Indian Wells City Council
April 2, 2024

JOINT STRATEGIC PLANNING SESSION
AGENDA
Tuesday, April 2, 2024
9:00 AM
Indian Wells Golf Resort
44500 Indian Wells Lane, CA 92210
Welcome to a Joint Strategic Planning Session of the Indian Wells City Council, Housing Authority, and Golf Resort.

Public Comments: Members of the Public who wish to speak should fill out a blue slip and submit it to the City Clerk, comments are limited to 3 minutes. In accordance with State Law, remarks during public comment are to be limited to subjects within the City's jurisdiction.

Notification: If you are an individual with a disability and need a reasonable modification or accommodation pursuant to the Americans with Disabilities Act (ADA) please contact the City Clerk at 760-346-2489, 48 hours prior to the meeting.

Please turn off all communication devices (phones) or put them on non-audible mode (vibrate) during Council proceedings. All documents for public review are available for public inspection at City Hall reception, 44-950 Eldorado Drive, Indian Wells during normal business hours.

Pages
A. CONVENE THE CITY COUNCIL, HOUSING AUTHORITY, & GOLF RESORT

JOINT STRATEGIC PLANNING SESSION, PLEDGE OF ALLEGIANCE AND ROLL CALL

MAYOR/CHAIR GREG SANDERS

MAYOR PRO TEM/VICE CHAIR BRUCE WHITMAN

COUNCILMEMBER/COMMISSIONER TY PEABODY

COUNCIL MEMBER/COMMISSIONER DANA REED

COUNCIL MEMBER/COMMISSIONER DONNA GRIFFITH

COMMISSIONER JOHN O'HEA

COMMISSIONER YVONNE SKLAR
B. APPROVAL OF THE FINAL AGENDA
C. PUBLIC COMMENTS
Please note that at this special meeting you may address the City Council and Housing Authority only on items that are listed on the Strategic Planning Session.

The Mayor/Chair will recognize members of the public at the appropriate time.

Once the Mayor/Chair calls on members of the public for comments, please come forward to the microphone and state your name for the record. Comments are limited to three minutes.

D. INDIAN WELLS STRATEGIC PLANNING SESSION
D.1 2024 City Council, Housing Authority, and Golf Resort Strategic Planning Session
4 RECOMMENDED ACTION:

Council REVIEWS, DISCUSSES, and provides DIRECTION on the 2024 City Council City Goals.

D.2 Annual Financial Economic Forcast 6
RECOMMENDED ACTION:

Council/Housing REVIEWS, DISCUSSES, and provides DIRECTION on the 2024 Financial Goals.

Agenda- April 2, 2024

D.3 Discussion on Possible Redesign of the Players Course at the Indian Wells Golf Resort
28 RECOMMENDED ACTION:

Council REVIEWS, DISCUSSES, and provides DIRECTION on the redesign of the Players Course at the Indian Wells Golf Resort.

E. ADJOURNMENT
To a regularly scheduled meeting of the City Council to be held at 1:30 p.m. on April 4, 2024, in the City Hall Council Chamber.

Affidavit of Posting,
I, Angelica Avila, certify that on March 29, 2024, I caused to be posted and served upon all members of the City Council and Housing Authority, a notice of a Joint Strategic Planning Session to be held on Tuesday, April 2, 2024 at 9:00 a.m. at the Indian Wells Golf Resort, Celebrity Ballroom.

Notices were posted at Indian Wells Civic Center and city's website [www.cityofindianwells.org].
________________________
Angelica Avila, MMC,
City Clerk
Agenda- April 2, 2024

Indian Wells City Council &
Housing Authority
April 2, 2024

STAFF REPORT
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: 2024 City, Housing Authority, and Golf Resort Strategic Planning Session
commendation
RECOMMENDED ACTIONS:

Council REVIEWS, DISCUSSES, and provides DIRECTION on the 2024 City Council City Goals.

BACKGROUND:

Strategic planning determines where an organization is going over the next year or more, how it's going to get there, and how it'll know if it got there or not. This is the City’s “Game Plan.” The focus of a strategic plan is to outline the goals of the City Council for the entire community/organization over a period of time (one, three, or five years are common). Goals - based planning starts with a focus on the organization's vision and/or values, then the selection of projects and programs to meet and achieve the goals, an analysis of the resources needed and available, and finally, who will do what and by when.

The goals also need to be realistic and obtainable. Does the City have the internal capabilities or the necessary resources to complete the goals? It is also especially important to have a consensus of the goals to maximize the use of resources and to streamline the process of approving the individual projects and programs that make up the goals.

Goal setting by the City Council has the following benefits:

 Formally adopted City Co uncil Goals provide staff official direction to plan and organize resources to ensure their completion.
 The strategic plan is used to identify funding priorities for inclusion in the City’s budget.  A better understanding by citizens and staff of the City Council’s plans as a single governing body for the future of the City of Indian Wells.  Goals are established to meet the changing needs of the community.

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 City staff is more focused and effective in addressing City Council priorities.  City staff is more accountable to the City Council for achieving City Council Goals.

In addition, Goals should also reflect how they support and further the City’s Mission Statement.

Indian Well’s Mission Statement:

Create an unsurpassed quality of life for our residents and guests by providing superior public safety, exceptional service and outstanding amenities that will further enhance our image as a prestigious community and international resort destination.

Dy
At the February 1, 2023, City Council Strategic Planning Sess ion, the City Council provided a list of recommended goals and activities for 2023. Staff presented an update to the 2023 Strategic Planning Goals at the March 7, 2024, City Council meeting. As such, a review of the 2023 Strategic Planning Goals is not part of this report.

DISCUSSION:

This year, Mayor Greg Sanders wished to change the format of the City Strategic Planning Session to focus decisions and selection of projects by the City Council based upon the current and projected finances of the City, Housing Authority, and Golf Resort. This is to include and evaluate those capital projects that may be accelerated to address public safety concerns.

The order of presentations and discussions is as follows:

1. Financial Review of the City and Housing Authority (Separate Report Attached)

2. Discussion of Housing Authority Goals and Strategies for 2024

3. Review of the City’s Adopted Five-Year Capital Improvement Plan

4. Discussion of City Goals and Strategies for 2024

5. Operational Review of the Various Indian Wells Golf Resort Departments

6. Update on the Reconceptualization of the Vue Restaurant

7. Discussion on the Possible Redesign of the Players Golf Course (Separate Report Attached)

8. Discussion of Golf Resort Goals and Strategies for 2024

9. Conclusion of the 2024 City Council Planning Session

A summary of the City Council’s recommended actions from this 2024 Strategic Planning Session will be presented at the May 16, 2024, City Council meeting to confirm the City Council and the public’s understanding of the various goals and strategies for the coming year(s).

Agenda- April 2, 2024
Indian Wells City Council &
Housing Authority
April 2, 2024

STAFF REPORT
To: City Council and Housing Authority
From: Finance Department
Prepared by: Kevin McCarthy, City Finance Director
Subject: Annual Financial and Economic Forecast
RECOMMENDED ACTIONS:

Council/Housing REVIEWS, DISCUSSES, and provides DIRECTION on the 2024 Financial Goals.

SUMMARY:

The Finance Department annually disseminates the Financial Forecast in anticipation of the Council's Strategic Planning and Goal Setting sessions. This forecast provides an update on the City’s financial performance and furnishes a comprehensive financial perspective grounded in the latest economic conditions. This report's primary objective is to assist the City Council and the Finance Committee in formulating the City's Strategic Goals, earmarked for formal adoption in the forthcoming Fiscal Year 2024-25 midcycle budget update.

Our analytical framework hinges on a reasonable selection of assumptions concerning Indian Wells and its prospective tourism, revenues, and expenditures. Paramount among these are data derived from both national and local economic trends, prognostications from the Greater Palm Springs Convention and Visitors Bureau, our business partners from the Coachella Valley Economic Partnership (CVEP), tourism appraisals from local Hotel and Tennis partners, forecasts from the State of California, strategic insights from the Desert Valley Builders Association, the County of Riverside, the Riverside County Sheriff Department, CALFire, and other pertinent entities. Furthermore, pivotal expenditure assumptions draw from staff input, historical patterns, five-year trailing averages, contracted professional services, and negotiated Memorandum of Understanding agreements.

The projections outlined in this report represent our guidance to the City Council and the Finance Committee, drawing from our professional evaluations that began in January 2024 . These estimates are intentionally more conservative than our standard projections, reflecting the heightened risk of an economic downturn and potential recessionary conditions.

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The revised cash flows presented during the strategic planning sessions underscore the City's steadfast commitment to a conservative approach, where restrained revenue growth has resulted in a commensurate reduction in overall expenditures.

The cash flows, the financial performance update, the economic outlook, and supplementary data presented herein serve as a barometer of the City's financial landscape, effectively projecting trends for the ensuing twelve to eighteen months.

BACKGROUND:

In 2015, the City Council established its principal strategic goal: formulating a financial strategy to fortify the City's long-term financial standing. As a pivotal component of this economic strategy, the staff revised the Annual Financial Forecast. This Forecast has been a cornerstone in shaping decisions across subsequent budget cycles.

To secure the City's ability to meet its enduring financial obligations, a comprehensive four - pronged approach has been devised, enc ompassing (1) the pursuit of new economic development opportunities, (2) the augmentation of existing revenue streams, (3) the reinforcement of existing reserves, and (4) the unwavering commitment to maintaining fully funded pension obligations.

Financial Performance

Tourism is the primary driver for the City's revenue streams, exerting a substantial impact on key categories such as transient occupancy tax, admissions tax, and sales tax. Notably, tourism revenues for the fiscal year exceeded expectations, achieving historic coll ection levels in both transient occupancy tax and admissions tax categories.

Conservatively, the City is on pace to collect $11,100,000 in transient occupancy tax during the fiscal year, noting a 6.7% increase over budgeted expectations. The notable surg e can be attributed to heightened occupancy rates and an upswing in the average daily rate. In collaboration with Visit Greater Palm Springs, the tourism program strategically supports resort partners in influencing Transient Occupancy Tax growth. Furtherm ore, the developed programs actively generate demand for Indian Wells products by fostering brand awareness and tactically utilizing Indian Wells to formulate and execute marketing strategies targeting both group and leisure markets.

Similarly, based on updates from our tennis partners, admissions tax collections will likely reach $4,700,000, showcasing a 17.5% increase over the projected budget and a 19.3% increase over last year's actuals. Tennis partnerships have played a pivotal role in this positive trajectory. Since the pandemic, the BNP Paribas tournament has experienced increases in average ticket prices and attendance.

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According to our tennis partners, attendance at the 2024 tournament is expected to reach 493,000. The final 2023 cumulative at tendance of 441,983 was a significant increase from 330,794 experienced in 2022 but fell short of the record set in 2019 of 475,372, but there was an energy around the grounds that hadn't been seen in years. The 2019 tournament set a single-day attendance record when just over 61,000 people attended on Saturday, March 11, including a rare sellout of Stadium 1 for a second -round match between Americans Taylor Fritz and Ben Shelton.

Despite inflationary concerns, heightened public safety needs, and other contractual obligations, City staff have adeptly maintained General Fund expenditures in line with budgeted expectations.

As a contract city, Indian Wells effectively manages its oper ating costs through contractual agreements. Additionally, the implementation of a well -defined merit-based pay program and collaborative relationships with Association Members positions Indian Wells favorably in controlling its long-term costs.

It is crucial to note that long-term historical trends indicate that public safety costs tend to outpace the underlying revenues supporting them. Evidence suggests a potential acceleration in public safety costs beyond historical averages. In the ensuing ye ars, the County Board of Supervisors will need to deliberate on Union Contracts and address the escalating costs associated with unfunded pensions and other post-retirement benefits. All of these factors will translate into a direct increase in contracted services. Although these potential cost increases are still unknown, Indian Wells has already taken steps to offset potential increases, such as forming a Community Facilities District (which is discussed in complete detail later in this report).

Displacing Tourism Vulnerability

To mitigate vulnerabilities in the tourism marketplace, the City has strategically employed several financial measures, including maintaining substantial cash reserves, upholding a fully funded pension program, implementing a robust grants program, and initiating a novel energy efficiency program anticipated to yield taxpayer savings exceeding $12.0 million over its initial 20 -year operational span. Additionally, by collecting Developer Impact Fees and establishing Community Facility Districts (CFDs), the City seeks to address capital project funding and offset escalating Public Safety costs, all while actively exploring avenues for expanding or developing new revenue streams.

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Maintaining Strong Cash Reserves

Presently, Indian Wells boasts capital reserves amounting to $ 24.4 million, constituting part of the City's overall cash reserves, totaling nearly $54.2 million, as delineated in the table below.

The City Council instituted long-term capital replacement funds as part of a prudent governance strategy, allocating funds for capital improvement projects identified in the capital budgeting process. Approximately $2.0 million is earmarked annually as part of the budget, with identified funding sources contributing to the annual reserve amount or capital expenditures.

City Pension Policy
In 2017, the City Council opted to retire the City's unfunded pension liability, resulting in pension savings of $6.0 million over the initial CalPERS thirty -year amortization period. Adhering to Council expectations, the City has maintained a fully funded pension program since 2017. As of June 30, 2023, the City's net pension (asset) is $700,736, and the net Other Post Employment Benefit Plan, OPEB (asset), is $745,061. These assets serve a deliberate purpose, fortifying the City against the challenges of the current market downturn.

City Grant Funding
The City proactively pursues and administers federal, state, and other grants that align with its priorities and policy objectives, providing a positive impact. Each grant undergoes rigorous evaluation by developing a detailed pro forma for the Staff, addressing immediate and long-term costs and benefits. One -time operating grant revenues are judiciously allocated, primarily for pilot projects assessing their viability for sustained funding.

Receiving capital grants plays a crucial role in bolstering financial stability by conserving existing cash balances while advancing pivotal projects that might otherwise face funding constraints.

These grants serve as catalysts for essential capital investments, such as roadway improvements, infrastructure upgrades, and community enhancements, ultimately enriching the quality of life for residents. By leveraging external funding sources through capital grants, the City can allocate resources strategically, directing them towards initiatives that directly impact residents' daily experiences. Furthermore, the infusion of capital grants enables the City to embark on ventures General Fund 16,695,987
Golf Resort Operations 2,404,795
Internal Service Funds 2,865,275
Disaster Recovery Fund 291,850
Capital Fund 7,517,855
Capital Reserves 24,349,981
Total 54,125,743
Cash Available to the General Fund
(as of June 30, 2023)

Agenda- April 2, 2024

that align with long -term development goals and community aspirations, fostering sustainable growth a nd resilience. Such initiatives address immediate needs and lay the groundwork for future prosperity and well -being. In essence, the receipt of City capital grants serves as a vital mechanism for financial prudence, project advancement, and community enric hment, embodying a commitment to enhancing our cityscape's overall livability and vibrancy.

The City has sought twenty -five grants totaling $ 13,500,000, with approved funding reaching $13,450,000, while the remainder is pending approval. A comprehensive schedule of Grant Funding is appended (Attachment #1), recognizing that new grant opportunities are consistently under review, with the attached table representing a snapshot in time.

City Bond Issuance Update

The initial fiscal strategy, proposed by the Finance Committee in the autumn of 2021, has yielded outcomes surpassing expectations. Initially, the plan entailed the City retaining its cash reserves and leveraging them through reinvestment at a superior interest rate compared to borrowing costs. Inst ead of utilizing existing cash reserves, the City utilized bond proceeds to fund forthcoming capital projects.

In January 2022, the City issued bonds totaling $15.0 million, achieving an actual interest cost (TIC) of 2.33%. The CEC energy loan is fixed a t 1%. Fast forward to the present, and the City is now reinvesting maturing investments at an interest rate exceeding 5.75%. The margin between

5.75% and 2.33% represents a net gain for the City. To date, approximately $9.4 million has been disbursed, leav ing an unspent balance of $9.1 million. The following table illustrates the allocation of the City's bond proceeds:

Funding Sources Project Fund
Bonds Issued 15,000,000.00$
State CEC Energy 2,868,580.35$
Total 17,868,580.35$
Interest earnings 611,610.22$
611,610.22$
Bond Expenditures
Energy Efficiency 4,927,105.58$
Streets & Roads 4,435,064.62$
Cost of Issuance 18,500.00$
Total 9,380,670.20$
Remaining Bond
Proceeds 9,099,520.37$

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Capital Improvement Projects Funding

The capital budgeting process is a pivotal facet of municipal financial planning, essential for strategic resource allocation among competing demands. During the inception of the current Capital Improvement Plan, the City Council established four core initiatives. These include maintaining landscaping integrity, ensuring a Pavement Condition Index of seventy-five points or higher, systematically replacing trees citywide, and undertaking annual sidewalk repairs.

The five-year capital improvement plan includes forty -one projects budgeted for $46.4 million.

Approximately $21.1 million in General Fund expenditures and $25.3 million comes from grants, developer contributions, the Housing Authority, and other sources. The City uses grant funding to develop capital projects to the extent possible. The location and description of each capital project are discussed within the capital budget. The comprehensive capital improvement plan is accessible within the City's approved budget, which can be accessed through the following link:
https://www.cityofindianwells.org/city-hall/departments/finance/operating-budget.

New energy efficiency program

By allocating $ 8.9 million to the Renewable Energy Generation Program and Pavilion Energy Efficiency projects, the city anticipates energy cost savings totaling an estimated $12.0 million (net of original installation costs) over the initial 20 years of the program's lifecycle.

Other Funding Sources Coming to the City

Developer Impact Fees

Since the implementation of the new fee categories, fees have outpaced initial revenue expectations. Local jurisdictions commonly levy Development Impact Fees (DIFs) on new developments as a prerequisite during the development application process. The revenue generated through DIF programs is designated to fund the expanded capacity of public facilities and infrastructure essential for mitigating the impacts of new development. This ensures that new developments bear their proportionate share of the capital costs associated with growth.

The City has recently thoroughly reviewed its DIF fees, aligning them with current needs and objectives. This DIF study aims to ascertain that the City is collecting an appropriate amount commensurate with its updated requirements.

The adjustment of DIF fees has resulted in establishing two new fee categories: a recreation fee and a storm drain fee. These additional funding streams are anticipated to provide the necessary capital for the Indian Wells Golf Resort. An illustrative project in this context is implementing the new Toptracer program at the golf resort's driving range.

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Since the implementation of these new fee categories, there has been a notable increase in fee collection, exceeding initial revenue projections. This demonstrates the effecti veness of the revised fee structure in meeting the City's financial goals while adequately addressing the demands of growth and development.

General Fund Loans Update

Commencing in July 2021, the City's General Fund initiated the collection of $17.7 million in interfund loans between the City and the former Redevelopment Agency. The City has received $4.9 million in total loan payments, with approval from the Riverside County Oversight Board for an additional $2. 5 million. It is imperative to note that these interfund loan transactions and corresponding fees do not reflect on the City's Profit and Loss (P&L) cashflows. The interfund loan is duly recognized as a General Fund balance sheet asset.

By law, the Housing Authority receives 20% of the interfund loan for operational costs, including administrative expenses, funding for homelessness organizations, and future affordable housing projects.

Introduction to Community Facilities Districts

The City is collaborating with developers to implement Community Facilities Districts to support City services and maintain infrastructure. Community Facilities Districts (“CFDs”), also known as Mello-Roos Districts , are spe cial tax districts created through the Mello -Roos Community Fiscal Year
Original Loan
Amount - General
Fund Receivable
Whole
Payments
made to City
City 20%
Contributions to the
Housing Authority
Net Payments
Held by the
City Status
17,739,192
2022 16,400,000 1,339,192 267,838 1,071,354 Paid 2023 14,187,226 2,212,774 442,555 1,770,219 Paid 2024 11,600,000 2,587,226 517,445 2,069,781 Paid 2025 8,500,000 3,100,000 620,000 2,480,000 DOF Approved -
Scheduled to be
paid July 2024
2026 5,200,000 3,300,000 660,000 2,640,000 Estimated 2027 1,700,000 3,500,000 700,000 2,800,000 Estimated 2028 - 1,700,000 340,000 1,360,000 Estimated Total 17,739,192 3,547,838 14,191,354 Amount Paid 6,139,192 1,227,838 4,911,354 Remaining 11,600,000 2,320,000 9,280,000 (as of June 30, 2023)
Successor Agency Loan Repayments

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Facilities Act of 1982 to obtain additional public funding and financing for numerous services and infrastructural improvements by imposing special taxes on the property.

Any public agency with the authority to provide public services and facilities may form a CFD.

Cities, counties, school districts, and special districts are typical partners in this collaboration .

Thousands of CFDs are created in California to fund billions in public infrastructure. CFDs can be used to support ongoing operations or to fund capital acquisition costs.

New Indian Wells Public Safety CFD

In 2022, the City formed the “Indian Wells Community Facilities District No. 2023 -1 (Public Safety)” CFD to pay for expanding public safety costs. The concept of the CFD allows new developers to pay their rightful fair share of public safety costs without burdening existing property owners.

The CFD is not a levy or a tax on existing homeowners ; it affec ts new development projects as they are constructed at vacant sites along Highway 111 and Miles Avenue . Developers and, ultimately, the end users will pay the City a unique public safety fee to cover their specific development's increased public safety cos ts. The CFD levy applies to hotels, short -term rentals, retail properties, and permanent residential properties. Final approval of the CFD is subject to Genton development agreements with the Council and is expected in the next few months.

Special CFDs for Capital Construction

A CFD may be the most optimal financing structure to meet the construction, services, and maintenance goals in neighborhoods where a superior level of development is desirable to either improve upon outdated public services and facilities or in newly developing areas that need to secure capital to build out the necessary services and infrastructure. In addition, the flexibility of a CFD allows for unlimited opportunities in shaping and reshaping neighborhoods through a special tax levied against the property of residents living in a CFD district.

Capital Projects (Lifespan of Over 5 Years)
 Park, recreation, and open space facilities.
 Infrastructural improvements, such as but not limited to roads, bridges, water systems, channel lining, and sewage systems.

Opportunities to Develop New Revenue

To enhance fiscal resilience, it is advisable for Indian Wells to strategically broaden its sources of revenue. The principle of revenue diversification aims to cultivate consistent growth across various market segments, thereby mitigating overreliance on any singular income stream. This approach fosters operational flexibility and financial stability.

Agenda- April 2, 2024
The importance of introducing new developer developments, such as Genton and Tommy Bahamas, cannot be overstated, particularly in the context of generating additional revenues.

These developments contribute significantly to the economic growth and sustainability of communities by diversifying revenue streams and expanding tax bases.

One of the sources of revenue derived from new developments is property tax. As properties are developed and added to the tax rolls, they generate a steady stream of revenue that can be allocated towards essential public services, infrastructure projects, and community initiatives.

Furthermore, the presence of new developments can stimulate property values in surrounding areas, further bolstering tax revenues for the City.

The implementation of Transient Occupancy Taxes (TOT) presents a lucrative opportunity for Indian Wells to capitalize on the tourism and hospitality industries. Hotels, in particular, are significant contributors to TOT revenues as they accommodate travelers who stay for short periods. By encouraging the development of hotels and other lodging facilities, the City can tap into this revenue stream, which can be earmarked to improve services and events for residents living in the community. Overall, the proactive pursuit of new developer developments not only enriches the urban landscape but also serves as a vital mechanism for stimulating economic prosperity and enhancing the quality of life for residents.

Sales tax revenue is another crucial financial benefit associated with new developer developments. With the establishment of hotels and other commercial ventures, the City can
capture a portion of the sales generated within our jurisdiction. This revenue source is particularly valuable as it is often tied to consumer spending, which tends to fluctuate with economic conditions. By strategically attracting new developments that cater to both residents and visitors, Indian Wells can enhance its sales tax base, providing funding for essential services such as public safety.

Throughout 2023, the Finance Committee convened to diligently analyze and deliberate potential courses of action pertaining to a prospective sales tax increase. Subsequent to these deliberations, the Finance Committee has opted to defer the assessment of a potential Sales Tax Measure until further information is garnered in the following areas:
 A comprehensive understanding of the financial implications associated with a potential economic downturn.
 Anticipated increases in Public Safety costs for FY 2024-2025 and FY 2025-2026 due to changes in Fire Department staffing models and as new Union Contracts are negotiated, and escalating costs related to unfunded pensions and other post-retirement benefits are addressed.
 Potential State Ballot Measures in 2024 that may impact local municipal tax measures.

