance of the services required hereunder; or for damage to property from any cause arising from the perfonnance of the Project by CONTRACTOR, or its subcontractors, or its workers, or anyone employed by either of them.

16.2 CONTRACTOR shall be responsible for any liability imposed by law and for injuries to or death of any person or damage to property resulting from defects, obstructions or from any cause arising from CONTRACTOR's work on the Project, or the work of any subcontractor or supplier selected by the CONTRACTOR.

16.3 CONTRACTOR shall perform all Project work in a manner to minimize public inconvenience and possible hazard, to restore other work areas to their original condition and former usefulness as soon as possible, and to protect public and private property. CONTRACTOR shall be liable for any private or public property damaged during the performance of the Project 24 work.
25 16.4 The rights and obligations set forth in this Section shall survive the termination of 26 this Agreement and are subject to the limitations contained in Section 15 above. 27 17. PROHIBITION AGAINST ASSIGNMENTS AND TRANSFERS. The Parties 28 recognize that a substantial inducement to ANAHEIM for entering into this Agreement is the 22 professional reputation, experience and competence of CONTRACTOR. Neither the whole nor 2 any interest in, nor any of the rights or privileges granted under this Agreement shall be assigned, 3 transferred or encumbered in any way without the prior written consent of ANAHEIM. Any such 4 purported assignment, transfer, encumbrance, pledge, subuse, or permission given without such 5 consent shall be void as to ANAHEIM. If ANAHEIM approves an assignment or transfer, this 6 Agreement and the covenants and conditions contained herein shall be binding upon and inure to 7 the benefit of and shall apply to the permitted successors and assigns of CONTRACTOR. 8 18. SUBCONTRACTING. Except for those subcontractors set forth in the Scope of Services, 9 if any, CONTRACTOR shall not subcontract any portion of the work to be performed under this 10 Agreement without the prior written authorization of the Contract Administrator or Director. 11 CONTRACTOR shall be fully responsible to ANAHEIM for all acts and omissions of any 12 approved subcontractor. Nothing in this Agreement shall create any contractual relationship 13 between ANAHEIM and subcontractor nor shall it create any obligation on the part of ANAHEIM 14 to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise 15 required by law. ANAHEIM is an intended beneficiary of any work perfonned by any 16 subcontractor for purposes of establishing a duty of care between the subcontractor and 17 ANAHEIM pursuant to this Agreement.
18 19. RECORDS. CONTRACTOR shall keep records and invoices in connection with the work 19 to be performed under this Agreement. CONTRACTOR shall maintain complete and accurate 20 records with respect to the costs incurred under this Agreement and any services, expenditures and 21 disbursements charged to ANAHEIM, for a minimum period of three (3) years, or for any longer 22 period required by law, from the date of final payment to CONTRACTOR under this Agreement. 23 All such records and invoices shall be clearly identifiable. CONTRACTOR shall allow a 24 representative of ANAHEIM to examine, audit and make transcripts or copies of such records and 25 any other documents created pursuant to this Agreement during regular business hours. 26 CONTRACTOR shall allow inspection of all work, data, documents, proceedings and activities 27 related to the Agreement for a period of three (3) years from the date of final payment to 28 CONTRACTOR under this Agreement.
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20. CONFLICTS OF INTEREST. The CONTRACTOR or its employees may be subject to 2 the provisions of the California Political Reform Act of 1974 (the "Act"), which: (1) requires such 3 persons to disclose any financial interest that may foreseeably be materially affected by the work 4 performed under this Agreement; and (2) prohibits such persons from making, or participating in 5 making, decisions that will foreseeably financially affect such interest. If subject to the Act, 6 CONTRACTOR shall conform to all requirements of the Act. Failure to do so constitutes a 7 material breach and is grounds for immediate termination of this Agreement by ANAHEIM. 8 CONTRACTOR shall indemnify and hold harmless ANAHEIM for any and all claims for 9 damages resulting from CONTRACTOR's violation of this Section. 10 21. NOTICES. All notices, demands or other writings to be made, given or sent hereunder, 11 12
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or which may be so given or made or sent by either ANAHEIM or CONTRACTOR to the other shall be deemed to have been given when in writing and personally delivered or if mailed on the third (3rd) day after being deposited in the United States mail, certified or registered, postage prepaid, and addressed to the respective Parties at the following addresses:

Ifto ANAHEIM: City Clerk
City of Anaheim
200 S. Anaheim Boulevard, 2nd Floor
Anaheim, California 92805
FAX No. (714) 765-4105
With copies to: Michael Lautenbach
Golf Manager
City of Anaheim
200 S. Anaheim Boulevard, 4th floor, Mail Stop 433
Anaheim California 92805
FAX No. (714) 765-5291
To CONTRACTOR: AGC Management, LLC
909 N. Pacific Coast Hwy, Suite 650
El Segundo, CA 90245
Attention: General Counsel
FAXNo.(310)
25 22.
26 TERMINATION OF AGREEMENT; DEFAULT; RIGHT TO CURE

22.1 Termination by ANAHEIM. ANAHEIM shall have the right to terminate this 27 Agreement upon the occurrence of any one of the following events:
28 Ill
24 (a) CONTRACTOR fails to keep, observe or perform any material covenant, 2 agreement, term or provision of this Agreement, to be kept, observed or performed by 3 CONTRACTOR including, without limitation, CONTRACTOR'S failure to maintain, market, and 4 promote the Project in the manner required by this Agreement, and such default continues for a 5 period of thirty (30) days after written notice of such default by ANAHEIM to CONTRACTOR; 6 or
7 (b) CONTRACTOR's (i) application for, consent to, or suffering of, the 8 appointment of a receiver, trustee or liquidator for all or a substantial portion of its assets; (ii) 9 making a general assignment for the benefit of creditors; (iii) being adjudged bankrupt; (iv) filing 10 a voluntary petition or suffering an involuntary petition under any bankruptcy, arrangement, 11 reorganization or insolvency law (unless in the case of an involuntary petition, the same is 12 dismissed within thirty (30) days of such filing); or (v) suffering or permitting to continue unstayed 13 and in effect for thirty (30) consecutive days any attachment, levy, execution or seizure of all or a 14 substantial portion of CONTRACTOR's assets or of CONTRACTOR's interests hereunder. 15 22.1.1 ANAHEIM'S right to termination pursuant to Section 22.1 shall be 16 exercised upon thirty (30) days' additional written notice to CONTRACTOR given at any time 17 after the applicable cure period has expired. ANAHEIM'S termination notice shall specify the 18 effective date of such termination.
19 22.1.2 Notwithstanding anything else herein the contrary, the parties agree that 20 should this Agreement be terminated pursuant to Section 5.4, ANAHEIM must provide 21 CONTRACTOR with written notice of such termination specifying the effective date of such 22 termination, which shall not be less than ninety (90) days after the date of any such termination 23 notice, and certifying that no golf course operation or activities will be conducted at the Project 24 for at least six (6) months after any such termination. 25 22.2 Termination by CONTRACTOR. CONTRACTOR shall have the right to 26 tenninate this Agreement upon the occurrence of any one of the following events:
27 (a) ANAHEIM fails to keep, observe, or perform any other material covenant, 28 agreement, term or provision of this Agreement to be kept, observed or performed by ANAHEIM, 25 and such default continues for a period of thirty (30) days after notice of such default by 2 CONTRACTOR to ANAHEIM; or
3 22.2.1 CONTRACTOR'S right to termination pursuant to Section 22.2 shall be 4 exercised upon thirty (30) days' additional written notice to ANAHEIM given at any time after 5 the applicable cure period has expired. CONTRACTOR'S termination notice shall specify the 6 effective date of such termination.
7 22.3. Curing Defaults. Any default by CONTRACTOR or ANAHEIM under the 8 provisions of Sections 22.1 and 22.2, as the case may be, which is susceptible of being cured shall 9 not constitute a basis for termination of this Agreement if the nature of such default shall not pennit 10 it to be cured within the cure period allotted; provided that within such cure period the alleged 11 party in default shall have given notice of its intent to cure, has commenced to cure such default, 12 and is proceeding to complete the cure in good faith and with reasonable due diligence by a date 13 which is not more than six ( 6) months after the date of notice of default. 14 23. COMPLIANCE WITH ALL LAWS. In performing the Services, CONTRACTOR 15 shall, as an Operating Expense, comply with all statutes, ordinances, regulations and requirements 16 of all governmental entities, including federal, state, county or municipal, whether now in force or 1 7 hereinafter enacted. In addition, all work prepared by CONTRACTOR shall conform to applicable 18 local, county, state and federal laws, rules, regulations and permit requirements and be subject to 19 approval of the Contract Administrator. Before providing any services under this Agreement, 20 CONTRACTOR shall, as an Operating Expense of the Project, obtain and maintain any 21 certificates, licenses and permits which may be required to permit CONTRACTOR to do business 22 in the City of Anaheim, including a City of Anaheim. For clarity and the avoidance of doubt, 23 nothing in this section shall require CONTRACTOR to expend its own funds to obtain all 24 necessary licenses, permits and certificates required for the operation of the Project and the 25 business conducted at the Project, the costs of which will be an Operating Expense of the Project. 26 24. W AIYER. A waiver by either Party of any breach, of any term, covenant or condition 27 contained herein shall not be deemed to be a waiver of any subsequent breach of the same or any 28 other term, covenant or condition contained herein, whether of the same or a different character. 26 25. INTEGRATED CONTRACT. This Agreement and the Exhibits hereto contain the entire 2 agreement of ANAHEIM and CONTRACTOR with respect to the matters covered hereby, and no 3 agreement, statement or promise made by either ANAHEIM or CONTRACTOR which is not 4 contained herein, shall be valid or binding. No prior agreement, understanding or representation 5 pertaining to any such matter shall be effective for any purpose. 6 26. CONFLICTS OR INCONSISTENCIES. In the event there are any conflicts or 7 inconsistencies between this Agreement and the Exhibits or any other attachments attached hereto, 8 the terms of this Agreement shall govern.
9 27. INTERPRETATION. Each Party acknowledges that he/she/it has had the benefit of 10 advice of competent legal counsel with respect to its decision to enter this Agreement. The 11 provisions of this Agreement shall be interpreted to give effect to their fair meaning and shall be 12 construed as prepared by both Parties.
13 28. AMENDMENTS. This Agreement may be modified or amended only by a written 14 document approved as to form by the City Attorney and executed by both CONTRACTOR and 15 City Council.
16 29. SEVERABILITY. If any term or provision of this Agreement or the application thereof 17 to any person or circumstance shall, to any extent, be held invalid or unenforceable, the remainder 18 of this Agreement, or the application of its terms and provisions to persons and circumstances 19 other than those to which it has been held invalid or unenforceable shall not be affected thereby, 20 and each term and provision of this Agreement shall be valid and enforceable to the fullest extent 21 permitted by law.
22 30. REMEDIES CUMULATIVE. The remedies given to ANAHEIM and CONTRACTOR 23 herein shall be cumulative and are given without impairing any other rights given ANAHEIM or 24 CONTRACTOR by statute or law now existing or hereafter enacted and the exercise on any one 25 ( 1) remedy by ANAHEIM or CONTRACTOR shall not exclude the exercise of any other remedy. 26 31. NO THIRD PARTY BENEFICIARIES. The Parties intend that no rights nor remedies 27 be granted to any third party as a beneficiary of this Agreement or of any covenant, duty, obligation 28 or undertaking established herein.
27 32. CONTROLLING LAW AND VENUE. The laws of the State of California shall govern 2 this Agreement and all matters relating to it and any action brought relating to this Agreement shall 3 be adjudicated in a court of competent jurisdiction in the County of Orange. 4 33. DISCRIMINATION. CONTRACTOR agrees not to discriminate against any person or 5 class of persons by reason of sex, color, race, creed, religion, marital status, handicap, ancestry, 6 national origin or other prohibited basis in its provision of Services or hiring of subcontractors or 7 employees. To the extent this Agreement provides that CONTRACTOR offer accommodations 8 or services to the public, such accommodations or services shall be offered by CONTRACTOR to 9 the public on fair and reasonable terms.
10 34. AUTHORITY. Each individual executing this Agreement on behalf of a corporation, I I nonprofit corporation, partnership or other entity or organization, represents and warrants the he I 2 or she is duly authorized to execute and deliver this Agreement on behalf of such entity or 13 organization and that this Agreement is binding upon the same in accordance with its terms. 14 CONTRACTOR shall, at ANAHEIM's request, deliver a certified copy of it governing board's I 5 resolution or certificate authorizing or evidencing such execution. 16 35. EFFECTIVE DA TE. This Agreement shall be effective on the date on which this 17 Agreement is executed by ANAHEIM ("Effective Date"). 18 19
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2 IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed on the dates hereinafter respectively set forth. 3 Date of Execution 4
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13 Date of Execution
14 15
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18 19
20 21 APPROVED AS TO FORM:
22 ROBERT FABELA, CITY ATTORNEY
23 24

CITY OF ANAHEIM
a municipal corporation
By~ · Lawrence ip~
Director of Community Services
ATTEST:
~City Clerk
"ANAHEIM"
AGC Management, LLC, a California limited
~:~
Printed
Name I r J.-.£E- ,-,~ k£L
Title 0 VP.,. PoBLIC. S
"CONTRACTOR"
25 26
Dated: __ \,\-+-( \...._1,,-+-1--"-lS __ _
Attachments:
27 Exhibit A
Exhibit B
28 134776.2
29 2
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DEFINITIONS
Affiliate means any and all corporations, partnerships, trusts, limited liability companies and other entities directly or indirectly controlled by, controlling, or subject to direct common control of an entity or person.

Adjusted Net Operating Income means Gross Revenues minus Net Operating Expenses.

Capital Improvements means any alteration or addition to, or rebuilding or renovation of, the Project which is considered a capital expenditure under GAAP, the cost of which is not charged to ordinary property operations, repair, replacement, alteration and/or maintenance.

Compensation means the direct salaries and wages paid to or accruing for the benefit of any manager or other employee, together with all fringe benefits payable to or accruing for the benefit of such manager or other employee, including employer's contribution under the Federal Insurance Contributions Act ("FICA"); unemployment compensation, or other employment taxes; pension fund contributions, worker's compensation, group life and accident and health insurance premiums as well as any payments made by CONTRACTOR which fall within the deductible amounts of any such policies; profit sharing; retirement; disability; and other similar benefits but only to the extent established in the Budget and approved by ANAHEIM.

CPI means The United States Department of Labor, Bureau of Labor Statistics, All Items Consumer Price Index for All Urban Consumers (all items for the metropolitan area in which the Premises are located on the basis of 1982 - 1984 equals 100). Notwithstanding the foregoing, if the format or components of the CPI are materially changed after the date hereof, then ANAHEIM and CONTRACTOR shall mutually agree to a substitute index which is published by the Bureau of Labor Statistics or similar agency and which is most nearly equivalent to the CPI in effect as of the date hereof.

Excluded Operating Expenses means utility costs, insurance premiums ( excluding workers compensation), cart and equipment lease payments, Capital Improvements, personal property taxes, any legal and/or attorneys' fees or costs (including any legal settlement costs) related to the Services and/or the management of the Project, ANAHEIM golf administrative costs and/or overhead that is, as of the Effective Date, approximately $835,000, and any possessory interest taxes owed by ANAHEIM.

Furnishings and Equipment means all furniture, furnishings, trade fixtures, apparatus and equipment, including golf course maintenance vehicles and equipment, golf carts, driving range pickers and pullers, mats, buckets, cash registers, rental golf clubs, ball washers, benches, uniforms, and other personal property used in or held in storage for use in the operation of the Project, other than Operating Inventory and fixtures attached to and fonning part of the Improvements.

Gross Revenues means all amounts received as a result of the operation of the Project and the sale of goods and services at the Project, determined on an accrual basis and consistent with the income/operating statements generated by CONTRACTOR in the ordinary course of business.

Gross Revenues shall include, without limitation, the following generated at the Project: all green fees; rental fees for golf carts, golf clubs, and other rental items; range balls; rental and concession 2 payments; food and beverage sales; liquor sales; revenue generated from space rentals and from meetings, banquets, parties, receptions, tournaments, and other group gatherings; merchandise 3 sales; instruction fees; vending sales ( or, if applicable, receipts from vending companies); and proceeds from business interruption insurance. Gross Revenues shall not include the following:
4 5 (a) Sales taxes, excise taxes, gross receipts taxes and other similar taxes now or later imposed upon the sale of food, beverages, merchandise or services and paid to the appropriate 6 taxing authority, whether added to or included in the selling price; 7 (b) Fees charged by a golf professional functioning as an independent 8 contractor for the teaching of golf lessons and instruction to the extent the Project operation does not receive revenue from such golf lessons
9 ( c) Receipts in the form of refunds from, or the value of merchandise, supplies 10 or equipment returned to, shippers, suppliers or manufacturers; 11 ( d) The amount of any gratuities paid or given by customers to 12 CONTRACTOR employees at the Project;
13 ( e) Proceeds of insurance other than business interruption insurance or similar 14 15
types of insurance;
(f) Any interest earned on any ANAHEIM provided bank account or funds; (g) The actual uncollectible amount of any check or bank draft received as 16 payments for goods or services and returned from a bank as being uncollectible; and 17 (h) The actual uncollectible amount of any sale of merchandise or services for 18 which a credit card was accepted.
19 Legal Requirements means all laws, statutes, ordinances, orders, rules, regulations, 20 permits, licenses, authorizations, directives and requirements of all governments and governmental authorities, which now or hereafter may be applicable to the Premises and the operation of the 2 l Premises.
22 Major Capital Improvements means any capital improvement involving an addition to the Project or renovation or refurbishing designed to upgrade or change the nature or image of the 23 Project which costs more than $10,000.00 aggregate 24 Net Operating Expenses means Operating Expenses minus Excluded Operating Expenses. 25 26 Operating Expenses means utility costs, costs of purchasing Operating Inventory, 27 Compensation and expenses of the management staff and other employees directly employed at the Project, advertising and promotion, ordinary repairs, replacements, alterations and 28 maintenance, cart and equipment lease payments, insurance premiums, any legal and/or attorneys' fees or costs (including any legal settlement costs) related to the Services and/or the management 2 >- <O w "' z <")
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28 of the Project, the Base Management Fee, taxes, actual uncollectible amount of any check, bank draft, or credit card received as payments for goods or service and returned from a bank as being uncollectible; and all other expenses relating to the operation of the Project and/or payable under the Budget that would be expensed in accordance with GAAP .. Operating Expenses shall not include principal and interest payments on any promissory note or other debt instrument and payments under a deed of trust or mortgage (if any); depreciation; amortization; costs incurred as a result of any assignment of this Agreement or sale of the Project; income taxes paid or payable by ANAHEIM on the income from the Project.

Operating Inventory means consumable items used in or held in storage for use in the operation of the Project, including scorecards and cart tickets, driving range balls, professional shop merchandise, food and beverages, paper and plastic ware, fuel, cleaning materials, fertilizers, pesticides, linens, glassware, sanitation supplies and other similar items.

Operating Year means any 365-day period during the Tenn beginning on July I st and ending on June 30th •
3 EXHIBITB
2 STARTS AFTER THIS PAGE
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American Golf .

American Golf Corporation Response
Request for Proposals Golf Course Management for Anaheim Hills and Dad Miller Golf Courses #213-071619
Submitted July 16, 2019
Submitted To:

City of Anaheim
Attention: Michael Lautenbach
AMERICAN GOLF CORPORATION 909 N. Pacific Coast Highway, Suite 650, El Segundo, CA 90245

I TABLE OF CONTENTS

SECTION
Cover Letter
Corporate Structure and Organization
Background
Purchasing
Local Senior Management
Corporate Support Capabilities
Management Organization
General Manager
Corporate Support Staff
Contingency Plan for Operations
Operational Development
Anaheim Operations
Organizational Chart
Compensation Plans
Employee Management and Training
Marketing
Tee Time Intervals
Maintenance and Janitorial
Financial and Operating Systems
POS/Reservations
Accounting and Oversight
Cash Handling
Purchasing Guidelines
Transition
Quality Assurance Plan
Maintenance and Start Up Equipment List
Optional Investment
PAGE
1 3
3 11
12 14
15 15
15 19
20 74
74 74
75 93
96 96
97 97
98 102
105
106
108
112
121
I Cover Letter
American Golf .

July 16, 2019
City of Anaheim
Michael Lautenbach, Golf Manager
RE: RFP # 213-071619 Golf Course Management Services for Anaheim Hills and Dad Miller Golf Courses
Dear Mr. Lautenbach,
American Golf Corporation("AGC") is pleased to offer the following response to the RFP for Golf Operations at Anaheim Hills and Dad Miller golf courses issued by the City of Anaheim ("City"). Our objective is to present the City with a proposal that meets its primary needs and objectives for operations at your courses. If selected, the contract for Anaheim Hills and Dad Miller will be held by AGC Management , LLC, a wholly owned subsidiary of American Golf.

American Golf is the only major golf management company headquartered in Southern California and is the largest operator of golf courses in the State. We are also the largest operator of municipal golf courses in California with 30 courses under contract for government agencies, the majority of which are in Southern California. American Golf has built a solid operating foundation and assembled an exceptionally experienced team based on knowledge gained from more than 45-years operating golf courses and clubs in the Southern California market. AGC started the portfolio management business for municipal golf. In the early 1980's AGC began operating the entire City of Long Beach, California golf system along with major portions of the City of New York and Los Angeles County municipally owned golf portfolios . All three entities remain clients today.

Synergy and innovation are key to portfolio management. Our experience has given AGC a unique understanding of the synergies to utilize in maximizing the performance of a portfolio of courses to benefit both the city and its customers . Those opportunities can be found through economies of scale in personnel , purchasing, unique membership programs and non-golf community programming.

Furthermore, technology is changing the way people enjoy the game of golf. Whether it be from on line bookings to music in the golf carts, golf technology is changing at a very rapid pace. To that end , American Golf is on the leading edge of this change. American Golf is the ONLY integrated golf course management and golf entertainment company in existence today. Working with our sister company Drive Shack , which operates golf entertainment venues, AGC will continue to be on the leading edge of advancements in how to enjoy and experience the game of golf.

Amer ican Golf Response
RFP #2 l3-07! 6 19
July 16, 20 19
I Cover Letter
At American Golf we understand the delicate balance of providing high-quality facilities and excellent service while simultaneously meeting the financial objectives of our partners . American Golf will ensure a coordinated approach to quality and service daily to assure that each guest receives an excellent golf and recreational experience consistent with optimizing the City of Anaheim's goals.

American Golf Corporation
909 N. Pacific Coast Highway, Suite 650
El Segundo, CA 90245
Designated Point of Contact:

Tom Frost
Vice President- Business Development
[email protected]
310-664-4225
2 American Golf Response
RFP #~ 13-071 o 19
Juli lo. 20 19
I Corporate Structure and Organization
American Golf is one of the most experienced and innovative operators in the golf industry today . As an owner, lessee, and manager of golf courses and country clubs for over 45 years, American Golf has the unmatched expertise to maximize any golf opportunity. The largest segment of this experience is operating public golf courses on behalf of municipal governments and other agencies. A sample list of some of our clients is below. We are proud to say that many of these partnerships extend well beyond 30 years.

East Bay Regional Park District I Course Partner Since 1971 City of Fullerton I Course Partner Since 1979
County of Los Angeles 8 Courses Partner Since 1982
New York City 5 Courses Partner Since 1983
City of Long Beach 5 Courses Partner Since 1984
City of Pasadena 2 Courses Partner Since 1985
State of California 1 Course Partner Since 1985
Yorba Linda Country Club 1 Course Partner Since 1990
City of San Leandro 2 Courses Partner Since 1997
Ventura County 1 Course Partner Since 1999
American Golf is fully vested in every aspect of golf management. We have invested millions of dollars over the years to develop leading programs that will generate revenue for our clients and partners. At AGC we understand how to quickly adjust to current market conditions in an ever-changing social space and with over 40 golf courses under management in Southern California, we have the largest database oflocal golfers and the deepest local market knowledge of any company. Additionally, we are a Southern California headquartered organization with corporate offices located in El Segundo. The City of Anaheim will benefit greatly from integration with American Golf's network properties and our support teams , including those spearheading our sales and marketing innovations and environmental stewardship. With our background and resources, American Golf will ensure that your facilities play a much greater role in providing more compelling recreation and social options for City residents and the surrounding community.

As evidenced by our multiple long-term municipal relationships of over 30 years, American Golf takes pride in having an open and active relationship with our clients. With our corporate office located in El Segundo , all AGC's principals and resources are locally available to the City of Anaheim. We expect to attend regular meetings to provide updates on golf course operations along with working with staff to resolve any issues and provide comprehensive programming for the residents of Anaheim.