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 The Riverside County Transportation Commission is poised to determine, in the forthcoming spring or summer, the potential proposal to seek voter approva l in November for a sales tax increase of up to 1%.

o This 1% sales tax proposition holds the capacity to yield substantial revenue in Riverside County, earmarked for critical transportation endeavors such as the establishment of a rail line serving the Coachella Valley, enhancements to freeway interchanges, mitigation efforts against sand blow occurrences, among other essential projects.

Pending clarification on these critical matters, the Finance Committee recommends postponing further discussions until the upcoming year. The Finance Committee remains committed to unwavering diligence in pursuing new revenue opportunities.

Factors Affecting Financial Condition

National View

Last year, our report expressed cautious optimism about the potential impact of a recession on Indian Wells, stating that while a recession appeared likely, its impact remained uncertain. What Happened?

Despite the absence of the anticipated recession, it is essential to remember that most national forecasters were predicting an imminent economic downturn at that time. Our concerns were based on negative economic growth in consecutive quarters (Q1 and Q2 of 2022), constituting a recession when referring to two negative quarters of real Gross Domestic Product (GDP) growth.

Currently, the trajectory of the U.S. economy remains unclear. Since the conclusion of the second quarter of 2022, national growth rates have been evident, with any decline in real GDP likely to occur later, towards the final quarter of 2023 and early in the subsequent year. The question remains whether a recession will materialize by the end of this year or early 2024 or if the Federal Reserve Bank of the U.S. can orchestrate a soft landing characterized by reduced inflation without inducing a recession. A growing number of forecasters appear to lean towards the possibility of a soft landing.

We maintain our recession forecast based on various indicators signaling the concluding 12 months of an economic expansion, including relatively low housing starts, diminished consumer confidence, a declining average workweek in manufacturing, and an inverted yield curve.

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Despite a significant reduction in inflation over the past few months, it remains up 3.2% compared with the same period a year ago, according to the latest Department of Labor data.

Ahead of the December meeting, Fed officials are trying to determine whether they have tightened monetary policy enough or need to raise rates further to curb inflation.

The U.S. central bank has proactively addressed inflation concerns by consistently and rapidly raising the Federal Funds Rate, reaching a 22 -year high with 11 increases since Q1 of 2022.

Although the inflation rate has reduced from over 9% to around 4%, the target inflation rate of 2% remains unattained. The Federal Reserve opted to maintain interest rates at the current level in its latest meeting in September, signaling a reluctance to raise them further. It is unlikely that the central bank will su bstantially lower interest rates in 2024 unless a severe recession materializes, which is not currently predicted.

The Coachella Valley, heavily reliant on tourism, faces challenges due to the lingering impacts of the COVID-19 downturn. U.S. international tourism has yet to recover fully, with only two-thirds of pre-COVID-19 levels reported by the Los Angeles Tourism and Convention Board. Prolonged foreign visa application processes and elevated airline ticket prices from China hinder the recovery of international tourism. However, Canadian travel restrictions are comparatively less significant, which provides some relief to the Coachella Valley.

Despite setbacks such as the cancellation/postponement of the Coachella Art and Music Festival for two consecutive years, the impact of the Coronavirus was somewhat mitigated by increased regional tourism. Southern California residents, unable or unwilling to travel abroad, redirected their preferences, choosing the Coachella Valley as a local destination. This shift contributed to a more favorable recovery scenario for the Coachella Valley post-COVID-19.

California

The State of California is currently facing economic challenges that require careful consideration.

The unemployment rate has increased from 3.8% to 4.6% since August 2022, almost 1% higher than the national average. The state's labor force and employment figures are diminishing, indicating a struggling economy . Ideally, employment growth should surpass labor force expansion to achieve a lower unemployment rate. However, since February 2019, California has lost nearly 30,000 workers despite an increase of almost 38,000 in the labor force. While the leisure and hospitality sector has fully recovered, adding 36,000 jobs, the retail and wholesale trade and government sectors remain below pre-pandemic levels.

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On a positive note, California has the fourth-highest per capita GDP, followed by only New York, Massachusetts, and Washington State. Contrary to popular belief, California surpasses Texas and Florida, exhibiting the most substantial growth since the first quarter of 2019 among U.S. states with at least 5.5 million people.

California's hotel room demand has reached 95% of the pre -pandemic levels in the first eight months of 2023. However, full recovery is expected only in 2024. The occupancy rate has improved to 68.1% in the first eight months of 2023 compared to 67.9% a year ago. It is expected to continue to improve and reach 72% in 2024. As expected, California's ADR growth has been muted this year, and ADR stands at $197 as of August 2023 compared to $196 a year ago. After advancing more than 21% last year, ADR is expected to grow 2% and reach $190 in 2023 compared to $186 in 2022.

The Inland Empire is the global warehouse hub, and the logistics ind ustry encompasses transportation, warehousing, and wholesale trade. The sector has witnessed phenomenal growth since 2010, with nearly 160,000 new jobs over the last 13 years, making it the second -largest industry in the region. However, the logistics industry faces environmental and health concerns, leading to recommendations for a two -year moratorium on further expansion. Although legislative attempts in Sacramento to impose restrictions on diesel trucks and warehouses were defeated, ongoing resistance ag ainst sector expansion may present opportunities for the Coachella Valley, potentially diversifying employment opportunities.

The Inland Empire experienced a significant boom in the logistics industry, contributing to the regional economic recovery. Howev er, this growth halted in December 2021, with the sector shedding 20,000 jobs, a 7.1% reduction. The causes behind this decline remain uncertain and may influence the Coachella Valley. The Inland Empire's historical pattern of being "First In - Last Out" in national recessions raises questions about whether these losses signal a cyclical downturn or result from structural adjustments and automation, a matter yet to be determined.

Lastly, a 10.0% decline in imports at the Ports of Los Angeles and Long Beach raises concerns about national economic health. Whether this decline reflects reduced national imports, port and railway strike concerns, or a shift in consumer behavior towards services remains unclear.

Additionally, the possibility of automation impacti ng logistics jobs is a concern, although its effects have not been uniformly observed in adjacent counties.

In conclusion, the economic landscape of California is complex and influenced by multiple factors.

As new data becomes available, we anticipate a clearer understanding of the trajectory and

Agenda- April 2, 2024

potential future developments in the state and the Inland Empire, including their implications for the Coachella Valley.

Coachella Valley Hotels

According to forecasts, Coachella Valley hotels are expected to experience a 2.5% increase in revenue per available room (RevPAR) by the end of 2023. This can be attributed to an estimated rise of 2.1% in occupancy rates and a 0.4% increase in average daily room rates (ADR). However, this growth rate is lower than the national projection of a 3.8% increase in RevPAR. The upper - priced hotel segment is expected to lead the way with a projected 3.3% increase in RevPAR, while the lower-priced segment is likely to see a 1.4% decline in RevPAR due to a decrease in ADR.

Looking forward to 2024, Coachella Valley RevPAR is expected to grow at a slower rate of 0.3%.

The market occupancy levels are expected to remain between 65.4% and 65.8% during the five- year forecast period.

Financial Transparency and Communication

A fundamental Council Goal and a top -tier priority is the transparent and effective communication of financial matters with residents and stakeholders. Throughout the year, the Council employs an array of methods to keep residents apprised of fiscal developments:

1. Council meetings and study sessions are convened to foster public engagement.

2. The presentation of this financi al Forecast takes place during the Council's annual Strategic Planning sessions, encouraging public involvement.

3. Finance Committee Meetings are conducted.

4. Annual financial statements are presented.

5. The City's website is a central hub for financial information.

6. The Mayor's letter disseminates pertinent financial updates.

7. Fiscal update eblasts are distributed.

8. The Capital Improvements overview mailer is distributed to all residents.

9. The Indian Wells Check Book is accessible on the City's website.

10. The Budget at a Glance mailer is distributed to all residents.

11. Residents can engage with the City's Finance Director in dedicated meetings.

12. Coffee sessions with the City Manager provide an additional avenue for interaction.

Annual City Audits

Aligned with the principles of Good Governance and auditing standards established by the Government Finance Officers Association (GFOA), the City undergoes a Request for Proposal (RFP) process for audit services every five years. Following an exhaustive interview process w ith multiple firms, the Finance Committee selected Davis Farr to conduct the audit.

Agenda- April 2, 2024

Davis Farr invested approximately 900 hours in reviewing the City's financial records. Their comprehensive examination concluded that the City's internal controls and acco unting procedures met all compliance requirements and testing procedures. Consequently, Davis Farr issued an unmodified opinion on the City of Indian Wells Annual Financial Report for the fiscal year ending June 30, 2023 — the most favorable result attaina ble. Moreover, the City's annual audit revealed no material weaknesses in the internal control structure or violations of applicable laws and regulations.

The Finance Committee remains steadfast in its commitment to enhancing the quality of the City's annual audits. Emphasis has been placed on intensifying the audited review of operating procedures at the Golf Resort, Housing Authority, and tourism partners and implementing audited contract compliance with prominent City vendors. These more exhaustive audi ts concentrate on reporting operational compliance, quality and quantity validations, and financial performance when deemed appropriate.

Updated Ten-Year Financial Forecast

The ten-year Forecast is an essential metric the Council uses during strategic planning. It supports the decision-making process for continued economic development by driving new revenues to the City and is updated for each new strategic planning session.

The ten-year forecast is updated to include the fiscal year 2023-24 budget and projections over the next ten years. In addition, a column summarizing the Forecast's long-term expectations was added to increase operating transparency.

The attached forecast tables ( Attachment #2) detail the revised revenue and expenditure gaps.

The application of various citywide cost-saving measures is incorporated into the Gap Analysis.

Implementation of revenue opportunities and cost-saving measures have eliminated the overall funding shortfall from the ten-year Gap Analysis.

Due to the resurgence in tourism during the first half of the fiscal year 2023-24, Staff has forecast General Fund revenues to $24.4 million, recognizing an increase of $0.8 million compared to the Budget. Although spending has been modest, General Fund expenditures remain budgeted at $22.6 million. As a result, the General Fund's re-forecasted total surplus is $1.8 million.

Indian Wells Housing Authority Finance Update

Indian Wells Housing Authority was created to promote and encourage affordable housing units' retention, rehabilitation, and development. Since its inception in 2012, the Housing Authority has purposely reserved funds to construct affordable housing commun ities to maintain RHNA compliance and reserve funds in the Mountain View and Indian Wells Villas Funds to maintain

Agenda- April 2, 2024

quality of life issues for the affordable housing residents in our charge. The attached forecast table (Attachment #3) details the revised revenue and expenditure gaps. As of June 30, 2024, the anticipated cash balance of the Housing Authority is anticipated at $2.8 million.

Loss of ongoing revenue in the Housing Authority Fund

Funding to operate the Housing Authority is derived from tw o primary sources : Supplemental Education Revenue Augmentation Funds (SERAF) payments from the former Redevelopment Agency and twenty percent (20%) set aside contributions from the City’s General Fund for loan payments received from the former Redevelopment Agency (RDA). SE RAF payments totaling $11.5 million ended in 2022.

In July 2021, the City’s General Fund started collecting $17.7 million in interfund loans between the City and the former Redevelopment Agency under the dissolution of Redevelopment. Under State law, th e Housing Authority will receive 20% of the interfund loan repayments to further affordable housing project -related needs. Since 2021, the Housing Authority has r eceived $1.2 million in total contributions, with an additional $2.3 million still due to the Housing Authority. A schedule of the former Redevelopment Agency (Successor Agency) Loans is attached (Attachment #4).

All payments received by the Housing Authority are scheduled to end by 2028. However, identifying a revenue source to serve the Hous ing Authority funding after 2028 still needs to be seen. With the loss of redevelopment in 2012, cities lost a funding mechanism for affordable housing projects. Cities are working with state legislators to advocate for funding tools to meet reasonable housing needs.

ATTACHMENT:

1. Attachment (1) Grant Funding Detail

2. Attachment (2) City Financial Forecasts

3. Attachment (3) Housing Financial Forecasts

4. Attachment (4) City and Housing Loan Payment schedule

5. Attachment (5) Indian Wells Golf Resort Implementation Goals

Agenda- April 2, 2024

INDIAN WELLS
- Strategic Planning Session -
2024-25
Presentation: April 2, 2024
City Council/HA Meeting
Updated Financial
Forecast
Today’s Topics:
➢ The Economic Forecast
➢ Displacing Tourism Vulnerability
➢ The Updated Financial Forecast
➢ City cash flows
➢ Developer Key Metrics
Economic Forecast
➢ Feds “Soft Landing”
➢ Really??
➢ Lead us to a conservative financial outlook
➢ Cautious optimism – continued
Economic Forecast
So, how have we prepared?
Strong Cash Reserves
To compensate for vulnerability in the tourism marketplace, the City maintains large cash reserves.

Update on General Fund Loans
City has received $4.9 million – approval for another $2.5 million

Indian Wells Financial Analysis
City of Indian Wells
General Fund Cash Flow
2024B 2025F
Total 2025
thru 2028
Total 2025
thru 2034
Total Revenues 24,437,618 24,535,490 103,281,799 286,788,476

0.40%
Total Expenditures 22,605,467 21,400,275 90,901,593 258,184,324 -5.3%
Total Surplus 1,832,151 3,135,216 12,380,206 28,604,153 Indian Wells Financial Analysis
2024B 2025F
Total 2025
thru 2028
Total 2025
thru 2034
Total Surplus 1,832,151 3,135,216 12,380,206 28,604,153 RDA Loan Payments 2,069,781 2,480,000 9,280,000 9,280,000 Net General Fund Cash
Increase 3,901,932 5,615,216 21,660,206 37,884,153 Total Cash Held By The
General Fund Before
Potential Development 20,597,919 26,213,135 42,258,125 58,482,072 Indian Wells Financial Analysis
Occupancy Level 61.50%
Sales Tax Rate 1.00%
CFD per Hotel Room 277.00$
CFD Retail per square foot 0.67$
Property Tax Rate 0.47%
Development Total Rooms Retail Sq Feet Assessed Value
Tommy Bahama Stable 2028 100 8,000 65,000,000 Genton Stable 2029 130 15,000 825,000,000 Key Metrics
Developer Tax Analysis
Indian Wells Financial Analysis
Developer Tax Analysis
325.00$ 525.00$ 725.00$ 925.00$ Tommy Bahama Project
Total TOT 6,847,874 11,061,951 15,276,027 19,490,104 Indian Wells Property Tax 220,762 220,762 220,762 220,762 CFD $277 per Hotel Room 209,064 209,064 209,064 209,064 CFD $0.67 Retail per square foot 40,454 40,454 40,454 40,454 Sales Tax* 651,309 651,309 651,309 651,309 7,969,464 12,183,540 16,397,617 20,611,693
Total Revenues thru 2034
Indian Wells Financial Analysis
Developer Tax Analysis
325.00$ 525.00$ 725.00$ 925.00$ Genton Project
Total TOT 8,095,888 13,077,972 18,060,057 23,042,142 Indian Wells Property Tax 2,557,072 2,557,072 2,557,072 2,557,072 CFD $277 per Hotel Room 248,027 248,027 248,027 248,027 CFD $0.67 Retail per square foot 69,222 69,222 69,222 69,222 Sales Tax 592,315 592,315 592,315 592,315 11,562,524 16,544,609 21,526,693 26,508,778
Total Revenues thru 2034
Indian Wells Financial Analysis
2024B 2025F
Total 2025
thru 2028
Total 2025
thru 2034
Total Cash Held By The
General Fund Before
Potential Development 20,597,919 26,213,135 42,258,125 58,482,072 Tommy Bahama Hotel
Condo 1,561,502 7,969,464
Genton Hotel Condo 832,054 11,562,524
Total Cash Increase due to
Potential New Development - - 2,393,556 19,531,988 Total Cash Held By The
General Fund After Potential
Development 20,597,919 26,213,135 44,651,681 78,014,060

INDIAN WELLS
- Housing Strategic Planning Session -
2024-25
Housing Financial Analysis
City of Indian Wells
Housing Authority Fund Cash Flow
2024B 2025F 2026F 2027F 2028F
Total 2025
thru 2028
RDA Loan 20% Share 517,445 620,000 660,000 700,000 340,000 2,320,000 Investment Earnings 144,000 84,895 44,183 17,021 11,301 157,400 Total Revenues 661,445 704,895 704,183 717,021 351,301 2,477,400 Operations 1,225,217 1,261,974 1,009,579 807,663 646,130 3,725,346 Capital Repairs 909,000 800,000 600,000 100,000 1,500,000 Total Expenditures 2,134,217 2,061,974 1,609,579 907,663 646,130 5,225,346 Total Surplus (1,472,772) (1,357,079) (905,396) (190,642) (294,829) (2,747,946) Total Cash Held By
The Housing 2,829,831 1,472,752 567,356 376,714 81,885 81,885 Capital
Improvement
Program
Update

COUNCIL APPROVED FIVE YEAR CIP
$18 Million Streets and Roads
$1.6 Million Landscape
$10 Million Facilities and
Equipment
$8 Million Storm Drain System

CONSTRUCTION $5.1 MILLION IN

PROJECTS LAST FISCAL YEAR
• $3 million Annual Asphalt
⚬ Highway 111
⚬ Club Drive
⚬ Mt. View Villas Senior Housing
Streets
Park
• $995 ,000
Structures
• $1 Million
Miles Ave Bridge
• $150 ,000
⚬ Street Name Signs
⚬ Roll up Door
⚬ Changeable Message Signs
⚬ Vehicle Replacement
Vehicle & Equipment

PROJECTS REFLECTING RESIDENT INPUT
Safety Action Plan
• A plan to make streets safer for
pedestrians and cyclists.
• Last Public Workshop will be in the
Council Chambers on April 17 at 4pm.

Pedestrian Safety Improvements
• Fairway
• Eldorado
Safer Streets - 4-year phased projects
• Received SB821 grants
• Seeking Active Transportation
Grants

Summer 2024 Projects

Warner Trail Improvements – Design Complete
• Storm Drain Trench Repair
• Right turn pocket at Fred Waring
• Street Paving from Fred Waring to Miles Avenue
Residential Pavement Project
West Drop Structure

Safer Streets
$8.8M Projects Entering Design Phase
this Fiscal Year
Fred Waring Drive
Rehab/Landscaping
Palm Tree
Replacement
Hwy 111 Drought
Tolerant Landscaping
Civic Center Paving/EV
Chargers Low Flow Channel

$2.6 MILLION DOLLARS WORTH OF

PROJECTS COMPLETING DESIGN

PHASE AND MOVING INTO

CONSTRUCTION

THIS FISCAL YEAR
Local Road Paving Golf Resort Campus
Improvements
NorthEastern Traffic
Flow Improvements
Pedestrian
Safety Improvements

Signal Coordination Project - lead by
Coachella Valley Association of
Governments (CVAG)

MULTI-YEAR PROJECTS
Energy Efficiency - working with I-REN
to see if improvements can be made
to the Pavilion
Club Dr Safer Streets - working with
last property owner to acquire right-
of-way

Additional Projects?

Golf Resort
Update
- Review & Discuss-
2024-25
Golf Resort Agenda
➢ Financial Update
➢ Update on Operations
➢ Update on the VUE
➢ Course Redesign
Council Deliverables and Goals
Operated profitably after capital expenditures
To Get there, the Council Established Certain Performance Measures or KPIs
➢ Golf, including golf maintenance: 25% to 30%
➢ Merchandise: 27% to 33%
➢ Beverage Carts: 38% to 42%
Council Deliverables and Goals
➢ Food Truck, Fairway Grille & SITN: 30% to 35%
➢ VUE: 8% to 12%
➢ Cost of sales goals around 30%
➢ Labor goals around 50%
Golf Resort Financial Analysis
City of Indian Wells
Indian Wells Golf Resort Cash Flow
2024B 2025F
Total 2025
thru 2028
Total 2025 thru
2034
Food & Beverage 6,589,425 9,106,848 38,738,651 108,366,319 Golf 11,936,180 12,372,706 52,274,810 145,847,719 Total Revenues 18,525,605 21,479,554 91,013,461 254,214,038 Total Expenditures 17,509,726 20,234,993 85,449,852 236,146,004 Total Surplus 1,015,879 1,244,561 5,563,609 18,068,034 Capital Improvements 950,000 1,209,198 5,459,506 17,823,516 Total Surplus after
Capital Improvements 65,879 35,363 104,103 244,518 Indian Wells
Golf Resort
-
2024-25
Project Description
Grant
Applications Approved or Denied
Grant
Amount
Approved Received or Anticipated
City Portion
(if Required)
1 Federal Funds - (Channel Lining Project) 5,000,000 Approved 5,000,000 Unknown 2 CJPIA Insurance Claim West Drop Structure 3,313,000 A pproved 3,313,000 C onstruction late 2024 - 3 RCTC SB 821 (Complete Streets - Fairway/Eldorado S) 1,380,240 Approved 1,380,240 Unknown 4 Charging & Fueling Infrastructure (CFI) Discretionary Grant - Pending - Unknown - 5 FEMA- Miles Bridge (reimbursement) 656,640 Approved 656,640 Received - 6 Urban Community Drought Relief 650,000 Approved 650,000 Unknown 162,500 7 Prop 68 Floodplain Mgmt. - Low Flow Channel - Awarded 600,000 Approved 600,000 Construction 2024 200,000 8 SCE Charge Ready 375,000 Approved 375,000 Construction late 2024 - 9 Sale of Imported Material to Housing Property 360,000 Approved 360,000 R eceived - 10 SS4A 250,000 Approved 250,000 Construction 2024 50,000 11 Prop
. 68 Park Grant-Passive Park 17
7,952 Approved 177,952 Received -
12 SB2 Planning Grants Award 160,000 Approved 160,000 Received - 13 Sale of SCE Rule 20a Credits 146,000 Approved 146,000 Received - 14 Sale of Imported Material to Housing Property 103,158 Approved 103,158 R eceived - 15 Tourism Foundation Grant 99,285 Approved 99,285 Received 16 LEAP Grant 65,000 Approved 65,000 Received - 17 MSRC Charging Station 50,000 Approved 50,000 Received - 18 CVWD Smart Controller Rebate (Irrigation Master Control Project 49,000 Approved Unknown 19 Cal Recycle (Rubberized Pavement 19-20) Grant 24,930 Approved 24,930 Received - 20 Cal Recycle (Rubberized Pavement 22-23)- Awarded 23,240 Approved 23,240 Unknown - 21 SB1383 Local Assistance Grant - Awarded 20,534 Approved 20,534 Received - 22 CVWD Turf Replacement Rebate (Club Drive Project) 1,096 Pending Unknown 23 Ca Census Grant 7,500 Pending - Unknown - 24 EMPG Grant 6,000 Pending - Unknown -
25 PEG Grant 1,000 Pending
Total 13,519,575 13,454,979 412,500
Grant and Other Funding Opportunities
Updated as of March 2024
ATTACHMENT #1

Agenda- April 2, 2024
Gen
eral Fund Forecast
Updated January 2024
The General Fund is the primary fund of the City. As shown in the table below, the fiscal year 2024 estimate anticipates an operating surplus of $1,832,151. The forecast incorporates additional tourism revenues received during the first half of the fiscal year. As forecasted, police costs are expected to grow seven percent (7%) per annum based upon recent discussions with the County of Riverside and the Sherriff’s Department. As the Financial Forecast Report explains, expanding existing revenues and developing new ones is essential to offset escalating public safety costs.

Table 1 provides an updated forecast of future General Fund revenues and expenditures.

ACCOUNT TYPE 2024B 2025F 2026F 2027F 2028F 2029F 2030F 2031F 2032F 2033F 2034F TOTAL General Fund
Revenues 24,437,618 24,535,490 25,372,260 26,238,568 27,135,481 28,064,107 29, 025,592 30,021,127 31,051,944 32,119,322 33,224,586 286,788,476 Annual % Change -5.6% 0.4% 3.4% 3.4% 3.4% 3.4% 3.4% 3.4% 3.4% 3.4% 3.4% General Fund
Expenditures 22,605,467 21,400,275 22,254,623 23,151,934 24,094,761 25,085,823 26,128,016 27,224,423 28,378,332 29,593,244 30,872,893 258,184,324 Annual % Change 10.6% -5.3% 4.0% 4.0% 4.1% 4.1% 4.2% 4.2% 4.2% 4.3% 4.3% Total
Surplus/(GAP) 1,832,151 3,135,216 3,117,637 3,086,633 3,040,720 2,978,284 2,897,577 2,796,704 2,673,612 2,526,077 2,351,692 28,604,153 Table 1: 10-year General Fund Surplus/(Gap) Forecast
ATTACHMENT #2

Agenda- April 2, 2024

Fire Services Fund Forecast
Updated January 2024
The Fire Services Fund is used exclusively to provide fire and emergency medical-related services. The Fund revenues include a special assessment on property tax collections, Riverside County Fire Tax Credit contribution, and a medical insurance billing program. The medical insurance billing program is projected to increase to $0.7 million based on existing medical call volumes. The trend for the Fire Services Fund has improved with the implementation of the medical insurance billing program. The forecast incorporates a six percent (6%) increase for fire services annual increase based on discussions with CalFire personnel.

Table 2 provides an updated forecast of future Fire services revenues and expenditures.

ACCOUNT TYPE 2024B 2025F 2026F 2027F 2028F 2029F 2030F 2031F 2032F 2033F 2034F TOTAL Fire Services Fund
Revenues 6,563,828 6,868,919 7,148,155 7,438,855 7,741,493 8,056,564 8,384,583 8,726,086 9,081,634 9,451,808 9,837,215 82,735,312 Annual % Change 11.1% 4.6% 4.1% 4.1% 4.1% 4.1% 4.1% 4.1% 4.1% 4.1% 4.1% Fire Services Fund
Expenditures 5,418,718 5,714,324 6,027,010 6,357,786 6,707,723 7,077,953 7,469,679 7,884,173 8,322,786 8,786,945 9,278,168 73,626,546 Annual % Change -12.3% 5.5% 5.5% 5.5% 5.5% 5.5% 5.5% 5.5% 5.6% 5.6% 5.6% Total
Surplus/(GAP) 1,145,110 1,154,596 1,121,145 1,081,069 1,033,770 978,611 914,904 841,913 758,848 664,863 559,048 9,108,765 Table 2: 10-year Fire Services Fund Surplus/(Gap) Forecast

Agenda- April 2, 2024
City of Indian Wells
Housing Authority Fund Cash Flow
2024B 2025F 2026F 2027F 2028F
Total 2025 thru
2028
RDA Loan 20% Share 517,445 620,000 660,000 700,000 340,000 2,320,000 Investment Earnings 144,000 84,895 44,183 17,021 11,301 157,400 Total Revenues 661,445 704,895 704,183 717,021 351,301 2,477,400 Operations 1,225,217 1,261,974 1,009,579 807,663 646,130 3,725,346 Capital and Maintenance
Repairs 909,000 800,000 600,000 100,000 1,500,000 Total Expenditures 2,134,217 2,061,974 1,609,579 907,663 646,130 5,225,346 Total Surplus (1,472,772) (1,357,079) (905,396) (190,642) (294,829) (2,747,946) Total Cash Held By The
Housing Authority 2,829,831 1,472,752 567,356 376,714 81,885 81,885 ATTACHMENT #3

Agenda- April 2, 2024
Fiscal Year
Original Loan
Amount - General
Fund Receivable
Whole
Payments made
to City
City 20%
Contributions to the
Housing Authority
Net Payments
Held by the City Status
17,739,192
2022 16,400,000 1,339,192 267,838 1,071,354 Paid 2023 14,187,226 2,212,774 442,555 1,770,219 Paid 2024 11,600,000 2,587,226 517,445 2,069,781 Paid 2025 8,500,000 3,100,000 620,000 2,480,000
DOF Approved -
Scheduled to be
paid July 2024
2026 5,200,000 3,300,000 660,000 2,640,000 Estimated 2027 1,700,000 3,500,000 700,000 2,800,000 Estimated 2028 - 1,700,000 340,000 1,360,000 Estimated Total 17,739,192 3,547,838 14,191,354
Amount Paid 6,139,192 1,227,838 4,911,354
Remaining 11,600,000 2,320,000 9,280,000
(as of June 30, 2023)
Successor Agency Loan Repayments
ATTACHMENT #4

Agenda- April 2, 2024
Indian Wells Golf Resort
Fiscal Year 2023-24 Budget
Implementation Goals and deliverables

1. Profitability
a. Golf Resorts should be operated profitably before the Golf Amenity Subsidy and after capital expenditures.

2. General Fund Amenity Subsidy
a. Specific to the budget and monthly financial statements, the Amenity Subsidy shall be displayed as follows:
i. Golf Amenity subsidy – below the Net Income Line
ii. F&B and Merchandise – included in the Revenue line

3. Allocated payroll.
a. No allocated payroll based on revenue.
b. Each profit center shall be based on the staff working in the profit center.

In Troon’s terminology, this is known as direct payroll. c. The Consolidated summaries in Golf and F&B and the Consolidated Financial Report shall contain all payroll costs required to operate the programs.
d. Remove allocated payroll lines from the budget and the monthly financial statements.
i. Direct payroll only.

4. Projected Net Operating Income by Department
a. As a Goal, the Budget should project Net Income as a % of Revenue as follows:
i. Golf, including golf maintenance: 25% to 30%
ii. Merchandise: 27% to 33%
iii. VUE: 8% to 12%

1. Cost of sales goals around 30%

2. Labor goals around 50%
iv. Beverage Carts: 38% to 42%
v. Banquets: 30% to 35%
vi. Food Truck & SITN: 30% to 35%
vii. These expectations exclude costs associated with building maintenance and G&A and are calculated to maintain profitability before the golf amenity subsidy and after capital.

5. Operating strategies incorporated into the new budget. a. Operate as a profitable business every year.
i. This could include limiting operating times and services during unprofitable periods.

ATTACHMENT #5

Agenda- April 2, 2024
ii. Identify opportunities to reduce operating losses during the first half of the fiscal year.
iii. Develop a worst-case scenario budget for the period June through September.
b. Evaluate COS and labor controls consistent with brand standards and revenue expectations.
c. Develop strategies to implement efficiencies to decrease G&A and building maintenance and golf maintenance costs. The savings goal is 5%.

6. Capital Budgeting:
a. Capital budget is limited to the replacement of existing equipment. b. The City Council approves all other capital improvements. i. An initial ROI analysis with preliminary figures will be included for each new capital project for Council consideration as deemed appropriate.
ii. If Council provides investigative approval, the ROI analysis will be restated as design and construction figures are confirmed.

7. Development of the New Concepts, the Business Plan, and the Marketing Plan a. These plans, at a minimum, should include strategies to capture the following:
i. Protect the Brand – we need to attract the right kind of new rounds and covers. Maintain the golf rate.
ii. Expand summer and shoulder seasons.
iii. Drive additional golf rounds in summer and shoulder seasons. iv. Increase VUE covers annually.

1. Increase resident covers by 10%

2. Increase golfer use by 30%.

3. Develop a VUE resident campaign.

4. Establish a local marketing campaign to encourage and attract new hotel guests, business lunches, and locals to support VUE.
v. Commit up to 1% of gross revenue to develop a local marketing plan budget.
b. New VUE concept
i. Work with Council to establish a new VUE identity.

Agenda- April 2, 2024
Indian Wells City Council
April 2, 2024

STAFF REPORT
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: Discussion on Possible Redesign of the Players Course at the Indian Wells Golf Resort
RECOMMENDED ACTIONS:

Council REVIEWS, DISCUSSES, and provides DIRECTION on the redesign of the Players Course at the Indian Wells Golf Resort.

BACKGROUND:

This staff report provides the City Council and the community with a comprehensive update on the possible redesign of the Players Course at the Indian Wells Golf Resort. In addition, Staff is seeking the City Council’s direction on the next steps in the possible redesign process.

The Indian Wells Golf Resort (IWGR) is home to two 18-hole golf courses; the Clive Clark-designed Celebrity Course (opened in November 2006) and the John Fought -designed Players Course (opened in November 2007). Commonly known as “Beauty and the Beast” in golf magazines, the Celebrity and Players courses have received numerous accolades as being a premier golf destination and as one of the best municipal golf courses one can play.

For the last several years, the City of Indian Wells and Troon , have held multiple public community discussions (e.g., strategic planning sessions, Indian Wells Golf Advisory Committee meetings, and golf resort master plan outreach) to discuss the goals and objectives of a potential redesign, including:
 Address needed rehabilitation. The Players Course is 17 years old and will likely need significant rehabilitation in the next couple of years. Already, there have been issues with the current irrigation system, bunkers need to be redone, and tees and greens need to be renovated.

Agenda- April 2, 2024
 Protect Golf Course Economics
o Remain a top golf destination. Reinvesting in the course through rehabilitation or renovation is important to maintaining the IWGR market share in a highly competitive golf market. PGA West and Desert Willow are undergoing similar upgrades.
o Address Parking Deficiency. Tommy Bahama resort may expand to the vacant lot east of their existing hotel. This vacant lot is utilized by the IWGR and hotel partners for overflow parking for special events. If developed, the IWGR will have a significant parking problem that may negatively impact the IWGR ability to provide sufficient parking for the new restaurant and special events, which impacts the facility’s revenue generation potential. Hole #18 can be repurposed to provide more convenient parking that is being lost to the Tommy Bahama expansion. In addition, Troon has held preliminary meetings on other possible golf related and revenue generating activities for Hole #18. o Preserve the pavilion area for special events. A redesign provides an opportunity to enhance the pavilion area, improve guest safety, and create a wider buffer between special event attendees and golfers. This is important as the pavilion is a significant revenue generator ($2.4 million in gross revenue equal to 13% of all golf resort revenue) of the golf resort that hosts numerous weddings and other large celebrations. The pavilion is one of the premier special event locations in the Coachella Valley.
 Improve Golf Course Economics.
o Revenues (e.g., greens fees, food and beverage, and merchandise) are expected to increase. Troon estimates that a remodel course could increase revenues by 8 percent in the first year (creating a new baseline for golf fee charged), with revenues projected to increase by 5 percent the following year. A redesign als o presents the opportunity to reduce maintenance costs of the course (e.g., bunkers, water usage, etc.). There is also potential for increased transient occupancy tax revenues associated with a redesigned course. o The course does not provide a returning ni ne holes. This is important for those players who want to purchase food and drink at the mid-point of their golf round (important to the city too for economic reasons), provides for better tournament management, and allows greater ease for those players wanting to only play nine holes.
 Improve Fire Safety. For years, the City has sought a solution to provide better fire access to the pavilion. Preliminary designs had fire access through the channel, but with the

Agenda- April 2, 2024

strong possibility of a storm preventing ac cess, a fire access road along the Players Course is more desired. The Council had previously allocated $1 million for this purpose.

 Improve Golfer Experience

o Elimination of the low-flow golf cart path between Hole #16 and Hole #17. This becomes problematic during and after significant rain events that affect the pace of play and the overall golfer experience. It is not uncommon that the path is not accessible f or days, forcing players to travel back to the clubhouse across the main facility bridge to then drive all the way back to Hole #17. This can add 15 minutes or more to the pace of play. In addition, there are unexpected costs to maintain and repair this path or to add staffing directing golfers to Hole #17 when the path is washed out.

o City has recently been notified by our insurance company that claims for cleanup of the channel will be honored, but the deductible will increase from $10,000 per incident to $250,000 per incident. Each incident averages about $400,000 in damages. City averages one event a year.

o Reduction and adjustment of sand traps to make them more player -friendly, improve the pace of play, and reduce maintenance time and cost.

o Expand the short -game practice area. This includes areas to practice putting, chipping, and bunker play.

o Provide an opportunity to reduce common areas between holes that are more difficult to maintain and unsightly. These areas tend to have more overgrowth than other areas of the course, which obstructs sightlines, impacts the perceived quality of the course, and diminishes the golfer’s experience. Note: Some of these areas have been designated out of bounds due to the perceived presence of Native American artifacts.

o Movement, replacement, and addition of trees on the course to improve sightlines, provide markers for golfers to aim toward, and promote the health of greens (e.g., better sunlight).

 A redesign could improve City’s opportunity to bring back major tournaments. IWGR is hosting the 2024 EPSON Championship in September/October . In discussions with representatives from the LPGA, they have indicated an interest in utilizing the IWGR for a future event. During those discussions, they prefer courses that have a returning nine holes, to better facilitate their tournament. There is also the potential to ho st a Senior PGA event.

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 Coachella Valley Water District has indicated that the supply of Colorado River water that is utilized to irrigate golf courses and other areas of the community may be reduced in coming years. Reduction in irrigated areas of the g olf course and a more efficient irrigation system may help to address this concern.

 Original course designer John Fought always envisioned his course to have all 18 holes north of the channel. At the time he was commissioned to design the Players Course, he was told to provide Holes #17 and #18 adjacent to the Renaissance Esmerelda so they may have views from their hotel rooms of the golf course.

When the Indian Wells Golf Resort was originall y built, the purpose was to provide a premier golf facility to promote tourism in Indian Wells, with the focus of that benefit for the Renaissance Esmerelda (Renaissance) and Hyatt Regency (Hyatt).

According to the American Society of Golf Course Architects (ASGCA), they have seen golf courses undertake rehabilitation/remodeling for a variety of factors: overcome economic problems, correct maintenance problems, improve aesthetics, adjust design problems, and restor e historical value. More specific reasons from the ASGCA include:

• A desire to rebuild greens
• Correcting poor turf conditions and inadequate drainage • Addition, reworking or eliminating bunkers
• Replacement or expansion of the irrigation system
• A need to make the course more (or less) difficult
• Adding tees to allow for more (or less) length
• A need to improve safety considerations
• A need to increase the pace of play
• Adapting the course to a particular golfer type
• Restoring historical integrity
• Improving aesthetics
• Desire to attract regional or national tournaments
• Improving value and staying competitive

Golf Course Rehabilitation

The American Society of Golf Course Architects (ASGCA), with assistance from the United States Golf Association (USGA) Green Section, the Golf Course Builders Association of America (GCBAA), and the Golf Course Superintendents Association of America (GCSAA ), analyzed the life expectancy of various components of golf courses and prepared a document of their findings entitled Golf Course Items Expected Life Cycle. A copy of that document is attached (Attachment #1). In that document the life expectancy of most golf course components is less than 20 years.

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Various Troon Golf professionals, including Ron Despain (Senior Vice President of Golf Course Development), Jeff Poling (Vice President of Golf Course Development), and Brian Hampson (Vice President, Science & Agronomy), have worked closely with IWGR Director of Agronomy Nick Leitner in evaluating the IWGR course conditions. Troon has noticed the Players Course is experiencing increased maintenance needs due to the age and wear-and-tear of the course. In addition, the desert conditions place a greater strain on irrigation systems and golf course maintenance technology has improved over the past 20 years. As such, Troon recommends that the Players Course undergo a complete rehabilitation to the Players Course in the next couple of years.
 Renovation of Greens:

Over time, the thatch layer increases and impedes the movement of irrigation water from the green surface to the roots. In addition, new grass varietals are being applied that are more resistant to contamination (e.g., grass from the fairway or weeds). Greens also get smaller over the years from repair work and migration of fairway grass.  Tee Box Renovation:

The tee tops are settling and uneven due to years of divot repair and topdressing. Tees also get smaller over the years from repair work and migration of fairway grass. Tee boxes need to be laser leveled and new grass applied.
 Bunkers:

Bunker infrastructure needs to be renovated. Modifications to the slope of bunker faces, repair (and where needed replacement) of the bunker drainage, installation of a state-of- the-art bunker lining system, and the installation of new bunker sand. It has been suggested that perhaps higher quality of sand should be part of a rehabilitation/redesign.

The bunker renovation will provide a significantly improved golf experience with bunkers that function as originally intended. In addition, the bunker lining system will significantly reduce the amount of labor resources needed to restore the bunkers to playable conditions after significant rainfall events.

Incorporating alterations to reduce the size and number of bunkers on the Players Course can also be done with this renovation. This will allow for easier maintenance of bunkers, especially those that have been historically maintained by hand. (Note: A few years ago, a storm damaged several bunkers at the IWGR. Those bunkers were repaired but not renovated).
 Irrigation System:

While the USGA study indicates that the average golf course irrigation system will last anywhere from 10 to 30 years. In the extreme heat of the desert and the need to operate the irrigation system all 12 months of a year, irrigation systems in the desert will typically be on the shorter end of the lifespan range, especially those that utilize non-potable water. In addition, there has been significant improvement in the quality of materials and efficiency of irrigation control system and irrigation heads that render the existing

Agenda- April 2, 2024
irrigation system antiquated and inefficient. A new, state-of-the-art irrigation system will provide more efficient water applications and energy savings. In addition, the Players Course is currently experiencing an increase in irrigation repair work orders from the deteriorating system.

According to Troon, the current Players Course is due for rehabilitation based on the age of the course and the desert conditions that have affected the course. This rehabilitation is likely to occur in 2026 at an estimated cost of $4.5 million.

It is important to note that this process would
require the course to be shut down for rehabilitation from Spring through Summer.

DISCUSSION:

At the March 23, 2023, Annual Golf Resort Strategic Planning Session, the community met to discuss various operations and programs at the IWGR and to establish goals, objectives, and priorities for the IWGR over the next year or longer. This included a review of the 2023 Strategic Asset Plan (Stone Creek Report). A component of the community outreach for the plan included discussions on making changes to the golf courses. For the Players Course, public input focused on improving the golfer’s experience and making it more playable. For example, redesigning the first two holes to be less challenging to begin a round can reduce player frustration if they post a high score, while improving the pace of play . Community input also included a desire to reduce the number and size area of bunkers, reroute the course for a returning nine, and reduce landscape density where it impacts playability.

Players Course Hole # 18 of the IWGR is owned in fee by Renaissance, but it is subject to a perpetual easement (easement) benefiting the City of Indian Wells. In 1985, this perpetual easement was granted to the City (Redevelopment Agency) as a result of an agreement between the RDA, Renaissance, and Hyatt to develop the IWGR. Hole #18 is about 10 acres of a larger 25- acre parcel of land, which includes the IWGR clubhouse, driving range, and parking lot .

Attachment #2 is an aerial of the property in question . Hole #17 of the Players Course is owned in fee by the City.

Over the years, the Renaissance had formal and informal discussions with the City in purchasing the easement back from the City of Hole #18 to facilitate a possible expansion of the existing hotel operations. In May 2022, the Renaissance submitted a letter of interest to the City to negotiate the acquisition of the easement of Hole #18. As part of the City’s due diligence, a preliminary re-design of the Players Course was needed to confirm that a course redesign was feasible, assess the impact on the course's playability, and provide construction cost estimates.

The original course designer, John Fought, was asked to complete this study, because of his intimate knowledge of the course, excellent relationship with Troon, and feedback from residents who were concerned about deviating from a well-liked John Fought designed course. The City did not have to pay the $40,000 for this study. It was paid for by the hotel partners.

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In March 2023, John Fought presented his preliminary redesign of the Players Course to the resident members of the Golf Advisory Committee. The feedback on the preliminary design was very favorable, with the resident members endorsing this redesign. John Fought unveiled the preliminary redesign to the community at the March 23, 2023, Annual Golf Resort Strategic Planning Session. A copy of the Fou ght preliminary redesign is attached (Attachment # 3). The residents and other stakeholders in attendance provided positive feedback on the redesign. The City Council authorized the City Manager to continue negotiations with Renaissance on the sale of the easement of Hole #18. However, those negotiations proved to be unsuccessful and ended in November 2023. Even with negotiations ending with Renaissance, the City has continued to evaluate the redesign of the Players Course for the reasons outlined above.

Golf Course Designers

In addition to the John Fought design, the City, through Troon, conducted a targeted outreach to several respected golf course designers, as part of the City’s due diligence, to gauge interest and potential costs for a golf course redesign.

 Some designers declined due to prior commitments or other reasons (such as unable to fit it in within their current playing obligations): Gil Hanse Design, Coore & Crenshaw, Rory McIlroy, and TGR Design (Tiger Woods).

 Initially, Justin Thomas expressed some interest, but those discussions have not progressed. Tripp Davis & Associates also expressed some interest and visited the property. However, Tripp Davis & Associates have declined to submit a proposal, as they support John Fought and his interest in rehabilitating his course.

 Designers who did not respond: Renaissance Golf Design (Tom Doak) and Andrew Green.

 Designers who have submitted a proposal: John Fought, Rees Jones, and Pascuzzo & Pate.

John Fought Proposal

John Fought submitted the attached proposal (Attachment #4) for the remodeling of the Players Course. Information on his company and experience is also attached (Attachment #5). As part of his proposal, John Fought submitted the following Cost Estimate from design to overseeing construction.

• Pre-Construction and Construction Management Costs
o Master Plan/Conceptual Design $40,000 (Completed)
o Construction Drawings $180,000
o Contractor Selection/Bid Process $20,000
o Construction Observation $240,000
o Irrigation Engineering $93,000
o Testing & Survey Work $5,500

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o Reimbursable Expenses (Not to Exceed) $19,000
Total $597,500
It is important to note that this proposal is all inclusive and no additional design or engineering costs (e.g., irrigation design) are expected.

Currently, John Fought estimates the remodel to be approximately $8 million dollars. In discussions with John Fought, staff increased the current contingency by an additional $732,000, placing the total estimated project cost at $8.7 million, depending on when construction moves forward.

If selected, Troon anticipates the course would be closed for approximately 8 months (March 2025 to October 2025). Estimated net operating income loss from the closure of $880,000 ($745,000 from course closure and up to $135,000 from pavilion closure)

1. The John Fought design can be instituted more quickly than other designers, as he has already completed the conceptual design work. John Fought can complete the course redesign construction and bidding documents within 90 days of executing a contract for the redesign.

Pascuzzo & Pate Proposal
Pascuzzo & Pate has submitted the attached proposal (Attachment #6) for the remodeling of the Players Course. Information on the company and its experience is also attached (Attachment #7).

As part of its proposal, Pascuzzo and Pate have submitted the following Cost Estimate from design to overseeing construction.
• Pre-Construction Costs
o Master Plan/Conceptual Design $95,000
o Construction Drawings $242,500
o Contractor Selection/Bid Process $28,000
o Construction Observation $194,500
o Reimbursable Expenses (Not to Exceed) $40,000
Total $600,000
It is important to note that this proposal does not include: Preparation of a topographic map; engineering, surveying, or irrigation design; waterfalls, stream, or fountain design; material testing or lab work; or any service not specifically listed in their proposal.

Currently, Pascuzzo & Pate estimates the remodel to be between $8 and $12 million dollars, excluding irrigation. Pascuzzo & Pate’s base fee is typically 7% of the estimated construction costs 1 This assumes no events in the Pavilion from March to October. Possible to have events after construction is completed and closure is for grass to grow in.

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($560,000), not including additional reimbursable expenses. According to Troon, total estimated project cost of $11 to $15 million with the additional irrigation costs added in.

If Pascuzzo & Pate is selected, Troon anticipates the course would be closed for approximately 12 months. Estimated net operating income loss of $2.4 million.

Rees Jones Proposal

Rees Jones submitted the attached proposal (Attachment # 8) for the remodeling of the Players Course. Information on his company and experience is also included. In addition, Rees Jones provided a preliminary routing concept for the Players Course (Attachment #9). As part of its proposal, Rees Jones has submitted the following Cost Estimate from design to overseeing construction.

• Pre-Construction Costs
o Master Plan/Conceptual Design $45,000
o Construction Drawings, Bid Process, $350,000-$485,0002 Construction Observation
Total $395,000-$530,000

It is important to note that this proposal does not include all reimbursable expenses.

Rees Jones did not provide an estimated cost for the remodel of the Players Course. Troon estimates the cost of the Rees Jones concept is between $11 to 13 million.

If selected, Troon anticipates the course would be closed for approximately 8 months (March 2025 to October 2025). Estimated net operating income loss from the closure of $880,000 ($745,000 from course closure and up to $135,000 from pavilion closure)3.

City Committee Reviews

On March 22, 2023, resident members of the Golf Resort Adviso ry Committee previously met with John Fought on the potential redesign of the Players Course . At the conclusion of that meeting, the resident Committee members supported his redesign of the Players Course.

At the January 10, 2024, Finance Committee meeting, the Committee reviewed a comprehensive Sources and Trends analysis to fund various city projects, including the Players Course redesign.

The Finance Director shared with the Committee that there are sufficient funds available to meet this project’s financial needs and have still maintain healthy fund balances for several other city priorities (e.g., whitewater channel armoring, re -imagining of the Vue, traffic improvement projects, etc.).

2 Typical design fees that will fluctuate depending on the details of the project. 3 This assumes no events in the Pavilion from March to October. Possible to have events after construction is completed and closure is for grass to grow in.

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At the March 26, 2024, Golf Resort Advisory Committee meetin g, the Committee was provided an update on the Players Course redesign, including the proposals from Rees Jones and Pascuzzo & Pate. At the conclusion of the meeting, the Committee unanimously approved a recommendation to the City Council to move forward on the redesign of the Players Course.