Anaheim Hills and Dad Miller will be professionally managed with the same high level of commitment and operating standards as other American Golf facilities in the market. We are confident in these standards and are particularly proud to have courses operated by American Golf for The County of Los Angeles honored with the coveted LA County Golf Course of the Year award in 17 of the last 21 years, including the past 8 years in a row. Additionally, we are proud that American Golf operates Sky links in Long Beach , CA which has been recently named "California Golf Course of the Year" by the California Golf Course Owners Association and is nominated for "National Golf Course of the Year" by the National Golf Course Owners Association. We plan to bring this award-winning operational philosophy and experience to the City of Anaheim
We are a full-service management firm whose services include:
• Operations
• Sales and Marketing
• Human Resources
3 • Agronomy
• Accounting
• Social Media Management
Ameri can Golf Response
RFP #2 13-071 6 19
July 16, 20 19
I Corporate Structure and Organization
• Internet/On line Management • Construction and Capital Management • Staff Training • Merchandising
• Food and Beverage • Purchasing
• Revenue Management • Risk Management
Your best interests will always be kept in mind because American Golf appreciates what it means to be an owner of a golf property. We maintain customized standards for each facility in our network , and continuously monitor each property to make sure we drive revenue, make cost-saving adjustments , and provide members and guests with exceptional service. American Golfs position as the industry leader has allowed us to develop and recruit some of the best people in the business, people who will bring expertise and innovations to Anaheim. Our operating knowledge, proprietary systems, and numerous innovations have helped us drive performance beyond that of our competition and remain a leader in golf course management. Please refer to the case studies included in this proposal. 4 Amer ican Golf Response
RFP #2 13-0716 19
July 16, 20 1 9
I Corporate Structure and Organization
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Oversight of on-site teammates through the
re ional su ort team
Website design assistance and management
Custom
Oversight of TurfCentric equipment fleet
mana ement
Yield and revenue management services with full­
time revenue mana ers
Accounts payable , accounts receivable , monthly
financial statement re aration
5 Recruitment, retention , benefit management
American Golf Response
RFP#2!3-07!6!9
July16 , 20 !9
I Corporate Structure and Organization

AGC PORTFOLIO

CALIFORNIA
Brookside Golf Club
Pasadena , CA • Public-Municipal
Canyon Oaks Country Club
Chico , CA • Private
Casta Del Sol Golf Course
Mission Viejo, CA • Public
Chester Washington Golf Course
Los Angeles , CA •Public-Municipal
Coyote Hills Golf Course
Fullerton , CA • Public
Diamond Bar Golf Course
Diamond Bar, CA • Public-Municipal
EI Camino Country Club
Oceanside, CA •_Private
EI Dorado Park Golf Course
Long Beach, CA • Public-Municipal
Fullerton Golf Course
Fullerton, CA • Public-Municipal
Heartwell Golf Course
Long Beach, CA • Public-Municipal
Knollwood Country Club
Granada Hills, CA • Public-Municipal
La Mirada Golf Course
La Mirada, CA • Public-Municipal
Lake Forest Golf
and Practice Center
Lake Forest, CA • Public-Municipal
Lake Tahoe Golf Course
South Lake Tahoe, CA • Public-State
6 Lakewood Country Club
Lakewood, CA • Public-Municipal
Lomas Santa Fe Country Club
Solana Beach, CA • Private
Lomas Santa Fe
Executive Golf Course
Solana Beach, CA • Public
Los Coyotes Country Club
Buena Park, CA• Private
Los Verdes Golf Course
Rancho Palos Verdes, CA • Public-Muni cipal
Marbella Country Club
San Juan Capistrano, CA • Privat e
Mission Trails Golf Course
San Diego, CA • Public-Municipal
Monarch Bay Golf Club
San Leandro, CA • Public
Monterey Country Club
Palm Desert, CA• Private
MountainGate Country Club
Los Angeles, CA • Private
Mountain Meadows Golf Course
Pomona, CA • Public-Municipal
National City Golf Course
National City, CA • Public-Municipal
Palm Valley Country Club
Palm Desert , CA• Private
Paradise Knolls Golf Course
Riverside , CA • Public
American Golf Response
RFP #213-071 6 19
July 16, 20 19
I Corporate Structure and Organization
Rancho San Joaquin Golf Course
Irvine, CA • Public
Recreation Park Golf Course 9
Long Beach, CA • Public-Municipal
Recreation Park Golf Course 18
Long Beach, CA • Public-Municipal
River Ridge Golf Course
Oxnard, CA-Public Municipal
San Dimas Canyon Golf Course
San Dimas, CA • Public-Municipal
Santa Clara Golf and Tennis Club
Santa Clara, CA • Public-Municipal
Saticoy Regional Golf Course
Ventura, CA• Public-Municipal
Scholl Canyon Golf Course
Glendale, CA • Public Municipal
Sea Cliff Country Club
Huntington Beach, CA • Private
Skylinks at Long Beach
Long Beach, CA • Public-Municipal
Summitpointe Golf Club
Milpitas, CA • Public
Sunset Hills Country Club
Thousand Oaks, CA • Private
Tecolote Canyon Golf Course
San Diego, CA • Public-Municipal
The Vineyard at Escondido
Escondido, CA • Public-Municipal
Tilden Park Golf Course
Berkeley, CA • Public-Municipal
Tustin Ranch Golf Club
Tustin, CA • Semi-Private
7 Vista Valencia Golf Course
Valencia, CA• Public
Westchester Golf Course
Los Angeles, CA • Public
Whittier Narrows Golf Course
Rosemead, CA • Public-Municipal
Wood Ranch Country Club
Simi Valley, CA • Private
Yorba Linda Country Club
Yorba Linda, CA • Private

FLORIDA
Lely Resort Golf and Country Club
Naples, FL • Public
The Classics
Naples, FL • Private
IDAHO
Plantation Country Club
Boise, ID • Private

NEW JERSEY
Rancocas Golf Club
Willingboro, NJ• Public

NEW MEXICO
Tanoan Country Club
Albuquerque , NM• Private

NEW YORK
Clearview Park Golf Course
Queens, NY• Public-Municipal
Dyker Beach Golf Course
Brooklyn, NY• Public-Municipal
La Tourette Golf Course
Staten Island, NY• Public-Municipal
Ameri can Go! f Response
RFP #213-07 16 19
July16 , 2019
I Corporate Structure and Organization
Pelham Bay and Split
Rock Golf Course s
Bronx, NY • Public-Municipal
South Shore Golf Course
Staten Island, NY • Public-Municipal
OREGON
The Oregon Golf Club
West Linn, OR• Private
8 TEXAS
Buffalo Creek Golf Club
Rockwall, TX • Public
Waterview Golf Club
Rowlett, TX • Public

WASHINGTON
Bear Creek Country Club
Woodinville, WA • Private
American Golf Response
RFP #213 -07 1619
July 16,20 l9

I Corporate Structure and Background
List of Terminated Contracts
Over its 50-year history American Golf has been involved in more than 325 golf courses for various private entities and public agencies and currently manages over 70 facilities across the United States. It would not be commercially feasible to detail the history of our full portfolio. We can state that in our history we have never been terminated from a contract for cause and take pride in the fact that many of our municipal facilities have been our partners for over 30 years.

References
A list of references is provided in Attachment A
Purchasing
Through our extensive network of vendor relationships, American Golf has been able to obtain industry leading discount and rebate programs with most major vendors. As part of any management agreement with American Golf, the City will benefit from these discounts and receive any material rebate dollars earned at Anaheim Hills and Dad Miller through participation in these programs. Below is a partial list of our vendors.

AUTHORIZED DEALER
Equipment
EZ-Go Golf Carts
Toro
EZLinks
Entegra
-syngenta
Rain Bird
Syngenta
Simplot
Harrell's
AGC will work with the City of Anaheim to prepare an equipment acquisition and replacement schedule.

The City will benefit from all AGC National Account pricing on new equipment. AGC will assist the City in determining if leasing or purchasing is the better option for acquiring the equipment. A detailed list of equipment to be considered for both lease and purchase can be found later in this proposal.

Golf Carts
AGC has included in the pro forma assumptions the lease of new EZ Go Lithium Ion golf carts in 2022.

Utilizing these carts and capitalizing on AGC's status as a "dea ler" with EZ-GO, we will save the City in both ongoing power costs and annual cart lease costs. In addition, it is expected that the Lithium Ion carts will save the City over $100,000 in battery replacement costs during the five-year lease term over that which would be required with a standard electrical fleet. Should the City prefer another provider AGC will work with that provider to obtain new carts for the facilities.

II
American Golf Response
RFP#213-071619
July 16, 2019
I Corporate Structure and Background
Jim Hinckley
CEO
Bill Janney
SVP Controller
Ken Hultz
SVP Private Club Operations
Lee Finkel
SVP Public Opera1ons
Paul Ballam
SVP Business Development
Tom Frost
Vice President Business
Development
AGC Senior Management Team
Jim Hinckley
President and CEO
I
Brian Bode
Regional VP Southern
Cal1forn1a
Chris May
VP Revenue Management
AG Human Resources
AG Marketing and Design
Team
Jessica Cesta
VP Food and Beverage
AG Legal/Accout1ng/R1sk
Management
Dave Waymire,
Director of Agronomy
Anaheim Team
Jim is one of the most experienced executives in the golf course management and owner ship industry, having been involved in the ownership & management of more than 350 golf courses during the course of his career. His first position in the golf industry was with ClubCorp in 1971, as a 15-year-old bag boy at Porter Valley Country Club in Northridge , California. Jim worked his way into the golf shop and soon became the assistant golf professional and later head golf professional while he earned his college degree .

He moved to ClubCorp's corporate office in Dallas in 1977 and, under the direction of ClubCorp Founder Robert Dedman, Sr., he learned the business and continued to grow within the organization .

In 1994, Jim was named as ClubCorp's President and served in that capacity until late 2002. Durin g Jim's tenure , ClubCorp owned and managed over 300 country clubs, resorts, private city clubs, golf courses, and real estate developments; had $1.6 billion in assets; $925 million in annual revenues; and 22,000 teammate s.

Upon leaving ClubCorp in 2002 , Jim assisted in the formation of WMC Management Compan y, LLC(WMC). Jim has been American Golf's President and CEO since 2014.

Jim also serves on numerous industry boards, including the National Golf Course Owners Association of America ; American Junior Golf Association; Golf 20/20, Professional Golfers Association of America (PGA) Education and Employers Council; and he is a past member of the PGA. Jim is a Nati onal Trustee for the First Tee and is also a member of Young Presidents Organization (YPO /WPO). Additionall y, he serves on the boards at the St. Paul Hospital Medical Foundation, Children ' s Healthcare Charit y Foundation, and the Children's Center for Self Esteem . Jim attended Southern Methodist Univer sity and California State University and earned his bachelor's degree in business administration in 1978. 12 American Golf Respo nse
RFP#213-07 1619
Julyl6 , 20 19
I Corporate Structure and Background
Lee Finkel
Senior Vice President - Publics
Lee joined American Golf in 2003. He gained experience as the General Manager of a variet y of g olf courses before he was promoted to Regional Director of the Northeast in 2009. During that time, he lived and worked in New York and was responsible for overseeing courses in New York City, New Jerse y, Atlanta, Virginia , and Detroit. In 2015, he was promoted to Regional Vice President for the East and added the management of Dallas, Oklahoma, and Tennessee courses to his existing responsibilities . In 2016 , he was promoted to Senior Vice President and now oversees the management and operations for all American Golfs Public Courses.

Lee serves as Vice President and sits on the board of the California Golf Course Owner s Association.

Additionally, he is the CFO and serves on the board of the American Golf Foundation (AGF) , a non-profit organization dedicated to promoting the game of golf and its ideals through charity, education , and service to the community. He is a graduate of the University of San Diego and earned a Bachelor of Business Administration in Economics and an MBA in Venture Management.

Bill Janney
Senior Vice President - Controller
Bill joined American Golf in May of 2019.

Prior to joining AGC, Bill worked for Live Nation Entertainment since 2007 as VP Controller in the House of Blues Entertainment Division, which includes operations for the majority of clubs & theater venues at Live Nation. In addition to Live Nation, Bill has extensive experience with other major entertainment companies including Universal Studios and Nielsen Entertainment. Bill is a Certified Public Accountant in the state of Texas and graduated from Texas A&M University .

Ken Hultz
Senior Vice President- Private Clubs
Ken has been in the golf business for 30 years and 25 of those with American Golf. He began his career in golf as an Outside Service Attendant at Ottawa Park Golf Course (a Municipal Golf Course ) in Toledo , Ohio while in high school. After graduating from high school , he was promoted to Assistant General Manager and then General Manager in 1998. Once becoming a General Manager, he assisted with the onboarding of various courses to the American Golf family in the states of Ohio, Michigan , Indiana , Pennsylvania, Washington D.C., and Illinois. In addition, Ken has led high-end Daily Fee Courses that have hosted Nike Tour, Web.com Tour and LPGA Events (Pumpkin Ridge - Ghost Creek and Witch Hollow - Heatherwoode Golf Club).

After a 5-year stint outside of American Golf, in a Regional Director role, running numerous private clubs in the Midwest, Ken returned to American Golf overseeing a private club in Northern California. In 2011, he was promoted to Regional Director overseeing all private clubs for American Golf outside Southern California. In 2013 , he was promoted to Regional Vice President of the 23 private clubs located throughout the US.

Ken is an avid golfer who played competitive golf through 2000 in the National Juniors and USGA sanctioned events. He is a member of The Club Managers Association of America (CMAA) and assists fund raising efforts for the American Golf Foundation (AGF) , a non-profit organization dedicated to promoting the game of golf through charity , education and service to the community. 13 Ameri can Golf Response
RFP #2 13-07 16 19
July 16, 20 19
I Corporate Structure and Background
Paul Ballam
Senior Vice President - Business Development
Paul has led American Golf's national business development efforts since 2007 and has extensive experience negotiating and implementing golf facility leases and management agreements. In addition to his involvement in nearly $500 million of golf facility purchase and sale transactions , Mr. Ballam specializes in contracts and relationships with municipalities and throughout his more than 20-year career with American Golf he has been integral to the Company ' s efforts in partnering with municipalitie s to provide capital improvements and professional golf management services to their constituents .

Prior to joining American Golf, Paul held various management and operations positions at a wide variety of golf facilities including a municipally owned course, member-owned private clubs, and a major golf resort .

Paul earned his B.A. in History from Brandeis University where he was a co-captain of the school 's golf team .

Tom Frost
Vice President-Business Development
Tom brings over 35 years' experience in golf operations /acquisitions to American Golf and their clients.

Prior to joining American Golf, Tom's work in the golf industry included running his own management and consulting company and working with major financial institutions , government , management companies, and small operators. Tom ' s experience in both a small business and corporate atmosphere offers a combination of practical "hands on" experience and up to date industry knowledge to AGC 's clients. With over 30 years working in business development, Tom is one of the leading authorities on putting together partnerships between the public and private sector, as well as, with individual owners .

Tom ' s experience includes the construction of, and opening of, four new facilities , management of over $60 million in golf course related capital improvements and involvement in over $65 million in golf course acquisitions . Tom was a founding member of the Board of Trustees for the First Tee of Northern Nevada and is a member of the Board of Directors of the California Golf Course Owners Association and the Southern California Golf Association ' s Government Affairs Committee.

Tom attended Middle Tennessee State University where he earned a B.S in Mass Communication s.

Corporate Support Capabilities
American Golf has one of the deepest and most experienced corporate support teams in the golf industry today . Locally based in El Segundo, the support team available to Anaheim includes experts in the field of golf operations , revenue management, food and beverage , agronomy , payroll/accounting , securit y, IT, risk management, sales, marketing, design, purchasing, leasing, and human resources. This team is available to assist the City and the operations teams at Anaheim Hills and Dad Miller at any time. We have included a brief biography of some of the key support personnel that will be working with both Anaheim Hills and Dad Miller below.
14 American Golf Response
RFP #2 13-0716 19
July I 6, 20 I 9
Management Organization
General Manager
If selected to be the City's partner AOC would commence a nationwide search that considers both internal and external candidates for the position of General Manager. Once a finalist is identified AOC will share that resume and submit to the City for approval.

Corporate Staff Support
Following are key dedicated corporate support resources and staff members who will provide support for our City of Anaheim operations. The expenses for these corporate support staff positions are included in the base management fee and will not be separately expensed to Anaheim Hills or Dad Millers operating expenses. These positions are dedicated to American Golf's corporate support structure and do not also hold exclusive club level positions at competing clubs in addition to their corporate responsibilities. These positions are based in Southern California and easily accessible to both Anaheim facilities.

Joyce Shelton
Regional Manager
Joyce began her golf career with American Golf at Los Verdes Golf Course in Rancho Palos Verdes, CA in 2003. She has served as General Manager for several Southern California Clubs responsible for the daily operations and client experience. In 2016, she served the County of Los Angeles Golf Operations overseeing contract compliance and golf system marketing/promotions. Joyce returned to American Golf as General Manager of Coyote Hills Golf Course in Fullerton, CA and Regional Manager.

Joyce earned a bachelor's degree from CSU Long Beach and MBA from Pepperdine University.

Chris May
Vice President of Revenue Management
Chris joined American Golf in 2006, serving in a variety of management roles in municipal and daily fee clubs. Upon joining the Revenue Management team in 2011, he was responsible for overseeing rate and marketing strategy for clubs in California and the Midwest. In 2017 he was promoted to Vice President of Revenue Management and continues to oversee the Southern California portfolio as well as administration and strategic partnerships for the The Players Club.

Chris is an active participant in the NCGOA. He holds certificates in Management and Marketing from the Wharton School of Business as well as an undergraduate degree in Biology and Economics from the University of Pennsylvania.

Dave Waymire
Director of Agronomy
Dave is a 40-year turfgrass manager and member of the Golf Course Superintendent Association of America . Dave has been a part of American Golf since 1998 when he began his career as Superintendent of Mission Trails Golf Course in San Diego. Dave was quickly promoted to Regional Superintendent and then Director of Maintenance before assuming his current role in 2017.

At AOC, Dave's responsibilities include oversight of the agronomic operations for the West. His work takes him regularly to AG operated facilities to review and audit agronomic conditions and maintenance 15 American Golf Response
RFP#213-071619
July 16, 20 I 9
Management Organization
practices, and to consult with site staff and clients. He works closely with AGC ' s Regional Superintendents developing programs and best practices which are utilized throughout the company. Dave holds a Turf Management Certificate from Penn State University and has been a Certified Golf Course Superintendent for 25 years.

Jessica Cesta-Tsuchiyama
Vice President Food and Beverage - Publics
Jessica joined American Golf in 2011 and has held various positions in the Food and Beverage Department.

From 2011 to 2016 she was AG's National Director ofFood and Beverage and in 2016 assumed the role of VP for the public portfolio overseeing all restaurant, snack bar, catering, and events sales . She is responsible for all Food & Beverage contract negotiation, vendor relationships and large-scale events .

Prior to joining AGC, Jessica worked for Flemings Prime Steakhouse & Wine Bar as a Manager , Corporate Trainer from 2007 to 20 I 0. Jessica is a Certified Servsafe Instructor and is Level 2 Certified by the Wine and Spirits Education Trust.

Linda Crawford
Director of Marketing
Linda joined American Golf in 1996 at Dubs Dread Golf Course in Kansas City, Kansas as the Food and Beverage Manager and went on to be the Tournament Director, Assistant Manager, and General Manager .

In 2002, Linda joined the AG corporate team in the IT department and later transitioned into the Marketing Department. She is currently the Director of Marketing and is responsible for all national marketing strategies and club specific initiatives for AGC. She oversees the marketing and design team and AGC 's in-house print shop. She also manages the National Golf Call Center Jeannette Kallas
Director of Payroll
Jeannette joined the American Golf Team in 2017 as Director of Payroll. Jeannette is responsible for managing and directing the administration of American Golf's payroll. She directs and manage s the administration of multi-state bi-weekly and semi -monthl y payrolls for 4,000 plus employees consistent with federal , state and local wage and hour laws. She partners with various internal teams in evaluating and reviewing the current Payroll and HRIS system to ensure optimization and compliance as well as manages the relationship with our Payroll Vendor.

Prior to joining American Golf, Jeannette held a Payroll Manger pos1t1on for various Healthcare companies. As a Payroll Manager, Jeannette managed the entire payroll process and was responsible for ensuring payrolls were balanced and recorded accurately for over 16,000 employees. She implemented and configured various timekeeping and payroll systems to over 500 locations as well was provided guidance as the subject matter expert. Jeannette successfully transitioned companies from paper to automated payroll system. Jeannette received her CPP certification in 2011 and is an active member of the National American Payroll Association and our local APA Los Angeles Chapter.

Ashley Horan, ASP
Director of Safety and Claims
Ashley joined the American Golf team in 2016. She is a safety professional recognized by the Board of Certified Safety Professionals (BCSP) and a 9-year Veteran of the U.S. Army. Ashley is an active member 16 Ameri can Golf Response
RFP #2 13-07 16 19
July 16, 20 19
Management Organization
of the American Society of Safety Professionals and holds a Bachelor's Degree in Business Administration and is on track to graduate from Columbia Southern University with her Masters in Occupational Health and Safety in the fall of 2019.

At American Golf she is responsible for overseeing the corporate safety program to reduce loss through hazard recognition and control at all AGC managed /owned properties. Concurrent with safety program she manages the workers' compensation and general liability programs, assisted by the Manager of Safety and Claims , Stephanie Orellana.

Vicki Kaniger
Employee Relations Director
Vicki Joined American Golf in 1997 as WC Manager and was promoted to Employee Relations Director in 200 I. She oversees employee relations issues; EEOC complaints; and HR Training/Development for East Coast, TX, and a portion of CA locations. Vicki also works with AGC's Security /ER Manager on employee and security matters.

Prior to joining American Golf, Vicki worked for 20 years with GTE/Verizon as a Human Resources Director.

Virginia Montano
Security /Employee Relations Manager
Virginia joined American Golf in 2006 as WC Assistant, transferred to Security/Employee Relations Coordinator in 2007 and promoted to Security /Employee Relations Manager in 2011. Virginia oversees the pre-employment screenings, labor law posters, secret shops, tracks meal period violations , job postings , hotline calls and translates when needed. Virginia became a Notary Public in 2015 and renewed her commission in 2019. Virginia reports to Employee Relations Directors.

Prior to joining American Golf, Virginia worked for 6 years with a manufacturing company as an Office Manager .

Jerry Swick
Security Advisor
Jerry joined American Golf in 2007 as Director of Security. In 2015 He assumed the role of Security Advisor /Consultant and provides the same services. He is responsible for implementing and enforcing company policies with respect to hiring new employees, protecting the assets of the company from theft or misuse and protecting guests and employees from unlawful or abusive behavior. Jerry works closely with management, field operations and law enforcement to manage cases involving suspected criminal activity and works with vendors regarding security-related services.

Prior to joining American Golf Jerry worked for 26 years with a major law enforcement agency as a detective supervisor in a Financial Crimes Bureau. After his career in law enforcement he worked as a Senior Security Consultant for Verizon Corporation. Jerry holds a Bachelor of Arts degree from California State University, Northridge and a Master of Arts Degree in Public Communication from Pepperdine University .
17 American Golf Response
RFP #21 3-07! 6 !9
July 16, 20 !9
Management Organization
Holly Konrad-Redheffer
National Sales & Marketing Administrative Director
Holly started with American Golf in 2006 as a sales support assistant and took the position with added responsibilities became National Director role. Holly helps support the event sales team in all sales initiatives, outside shows, inside shows to maximize and drive revenue sales. She also manages the private event national advertising accounts, companywide mandatory training procedures, plans and executes all management reward trips, maintains all sales field offers and commission plans, executes commission calculations and payments, procures event sales forecasting reports, operates and maintains the CRM system and works with AGC legal on event contracts.

Prior to American Golf, Holly was with May Company for 26 years until 2006. At May Company she worked her way from floor sales on the East coast to department management and then transferred to the West coast as a department manager of 4.5M department and then National Merchandise Presentation and Signing Director.

Krissi Trevino Thomas
Vice President of Sales
Krissi has been with American Golf for 7 years, starting first as the Event Sales Director at Lomas Santa Fe Country Club in 2012. In 2015, Krissi was promoted to the Regional Director of Sales for both the Private Events and Tournament divisions. In January of 2019, she became the Vice President of Sales, overseeing all American Golf properties in the Private Event Division as well as Private Club Golf Tournaments.

Krissi graduated from Scottsdale Culinary Institute with a degree in Culinary Management in and has been in Special Events/Food and Beverage industry for over 16 years. 18 American Golf Response
RFP #213- 071619
July l6, 201 9
Management Organization
Contingency Plan for Operations
Being headquartered in El Segundo with over 20 American Golf facilities located less than 1 hour away , AGC is the most equipped operator to fill any vacancies in an emergency or in an interim basis. Should the general manager be unable to work, the immediate replacement would be the Regional Manager . Any other key vacancies can be supported by other local golf course team members , support team member s listed above , and corporate staff.
19 American Golf Response
RFP #213 -07 16 19
Ju ly 16, 20 19
I Operational Development
Over the past several years the golf industry has become more challenging, facing financial pressures from over supply, rising labor and utility costs, and competition from other activities. At American Golf we have chosen to face these challenges by utilizing our 45 + years of experience to develop new and innovative ways to both attract people to the game and manage our business. This strategy has resulted in AGC managed properties continuing to outperform the market and growing despite fighting some strong headwinds. Third party analysis has confirmed that AGC properties host 30% more rounds than that of their local competitors.

With AGC as your partner this same story will be true for Anaheim Hills and Dad Miller. Key to this strategy is that we realize that every golf course is different. American Golf understands that the best promotion in the market is counterproductive if the facility fundamentals do not meet market standards .

Our process is to overlay our general operation plan on a facility while allowing the flexibility for the on­ site management team to make the necessary changes to fit that property. At American Golf, we focus on and understand the balance of revenue development and common-sense cost containment.

Anaheim Hills and Dad Miller will be led by one full- General Manager and two Superintendents that will be supported by our Regional and Home Office teams to help achieve the outlined objectives. Being the only Southern California based major management company and located less than a one-hour drive from both courses, AGC can easily deploy a wide range of resources to assist is both transition and ongoing operations. Our IT, Accounting, Marketing, Human Resources, Safety, and Operations teams are all locally based. Where AGC stands out is that our resources in Revenue Management and Agronomy have no additional competing responsibilities (e.g. Revenue Manager is not also a golf course general manager etc.). Their sole purpose is to help our Managers and Superintendents improve their properties.

AGC will implement a plan at both Anaheim Hills and Dad Miller centered around six key areas: Defining the Culture, Golf Operations, The New Public Golf Model, Maintenance, and Food and Beverage, and Engaging the Community.
20 America n Golf Response
RFP #21 3-071 6 19
July 16, 20 19
I Operational Development
Defining the Culture
At American Golf everything we do each day at our facilities is guided by our company's overall culture and our Purpose Statement "Creating Enioyment for Everyone We Serve". At American Golf we have teammates not employees. We believe that our teammates are critical to the success of any property and value their participation in achieving the City's goals for Anaheim Hills and Dad Miller. Our Purpose Statement and Core Values of: Integrity, Team, Growing, Fun, and Safety allow our over 3,000 teammates to provide high levels of product quality and service to all our clients while at the same time having the opportunity to grow personally and professionally in a fun and safe environment.

American Golf views a guest's day at the course in terms of an experience. From the time they drive up in the parking lot to the time they drive out, our job is to create an enjoyable experience that creates loyal customers. We strive to accomplish that through our "3 Steps o(Service". As a Company, we are proud of the fact that we have had the opportunity to provide great experiences to our guests for the past 50+ years. This pride is further reinforced by the fact that after 50 years we still have the privilege of operating our first two portfolio courses, Yorba Linda Country Club in Yorba Linda, California and Westchester Golf Course in Los Angeles.

PURPOSE STATEMENT
Creating Enjoyment for Everyone We Serve
► We proudly serve to improve the lives of our members , guests , and teammates .

VALUES

INTEGRITY
► We act in a Manner That Builds Trust
► We live by our values and beliefs and never compromise TEAM
► Together Everyone Achieves More
► We Act as One Team

GROWING
► We Win by Growing
► We strive to get better every day to improve our clubs and the lives of our teammates, member s, and guests.

FUN
► We Create Exceptional Experiences
► We have members and guests, not customers .
► We have fun and exceptional experiences , not transactions.

SAFETY
► We Operate Safely
► We have a responsibility to create a safe environment for our members , guests, and teammat es. 3 STEPS OF SERVICE
I. WARM GREETING
► Greet every member and guest with a big smile using their name when possible.