FISCAL IMPACT:

Based on the current conditions of the course, the City is likely to spend approximately $ 5.0 million in the next couple of years to rehabilitate the current course. Staff and Troon both agree that the redesign is a better use of the $ 5.0 million, and when combined with the other funding sources, potentially provide sufficient financing to cover the anticipated redesign costs based on the designer selected.

Staff have also identified additional funding sources to assist in paying for the redesigning of the Players Course.
 Fire Access Road (Fire Fund) $1.5 million4
 Potential Sale of Hole #17 $3.5 million
Total $5 million
Staff is aware that this project will require consultation with local Native American tribes, as this land was previously determined to have Native American artifacts. As such, staff are aware of additional costs not reflected in any of the redesign estimates.

According to Troon, it is difficult to firm up construction costs for any of the project, until a detailed design and competitive bidding is completed. A key factor in the cost will depend on the golf course designer and routing option selected. In addition, the net operating income loss from a closure is expected to range from $880,000 to $2.4 million depending on the designer selected.

It is important to note that construction costs have increased by approximately 8 percent annually over the past several years.

In addition, Troon expects an 8 percent increase in golf fees on the Players Course, once the project is completed. Projected revenue increase of $700,000 in year one.

Based on the three proposals submitted, the all -in cost for the redesign and construction of the Players Course is estimated at:

o John Fought $8.7 million
o Rees Jones $11 to $13 million
o Pascuzzo & Pate $11 to $15 million

4 A few years ago, the City Council appropriated $1 million for the fire road improvement. Preliminary cost estimate has increased to approximately $1.5 million to add a fire road from the Maintenance Yard to the Pavilion.

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These estimates include prevailing wage requirements.

NEXT STEPS:

With the completion of this comprehensive update on the possible redesign of the Players Course, Staff is seeking the City Council’s direction on the next steps in the possible redesign process.

If the Council wishes to continue the redesign of the Players Course, staff recommends the Council select a golf course designer to complete all construction and bidding documents, so that the City can bid out the project.

Before any commitment to construct a redesign ed course, Staff recommends the City Council move forward with the completion of construction drawings and bid documents for the course redesign. Upon completion of the design and bidding process, Staff will be able to have concrete construction costs for the City Council to consider at a later date. At that time, the City Council can decide to move forward with the reconstruction of the Players Course. This process will give staff the opportunity to identify other funding sources and potential design savings.

In addition to the selection of a designer and associated redesign costs, Staff is seeking $100,000 for ancillary work associated with the development of a site plan to improve the area around the pavilion event space and the necessary CEQA analysis of the proposed redesign.

OPTIONS:

The City Council may approve the selection of a golf course designer and authorize the pre- construction redesign work and related funding. Specifically, the Council has the following options:

1. Select one of the identified golf course designer s to complete the construction and bidding documents for a redesign of the Players Course;

2. Select one of the new golf course designers to complete a preliminary concept plan, similar to the one prepared by John Fought, based on the cost proposal provided by the individual designers;

3. Decide not to move forward with the redesign and direct Staff to complete the course rehabilitation and fire access road in the next couple of years. Estimated cost of $6 .5 million.

4. Decide not to move forward with the Players Course at this time; or

5. Provide alternative direction.

Agenda- April 2, 2024
ATTACHMENTS:

1. Attachment #1-Golf Course Items Expected Life Cycle

2. Attachment #2-Aerial of 25-acre property subject to easement

3. Attachment #3-John Fought preliminary redesign of Players Course

4. Attachment #4-John Fought Design Proposal

5. Attachment #5-John Fought Brochure

6. Attachment #6-Pascuzo & Pate Design Proposal

7. Attachment #7-Pascuzo & Pate Brochure

8. Attachment #8-Rees Jones Design Proposal

9. Attachment #9-Rees Jones Preliminary Routing Concept

Agenda- April 2, 2024
Players Course Redesign
Presentation: April 2, 2024
City Council Meeting
Easement Area
Timeline on How We Got Here!
•Prior to 2022
•Bunkers and move Hole #17 &
Hole #18.
•May 2022
•Renaissance Expansion
•Fought Design concept
•Golf Resort Strategic Planning (2023)
•Golf Advisory presentation
•November 2023
•Negotiations with Renaissance
•Due Diligence
•Additional Golf Course
Designers
•Finances
•Committee Recommendations (Golf Resort
Advisory and Finance Committee)

•Address needed rehabilitation of course
(tees, greens, bunkers and irrigation)
•Protect Golf Course Economics
•Maintain Market Share
•Address Parking Deficiency
•Protect Pavilion area for special
events
•Improve Course Economics
•Increased Revenues
•Have returning 9s
•Expand F&B and TOT revenues
•Better for tournament play
•More efficient irrigation (CVWD)
•Improve Fire Safety
•Improve Golfer Experience
•Eliminate low-flow golf path
between Hole #16 and #17
•Pace of Play and Experience
•Have Hole #18 return at bridge
•Reduction of sand traps
•Expand short game area
•Reduce common areas and
improve sightlines
•Potential for a LPGA or Senior Tour
event
Players Course Redesign Objectives
Course Rehabilitation & Review
of Designs
Finances
• Golf Course Rehabilitation (2026/2027)
• Estimated Cost $5 million
• Bunkers, Tees, Greens, Irrigation
• Fire Road $1.5 million
• Course Closure
• Lost NOI (Estimate) $880,000
Total $7.38 million
• Fought Design (2025/2026)
• Project Cost $8.7 million
• Lost NOI (Estimate) $880,000
Total $9.58 million
• Rees Jones Design (2026/2027)*
• Project Cost $11-13 million
• Lost NOI (Estimate) $880,000
Total $11.9-13.9 million
• Pascuzzo and Pate Design (2026/2027)
• Project Cost $11-15 million
• Lost NOI (Estimate) $2.4 million
Total $13.5-17.4 million
Next Steps
•Council to provide direction
•Move forward with a redesign or not?
•Selection of a designer?
•Complete bid documents, CEQA review,
pavilion area enhancement, and bid project
and see what costs really are.
•Once bids come in, agendize for Council
consideration.

GOLF COURSE ITEMSEXPECTED LIFE CYCLE
ASGCA thanks those at the USGA Green Section,
Golf Course Builders Association of America, Golf Course Superintendents Association of America and various
suppliers for their assistance in compiling this information.

The materials presented on this chart have been
r
eviewed by the following Allied Associations of Golf:

HOW LONG SHOULD PARTS OF THE GOLF COURSE LAST?
(or longer)
Component life spans can vary depending upon location of the golf course, quality of materials, original installation and past maintenance practices. We encourage golf course leaders to work with their golf course architect, superintendents and others to assess the longevity of their particular course’s components.

NOTES: ( 1) S everal factors can weigh into the decision to replace greens: accumulation of layers on the surface of the original construction, the desire to convert to new grasses and response to changes in the game from an architectural standpoint (like the interaction between green speed and hole locations). (2) Assumes on-going maintenance beginning 1 – 2 years after installation. ( 3) T ypically replaced because the sand is being changed — while the machinery is there to change sand, it’s often a good time to replace the drainage pipes as well. (4) As new grasses enter the marketplace — for example, those that are more drought and disease tolerant — replanting may be appropriate, depending upon the site.

ITEM YEARS ITEM YEARS
Greens (1) 15 – 30 years
Bunker Sand 5 – 7 years
Irrigation System 10 – 30 years
Irrigation Control System 10 – 15 years
PVC Pipe (under pressure)
10 – 30 years
Pump Station 15 – 20 years
Cart Paths – asphalt (2) 5 – 10 years
Cart Paths – concrete 15 – 30 years
Practice Range Tees 5 – 10 years
Tees 15 – 20 years
Corrugated Metal Pipes 15 – 30 years
Bunker Drainage Pipes (3) 5 – 10 years
Mulch 1 – 3 years
Grass (4) Varies
DATA COMPILED BY ASGCA, 125 NORTH EXECUTIVE DRIVE, SUITE 106, BROOKFIELD, WI 53005 For more information,
contact ASGCA at
262-786-5960 or
www.asgca.org
Club Managers
Association of America®
ATTACHMENT #1

Agenda- April 2, 2024
Attachment #2
Aerial of 25-acre parcel subject to easement with Renaissance

Agenda- April 2, 2024
Attachment #2

Agenda- April 2, 2024
Prepared By:

Proposed new tee for #12
ATTACHMENT #3

INDIAN WELLS GOLF RESORT
Players Course

GOLF COURSE REDESIGN &

IMPROVEMENT PLAN
DECEMBER 2022

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INDIAN WELLS GOLF RESORT
Player’s Course

Redesign & Improvement Plan

Prepared by:

JOHN FOUGHT, ASGCA

~ Table of Contents ~

December 4, 2022

18-hole Illustrative Plan……………………………………. 4, 5

Plan Narrative……………………………………………….. 7-9

Individual Hole Drawings…………………………………. 11-19

Color Rendering……………………………………………. 20- 21

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Plan Narrative

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7 PLAN NARRATIVE

INTRODUCTION

The purpose of the plan for the Player’s Course is to incorporate two additional holes into the main body of the golf course while preserving the overall design of the golf course. The Player’s Course is a highly rated resort golf course in the center of the Coachella valley. There is no need to redesign or re-engineer the course as it is one of the best in Southern California and has been recognized by many leading golf publications as one of the best places to play golf. The new golf course will be a slight modification of the current course while improving certain infrastructure elements.

“The rebuilding of courses is often
severely criticized, and in many cases
such censure is deserved; but it is well
to remember that the gradual and
continued improvement of golf courses
has been brought about not only by the
natural betterment of golf construction,
but because of the increased efficiency
of the golf ball, the playing value of
which is more perfect, particularly with
regard to its distance……There are
courses which have not been properly
constructed, on which the strategy is
not good……… Therefore, there is good
reason for changes to the existing
layout.”
George C. Thomas,
Golf Architecture in America, 1927

REDESIGN

The need for a modest redesign of the Players Course is driven by the fact that the last two holes (#17 and #18) will become parts of two hotel properties. The seventeenth hole will be sold to a developer who plans to build a new property south of the current wash along Highway 111. The eighteenth hole will become part of an expansion of the current Renaissance Esmeralda Resort. This will require two new holes to be constructed inside the remaining golf envelope.

However, there will be a need to make some additional adjustments to the remaining golf holes to make these holes fit seamlessly into the course design.

Several holes will have to be reconfigured to make the course play properly. The first hole will be reversed so the course can be played with returning nines.

Agenda- April 2, 2024
8 Overall, there will be seven new greens constructed and a new putting green to service for opening holes. Please see hole by hole plans for further detail.

It is important to note that I have studied the current course to apply changes that will improve maintenance practices. One of the ways this will be accomplished is to modify all of the existing bunkers to remove unnecessary bunkers while also providing a slightly simpler design motif for the remaining bunkers. This important change is not intended to make the course easier but rather to remove non-essential bunkering. The result will reduce the bunker count by 17 bunkers and approximately 40% of the sand area. This will translate into saving significant maintenance labor.

INFRASTRUCTURE

With the golf course being more than 15 years old, there are items within the golf holes which need to be improved. In order to better understand the life cycle of the critical golf course elements, attached is the results of a study undertaken by all of the major golf bodies including the USGA, the Golf Course Superintendents Association, the PGA of America, and the American Society of Golf Course Architects. The result of this study is intended to provide golf course owners with information regarding the timing of necessary infrastructure improvements.

The elements slated for improvement for The Players Course are tees (resurface), greens (replanting), bunkers as previously described and irrigation. When the golf course is closed to integrate two replacement holes, the infrastructure improvements will be installed. This is the best time to make these improvements as additional closures would negatively affect the cash flow from operations.

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9

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Individual
Hole Drawings

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200y
250y
300y
350y
400y
450y
500y
550y
600y
650y
0y
50y
100y
150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #1 Par 5
620 yds - 584 yds - 545 yds - 478 yds - 412
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. There is a need to add an addition-
al middle tee (Yellow) to create the
proper yardage for this par five from
all tees. Some fill material will be
needed to create this new tee.

The two back tees will be combined and
expanded where necessary. All forward
tees will be enlarged and adjusted as
needed to ensure all playing locations are
flat and able to handle play.

2. The current bunkering on this hole
will be reshaped to be slightly smaller
and easier to maintain. All other
features will remain as currently
constructed.

SCALE: 1”=200’

1 2
2 2

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200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #2 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. The existing tees will be enlarged
to restore the playing area of each tee
that has been lost over the years.

There should be five positions to play
the hole. In order to achieve this we
will combine several of the middle
tees.

2. The center crossing bunker which
bisects the tee shot landing area will
be significantly reduced in size. It will
be reshaped to be positioned on the
left side of the tee shot landing area.

The fairway will also be expanded.

3. All greenside bunkers will be
adjusted and reshaped to be easier to
maintain.

SCALE: 1”=200’

1 2
3 3
400 yds - 373 yds - 342 yds - 322 yds - 286 yds

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #3 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. The current back tee (Cabernet)
needs to be expanded in size as it has
become much too small. This tee will
be expanded back adding at least 5
yards to the tee shot. Several trees
will be removed to make this change.

2. The current right back greenside
bunker will be removed (filled in) as it
is not needed strategically. There are
now trees and grasses that fill this
area.

3. The right fairway bunker will be
slightly reshaped to be simpler to
maintain. However, this bunker is an
important startegic feature for the tee
shot and will remain.

4. The left greenside bunker will be
reshaped and expanded as it has
shrunk over the years. It will be
moved into the left edge of the green
making it a better strategic feature.

SCALE: 1”=200’

1 2
3 4
337 yds - 312 yds - 290 yds - 269 yds - 241 yds

Agenda- April 2, 2024
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150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #4 Par 3

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. The current back tee (Cabernet)
needs to be moved to the left to avoid
the shaded area on the right side of
the tee. The existing tree on the right
has grown much taller in the past 15
years. This will minimize the shade
from this tree and provide a better
growing environment for the tee.

2. There are currently five bunkers
that surround the green. We need to
eliminate three of these bunkers to
ensure simpler maintenance. There
will be a large front bunker that will
protect most of the left side of the
green and there will be an expanded
back bunker to catch tee shots that
are hit errantly to the right. Please see
diagram to review the new proposed
bunkering.

SCALE: 1”=200’

1 2
2 186 yds - 163 yds - 157 yds - 144 yds - 124 yds

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
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150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #5 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. A new expanded back tee will be
constructed to the right of the existing
back tee. This new tee position will
add at least 5 yards to the hole from
the right location. This hole will be
more challenging from the back tee.

2. The large right fairway bunker will
be moved up the fairway to challenge
the lower handicap players. It will be
reshaped to provide a simpler
maintenance program.

3. The second right fairway bunker
will be expanded in its current position
to provide easier maintenance and
better visibilty from the tees. This
bunker marks the corner of the
dogleg.

4. The greenside bunkering will be
renovated (smaller) to provide simpler
maintenance but still maintain the
original design intent. The front right
bunker will be slightly reshaped in its
current location. The left greenside
bunker will be rebuilt to be less than
half of the original size but must be
expanded in width. It has become
much too narrow.

SCALE: 1”=200’

1 2
3 4
457 yds - 424 yds - 391 yds - 351 yds - 327 yds

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’
1 2
3 4
4 HOLE NOTES:

1. The current sixth hole will be
reconfigured to form the new sixth &
seventh holes. A new back tee will be
constructed behind the proposed fifth
green. This tee will be elevated to pro-
vide a better view of the tee shot land-
ing area.

2. The tees moving forward will have
four additional playing locations.

These tees will be similar in location
to the current tees on existing hole #6
with the exception of the forward tees.

3. A new green will be constructed
near the location of the current
nursery on the right. The new green
will be slightly elevated to provide a
better view of the putting surface from
the tee shot landing area.

4. There will be a new bunker
constructed on a direct line of play
towards the new green from the tee
shot landing area. There will also be a
new greenside bunker constructed on
the left front of the green for strategic
purposes.

HOLE #6 Par 4
418 yds - 390 yds - 361 yds - 339 yds - 296 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
5,930 SF

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’

1 2
3 4
HOLE NOTES:

1. A new par three will be constructed
to add an additional hole to replace
current #17 and #18. It will be a
medium length hole with the tees
being constructed just south of the
new green on #6. The green will be
constructed near the existing #6
green.

2. Three expansive tees will be
constructed with five playing locations.

They will be slightly elevated to
provide a view of the new green.

3. The new green will be long and
elevated to provided multiple hole
locations.

4. Two new greenside bunkers will be
positioned on the left and right side of
the new green to add strategy.

HOLE #7 Par 3
177 yds - 150 yds - 141 yds - 132 yds - 109 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
7,300 SF

Agenda- April 2, 2024
200y
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INDIAN WELLS GOLF RESORT
Players Course
HOLE #8 Par 5

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. A new back tee will be added that
will be elevated well above the tee
shot landing area. This tee will be built
just south of the new #7 green.

2. The front of the fairway will be
extended back towards the tees to
provide additional landing area.

3. The two left fairway bunkers just
past the tee shot landing zone will be
removed and one smaller bunker will
be constructed near the location of the
existing bunkers.

4. The crossing bunker that exists in
the second shot landing zone will be
replaced by one smaller bunker built
to right of the existing bunker.

5. The two greenside bunkers will be
replaced by one front bunker that is
near the green.

SCALE: 1”=200’

1 2
3 4
5 577 yds - 537 yds - 502 yds - 463 yds - 407 yds

Agenda- April 2, 2024
200y
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INDIAN WELLS GOLF RESORT
Players Course
HOLE #9 Par 3

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. The existing long eigth hole will
become the new ninth hole with the
following adjustements:

2. The existing tees will be restored
to their original size with some minor
modification. There will be four tees
large enough to place five tee
positions.

3. The huge right front bunker and
back greenside bunkers will be rebuilt
into one bunker near the back portion
of the green. This will provide an open
front to the green that will allow
approach shots to be played away
from the left side of the green.

4. A larger left front bunker will direct
the approach shot to the center of the
putting surface.

5. The cart path will be moved closer
to the fairway and trees will be planted
on the left side of this hole.

SCALE: 1”=200’

1 2
3 4
5 223 yds - 202 yds - 189 yds - 165 yds - 137 yds

Agenda- April 2, 2024
200y
250y
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400y
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500y
550y
600y
-50y
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50y
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LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’
1 2
3 3
4 333 yds - 310 yds - 295 yds - 260 yds - 236 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
6,010 SF
HOLE #10 Par 4
HOLE NOTES:

1. The tenth will be a new hole that is
positioned between the par three ninth
and the new par five eigteenth. This
new hole will be relatively short but quite
interesting to play. It will be framed on
the left by mature pine trees and on the
right by two angled fairway bunkers.

2. There is a hump that protrudes into
the fairway that will be lowered to
provide the best possible view of the tee
landing zone.

3. Three fairway bunkers left and right
will add strategy to the drive while also
creating needed definition.

4. A long narrow green that slopes
away from the approach will be
constructed. Two greenside bunkers
placed on the right edge of the green
will complete the design of this hole.

Agenda- April 2, 2024
200y
250y
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450y
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600y
-50y
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LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’

1 2
3 3
3 4
5 HOLE NOTES:

1. The eleventh hole will be
developed in the general location of
the existing third hole.

2. A new set of tees will be built
slightly south of the existing tees on
current #3. The new back tee will add
some yardage to the hole.

3. Three fairway bunkers will be built
to tighten the tee shot area and will
add strategy to the landing zone.

4. A new green will be constructed
behind the current green in the
approximate location of the existing
cart path. The existing trees and
mounding behind the new green will
provide a nice backdrop.

5. The new cart path will be routed
across the fairway in-between the
tees shot landing area and the green
and will connect to the right.

HOLE #11 Par 4
382 yds - 355 yds - 332 yds - 305 yds - 274 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
4,850 SF

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
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LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’
1 2
3 HOLE #12 Par 3
180 yds - 170 yds - 159 yds - 148 yds - 124 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
4,950 SF
HOLE NOTES:

1. The twelth hole will be a new par
three that plays slightly downhill to a
green that is constructed on the left
side of an existing sand hillock. The
left edge of the green will fall away to
the left.

2. There will be three large tees
constructed that will provide five tee
locations.

3. The green shape will be long and
narrow but will provide at least six
individual areas to place holes. There
will be now bunkers on this hole
making it different from all other holes
on the golf course.

Agenda- April 2, 2024
200y
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INDIAN WELLS GOLF RESORT
Players Course
HOLE #13 Par 5

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. The new par five thirteenth hole
will be developed utilizing the par four
fourth fairway and green. This hole will
be quite long and will dogleg gently to
the right. The mounds that exist just in
front of the tee shot landing area will
be graded down and the fill material
generated pushed back towards the
new tees.

2. A new fairway bunker will be
constructed on the left side of the of
the fairway near the tee shot landing
zone.

3. The existing fairway bunkers near
the second half of this hole will be
reshaped.

4. Adjustments to the cart path
routing will be necessary to make this
hole connect properly.

5. The front greenside bunker will be
reshaped smaller to protect the
approach to the green from the
fairway.

SCALE: 1”=200’

1 2
3 3
4 5
577 yds - 537 yds - 504 yds - 464 yds - 410 yds

Agenda- April 2, 2024
200y
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INDIAN WELLS GOLF RESORT
Players Course
HOLE #14 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022

SCALE: 1”=200’

1 2
3 467 yds - 437 yds - 390 yds - 354 yds - 327 yds
HOLE NOTES:

1. The existing fifth hole will become
the new fourteenth hole and will have
only minor changes to the design.

2. The current left fairway bunker will
need to be reconstructed with minor
modification. This will provide ease of
maintenance.

3. The two right existing greenside
bunkers will be consolidated into one
bunker that will simply maintenance.

Agenda- April 2, 2024
200y
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300y
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600y
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INDIAN WELLS GOLF RESORT
Players Course
HOLE #15 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022

SCALE: 1”=200’

1 2
3 4
5 515 yds - 479 yds - 443 yds - 410 yds - 358 yds
HOLE NOTES:

1. The current fourteenth hole will
become the new fifteenth hole but
will be shortened to play as a long par
four. It will play downhill from tee to
green and will have several of its
strategic elements adjusted.

2. With the tees moving forward, the
right fairway bunker will be moved
approximately 25 yards closer to the
green to fit the new hole design.

3. The crossing bunker that is
located 120 yards short of the green
will be reshaped to a simpler design
for maintenance purposes.

4. The two fore-bunkers will be
replaced by a single bunker that is 35
yards short of the green on the right.

5. The existing green will be slightly
expanded in its current location. The
left greenside bunker will be rebuilt
to provide simpler maintenance.

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
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150y

INDIAN WELLS GOLF RESORT
Players Course
HOLE #16 Par 4

Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
HOLE NOTES:

1. This current fifteenth hole will
become the sixteenth hole with only
minor modifications.

2. The back tee has become much
too small and will need to be restored
to its original intended size. The plant
material growing around this tee
needs to be thinned or removed.

3. The left outside edge (outer rough)
of this hole has become badly
over-grown. At least 70% of the trees
and bushes need to be removed.

4. The right-center massive bunker
needs to be reshaped much smaller.

This will still provide the intended
affect but will be much simpler to
maintain.

5. The bunkers surrounding the
green area need modification. The two
right bunkers need to be filled in
(removed). After the over-grown trees
are removed, the left greenside
bunker needs to be reshaped larger
and connected into the green edge
better.

SCALE: 1”=200’

1 2
3 3
3 3
3 5
5 5
4 461 yds - 414 yds - 370 yds - 346 yds - 299 yds

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’
1 2
2 3
HOLE NOTES:

1. The new seventeenth hole will be
constructed utilizing the current
location of the par four sixteenth. It will
become a long dynamic par three that
plays downhill about 20 feet. It will
provide wonderful views of the
clubhouse and mountains beyond.

2. New tees will be constructed on
top of the ridge located above the
sixteenth green. There will be five
large tees constructed that will angle
to the right.

3. A new large green will be built with
one bunker located on the left. The
hillside on the right will allow tee shots
to bound to the left onto the green.

HOLE #17 Par 3
243 yds - 220 yds - 208 yds - 190 yds - 166 yds

INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
7,860 SF

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y

LINE OF PLAY
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’

SCALE: 1”=200’
1 2
3 3
4 5
6 HOLE #18 Par 5
551 yds - 516 yds - 485 yds - 444 yds - 406 yds Players Course

INDIAN WELLS GOLF RESORT
5,960 SF
HOLE NOTES:

1. The new par five eigteenth hole will
be play in reverse of the current first
hole. It will play along the top of the
wash and will provide wonderful views
of the clubhouse area and the
mountains in the distance. The new
tees will be built near the current first
green.