2. MEMORABLE EXPERIENCE
► Anticipate member and guests' needs, and act on them with a sense of urgency.

3. FOND FAREWELL
► Sincerely thank each member and guest for visiting and invite them back again . 21 American Golf Response
RFP #21 3-071 6 19
July l6,20 19
I Operational Development
Golf Operations
Capitalizing on access to American Golfs operating experience, management systems and technology , sales and marketing support and American Golfs network of properties, Anaheim Hills and Dad Miller will be managed with the same high level of commitment and operating standards as other facilities operated by American Golf. As such, we are in the unrivaled position to bring numerous competitive advantages to these operations including the sharing of best practices, people and systems across the industry 's most experienced golf management network, as well as, cross-marketing of affiliate courses and leveraging those relationships to better serve Anaheim and the neighboring community.

American Golfs market knowledge combined with the application of proven operational expertise and high-quality day-to-day maintenance and service standards, will ensure the product continues to develop and exceed guest expectations.

Key items of our Golf Operations plan include:

Revenue Management
American Golf has hired and trained multiple Revenue Managers to provide incremental support in maximizing golf-related revenue. These local Revenue Managers will work directly with the Anaheim Hills and Dad Miller staff to review tee sheets daily, monitor demand patterns and make pricing and marketing adjustments (in accordance with our agreements) to maximize yield and grow revenue (and therefore profit) at the property. Revenue Managers also analyze each time slot to ensure as many golfers as possible can enjoy the game on any given day. Bookings well below capacity in certain time slots may indicate the need to stimulate demand.

As a result of American Golfs investment in electronic tee sheets, integrated POS and online and Internet technologies as discussed above, promotional adjustments can be quickly executed to react to changing market conditions. These adjustments are communicated very quickly through all marketing sources including online channels, email marketing, print advertising, and bounce backs to ensure that the maximum inventory is available for sale at the right time and optimum price.

American Golfs commitment to maximizing social media channels and search engine optimization (SEO) will further benefit the exposure and revenue growth of both facilities. Each Revenue Manager works with individual courses and website analysts at our home office to best optimize revenue through search engine and internet traffic management.
22 American Golf Response
RFP #2 13-0716 19
July 16, 2019
I Operational Development
!Revenue Management Approach
Attw.-ican Gui f
The Goal is to Increase Occupancy and Revenu~ per Available Round (RevPAR)

PLAN EXECUTE REVIEW
Communicate Measure Rounds Mix DRIVE Email Flash (Daily) Yearly Plan Social Media POS/Tee Sheet - Ad Hoc (Daily) Improvement Quarterly Game Plans 3rd Party Rounds Mix (Monthly) Maximize Occupancy By Month By Week Club Collateral Tl2 , T3 (Monthly) Optimal Mix
Web TSR - As Needed Increase RevPar By Day Co-Op Partners Weather 11111entory (Daily) By Hour Everest/Re rtin
I
As those strategies are being implemented, we will continue to deploy our proprietary process of evaluating the facility's position in the market and developing a revenue strategy that includes the following:
• Analyze the theater- Evaluate the current business
• Take- Get a larger market share of current golfers
• Know- Data capture and customer profiles
• Influence- Use data to drive programming
• Trust- Build relationships through data and feedback
The Theater
Most of the industry only uses two metrics to evaluate their business (Rounds and Average rate) . At American Golf we use RevPar (Revenue per Available Round). First, we utilize a proprietary weather analysis tool to determine the amount of potential playable rounds available to golfers at the facility. Next comes Rev Par. Revpar looks at the revenue earned per available playable round and compares that figure to the average daily rate at the facility and in the local market. This is the only true way to evaluate the business. Similar figures have been used for years in the hotel and airline industries.

Using Rev Par and course performance in the local market as the guide, the Revenue management team will determine what strategies need to be put in place at the facility. These may include one or all of Demand Creation, Demand Management, or Yield Management to answer the key question of "do you own the customer or does the customer own you?" Part of this process entails gathering data from all possible touchpoints and profit centers; not just the tee sheet. We look at spending for golf, driving range and F&B to develop a detailed spending analysis of each customer at the facility. This analysis will help drive marketing and pricing decisions for the future.
23 American Golf Response
RFP #213-07l 6 l9
July 16, 201 9
I Operational Development
Take
The "Take " process is about gaining a larger slice of the local market , or, in other words, what can we do to draw incremental play from our nearby competitors . This process includes surveying the facility's existing customers about their overall play habits and comparing those figures to how many round s they have played with us. Additionally , our Revenue Managers are constantly monitoring third party distribution of tee times, to ensure that the position of any trade times are optimized to reduce impact to revenue, as well as making sure our pricing is competitive and our clients are fully compensated for no shows by customers of third-party providers.

Example Rounds Analysis by Type
2016 2015 17GP 2016 2015 17GP 2016 2015 17GP GP ,s A., GP vs A., GP,sAWJ . Roonds Rounds ROUl>dl Rr.'tfk/e R,._'Mi.11 RovOf//JO ADR AOR ADR -
RtvenUI ADR
~ 1,122 1,951 1,122 1,545 1,895 1,AOJ 138 097 126 -272% ·185'!4, 6 7'!4, 8'laOI 0 2 0 0 58 0 000 2900 0 00 -1000'!4o -1000'!4, -1000'!4, lraernei 8,037 8,163 8,000 269,540 279,226 272,000 3354 3' 21 3'00 ·12% -09'!4, o,,. ~-, 0 0 0 0 0 0 0.00 000 0.00 #OIV/Ol #OIV/Ol #OIV/0'
PlayenCklO 8,814 2258 9,000 240,507 125,552 321,126 27 29 5560 23 00 826'!4, 755'!4, ... 5,.

Nlk 2,767 4,098 2,700 121,248 180,337 118,800 '382 44 01 ... oo -21.3'!4, -212% 02% Tou:marnet1$/ Evren:s •.363 4,854
'·'°°
235,837 241,813 242,000 5405 •982 5500 -'5'!4, 13% 59%
seno, 2,514 2,983 2.600 68,471 73,793 72,800 2724 241, 28.00 -5l% 23'!4o 77% League 0 0 0 0 000 000 000 #OIV/0' #OIV/0' #OIV/0'
Al ln no 2,531 770 25,410 78,745 25,410 3300 2993 33.00 .54 7'!4, -512% 49'!4, RtslOffl 1,389 1,867 1,389 '1 ,937 59,754 '3,059 30 19 3201 31 00 .1,,,.. -153'!4, -03% °"°'
4,553 5,137 •.553 59,517 54,845 59,189 13.07 10.68 13 00 -60'!4, 35% 95% Tonls - UniNr;JJ ~--. 3'329 33 954 3'63' I OM On 1096019 1 f55 i!7 30 99 3228 3347 ""
7"" 5a,;
,,_., 48 741 42,255 ~251
Cl«'!'""')' 70 4'6 804% 74 79' GPRe,Totll I 1""'772
PlanRrJs 3',590 OFCF Plan I 1.034252 l'tonRatf 2993
11 GP--0":: GP" - GP vs-1 P/¥10« 75" Raogol'tonl 168.oa9 fl 6" fl BK Comooed R¥11]WGFCF Trg,t I 1 Na 3'2
V-e 34.11
Example Range Stall Utilization Analysis
- ----~ - .... -- - - . -
_._ .............. . .... --· .... _ .. _..._ - .

Timt Rm'M Total Sa les Stallsfil lltd
1 ll4561 8 9WUUU~U~D~~~nnn~U~DU~~UUB54B~n~~~G~•~-~uqG~U~U54~~u~~~u~~54 • Ba $ 0.22 $ 14.00 r'+'+-' H-+-H-+-H-+-H--HH--HH--HH--HH--HH--HH--HH--HH--HH-+-IH-+-IH-+-IH-+-IH-+-IH-+-IH-+-IH-+-1 -1 ,9a $ 1.08 S 69.00 r'+'+-' r'+'+-' H-+-H-+-H--HH--HH--HH--HH--HH--HH--HH--HH--H--+--H--+--H--+--H--+--H--+--H--+--H--+--H--+-+-t -1 1oa s o.86 s ss.oo i-.c'+'+-' i-.c'+'+-' 1-++-H-+-H-+-H--HH--HH--HH--HH--H-+-H-++-1-++-1-+-+-1-+-+-1-+-+-1-+-+-1-+-+-1-+-+-1-+-+-1-+-+-1 -1 ;lla $ 1.85 $ 118 .50 ll ll ll ll ll ll ll ll ll ll
12p $ 1.71 $ 109.50 ll ll ll ll ll ll ll ll ll ll
_lp $ 1.32 $ 84.50 ,..'+'-+-' ,-'+'-+-' ,-'+'-+->--+--+->-t--+-i>-t--+-i>-t--+-i>-t-+-<>-++-<>-++-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-< -< ~2p $ 1.65 $ 105.50 ll ll ll ll ll ll ll ll X ll
'. 3p $ 1.41 $ 90.50 ,-'+'-+-' ,-'+'-+-' ,..'+'-+->--+--+->-t--+-i>-t--+-i>-t--+-i>-t-+-<>-+-+-<>--+--+-<>--+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-<-+-+-< -< '4p $ 2.66 $ 170.55 ll ll ll )I )I )I )I l ll X ll l X l l lP $ 3.71 $ 237.50 x x x • x x • • x x x x • x x x • • • lP $ 2.44 $ 156.25 x x x x x x x x x x x x x x ll
/P $ 3.48 $ 223.00 X ll ll X X X X l X l X l X X II ll X JI Sp $3.46 $ 221.50 l ll JI XX XI. ll XI.XX XX II XX I.
:gp $ 4.44 $ 284.00 ll X JI )I X X I( X l l X X X X X X X l X l X II X X X 1 10p $ 0.47 $ 30.00 cc'-"'-'-"'-' '-"'-'-'-'---'-'-'---'-'-'---'-'-'---'--'--'---'--'--'---'--'--'--.L..L....L...L..L ....L.. .L..L....L.. J....L....L.. J....L....L..J....L....L..J...J......L..J...J......L..J...J......L...J...J......L...J...J......L...J...J.. ....L...J...J..J...J $1,969.30
Know
Data capture and customer profile creation are at the heart of all AGC's revenue strategie s. At AGC our expectation is that our teammates collect data from 75% of our customers. Once we have good data we can begin to look at our customers from a profile of rounds played with us vs total rounds played along w ith determining other specific customer habits such as preferred time of day, walking or riding , range use, merchandise spend , and F&B spend. Know also extends to our tee sheet philosophy. We monitor the tee sheets daily to ensure that the mix of our different customer segments are healthy throughout the day, and record Missed Revenue opportunities for inclusion in future pricing decisions. 24 American Golf Response
RFP #213 -071619
July 16, 20 19
I Operational Development
Influence
Quintile Report by Rounds
Between 1/112018 and 12/31/2018
Lo• Verdes GC
Loa Vordea GC (9 Hole• Only)
Rel)CH'1 only includes ~ that btoughl in revenue aaaoclated to 1he1r tee tlffle. {Total Rounds does not match tN sheets total rounds Only When Include SO reYOnUe box is not -)
Golf•rName Email Addres s City State Zip Country Rounda Rennu• Qulntlle 1 - Top 20% Total Ooffera : 4133 % of Revenue : 70.111% 72151 $24'7M3 .-'1 USA 7117 $128880 .66
---
CA 90260 ~S1atn 386 $1737800
He-rmosa Beach CA 9025<00 United States 357 $13692 .50
TOff&nce CA 90601 United States 240 $12000 .00
Patos VerdK Pa\lnsuta CA 90274 UnkadStates 1 .. $5958 .00 Inglewood CA 90303 United States 189 $5152 .00
Tam><e CA 90601 Unite d States 185 $6619 .50
Rancho Palos Vfflles CA 00275 United States 178 $9700 .00 Randlo Pales Verdes CA 90275 UmedStates 173 $9215 .00
Torrance CA 90605 United States 171 $4110 .60
Rancho Palos Verdes CA 90275 Unite d States 163 $2026 .50 Tomon<e CA 90605 United States 158 $8580 .00
Torrance c, 90605 UnitedStat&s 155 $7450 .50
TotTance CA 90605 United States 153 $8415 .00
He'"'°"'"'""" CA ..... UntledStates 162 $10000 .08
TorTance CA 90603 UnitedS t ■t95 149 $66!M.50
Once we have the data, we can provide relevant programming and information to our customers ; whether it be using The Players Club to create happier and more skilled golfers to drive incremental round growth, or to create emails that are based on specific customer profiles that will enhance response rates.

Suggested Tee Times for You!
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25 American Golf Response
RFP#213-071619
July 16, 2019
I Operational Development
Trust
Trust is about building a personal relationship between our frontline staff and guests by offerin g outstandin g service and value through a close understanding of our market and our golfers . This is accomplished through two channels: The ORCA Report and a comprehensive customer service and engagement program. □ ~CA

POWER IN NUMBERS
DRIVE SHACK t>--
New Technology
To consistently improve and compare ourselve s to
the market along with reaffirming our revenue
management decisions American Golf participate s
in the ORCA report. ORCA is an acronym for
three key performance indicators (KPI'S)
Occupancy, Revenue per Available Round ,
Channel Mix, and Average Revenue per Round .

This independent market report allows AGC 's
Revenue Managers to make their decisions based
on independent, factual , up to date market
knowledge.

The data we receive from ORCA shows AGC
continually outpaces the market averages for
almost all the relevant KPl ' s.

Technology is changing the way people enjoy the game of golf. Whether it be from on line booking s to music in the golf carts, golf technology is changing at a very rapid pace. To that end American Golf is on the leading edge of this change . American Golf is the ONLY integrated golf course management and golf entertainment company in existence today. Working with our sister company Drive Shack , which operates golf entertainment venues , AGC will continue to be on the leading edge of advancements in how to enjoy and experience the game of golf. AGC will evaluate Anaheim Hills and Dad Miller for the potential to utilize this new technology on a small or large scale.
26 American Golf Response
RFP #2 13-0716 19
July I 6, 20 I 9
I Operational Development
Customer Service Program
At American Golf our customer service program starts with our purpose statement of "Creating Enjoyment for Everyone We Serve". This is further backed up by our values of Integrity, Team, Growing, Fun and Safety. Finally, each team member at the course works to implement our 3 Steps of Service of Warm Greeting, Memorable Experience and Fond Farewell. This is not just a program , it is the culture upon which American Golf is built as discussed earlier.

While driving revenue is at the forefront of our strategy , we continue to optimize the balance between Revenue and Service. Integrating these two elements is essential to consistent and sustainable revenue growth. Our key strategies revolve around:
► Training- The 3 Steps of Service are continually reinforced through training and during site visits from support staff.
► Direct Customer Communication- Our online tee sheet provides communication tools for confirmation and thank you emails to enhance the customers experience and gain feedback.
► InMoment- AGC utilizes In Moment to help manage the customer experience to provide real time feedback to our managers at their facilities. ► RESERVE- National CRM tool to centralize and manage private event , member , and tournament contacts
► SendGrid- Robust e-mail marketing platform that allows mass distribution and customized marketing approaches to our proprietary databases.
► Contact Us- Through all our online channels we provide mechanisms for customers to provide feedback and have procedures in place to respond. ► Third Party Reviews- General Managers, Revenue Managers, and Event Sales staff continually reference third party reviews for ratings and feedback including :

Greenskeeper.org, Yelp, Golf Advisor.

Q
Tags
Ne.rd Cloud - ~a;i !.4 d4/;
"
,. - N...gotr,1:
.:...:o·.
(!) a,-
• • • •
27 American Golf Response
RFP #2 13-0716 19
July I 6, 20 I 9
I Operational Development
Example of Follow up E-Mail
Dear Tom
I'd like to thank you on behalf of the entire staff at Skyllnks at Long Beach for }olnlng us yesterday to play goH. Ifs our goal to provide our guests with a great golfing experience and friendty, knowledgeable customer service. Over the past year, our course has seen some of its best course conditions in recent memory, as reiterated by our daily and weekly players.

We are working tirelessly to improve our course conditions and your course experience.

Please take a moment to provide us with your honest feedback that wiH help us continue to better and improve.

How likely are you to recommend golfing at this course to others? Definrtety Nol
Again , thank you tor joining us on
the course.

We look forward to seeing you
again at Skyllnks at Long Beach.

Sincerely ,
Genera l Manager . Skylinks at
Long Beach
Defirutely
Additionally, two major components of our revenue management plan for Anaheim Hills and Dad Miller will be implementation of our Players Club membership and our proprietary online booking channel , GOLFZING.

THE PLAYERS CLUB
· Practice . Play. Perform. GOLF Z IN G
The Players Club is American Golfs monthly dues subscription model. With over 40,000 members nationwide and 25,000 in southern California, it is the premier player development program in golf today.

For a monthly fee, members of The Players Club typically receive daily access to the driving range, access to the golf course during low demand periods for a nominal access fee, and weekly group instructional clinics hosted by club We look forward to launching The Players Club in Anaheim within the first 60 days of operation and enrolling over 2,000 members in the program in the two years of execution. This will generate over $800,000 in weatherproof dues revenue, as well as accompanied increased afternoon occupancy and access fee revenues.

Implementing The Players Club also exposes the club to additional marketing benefits. Members can play other clubs within The Players Club network for the local access fee, which our members look forward to when playing away from their home club. Members also receive the Players Club Insider quarterly digital magazine with interesting articles about courses and happenings in the Players Club network (complete copy at the send of this section). American Golf has also used The Players Club to partner with other organizations such as the SCGA to create twilight leagues and other creative programming with sponsored prizes, which drives even more rounds at participating clubs. 28 Americ an Golf Response
RFP #213-071 6 19
July 16, 20 19
I Operational Development
In addition to the benefits of The Players Club network, Anaheim Hills and Dad Miller will have the full benefit of American Golfs extensive marketing reach. The Players Club, creative programming , and group sales opportunities can be broadcast to an email database of 400,000 golfers in southern California and over 35,000 social media subscribers and fans of American Golf clubs. Our team of industry-leading Revenue Managers utilize these tools and The Players Club membership to fill out the tee sheet without having to lean on third-party distributors. The ability to leverage these assets reduces commission and barter costs , keeping revenue at the club.

For golfers that do prefer to shop online for their tee times, American Golf has developed GOLFZING , an online booking portal designed specifically to compete toe-to-toe with third party distributors. GOLFZING has been particularly successful in the Southern California market at recapturing booking traffic from sites such as Golfnow and passes booking fees directly back to the club. With over 400,000 GOLFZING users utilizing the portal to search for tee times, the City of Anaheim will immediately benefit from being a part of the region's busiest online channel.
29 Ameri can Golf Response
RFP #2 13-07 16 19
July 16, 20 19
I Operational Development
Player Development Plan
Anaheim Hills and Dad Miller will offer instruction for students of all ages and levels who want to enhance
their golf skills and strategy. These programs include
the Nike Junior Golf Camps, Anaheim Learning
Center, Players Club Clinics, and City of Anaheim
Recreation & Community Services programming.

A brief description of these programs is offered below.

Anaheim Hills and Dad Miller will offer individual
instruction on an appointment basis. Each lesson is
designed to achieve the student's individual goals and
objectives while improving fundamentals and to
connect with others who share their interest in the
game.

In addition to our own programing American Golf will
work closely with the SCGA Junior Program, SCPGA
Junior Tour and local golf team practice. AGC also
supports programming for Adaptive Recreation ,
Special Olympics and Special Needs ARC classes.

F 0

JUNIOR GOLF EVENTS
r-- - --- - ------ --,

PRO-JR-PARENT TOURNAMENT
SATURDAY. SEPTEMBER 2-Z-
3PM Shotgun
Come and bring th~ family for an opportun,ty
to play tog,,ther with our J>!OS

JR CLINIC & PUYDAY
SUNDAY. OCTOBER 141"
Clinic at 2PM I
Join us for • Jr Clinic at 2PM & r<,al gameptay I ..
to follow! I
30 MONDAYS STARTING SEPT£MIEI 17 2011
6•7:30PM I S25 PER PERSON
Nike Junior Camps-Camps are held
throughout year that focus on short game, irons,
chipping, shot selection, sportsmanship, and
strategy. The Camps provide junior golfers with
the tools to help improve their game, and the
friendships & motivations that lead to a lifelong
love of golf.

Anaheim Learning Center- will be designed
for beginner golfers who want to learn the
fundamentals of golf and the passion of the
game. This affordable series of lessons is a
perfect introduction to golf. This program is
usually offered every Saturday and Sunday.

Players Club Clinics- Members of the Players
Club are offered weekly free clinics to enhance
different aspects of their game.

Anaheim Parks and Facilities- AGC will
work with the City to offer affordable golf
classes throughout the year through the Parks
and Facilities Department.

American Golf Response
RFP #213-0 716 19
July 16, 20 19
I Operational Development
Home and Local Golf Clubs
Local Golf Clubs are extremely important to any local golf course and Anaheim Hills and Dad Miller are no different. These clubs are responsible for driving a significant amount of play and loyalty.

To support these groups, AGC will attend Monthly Club meetings to optimize scheduling and management support of the clubs; and provide support resources ( on line and in shop) to grow membership levels and improve participation in the clubs. We will provide value added benefits for their membership and facilitate high quality tournaments and related events.

Th-~1)
Fir~ ee·
O range County-->
Junior Golf and The First Tee
American Golf believes that a strong Junior Golf program is an asset to any golf course and offers enumerable benefits to the City. AGC currently hosts four First Tee locations and participates in programming at over 20 other locations throughout the Country. AGC currently works with The First Tee of Orange County at two other facilities and look forward to furthering that relationship in Anaheim. In addition to The First Tee, AGC hosts programs with the following organizations and would look to implement similar programming at Anaheim Hills and Dad Miller. • Long Beach Junior Golf • Youth on Course
• Special Needs and Special Olympics • US Kids
• PGA Junior Tour • City Irvine Senior Health / Fitness Expo • LPGA Girls Golf • North San Diego Junior Golf
• New York City Junior Golf • Inner City Youth Golf Festival • SCGA Junior • Adaptive Golf for all ages
Merchandise
American Golf would plan to offer a golf shop that is stocked with high quality brand name items at a fair price. Utilizing out National Account buying power, AGC will develop a buying plan that maximizes inventory turns and sell through of goods. Particular focus will be put into logo soft goods , hats, gloves , shoes, accessories, and other in demand retail items. Hard goods will be available for purchase through a customized special-order program. Through our partners we can obtain point of purchase materials and displays at little or no charge to the courses. To monitor sales and inventory, our on-site team is required to perform a physical inventory and reconciliation on a monthly basis. 31 American Golf Response
RFP #21 3-0716 19
July 16, 20 19
I Operational Development
The New Public Golf Model

THE PLAYERS CLUB
Membership Subscription
Model
t>

DRIVE SHACK
Golf Entertainment
Technology Enhanced
RanQe Experience
American Golf
Marketing/Sales/Social Media
Advanced Revenue
The golf business is evolving in an ever-changing social space and creating new challenges for owners. To adapt to these changes and continue to grow revenues and profit, AGC has spent the last several years developing a "New Public Golf Model" that can be implemented at Anaheim Hills and Dad Miller. Due to our size and financial strength, AGC has been able to develop, test, and refine this model to a point that we have proven results that are unmatched in the industry. These results along with independent third-party analysis validate the success of the program and the work behind it.

As a golf course owner trying to optimize your club's position in today's challenging market , you need a solution that addresses both the standard green grass and non-traditional entertainment sectors of golf's audience. Creative solutions that combine cutting edge technology and enhanced food and beverage with sound marketing strategies are tough to optimize and costly to implement.

Success in this changing landscape is all about reshaping the guest experience into one that is relevant in both entertainment and traditional spaces. Our Public Golf Model pairs the cutting-edge entertainment technology of:
• The Players Club membership subscription model
• Drive Shack Entertainment, Technology, and Enhanced Range Experience • Industry leading advanced revenue management and marketing tactics American Golfs suite of solutions is truly unique within the industry . 32 American Golf Response
RFP #2 I 3-071619
July I 6, 20 I 9
I Operational Development
The Players Club-An Introduction
As discussed earlier, The Players Club bundles underutilized areas of a club and offers access to them for monthly dues and a reduced green fee:

Because the TPC product focuses on range usage and off-peak golf access it:
• Doesn't cannibalize top rated guests.
• Encourages mid-tier guests to spend more with you vs competition. • Serves as a bridge from "eatertainment " to green grass.

The Players Club has been rolled out at 60 clubs in the last 4 years, driving 19.4% of positive EBITDAR impact for American Golf.
• 120,000 golfers have participated over the lifetime of the product • Members played over 1 million rounds in 2018 alone
• Players Club is the leading dues subscription model in the golf industry Here are some relevant metrics showing how the dues subscription model has impacted our financial performance: *
• 4% increase in weather adjusted occupancy
• 200k increase in yearly rounds played
• Rounds per playable day increase from 214 to 233 (8.2%) • Total , same-store revenue growth of 16.2% since inception • Afternoon RevPAR (Revenue per Available Round) increase of 100% • $7 million annualized (19.4%) EBITDAR impact
• On average our courses host 30% more rounds than their local competitors *Source: Optimization and Marketing Strategy for the Players Club, AMR Team 7, UCLA Anderson School of Business, 2019.
33 American Golf Response
RFP #21 3-071 6 19
July I 6, 20 I 9
I Operational Development
What is an "Enhanced Range Experience?"
Advances in technology have breathed new life into the driving range as a profit center includin g:
• Full service bays with integrated ball tracking technology • Statistics and gameplay via mobile device in ' light' solutions • Upscale food and beverage options
• Comfortable atmosphere that creates ' hang factor '
• Cutting edge game play and technology that wows
The combination of these elements brings new excitement to your staff and club. With this new experience your club can enter - and compete well within - the "eatertainment " market, expanding potential hours of operation .

How could The New Public Golf Model benefit Anaheim?
What can our model do?
• Increase occupancy in underperforming areas of the tee sheet • Provide more stable cash flow than traditional range and course revenue • Increase loyalty through member wallet capture
• Members are a captive audience looking to extract value from their membership • Increase guest spend at club while also providing per-visit savings • Enhanced range offerings reposition property into entertainment market • Opportunity to raise range ball pricing, extend operating hours with full dining -your clubhouse becomes a "sports bar"
• Upgraded Food and Beverage offerings opens opportunities to be more culturally relevant and reach a younger audience
• More enticing menu drives spend per visit
34 American Golf Response
RFP#213 -07 16 19
July I 6, 20 I 9
I Operational Development
What we did wasn't easy: it required pulling on years of expertise as well as utilization of newly available applications and technology. What resulted were fundamental changes to our business in the way we viewed and delivered our Product, Experience, and Data Science .

Experience
Product
Data Science
Experience the Fun
We come to work every day with the purpose of "Creating Enjoyment for Everyone We Serve." It' s fun being in the fun business.

Our fundamental changes are:
• Revamped training for our front-line Teammates
• Focus on programming and events for Members and Guests • New technology in our clubs that allows for gameplay on mobile devices 35 American Golf Response
RFP #2 13-071 6 19
July 16, 20 19
I Operational Development
Data Science
• Data is everywhere , and golf is well behind other industries when it comes to implementin g data collection and process-driven decision making.
• It is a difficult and time-consuming task
• Average operators have limited resources
The key deliverables in our analytic process are:
• Guest Profile
• Spending quintiles
• Survey and Conjoint Analysis
• Tee Sheet Review
• Range TSR
• The Players Club
• Rates and Guest Classes
• Utilization
• Revenue per Available Round (RevPAR)
• Channel Mix and Forecasted Channel Demand
• Proprietary Systems
• Product Implementation & Training
• ORCA
• Available Inventory
Data Collection
Guest information is a fundamental component of our process. We have proprietary technolo gy and training best practices that result in front line capturing of over 90% of daily fee guest behavior, who they are, where they live, when they play and what they buy.

Data allows us to build guest profiles and understand traffic at the individual consumer level establishing important building blocks of an effective dues or loyalty program .

Guest surveys are also an important source of information providing details on:
36 America n Golf Response
RFP#2 13-0716 19
July 16, 20 19
I Operational Development
• Pricing sensitivities
• Preferred consumption channels
• Media Preferences
Analytics
Our Revenue Management team dives into:
• Existing data
• Historical financials
• Available inventory with respect to weather
• Overall health of the tee sheet and range from an occupancy and guest mix perspective This dive into historical data allows us to reverse engineer some of our important metrics. Utilizing our operations experience , we can then benchmark those metrics against other managed properties to look for performance synergies .

When an understanding of the guest base and overall financial performance is obtained , we go to work on the other three P's - product , price and promotion.

Given the club characteristics:
• What is the optimal mix of our Players Club, Enhanced Range and traditional golf products ? • What is a healthy mix of Members, Seniors, Public and Tournament Play? • How many Members do we need to fill those categories? • What price should the membership be to support that member level

GOLF ZING THE PLAYERS CLUB
Choosing the correct promotional channels is increasingly complex. Our data collection efforts uniquely position us to use guest profiles to build focused clone audiences on social media such as:
• Unreached audience that has the same characteristics as current guests • Same drive radius
These potential guests are reached for pennies on the traditional marketing dollar using:
37 American Golf Response
RFP #21 3-07 16 19
July 16, 20 19
I Operational Development
Advanced Revenue Management
RevPOR. RevPAR. Occupancy . Channel Mix. Demand forecasting.

Your revenue management partner should be able to explain metrics in layman's terms and act on them.

Our Revenue Management team is continually analyzing every hour of inventory to:
• test the current strategy
• uncover new opportunity
Variance
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Our comprehensive solutions take into account every phase of operation. Most importantly , we begin changing the culture. Experience starts at the top:
• Training , education and new operations standards designed to achieve staff buy-in • Create experience, not transactions between Teammates , Members , and Guests • We take the physical attributes of the property into consideration:
• Product mixes, pricing and ideal Member levels
• "Eatertainment " options and technological needs
• Marketing to support specific channels
It's a complex mix of operations experience, analysis, and execution that only American Golf can implement.

Benchmarking
Understanding your club 's performance with respect to your local competitors and the weather is another integral part of continued success:
• Available Inventory is analyzed by our team at the rounds level while the rest of industry uses playable days or hours
• We have also partnered with ORCA for the best dive into local performance available:
38 American Golf Response
RFP#213-071619
Julyl6 , 2019
I Operational Development

1. Market occupancy

2. Market RevPAR

3. Trade and barter analysis
What's Right for Anaheim Hills and Dad Miller?
Are any, or all, of these options going to move the needle at Anaheim Hills and Dad Miller? How do you begin to analyze the lift to your top line or the ROI on such improvements? It's not easy to analyze . The team at American Golf will provide the industry leading experience and knowledge to partner with the City of Anaheim for the best solution. Our revenue management team has reviewed both courses and believes strongly that the properties have the characteristics of similar American Golf managed properties that have implemented highly successful Player's Club programs. Our proforma included in this proposal reflects our confidence in the implementation of this program.

Membership
Entertainment
Technology
Creating Enjoyment for Everyone We Serve
Merging the elements of new entertainment and technology with traditional golf is a challenging task.

Done correctly, your club can enjoy an upgraded experience for Members and Guests of all ages and demographics. When you put our experience and products to work in your club, together we can truly create enjoyment for everyone we serve. The following individual case studies offer more insight to the success of the model.
39 American Golf Response
RFP #2l 3-071 6 l9
July 16, 20 19
I Operational Development
Case Study: High End Daily Fee Orange County
Orange County high-end , daily fee course with
1650 Players Club members .

Challenges:
• Rack Rates made irrelevant by competing
programs and passes
• Annual pass and loyalty programs out of
sync with public golf
• Lack of afternoon play and range usage
Solutions:
• Reset rack rates
• Removed most annual programs and
introduced Players Club
• Unlimited Range Access
• Golf Access at $50 avg discount
to rack
• Weekly Clinics
At A Glance
@

THE PLAYERS CLUB
FY18 vs. FY17
Total Revenue +2.8%
Green/Cart Fee +8.1%
Occupancy +2.6%
Range Revenue +11.2%
REVef.lr +15%
EBITDAR +47.2%
40 American Golf Response
RFP#213-071619
July 16, 2019
I Operational Development
Case Study: Coyote Hills, Fullerton, CA
Coyote Hills is a high-end daily fee
course with 1150 Players Club
members in Orange County, CA.

Challenges:
. Third party discounts
made rack rates
irrelevant
. Annual membership
product out of sync
with public golf
. Lack of afternoon play
and range usage
Solutions :
. Reset rack rates
. Removed most annual
programs and
introduced Players
Club
. Unlimited Range
Access
. Golf Access at $25 avg
discount to rack
. Weekly Clinics
@ At A Glance
TWE PLAYERS CLU ■ Coyote Hills Performance
FY2014 ~
$6.4MM Total Revenue
63,696 Total Rounds

60.6% Occupancy
170.1 Rds/Playable Day
$1.0M Dues/Range Revenue
$24.24 RevPAR
41 ~~-
.,~
COYOTE l·IIIL"i
----··---
FY 2018
$9.0MM
76,413

74.8%
215.2
$1.4M
$27.00
American Golf Respo nse
RFP #213-071619
July 16, 20 19
I Operational Development
Case Study: Rancho San Joaquin , Irvine, CA
Rancho San Joaquin is a mid-range
daily fee course with 2850 Players
Club members .

Challenges:
• High volume range
• Low occupancy afternoons
for golf
• Surrounded by high-end
clubs
Solutions
Aggressive rollout aimed at
golf guests and morning
range users
Low, $29.99/month
founding rate and Golf
Access $15-$20 off Rack
Rate
• Utilized short-game area for
weekly clinics
42 American Golf Response
RFP #213-071619
July 16, 2019
I Operational Development
Case Study: La Tourette, Staten Island, NY
La Tourette is on Staten
Island and part of the New
York City Parks and Rec
System. It has 1900 Players
Club members.

Challenges
• Extremely
competitive, localized
market due to
bridges/tunnels
• Weak afternoon
occupancy
Solutions
• Launched Players
Club to grow rounds
via wallet share of
existing guest base
• Paired Range Access
with high afternoon
value to drive rounds
into the afternoon
43 American Golf Response
RFP #213- 071 6 19
July I 6, 20 19
I Operational Development
Case Study: Trophy Club of Apalachee, Dracula, GA
Trophy Club of Apalachee is a semi­
private club outside Atlanta, GA, and
has 1500 TPC members.

Challenges:
• Competitive semi-private
market
• Membership program out of
sync with public golf model
• Inventory Challenges in the
shoulder seasons
Solutions:
• Replaced traditional
memberships with Players
Club membership that targeted
best value in less-utilized
dayparts.
• Added Range Access
• Added weekly
Instruction
@ At A Glance
TH! ~LAYlltS CLU ■ Trophy Apalachee Performance
FY2014 ~
$1.lMM Total Revenue
29,000 Total Rounds

35.20/o Occupancy
129.3 Rds/Playable Day
$105k Dues/Range Revenue
$13.35 RevPAR
44 ,+!i?<.
,,1
, \,i~~~ ~ t
FY 2018
$1.SMM
44,400

50.20/o
223.1
$480k
$20.35
American Golf Response
RFP #213-071619
July 16, 2019
I Operational Development
Maintenance
Consistent course conditions are critical to the success of any golf facility. For that reason , American Golf will provide a team of specialists that can deliver the most consistent product for the City in the most cost­ effective way possible. American Golf will provide the resources and mentoring for the Superintendent and staff while at the same time improve course systems and procedures that will produce the consistent results the City is looking to achieve .

Anaheim Hills and Dad Miller are excellent facilities that deserve consistent manicured condition s and attention to detail that gives each guest a great experience when playing the golf courses. American Golf provides a personalized approach with professionals that are committed to producing conditions that exceed expectations. American Golf provides established maintenance programs, best practices, sound busine ss decision-making, training and multiple unique services to support our partnership with the City.

We understand the level of maintenance and the attention to detail that is critical to the succes s in your current market. We also understand the response time needed to avoid turf challenges that exist on a daily basis. To obtain consistent success , systems and procedures are crucial and will reduce the risk in the field.

American Golf has decades of experience overseeing the maintenance of more than 60 golf course s throughout the country. We have the vision and passion to produce superior golf course conditions.

American Golf offers a unique combination of expertise along with a proven track record of working in all facets of maintenance including agronomy, irrigation, equipment maintenance , business management , leadership skills, environmental practices and construction management.

American Golf will put their expertise, experience and resources to work for you to make your course look and play its best and will do it while managing your budget and resources to improve efficienc y and profitability. Golf Courses will still have challenges, but American Golf is better prepared to meet these challenges through the following:
• An experienced team of professionals.
• A resource library that can be available at a moment's notice . • Networking with the company's superintendents and industry agronomists . • Detailed record-keeping and information systems implemented at the course level. • Course visits that identify current program successes and promotes incremental improvement upon each visit to the properties.
• Develop preventative maintenance (PM) programs that provide fact based historical data and accountabi 1 ity.
• Turf Centric equipment management program to ensure proper warranty and preventative repair s • Equipment replacement programs that meet course financial business models. • A thorough review and development of course maintenance plan and budget to maximize efficienc y and raise course quality.
• Staffing requirements based on manpower studies and course particulars. • Scheduling 101 - multi-tasking and process mapping to optimize staffing efficiency . • A thorough review and planning with the client to achieve the desired capital improvement strategy for the property along with project oversight.
• Utilizing the following Six Building Blocks of Product Quality as the foundation of our maintenance plan:
45 American Golf Response
RFP #2 13-071619
July 16, 2019
I Operational Development
Segmentation Standards
Segmentation Standards are simply our recipe for producing the product as it relates to daily golf course conditioning commensurate with the price being charged. The Segmentation Standards identify the specific maintenance job tasks and frequencies for a course (e.g. how often greens , tees and fairways are mowed) .

We have identified what tasks need to be accomplished and how often they need to be performed and we built our maintenance budget to account for the necessary resources needed to meet these Segmentation Standards.

Hiring Smart
With our Segmentation Standards clearly identified, we will hire teammates who have an appetite for getting their jobs done efficiently and effectively. Our internal training program teaches Superintendents how to hire their crews effectively. Achieving consistent product quality that matches customer expectations becomes much easier for those Superintendents who know how to resource and select their candidates properly.

Training
After hiring a teammate, we provide them with the right training to get the job completed to standard. We are fortunate to have a program called "Rising Stars" which is a comprehensive training program that systematically shows a teammate how to complete a specific task correctly. This training program was designed by Superintendents for Superintendents and was put into a format that helps keep consistency with the training method used throughout our portfolio. The training program also allows all teammates to develop their skills and gives them a sense of pride, accomplishment and a career path when they know they have done the job right.

Scheduling
We utilize rigorous and detailed labor scheduling to maximize our teammates talents during their shift .

Through our "Weekly Workforce Planning" tool we understand the number of hours we need to produce the desired product and staff the golf course properly. Good, consistent golf course conditions that meet or exceed expectations translate into satisfied golfers and drives our success.

Measurement
To measure the success of a Superintendent and his team, we use a proprietary measurement tool called the SUV (Standard Unit Visit). Regularly evaluating Superintendents' work product allows us to provide feedback and modifications to meet segmentation standards. Part of a Superintendent's compensation is based on passing the SUV, which is conducted without any notice to the Superintendents twice annually .

No notice is given so we will see what the customer sees relative to product quality. Weekly course inspections are also conducted by the Superintendent and General Manager. Monthly course inspections are done by our Regional Superintendent or Vice President of Agronomy.

Agronomy
While agronomic planning is as individual as the golf course itself, there are some basic strategies we feel are important to provide our guests with the best experience possible.

Each golf course develops their own agronomic plan based on climate, turf types, soil conditions , water source and more. Each plan will include cultural practices, fertility programs, preventative chemical 46 American Golf Response
RFP #213-071 6 19
July 16, 20 19
I Operational Development
applications and project management. The plans are reviewed by experienced Certified Golf Course Superintendents and monitored regularly for compliance and possible changes during the year based on weather, disease pressure, or other non-planned events. Simply put, an emphasis on the correct and diligent implementation of the agronomic plan is our formula for success.

Environmental Responsibility
American Golf believes that managing golf courses carries the responsibility of environmental stewardship .

We take this task seriously at each of our properties. American Golfs Agronomic Team in one of the most experienced teams working with diverse environmental conditions on golf courses. The team has been involved in a wide range of environmental practices that range from moderate pesticide use, absolutely no pesticide use on courses, 404 permitting and compliance, and ground water monitoring.

In many cases, golf courses can take up large areas of land in a metropolitan setting bordering or containing wetlands, waterways, grasslands, wooded areas and provide much needed green space for the community.

Most communities do not understand the role the golf course plays in the overall picture of the environment and view them as a user ofresources when actually golf enhances the environment. We work hard to educate the community and continue to model the friendly environmental practices that make us stewards of the land. Your course is a valuable environmental component to the Anaheim community. Among other things, the course acts as a filter (effluent water used for irrigation, storm water coming onto the course, holding ponds, etc.) allowing the water to percolate through the grass and soil while cleaning it as it moves down. The course provides a safe haven for wildlife and acts as valuable habitat for their survival.

American Golf believes we are truly stewards of the environment and works to continue promoting the benefits of golf courses.

The following is a list of best practices to enrich the environmental stature of your course:
• Water management - continually improving the efficiency of the irrigation system by continuous Preventive Maintenance (PM) on the overall irrigation system, monitoring the water usage, testing water quality, using environmentally friendly amendments (wetting agents, gypsum, etc.) to help efficiently utilize the water, continually monitoring the weather patterns, watering deep and infrequent.
• lntergraded Pest Management (1PM) - see section below. • Good Cultural Practices - maintaining healthy turf is the best way to limit pesticide use, limit water use and allow for great golf experience. This is accomplished with properly timed aerification, verticutting, topdressing and mowing. • Organic fertilizers - Use soil and water testing to help develop an environmentally friendly fertilizer program that includes the use of organic fertilizers. • Curative use of Pesticides- establishing threshold levels for diseases and insects and then treat spot areas for control and try to eliminate blanket applications when possible. • Spot treat areas - including fertilizers, aerification, hand watering, and traffic control as tools for the superintendent to use to produce healthy turf. • Selecting the Right Turf Species - by understanding your site and all the conditions that effect growing and maintaining healthy turf we can select the best turf species for those conditions which will limit the use of chemicals and pesticides. • Educating the Community & Golfers -the golf course is a wonderful tool to draw people in and provide them an understanding of the benefits the course provides to the environment. Appropriate signage should be placed on the course designating important 47 American Golf Response
RFP #213-071 6 19
July 16, 20 I 9
I Operational Development
environmental activities and our staff will work with the community and golfing public to better educate them on the "why" of golf course maintenance.

Integrated Pest Management (1PM)
1PM goals are to grow and encourage healthy turf grass and plants through proper cultural practices and to reduce use of pesticides, fertilizer and water wherever possible. The first step in establishing an effective 1PM program at a golf course is developing a good understanding of the property (soil types, water quality , weather conditions , turf types , major pest problems , etc.). Once you obtain this knowledge you can establish thresholds for acceptable conditions at the course level. This allows you to implement the 1PM practices.

Scouting and monitoring is one of the main tools in an 1PM program and this requires a team effort . The Golf Course Superintendent, Assistant Superintendent, Foreman and Teammates share the responsibility of checking greens, tees and fairways daily. During times when disease pressure is high, or stress conditions exist on a golf course, there are some areas (greens, tees, fairways, etc.) that will be the first to show signs of disease or stress, we call them indicator areas. They indicate conditions are present and control practices (cultural, mechanical , chemical, etc.) need to be implemented to help prevent or stop turf loss. It may be that only certain areas will be treated depending on the acceptable threshold level (turf condition) established. We will use the irrigation system to maintain a healthy turf condition that is not too wet or too dry and will help prevent stress and weed invasion.

The best disease or stress prevention is healthy turf. This is accomplished by combining strong agronomic principles and sound 1PM practices.
48 Americ an Golf Response
RFP #2 13-071 6 19
July 16, 20 1 9
I Operational Development
Food and Beverage
American Golf takes pride in the fact that we are responsible for over $70 million dollar s in food and beverage sales across our portfolio. We provide everything from fine dining to large catering operations to, grab and go snack bars for our clients. We would propose to work with the City to rebrand Dad Miller with a new concept that not only caters to golfers but entices residents and non-residents to utilize the facility. We will also look to utilize our food and beverage operation to increase golf demand through bundling of food and beverage with golf to increase our average daily rate (ADR).

SOUPS & SALADS
Traditional Cobb Salad
Choppad lett:YC•, griled chk_,, ,
CMTlblH blot- chffM, tomat~
avoc.ado, amated bacon.
c~ aw, titue chffn drflslr,g
'IO
Chinn• Chicken Salad
Grll.cl chlc.Mft , napa caobag•, mlxed
.. ffftS, ... n onlOM. bel peppers.
tnandarln ora,gH. rice noocUn ,
MNm•dmllno
... so
Ca•arSlllacl
Fl"Hh totNiM lettum tGSMd ln a
c:rMmy c..s.rdl'HSll'ISI -1th
O'OutOl'II • parmeun ChNM
., Mid chklrert •a.so
Home-Style Chill Con ca, ...

T~ withdlcedonloru &ChNN
.. Cup ..

House Salad
l.ettuc•, shntd<Md c:anots ,
,.d Cabbag•, QICUITI~
I your choice ofd,.sslr,o
'4
-c:....--, .... _._9UllrW,....._ --!\. ... --~·-.,-.,_ '

STARTERS
Tradltlonal o, ■-- Wings '11
ChooM from: hCIMY BBQ, Island }eflt.
or tr.llUonelhot. 5ffv«I with rr.c:h
ot bkle chN .. dtffslng
PMtnml CNI ChNM Pries •n
SNsoMd ft1ff topped with homem-9•
dlUI, duta• I Pllllraml
Claalc Nachos •10
Fresh tortlt. chi:>• cov.ntd wlh • bltnd ol
melted ctMete, ref rad btlana, -,u, ~.
)akpttftoa, tornaton. bl«k olv .. I All•
AddchkllM o, bHI-J..SO
StMk81tea•9
n.nc.teutsd...c>,-dbMf
fff'Wdwlh sartffdn'l.llhrooms ,
onion,•• _,,.._.ca
cevh:lle Duo• 911
M~ white fish&
shrimp cevk.hff, Hrved with
tortlll• chiPI, limes. ~tlo
Chicken Tenders wth Mes '9
Fried all white nw.t tenders Mrve-d wlh
IMIOl'led or sWfft potato fMs
Sweet • Tana, Popcom Slwlfflp ••
OnfonAlns,a•&
Beer battentd MrVed with 19n(h
9MketofA'IN•4
5Nsoned or ,,...t potato frifl
Hc:memade Chips & Salsa 4J
Frnh c«n d\lpa Mf'Yed -.4th
hom.mlld• uh I Add Gua:amo#e-SJ;

THE MEADOWS

FAVORITES
9" Personal ChHH Ptua
'9 Additlon.itOPl)ftpr ilO.SO .. ch
T~:
fJ'IPpao,i.huage , HMl, kOI\
oo.,, ..... .,._.... ,~ •• ~oo.. .
,,,...,,._, TCNMt<tn, & JNl.panos
Flah Tacoa 110
ThrM blKlltned white fllh tacos.

Srlradl• lme alOII, cabb,ag•. pico ct. gallo
Shrimp Tacos '1 O
Three popc:om thrimp tacos ,
Srintd'l• lme aiOII, cabbag•. pico ct. pllo
Tradltlonal Street Tacos •a
Choose between thrft came auda
or chick ... tacos. diced onion, clantro,
honwmade talta, andchtp,
Quffad1Ha'7
Lav• ftcu'tortlll lluW.d wit, ctw.•,
beU peppers I ONOft, Ml'Ved wlh
gu.camcfflpia,d•valo
Add chicMII or bHf '2.50
DESSERT Al,.,_._,
TIM --- SWldN ,g V...U. foe uart1 . chocdal• _,,up.
wNppedcHam.&•cftanV
C•NltCllke'7
Choco&at.c••.,
0,,ocoll• c• cowrtd ill
rtctt choco&at• ~ trotting

SANDWICHES, WRAPS,

PANINIS & BURGERS
S.Wd w llh you, CftolC• of f'rtineh ,,. ... onbn """' · -•IIC pot.to N'IH, 1Mlla 111Ad Of tr•h frt..tlt.

Addavoc9do.,
New Yorl: Steak Sandwich• 911
tffw Yo"' stHk strip top~
with 1ettuc» , tomato ,
mayo a 9rilled onk>ns
MrYed on • hoagl• roll
Olldt.., 5-wld, '9.50
ar.a,t of chicken on griled parmeuin
sourdough bread with bacon, Swln chNte ,
.. ttuce , tomato a ,-,,di dressing
Hot Pastrami Sandwich 1 9.75
~gle roll stuffed with grilled pastrami
& topped with picki., a muttard
The Meadow, B,..gert 1 9.50
VJ b . Angus bfff patty with
American chNM Mr¥1td with
lettuc• , tomato& onion
on a toasted bJn
Patt1 Holt' '9.50
1/3 lb. Angus bfff patty,
grilled onk>ns, dtffH rNdley
a thoutand Island dressing
Hrvltd on t~stltd marbled rrti
French Dip ... 75
Fre.1hly sliced roast bHf, gl'iled onions .

Swits chNH on a Hs,htt,-t oastltd
Fr•nch roll with homemact. au Jus
Avocado Toa..-. 1 9.50
Two slkle1 •tlsan tr.ad topped
with a fresh a\/ocado ,p,.ad , cherry tOffl,lto.s ,
moua,.lla vamkhed with basil
and balumk ¥IM9a r driul•
49 TAKEOUT
MENU
TIIU OW AvaMaille
Mon•y• ptf-kllyl11am•2,tn,
c:alt.(909)7M-nD9
1171 hlrple•Dr, PolWDft&.CA91,a
Haw•lan Turke)' Bwaer 1 9.SO
....,net-format turtiey burVff saved
on a onion roll wth P•PP.,. .dt,
lett1Ke , tomato, ra::I onion,
grilled phwappla , mayonnaH
a t•riyald tauc•
Chic.ken Pesto Panlnl '9.50
House mate focac:cia brud ,meet with
chido.en brM.St, spinach, tomato,
SwlH chN•• •• pesto aidl
Cuban P1111lnl '9.50
House made focaccl• t,r,eaj flllKI
with tmokltd port , ham , Sw&s chff .. ,
pepperondni a mustard
Buffalo Chicken Wrap ..

Br•aded chk3'•n t.nden tossed In ow
houH buftalosauc:•. wrapped In a warm
tortilla along wltft ~ttum , tomato ,
r.anch a a cheese rNdley
Tradtlonal Club 110.50
Tuttley , ham , bacon , Swlu chHH
letllK:m, tomato A mayonnaln
on toasted sourdough
Tuna Melt'9
Tuna Alad a Am•rlcan chltese
grll.a to perfKtlon on
sourdough b,.ad
Dell Clank •a.so
Tu1'11ey, Ham., Tuna Salad or Aoatl 8"f
serv«I on 'f0Ur choke of btffd with
lettuce , tomato a mayonnal H
BLT'S.50
Bacon. lettuce , tomato., , mayonnalH
on your choie ♦ Of t~sted bre.t
'<----•------.-.., ...... _, ..__ ....... ., __ ,, __ ., .. __ American Golf Response
RFP#213-071619
July 16, 2019
I Operational Development
To accomplish this, we will draw on American Golfs food and beverage systems, procedures and standards to provide guests with high-quality food in an efficient and friendly manner and in attractive surrounding s.

The overall goal will be to create an enticing experience at Dad Miller by offering quality TV 's for sports and providing other activities such as bocce, trivia nights, cornhole games, theme nights and other event s.

Catering Operations
American Golf generates over $18 million in private event sales at our Southern California public golf courses . Our local market experience, expertise and sales infrastructure will provide unmatched benefit s to the City of Anaheim in this area of your business. Our Catering Operations Plan for the City of Anaheim will center around three main components:

Physical Plant: Consistently maintaining a quality catering venue through the initial proposed cosmetic upgrades to the existing facility and ongoing improved day-to-day maintenance .

People : Hiring and training the best catering, sales, event management , and food preparation talent. We will draw on American Golfs catering support structure for oversight , training programs and measurement systems to ensure high-quality service and consistent improvement.

Marketing and Sales: Implementing a targeted and aggressive marketing and out-bound sales e ffort to drive wedding, social, corporate, and golf-related events . We will design and market menus and event packages that complement the quality and setting of the catering facilities and outdoor ceremon y site. Dad Miller will also be featured on exclusive websites developed by American Golf such as Countr y Club Reception s as well as have a consistent presence on other major third-party sites such as The Knot, Here Comes the Guide , Wedding Wire and Gathering Guide .
50 American Golf Response
RFP#2 13-0716 19
July 16, 20 19
I Operational Development
COUNTRY CLUB R L( cpl , c,, \ ,
~,,,, . l\l,f ,\11'' I 'lll\ 1 hl 1,IJ•I
__j find Wedding Venues
Electronic Trace Inquiry and Database Management System As a standard operating procedure our catering team will utilize the SAGE database managemen t system with customized templates to track all prospective and confirmed catering business. This system will allow the team to maintain a history with all prospects, plan sales calls , schedule and monitor next steps in the sales process, and review and prospect databases for future solicitation. This system will be installed on all catering computers and the sales staff will receive initial and on-going training on how to best utilize the system to drive catering revenues.