2. The fairway grades will need to be
adjusted to make this hole play
properly. Certain areas in the tees shot
landing zone and in front of the green
will need to be lowered and softened.

3. Two large fairway bunkers will be
constructed on the right in the driving
zone to provide strategic elements.

4. A large fairway bunker near the
second shound landing zone and
another in front of the green will add
important strategic elements and
protect the new tees on #10.

5. A new green will be built along the
top of the wash. This will be a
wonderful final green location.

Agenda- April 2, 2024
200y
250y
300y
350y
400y
450y
500y
550y
600y
-50y
0y
50y
100y
150y
60’
0’
30’
30’60’ 30’
30’
60’60’
Master Plan By:

JOHN FOUGHT DESIGN
Golf Course Architecture
Scottsdale, Arizona
OCTOBER 2022
SCALE:
1”= 60’

HOLE NOTES:

1. There will be a need to build a
putting green since the new #18 hole
will occupy the space for the existing
putting green. The new green will be
created behind #9 green and will be
accessible from the tees on #1 and
#10.

2. The new putting green will spacious
and will also be realively flat. This will
allow as many hole locations as
possible.

3. A cart path will be constructed on
three side of this green to provide
easy access for players before start
their rounds.

PUTTING GREEN INDIAN WELLS GOLF RESORT
Players Course
SCALE: 1”=200’
9,025 SF

Agenda- April 2, 2024

Agenda- April 2, 2024
Color Rendering

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
A
ugust 1, 2023
Ch
ris Freeland, City Manager
Indian Wells, California
D
ear Chris,
A
ttached is the cost analysis for the players course redesign which was completed in December of 2022. The costs provided for this proposed project include the hard costs for the actual construction as well as the soft costs for design of the new elements and the engineering for the irrigation improvements. To develop these budget numbers, I enlisted the aid of two golf course contractors who reviewed the plan and sent me proposed costs based on take-offs we generated. Troon Golf’s construction vice president and their lead agronomist also provided input during the process. It is impossible to predict every cost accurately until the bid process is complete but I believe these numbers reflect the costs of building the proposed improvements.

Th
is study takes into account the prospect of relocating two additional holes to replace current #17 and #18 and melding them into the main of the golf course. Please note it is not as simple as just building two new holes. Several of the exiting holes must be modified to incorporate the additional holes seamlessly into the remaining golf course.

In reality we will be building eight new greens and making several adjustments to the golf course to make the necessary transition. Please note that based on the age of the course it is also critical that we make some modest infrastructure improvements to the existing golf course. The cost for these improvements is included in this study.

A
lthough the costs are not broken down by category, new holes versus existing infrastructure improvements and fire access road, there and three broad categories we are estimated including new holes, existing infrastructure improvements (existing holes), and the fire/access road. The costs are estimated to be $4,500,000 for the new replacement holes, $1,000,000 for the fire access road and $2,500,000 for the infrastructure improvements to the existing golf holes. Please keep in mind that these estimated costs would be higher if completed individually because line items such as mobilization are spread over the entire project. It is not inconceivable that if the infrastructure improvements to the existing were done separately they would cost at least an extra $1,000,000. And the course would need to be closed for an additional period of time.

I
t is important to note, if we do not include the infrastructure improvements to the remaining golf holes, the new greens and bunkers would be play differently and have to be maintained differently than the current 15 year old golf holes. After testing the ATTACHMENT #4

Agenda- April 2, 2024
existing greens, we found that there is a thatch layer of approximately two inches which is normal for 15 year old greens. The problem with this situation is that it will take at least two years for the new greens to develop the same consistent thatch layer. From my experience this will hurt your reputation with your residents and the resort guests. The new bunkers will also play and look different as will the existing tees. All quality golf courses need infrastructure improvements over time.

My goal is to provide the highest quality playing experience for your residents and your resort guests. As we have discussed previously, Indian Golf Resort is a very important project to me and I appreciate the opportunity to stay involved with this wonderful golf course. I believe this plan will ensure it remains a great playing experience.

Respectfully submitted,

John Fought
ASGCA

Agenda- April 2, 2024

32 COST ANALYSIS

ASSUMPTIONS

During this part of the Redesign Study for The Players Course at Indian Wells Golf Resort we will be analyzing the costs for building the improvements. While a total estimated cost for construction will be provided, individual lines will be discussed as well.

The budget identified in this study is based on current costs of construction. It also takes into account California prevailing wages for labor. Please note that we are experiencing higher fluctuations in material costs because of high inflation. Fuel costs are also much higher and more volatile than normal. The following budget could vary markedly if the project is delayed for a significant period of time as there is no way to predict future values.

In order to provide the most accurate costs as possible we have solicited cost estimates from two golf course contractors Landscapes Unlimited and Duininck Golf. They are both highly skilled, experienced contractors who have a proven track record of building high quality projects within a given timeframe. We have also utilized our own experience in working on renovations over the past 30 years and we have consulted with the Troon Golf team to organize and develop this study.

“Economy in course construction
consists in obtaining the best results at a
minimum of cost. The more one sees of
golf courses, the more one realizes the
importance of doing construction work
really well, so that it is likely to be of a
permanent character.”

Alister MacKenzie,
Golf Architecture, 1920

The costs outlined in this analysis do not include permitting, any hardscape construction or other items possibly contemplated by the City.

Agenda- April 2, 2024

33 All of the information presented in this analysis should be carefully studied and integrated into the City’s plan for improvements.

This part of the study will 1) estimate a scope of work; 2) briefly explain the process for reconstructing the different line items; and 3) provide a cost estimate associated with each line item.

The costs are categorized into two areas which represent the phases of construction: Pre-construction and Hard-construction.

PRE-CONSTRUCTION LINE ITEMS

These line items represent the costs associated with the proper design and engineering of the course improvements, including construction and grow-in visits. The major portion of these costs will be incurred prior to construction; the remainder will be discharged throughout the process of construction.

The line items in this category are:

GOLF COURSE DESIGN

IRRIGATION DESIGN

TESTING
SURVEY

REIMBURSABLE EXPENSES

HARD-CONSTRUCTION LINE ITEMS

The costs associated with this category represent the men, materials and tasks associated with building the proposed improvements. These costs have been carefully reviewed with local material suppliers and from budget numbers provided by our contractor group.

The anticipated line items included in this phase of work for The Players Course are as follows:

MOBILIZATION

DEMOLITION
Tree Removal
Cart path removal
Turf Removal

SHAPING

DRAINAGE

Agenda- April 2, 2024

34 IRRIGATION

FEATURE CONSTRUCTION
Greens
Tees
Bunkers

CART PATH & ROAD CONSTRUCTION
Cart Paths
Road Construction
Curbing

FINISHING

GRASSING
Greens
Playing Areas
Sod

TREE PLANTING

PRE-CONSTRUCTION COSTS

Golf Course Design

It is critical that all of the proposed items
to be carefully planned, bid and field
monitored. John Fought Design has
been retained by the City of Indian
Wells to implement the design and
manage this process. The design fee
(including irrigation design), is based on
8% of the cost of construction, will be
$480,000 for the total design program. A
breakdown of these costs are as follows:

Conceptual Planning..…………………………………… $ 40,000
Construction Documents………………………………… $18 0,000
Bid Process………………………………………………….. $ 20,000
Construction & Grow-in Observations…………………. $ 240,000

Total Golf Course Design Fee…………………………… $480,000

Agenda- April 2, 2024

35 Irrigation Engineering

The redesign of the golf holes will require part of the irrigation system to be re-installed as new. Based on the fact that the current system is 15 years old, there are several elements of the system that will need to be replaced including the sprinkler heads around the greens and the clocks.

The irrigation system improvements will be designed and field staked by David Yoshimura. He was the designer of the original system when the course was constructed. The cost for his work is estimated to be $93,000.

Testing

Before (and during) the construction process materials such as greens mix and bunker sand will need to be tested in order to ensure the success of the project. The anticipated cost for this work is $3,000.

Survey

The new hole locations as outlined on the plan will need to be surveyed in order to be constructed according to the approved plan. The estimated cost for this work is $2,500.

Agenda- April 2, 2024

36 Reimbursable Expenses

Site visits will need to be made to monitor and approve the construction work. Prints and copies will also be developed throughout the process.

These costs are outlined below:

Golf Course Design Team (20 visits @ $800/visits)……. $16,000 Production Costs (prints, mailings, etc.) ....................... $ 3,000

Total Reimbursable Expenses ......................................... $19,000

SUMMARY: PRE-CONSTRUCTION COSTS

GOLF COURSE DESIGN ................................................................... $48 0,000 IRRIGATION ENGINEERING………………………………………….. .. $ 93,000
TESTING ............................................................................................ $ 3,000 SURVEY ............................................................................................. $ 2,500 REIMBURSABLE EXPENSES ................................................................ $ 19,000

Pre-Construction Total .................................................................... $597,500

HARD-CONSTRUCTION COSTS

Mobilization

The cost to mobilize (and de-mobilize) men and equipment is estimated to be $300,000. This line item also includes overhead, project management, housing and subsistence during the construction process.

Demolition

To complete the work of redesigning the golf course it will be necessary to remove trees in certain areas, parts of the existing cart path, and areas of the existing turf grass. The details of this process are defined as follows:

Tree Removal
With parts of the golf course being re-routed there will be trees that must be removed to complete the redesign. There are also areas along the wash that have become overgrown and will need to be thinned to restore view corridors. We estimate that approximately 215 trees - both large and small will need to be eliminated. This process includes tree roots that are 1 inch or larger. The estimated cost for this work is $310,000.

Agenda- April 2, 2024

37 Cart path removal
Based on the current plan we estimate that 8,400 lineal feet of concrete cart path will need to be removed and buried in non-play areas within the golf course. Our contractors have provided a total cost of $65,000 for this work.

Turf Removal
It is anticipated that our maintenance crew will spray the areas requiring work with glyphosate. The golf contractor will then roto-till the remaining turf. However, it is important to note that the new turf will be the same variety as the existing turf. The estimated cost for turf removal of the estimated 25 acres of existing turf is $75,000.

Based on these line items the total cost for demolition is estimated to be $450,000.

Shaping

The shaping, which is the artist portion of the work, will be done by talented, experienced operators. For the Players Course, some modest pushing of material will be needed to create the new features required.

This work is estimated to cost $255,000 and includes 8 new greens, all of the new bunkers and any earthwork adjustments to complete the work.

Agenda- April 2, 2024

38 Drainage

There has not been a detailed drainage plan developed for the new golf course. However, based on the fact that the entire site is sand and there is an existing drainage system that can be utilized in most areas, very little mechanical drainage will be required. An allowance of $100,000 has been included for any items such as pipe, inlet structures and sumps.

Irrigation

David Yoshimura was the original irrigation designer and will be assisting as we begin the process of incorporating two additional holes into the main golf area. Based on past experience our contractor group has estimated that we include an allowance of $2,000,000. Once the scope of work is clearly identified and detailed plans are developed by David a finite cost will be provided.

Feature Construction

Included in the work for the redesign of the Players Course are eight new greens, all bunkers on the course and tees needed for revitalization. The process and estimated costs are outlined below:

Greens
As shown on the plan eight new
greens will be constructed according to the
same specifications (USGA) that the original
greens were built 15 years ago.

The total area of the eight new greens is
52,500 square feet and includes a new
putting green. Utilizing approved materials, it
is estimated that the new greens will cost
$630,000.

In order for the remaining eleven greens to
match the seven new greens, it is important
for the existing greens to have the top three
to four inches removed, potential some mix
added and tilled into the sand layer. Testing
is being completed on the existing greens to determine the process. The cost for the 61,350 square feet is estimated to be $185,000.

Agenda- April 2, 2024

39 Based on these elements, the estimated cost for greens construction is $815,000.

Tees
The new tees will be constructed out of native sand materials which will ensure the cost is much lower than normal. For the new tees, the tee will be shaped and laser leveled. The existing tees will have the turf removed and then laser leveled before replanting. The approximate area of the tees is 104,000 square feet. The estimated cost to complete the process for all of the tees is $135,000.

Bunkers
One of the key features to be rebuilt is the sand bunkers. During the redesign process we have eliminated 17 bunkers and have proposed modifying the remaining bunkers to be simpler to maintain. In order to keep the new sand from becoming contaminated and for the bunkers to hold their shape we have proposed installing a liner in the bottom of the bunker cavity. The estimated cost to complete this work is $1,100,000.

The total estimated cost for Feature Construction is $2,050,000.

Cart Path & Road Construction

With the redesign work proposed it will be necessary to remove areas of the path and re-install new cart path (see Demolition for removal). The new cart path will be constructed with concrete similar to the existing cart paths. Please note, included in this line item is a 16-foot-wide fire road/cart path. The following are the estimated quantities and costs for this work:

New Concrete Cart path (64,000 SF) = $ 550,000
Fire Delivery Road (55,000 SF) = $ 800,000
Curbing (5,200 LF) = $ 50,000

Total for Cart Paths $1,400,00

Finishing

The overall construction process is very disruptive so a finishing process that will required to partially reshape everything. Also, the final shapes of the critical areas like putting surfaces and tees must be finalized. As a final step in the finishing process, the ground must be prepared for planting. The finishing, therefore, becomes the final touch to tie everything together. All in all, it is a complex exercise requiring an experienced group of talented people. The cost for this process is estimated to be $290,000.

Agenda- April 2, 2024

40 Grassing

There are several different elements to the grassing process which must be completed to complete the work on The Players Course. They are as follows:

Greens
All of the putting surfaces will be sprigged with Tifeagle bermuda grass. The cost to grass the greens is estimated to be $70,000.

Playing Areas
The remaining playing areas on the golf course including the tees, fairways and roughs will be sprigged with 419 Tifway bermuda grass at a rate determined by our golf course superintendent. The cost for this work is estimated to be $185,000.

Sod
Some of the areas within the new golf course will need to be sodded. These areas include steep slopes around bunkers or tees and the green edges to keep different grass types from becoming intermixed.

Agenda- April 2, 2024

41 Based on similar projects we have provided an allowance of 220,000 square feet of sod or a total cost estimate of $175,000.

Therefore, the total cost for grassing is estimated to be $430,000.

Tree Planting

There will be a need to add 40 to 50 new trees once the golf holes are reconfigured. This will complete the redesign work and will make the golf course meld together properly. The allowance for trees is $50,000.

SUMMARY: HARD-CONSTRUCTION COSTS

MOBILIZATION……………………………………………………….. $ 300,000
DEMOLITION………………………………………………………….. $ 450,000
SHAPING………………………………………………………………. $ 255,000
DRAINAGE…………………………………………………………….. $ 100,000
IRRIGATION…………………………………………………………… $ 2,000,000
FEATURE CONSTRUCTION…………………………………………. $ 2,050,000
CART PATH & ROAD CONSTRUCTION…………………………… $ 1,400,000
FINISHING……………………………………………………………... $ 290,000
GRASSING……………………………………………………………. $ 430,000
TREE PLANTING………………………………………………………. $ 50,000

Hard-Construction Total………………………………………………. $7,325,000

TOTAL GOLF CONSTRUCTION COST

Pre-Construction Total………………………………………………… $ 597,500
Hard-Construction Total………………………………………………. $7,325,000

Total all costs………………………………………………………….. $7,922,500

Agenda- April 2, 2024
ATTACHMENT #5

Agenda- April 2, 2024

Agenda- April 2, 2024
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Agenda- April 2, 2024
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Agenda- April 2, 2024
/0/1/2/3/4/5/6/3/7/4/8/i255/6/8/10/i255/0/1/8/4/11/6/3/7/4/8 /12/6/2/1/10/i255/4/8/i255/13/7/2/i255/6/14/14/5/1/15/7/6/3/7/4/8/i255/6/8/10/i255/6/10/16/7/5/6/3/7/4/8/i255/17/4/5/i255/3/13/1/i255/18/4/5/19/i255/4/17/i255/20/1/21/1/8/10/6/5/22/i255/21/4/20/17/i255/15/4/23/5/2/1/i255/10/1/2/7/21/8/1/5/i255/24/4/8/6/20/10/i255/0/4/2/2/25/i255/7/3/i255/2/1/1/16/2/i255/4/8/20/22/i255/26/3/3/7/8/21/i255 /3/13/6/3/i255/27/4/13/8/i255/15/6/14/3/23/5/1/10/i255/3/13/1/i255/28/29/30/30/i255/31/32/33/32/i255/34/16/6/3/1/23/5/i255/3/7/3/20/1/i255/4/8/i255/6/i255/0/4/2/2/i255/15/4/23/5/2/1/25/i255/34/5/4/8/7/16/7/8/19/i255/35/4/20/17/i255/36/20/23/37/i255/8/1/6/5/i255/38/13/7/20/6/10/1/20/14/13/7/6/32/i255/39/13/1/2/1/i255/10/6/22/2/25/i255 /13/4/18/1/11/1/5/25/i255/18/13/1/8/i255/4/8/1/i255/26/8/10/2/i255/27/4/13/8/i255/5/4/6/16/7/8/21/i255/6/i255/0/4/2/2/i255/15/4/23/5/2/1/25/i255/13/1/40/2/i255/16/4/5/1/i255/20/7/19/1/20/22/i255/5/1/2/3/4/5/7/8/21/i255/6/i255/0/4/2/2/i255/15/20/6/2/2/7/15/i255/3/13/6/8/i255/3/6/15/19/20/7/8/21/i255/4/8/1/i255/4/17/i255/0/4/2/2/40/i255 /3/5/6/10/7/3/7/4/8/6/20/20/22/i255/3/4/23/21/13/i255/14/6/5/41/42/i255/13/4/20/1/2/32 /i255/43/8/i255/44/45/45/46/25/i255/27/4/13/8/i255/6/8/10/i255/13/7/2/i255/3/1/6/16/i255/15/4/16/14/20/1/3/1/10/i255/6/i255/18/7/10/1/20/22/i255/6/15/15/20/6/7/16/1/10/i255/5/1/2/3/4/5/6/3/7/4/8/i255/4/17/i255/38/7/8/1/i255/47/1/1/10/20/1/2/i255/35/4/20/17/i255/36/20/23/37/i255/7/8/i255/33/4/23/3/13/1/5/8/i255/38/7/8/1/2/25/i255 /47/4/5/3/13/i255/36/6/5/4/20/7/8/6/25/i255/18/13/1/5/1/i255/3/13/1/i255/21/4/6/20/i255/18/6/2/i255/3/4/i255/16/6/7/8/3/6/7/8/i255/3/13/1/i255/7/8/3/1/8/3/i255/6/8/10/i255/7/8/3/1/21/5/7/3/22/i255/4/17/i255/3/13/1/i255/4/5/7/21/7/8/6/20/i255/0/4/2/2/i255/10/1/2/7/21/8/i255/17/5/4/16/i255/28/29/44/48/25/i255/6/8/10/i255/5/1/2/3/4/5/1/i255 /3/13/1/i255/2/13/4/3/i255/11/6/20/23/1/2/i255/3/13/6/3/i255/13/6/11/1/i255/37/1/1/8/i255/15/13/6/8/21/1/10/i255/37/22/i255/3/4/10/6/22/40/2/i255/3/1/15/13/8/4/20/4/21/22/32/i255/49/4/5/1/4/11/1/5/25/i255/27/4/13/8/i255/2/14/1/8/3/i255/15/4/23/8/3/20/1/2/2/i255/13/4/23/5/2/i255/6/3/i255/3/13/1/i255/39/23/17/3/2/i255/34/5/15/13/7/11/1/2/i255 /7/8/i255/38/7/8/1/13/23/5/2/3/i255/50/47/32/36/32/51/25/i255/15/4/8/10/23/15/3/7/8/21/i255/1/52/13/6/23/2/3/7/11/1/i255/5/1/2/1/6/5/15/13/i255 /4/8/i255/0/4/2/2/i255/6/8/10/i255/13/7/2/i255/3/7/16/1/20/1/2/2/i255/6/14/14/5/4/6/15/13/i255/3/4/i255/10/1/2/7/21/8/7/8/21/i255/6/i255/21/4/20/17/i255 /15/4/23/5/2/1/32/i255/39/13/1/5/1/25/i255/27/4/13/8/i255/15/4/16/14/6/5/1/10/i255/6/1/5/7/6/20/i255/14/13/4/3/4/21/5/6/14/13/22/i255/4/17/i255 /38/7/8/1/i255/47/1/1/10/20/1/2/i255/4/11/1/5/i255/6/i255/42/45/41/22/1/6/5/i255/2/14/6/8/i255/3/4/i255/10/1/3/1/5/16/7/8/1/i255/13/4/18/i255 /3/13/1/i255/15/4/23/5/2/1/i255/13/6/10/i255/1/11/4/20/11/1/10/i255/17/5/4/16/i255/7/3/2/i255/28/29/44/48/i255/10/1/37/23/3/32 /i255/53/49/22/i255/54/4/37/i255/18/6/2/i255/3/5/22/7/8/21/i255/3/4/i255/26/21/23/5/1/i255/4/23/3/i255/1/52/6/15/3/20/22/i255/18/13/6/3/i255 /49/5/32/i255/0/4/2/2/i255/18/6/2/i255/3/5/22/7/8/21/i255/3/4/i255/10/4/25/55/i255/2/6/22/2/i255/27/4/13/8/25/i255/19/1/1/8/20/22/i255/6/18/6/5/1/i255 /3/13/6/3/i255/5/1/2/3/4/5/7/8/21/i255/6/i255/15/20/6/2/2/7/15/i255/15/4/23/5/2/1/i255/5/1/56/23/7/5/1/2/i255/6/8/i255/6/5/15/13/7/3/1/15/3/i255 /3/4/i255/5/1/2/7/2/3/i255/7/16/14/4/2/7/8/21/i255/13/7/2/i255/4/18/8/i255/11/7/1/18/2/32/i255/53/43/i255/20/4/11/1/i255/13/7/2/i255/18/4/5/19/i255 /2/4/i255/16/23/15/13/25/i255/6/8/10/i255/43/i255/2/3/23/10/7/1/10/i255/7/3/i255/2/4/i255/15/20/4/2/1/20/22/25/i255/3/13/6/3/i255/7/3/i255/18/6/2/8/40/3/i255/6/i255 /14/5/4/37/20/1/16/i255/17/4/5/i255/16/1/i255/3/4/i255/3/5/22/i255/3/4/i255/3/13/7/8/19/i255/18/13/6/3/i255/13/1/i255/18/4/23/20/10/i255/13/6/11/1/i255 /18/6/8/3/1/10/i255/3/4/i255/7/8/2/3/7/20/20/32/55
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/i255/27/4/13/8/40/2/i255/14/6/2/2/7/4/8/i255/6/8/10/i255/20/4/11/1/i255/17/4/5/i255/3/13/1/i255/21/6/16/1/i255/2/13/7/8/1/2/i255/3/13/5/4/23/21/13/25/i255/18/13/1/3/13/1/5/i255/18/13/1/8/i255/13/1/i255/18/6/2/i255/6/15/3/7/11/1/20/22/i255/14/20/6/22/7/8/21/59/7/8/i255/28/29/30/29/i255/13/1/i255/18/6/2/i255 /3/13/1/i255/38/35/34/i255/39/4/23/5/40/2/i255/0/4/4/19/7/1/i255/4/17/i255/3/13/1/i255/60/1/6/5/i255/6/17/3/1/5/i255/18/7/8/8/7/8/21/i255/3/4/23/5/8/6/16/1/8/3/2/i255/7/8/i255/15/4/8/2/1/15/23/3/7/11/1/i255/18/1/1/19/2/59/4/5/i255/3/4/10/6/22/i255/6/2/i255/6/8/i255/6/5/15/13/7/3/1/15/3/25/i255/18/13/1/5/1/i255 /17/4/23/5/i255/4/17/i255/13/7/2/i255/15/4/23/5/2/1/2/i255/6/5/1/i255/5/6/8/19/1/10/i255/7/8/i255/3/13/1/i255/53/39/4/14/i255/28/45/45/55/i255/50/61/62/63/64/65/66/66/67/68/49/4/10/1/5/8/51/i255/6/8/10/i255/13/7/2/i255/38/7/8/1/i255/47/1/1/10/20/1/2/i255/5/1/2/3/4/5/6/3/7/4/8/i255/18/6/2/i255/2/7/8/21/20/1/10/i255/4/23/3/i255/37/22/i255 /61/62/63/64/i255/70/71/72/66/73/74/i255/6/2/i255/6/i255/53/12/1/2/3/i255/47/1/18/i255/0/1/16/4/10/1/20/55/i255/17/4/5/i255/44/45/45/75/32 /76/77/78/79/80/81/i255/76/83/84/85/86/78/87/i255/76/81/84/88/i255/89/85/83/78/86/90/91