Yield Management and Booking Goal Standards
We will also employ yield management programs to ensure that the City's catering facilities are maximizing their revenue potential. These programs take the annual revenue goal and based on the available prime dates create a "minimum " expenditure for peak times. Our entire sales staff will be trained in how to sell minimums , maximize revenue , and achieve the highest possible yield from the available space .

Dad Miller will have a monthly booking goal that takes into consideration the yearly budget , what events are currently on the books, and expected attrition. Our sales staff will be required to track their bookin g progress on a PACE booking report that is reviewed monthly by our corporate support team to ensure those goals are being met.

Comprehensive Sales Training Programs
Dad Miller management will utilize best practices to ensure that all catering sales staff are properl y equipped to achieve the qualitative and quantitative objectives of their facility. All sales staff will be trained in Professional Selling Skills (PSS), which provides salespeople with the tools to pre-qualify prospective business effectively and the skills to contract business above established minimums. Follow-up component s 51 American Golf Response
RFP #2 13-07 16 19
July 16, 20 I 9
I Operational Development
reinforced in the training manual include sales standards, business planning, database management , and sales techniques.

Our annual marketing efforts will target the
following events:
• Weddings
• Birthdays
• Quinceafieras
• Rehearsal Dinners
• Anniversaries
• Civic Clubs
• Professional Organization Meetings
• Other Social Functions
(JI . . .

EDDINS SHD

WEEKEND
MAHCH 9-10 201
[ Fff EE ADMISSION )
WWW. WEDDINGSHOWWEEKEND.COM
r
To attract the above events through awareness marketing, our catering marketing plan will include prominently exhibiting the catering facility on the new website discussed above , print ads in local business journals , and wedding magazines.

Food and Beverage Maintenance and Sanitation
We are committed to maintaining strict food safety and sanitation procedures. To do this, we require among other things that all F&B Managers and Chefs be Serv Safe certified, a designation that derives from responsible handling of food products. In addition, we will employ the assistance of Everclean Services, an independent company that provides regular health inspections . These inspections will also provide hands­ on educational training for our managers and staff on food safety and sanitation practices. In addition , co­ workers will receive on-going education regarding food codes, recommendations for improvement s, and detailed reports for review .

Tying It All Together
GOLFZING , the integration and utilization of American Golfs extensive golfer database , the networkin g and oversight of EZ-Links , along with AGC Revenue Management , tournament sales initiatives, and catering expertise are all key examples of how Anaheim Hills and Dad Miller will be integrated into American Golfs portfolio of affiliate courses. This integration provides unmatched operating benefit s to each golf course we operate.
52 American Golf Respo nse
RFP #2 13-07 16 I 9
July 16, 20 19
I Operational Development
Engaging the Community
The Mission of the AG Foundation:

To promote the game of golf and its ideals through charity, education, and community service.

An important part of our culture is giving back to the communities in which we operate. We would hope to continue that work at both Anaheim Hills and Dad Miller. This is accomplished through the AGC Foundation. Created in 1995 the AG Foundation is a 501 c3 and a 509 a2 public charity that works with municipal, resort and daily fee golf courses across the country to actively support a wide spectrum of worthy local and national non-profit organizations that make a difference in local communities. The Foundation mobilizes a dedicated team of 786 volunteer Ambassadors at host golf courses. Ambassadors donate their time, energy, skills and knowledge to conduct fundraising activities, participate in community outreach programs, educate guests on proper golf course etiquette, rules and safety, and help make the game of golf accessible to people of all ages and backgrounds.

Over $5 Million Donated in the Last 10 Years
AGF Partners:

The First Tee
Folds of Honor Foundation
New York City Park Foundation
Jordan & Kyra Memorial Foundation
Sierra State Parks Foundation
Toys for Tots
At American Golf we believe being an active member of the local community is important part to the overall success of any municipal golf facility . This entails working with local Anaheim and Orange County groups to ensure successful golf events and active participation in local civic and community organizations.

Beyond the work of the Foundation, AGC believes that the golf course should be enjoyed by the entire Anaheim Community. This entails hosting a variety of golf and non-golf events at the course to attract community members to the course that may have never been there. These events can include everything from movie nights, 4th of July fireworks, 5k and 1 Ok runs to exploring alternative uses such as FootGolf.

AGC currently has several Footgolf locations in Southern California and maintains our own FootGolf website. Dad Miller would be added to this site to help drive traffic. We believe that the more people in the surrounding community that enjoy the facility the more successful the property will be.

Below are some samples of both golf and non-golf events that AGC hosts for the local communities in which we operate.
53 American Golf Response
RFP #2 13-071 6 19
July 16, 201 9
I Operational Development
P • a C Go FootGolf • FootGolf Cou ...

GGFOOTGOLF.C6M
Your onhne source for FootGolf Tee Times
Boal-: a f oo•Go!f ree Ttme Abou~ CouJ~Ps i ur>dr.i1..,1ng Ir roductory Video Photo (,allery Biog S1gn11pfor<111rEmail Spec iabl --- - ~
54 American Golf Response
RFP #213-0716 I 9
July 16, 20 I 9
I Operational Development
The Greenbelt 5/ l0K helps support the not-for-profit Greenbelt Conservancy on Staten Island, NY. Their mission is to offer environmental education initiatives for children of all ages and abilities . The Conservancy , which works in partnership with New York City Parks, also leads trail maintenance and beautification projects that help keep the Greenbelt trail system in great hiking and running condition 55 Ameri can Golf Response
RFP #2 13-07 16 19
July 16, 2019
I Operational Development
LONG
BEACH
The Long Beach Golf Festival (LBGF). The LBGF is an annual series of golf tournaments presented by the City of Long Beach and American Golf Corporation. They include tournaments for amateurs , professionals , men, women, and juniors. The culmination of the LBGF is the $175,000 Long Beach Open. This four-day tournament annually includes many of the top young professionals among its 315-player field .

In 20 I 8, nearly 1,500 golfers took part in one or more Festival events, coming from all over the United States. There were over 3,200 rounds of tournament golf contested during the Festival and dozens of volunteers donated countless hours to help staff the tournaments.

Money raised during the Festival's Long Beach Open Charity Pro-Am went to Partners of Parks, the Assistance League of Long Beach, and to help fund the golf programs at Long Beach State, Wilson High School and Los Alamitos High School.

The following pages include the Summer 2019 Players Club Newsletter. 56 American Golf Response
RFP #21 3-071 6 19
July 16, 20 19

INSIDE THE PLAYERS CLUB

BRIGHT IDEA
Twilight leagues get golfers together for fun & games
l A Jhen it comes to growing the game of golf, there may V V be some light at the end of the tunnel.

That's one of the conclusions that can be drawn from the 2019 SCGA Twilight Golf Leagues, some of which are cur­ rently taking place every week during the waning hours of the day at American Golf managed courses throughout
CLICK

MERE TO LEARN

MORE ABOUT

THE PLAYERS
CLUB
Southern California, such as Rancho San Joaquin, Mis­
sion Trails, Lakewood and Skylinks golf courses .

The leagues offer a great way to get out and play
a fun and competitive nine holes of golf against
other teams, where everybody plays their own ball
and the top scores contribute to the team total.

Results and standings are posted on the SCGA
website, and at the end of the season the teams that win their respective leagues will square off in the 2019 SCGA Twilight League Championship on August 25 at Goose
Creek Golf Club in Mira Loma .

You can CLICK HERE for more information on the Twilight Golf Leagues - and if you missed out this time around, then be sure to tune in again next summer!
In the meantime, if you're looking to play a fun round of golf at a private club, check out the story in this edition on the special outings where our members of The Players Club receive reduced pricing.

We hope you enjoy your summer and find plenty of op­
portunitie s to get out on the cour se and play.
m s
Anlt'rican Golf GOLFZING
WHAT'S
INSIDE
-< Newly acquired River Ridge
offers the best of both worlds
► Historic Long Beach
Open has earned a famed
place in the golf world
► The Players Club members
can tee it up at private clubs
···············································
► La Mirada Golf Course's
Fore-th of July celebration
engages the community
...............................................
► The Putting Arc training aids
rely on mathematical formula
to help golfers on the greens
............................................
..,c: AndersonOrd creates
multi-functional apparel
for active golfers
American Golf Corporation• 909 N Pacific Coast Hwy., Suite 650 • El Segundo, CA 90245 • (310) 664-4000 The Players Club Insider is produced in association with Inside Golf Media. Learn more at insidegolfmedia.com or call (949) 600-8668.

CHAMPIONSHIPS
the prestige .
"Once they've played in it, they tell us that
they keep coming back because of the envi­
ronment, the level of competition, and the or­
ganization of the event, made possible by the
amazing volunteers we get each year,"
Forbes said .

Long Beach native Paul Goydos won the
second modern Long Beach Open in 1990,
and four years later Scott Mccarron hoisted
the trophy . In the mid-'90s, the event bol­
stered its reputation as "where winners get
their start" when Goydos and McCarron won
in back-to-back weeks on the PGA Tour.

Paulson, a PGA Tour winner who played
in 234 events between 1985 and 2009, says he
teed it up in the Long Beach Open about half
a dozen times. He won the tournament in '96,
and recalls shooting a 28 on the front nine
Saturday at El Dorado Park.
"One of the things that makes the Open
and the Festival stand out is the great set of
golf courses the city has," Paulson said.
"Playing in the Long Beach Open is an honor
for guys from Southern California - just
look at the names of the pros who hav e won
it. And the big thing for me is the Long Beach
vibe - it's laid back and fun , and the peopl e
are great. "
Past Long Beach
Open champions
include, clockwise
from top left,
Dennis Paulson,
Kevin Na, Paul
Goydos, Walter
Hagen and Ben
Hogan-all of
whom would later
go on to have
winning careers
on the PGA Tour.

PLACES TO PLAY m s
American Golf GOLFZING
APAIR

OF ACES
Newly acquired River Ridge
offer s the best of both world s
T
he Players Club mem­
bers and non-members
alike in Southern Cali­
fornia have a pair of
new courses to add to
their "must-play" lists. As of July 1,
American Golf has taken over man­
agement of River Ridge Golf Club, a
36-hole facility in the Southern Cali­
fornia town of Oxnard that's as fun
as it is unique.
"You can play the shortest course
and the longest course in the county,"
said American Golf Regional Vice
President Brian Bode. "The Vineyard
Course is 4,235 yards from the orange
tees, while Victoria Lakes measures
7,081 yards from the black tees . We
have a huge practice facility with
two practice greens and two chip-
CONTINUED >

INSIDE THE PLAYERS CLUB

BRIGHT IDEA
Twilight leagues get golfers together for fun & games
W
hen it comes to growing the game of golf, there may
be some light at the end of the tunnel.

That's one of the conclusions that can be drawn from the 2019 SCGA Twilight Golf Leagues, some of which are cur­ rently taking place every week during the waning hours of the day at American Golf managed courses throughout
CLICK

HERE TO LEARN

MORE ABOUT

THE PLAYERS
CLUB
Southern California, such as Rancho San Joaquin, Mis­
sion Trails, Lakewood and Skylinks golf courses.

The leagues offer a great way to get out and play
a fun and competitive nine holes of golf against
other teams, where everybody plays their own ball
and the top scores contribute to the team total.

Results and standings are posted on the SCGA
website, and at the end of the season the teams that win their respective leagues will square off in the 2019 SCGA Twilight League Championship on August 25 at Goose
Creek Golf Club in Mira Loma.

You can CLICK HERE for more information on the Twilight Golf Leagues - and if you missed out this time around, then be sure to tune in again next summer!
In the meantime, if you're looking to play a fun round of golf at a private club, check out the story in this edition on the special outings where our members of The Players Club receive reduced pricing .

We hope you enjoy your summer and find plenty of op­
portunities to get out on the course and play.
m s
American Golf GOLF ZING
WHAT'S
INSIDE
--< Newly acquired River Ridge
offers the best of both worlds
► Historic Long Beach
Open has earned a famed
place in the golf world
► The Players Club members
can tee it up at private clubs
···············································
► La Mirada Golf Course's
Fore-th of July celebration
engages the community
...............................................
► The Putting Arc training aids
rely on mathematical formula
to help golfers on the greens
............................................
--< AndersonOrd creates
multi-functional apparel
for active golfers
American Golf Corporation• 909 N Pacific Coast Hwy., Suite 650 • El Segundo, CA 90245 • (310) 664-4000 The Players Club Insider is produced in association with Inside Golf Media. Learn more at insidegolfmedia.com or call (949) 600-8668.

PLACES TO PLAY • a American Golf GOLFZING
APAIR

OF ACES
Newly acquired River Ridge
offers the best of both worlds
T
he Players Club mem­
bers and non-members
alike in Southern Cali­
fornia have a pair of
new courses to add to
their "must-play" lists. As of July 1,
American Golf has taken over man­
agement of River Ridge Golf Club, a
36-hole facility in the Southern Cali­
fornia town of Oxnard that's as fun
as it is unique.
"You can play the shortest course
and the longest course in the county,"
said American Golf Regional Vice
President Brian Bode. "The Vineyard
Course is 4,235 yards from the orange
tees, while Victoria Lakes measures
7,081 yards from the black tees . We
have a huge practice facility with
two practice greens and two chip-
CONTINUED >

INSIDE THE PLAYERS CLUB

BRIGHT IDEA
Twiligh t leagues get g olfers together for fun & games l A ]hen it comes to growing the game of golf, there may V V be some light at the end of the tunnel.

That's one of the conclusions that can be drawn from the 2019 SCGA Twilight Golf Leagues, some of which are cur­ rently taking place every week during the waning hours of the day at American Golf managed courses throughout
CLICK
!iERE TO LEARN

MORE ABOUT

THE PLAYERS
CLUB
Southern California, such as Rancho San Joaquin, Mis­
sion Trails, Lakewood and Skylinks golf courses.

The leagues offer a great way to get out and play
a fun and competitive nine holes of golf against
other teams, where everybody plays their own ball
and the top scores contribute to the team total.

Results and standings are posted on the SCGA
website, and at the end of the season the teams that win their respective leagues will square off in the 2019 SCGA Twilight League Championship on August 25 at Goose
Creek Golf Club in Mira Loma.

You can CLICK HERE for more information on the Twilight Golf Leagues - and if you missed out this time around, then be sure to tune in again next summer!
In the meantime, if you're looking to play a fun round of golf at a private club, check out the story in this edition on the special outings where our members of The Players Club receive reduced pricing.

We hope you enjoy your summer and find plenty of op­
portunities to get out on the course and play.
m s
American Golf GOLFZING
WHAT'S
INSIDE
-< Newly acquired River Ridge
offers the best of both worlds
► Historic Long Beach
Open has earned a famed
place in the golf world
► The Players Club members
can tee it up at private clubs
...............................................
► La Mirada Golf Course's
Fore-th of July celebration
engages the community
...............................................
► The Putting Arc training aids
rely on mathematical formula
to help golfers on the greens
............................................
-< AndersonOrd creates
multi-functional apparel
for active golfers
American Golf Corporation• 909 N Pacific Coast Hwy., Suite 650 • El Segundo, CA 90245 • (310) 664-4000 The Players Club Insider is produced in association with Inside Golf Media. Learn more at insidegolfmedia.com or call (949) 600-8668.

PLACES TO PLAY m a
Amerkan Golf GOLFZING
APAIR
Of ACES
Newly acquired River Ridge
offers the best of both worlds
T
he Players Club mem­
bers and non-members
alike in Southern Cali­
fornia have a pair of
new courses to add to
their "must-p lay" lists. As of July 1,
American Golf has taken over man­
agement of River Ridge Golf Club, a
36-hole facility in the Southern Cali­
fornia town of Oxnard that's as fun
as it is unique.
"You can play the shortest course
and the longest course in the county,"
said American Golf Regional Vice
President Brian Bode. "The Vineyard
Course is 4,235 yards from the orange
tees, while Victoria Lakes measures
7,081 yards from the black tees. We
have a huge practice facility with
two practice greens and two chip-
CON Tl NU ED>

PLACES TO PLAY
ping areas, one of which includes a bunker."
Bode said that with American Golf having taken
over management of the two courses, golfers can
expect continued great course conditions
and a fun experience no matter which
layout they play.

On the Vineyard Course, there is
plenty of water - eight acres total over
the closing five holes - and players
won't soon forget the spectacular island green on
the signature 18th. Originally designed by Billy
Bell Jr., it has undergone a number of renovations
and changes, and features four new holes "on top
of the world" at the highest elevation in the city,
providing panoramic ocean views.

Victoria Lakes is a true shotmaker' s course, with
plenty of shots that offer the types of risk-reward
scenarios that can win or lose a match. It hosted a
U.S. Senior Open qualifier in 2016. Holes 12-14 are
the course's own version of Amen Corner, and the
13th is arguably the most challenging hole in the
county. Featuring a double dogleg that plays into
the wind, it measures 425 yards from the blue tees
and is flanked by lakes on both sides.
"On these three holes, pars feel like birdies,"
Bode pointed out.
m a
Anwric-an Golf GOLFZING
As an American Golf managed property, River
Ridge will now offer The Players Club, providing
members with discounted golf, free range balls,
free weekly clinics and discounts on merchandise
for a small monthly subscription. A calendar will
be sent out the first of each month that will show­
case upcoming golf outings, social events, mer­
chandise and food specials and much more.
"Most importantly, our team's mission is to
'Create Enjoyment For Everyone We Serve' - we
want our customers to have a memorable experi­
ence that will continue to bring them back over and
over again," Bode said.

CLICK HERE FOR A COMPLETE LIST OF PARTICIPATING AMERICAN GOLF PLAYERS CLUB COURSES

CHAMPIONSHIPS

CROWN JEWEL
Historic Long Beach Open has earned a famed place in the golf world T
he names jump out at you im­
mediately. From Paul Goydos,
Scott McCarron and Dennis
Paulson to Kevin Na, Peter
Tomasulo, Tyrone VanAswe­
gen and 2017 PGA Tour Rookie of the Year
Xander Schauffele, the list of past Long
Beach Open champions and competitors is
filled with players who have gone on to
successful PGA Tour careers.

As one of the most highly regarded
mini-tour events in the country, the Long
Beach Open, which takes place August 8-
11 at the city's American Golf managed El
Dorado Park and Skylinks golf courses,
has attracted stellar fields ever since the
modern version of the event was founded
in 1989.

While a tournament with the same
name dates back to the 1920s and boasts a
history that includes three years as a PGA
Tour event and winners such as Walter
Hagen, Ben Hogan and Charles Sifford,
the event truly took shape in the late '80s
under Long Beach Parks & Recreation Di­
rector Ralph Cryder and Ms. Chris Neal,
the first Executive Director of the Long
Beach Golf Festival.

It immediately drew a field unrivaled
by any other independent professional
event, and its three decades of longevity is
a testament to how well-regarded the tour­
nament has become. Each year, the Long
Beach Open draws a full field of 300 pro­
fessionals and 12 amateurs.
"It's such a tough field with so much tal­
ent - it's not like any other event," said
defending champion Jered Stone. "It's re­
ally the only event you play in with 300-
plus guys, and they get some great
competition. I'd say half the guys are play­
ing with the goal of getting on the PGA
Tour or are already playing on the
Web.com Tour. Winning this event is really
a notch on your belt."
Tim Forbes, the Executive Director of
the Long Beach Golf Festival, said there
are plenty of reasons that the Festival's
• El American Golf GOLF ZING
The final two rounds of the Long Beach Open will be
played at American Golf managed El Dorado Park.
premier tournament consistently draws
such a great field.
"The obvious attraction is the $175,000
purse - to the best of my knowledge, the
Long Beach Open offers the second -large st
purse of any independent professional
tournament in the country," he said. "I
think that's what brings us a lot of players,
along with the legacy and tenure of the
event, of course."
But there's more to it than the purse and
CONTINUED >

AN INSIDE
LOOK!
> CLICK HERE
for everything you
need to know about
this year's Long
Beach Open.
> CLICK HERE for a
complete list of past
Long Beach Open
champions .

MEMBER FOR A DAY m s
American Golf GOLF ZING

GOLDEN OPPORTUNITY
The Players Club members can now tee it up at private clubs G
olfers in Southern Califor­
nia who are looking to
play some of the top pri­
vate courses in the region
without having to become members
are in luck. American Golf Corpora­
tion's new "Play Like a Member
Days" allow participants of The Play­
ers Club and other golfers the chance
to access courses they wouldn't nor­
mally be able to play.

Outings are held about two to three
times a month on Mondays (when
most private clubs are closed), and
some of this summer's offerings in­
clude visits to Los Coyotes Country
Club in Buena Park, SeaCliff Country
Club in Huntington Beach, and El
Camino Country Club in Oceanside.

Most of the nine private clubs man­
aged by American Golf in Los Ange­
les, Orange and San Diego counties
are participating.
"A number of these events have
done really, really well as far as get­
ting a lot of people out to play some
great courses," said Al Weinhold, a
Regional Vice President of Revenue
Management at American Golf Cor­
poration. "It's a pretty affordable op­
tion and a great experience for these
golfers."
The outin gs are available to all
golfers, but members of The Players
Club receive a discount of anywhere
between $20-$30 off their green fees.

Information on member outings is
emailed to members at courses geo­
graphically close to the private clubs,
with a number to call the country
club directly for registration.
"We've had a pretty even split of
The Players Club members and those
who aren't members, and I think
some of those non-members have
thought about joining to receive the
discounted rates and many of the
other benefits," Weinhold said.

Weinhold also emphasized that
most American Golf courses are now
hosting new, unique events to help
keep their properties bustling during
off-peak times . Some have put on
9-hole after-work shotguns, and oth­
ers have done member-appreciation
events that don't involve a golf
round, but get people together for
great food, beverages and maybe a
putting contest or other games.
"They're a great way to get people
out to the golf course at times when
they might not normally visit, and
gives them some fun and different
ways to enjoy the course," Weinhold
said. "We want to do more for our
members of The Players Club."

CLICK HERE TO LEARN MORE ABOUT ALL THE BENEFITS OF BEING A MEMBER OF THE PLAYERS CLUB ,.
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S P
1 A' R. 'KS • G' olfers pnd n~n-golfers of a similar event with a club he Club organizers are expecting team as well as the county ,ot (.0~ - alike in Southeast Los worked at in Detroit, and when he up to 500 people to attend the Angeles is rewarding and fun," , RE A Dy ' Angeles will flock to La learned that a neighboring park 6-10 p.m. event. Each $30 ticket Blidy said. "Doing an event like thi s Mirada Golf Course on the evening put on a popular Independence ($20 for kids 3-12) includes parking, helps grow the game and provides To F L
V of July 3 for the club's annual Fore- Day fireworks show, he knew there all-American barbecu e, one drink , e xposure of th e club as a who le. It 1 I th of July celebration. The event was an opportunity for the golf and plenty of fami ly-friendly just takes one of thos e non-g olfers La Mirada GC's
Fore-th of July
celebration
engages the
community
has quick ly become a favorite
tradition for locals, and it's one that
has helped the course immerse
itself in the community while also
exposing new peop le to all that it
has to offer.

The celebration started short ly
after General Manager Ken Blidy
arrived in 2017. He had been part
course to get involved .
"It's a huge event for the city,
yet our course didn 't do anything
to celebrate along with them ;' Blidy
recalled, "When I got here, I heard
about the firework s and knew we
should also be part of the
celebration and get more involved
with the community :'
entertainment such as bounce
houses, volleyball and corn hole.

Guests will congregate on the
top deck of the driving range,
around the snack bar and on the
10th tee for the fireworks show.
"To be able to get involved in
the community and work
alongside the City of La Mirada
to come to the course, see the
range or the course itself and get
the itch to play. It's not just golf,
but it's also the privat e event side
of our facility that gu ests can enjoy
as well."
> TICKETS are available by calling
(562) 943-7123, ext. 223.

GAME IMPROVEMENT m s
Amt'rican Golf GOLF ZING

AHEAD OF

THECURVE
The Putting Arc training aids
rely on mathematical formula
to help golfers on the greens
F
or kids who think they'll never use
the math they learn in high school,
they should consider the story of
The Putting Arc.

Applying a mathematical formula from
more than two thousand years ago to the mod­
ern-day putting stroke led to the creation of
The Putting Arc, one of the game's most-used
putting training aids, according to a survey of
the top teaching professionals in the U.S. by
the Golf Range Association of America.

The story goes something like this:

In the fall of 2001, V.J. Trolio, a young assis­
tant pro at Old Waverly Golf Club in West
Point, Mississippi, the state where the com­
pany is based, noticed on TV that PGA Tour
pro Jay Haas' putting stroke moved slightly
inside on the back stroke and then back inside
on the follow through. He then got a line laser,
CONTINUED >

GAME IMPROVEMENT
attached it to his putter, and meas­
ured how much the putter moved in­
side at different distances from the
ball, while keeping the line of the
laser on the target line.

Trolio gave the measurements to
company COO Dave Hamilton, an
Old Waverly member, who passed
them along to his son Joey, a me­
chanical engineer.

The next day, Joey came back with
the math of The Putting Arc by de­
termining that the putter was mov­
ing on a large circle, tilted on
an inclined plane - or, an el­
lipse, the conic formula of
which was first docu­
mented by Apollonius of
Perga some 2,200 years ago.

Joey and Dave set out and
created the first Putting Arc.

Since 2003, the full line has ex­
panded to include the MSIII, the
double-sided MS-3D, the T3, the Arc
Glider, the toe-arc T4, the Folding
Arc Mirror, the Putting Practice Kit
and Alignment Mat.
"By using any one of the different
models of The Putting Arc, golfers
can learn the on-plane, arc-type put­
ting stroke of the modern touring
pro," Dave Hamilton said. "This can
be done at home, and a few minutes
every day will soon produce measur­
able benefits ."
All of The Putting Arc products
can be easily used indoors on a suit­
able putting surface or outdoors on a
putting green. The smaller versions
(T3 and T4) are also light and will fit
in the side pocket of a golf bag.
m s
American Golf GOLFZING
"Half of the strokes on a golf
course are taken on the putting
green, so any improvements in put­
ting will provide immediate and
obvious benefits to a golfer's scor­
ing," Dave Hamilton said. "With
over 1,500 tour wins since 2002, The
Putting Arc has proven that it will
help a golfer's putting. If it can help
a touring pro, just imagine how
much more it can help the average
golfer."

SPECIAL
OFFER!
Members ofThe Players Club
receive 50% off"The Final
Missing Piece of Ben Hogan's
Secret Puzzle" with the
purchase of any Putting Arc!
GET
500/o
OFF! SHOP NOW!
Use promo code igm19
Offer ends 9/30/19
www.theputtingare.com

LIFESTYLE -
American Golf
• ••
What does the AndersonOrd line of apparel include ? Our hats are a bit of a cult favorite, and our polos, shorts and outwear are starting to create the same type of following. They're doing this by being lighter, softer, and more in-tune with the looks and per­ formance today's players want. In September, we're launching women's polos, shorts, performance pants, and outwear that combine slimming elements comfort and style.
•••
Who does AndersonOrd apparel appeal to? Golfers and
active people who enjoy performing well and looking
good doing it. Our apparel is ideal for those who want
multi-functional clothes that look great and perform
even better while playing, working, traveling, or just
enjoying the day.
•••
What do golfers like about AndersonOrd apparel? The un- matched feel and function. We've created technica l polos and shorts with all the benefits - anti-microbial fabrics, 40 SPF, moisture wicking, unrestric ted movement - and given the feel of the finest, softest cotton polos.
•••
What are some of the new AndersonOrd products for summer that you're excited about? August 15th brings our new AOlx product that features our proprietary performance blends with a feel that is softer than the softest cottons. These aren't just some of the game's most comfortable technical polos . These are the polos you'll want to tell all your friends about, which is exactly how we've grown the company .

I Anaheim Operations
Ill ' ..
..

Compensation and Benefits Plan
-­Ill
American Golf provides a full suite of benefits for both their full and part time teammates. All employees receive complementary golf benefits, 50% discount on meals. and merchandise discounts. Eligible teammates receive vacation time and health care, life insurance, Accidental death insurance, Long term disability, and an employee assistance plan. There is also an optional 401k savings plan available for eligible teammates after 1 year of service.

Compensation Ranges
Listed below are compensation ranges for potential positions at Anaheim Hills and Dad Miller General Manger- $80,000-$100,00 plus bonus
Operations Managers/Head Pro/AGM- $55,000-$60,000 plus bonus Pro Shop Staff- $12-$14 per hour
Cart and Range Staff $12-$13 per hour
Superintendent- $80,000-$100,000 plus bonus
Mechanic- $18-$20
Maintenance Staff- $13-$15 per hour
Food and Beverage Director - $60,000-$70,000 plus bonus Catering Sales Manager- $55,000-$60,000
74 Americ an Golf Response
RFP #213-071 6 19
July 16, 201 9
I Anaheim Operations
Chef- $60,000-$70,000
Cooks- $12-$15 per hour
Cafe and Snack Bar Staff- $12-$13 per hour
Kitchen Staff- $12-$13 per hour
Teammate Education and Training
We believe that outstanding operations begin with outstanding people. With TEAM as one of our core values, AGC understands that we can never be better than the team we assemble at our courses and clubs .

Our philosophy is that quality local management is essential to successful guest service and financial results. To this end, our company relies on extensive teammate recruitment, selection and training processes to attract and retain the most talented, seasoned professionals from a variety of golf and hospitality disciplines.

Successful candidates who meet American Golfs stringent qualifications are entered into training programs designed to provide teammates with the skills and tools necessary to make good decisions, provide excellent customer service, take responsibility for their actions, and excel in the operating requirements of their respective positions. We utilize a variety of proprietary and industry-leading training and oversight tools to ensure our General Managers and their staffs provide quality customer service including:

Structured Unit Visits ("SUV's") are regular facility audits performed by American Golfs Regional Directors of Operations to ensure compliance with American Golf policies and procedures including facility quality and customer service standards. Training by our functional experts in a variety of key areas of the business is conducted at regular regional meetings . The following pages include the table of contents of a few of AGC's training materials that are used with our teammates. 75 American Golf Response
RFP #2 13-071 6 19
July 16, 2019
-.I
°'
American Golf - 90 Day Training and Development
"Golfer''! l >C = Completed Topic Training Start Date: ! Tuesday, November 27, 2018 "Caddle"! ! I = Sch edul ed More T han On c e
(, d t unw ns-J L, Ct TUS: l L, M IAIS:n •"'JI TWU . l ( S:IH }[ A.6.T tun :nml ( 1 I t I Nov27 Nov28 Nov29 Nov30 Dec 01
Clubhouse Navigation POS /Point of Sale\ Ooera1 Everest Forecast and Navil American Golf Cuo Tee Sheet Manaaement I
Tee Sheet Management I
Event Manaaement
Everest Forecast and Navil
KRONOS Timekeeoina Mal
JD Edwards Management
Dec03 Dec04 Decos Dec06 Dec 07 Decos
KRONOS Timekeeoina Mal Customer Service Standa~ HR Sexual Harassment/ D Financial Review Process Everest Forecast and Navil Pace of Pia~ lnju~ and Incident Re2ortir Tee Sheet Manaaement I Purchasing Card (P-Card) Ambassador Program Liabitlit~ Prevention and s, Maintenance Safe!}'
Membershi2 Retention Legal , Contracts
Sales Management
Labor Management
Dec 10 Dec 11 Dec 12 Dec 13 Dec 14 Dec 15
Everest Forecast and Navil Demand Generation Tee Sheet Manaoement I Market Knowledge Cart Fleet Management
HR - Hiring Smart
Securit~. Cash Handling , L
Comeensation
Dec 17 Dec 18 Dec 19 Dec20 Dec 21 Dec 22
KRONOS Timekeeping M~ HR - Teammate Re<;Qgnitic Tee Sheet Management I Everest Forecast and Navil HR - Teammate Relations
Delegation
Time Management (Persor
Communication : Methods .

Dec24 Dec25 Dec 26 Dec27 Dec28 Dec29
Tee Sheet Manaaement I
Dec 31 Jan 01 Jan 02 Jan 03 Jan04 Jan 05
KRONOS Timekeeoina Mal SUV Lite Course Audit
Everest Forecast and Navil Com2uter Skills
Cost of Goods Sold
Food and Beverage
Merchandise
Jan 07 Jan 08 Jan 09 Jan 10 Jan 11 Jan 12
m
Aml'rkan Golf
J:lllM , l
Dec02
Dec09
Dec 16
Dec23
Dec 30
Jan 06
Jan 13
American Golf
Training Topic/Area:

Objectives:

Resources Available:

Learning Activities:

Depending on your level of
experience , these activities can be
completed on your own or with the
help of a Job Coach.

A Job Coach may be your manager,
supervisor or anyone designated to
help you complete the activities .

SUV Standard:

Job Coach Signature:

Cart Training
I Cart Fleet Management
■ Understand our Preventive Maintenance/Assembly Line
Maintenance Program
■ Understand our Battery Management System
■ Learn how to implement a "Row" or "Section" Rotation Program ■ Learn our Golf Cart Fleet Detail Program
■ Discharge Testing of Batteries
■ Understand EZ GO warrant
■ Department 30 Cart Attendant Training Program
■ Battery Discharge Test Procedures located on the Gopher Carts/Training/Battery Discharge Testing
■ Assembly Line Inspection Sheet located on the Gopher
Carts/Forms/Assembly Line Inspection Sheet
■ Director of Fleet Mana ement
■ Create a Rotation System for your cart fleet
■ Complete a Daily Wash
■ Complete a Super Wash
■ Review a discharge test and identify problem batteries ■ Explain Assembly Line Maintenance and how it will impact Rotation ■ Contact Director of Fleet Management and schedule a training session (see Field & Corp Structure located on GOPHER under Important Info)
I verify that _____________________ _
has satisfactory demonstrated understanding of the training topic/area listed above and has completed the training activities .
77 American Golf"'

EMPLOYEE

RELATIONS

INFORMATION
&

GUIDELINES
78 TABLE OF CONTENTS
Introduction and Objectives
CO-WORKER PERFORMANCE:

Setting Performance Expectations
Co-worker Recognition
Substandard Performance
Progressive Steps of Discipline
Termination
Workplace Violence
POLICIES & PROCEDURES:

Title VII (Equal Opportunity Employment)
Termination Policy
Harassment in the Workplace
We Can Work It Out Policy
Wage& Hour
FORMS
79 Page3

Page6

Pages 9 -10

Pages 12 -14

Pages 20 -22
Pages 23-27
2 STANDARD OPERATIN1G PROCEDURES

FOOD AND BEVERAGE
2012 F&B SOP.doc
American Golf.

80 American Golf Corporation TM

TABLE OF CONTENTS
INTRODUCTION ..................................................................................... 4 AUDITS AND SCORING .......................................................................... 5 QUESTIONS ............................................................................................ 5 SEGMENTATION ..................................................................................... 5 SUPPORTING DOCUMENTS .................................................................... 7 FRONT OF THE HOUSE - BRONZE ........................................................... 8

1. Guest Experience .................................................................................. 8

2. Service Standards ................................................................................. 8

3. Alcoholic Beverage Service .................................................................... 8

4. Snack Bar Standards ............................................................................. 8

5. Menu Standards ................................................................................... 9

6. Liability Prevention ................................................................................ 9 BACK OF THE HOUSE - BRONZE ............................................................ 9

7. Liability Prevention ................................................................................ 9

8. Safety and Sanitation .......................................................................... 10

9. Product Control .................................................................................. 10

10. Compliance ....................................................................................... 11

11. Food Quality ...................................................................................... 11 CONVENIENCE CART /BBQ - BRONZE .................................................. 11

12. Liability Prevention ............................................................................. 11

13. Service Standards .............................................................................. 11

14. Product Control. ................................................................................. 12

15. Menu Standards ................................................................................. 12 ADMINISTRATIVE - BRONZE ............................................................... 12

16. Policies and Procedures ...................................................................... 12

17. Purchasing ........................................................................................ 13

18. Communication .................................................................................. 14

19. Labor ........................................................................ ........................ 14

20. ServSafe® ........................................................................................ 14

21. Alcohol Awareness Training ................................................................ 15

22. General Online Training ...................................................................... 15 EVENT OPERA TIO NS - BRONZE ........................................................... 15

23. Service Standards .............................................................................. 15

24. General & Administrative .................................................................... 15 FRONT OF THE HOUSE - SILVER ......................................................... 16

25. Guest Experience ............................................................................... 16

26. Service Standards .............................................................................. 16

27. Alcohol Beverage Service .................................................................... 16

28. Menu Standards ................................................................................. 16 BACK OF THE HOUSE - SILVER ............................................................ 16

29. Service Standards .............................................................................. 16

30. Food Quality ...................................................................................... 16 2012 F&B SOP.doc Page 3 of 24
81 American Golf Corporation™
ADMINISTRATIVE - SILVER ................................................................ 16

31. Communication .................................................................................. 16

32. Member Communication and activites .................................................. 17

33. Labor ................................................................................................ 17

34. Alcohol Awareness Training ................................................................ 17

35. Server Training .................................................................................. 17

36. Banquet Server Training ..................................................................... 18

37. Snack Bar Attendant Training .............................................................. 18 EVENT OPERATIONS - SILVER ..................................................... ....... 18

38. Guest Experience .......................................................................... ..... 18

39. General & Administrative .................................................................... 18 FRONT OF THE HOUSE - GOLD ............................................................ 19

40. Service Standards .............................................................................. 19

41. Alcoholic Beverage Service .................................................................. 19

42. Menu Standards ................................................................................. 19 BACK OF THE HOUSE - GOLD ............................................................... 20

43. Food Quality ...................................................................................... 20 ADMINISTRATIVE - GOLD ................................................................... 20

44. Policies and Procedures ...................................................................... 20

45. Labor ................................................................................................ 20 FRONT OF THE HOUSE - PLATINUM .................................................... 21

46. Guest Experience ............................................................................... 21

47. Service Standards .............................................................................. 21

48. Alcoholic Beverage Service .................................................................. 21

49. Menu Standards ................................................................................. 21 BACK OF THE HOUSE - PLATINUM ...................................................... 21

50. Food Quality ...................................................................................... 21 SUPPORTING DOCUMENTS ................................................................. . 22 Appendix A ............................................................................................. 22 CO-WORKER ACKNOWLEDGEMENT ..................................................... 24 2012 F&B SOP.doc Page 4 of 24
82 American Golf Corporation rM

INTRODUCTION
The Standard Operating Procedures (SOP) represents the fundamental operating procedures for food and beverage. They provide a framework for dialog between General Managers and Food and Beverage Directors/Snack Bar Supervisors concerning standards and expectations for the Food and Beverage department.

The SOP is structured to reflect the priorities of the Food and Beverage Director/Snack Bar Supervisor, flowing from guest experience through to operational excellence, co-worker satisfaction and administrative goals.

The SOP is written as a guide for the Food and Beverage Directors/Snack Bar Supervisors. As such, the level of detail in the SOP reflects the level of detail with which American Golf expects it's Directors of Food and Beverage/Snack Bar Supervisors to be familiar and competent. Each Food and Beverage Director/Snack Bar Supervisor will be held responsible to the requirements of their job and accountable for the necessary skills required to implement all standard operating procedures at his/her property.

To assist in implementing the SOP's, the forms and policies referenced are available on Gopher.

The follow up to the Standard Operating Procedures (SOP's) is the Structured Unit Visit (SUV) Audit. The SUV Audit will be, in essence, an audit of the department's compliance with the SOP and a medium for highlighting any corrective actions necessary. The General Manager will conduct the SUV Audit.

The SOP's were developed to help define what is important in growing and managing our business. They were also developed with the following specific goals in mind:

1. Help AGC generate a 20% return on investment.

2. Consistently meet or exceed member and guest expectations.

3. Make American Golf a great place to work.

Meeting these goals will require effective leadership, which means the following:

1. Delivering regular and consistent communication - Vision.

2. Providing the tools and skills - Enablement.

3. Working towards common goals - Alignment.

Expanding on leadership, American Golf believes there are five keys:

1. Integrity. Do what you say. Say what you do.

2. Accountability. Take responsibility for yourself and your team.

3. Flexibility and Innovation. Re-create on a regular basis.

4. Teamwork. Subordinate your needs for the good of the team.

5. Respect. Treat others the way you want to be treated.

We appreciate your hard work and dedication. We are confident that our collective commitment to excellence will help us achieve both personal and professional growth and success. 83 Anlerican Golf
Reserve Quick Guide
Home Page Menu ......................................................... 2 Home Page Line ltems .................................................. 3 How to Create and Event in Reserve .......................... 5 Events Page/Event Page Breakdown .......................... 9 The Lifecycle ................................................................ 11 Processing a Tentative/Create Contract .................. 12 Financials ..................................................................... 14 Creating an Event Order/BEO .................................... 15 Copying and Event/Multicopy Function ................... 18 Copying Services from One Function to another .... 20
Batch Generating Documents .................................... 22 Glossary of Terms ......................................................... 24 84 ___ \,_

NIATIONAL,

RESTAURANT
ASSOCIATION•
00 °'
1-2
Objectives:
• Recognize the importance of food safety
• Understand how food becomes unsafe
• Identify TCS food
• Recognize the risk factors for food borne illness
• Understand important prevention measures for
keeping food safe
---'­NATIONAL, RESTAURANT
-=:::::111- ~• I ASSOCIATION•

Team Member Training Program Introduction
The importance of a defined and detailed training program for our Department 40 Team Members cannot be overstated. AGC believes that thorough training is one of the fundamentals for success. Assigning training to an experienced Team Member is actually a recipe for problems , or at the least, mediocrity . All too often , shortcuts and bad habits are trained along with the functional duty . Please take the time to understand this program , and implement it thoroughly and accurately .

The Team Member Training Program is hosted entirely on the AGC Superintendents Blog, and contains a variety of tools available for training. Please download any documents or media needed for training and save on your computer for easier access at the time of training . A Team Member training scorecard is available to have the Team Member sign off on the training. Each module will include several documents that must be reviewed prior to sign off. Modules will also have links to instruction videos, owner's manuals and other training aids. Please do not make any changes to any links or media that is hosted on the Blog page.

There are 18 training areas, and Team Members are only required to complete a module if they are performing that particular task. The Eighteen Training Areas are:
#1 Introduction, Orientation and Golf Course Etiquette
#2 Health and Safety
#3 Equipment Care
#4 Set Up: Greens and Tees
#5 Greens Mowing
#6 Tees, Collars and Approach Mowing
#7 Fairway Mowing
#8 Rough Mowing
#9 Green and Tee Bank Mowing
#10 Bunker Raking
#11 Club House and Range
#12 Utility Vehicles and Golf Carts
#13 Small Tools
#14 Cultural Practices
#15 Irrigation System Repair
#16 Fertilizer and Chemical Applications
#17 Tool Box: Operators Manuals
#18 Tool Box: Safety Data Sheets
All Team Members must be trained in the first 3 Modules, Introduction, Health and Safety and Equipment Care.

The typical baseline training document will cover 4 areas, Before Operation, Field Training, Safety Considerations and Completion. This document will always be one of the requirements for Team Member signoff.

The typical page on the Blog post will include both Required Training Material and Optional Training Material.

A Team Member training signoff scorecard is also available, and must be used to document all training . 88 American Golf.

Tee Sheet Optimization Guide
89 Standard : Optimum Pairing Singles, Twosomes & Threesomes To maximize available foursomes for booking, it is essential that singles, twosomes and threesomes are optimum paired whenever possible. Below are key practice to ensure all bookings are optimized:

1. Optimum pair groups while making phone reservations.

2. General Manager will review tee sheets daily and optimum pair any groups within 15 minutes of one another.

Opening & Closing Golf Shop checklists will include a line item for the staff to review bookings and ensure that all groups are optimum paired.
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90 Observe tee sheets for any optimum pairing
opportunities
Highlight the players to be moved. Grab the
reservation in the lower right hand corner.

Drag the reservation to the new time slot.

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, Cecia/$100.00 M.ral, Cecia/$100.00 M.ral, Cecia/$100.00 M.ral, Cecia/$100.00 /$67.oo ' rres, Si:i/$67.oo ' rres, Si:i/$67.00 ' rres, Si:i/$67.oo ' I $0.00/$0.oo'trutwt, rooert/$0.00 ' trutwt, rooert/$0.oo 'trutwt, rooert/$0.oo' I Anaheim Operations
Company Intranet
The Clubhouse (AGC Company Intranet) provides our team with access to all programs , accounting, financial reporting and sales management systems, and serves as a conduit to deliver important information to the field and provide electronic access to all documents and files related to best management practices, key policies , procedures, operating standards, tools and training.

The Clubhouse
Oll'-dcau Golf DEPARTMENTS • TEAMMATES • HELP •

OREAKI NC H EW S
Personal Safety Challenge Winners
The winners of the chall~mge complt!'ted and

BES T PR ACT ICES
TrlMark kitchen equipment
partnership
Please review the following informa uoo
regarding ou r partnership wtth TnMa ,k To get a
quote Call 800 377 3575 or E-mail
entegr~tnmarkusa com

R ECE NT D OC UM E N TS
i i! Making Safety Personal Winner Annoncement
' The Clubhouse
' i f:l Emergency
: The Clubhouse
woe
AccuW•ather
ADP Payroll
AP Alchived lnvoicn
Blackline
sus,neu Cards
Concur PCARD
Everest_Corp Logan
Incident Reporting
IQBackofficeAP
invoicing

XJE/BPC
JOE AR Statements
lDE Profit Center
Kronosc:Lauic
KronosN.w
Online Training
POS Missing Files
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Texas Alcohol Training
• p
In addition to The Clubhouse golf course Superintendents have access to the AGC Superintendent Blog where they can share "Best Practices" along with finding useful training videos for both equipment operation and routine maintenance practices .
91 American Golf Response
RFP#213-07l61 9
July 16, 2019
I Anaheim Operations
Teammate Satisfaction/Retention
Well-trained and motivated teammates have been key to the success of American Golfs portfolio . In addition to hiring the right person for each job, American Golf provides both the training that results in top performance of that job , as well as the training that will help the co- worker reach his or her full potential within the organization.

We strive to promote teammates from within to fill roles of increasing responsibility and offer a variety of personal and professional growth programs as well as continuing education programs that are designed to provide interested individuals with the skills and resources necessary to advance within the organization .

Complementing these comprehensive training and development programs are a variety of co- worker benefits. The company's benefits package includes both PPO and non-PPO medical plans , a dental plan, group term life and AD&D, long-term disability, a teammate 40l(k) savings plan, holiday and vacation pay, and other important benefits.

Teammate Recognition Programs
CUP
The American Golf Cup is a year-long recognition event created to foster friendly competition between clubs and challenge Regional Managers and General Managers to operate their clubs at the highest levels.

Each month the clubs are ranked based on their controllable EBITDAR results. The top 6 General Managers and their teams are rewarded at the end of each quarter. The top 12 General Managers are recognized with additional rewards at the end of the year.
92 American Golf Response
RFP #213-0716 19
July 16, 20 I 9
I Anaheim Operations
Marketing and Promotion
Any marketing plan begins with good data and then using that data to learn more about our guests and potential guests. But again, it is important to note that no marketing plan can substitute for quality and service. Our Revenue Mangers will continuously work with our marketing team to make data driven decisions that will deliver the best results to Anaheim Hills and Dad Miller. Some of the key areas we will touch upon include:
• Overall management of all online portals (web site, email, POS) and collateral materials to make sure that the message is consistent and fits the expectations of the brand. Our marketing team also works with our individual facilities to develop high-quality, user-friendly internet websites and electronic collateral. The use of electronic collateral will allow the marketing team to reach more prospects faster and more efficiently than ever before. • Begin an aggressive customer engagement program to learn about our guests by utilizing the programs discussed earlier in this response allowing us to better identify key target audiences for future programming
• All sales people will be provided with ongoing sales training and placed on incentive plans to maximize sales performance and will be evaluated monthly to identify areas of improvement and/or additional support in revising marketing efforts or developing new efforts. • Develop an active customer retention program to make sure our members and guests stay engaged at both facilities.
• Implement a program to reach out to AGC's network of over 400,000 Southern California golfers and our industry leading tournament database.

With access to industry-leading marketing and sales systems and through hiring and training experienced local talent, your courses will enjoy a competitive advantage over operators with a smaller portfolio in the market. The Anaheim Hills and Dad Miller sales teams will receive support from American Golfs internal marketing department, which will ensure that all print ads and sales collateral for the facility be professional and appropriate. AGC's in-house print shop has designers and the equipment necessary to produce flyers, posters, and all types of collateral at a savings to our client/partners. All the material contained in this response was created by or talented in-house team.

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93 COYOTE HILLS GOLF COUME
®'tNIIIII.Affn CWI
MEMBER

APPRECIATION ,
9 HOLE SCRAMBLE
4pm-7 :30pm
Modified Shotgu n Start
Enjoy golf, taco , I drinks,
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American Golf Response
RFP #21 3-071 6 19
July 16,20 19
I Anaheim Operations
Tournaments and Outings
. '
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Anaheim Hills and Dad Miller will leverage American Golfs network of courses and benefit from the largest database of tournaments in Southern California. American Golfs
tournament sales team will employ active outbound sales strategies to drive events at both courses. With unparalleled access to this large tournament database, along with
professional tournament and event planning services and advertising, Anaheim Hills and Dad Miller will enjoy
significant competitive advantages for golf and event services .

Tournament sales are further augmented by our dedicated event website www.golftournamentmanagement.com . This
site allows Tournament Directors access to planning tools such as budget calculators and videos to help them run successful events.

AGC'S TOURNAMENT BOOKING WEBSITE
Special events will be held to both attract and retain tournament customers to Anaheim Hills and Dad Miller. Two of the best examples are Business Appreciation Day and VIP events. For Busines s Appreciation Day, local and area business and service clubs are invited to the course for a FREE event to help promote the facility and offer them the opportunity to book an event at the course. VIP events invite all current and past event clients to the course as a "Thank You" and help promote them to re book for their next event . Sample Flyers for both events are on the following page. 94 American Golf Response
RFP #2 13-071 6 19
July I 6, 20 I 9
I Anaheim Operations
95 American Golf Response
RFP#213-071619
July16,2019
I Anaheim Operations
E-Mail Marketing and Database
In addition to the Marketing Plans outlined above, Anaheim Hills and Dad Miller will utilize American Golfs unrivaled e-mail marketing system and proprietary e-mail database that continues to grow rapidly and includes :
► Our golfer database is one of the largest in the State with almost 600,000 e-mail addresses for just its California golfers. This database allows AGC to reach golfers in a timely and professional manner to communicate specials and events .

I
I
Tee Time Intervals
- - . - ·.1 . ~
(!(ll;:r ~
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Suggested Tee Times for Youl
Oa1a Tme Price V'IWAI Times
Thu, September 6 5:07 PM 125.00
Ml#HIE £ln,250ZIHCf"OfifTS '
Thu, September 6 5:,5 PM 125.00
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Fri, September 7 8:07 AM IM.H -
Fi&iiiiiE E.lm :l6G ZINCPONfS!
Announcements
Join The Players Club Today
Free Range balls every day, and a frN cart and dnnk ..,,_., bme yoo playf It's the beet deal tn townl
s.gn up ., the Pro Shop ot onbne ■ t http /,WWW golfz:ing com'~ Great Golf Specials
Regula r Price H2.00
Green Fee, Cart F11 & Lunch
Weekend Special
Saturday and Sunday
Anytime after 10:00 AM
GfNrl FN Cart FN & Hoe Dog
...... ..-.--Of'er11-• to,rrc,,.,. ,,_ _____ or_~...., 1,ioc_,., ___ l'IIIWtyl At this we see no need to make any changes to the tee time intervals at either facility . Should AGC be selected, our Revenue Management team will do an extensive review of both facilities to determine if any opportunities exist and if so present those to the City.

Maintenance and Janitorial Plan
Curb appeal and overall facility cleanliness is monitored and assessed by the on-site manager and superintendent. Then each of the areas is again addressed as part of the "Structured Unit Visit" that is done by the Regional support staff. Day to day cleaning and maintenance will be performed by personnel on site at Dad Miller and Anaheim Hills. We would propose to continue the weekly service at Anaheim Hills for the portable restrooms and augment that with daily service by our staff. 96 Amer ican Golf Response
RFP #2 13-0716 19
July 16, 2019
I Financial and Operating Systems
Integration of EZLinks Electronic Tee Sheet and Course Point-of-Sale Networking and Oversight -Individual golf courses in our network including the City of Anaheim courses will be able to view and book tee times locally while simultaneously viewing available tee times at affiliated facilities, which allows us to maximize rounds within the network. This will allow the City to capitalize on excess demand at nearby affiliated facilities as we increase the core customer base at both courses.

Reporting and Analysis - Improved reporting capabilities facilitate detailed analysis into demand patterns and allows for daily tee sheet- to-sales report reconciliation and cash handling audits by the General Manager. Revenue Managers and operators also use this information to develop and adjust core business strategies.