Agenda- April 2, 2024
/0/1/2/3/4/i255/6/4/2/7/8/9
/10/11/12
/10/13/12
/14/2/15/i255/10
/16/17/18
/16/13/16
/16/11/10
/19/20/21/1/7/i255/22/4/9/i255/0/15/4/4/23/24/i255
/25/20/15/26/27/4/15/i255/19/2/28/29/i255/26/8
/30/4/23/31/26/27/4/23/i255/32/8/1/4
/33/7/7/i255/25/8/15/4/i255/19/20/23/29/4/15
/34/4/35/8/36/4/i255/37/15/4/4/24/i255/2/23/7/i255
/19/20/21/1/7/i255/22/4/9/i255/37/4/4/24
/34/4/35/8/36/4/i255/37/15/4/4/24
/34/4/35/8/36/4/i255/38/1/7/i255/19/20/23/29/4/15/i255
/2/23/7/i255/39/4/2/7/i255/37/15/4/4/i255/2/23/7/i255/33/7/7/i255 /40/26/15/2/26/4/31/21/28/i255/19/20/23/29/4/15
/41/42/43/44/45/46/i255/48/43/49/50/44/51/i255/44/52/53/i255/54/55/43/49/50/44/51/i255/56/57/45/58/i255/59/58/58/60/61/58/53/i255/54/52/62/63/i255/57/45/i255/53/43/i255/64/52/45/65/i255/66/52/65/53/67/i255/66/44/57/61/58/i255/64/52/63/57/45/50/i255/57/51/i255/55/58/61/58/68/52/45/51/i255 /69/43/55/i255/51/43/60/52/65/70/53/i255/71/61/52/65/58/55/72/i255/73/43/55/58/i255/51/43/i255/51/44/58/i255/71/43/57/45/51/67/i255/44/58/70/53/i255/54/55/43/49/50/44/51/i255/57/51/i255/54/52/62/63/i255/53/43/i255/51/44/52/51/i255/64/58/45/i255/52/45/60/i255/66/43/64/58/45/i255/66/57/61/61/i255 /71/61/52/65/i255/69/55/43/64/i255/51/44/58/i255/69/52/57/55/66/52/65/i255/71/61/52/51/58/52/49/53/i255/51/44/52/51/i255/66/58/55/58/i255/53/43/i255/64/49/62/44/i255/52/i255/71/52/55/51/i255/43/69/i255/74/43/53/53/70/53/i255/60/58/53/57/50/45/72/i255/75/44/58/i255/50/44/43/53/51/i255/43/69/i255 /76/43/45/52/61/60/i255/74/43/53/53/i255/62/52/45/i255/55/58/53/51/72/i255/48/43/49/50/44/51/70/53/i255/53/58/45/53/57/51/57/68/58/i255/51/43/49/62/44/i255/52/51/i255/56/57/45/58/i255/59/58/58/60/61/58/53/i255/53/44/43/49/61/60/i255/54/55/57/45/50/i255/62/43/49/55/53/58/i255 /60/58/68/58/61/43/71/58/55/53/i255/51/43/i255/44/57/53/i255/60/43/43/55/53/51/58/71/72/i255/75/44/58/65/70/61/61/i255/77/45/60/i255/52/i255/64/52/45/i255/66/44/43/i255/63/45/43/66/53/i255/44/43/66/i255/51/43/i255/60/58/53/57/50/45/i255/45/58/66/i255/62/43/49/55/53/58/53/i255 /52/45/60/i255/51/43/i255/55/58/53/51/43/55/58/i255/43/61/60/i255/43/45/58/53/72/78/79/80/81/82/83/i255/81/85/86/82/83/87/88/82/89/83/90/i255/91/80/79/92/i255/93/81/89/88/82/81/i255/94/i255/95/80/79/85/96/83/89/87/88/90/i255/88/97/82/i255/98/88/80/81/80/83/88/80/99/i255/91/79/80/86/82/i255/100/83/101/i255/96/100/89/79 /102
/103/104/105/106/107/103/108/106/109/107/110/i255/108/110/112/i255/103/104/110/107/113/108/106/109/107/110 /114/115/116/117/115/118/119/120/121/122/i255/124/125/117/126/i255/124/127/125/i255/116/122/124/128/129 /130/116/127/115/118/i255/130/131/128/128/122/i255/125/127/132/115/133/i255/125/122/132/117/134/127/128/120/117/132 /135/117/132/127/116/135/i255/125/117/121/121/i255/136/116/127/137/120/132/138/i255/136/120/132/122/i255/132/122/122/135/116/122/121/i255/138/115 /136/120/132/122/i255/132/122/122/135/116/122/121/i255/138/115/i255/125/122/121/128/117/125/127/128/120/117/132 /122/127/125/116/137/i255/130/131/132/118/122/125/i255/115/117/132/121/128/125/131/115/128/120/117/132

Agenda- April 2, 2024
/0/1/2/3/4/5/6/7/8/1/5/4/i255/10/11/12/5/13/14/11/11
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/i255/56/i255/87/88/57/88/i255/137/63/127/i255/66/65/75/i255/70/71/72/73/74/63/67/75/76/71/63/74 /37/111/50/48/43/42/138/i255/53/50/38/43/105/100/101/i255/53/51/38/54/i255 /i255/56/i255/87/88/57/83/i255/70/71/72/69/93/65/76/i255/80/94/71/91/72/102/i255/70/68/74/i255/70/71/72/73/74/63/67/75/76/71/63/74

Agenda- April 2, 2024
/0/1/2/3/4/5/6/7/8/1/5/4/i255
/4/10/11/5/12/13/10/10
/14/15/16/17/15/18/19/20/21/22/i255
/24/25/17/26/i255/25/20/27/28/29/30
/15/25/20/21/29/20/22/i255/18/22/25/25/i255/19/20/31/21/i255 /29/28/22/i255/32/33/33/34/i255/35/36/21/36/i255/17/37/22/31/i255 /38/29/i255/37/20/31/22/i255/31/22/22/39/16/22/21/i255
/25/22/21/17/25/29
/29/17/26/i255/19/38/29/21/17/31/i255
/19/20/31/21/i255/29/28/22/i255/32/33/33/40
/41/22/16/39/42/19/22/31/i255/29/25/38/39/20/29/20/17/31 /29/28/22/i255/27/38/16/16/22/25/43/i255/27/17/16/24/i255 /15/16/35/44/45/i255/28/17/26/22/i255/29/17/i255/29/28/22/i255 /32/33/33/34/i255/38/15/15/22/31/29/35/25/22/i255
/26/38/29/15/28/i255/37/16/38/43/i255
/15/28/38/26/37/20/17/31/21/28/20/37
/46/47/48/49/50/51/51/52
/53/51/54/55/i255/55/47/57/i255/58/59/i255/60/61/62/63/64/63/57/65/48/i255/64/47/61/66/54/51/54 /67/68/69/70/71/72/i255/74 /68/67/75/76/77/68/78/i255/72 /70/75/79/i255/75/70/67/80/77/76/72/67/76/i255/70/75/76/72/70/71/i255/75/81/82/83 /i255/85/86/i255/87/88/89/90/91/92/93/88/i255/94/89/92/89/88/i255/95/92/96/97/i255/98/87/99/92/100/97/101/i255/102/92/96/103/104/105/93/106/92/99/88/107/i255/108/109/i255/110/99/92/111/111/104/100/i255/112/88/88/111/i255/113/114/105/88/111/107/i255/i255/115 /86/116/117 /i255/i255 /i255 /i255 /i255 /118 /86/119/86/i255/120/104/99/99/104/105/93/90/92/111/89/i255 /i255/121/86/i255/110/90/92/103/122/88/96/111/i255/87/92/123/i255/124/110/i255/125 /105/104/126/88/96/111/104/89/123/i255/95/99/92/100/88/107/i255/119/118/i255/127 /114/106/88/96/105/i255/112/114/122/88/96/89/i255/120/96/88/105/89/i255/113/114/105/88/111/107/i255/113/96/86/107/i255/i255/117/86/117/115 /i255/i255 /i255 /i255 /i255 /87 /96/128/100/88/i255/110/90/92/96/99/89/114/105/i255 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Agenda- April 2, 2024
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/99/62/61/62/54/i255/55/65/67/66/60/62/65/67/63/i255/64/62/56/62/54/69/65/i255/68/69/56/69/64/62/54/63/i255/54/55/95/62/67/69/65/62/i255/64/55/65/66/i255/78/65/80/81 /76/26/29/35/i255/25/26/27/28/29/30/i255/45/34/i255/26/35/37/i255/26/38/i255/30/29/37/i255/40/39/37/104/37/48/45/35/37/35/30/i255/28/26/41/38/i255/47/26/27/39/34/37/i255/33/39/47/29/45/30/37/47/30/34/i255 /45/35/i255/30/29/37/i255/48/26/43/37/39/35/i255/37/39/33/49/i255/50/37/i255/29/33/34/i255/30/29/37/i255/33/44/45/41/45/30/42/i255/30/26/i255/43/37/34/45/28/35/i255/47/26/27/39/34/37/34/i255/30/29/33/30/i255 /32/45/41/41/i255/34/30/33/35/43/i255/30/29/37/i255/30/37/34/30/i255/26/38/i255/30/45/48/37/i255/48/27/47/29/i255/41/45/72/37/i255/30/29/37/i255/28/39/37/33/30/i255/33/39/47/29/45/30/37/47/30/34/i255/26/38/i255 /30/29/37/i255/28/26/41/43/37/35/i255/33/28/37/i255/26/38/i255/43/37/34/45/28/35/49/53 /54/62/62/67/i255/68/69/78/94/62/56/70/60/62/63/i255/99/69/95/61/i255/99/54/62/95/60/67/62/56/61/63/i255/80/95/64/69 /105/106/107/107/108/i255/110/111/107/107/106/112
/74
/74
/74
/74
/74
/74

Agenda- April 2, 2024
/0/1/2/3/i255/5/1/6/7/2/8/i255/9/10/11/12/7/3/10/13/i255/14/15/1/16/10/17/8/11 /18/19/20/21/22/23/24/25/26/i255
/28/29/30/29/i255/30/31/32/31/33/31
/22/34/25/34/32/22/34/26/i255
/34/32/22/31/25/20/34/i255
/30/31/32/31/33/31

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
/0/1/2/i255/4/5/6/6/2/7/8/9/10/11/12/13/1/i255/14/11/12/7/15/2/16/5/7/5/17/5/18/i255/19/7/20/21/11/17/5 /22/11/23/2/i255/13/11/i255/13/1/2/i255/24/25/25/26/i255/5/17/27/i255/24/25/25/28/i255/19/29/29/2/17/13/12/7/2/i255/16/5/13/29/1/i255 /30/6/5/8/i255/14/1/5/23/31/20/11/17/15/1/20/31/18/i255/13/1/20/15/i255/31/6/5/8/5/32/6/2/i255/5/17/27/i255/31/20/29/13/12/7/2/15/33/12/2/i255 /27/2/15/2/7/13/i255/29/11/12/7/15/2/18/i255/34/20/13/1/i255/15/13/12/17/17/20/17/35/i255/6/11/17/35/9/7/5/17/35/2/i255/36/20/2/34/15/i255/11/37/i255 /13/1/2/i255/0/11/7/13/11/6/20/13/5/i255/16/11/12/17/13/5/20/17/15/18/i255/37/2/5/13/12/7/2/15/i255/34/20/27/2/i255/37/5/20/7/34/5/8/15/18/i255 /5/i255/13/7/2/23/2/17/27/11/12/15/i255/36/5/7/20/2/13/8/i255/11/37/i255/1/11/6/2/15/i255/5/17/27/i255/12/17/20/33/12/2/i255/13/12/7/13/6/2/9/32/5/29/38/i255 /35/7/2/2/17/15/39/i255/40/20/13/1/i255/13/1/2/i255/6/12/41/12/7/8/i255/11/37/i255/34/20/27/2/i255/29/11/7/7/20/27/11/7/15/i255/5/17/27/i255/31/6/2/17/13/8/i255 /11/37/i255/15/31/5/29/2/18/i255/13/1/2/7/2/i255/5/7/2/i255/27/20/37/37/2/7/2/17/13/i255/27/7/20/36/20/17/35/i255/5/17/35/6/2/15/i255/37/7/11/23/i255/13/1/2/i255 /36/5/7/20/11/12/15/i255/15/2/13/15/i255/11/37/i255/13/2/2/15/39/i255/0/1/2/i255/17/5/13/20/36/2/i255/36/2/35/2/13/5/13/20/11/17/i255/20/15/i255/5/7/35/12/5/32/6/8/i255 /13/1/2/i255/17/20/29/2/15/13/i255/11/37/i255/5/17/8/i255/29/11/12/7/15/2/i255/20/17/i255/19/7/20/21/11/17/5/39/i255/0/1/2/i255/4/5/6/6/2/7/8/42/15/i255 /11/7/20/35/20/17/5/6/i255/6/5/8/11/12/13/18/i255/13/1/2/i255/43/11/7/13/1/i255/14/11/12/7/15/2/18/i255/5/i255/44/11/1/17/i255/45/11/12/35/1/13/46 /0/11/23/i255/47/2/1/23/5/17/i255/29/11/9/27/2/15/20/35/17/18/i255/1/11/15/13/2/27/i255/13/1/2/i255/30/4/19/i255/0/11/12/7/42/15/i255 /24/25/25/25/i255/0/12/29/15/11/17/i255/48/31/2/17/39
/49/50/51/52/53/50/54/52/55
/56/57/58/59/60/61/62/63/64/65
/66/58/67/68/60/69/62/70/71/72
/56/73/68/68/74/60/69/62/63/65/71
/75/76/77/78/68/60/64/62/72/71/64
/79/68/59/60/64/62/71/65/64

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
/0/1/2/3
/4/5/6/6/5/7/i255/9/10/11/12/13/14/15/i255/9/6/11/17/i255/4/5/6/6/5/7/19/i255/20/21/22/5/7 /4/5/6/6/5/7/i255/9/10/11/12/13/14/15/i255/9/6/11/17/19/i255/23/10/11/12/24/21/24/i255/25/26/27/28/19/i255/29/5/7/i255/6/10/12/30/i255/17/21/21/12/i255 /13/29/21/i255/31/21/12/13/21/14/i255/10/23/i255/13/29/21/i255/7/10/31/32/5/6/i255/5/12/24/i255/21/31/10/12/10/33/32/31/i255/31/10/33/33/11/12/32/13/32/21/7/i255 /10/23/i255/4/5/6/6/5/7/34/i255/35/36/21/14/i255/13/29/21/i255/15/21/5/14/7/i255/13/29/32/7/i255/29/32/7/13/10/14/32/31/i255/13/14/21/21/i255/6/32/12/21/24/i255/30/10/6/23/i255 /31/10/11/14/7/21/i255/29/5/24/i255/6/10/7/13/i255/32/13/7/i255/36/32/12/13/5/30/21/i255/14/10/10/13/7/34/i255/37/i255/31/10/33/38/6/21/13/21/i255/14/21/12/10/39 /36/5/13/32/10/12/i255/31/10/12/7/32/7/13/21/24/i255/10/23/i255/31/10/12/7/13/14/11/31/13/32/12/30/i255/12/21/40/i255/13/21/21/7/19/i255/30/14/21/21/12/7/i255 /5/12/24/i255/17/11/12/41/21/14/7/i255/5/7/i255/40/21/6/6/i255/5/7/i255/32/12/7/13/32/13/11/13/32/12/30/i255/5/i255/7/21/6/21/31/13/32/36/21/i255/13/14/21/21/i255 /33/5/12/5/30/21/33/21/12/13/i255/5/12/24/i255/14/21/33/10/36/5/6/i255/38/14/10/30/14/5/33/34/i255/i255/42/32/13/29/i255/13/29/21/i255/14/21/39 /31/21/12/13/i255/31/10/33/38/6/21/13/32/10/12/i255/10/23/i255/13/29/21/i255/43/5/7/13/21/14/i255/44/6/5/12/i255/13/29/21/i255/31/6/5/7/7/32/31/i255/6/32/12/21/7/i255 /5/12/24/i255/38/6/5/15/32/12/30/i255/7/13/14/5/13/21/30/15/i255/29/5/7/i255/17/21/21/12/i255/14/21/7/13/10/14/21/24/i255/5/12/24/i255/14/21/32/12/36/32/30/10/39 /14/5/13/21/24/i255/13/29/21/i255/31/10/11/14/7/21/45/7/i255/7/13/5/13/11/7/i255/32/12/i255/13/29/21/i255/30/10/6/23/i255/31/10/33/33/11/12/32/13/15/34/i255 /46/47/48/49/50/47/51/49/52
/53/54/55/56/57/i255/59/i255/60/61/62/63/62
/53/54/64/65/i255/59/i255/60/61/66/67/68
/69/70/71/72/65/i255/59/62/61/60/67/73
/74/65/75/i255/59/62/61/66/62/68

Agenda- April 2, 2024
/0/1/2/3/i255/5/3/3/6/7/3/8/9/10/11/12/13/3/14/2/i255/0/1/2/3/8/15/i255/5/10/14/12/13/i255/16/17/14/10/7/1/2/17 /18/8/i255/17/2/i255/10/14/1/19/1/2/17/7/i255/20/10/2/17/7/6/i255/21/10/8/8/i255/6/3/8/1/19/2/15/i255/22/17/14/3/23/11/7/i255 /24/7/17/2/2/1/2/19/i255/17/2/6/i255/22/10/2/8/12/14/11/22/12/1/10/2/i255/25/3/14/3/i255/14/3/26/11/1/14/3/6/i255/12/10/i255/14/3/8/12/10/14/3/i255 /12/13/1/8/i255/25/10/2/6/3/14/23/11/7/15/i255/22/7/17/8/8/1/22/i255/22/10/11/14/8/3/27/i255/28/2/i255/14/3/12/11/14/2/1/2/19/i255/0/1/2/3/i255 /5/3/3/6/7/3/8/i255/12/10/i255/1/12/8/i255/24/7/17/29/1/2/19/i255/24/3/14/8/10/2/17/7/1/12/29/i255/10/23/i255/30/10/14/3/i255/12/13/17/2/i255 /31/32/i255/29/3/17/14/8/i255/17/19/10/15/i255/25/13/1/7/3/i255/17/7/8/10/i255/33/3/3/24/1/2/19/i255/24/17/22/3/i255/25/1/12/13/i255/12/10/6/17/29/34/8/i255 /12/3/22/13/2/10/7/10/19/29/15/i255/35/10/13/2/i255/36/10/11/19/13/12/i255/6/14/17/30/17/12/1/22/17/7/7/29/i255/14/3/37/3/8/12/17/38/7/1/8/13/3/6/i255 /1/12/8/i255/22/3/7/3/38/14/17/12/3/6/i255/14/3/24/11/12/17/12/1/10/2/27/i255/28/2/i255/17/6/6/1/12/1/10/2/i255/12/10/i255/3/39/12/3/2/6/1/2/19/i255 /12/3/3/8/15/i255/10/12/13/3/14/i255/22/10/11/14/8/3/i255/22/13/17/2/19/3/8/i255/1/2/22/7/11/6/3/i255/14/3/8/13/17/24/1/2/19/i255 /38/11/2/33/3/14/8/15/i255/3/2/7/17/14/19/1/2/19/i255/19/14/3/3/2/8/15/i255/17/7/7/i255/1/2/i255/17/22/22/10/14/6/17/2/22/3/i255/25/1/12/13/i255 /21/10/8/8/34/i255/6/3/8/1/19/2/i255/24/13/1/7/10/8/10/24/13/29/27/i255/40/41/42/43/i255/45/46/47/48/49/50/i255/14/17/2/33/3/6/i255/0/1/2/3/i255 /5/3/3/6/7/3/8/i255/1/2/i255/12/13/3/i255/12/10/24/i255/51/52/i255/23/10/14/i255/53/54/3/8/12/i255/5/3/25/i255/21/3/30/10/6/3/7/55/i255 /23/10/14/i255/56/52/52/32/27
/57/58/59/60/61/58/62/60/63
/64/65/66/67/68/69/70/71/72/73/74
/75/76/77/77/69/78/71/79/80/78
/75/65/81/82/68/67/83/69/74/71/84/85/74
/86/76/83/87/67/83/66/69/74/71/74/80/78
/88/89/90/91/92/88/93/91/94/92/95/i255/92/97/i255/92/88/94/98/94/95/93/99/i255/100/92/95/93/99/100/i255/88/92/90/90/i255/100/89/90/94/98/95

Agenda- April 2, 2024
/0/1/2/3/4/5/6/7/8/5/i255/10/1/7/4/8/5/1/11/i255/12/8/11/13/i255/14/11/15/16/17/18/1/7/7/11/18/19/i255/0/1/2/3/4/5/6/7/8/5 /0/4/7/3/i255/13/8/15/20/i255/5/8/7/1/16/11/21/i255/11/8/5/6/i255/22/1/20/i255/13/8/15/20/2/19/i255/4/5/23/11/15/24/4/5/6/i255/7/3/18/i255 /25/26/27/28/21/1/20/24/i255/29/13/20/8/30/i255/7/3/18/i255/16/1/23/31/i255/7/18/18/2/32/i255/33/5/4/2/3/4/5/6/i255/3/8/11/18/19/i255/7/3/18/i255 /34/5/4/35/18/20/2/4/7/21/i255/14/8/15/20/2/18/i255/4/2/i255/1/i255/24/4/13/33/23/15/11/7/i255/7/18/2/7/i255/13/8/20/i255/18/35/18/5/i255/7/3/18/i255 /2/7/20/8/5/6/18/2/7/i255/8/13/i255/22/11/1/21/18/20/2/36/i255/37/3/18/i255/38/39/7/3/i255/3/8/11/18/19/i255/1/2/i255/16/18/1/15/7/4/13/15/11/i255 /1/2/i255/4/7/i255/4/2/i255/7/8/15/6/3/19/i255/23/1/22/2/i255/1/i255/23/3/1/11/11/18/5/6/4/5/6/i255/1/5/24/i255/22/4/23/7/15/20/18/2/40/15/18/i255 /33/5/4/2/3/4/5/6/i255/33/35/18/28/3/8/11/18/i255/2/7/20/18/7/23/3/36/i255/41/7/2/i255/16/20/4/11/11/4/1/5/7/i255/24/18/2/4/6/5/i255/4/2/i255 /18/5/3/1/5/23/18/24/i255/16/21/i255/4/30/22/18/23/23/1/16/11/18/i255/22/11/1/21/4/5/6/i255/23/8/5/24/4/7/4/8/5/2/19/i255 /23/8/5/7/20/1/2/7/4/5/6/i255/7/20/1/5/2/4/7/4/8/5/1/11/i255/1/20/18/1/2/i255/1/5/24/i255/2/3/18/18/20/i255/6/20/1/5/24/18/15/20/36/i255 /37/3/18/i255/23/8/15/20/2/18/19/i255/42/3/4/23/3/i255/8/22/18/5/18/24/i255/17/18/22/7/18/30/16/18/20/i255/43/44/44/44/19/i255/42/1/2/i255 /7/3/18/i255/2/4/7/18/i255/8/13/i255/7/3/18/i255/43/44/44/43/i255/0/8/30/18/5/45/2/i255/10/14/46/46/i255/47/4/35/4/2/4/8/5/i255/41/i255 /14/3/1/30/22/4/8/5/2/3/4/22/i255/1/5/24/i255/4/2/i255/3/8/30/18/i255/7/8/i255/7/3/18/i255/34/5/4/35/18/20/2/4/7/21/i255/8/13/i255 /0/1/2/3/4/5/6/7/8/5/i255/6/8/11/13/i255/7/18/1/30/2/36 /48/49/50/51/52/49/53/51/54
/55/56/57/58/59/60/61/62/63/64/65
/66/67/68/69/70/71/60/72/62/61/73/74
/75/56/68/69/70/71/60/72/62/65/74/65
/66/70/76/77/70/78/70/71/67/60/79/62/61/80/65
/81/71/67/57/77/78/82/68/60/79/62/83/83/61

Agenda- April 2, 2024
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Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
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Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
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Agenda- April 2, 2024
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Agenda- April 2, 2024

Agenda- April 2, 2024

Agenda- April 2, 2024
BY

PASCUZZO & PATE

GOLF DESIGN

EL DORADO HILLS, CA
February 4, 2024
A

PROPOSAL
FOR

GOLF COURSE

DESIGN SERVICES
AT

INDIAN WELLS RESORT

PLAYERS COURSE

INDIAN WELLS, CALIFORNIA
ATTACHMENT #6

Agenda- April 2, 2024
IWGR pg. 2

5170 Golden Foothill Parkway
El Dorado Hills, CA 95762
916 941 8692
www.pascuzzopate.com

February 4, 2024

Mr. Ron Despain
SVP Golf Course Development
Troon
15044 N. Scottsdale Road
Scottsdale, AZ 85254

Dear Ron,

We appreciate this opportunity to present a proposal for the remodeling of the Players Course at Indian Wells Golf Resort. More than ever, the design and business sides of golf must work closely together to create fun and economically viable golf facilities. IWGR is already the premier municipally owned golf facility in the Coachella Valley, if not Southern California. With 42 years of experience in all aspects of Golf Course architecture, we believe we are the perfect design firm to make the needed modifications to the Players course while maintaining its position atop the market.