Improved Customer Service - This system's integration with the EZLinks online tee time reservation system and GOLFZING (AGC's proprietary on-line tee time service) provides a seamless interface for computerized tee time reservations and will assist us in providing exceptional customer service in the City of Anaheim through automated confirmation emails, reminder emails and thank you emails. In addition, coupons can be automatically generated in our POS system and distributed by receipt to guests. The system also assists with pace of play tracking to reduce first tee delays.

Transition to Foreup in April 2020
The City of Anaheim's agreement with EZlinks terminates on 4/29/20. After that date, American Golf intends to migrate computerized tee sheet and point-of-sale solutions to the Supreme Golf suite of products and services, including the Foreup cloud tee sheet platform. American Golf is currently working with the Supreme Golf team to develop the Foreup platform into the leading tee sheet and golf tee sheet platform available to the industry.

In addition to retaining the benefits of the EZlinks system listed above, the Supreme /Foreup system will provide the following additional benefits:

Revenue Share On Trade Times- Proprietary revenue share on trade times from Supreme, Golf Now and Golf Zing along with the benefit of AGC's industry leading process to recoup no show fees from vendors.

Membership Billing Management - Foreup allows for managing monthly subscription billing and benefits from within the software framework, allowing for seamless reporting and member management.

Integrated Email and Text Marketing -_rather than using an outside application and migrating customer lists, Foreup has the ability to manage email campaigns directly from the tee sheet customer profiles , including the ability to instantly filter behavior and spend patterns ORCA Integration - Foreup automatically sends comparative data to the ORCA network, which saves staff time in exporting data out of EZLinks
Customer Interface -_customers can log in and manage their own subscriptions and memberships via web portal
Complete Spending and Loyalty Profiles -_Since member billing, tee sheet and POS are all integrated , customer spend profiles are more complete and offer more in-depth data on behavior 97 American Golf Response
RFP#213-071619
July 16, 2019
I Financial and Operating Systems
Cloud-Based Controls -_inventory and financial controls are managed from the cloud, allowing for cleaner auditing and cash handling procedures
Supreme Golf Marketplace -_Foreup integrates in real time with the Supreme Golf Marketplace, which houses the largest inventory of tee times available to online customers, as well as a partnership with CBS Sports for additional marketing and media presence
Accounting, Reporting and Oversight
While the team members at the course are focusing on their operations and our purpose statement of "Creating Enioyment for Everyone We Serve" behind the scenes American Golf has a corporate team that is focused on supporting the administrative tasks integral to any operation.

Anaheim Hills and Dad Miller's POS system will be linked to American Golfs central accounting department in El Segundo where all financial data will be further audited, and reports developed for distribution. These reports allow for daily tee sheet and sales report reconciliation audits by the General Manger and periodic audits coordinated by our Regional and Senior Vice President. Any deficiencies can be quickly resolved and if significant issues arise they will be referred to American Golfs Director of Security, who spent almost 30 years investigating fraud for the Los Angeles Police Department, for comprehensive investigation and resolution. AGC also contracts with an outside firm to provide "shopper reports" of our facilities on a quarterly basis.

We are flexible and uniquely experienced in accommodating the special needs of our clients, including the high level of accountability and customized reporting required by municipalities. Being part of a publicly traded company AGC's accounting practices are some of the most stringent in the golf industry. We can provide detailed monthly financial statements to all our clients on a routine and timely basis. We expect routine audits and will maintain excellent internal controls over recording and reporting revenue properly , to comply with the requirements of our operating agreements.

Risk Mitigation, Loss and Liability Prevention & Safety American Golfs legal department is the industry leader in golf course, real estate, retail, food & beverage, and service industry related matters. Our team in Anaheim will have access to this dedicated department to provide their expertise and support to the operations. The services of the legal department will provide key benefits to ensure overall safety and success at Anaheim Hills and Dad Miller. The legal team has been vigilant and proactive in risk management with their main objective to reduce the expenses and danger associated with risk.

Following are some key items we will implement at both Anaheim Hills and Dad Miller:

Loss and Liability Prevention
Implement and maintain an aggressive and proactive liability prevention program that significantly reduces cost, unsafe conditions and legal exposure. This program , which begins with comprehensive training for General Managers and department heads, is supported by a specific and actionable follow-up process.

Safety
Teammate safety training is a key component of any safety program. AGC's goal is to ensure all teammates receive initial, monthly, job-specific and refresher training as applicable to ensure a safe and healthy work environment for those we employ and serve. We are committed to the safety of our teammates and guests 98 American Golf Response
RFP #213-071 6 19
July 16, 20 1 9
Financial and Operating Systems
and strive to continue to reduce incidents, increase productivity , improve teammate morale and our guest's experience. To that end AGC has two full time teammates that focus entirely on assisting our courses to create a safe working environment along with managing both worker compensation and third party claims .

At American Golf we have designed a customized golf course safety training program for each department within our organization. Management is provided with a training structure and materials to ensure our teammates receive quality and effective training that exceeds local, state and federal training standards .

Although the training program has a strong foundation it is not considered all-inclusive. Management is encouraged to go beyond the training matrix and encompass location specific safety topics into their meetings as necessary.

Key Components of our Safety program are:
• Annual Safety Audits performed to assess
and prevent liability situations or defects
from both a customer and teammate
perspective
• Management Incident Reporting system
to reduce false claims and aid in appropriate
defense
Safety
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CONTA CTS BR E.AKJ NC, N EW S
• Guest Incident Reporting to aggressively
adjust claims immediately
• Safety Requirements including: steel-toed
boots for all course maintenance staff, slip
resistant floors in kitchen and food &
beverage preparation areas, and the use of
hard hats by all teammates working on the
golf course
• p
SAFETY POLIC IES A.MO CUIOfU N fS
Safety Manual
Personal Safety Challenge
Winners!
Ashley Horan
Director of Safety and WC
Stephanie Orellana
Safety Coordinator
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INSPECTIO N S a AUDITS
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99 FOAM S, TOOLS, AH O TRAI NIN G
1Aud1tor RKOfded l~n.ng
2019 A.II Df,pt Exc~t 40/70 S-lfety Tr~nmg Matmt
2019 Dept 70 F&II SJfety TrUllflg Matrut
2019 Dept 40 M.Mnteruince S.f•ty Training M.1tmt
l018·19 USHW TrNtment Authonution Form
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LHW of Abse-nce ~Ufft Form

DECENT DOCU M ENTS
~ .?019 July ALL Otpartmtnts t11ctpt 40 & 70 S41'~ti,.

Tra,rurig Packet
;; 2019 ,.-.. L Oep,artme"t f')'C~t 40 & 70 Safety Tr~11n1ng -..!•tn•
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Ameri can Golf Response
RFP #2 13-071 6 19
July 16, 20 19
Financial and Operating Systems
Policies and Procedures and Cash Handling
American Golf maintains a comprehensive proprietary Policy and Procedures manual that is constantly updated to reflect current laws and policies, including detailed written cash handling policies. AGC's accounting, IT, and cash policies are some of the most stringent in the golf industry as reflected by our requirement to be SOX compliant for publicly traded companies. A copy of the introduction along with the table of contents of the AGC Policies Manuel along with our Cash Handling Policy is on the following pages . A complete copy is available upon request.

PURPOSE;
Company Guidelines and Policies
Introduction
American Golf Corporation (AGC) has developed this Human Resources Policies and Procedures Manual to assist management personnel to more effectively manage and develop their teammates. This policy manual is intended to provide information and guidelines for management personnel. Except for the policy of "at-will" employment provided in this manual, the policies contained herein are subject to change and interpretation by AGC, and AGC reserves the right to apply these policies as it deems appropriate .

SCOPE;
This manual is designed for use as a resource tool by all management level personnel at AGC. It should not be distributed to non-management or non-AGC personnel.

MISSION STATEMENT;
AGC fosters a people-centered culture through our five Core Values: Integrity; Accountability; Innovation; Teamwork; Respect. Through the practice of these values, we strive to help our members and guests enjoy the great game of golf.

POLICY;
The policies contained in this manual reflect the business philosophies and standard operating procedures of AGC. AGC provides this manual to apprise management of these policies as well as to encourage their continued and consistent application. However, this manual is not an exhaustive source , and the Corporate Office Teammate Relations Department should be contacted for guidance whenever questions or concerns arise.

At times, local guidelines might supersede these policies due to operating circumstances or law. This is acceptable and appropriate insofar as no local policy shall conflict with the values and beliefs of AGC or applicable law. Moreover, if local laws conflict with any policy contained herein, the Corporate Office Teammate Relations Department shou ld be contacted to provide clarification and to ensure compliance .

The policies in this manual replace all previously existing policies and AG reserves the right to interpret , amend and revise these policies at its discretion and as it believes circumstances warrant. In addition , AGC remains an "at-will" employer, which means that either AG or its teammates may terminate the employment relationship at any time, with or without cause. No part of this manual is intended, nor should be interpreted , to modify or changes the at will employment relationship between AG and its teammates. The at-will relationship can only be changed in a specific and clear written agreement signed by the President of AGC and the affected teammate.
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I Financial and Operating Systems
RESPONSIBILITY;
It is the responsibility of all AGC management personnel to be familiar with the contents contained in this manual, keep it updated, share the contents with personnel as appropriate under the circumstances, and execute and comply with these policies in a fair and nondiscriminatory manner to the best of his/her ability in all circumstances. Utilization of this manual is a mandatory part of a manager's job responsibilities and non-compliance with its contents may lead to disciplinary action up to and including termination, in the discretion of AGC.

It is the responsibility of the Human Resources Department to support management personnel in the implementation of these policies and procedures by providing assistance, guidance, and policy interpretation.
~
American Golf_

TABLE OF CONTENTS
Introduction
1 Introduction
Policies -Alp habetic Order
2 Alcohol and Drug use
3 Attendance
4 Banquet Flat Rates
5 Cash Handling
6 Cell Phones , BlackBerrys , Pagers
7 Employment Eligibility Verification (1-9)
8 Employment of Minors
9 Employment of Relatives and Friends
10 Equal Employment Opportunity/Non-Discrimination
11 Gratuities as Compensation
12 Harassment
13 Holidays
14 Internet and Electronic Communications
15 Leaves of Absence
16 Media Communications
17 Paid Sick Policies (CA, NY, OR & WA)
18 Performance Appraisals
19 Personal Appearance Standards
20 Safety
21 Separation of Employment
22 Solicitation & Distribution
23 Substance Abuse Screening
24 Timekeeping/Wage & Hour
25 Vacation
26 Workplace Violence
IOI
American Golf Response
RFP #2 13-0716 19
July 16, 2019
I Financial and Operating Systems

CASH & EQUIVALENTS HANDLING POLICY
INTRODUCTION:

AGC receives cash and cash equivalents in the course of business. All co-workers who receive these monies on behalf of AGC have a shared responsibility to ensure the funds are received, held, processed and deposited in a secure manner.

PURPOSE:

The purpose of this policy is
• To outline the responsibilities of co-workers who handle cash and equivalents. • To ensure cash and equivalents are handled in a secure manner. • To ensure cash and equivalents are deposited on a timely basis. • To identify the consequences of not adhering to the policy.

SCOPE:

Bank Deposits Gift Cards Range Cards
POS Registers Non-POS Registers Register Transactions
POLICY:

BANK DEPOSITS
PUBLIC
• Bank deposits are to be made DAILY before 3PM if your total deposit exceeds $500 for the day.

This includes weekends.

PRIVATE
• Bank deposits are to be made WEEKDAYS before 3PM if your total deposit exceeds $500 for the day. Monday's bank deposit should be for all weekend business.

SAFETY & GUIDELINES (All Courses)
• When preparing the bank deposit, all counting of cash should be done discreetly out of view of our customers and behind a closed, locked door at all times. • Vending machines and range ball machines with cash boxes should be emptied daily before the pro shop closes. Money should be collected during daylight hours while people are present. • After cash receipts are counted and bank deposit prepared, the cash should be placed back into the safe until time to go to the bank. Ensure that the safe is SECURE at all times. • When making the bank deposit, be aware of your surroundings. Observe the area around the depository. A void suspicious circumstances or poorly lit locations. • If you are unable to complete a daily bank deposit due to a safety concern or any other reason , please notify your General Manager, Regional Director or Regional Vice President immediately.

REGISTER TRANSACTIONS
• Sales must be recorded immediately and accurately. Ring all sales into the register at the time of the transaction (in the golf shop, a foursome paying separately is considered four sales transactions and should be rung up as such).
• Do not accumulate sales and ring up at a later time. In private clubs and/or bar operations where running tabs is permitted, each drink served must be rung up at the time of service . If the cash register does not have the capability of adding on to the previous balance, a handwritten notation of the items served must be made on the tab at the time of service. 102
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Julyl6 , 20 19
I Financial and Operating Systems
• Do not operate register with an open cash drawer. Drawer must be in the closed/locked position except for the tendering of payment. Use of drawer key is not permitted (must be kept in safe). • Always enter the amount tendered and let the register calculate the change (use where register has this capability).
• Always use the amount tender key to enter the type of payment ( cash, check, credit card, or member charge) as well as the amount of cash tendered.
• Ring up tournament and banquet deposits the same day they are received.

Voiding sales:

NON-POS REGISTERS
I. Only the manager should have access to the void key in a register.

2. Manager must approve all voids.

3. An incorrect ring slip must be filled out for each void.

4. When an error is made, close out the transaction and re-ring the transaction correctly.

POS REGISTERS

1. Only Management level access can perform true void at register or management station.

2. All requested over rings must be cleared prior to closing day's business .

3. An incorrect ring slip should be filled out for each void, otherwise the same information must be written on the manager void receipt.
• Do not allow an excessive amount of cash to accumulate in the register. At least two (2) cash drops should be made prior to 1 :00 p.m.
• Cash should be placed inside an envelope and dropped into the safe immediately. • Do not allow the pole display or visual display plate to be obstructed - it must be visible to the customer at all times.
• All cash receipts, cash banks for registers, and change funds must be kept in the safe. • Safe change fund is to be used for change only (it is not a petty cash fund). It should be counted and verified DAILY.
• No one operating a register should ever subtotal or total that register. If the manager, for any reason , should need to subtotal a machine (X reading), the detail tape must be initialized.

Register Close-Out:

1. No one individual shall both count out the register and ring out the register.

2. Only a management person, or individual designated by the manager, shall ring out the register (Z reading). (On POS, "Z" is automatically printed out the following morning when the register is opened).

3. All remote registers (including range ball machines accepting cash, vending machines, beverage carts, short-term event registers) shall be rung out in the afternoon by management to enable the sales to be input into the Pro Shop register. Sales after this time will be a part of the following day's business. • Only the manager, assistant manager, and designated employees responsible for opening/closing are allowed to have the top safe combination. Only the manager, assistant manager, and accounting staff at private clubs, are allowed to have the combination to the bottom section of the safe. Safe combinations must be changed when a combination holder is transferred, terminated , or resigns.

Routine, surprise audits should be conducted by management on an on-going basis. Audits include the following:
a. Reconcile cash register detail tape to the starter sheet to ensure that all players on the sheet were properly rung up and, conversely, that all green fees/carts rung up appear on the starter sheet. 103
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Financial and Operating Systems
b. A course audit to verify that all players on the course are properly entered on the starter sheet.

Before taking the starter sheet onto the course, take an" X" reading and count the cash to determine if the register balances. With the actual starter sheet in hand, start on the 18th hole and, working in reverse, simply approach one player of each group and ask for the names of each player in the group. Tell the players you are performing a starter sheet verification. This audit takes approximately one hour and is most effective when conducted in the morning hours before thel st group of 18 hole players finish.
c. The daily package retained at the course must contain all of the day's backup information inside the folded starter sheet, i.e., detail tapes, cart tickets, rain checks , incorrect ring slips , deposit slip copy, charge receipt copies, register close out reports , etc.

Gift Cards
Gift cards carry no value until activated at the credit card terminal. It is possible to convert a gift card to a cash equivalent by adding value to a card and not recording the transaction in POS. To prevent and identify such occurrences:
• Gift card inventory is to be stored in the bottom safe for security purposes and to reduce potential theft.
• Move small quantities of the cards to the top safe as needed to have a sufficient amount on hand for sales.
• Reconcile daily sales activity per POS to either the End of day report, accessed through the credit card terminal, or a Quick Report, accessed through the gift card processor website - cardsolutions.com. Procedures for both reports are detailed in the American Golf Gift Card Program Overview available on Gopher.

Range Cards
Range cards are shipped preloaded with value indicated on the card and are therefore considered a cash equivalent.
• Range card inventory is to be stored in the bottom safe for security purposes and to reduce potential theft.
• Move small quantities of the cards to the top safe as needed to have a sufficient amount on hand for sales.
• Range card inventory should be tracked using an inventory sheet to include; beginning inventory , sales, receipt of additional range cards and ending inventory. Range cards with value of $50 or larger include a serial number which is to be included on the range card inventory tracking schedule.

Violation of Policies
Any co-worker who wishes to report a violation of this policy or who witnesses what is believed to be a violation of this policy should speak with his/her immediate supervisor, or if preferred may contact AGC 's Human Resources Department at (800) 345-4259 or call the toll-free confidential Co-worker Hotline at (888) AGC-2050 ( l-888-242-2050). The recording will prompt the co-worker to leave a confidential message which will be returned by the appropriate Human Resources Representative.

Violation of American Golf Corporation's Cash & Equivalents Handling Policy will not be tolerated and will result in disciplinary action up to and including immediate termination of employment. 104
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July 16, 20 19
I Financial and Operating Systems
Purchasing Guidelines
The department heads at each facility can purchase items that are within the Annual Plan approved by the City. Any emergency repairs or unexpected expenses will be approved by the General Manager , Regional manager and the City per the guidelines that are set forth in the management agreement. Major purchases for equipment , carts, etc. will be discussed in advance with the City to get the necessary approvals. These guidelines can be easily modified to meet any requirements of the City of Anaheim . 105
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July 16, 20 19
I Transition
Transition is often one of the most difficult times for both a new operator and a staff member. Having done hundreds of transitions, AGC is well equipped to provide the necessary resources and expertise to ensure a smooth transition for all parties. Throughout the transition process, AGC will provide at a minimum weekly communication to the City to update on progress.

AGC believes that the most important asset of any facility is the existing staff. To fill positions at Anaheim Hills and Dad Miller we will first interview interested existing teammates to determine those that will fit into the programming and are able to successfully complete our employment screening process.

This starts with a Job Fair Open House for current staff members to learn what it is to be an AGC teammate and what positions we are hiring for. At the same time, we will discuss with them the benefits of becoming an AGC teammate. Having such a large portfolio of Courses in Southern California allows AGC to fill any required vacancies with existing teammates. This, coupled with the oversight and support from both American Golf's locally based Corporate and Regional staff, reduces the transition risk significantly.

AGC will also host an "Open House" for the home clubs and customers to meet the new operator and share their input. AGC is committed to be an active part of the Anaheim community.

While the new teammates are being hired, AGC's corporate support staff will be working behind the scenes to ensure that everything is in place for a smooth transition on day one. AGC teammates who are professionals in licensing and permitting are working behind the scenes to initiate all the necessary transfers. Any direct costs for license transfers will be a cost of the facility. AGC currently holds over 45 liquor licenses in California and a Pesticide Applicators License (copy of which is attached). Our accounting team will set up a chart of accounts, open bank accounts, and credit card accounts. The IT team will set up timeclocks , computers, emails, and POS. Our HR/Payroll team will make sure that our new teammates are hired and ready for day one. AGC's purchasing, and leasing team will work with the current operator on the potential transfer of leases and the acquisition of any necessary equipment that the City and AGC determine necessary. Our long-term National Account relationships will enable AGC to ensure this process goes smoothly. Attached is an outline of a transition checklist that can be utilized for our transition into the City of Anaheim facilities.

Equipment Procurement
During our transition, the process of equipment procurement will begin to take place. (Full list can be found in the equipment section) . It is critical to note that the normal delivery time for new equipment is two to three months. Distributors do not normally carry inventory of large items. Additionally , the used equipment market is always changing, and pieces move on and off the market frequently . AGC is well equipped to deal with both of these issues by having the ability to provide equipment on a temporary basis from our other local courses and utilize our decades long relationships with key vendors to obtain loaner equipment if necessary.
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RFP #213-071619
July I 6, 20 I 9
Transition
City of Anaheim AG Preliminary Transition Checklist
Task Pre Transition Post Transition
Meet with current operator to begin transfer
Set up Weekly meeting/call with City's representative
Schedule a meet and greet with the local clubs and
neighborhood to introduce AGC
Coordinate transfer of utilities and necessary licenses and X
X
X
permits for operation x
Review entire facility for compliance with exist ing laws for health, golf course chemical use, fuel tanks, etc. x
Meet with existing staff to introduce AGC and fill out
employment paperwork for interested parties x
Set up bank accounts and credit card processing x
Set up initial balance sheet with owner approval x
Review all leases and transfer if necessary x
Review any balance sheet items for liabilities that City may have to assume x
Place orders for necessary maintenance equipment and
supplies x
Have water and soil samples taken to help better define agronomic plan.

Ident ify staff openings and post jobs
Begin work on Annual Plan
Review all event and tournament agreements and make
initial contact
Take opening inventories
Set up new email accounts for key staff
Set up vendor accounts
Set up POS and Time Clocks
Begin key department head meetings
Deploy AGC safety and risk management team to perform
initial assessment
Install cash handing and security controls
Confirm initial market analysis with real time data
Review web site for redesign
Staff training in AGC culture and 3 steps of service
Coordinate and review CIP timing and begin bid process for work not being done in house
Review existing database
107
X
X
X
X
X
X
X
X
X
X
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X
X
X
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X
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American Golf Response
RFP#213-071619
July 16, 20 I 9
I Quality Assurance Plan
The attached SUV (Structured Unit Visit) is done by AGC Regional Management to ensure that all AGC and City standards are being met. The attached form can be modified to meet the expectations of the City of Anaheim for both Anaheim Hills and Dad Miller.
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American Golf Response
RFP #213-071619
July 16, 2019
0 '°
2019 SUV
Rev iew Topi c Ex planation
Look and Feel of the Club's Phvsical Prooertv
1 Exter ior Driveways and parking lots, exterior amenities (e.g. patio furniture , trash cans, lighting, etc.)., bag drop/valet , grounds around clubhouse , and entrances into clubhouse are clean , organized and to standard. 2 Clubhouse interior is clean and free of visible defects (peeling paint, tom carpet , etc.), windows/floors are clean, common areas are presentable an welcoming and any marketing materials/signage are professional looking (no hand written or Interior visible tape, etc.). 3 Clubhouse fumature, fixtures and equipment is in good condition and meets property standards . 4 Restrooms Select one (1) men's and one (1) women's restroom . Floor, stalls and countertops are free of trash and water . Bathroom amenities are oroanized, clean and stocked .

Revenue Manaaement
5 Reservations for 1-2 player groups are paired together 6 Club adheres to the appropria te booking, no show/s hort show, cancellation and complimentary play policies.

Credit card informa tion is taken for all reserva tions that require one. 7 Tee Sheet reflects individual player first and last name and an attempt is made to create a GolfZing profile for all the members of every group. Checked-in players do not have the same repeated name or 'Guest' listed for players in a small Tee Sheet
group or reservation .
8 Management Appropriate TournamenVGroup booking strategies (for example Single Tee , Double Tee, Shotgun or Modified Shotgun) are utilized for each event and the tee sheet is reviewed on a regular basis . Past and future tournaments were/are blocked proper1y and player counts align with the notes, tee sheet blocking and payment information . 9 Tee sheets are revie1Ned daily (either by the GM of the MOD) to understand previous day's performance, evaluate qpportunities over next 7 days, and analyize rounds volume/GF-CF trends vs. Plan and Prior Year. 10 There is a defined pace-of-p lay program in place that actively monitors, tracks, & records golfer start/finish/pace times on a daily basis
11 The Club's monthly TSR's are current and uploaded into GolfZing backoffce . 12 Pricing strategies and mix align with direction from Revenue Manager 13 Take Players Club & All-Inclusive strategies & programs 14 Club can demonstrate that they are regularly communicating with their members & guests and have a customer email communication strategy in place for specials , promotions, events etc 15 Club's website and online fee structure are current. 16 Know Club can demonstrate they are actively collecting and growing their customer database through building customer profiles in GolfZing and the percentage of GolfZing guest profiles has increased with each subsequent visit to the club (Minimum profile standards: first & last name, email address and phone number) 17 Influence Rewards program
18 Trust
Merchandise
19 Merchandise stock plan properly reflects club's segmentation-;. Appropriate products, proper levels and approved vendors Course is carrying appropriate inventory levels (Total EOM inventory should be approximately 30% of sales), product 20 Merchandise & selection and mix for their clientele , and product is priced ape_r~priately. 21 Stock Plan Cost of Sales (COS) and COS %'s are inline with club segmengtation . To ensure COS are proper1y reflected each month , GM clears GM batch report, post approved vouchers & reverse duplicate postings (XV report) . 22 A program exists to feature merchandise upselling opportunities as well as move through older inventory . A formal markdown orooram is in olace to oet rid of old/odd stock >1 vear HR/Administration/Leaal
23 All pre-employment drug screens , background checks and new hire documents were completed before the hiring of any coworker .
24 New Hire Process Departments and department heads have department specific new-hire training procedures in place . Each new coworker is introduced to course and department specific orientation , safety and training tools and outlets . 25 Co-workers have completed the "New Hire / Rehire Processing Checklist" that is part of the New Hire Packet and the three (3) co-worker files have been created in each coworker's file. 26 Contracts I Club is utilizing the most recent contracts for all agreements as needed - Memberships , Private Events , Tournaments , Agreements Cart Sign-out sheet , Parental ConsenVMinor Liability Release and Indemnity , Child Care Emergency Contact Form , Construction Agreements .
27 Bank Deposits Bank deposits are made daily according to standards - registers & sales closed in POS daily before 12pm. (Reference policy on CLUBHOUSE under Accounting /Finance and review POS Report #24- Cash Reconciliation & Daily Exceptions report . Confirm prior to visiting property by reviewing bank deposit reports on the x drive - X:\Deposits\A.II Banks \Deposits <current year>\<current month >. This report identifies the date posted not date deposited) . 28 Incorrect ring slips are used for voids & returns . Variances are researched variances (espec ially cash ). 29 Department schedules are posted weekly and Manager on Duty is listed on each Kronos schedule in the Notes section.

Yes No Comments
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30 Safety Safety is part of the Club's culture : Safety moments part of every meeting agenda , monthly safety training conducted , Comm itment documented and recorded in each Department (verify monthly safety logs and that every coworker is exposed to a monthly safety meeting) , First Aid kits, OSHA logs, Safety Commandments , Protective Personal Equipment being used I (steel toed boots , ANSI hard hats, cut gloves) .
31 OSHA 300 log for the current year is complete and available for inspection . Post OSHA 300A during Feb-Apr . 300 & 300A forms on file for last 5 yrs.
32 Progress is veing made to complete the action steps on the items identified on the latest Safety Audit and safety related capex projects and measurable interim actions are in place to ensure safety . + 33 Performance Co.."WOrker evaluations are conducted once-a-year around their anniversary date and kept in co-worker files.

Reviews
• 34 AIR Collection AIR Collection Policy and Procedures can be found on the CLUBHOUSE under Accounting/Finance Policies (applicable Policy to both public and private facilities) .
.. 35 Co-Worker M r /C GM is conducting and has recent agendas for weekly department headmeetings and bi-annual Hall hands" meetings , ee mgs ommun departments are conducting monthly department meetings , and club can discuss co-worker communication procedures . ications
36 Co-Worker
Recognition and Club has a Co-worker recognition program in place and is actively utilizing it. This should be more than just "co-worker of the month" but a description of how the course makes co-workers feel welcome and that they belong .

Engagement + 37 Co-Worker Co-workers meet and exceed Personal Appearance Standards , including both issued and non-issued uniforms , as well Appearance as name tags .
38 t
I Co-worker schedules appear on the HTime Detail by Worked Department" report in Kronos . Latest scheduler can be I I found on the CLUBHOUSE under Operation Services , Tools and Labor Management. I 39 On a weekly basis posted dally labor schedules are compared to total hours by department to submitted daily labor templates.
40 "Time Detail by Worked Department" Kronos report is reviewed by Department Heads and submitted to GM. Deviations Labor Review are identified/marked on the Kronos reports (e.g. punch rounding, clocking in early/late, overtime) . 41 Process & Labor American Golf Wage & Hour policies and procedures are adhered to on a daily basis . Properties must have a daily Scheduler process in place to review the KRONOS Meal Waiver Violation report . Reports should have notes explaining all violations I (Wage & Hour Policy and Procedure are on GOPHER under under HR/Policies/Payroll Admin/ "Time Keeping Policy !
2006" and Ops Services/Program Guidelines/Labor ManagemenV "Daily Labor Review Procedures") . 42 California properties must use and have record of the Meal Period Waiver Form (form is on GOPHER , HR/Forms/Labor ManagemenV "CA Courses Only - Meal Period Waiver") .
43 Co-workers are signing off on punch detail Yklen they receive their check . 0 Sales
44 Game Plan Review
Review the most recent Quarterly Game Plan. Have they completed 90% of the tasks they have committed to accomplshing todate in that quarter?
~ Review last four (4) Weekly Sales Meeting Work.sheets . Are they filled out to completetion? 46 Weekly Sales Weekly Sales Meeting is conducted by the GM including the following participants : Director of Sales, Membership Sales Meetings Director , Event Sales Director , Event Sales Manager, Catering Sales Director , Catering Sales Manager , Banquet Sales Manager and/or Tournament Sales Director, Tournament Sales Manager, Tournament Sales Facilitator. Each sales person is to provide their own copies of all sales reports for review for all attendees . 47 Contract Audit Pull 10 Random Contracts : Signed? Deposit Amounts up to date? Information Complete? 48 Room Setup Is the room set up for the next event that should be happening in that room? Is it "sales tour" ready? 49 Forecast Report Are they on track to hit their sales plan for the year? 50 Buffer Do they have their Buffer account loaded with Lead Gen sites and other sharing points . Minimum of 10 in the que? 51 Rolling 12 Report Review most recent Rollgin 12 Report . Do they have a Positve YOY Variance +Positive 3 Month trend+ YTO trend . 52 Tournament Review Tournament Scorecard and verify whether 'all-in' bookings are ahead or behind of prior year. Review 2015 Scorecard Pipeline section of Scorecard and review new opportunities (ensure there are a good pipeline of prospective business) and commitment-to-buy (if amount is over $50k, discuss process for getting opps turned to closed-won and ensure follow- up of contracts is occuring weekly) . Note All-in booking goal for month and inquire as to whether sales teams understand and know this number .
53 Tournament Game Rebooking and Recovery activities and programs , Wishlist of high priority prospects and actitivities , tournament collateral Plan Recs (standard collateral, up-to-date tournament information packet , v,,,,edding and corporate packages , F&B vouchers , and bouncebacks) , VIP event scheduled, Fundraising event scheduled , GTM article per quarter , and Networking activities .

Food & Beveraae
52 The F&B SUV been completed and the work in being done to complete the Action Items identified . Club has a passing F&B SUVlite score (85% or higher) in the last six months , if not a passing score then follow up items have been I addressed .
53 Facilities Menus and/or menu board is clean and nicely presented . I 54 Banquet facility is clean, setup for next event or \Yith tables and chairs placed and clean linens . t 55 Service stations are clean, orderly and properly stocked . i 56 57
58 Certifi cations
59 60 F&B
61 Cost of Sales
62 Management
63 64
Health & Safety
65 Golf Carts
66 Cart Stag ing
Area
67 Cleaning
68 Standards
69 Preventative
Maintenance
70 Mechani c
Facility
Golf Course Maintenance
71 Amenities &
72 Markings
73 Maintenance
Facility Clean &
74 Organ ized
75 76
Weekly Work
77 Force Planner
78 Weekly Course
Tour
79 Preventativ e
Maintenance
80 Course
Conditions
All dining areas are clean , orderly and tables are properly set.

GM's, F&B Managers and Executive Chef/Kitchen Managers are required to successfully complete an approved food safety certification course within 90 days of hire. Review Serv Safe/Food Safety Certifications:

GM's, F&B Managers and all Co-Workers responsible for serving alcohol are required to successfully complete an approved Responsible Beverage Training Program: •(Updated reports are on GOPHER: Applications/ Hiring and Training Requirement Tracker)
Core cards are printed , contained in one manual in the kitchen and readily available with photos for all menu items .

Inventory prices are updated monthly . Compare three (3) items (produce or meat) on three consecutive inventories to check for price updates .

Compare at least one item being prepared to the corresponding core card for accuracy (check ingredients , quantity, price, presentation) .

A Core card exists for each menu item at the club this includes banquet, tournament and snack bar items . Print a Menu COS Preview report (~ore F&B Program) to see a summary of all Core Cards in the system.

IPW online ordering is used for all broad line/prime distributor purchases (check Compliance Report on CLUBHOUSE under MonthlyM'eekly Updates then Food & Beverage and IPW Usage, course should have 95% or better for last three (3) months).
80% of all food and supply purchases are from an entegra vendor (check Quarter1y Compliance Reports from Home Office F&~ll
Club received a 85% or higher on their last Everclean audit If less than 85% it is automatically a "No". Go to \M!bsite and review latest score (www.evercleanservices .com) . A CAP has been promptly completed and all items successfully addressed for the most recent audit, print CAP and check action items for comeletion .

GM has consistently completed the Quick Kitchen Checklist on a monthly basis (check the Quick Kitchen Checklist book, notes and follow up items have been addressed} .

Cart staging and customer pickup/drop-off area organized and clean Carts are cleaned, detailed per standard, and meet visual approval, including pull carts available for rental . Select three (3) carts that are ready for customers .

Corporate standards for cleaning and detailing carts are posted in cart barn .

Maintenance records on the carts you selected are up to date . Select three (3) carts that are ready for customers .

Cart mechanic worl<space clean and organized .

Driving range amenities and ball machine meet segmentation standard and are in working order .

Select three (3) holes to inspect for tee and green amenities and yardage and hazard markings standard compliance (standards can be found in the Maintenance Segmentation and Facility Standards Guide) .

Superintendent's office is organized and free of trash .

Meeting areas, kitchen and break/lunch rooms adequately equipped, order1y and clean .

Maintenance yard and storage areas are organized and free of trash .

Weekly Work Force Planner and Scheduling Board are in use.

Superintendent can demonstrate on the Scheduling Board segmentation standards are achieved for tees, fairways , bunkers and greens (standards can be found in the Maintenance Segmentation and Facility Standards Guide).

GM conducts weekly course audit with Superintendent in which course status, practice range , amenities and restrooms are reviewed for standards . Audit has documented list of action/follow-up items .

Prevention Maintenance Board with key pieces of equipment is posted in maintenance facility. Select two key (2) pieces of equipment and confinn they are on the board and up-to-date .

Property is free of major course condition issues - Tee boxes , fairways , bunkers , rough and greens. t
Maintenance Equipment List
The following pages include a suggested list of maintenance equipment for both purchase and lease, itemized by course including equipment to be shared . Due to our National Contract agreements we cannot disclose itemized pricing on some items. AGC will work with the City to identify the potential to acquire used equipment. Additionally , we have itemized the necessary tools and equipment to properly set up the maintenance shops at each facility. Clubhouse FFE was estimated off the list provided by the current vendor. AGC will work with the current vendor on the purchase of these items or obtain them throu gh our other available channels.

The lease expense for the equipment has been included in our financial projections . The purcha sed equipment , startup costs , and FFE is not included in our proforma . 112
American Golf Response
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July 16, 20 19
City of Anaheim Equipment and Start Up Summary Estimates Lease Equipment
Anaheim Hills
Dad Miller
Total Lease
Purchase Equipment
Anaheim Hills
Dad Miller
Shared Equipment
Total Purchase
Mantenance Facility Set Up Purchases
Anaheim Hills
Dad Miller
Total Maintenance Facility Set Up
Clubhouse FFE (from current vendor or elsewhere)
11 3
127,380
118,932
246,312
44,350
44,350
166,750
255,450
32,152
31,876
64,028
40,000
City of Anaheim AGC National Agreements prevents public disclousure of individual item costs Proposed Lease Equipment list $22 per 1000
Anaheim Dad
Total Hills Miller
Monthly Monthly Monthly
Location/Use Equipment Specifications Comments Hills Miller Total Cost Lease Lease Lease Lease Greens Triplex Tri Flex Model 3300 1 1 2
Triplex GM 3120 w/ verticut reels 1 1 2
Roller Toro Greens Pro 1260 1 1 2
Tees Triplex GM 3120 1 1 2
Fairways Reelmaster Toro 5610 1 1 2
Roughs Groundsmaster Toro 4500 Rotary (smaller unit for OM: 55K) 1 1 2 Groundsmaster Toro 3500 Sidewinder 1 1 2
Bunkers Sand Pro Model 3040 (smaller unit for OM: 16K) 1 1 2 Sprayer Multi -pro Model 1750 (lesser version for DB 25K) 1 1 2 Utility Carts Workman GTX GAS 5 4 9
Workman Heavy Duty w/bed 1 1 2
Tractor Skiploader with bucket and box blade 1 1 2
Utility 40HP, turf tires, 3 point hitch 1 1 2
$ 448,500 $ 20,526 $ 10,615 $ 9,911
Proposed Purchase Equipment List
Location/Use Equipment Specifications Comments Hills Miller Total Cost Total Ferilizer Lely spreader Pull behind 1 1 2
Ferilizer Scotts spreader Walking spreader 2 2 4
Aeration Aerway/slicer Ryan Renovaire 1 1 2
Topdresser Pro Pass 200 Wireless 1 1 2
Blowers Turbine Toro Pro force debri s blower 1 1 2
Blowers Billy Goat 1 1 2
Edgers Bunker and path 2 2 4
Small tools Shovels, cup cutters rakes, picks, 1 1 2
$ 44,350 $ 88,700
Proposed Shared Purchase Equipment list
Location/Use Equipment Specifications Comments Tot Cost Total Greens Aerator Toro 648 23 HP 1
Fairway Aerator Toro 864 1
Sod Cutter Ryan 18" 5.5 HP 1
Truck To haul trailer Used 1
Trailer Flatbed with ramps to move equipment 1
Trencher Ditch Witch or simliar 25 to 30 HP 1
Reel Grinders 1
Bedknife Grinder 1
$ 166,750 $ 166,750
Dad Miller
TOTAL START UP $ 31,876.00
Mechanic Shop Price Total
1 Jumper Cables $ 24.99 $ 25.00
1 Bench Vise $ 160.00 $ 160.00
1 Air Compressor $ 960.00 $ 960.00
1 Portable Air Tank $ 68.00 $ 68.00
1 Tool Set/Hand Held $1 ,500.00 $ 1 ,500.00
2 Bolt Cutter $ 40.00 $ 80.00
1 Bench Grinder $ 130.00 $ 130.00
1 Nut/Bolts/Clamps $ 400.00 $ 400.00
1 Accu Gage HOC $ 140.00 $ 140.00
2 Grease Gun $ 26.99 $ 54.00
1 Welder $ 400.00 $ 400.00
2 Heavy Chain $ 60.00 $ 120.00
1 Floor Jack $ 215.00 $ 215.00
2 Jack Stands $ 42.00 $ 84.00
2 Lapping Machines $ 458.00 $ 916.00
3 Ladder $ 100.00 $ 300.00
1 Drill Press $ 272.49 $ 273.00
1 Battery Jump Box $ 160.00 $ 160.00
1$ s,sss .oo I
Course Supplys
18 Ballwasher/Stand $1 ,000.00 $ 18,000.00
Trash Can
Flags/Cups/Poles
Tee Marks
Stakes
Rope
Cart Direction! Signs
Benches
PG/Cups/Flags/Poles
I $ 1 s,000.00 I
Specialty Tools
4 Quick Cuplers $ 140.00 $ 560.00
4 75' Hoses $ 120.00 $ 480.00
1 Irrigation Supplies $ 500.00 $ 500.00
1 Mini Spiker $ 60.00 $ 60.00
1 Hexagon Turf Repairer $ 205.00 $ 205.00
1 Cocoa Mat $ 790.00 $ 790.00
2 Spot Sprayer 25 Gal $ 270.00 $ 540.00
2 Cup Cutter $ 229.00 $ 458.00
2 Set up Tools $ 180.00 $ 360.00
1$ 3,953 .oo I
11 5
Office Supplies
2 Desk/Chairs/Cabint $1 ,075.00 $ 2 ,150.00
1 Break Room Table $ 200.00 $ 200.00
8 Chairs $ 59.00 $ 472.00
4 Microwave $ 79.00 $ 316.00
1 Refrigerator $ 600.00 $ 600.00
1 Dry Erase Board $ 200.00 $ 200.00
1$ 3,93s .oo I
11 6
Anaheim Hills Shop
TOTAL START UP $ 32,152.00
Mechanic Shop Total
1 Jumper Cables $ 24.99 $ 25.00
1 Bench Vise $ 160.00 $ 160.00
1 Air Compressor $ 960.00 $ 960.00
1 Portable Air Tank $ 68.00 $ 68.00
1 Tool Set/Hand Held $1 ,500.00 $ 1 ,500.00
2 Bolt Cutter $ 40.00 $ 80.00
1 Bench Grinder $ 130.00 $ 130.00
1 Nut/Bolts/Clamps $ 400.00 $ 400.00
1 Accu Gage HOC $ 140.00 $ 140.00
2 Grease Gun $ 26.99 $ 54.00
1 Welder $ 400.00 $ 400.00
2 Heavy Chain $ 60.00 $ 120.00
1 Floor Jack $ 215.00 $ 215.00
2 Jack Stands $ 42.00 $ 84.00
2 Lapping Machines $ 458.00 $ 916.00
3 Ladder $ 100.00 $ 300.00
1 Drill Press $ 272.49 $ 273.00
1 Battery Jump Box $ 160.00 $ 160.00
IS s,sss.oo 1
Course Supplys
18 Ballwasher/Stand $1 ,000.00 $ 18,000.00
Trash Can
Flags/Cups/Poles
Tee Marks
Stakes
Rope
Cart Direction! Signs
Benches
PG/Cups/Flags/Poles
1 s 1s,ooo.oo 1
Specialty Tools
4 Quick Cuplers $ 140.00 $ 560.00
4 75' Hoses $ 120.00 $ 480.00
1 Irrigation Supplies $ 500.00 $ 500.00
1 Mini Spiker $ 60.00 $ 60.00
1 Hexagon Turf Repairer $ 205.00 $ 205.00
1 Cocoa Mat $ 790.00 $ 790.00
2 Spot Sprayer 25 Gal $ 270.00 $ 540.00
2 Cup Cutter $ 229.00 $ 458.00
2 Set up Tools $ 180.00 $ 360.00
1s 3,953.oo 1
11 7
Office Supplies
2 Desk/Chairs/Cabint $1 ,075.00 $ 2 ,150.00
1 Break Room Table $ 200.00 $ 200.00
10 Chairs $ 59.00 $ 590.00
6 Microwave $ 79.00 $ 474.00
1 Refrigerator $ 600.00 $ 600.00
1 Dry Erase Board $ 200.00 $ 200.00
1$ 4,214.00 I
11 8
Description Quantity Location

DAD MILLER
Large Wall Mirrors 4 DM-FB
30" Flat Screen TV w/HD Receiver/Plus one more TV w/DVD in storage 1 DM-FB 50" Flat Screen TV w/HD Receiver 1 DM-FB
Calculators 4 DM-FB
Atlas Chairs White Folding 100 DM-FB
Samsung tablet for DM FB 1 DM-FB
Refrigerator for Bar 1 DM-FB

10.25" Sq. Dish White 3 DM-FB
12" Round Flat Platter 7 DM-FB
Indoor DM Logo Mat 3 DM-FB
FURNITURE WORLD -Room dividers 2 DM-FB
Large Wedding Cake Stand 1 DM -FB
Xmas Tree/Decorations one for Bar One for Banquet room 2 DM-FB Chefs Toys - Heat Lamp 1 DM-FB
12" round Mirror tiles 13 DM-FB
Hurricane candle holders 12 DM-FB
Cannon Camera 1 DM-FB
Tool Box w tools, power tools 1 DM-FB
Corn Hole 1 DM-FB
Arbor Arch & Drapery 1 DM-FB
brother copier 2270dn DM-FB
Vacuum 2 DM-FB
Projector EPSON 1 DM-FB
Jockey Box Beer Tap 1 DM-FB
Umbrella 4 DM-FB
Computer - Ashleys 1 DM-FB
Outdoor Enclosed Bulletin Board- outside bar 1 DM-FB
PORTABLE AIR CONDITIONER at maintenance office 1 DM-FB
2 - 3 piece pub set "Caravan Mandalay" 2 DM-FB
3 - 5 piece sets patio furniture 3 DM-FB
1600 Watt PA Loudspeaker - speaker blown? 1 DM-FB
Zosi Security Surveillance 8 channel for Dad Miller GO & FB 2 DM-FB barglass dishwasher 1 DM-FB
Laminator 1 DM-FB
American Range Ball Washer 1.00 DM-GO
Rental Clubs 7 DM-GO
1 RENTAL SET 1 DM-GO
Tool Kit 1 DM-GO
Large Nike Rolling Tables 2 DM-GO
Adidas Display 1 DM-GO
Titleist Display Tables 3 DM-GO
Shelving Units 3 DM-GO
Safe Toby's office 1 DM-GO
Radios 11 DM-GO
119
Security Cameras 4
42 Inch RCA HDTV for Pro Shop

TV WALL MOUNT PRO SHOP
Spare range picker rollers

ANAHEIM HILLS
American Range Ball Washer
Atlas Chairs & Tables
Displays 2 Go
Displays 2 Go
Xmas Tree/deco
Displays 2 Go
Video surveillance
Safe for Anaheim Hills Golf Shop
Range Picker
Radios and (1) Base
HP Office jet Printer 8600
Tool Kits- pieces
Blue Tooth Speakers for golf carts
Samsung Tablet
US kids Golf Clubs
Rental Clubs- Nike
Rental Clubs- Cleveland
EZ Up Canopy
Range Baskets
Storage locker
DM = Dad Miller
AH = Anaheim Hills
DM-FB = Dad Miller Food & Beverage
DM-GO = Dad Miller Golf Operations
120
1 1
1 3
1 5
1 1
1 1
1 1
1 6
3 100
8 1
100
7 8
4 9
1 DM-GO
DM-GO
DM-GO
DM-GO
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
AH
I Optional Investment
Our proposal is designed to maximize the net operating proceeds to the City. As such, American Golf has opted to propose a lower base fee rather than burdening the property with a higher-base fee (or other repayment amount) which would be required to amortize an upfront investment by the operator .

As noted earlier in this response , American Golf is in the unique position to mobilize people and loaner equipment at our numerous local portfolio courses to affect an immediate and smooth transition. This equipment could be made available on a temporary basis until manufacturers can fulfill our order for the City ' s permanent replacement equipment.
121
American Golf Response
RFP #2 13-071619
July 16, 2019
4612- 1177&.1

FIRSTAMENDMENT TO AGREEMENT
THIS FIRST AMENDMENT TO AGREEMENT, dated for purposes of 141
identification only this )( p day of JO\tur1b e,( , 2021 is made and entered into by andbetween the
CITY OF ANAHEIM, a municipal corporation,
hereinafter referred to as " ANAHEIM,"
A
N
D
AGC MANAGEMENT, LLC, a California limited liability company, hereinafter referred to as " CONTRACTOR."
WITNESSETH:

WHEREAS, the parties have previously entered into a written agreement dated October 22, 2019, for Golf Course Operation Services and Golf Course Maintenance Services at Anaheim Hills Golf Course and Golf Course Operation Services, Golf Course Maintenance Services and Food& Beverage Services at Dad Miller Golf Course( hereinafter, the" Agreement"); and
WHEREAS, the parties wish to amend the Agreement to revise the payment terms under the Agreement to include the cost of Food & Beverage Services at Anaheim Hills Golf Course.

NOW, THEREFORE, FOR AND IN CONSIDERATION OF THE MUTUAL

PROMISES, COVENANTS AND CONDITIONS HEREIN CONTAINED, THE PARTIES HERETO AGREE AS FOLLOWS:

1. That Section 2 (" SERVICES TO BE PROVIDED BY CONTRACTOR; OPERATING RESPONSIBILITIES") of the Agreement is hereby amended to include those additional Services as provided in the updated proposal dated October 13, 2021 and attached hereto as Exhibit` B- 1"
1 2. Section 5. 1 of the Agreement, " Base Management Fee," is hereby amended in its entirety to read as follows:

5. 1. In consideration of CONTRACTOR' S Services during the Term, ANAHEIM shall pay CONTRACTOR a " Base Management Fee" equal Two Hundred Thousand Dollars ($ 200, 000. 00) per year, payable in twelve( 12) monthly installments of $ 16, 666. 67. The Base Management Fee shall be paid to CONTRACTOR in accordance with Section 5. 3 of this Agreement."

3. Section 5. 2 of the Agreement, " Incentive Management Fee," is hereby amended to add a subsection 5. 2. 1 to read as follows:

5. 2. 1 Food & Beverage Incentive Fee
In addition to the Base Management Fee, ANAHEIM shall further pay to CONTRACTOR a " Food & Beverage Incentive Fee" equal to two and a half percent ( 2. 5%) (" Food & Beverage Incentive Fee Percentage") of all Food & Beverage Gross Revenues at Anaheim Hills Golf Course, in excess of Two Million, Eight Hundred Thousand Dollars ($ 2, 800, 000. 00) for any given Operating Year."

4. Section 5. 3 of the Agreement, " Incentive Management Fee," is hereby amended in its entirety to read as follows:

5. 3 Payment Schedule. ANAHEIM shall pay CONTRACTOR the Base Management Fee in advance, no later than five ( 5) days following the first day of each month during the Term. ANAHEIM shall pay the Incentive Management Fee and Food & Beverage Incentive Fee, if any, to CONTRACTOR within thirty ( 30) days following the final calculation of financial results for the Project NOI, as defined in Section 5.2, for the proceeding Operating Year. The Base Management Fee, Incentive Management Fee and Food& Beverage Incentive Fee are sometimes referred to herein collectively as " Fees." ANAHEIM shall permit and hereby authorizes CONTRACTOR to pay to CONTRACTOR, from the Operating Account, all Feeswhich are legally due an owning hereunder." 2 5. Section 12 of the Agreement, " Alcoholic Beverages," is hereby amendedto include Anaheim Hills Golf Course with respect to alcohol sales.

6. Section 14.1 (v) of the Agreement " Excess Liability Insurance Coverage" is hereby amendedin its entirety to readasfollows:
v) ExcessLiability InsuranceCoverage: in excessof the ComprehensiveGeneral Liability Insurancethe limit of liability shall be in an amount, that, when combined with the Comprehensive General Liability Insurance will be not less than 50, 000, 000 per occurrence and aggregate."

7. Except as expressly amendedhereby, all the remaining provisions of the Agreement, as amended, shall remain in full force and effect.

8. CONTRACTOR and CONTRACTOR' s signators represent that the signators hold the positions set forth below their signatures and that the signators are authorized to execute this First Amendment to Agreement on behalf of CONTRACTOR and to bind CONTRACTOR hereto.

9. This First Amendment to the Agreement shall be effective on January 3, 2022.

SignaturesAppear on Following Page]
3 IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executedon the dateshereinafter respectively setforth.

Date of Execution CITY OF ANAHEIM
a munici;; 1 corporation
NNosi- j tP , 2.02.1 By:

M ' . s. he Ci o A a • i
ctANEiM c
ATTE• : r r% o
iiiii .---
ft------- )
4- 1UH: IPIIOO.: - - \. 4‘ ‘,..- 210111--• here. a Bass, City Clerk - NDED `
r6
1/ /'/ Z/
A • HEIM"
Date of Execution AGC MANAGEMENT, LLC, a California limited liability company
NOV. 1 { 2O2/ a/4\By:

Printed Name:

Mr-, C i/ A/- ci- tcc_ r
Title: G FO
CONTRACTOR"
APPROVED AS TO FORM:

ROBERT FABELA, CITY ATTORNEY
By: 1..,,,
m. , . , y
D:. yCity Att. ey
Dated:

VA``
VA
143892
4 EXHIBIT B- 1

STARTS AFTER THIS PAGE
5 4
9« 10
1s1
American Golf.

October 13, 2021
City of Anaheim
Michael Lautenbach, Golf Manager
RE: Food and Beverage Operations at Anaheim Hills Golf
Dear Mr. Lautenbach,
American Golf Corporation(" AGC") is pleasedto offer the following proposal to managethe food and beverageoperationsat Anaheim Hills Golf Course. The servicesandfeeswould be in addition to what is currentlyprovidedunderourexistingagreementwith theCity.

Term- The term will correspondwith the existing managementagreementincluding any options.

Additional Base Fee-$ 70, 000
Anaheim Hills Food and Beverage Incentive- 2. 5% of food and beverage gross revenue in excess of 2, 800, 000 dollars.

Welookforwardtomemorializingtheaboveandothersalienttermsin aformalamendmentto ourexisting management agreement.

Sincerely,
rimer 1
i
Tom Frost, Vice President Business Development
American Golf Corporation
909 N. Pacific Coast Highway, Suite 650
El Segundo, CA 90245
tfrost@americangol£ com
562- 881- 0483