After my first visit, I shared with you a quick conceptual design solution, that allowed the 17 th and 18th holes to join the others across the wash
without disrupting the events center and had the 9th hole at the mid-course grill. Since then, we have talked about the need to get the 18th hole to finish closer to the bridge, reevaluating all bunkers and tees, resurfacing the greens, and upgrading the irrigation system. These changes will likely impact far more than the five holes shown in my first concep tual plan, but we think it wise to address all the needs of the golf course at one time, taking advantage of the economies of scale.

That brings us to how we view our role in this project. Our mission is not to put “our signature” on the golf course and treat this purely as an artistic endeavor without regard to the financial implications. Rather, we see ourselves as partners with you and the City. Our job is to craft creative design solutions that meet the project ’s goals and objectives. Together, we will evaluate these different solutions , their financial impacts, construction downtime, and potential ROI. Our commitment to you and the City is to design a course that plays great, has a high degree of maintainability, and continues to make the City proud.

Agenda- April 2, 2024
IWGR pg. 3

We will be with the project from beginning until opening day. As a California based firm, with experience working in the Coachella Valley, we plan on spending ample time on-site in all phases of the project. This is especially critical during the construction phase because this is where we can hand- craft the details of the golf course in a way that is impossible on paper, or on the computer.

They say that when one door closes another opens. That’s the case for us. We recently had a project in Southern California delayed until at least late 2025. As a result, we have the time and manpower to get started on this project immediately and make it our primary focus this year through all next year.

Please consider this proposal as a starting point for further discussions regarding the exact scope of work and the services we can provide. We have sent you a digital version of our company brochure which provides a more comprehensive look at our background and portfolio of work. On behalf of Steve Pate and myself, thank you for reviewing our proposal and we look forward to working with the City of Indian Wells and the team at Troon.

Sincerely,

Damian Pascuzzo, ASGCA, ASLA
Pascuzzo & Pate Golf Design
Past-president, American Society of Golf Course Architects CA Landscape Architect Registration No. 6352

Agenda- April 2, 2024
IWGR pg. 4

Proposal for Indian Wells Golf Resort – The Players Course

Phase I Master Planning

SCOPE OF WORK: Our intent is to provide design services to develop a master plan addressing the relocation of holes 17 and 18 along with other needs and objectives as identified by the City and Troon. We expect to focus on the following issues at a minimum:

• Eliminate crossing of the wash by relocating holes 17 and 18 and integrating them into the other 16 holes. • Modify the layout of the golf course so that the 9th hole finishes by the mid-course grill and the 18th terminates near the main bridge. • Evaluate greens for possible resurfacing or redesign. • Examine all bunkers for proper placement, design, and function. • Show multiple design solutions and develop preliminary cost estimates reflecting those options. • Our work will include meetings as needed with City officials and Troon staff, site tours and reviews, and presentation of our findings.

TASKS AND DELIVERABLES
• Using topographic mapping provided by the city, we will assemble the necessary base sheets. • Attend an initial meeting with the appropriate staff to reaffirm the City’s goals and objectives. • Develop preliminary plans illustrating at least four options that address the goals of the project. These options will be refined into the solution that is agreed to by all parties. Spend a minimum of ten days on site during this phase of the work. Review the progress of our work with the City and Troon get their comments and feedback. • The final master plan deliverable will include:

A graphic master plan consisting of an 11x17 booklet illustrating each hole on a single page. Each page will be a fully colored rendering of a specific hole with notes describing the future alterations. Proposed and existing yardages will be listed with each hole as well as on a complete scorecard in the front of the booklet. The entire booklet will be provided in electronic format as well. a. A narrative in the front of the booklet that will describe the goals and objectives of the project and an explanation of the design solutions illustrated in the plan. This narrative will assist in maintaining the design intent through the implementation of the project.
b. A preliminary cost estimate of the proposed alterations to the golf course will be prepared, showing all the major construction tasks and a high/low range of costs. We expect to prepare several cost estimates showing multiple options depending on the scale of construction and timing of the work.
c. In concert with the cost estimates we will analyze and present several approaches to scheduling how the master plan changes can be implemented.

• We will make one final presentation to the city of our completed work.

Agenda- April 2, 2024
IWGR pg. 5

Phase II Construction Drawings

SCOPE OF WORK: We will prepare a complete and detailed set of construction drawings and specifications for the golf course work. Our design plans will be coordinated with those of the engineer and irrigation designer. We expect to have our work reviewed by the city staff. This phase of work will be completed when we have a bid package ready to submit for contractor bids.

TASKS AND DELIVERABLES
• We will prepare appropriate construction drawings. These will include:
• Staking and layout plan.
• Clearing and removals plan.
• Rough grading plan with earthwork calculations.
• Detailed green and bunker plans.
• 3-D models of each green complex.
• Drainage plans including lake edging and lining.
• Grassing and landscape plans.
• Cart path plans.
• Construction details.
• Coordinate with the golf course superintendent on locally available sand and gravel materials for greens and tees construction that meet current USGA standards. We assume that any new turf will match the varieties already in use. • Coordinate our work with the city staff, engineers, and irrigation designer. • Prepare a bid package including technical specifications, general conditions, specific conditions and bid form that conform to the City of Indian Wells standards.
• Prepare updated budgets for construction of the golf course at the end of this phase, prior to soliciting bids. • Up to fifteen days on site for meetings to review the drawings and construction issues.

Phase III Contractor Selection Phase

SCOPE OF WORK: Our work in this phase will focus upon the issuance of the completed bid package, working with the city and Troon staff through the complete bid process as needed, and finally, analyzing the submitted bids.

TASKS AND DELIVERABLES

• Coordination and preparation of the bid packages with the city and other consultants. • We will assist Troon in developing a list of qualified golf course contractors that can successfully complete this project in the desired timeframe. • Attend a pre-bid meeting to review the project with the potential contractors. • Respond to questions received from the bidders during the bid process. • Develop any addendum as needed to clarify items related to golf course construction.

Agenda- April 2, 2024
IWGR pg. 6

• Carefully analyze the bid proposals and make recommendations as to which contractor is the most responsive. • Make value engineering decisions with the client, to bring the project into budget if bids are too high. • Attend any city meetings as needed when the contract is awarded. • We will attend a pre-construction meeting with the selected contractor.

Phase IV Construction Observation Phase

SCOPE OF WORK: We believe a project of this nature will achieve its highest and best result by making sure that the designers are on site frequently to “handcraft” the golf course. This is accomplished by working closely with the contractor and the client team to impart the detail and nuance that will make the course successful. We will also use this time on site to resolve any unknown issues that may arise during construction. As the construction work is completed, we will continue to coordinate with the golf course superintendent throughout the grow-in period until the golf course is ready to open.

TASKS AND DELIVERABLES

• Attend weekly coordination meetings and make additional periodic site visits as needed, to observe the construction of the work. As a result of these visits, we will provide clarifications to the drawings and field directions to the city and Troon for the transmittal to the contractor as needed. • Coordinate with the other consultants working on the project. • Review and advise on all applications for payment.
• With city and Troon approval, prepare and issue change orders. • Prepare final punch list and project close-out.
• Coordinate with Troon on the transition of the golf course from construction to maintenance.

Fee Schedule and Terms

On projects of this scale, we typically base our fee on 7% of the estimated construction cost. While the actual scope of work is still undefined, based on recent projects we agree with you that the cost of construction for relocating the holes, resurfacing the greens, modifying the bunkers, tees, and lakes, along with all the ancillary work, could easily range between 8 and 12 million dollars excluding irrigation. We appreciate the opportunity to work with Troon on such an interesting project. Therefore, this fee proposal of $560,000 is based on 7% of the low end of the estimate, $8 million dollars. The fee is broken down as follows:

A. Phase I Master Plan Phase
Due at contract signing. $20,000.

Due at presentation of initial concepts. $25,000.

Due at completion of final master plan booklet. $30,000.

Due at final presentation of the master plan. $20,000.

Agenda- April 2, 2024
IWGR pg. 7

B. Phase II Construction Drawing
At the start of this phase. $25,000.

Complete initial grading plan $50,000.

Complete 50% construction drawings $83,750.

Complete 100% of Bid Package $83,750.

C. Phase III Contractor Selection
At issuance of bid packages. $9,000.

At Completion of pre-bid meeting. $9,000.

At award of bid to golf courses contractor $10,000.

D. Phase IV Construction Observation
Billed monthly to project completion, not to exceed $194,500.

Reimbursable expenses are in addition to our fees and shall include travel, reprographics, and express/overnight mail. When practical, we will share travel expenses with our other clients in the area. Expenses will be billed at our direct cost plus 10%. The total expense budget will not exceed $40,000.00 without prior client approval. Invoices are prepared monthly for the work completed. Invoices are due upon receipt. Invoice balances not paid within 30 days of receipt are subject to an interest charge of 1.5% per month.

Services that are outside the scope of work described above, once approved in written form by the city and/or Troon, will be billed at our standard hourly rate of $200.00 per hour plus reimbursable expenses. Should the project be stopped at any point prior to completion all professional fees and reimbursables for work done to date of stoppage will be made per the contract.

EXCLUSIONS
The following are not part of this proposal.
• Preparation of a topographic map.
• Engineering, Surveying, or Irrigation design.
• Waterfalls, stream, or fountain design.
• Material testing or lab work.
• Any service not specifically listed in this proposal.

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IWGR pg. 8

A Brief Background of the Architects

Pascuzzo & Pate Golf Design is a California based design firm started in 2003 with a commitment from the principals to remain small, be personally involved in every project, and handcraft each project to the highest standards. The firm’s design portfolio includes projects throughout the U.S., Canada, and Japan. Over the years the firm has successfully completed projects within all sectors of the industry from municipal courses, daily fee golf facilities, and private clubs. The firm takes a distinctive, modern approach in its design philosophy. Rather than looking backward to the designs of decades ago, we believe that golf courses must respond to the lifestyle of today’s golfers. Equally important to us is understanding that golf is a business that must meet a wide variety of challenges. Pascuzzo and Pate design courses that play well, are enjoyed by a wide cross section of players, and are reasonable to maintain and operate.

Damian Pascuzzo began his design career in 1982 while working alongside Robert Muir Graves.

Over the next 21 years he designed new courses and remodeled others from Southwick, Massachusetts to Sapporo, Japan. He teamed with Steve Pate in 2003 to design the award-winning Monarch Dunes golf course and since then the two have expanded their design portfolio to include projects throughout the US and Japan.

He has been a member of the American Society of Golf Course Architects since 1985. Serving as President of the Society in 2001-2002 after a five-year stint on the Executive Committee and two years on the Board of Governors. He currently serves on the ASGCA Foundation and the California Alliance for Golf. Damian has presented and lectured on golf course design in front of the USGA, PGA, GCSAA, and the Urban Land Institute.

Steve Pate joined the PGA TOUR in 1983 after graduating from UCLA. He has six career victories and played on two winning Ryder Cup teams. He was recently named as one of the “Top 100 players since 1980” by Golf World Magazine. Steve has a long-held interest in golf course architecture that goes far beyond the typical “endorsement” deal found with many touring professionals. Currently balancing his time between working on design projects and playing on the PGA Champions Tour, Steve is on track to fulfill the requirements for acceptance into the ASGCA.

The Ranch Golf Club
Golf Digest’s #3 Top New Upscale Course in the
US

The Old Course at Monarch Dunes
Golf Magazine’s Top New Courses You Can
Play

La Costa Champions & Legends Courses
Host of the 2014 & 2018 California Amateur

Murasaki Country Club
Host of the 2020 Japan Open

The Challenge Course –
Monarch Dunes GC & Spurwing Country Club
ASGCA Design Excellence Award Winners

La Quinta Country Club
Host of the PGA TOUR

PROJECTS OF NOTE

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IWGR pg. 9

Recent & Relevant Experience

We believe our firm is perfectly positioned with the experience and vison to keep IWGR as the top municipal facility in the Coachella Valley. These projects represent a small sampling of our Master Planning and Renovation portfolio with a similar scope of work to IWGR.

We were commissioned by KSL to restore these two
iconic golf courses to their former luster. All 36 greens were rebuilt to USGA standards. Throughout the
construction we uncovered the original green shapes
that had been lost over the years and in many cases
restored those original conditions. In other places, we completely relocated greens to take advantage of
more strategic locations or natural features on the
site.

On both courses we remodeled all the bunkers and
tees. We introduced new forward tees to both
courses. Dubbed “Express Tees” and measuring as
short as 4,200 yards, they were designed to attract
new players as well as provide experienced golfers a
quick alternative to a 4-hour round of golf.

The bunkers on the Champions Course were restyled
to emulate their original look imparted on them by the
original architect, Dick Wilson. Featuring big bold
bunkers faces, with walk-in noses, these bunkers
complemented the plateau greens that Wilson
designed. These bunkers are strategically located
demanding that players carefully consider their
options of attack.

The Legends Course took on a different look, we
termed it “resort friendly”. Characterized by fewer
bunkers, wider fairways, it is a perfect complement to
the Champions Course.

LA COSTA

CHAMPIONS COURSE
&

LEGENDS COURSE

“Every green was redesigned and enlarged, tees and bunkers were completely rebuilt, and a handful of holes were dramatically altered to improve and modernize the layout.” Tom Macklin – Links Magazine
On the Legends Couse at La Costa

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IWGR pg. 10

The Sumire Course at Murasaki Country Club has
been chosen to host the 2020 Japan Open, and the 2022 Women’s Japan Open.

Japan Golf Association
Murasaki is ranked #57 in the top 100 Courses of Japan
Top100golfcourses.com

Located 2-hours outside of Tokyo, the Sumire Course
at Murasaki Country Club featured the traditional
Japanese system of having two greens per hole.

Originally, each green would host different turf types, one that would perform better in summer, and the
other geared more for the winter. As bent grass
varieties improved over the years the need for
different turf types disappeared.

Our job was to convince a very conservative
membership that we could successfully rebuild all of
the greens, not only to improve playing conditions, but to create almost in infinite variety of playing
experiences that would appeal to all skill levels of
golfer.

We began by preparing a master plan for the course
that focused primarily on the greens and bunkers, but
also addressed tees and other features where we felt
improvements were needed. During our presentations
we also convinced the members to flip the nines so
that the finishing hole became a reachable par five,
with the green on a plateau above the lake. This
created a much more memorable and dramatic finish
that was visible from most of the clubhouse.

The construction work took place in two phases using
Japanese construction personnel. We provided
frequent construction site visits to make sure that the smallest of details was included into the greens and
bunkers. Within one year of opening the first 18
greens, the club sold $5 million dollars in new
memberships. In 2015 Murasaki was selected by the
Japan Golf Association to host the 2020 Japan Open.

MURASAKI C.C.

SUMIRE COURSE

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IWGR pg. 11

“La Quinta’s greens are among the best on tour.”
Phil Mickelson – PGA Tour

Your [La Quinta CC] greens are the best I have ever played” Tommy Armour III – PGA Tour

Known as the “jewel of the desert” La Quinta CC has
a storied history. The winter home to many celebrities and athletes, it has hosted the PGA TOUR for 60
years.

After 35 years the original push-up greens were
showing signs of stress and decline. Damian
Pascuzzo worked closely with the club leadership to
prepare a master plan and ultimately, the remodeling
of the entire golf course.

Through extensive communications with the
membership we knew that certain greens were highly
popular with the golfers. We took special care to
rebuild those greens, so the surface contours were the
same as the old green.

The original bunkers had become simple ovals without
any degree of aesthetic value. Many of the bunkers
were hidden among the trees. Where once the
bunkers stood out, the trees had matured to the point
where they blocked any recovery shot other than
backwards. Moreover, they lacked any type of
drainage.

The master plan illustrated the road map to the future.

All of the proposed modifications were shown, and
cost estimates were prepared. The club elected to
complete the entire project in one season, beginning
in April and finishing in October. Major construction
focused on rebuilding tees, greens, and bunkers.

Additional work included a new lake and adjustments
to cart paths.

Our relationship with the club continues to this day as they have designated us as the Architects of Record.

LA QUINTA C.C.

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ATTACHMENT #7

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,

WE BELIEVE GOLF SHOULD BE FUN. We make our courses fun to play by carefully blending together simplicity, challenge, nuance, mystery, variety and beauty.

WE BELIEVE THAT GREAT GOLF COURSES COME IN ALL SHAPES,
SIZES, AND STYLES. There are no formulas, signature features, or pre- determined styles in our work. Each of our designs is a response to the project’s conditions and environment.

On Design...

WE BELIEVE IN CREATING VALUE FOR OUR CLIENTS. Whether its a new course or the remodeling of an existing one, we make sure to know who the target market is and then we develop a design solution that respects both the construction and operations budgets.

WE BELIEVE IN UNDERSTANDING AND RESPECTING THE HISTORY
OF YOUR GOLF COURSE. Our first step in the remodeling process is to research the origins of your club and become familar with the design style and thinking of the original architect.

Our Promise to Our Clients:

To undertake a limited number of projects at any one time.

To listen to, and understand, your goals and objectives.

To handcraft your golf course so that it plays great for generations.

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Our Services

New Course Development
The core of our business is built around designing new golf courses. We’ll be with you every step of the way, from initial site selection to opening day. Our design solutions are not based on “signature features” or “trade- marks.” We prefer to treat each client as an individual and each site as unique. Our completed golf courses reflect the best use of the natural site features while meeting the objectives set forth by our clients.

Designing a new golf course is a privilege, and big responsibility. That’s why we have made it a policy to only take on a few projects at any one time. We believe that our clients deserve our full personal attention. That’s another reason why you’ll only ever deal with Damian or Steve and your project won’t be “staffed out” to a young associate.

We know that golf courses are not created in a vacuum. Today’s projects generally require a slew of consultants to meet the demands of the regula - tors. We have exceptional skills in working alongside the planners, engi - neers, architects, and other members of the design team. We have the ability to produce full sets of detailed plans and specifications, and are well versed in the bidding and negotiation process with contractors. Perhaps our most important work takes place during construction. We love to spend our time on site working with the shapers and builders handcrafting all of the details that will add up to create a truly exceptional golf course.

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Strategic Planning for Existing Facilities
Charting future improvements for your course can be a daunting task. What do we need to do? How do we get started? What do our members think? These are some some of the fundamental questions facing many green com- mittees and Directors. Let us help you in these early stages. We’ll review your golf course and bring to light issues you may not have considered. We will also meet with focus groups from the membership to gauge their inter- ests and concerns. We can give you factual answers to some of the most basic questions to help you decide if you want to take the next step.

Planned Improvements to the Golf
Course
Creating a long or short term plan of improvements is the best way to keep your course in top shape. We build upon the information gained during the strategic planning phase to establish the goals and objectives for the project.

After that, a series of design concepts are developed and refined to meet those goals. We work very closely with the leadership of the Club during this entire process until we finalize the plan. Our final documents include the plan, estimates of construction costs, and a strategy for implementation.

We’ll help you decide the best way to present the plan to the membership and assist you in that task.

Implementation of the Improvement Plan
This is where we produce the necessary construction plans, specifications, and cost estimates to implement all or a portion of the improvement plan.

We will help you select the right contractor to do the job and we will fre- quently be on site during construction.

Our Services

Redesign of Specific Golf Course Features
Sometimes, only a small part of the golf course needs to be remodeled.

We’ll prepare the concepts, the final plans and specifications, and guide you through the construction to make sure the project turns out on time, and on budget.

Consulting
Its not always about big projects. Sometimes you just need a one-day visit to the golf course or a second opinion on a matter. Our goal is to develop long-term relationships with our clients so that we can be there for you, whenever, and for whatever, you need.

Agenda- April 2, 2024
Portfolio

The Ranch Golf Club, Southwick, MA Hole 1 Par 5
Services: New Course Development
Upscale Daily Fee with Residential Development

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The Champions Course - La Costa Resort & Spa, Carlsbad, CA Hole 7 Par 4 Services: Master Planning, Total Renovation
Resort with Non-Equity Membership

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The Legends Course - La Costa Resort & Spa, Carlsbad, CA Hole 15 Par 4 Services: Master Planning, Total Renovation
Resort with Non-Equity Membership

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Monarch Dunes, Nipomo, CA Hole 6 Par 5
Services: New Course Development
Upscale Daily Fee with Residential Development

Agenda- April 2, 2024

Indian Pond CC, Kingston, MA Hole 12 Par 4
Services: New Course Development
Private Club with Residential Development

Agenda- April 2, 2024

La Quinta CC, La Quinta, CA Hole 18 Par 4
Services: Master Planning and Remodeling
Private Equity Club
Host to the PGA Tour/Humana Challenge

Agenda- April 2, 2024

Murasaki CC, Chiba, Japan Hole 6 Par 3
Services: Master Planning and Remodeling
Private Equity Club

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Nemu Golf Resort, Mie Prefecture, Japan
Services: Master Planning and Remodeling
Golf Resort

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The Challenge Course at Monarch Dunes, Nipomo, CA Hole 11 Par 3 Services: New Course Development
Upscale Daily Fee with Residential Development

Agenda- April 2, 2024

The Challenge Course at Spurwing, Meridian, ID Hole 3 Par 3 Services: New Course Development
Non-Equity Club with Residential Development

Agenda- April 2, 2024
Gleneagles Country Club – Kings Course, Plano, TX
Hole 15 Par 5
Services: Master Planning and Remodeling
Non-Equity Club with Residential Development

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About Us
Damian Pascuzzo began his career
working with famed designer Robert
Muir Graves. In1991, he became the
principal designer and partnered with
Graves to form Graves & Pascuzzo
based in El Dorado Hills, California.

Pascuzzo has worked on a broad
range of projects from residential
and resort developments to the
master planning and remodeling of
existing courses, throughout North
America and Asia. In 2001 he was
elected President of the American
Society of Golf Course Architects.

Pascuzzo continues to play an active
role in the leadership in the ASGCA.

In 2006, longtime veteran of the
PGA Tour, Steve Pate joined with
Damian Pascuzzo to form Pascuzzo
& Pate Golf Course Design. Steve
brings his vast knowledge of golf
and playing strategy gained from
competing on the great courses of
the world for over 30 years. Pate’s
professional career includes six PGA
Tour wins, and membership on two
Ryder Cup teams.

Pascuzzo and Pate have made a
commitment to treat each design
commission as a unique undertaking.

Damian and Steve are directly
involved in every one of their projects
whether it is a new golf course, or
the remodeling of an existing facility.

The firm has built a significant design
portfolio for an array of clients in
both the public and private sectors.

Their completed works have become
well known for meeting their client’s
goals, being popular with golfers, and
gaining national recognition.

With their combined expertise and
the knowledge gained from over 50
years in the golf industry, Pascuzzo &
Pate’s projects reflect innovative and
creative solutions for their clients.

Agenda- April 2, 2024

Damian Pascuzzo, ASGCA
Bachelor of Science, Landscape Architecture
California State Polytechnic University, San Luis Obispo, 1981 Joined the firm of Robert Muir Graves in 1982
Principal of Graves & Pascuzzo 1991-2006
Principal of Pascuzzo & Pate, 2006

PROFESSIONAL ACTIVITIES
Past President, American Society of Golf Course Architects (ASGCA) Associate Member, Golf Course Superintendents Association of America Member, Golf Course Superintendents Association of Northern California

REPRESENTATIVE PROJECTS- NEW GOLF COURSES
Maderas Golf Club Poway, California
Monarch Dunes-The Old Course Nipomo, California
Monarch Dunes-The Challenge Course Nipomo, California
The Ranch Golf Club Southwick, Massachusetts
The Challenge at Spurwing Meridian, Idaho
The Institute Morgan Hill, California
Thunder Canyon Country Club Carson City, Nevada
Meadowood Golf Course Spokane, Washington
Indian Pond Country Club Kingston, Massachusetts
Paradise Valley Golf Club Fairfield, California
Sterling Hills Golf Club Camarillo, California
The Bridges at Gale Ranch San Ramon, California

LECTURER IN GOLF COURSE DESIGN
USGA Regional Seminars GCSAA National Conference
PGA Continuing Education Program National Golf Foundation Urban Land Institute

REPRESENTATIVE PROJECTS- REMODELED GOLF COURSES
La Costa Resort Champions Course Carlsbad, California La Costa Resort Legends Course Carlsbad, California
La Quinta Country Club La Quinta, California
Big Canyon Country Club Newport Beach, California
Gleneagles Country Club Plano, Texas
Otaru Country Club Sapporo, Japan
Blackhawk Country Club Danville, California
The Lakes Country Club Palm Desert, California
Gleneagles Country Club Plano, Texas
Black Butte Ranch Bend, Oregon
Willow Creek Country Club Sandy, Utah
Murasaki Country Club Chiba, Japan
Tarume Country Club Tarume, Japan
Fincastle Golf Club Bluefield, Virginia
Coto de Caza Country Club Coto de Caza, California
Aliso Viejo Golf Club Aliso Viejo, California

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Steve Pate, PGA
Bachelor of Science, Psychology
University of California Los Angeles, 1984
Joined the PGATOUR 1983
Principal of Pascuzzo & Pate, 2006

PGA TOUR VICTORIES
1987 Southwest Golf Classic.
1988 MONY Tournament of Champions
1988 Shearson Lehman Hutton Andy Williams Open.
1991 Honda Classic.
1992 Buick Invitational of California.
1998 CVS Charity Classic

PGA NATIONWIDE TOUR VICTORIES
2010 Pacific Rubiales Bogota Open

INTERNATIONAL TEAMS
1991 & 1999 Ryder Cup
1989 Kirin Cup
1991 Dunhill Cup

1999 Ryder Cup

2010 Victory

REPRESENTATIVE PROJECTS- NEW GOLF COURSES
Monarch Dunes -The Old Course Nipomo, California
Monarch Dunes - The Challenge Course Nipomo, California The Challenge at Spurwing Meridian, Idaho

REPRESENTATIVE PROJECTS - REMODELING
La Costa Resort Champions Course Carlsbad, California
La Costa Resort Legends Course Carlsbad, California
Big Canyon Country Club Newport Beach, California
Fincastle Golf Club Bluefield, Virginia
Murasaki Country Club Chiba, Japan
Coto de Caza Country Club Coto de Caza, California
Gleneagles Country Club Plano, Texas.

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Clients

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Media

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Awards
Monarch Dunes,
Named one of the Top Ten New Courses in America 2006, by Golf Magazine.

Best New Course in California 2006 by Fairways and Greens Magazine.

Finalist in the Best New Development in the U.S.of 2006 by Golf Inc. Magazine.

Maderas Golf Club,
Top 100 Public Courses in America
Distinctions

The Ranch Golf Club,
Named one of the Top Three High End Daily Fee Courses in the U.S. for 2002 by Golf Digest.

Best New Course in New England for 2002 by New England Journal of Golf.

Otaru Country Club
Named in the Top Ten Golf Courses in Japan by Golf Classic Magazine

The Challenge Courses: Monarch Dunes and Spurwing
ASGCA Design Excellence Award

Tournament Venues
La Costa Resort & Spa PGA Tour, LPGA Tour, 2014 California Amateur La Quinta Country Club PGA Tour
Big Canyon Country Club 2014 USGA Senior Amateur
Willow Creek Country Club PGA Web.Com Tour Utah Classic Otaru Country Club Japan Open Championship 1999, Sun Chlorella Classic, Hokkaido Open Murasaki Country Club Japan Open 2020

Agenda- April 2, 2024
Rees Jones, Inc.

Golf Course Design Proposal
for
The Players Course
Indian Wells Golf Resort
ATTACHMENT #8

Agenda- April 2, 2024
55 South ParkStreet •Montclair,New Jersey 07042
973-744-4031 • [email protected] • www.reesjonesinc.com V ia EmailMarch 14, 2024
Ron Despain
Senior Vice President Golf Course Development
Troon
15044 N. Scottsdale Rd., Suite 300
Scottsdale, AZ 85254
Re: The Players Course at Indian Wells Golf Resort
Dear Ron,
A
s you know I left the Golf Industry Show in Phoenix to visit Indian Wells, CA with the purpose of playing the Players Course at Indian Wells Golf Resort. The intention of the visit was to determine the feasibility of replacing the last two holes within Holes 1 through 16 and evaluate the playability of the course.

The routing and the flow of the holes work well. The bunkers need to be rethought, repositioned and redesigned. The greens functioned well, but may have shrunk over the years.

We have found a solution to replace the two holes within the existing 16 holes. From my experience, this could be a very successful project for all involved.

Please find attached our proposal and a preliminary routing concept. We are proposing a range of fees, with a final fee to be determined once we all agree upon the amount of work that needs to be performed.

Bryce Swanson and I look forward to the possibility of working with you and the City on this project.

Best regards,
REES JONES, INC.

Rees
Jones
President

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Contents

Agenda- April 2, 2024
Rees Jones, Inc. Profile
Award Winning Firm Providing Golf Course Design And
Renovation Services
Four Designers With Over 140 Years Of Combined Design
E
xperience
Employ A Low Volume / Hands -On Operating Philosophy
+270 Projects Completed
All Designers Are Members Of The American Society Of Golf Course Architects
Rees Jones, Inc. has developed an unprecedented reputation for renovating a variety of courses, including several that have hosted many of golf’s major championships. Our renovation resume Includes:
7 US Open Venues
9 PGA Championship Venues
19 Courses Hosting More Than
100 PGA And LPGA TOUR Events
6 Ryder Cup Venues
2 Walker Cup Venues
3 Presidents Cup Venues
Hazeltine National GC , Chaska, MN – Ryder Cup
Torrey Pines Golf Course (South Course), La Jolla, CA

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Design Philosophy and Practice
About Rees Jones, Inc.

Founded in 1974 by Rees Jones, Rees Jones Inc. has since grown into one of the most highly respected golf course design firms with Rees Jones and his team of award winning designers.

We customize the design and supervise the construction of new layouts for private, resort, real estate development, municipal and county golf courses.

We also redesign and modernize existing golf courses. The company offers a full range of services to help each client achieve its goals by providing an outstanding final product that is completed on schedule and within the client's budget.

Design Philosophy
Each of our designs is customized to enhance what nature offers and always with environmental sensitivity. At Rees Jones, Inc., we work to create courses that are fair, challenging, continually interesting to play, and visually exciting. We get a feel for the land, we listen to the client, and we build a course that we believe has integrity and lasting value. We strive to achieve the following elements in our designs:
 Course is Playable and Enjoyable For All Skill Levels  Course Fits The Land and Maximizes All Natural Attributes  Provide A Strategic Design, Featuring Multiple Shot Options and Varied Degrees of Ri
sk / Reward
 Maximize The Diversity and Variety of All Features and Holes  Visually Define Each Shot and Hole
 Classic Design Style
 Maintenance Friendly Design
D
esign Practice
We are hands-on designers. While plans, topographical maps, and aerial photographs are critically important, they cannot replace the knowledge gained from walking the site.

Design decisions are made in response to the land. Because of this approach, we visit our jobs frequently. While we are on site, we tour with the construction crew to insure a collaborative effort. Our design staff has years of experience in the design and building process. Our design is tailored to the client's needs and our job is to help fulfill the client's goals, from attracting members for a private club or guests to a high end resort to providing scenic vistas for adjacent housing, to preparations for a major tournament. A knowledgeable and informed client stretches the designer; their questions and ideas add a valuable dimension to our work. Their dream becomes ours and we work together to achieve that dream.

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Rees Jones, Inc.

Work Experience
The Ocean Course at The Breakers, Palm Beach, FL

Agenda- April 2, 2024
Award Highlights – New Designs
Atlantic Golf Club
Golf Digest – Winner, Best New Private
Golf Magazine – Top 100 U.S. Courses
Golfweek – America’s 100 Best Modern
The Golf Club at Briar’s Creek
Golf Digest – Winner, Best New Private
Golf Magazine – Top 100 Courses in the U.S.

Golf Digest – America’s 100 Greatest Courses
Cascata
Golfweek – Best 100 Resort Courses
Golf Digest – America’s 100 Greatest Public
Golf Magazine – Top 100 Courses in the U.S.

Golden Horseshoe GC – Green Course
Golf Magazine–Top 100 Resort Courses in U.S.

Golf Digest – 4th, Best New Resort Courses
Golf Digest – America’s 100 Greatest Public
Haig Point
Golf Digest – America’s100 Greatest Courses
Golf Magazine–Top 100 Courses World & U.S.

Golfweek – America’s Best Residential
Nantucket Golf Club
Golf Digest – Winner, Best New Private
Golf Magazine-Top 100 Courses World & U.S.

Golfweek – America’s 100 Best Modern
TPC Danzante Bay
Golfweek – Top 50 Modern Int’l Courses
Golf Magazine – Top 100 Resort Courses
Golf Advisor – #1 Golfer’s Choice in Mexico
Waldorf Astoria
Golfweek’s Best New Course
Golf Magazine’s 3rd Best New
The Team at Rees Jones, Inc. have designed or redesigned over 270 courses. Below is a representative sampling of our work experience and our more recent notable designs/redesigns.

Boca Woods CC (Woods), Boca Raton, FL Redesign 2024
Addison Reserve Country Club, Delray Beach, FL Redesign 2024 Village Fazenda Boa Vista, Sao Paulo, Brazil New Design 2024 The Outpost at McLemore, Rising Fawn, GA New Design 2024 The Monster at Resorts World Catskills, Kiamesha Lake, NY New Design 2023 Union League Golf Club at Torresdale, New Design 2023
Philadelphia, PA
Taiheiyo Club Karuizawa Resort (Asama), Gunma, Japan Redesign 2023 Broken Sound Golf Club, Boca Raton, FL Redesign 2022
The Breakers Rees Jones Course, West Palm Beach, FL Restoration 2022 The Preserve at Iron Horse, West Palm Beach, FL Redesign 2022 El Caballero Country Club, Tarzana, CA Restoration 2021 Shizuoka Country Hamaoka (Shimada), Shizuoka, Japan Redesign 2021 Columbine CC, Columbine Valley, CO Redesign 2020
Coral Ridge CC, Ft. Lauderdale, FL Restoration 2020
Ocean Winds at Seabrook Island Resort, Redesign 2020
Seabrook Island, SC
Shizuoka Country Hamaoka (Takamatsu) Redesign 2020
Shizuoka, Japan

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Award Highlights – Renovations
Bellerive Country Club
Golf Digest – Best New Private Remodel (2nd)
Golf Magazine – Top 100 Courses in the U.S.

Bethpage Black
Golf Magazine-Top 100 in the World & U.S.

Golf Digest – America’s 100 Greatest Courses
Golfweek – Best Municipal Courses
Corica Park South Course
Golf Magazine – Best Municipal Renovation
El Caballero Country Club
Golf Digest – Runner Up, Best Renovation
Golden Horseshoe – Gold Course
Golfweek – America’s Best Resort Courses
Hazeltine Golf Club
Golf Digest – America’s 100 Greatest Courses
Golf Magazine – Top 100 Courses in U.S.

Golfweek – America’s 100 Best Modern
Torrey Pines South Course
Golf Magazine – Top 100 Courses in U.S.

Golf Digest – America’s 100 Greatest Public
The Breakers Rees Jones Course
Golf, Inc. – Renovation of the Year
Golfweek – America’s Best Resort Courses
Sahalee Country Club
Golf Digest – America’s 100 Greatest Courses
Golfweek– America’s 100 Best Modern Courses
Playa Grande Golf and Ocean Club, Dominican Republic Redesign 2018 South Course at Corica Park, Alameda, CA New Design 2018 Taiheiyo Club (Gotemba), Shizuoka, Japan Redesign 2018
TPC Danzante Bay, Loreto, MX New Design 2017
Medinah Country Club (No. 2), Medinah, IL Restoration 2017 The Falls at Grand Falls, Larchwood, IA New Design 2015 Kohanaiki, Kailua-Kona, HI New Design 2013
Bellerive Country Club, St. Louis, MO Redesign 2011
Yungling Golf Club, Kunming, China New Design 2011
Hazeltine National, Chaska, MN Redesign 2010
Victory Ranch Club, Woodland, UT New Design 2009
Waldorf Astoria Golf Club, Orlando, FL New Design 2009
Shizuoka Country Hamaoka (Takamatsu) Redesign 2020
Shizuoka, Japan
BallenIsles Country Club, South Course, Palm Beach Gardens, FL Redesign 2019 LPGA International Busan, Busan, South Korea Redesign 2019 The Breakers Ocean Course, Palm Beach, FL Redesign 2019 Shizuoka Country Hamaoka (Ogasa) Redesign 2019
Shizuoka, Japan
The Course at McLemore, Rising Fawn, GA Redesign 2019
Representative sampling of our work experience and our more recent notable designs/redesigns (continued)

Agenda- April 2, 2024
Tournament Courses
Sahalee Country Club in Sammamish, Washington
Host of the 2024 KPMG Women’s PGA Championship
A superb tournament course is designed to offer
enjoyment for everyday golfers throughout 51 weeks of
the year, while also presenting a formidable challenge
to the world’s top players during tournament week.

Agenda- April 2, 2024
Championship Courses
Atlanta Athletic Club (Highlands Course), Johns Creek,GA PGAChampionship: 1981, 2001, 2011
Baltusrol Golf Club (Lower Course), Springfield, NJ
PGA Championship: 2005, 2016
U.S. Open: 1993
Bellerive Country Club, St. Louis, MO
PGA Championship: 2018
Senior PGA Championship: 2013
Bethpage State Park (Black Course), Farmingdale, NY
PGA Championship: 2019
Ryder Cup: 2025
U.S. Open: 2002, 2009
Congressional Country Club (Blue Course), Bethesda, MD U.S. Open: 1997, 2011
U.S. Senior Open: 1995
Bellerive Country Club
Bethpage State Park (Black Course)
Hazeltine National Golf Club, Chaska, MN
PGA Championship: 2002, 2009
Ryder Cup: 2016, 2028
U.S. Open: 1991
Medinah Country Club (Course #3), Medinah, IL
PGA Championship: 2006
Ryder Cup: 2012
Oakland Hills Country Club, Bloomfield Hills, MI
PGA Championship: 2006
Ryder Cup: 2012
Pinehurst Country Club (Course 2), Pinehurst, SC
U.S. Open: 1999, 2005
Ridgewood Country Club, Ridgewood, NJ
U.S. Senior Open: 1990
Sahalee Country Club (North/South), Sammamish, WA
KPMG Women's PGA Championship: 2016
PGA Championship: 1998
U.S. Senior Open: 2010
The Country Club, Brookline, MA
Ryder Cup: 1999
U.S. Open: 1988
Torrey Pines Golf Course (South Course) La Jolla, CA
U.S. Open: 2008, 2021
Hazeltine Golf Club

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Approach to the Project
Atlantic Golf Club – Hole #11 Par 3
Bridgehampton, NY
Play Grande, Domican Republic

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Approach for the
Players Course at Indian Wells Golf Resort
Our portfolio includes some of the most highly acclaimed golf courses throughout the world. Each project has presented unique challenges and opportunities, which have inspired us to develop creative design solutions. We approach each project with the same enthusiasm and focus that has helped us achieve success and build an incredible industry reputation.

Drawing on past experience, we aim to seamlessly integrate the technical aspects of the project with the artistic and playability elements of golf course design. With a proven track record of successful projects that effectively manage drainage and blend with site conditions, we create courses that not only meet but exceed the expectations of golfers, ensuring they are excited to play and wanting to come back.

Our extensive experience underscores our commitment to ensuring that our golf features are not only aesthetically pleasing but also highly playable. We devote considerable time and effort to crafting green surfaces that not only hold and receive approach shots reliably but also boast contours that seamlessly transition between fair and challenging, adding depth and interest to the playing experience.

Personnel assigned to the project:

Rees Jones, President
• Participate in golf course design and planning.
• Assist Owner with the selection of necessary and
qualified Team consultants.
• Develop all Plans and Construction Documents for
the design of the course.
• Provide strategic direction and oversight to ensure
that the project aligns with goals objectives.
• Provide marketing support and assist the MZ Golf
Park Project in its’ promotional effort.

Bryce Swanson, Vice President / Senior Designer
• Project Architect and client liaison responsible for
all aspects of Rees Jones, Inc.’s involvement with
the project, including interaction with the Owner’s
Team.
• Assist Owner with the selection of necessary and
qualified Team consultants.
• Conduct construction inspection visits to review the
work on-site throughout construction
• Attend meetings (in person or remotely) required
for the completion of the project.
• Coordinate with the Owner’s Team to complete
the project on time and on budget.
• Support marketing efforts to promote the course. Page 165 of 192 Agenda- April 2, 2024
Rees Jones
Developed his craft under the
guidance of his father, world-
renowned golf course designer Robert
Trent Jones, Sr.

Earned moniker, “The Open Doctor”,
for multiple redesigns of courses
hosting numerous United States Open
Championships
Has designed or redesigned +260
courses in 15 countries
Rees Jones by his “Open Doctor” plaque at Bethpage State Park’s Black Course
(Host of the 2002 & 2009 US Opens and 2025 Ryder Cup)
Bryce Swanson
Joined Rees Jones, Inc. in 2000
Project Architect of multiple courses
selected to host:
 Two PGA Championships
 Two Presidents Cup Matches
 Eight that have hosted PGA, PGA
Tour Championships, LPGA Tour
and Japan Golf Tour Events
Has designed or redesigned +50 courses
in 5 countries
Bryce Swanson and Rees Jones
The Design Team
Playa Grande Golf & Ocean Club, Rio San Juan, Dominican Republic

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The Design Team
Rees Jones
Rees Jones was born into the world of golf course architecture.

As the son of world renowned golf course designer Robert Trent Jones, Sr., he developed his craft under his father’s guidance. After graduating Yale and doing post graduate work at Harvard School of Design, Rees Jones went on to continue the family tradition of designing inspired, award- winning, world class golf courses.

He went to work in 1965 as a principal in Robert Trent Jones, Inc. Ten years later in 1974, he founded his own design firm, Rees Jones, Inc., headquartered in his hometown of Montclair, New Jersey.

He has designed or redesigned more than 260 golf courses in his career. Jones has earned the moniker "The Open Doctor" for his redesign of courses in preparation for major
championships. His remodeling skills have been applied to seven U.S. Open venues, nine PGA Championship courses, six Ryder Cup and two Walker Cup sites as well as three
President's Cup venues. Several of his redesigned courses have been selected as FedEx Championship sites including East Lake Golf Club, the permanent site of the PGA TOUR's Tour Championship. His redesigns / renovations include Hazeltine National Golf Club, Torrey Pines Golf Course (South Course), Bethpage State Park (Black Course), Taiheiyo Club Gotemba Course (Gotemba, Japan), Bellerive Country Club and El
Caballero Country Club. Among his notable original designs are Nantucket Golf Club, TPC Danzante Bay, The Golf Club at Briar’s Creek, RedStick Golf Club, Kohanaiki and Cascata Golf Course.

Rees has been recognized many times for his contributions to the game. He was the recipient of the GCSAA ‘s Old Tom
Morris Award in 2004, the ASGCA’s Donald Ross Award in 2013 and the GCBAA’s Don A. Rossi Award in 2014. Rees has been inducted into both the New Jersey Sports Writers Association Hall of Fame in 2012 and the Northern California Golf
Association Hall of Fame in 2015. He has been recognized as Golf World Magazine's 1995 Golf Architect of the Year and received two architectural awards from the International Network of Golf. Rees was honored with the 1998 Metropolitan Golf Association Distinguished Service Award, the 2002
Metropolitan Golf Writers Distinguished Service Award, the 2012 New York State Robert Moses Master Builder Award and the 2016 MetGCSA’s John Reid Lifetime Achievement Award.

Education:

Yale University,
Bachelor of Arts, 1963
Harvard University
School of Design
Department of Landscape
Architecture, 1963-64
Experience
:

Rees Jones, Inc.

President – 1974-Present
Robert Trent Jones, Inc.

Vice President – 1965-1974
Professional Affiliations:

American Society of Golf Course
Architects
-President 1978
American Society of Landscape
Architects
International Network of Golf
National Golf Foundation
United States Golf Association
Metropolitan Golf Association /
Foundation
NJ State Golf Association
Gene’s Dream Foundation
-Board Advisor
First Tee of Florida Gold Coast
-Honorary Board Member
BIO

Agenda- April 2, 2024
Bryce Swanson
Joining Rees Jones, Inc. in 2000 as an Associate Designer, Bryce has added his own diverse skills and experience to the company. After meeting a golf course architect in his
hometown of Crystal Lake, IL, he realized at an early age he wanted to pursue a career in golf course architecture. Bryce combined his love for the game of golf with his desire to design golf courses and earned his degree in Landscape
Architecture from Iowa State University. He is now Vice President and Senior Designer responsible for business
development, site evaluation and design development
through completion of construction.

Bryce develops design concepts, creates artistic renderings, and executes field implementation. He is responsible for site analysis, course routing studies, preparation of all bid and construction documents, and cost estimates. Bryce performs regular course site visits and inspections, both in the initial design phase, as well as during construction.

Bryce is a skilled communicator who serves as a liaison to resort planning firms, contractors and permitting authorities, in addition to coordinating with all project consultants and other engineering and design firms.

In October 2010 a panel of Golf Magazine editors selected Bryce as one of three golf course architects named to
“Golf’s 40 under 40: The 40 Most Influential People in Golf Under 40 Years Old.” Bryce has since added to his vast
portfolio of golf courses, designing/redesigning over 50 daily- fee, resort or private facilities in the United States, Canada, Mexico, Asia and Bahamas. Bryce was the Co-Designer and Project Architect for the renovation of Bellerive Country Club for the 2018 PGA Championship, Ibaraki Country Club, the site of the 2024 Japan Open, and the design of the new
Ralston Creek Course at the Daniel Island Club, home of the Nationwide Tour Championship since 2009. Bryce has been involved in the design of some of the world’s most
celebrated courses. His notable designs/redesigns and
restorations include Playa Grande Golf and Ocean Club (Rio San Juan, DR), Taiheiyo Club Gotemba Course (Gotemba,
Japan), Montauk Downs (Montauk, NY), Lake of Isles – North Course (Stonington, CT), The Bridge (Bridgehampton, NY), and Lyford Cay Club (Nassau Island, Bahamas).

Bryce became an Associate Member of the American
Society of Golf Course Architects (ASGCA) in 2007 and was elected a Regular Member in 2010.

Education:

Iowa State University
Bachelor of Landscape
Architecture, 1995
Experience:

Rees Jones, Inc.

Sr. Vice President / Senior Designer
2000-Present
Hale Irwin Golf Design
Project Architect and Design Assoc.
1986 - 1999
Professional Affiliations:

American Society of Golf Course
Architects
United States Golf Association

RESUME & BIO

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Estimated Design Fee
Taiheiyo Club – Gotemba Course, Shizuoka, Japan

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Our fee structure doesn’t have any restrictions on the number of site visits or allocation of time for the project. We take this approach on all of our golf course projects and found this to be key in our success in the last 50 plus years in the golf course industry.

The total Rees Jones, Inc. design fee is between $395,000 to $530,000. Since, we are still learning all the details of the project, it is difficult at this time to provide a specific design fee. Below is our typical approach to how we breakdown our design fee. We realize that the details might need to be adjusted based on your team’s project needs.

The fee for Step One is $45,000.00. We typically bill this in 2 payments.

Step One – Redevelopment study and development for golf course routing options:
 Initial Site Visits, meeting and inspections
 Follow-Up Site Visit if required to complete our initial investigations to our conceptual routing plan.
 Preliminary Golf Course Layout Plan or Plans
 Revised or Final Golf Course Redevelopment Layout Plan The fee for Step Two and Three is $350,000.00 to $485,000.00.

Step Two : Construction Plans, Technical Specifications and Golf Course Bid Package:
 Preparation of Construction Plans and detailed golf hole sketches  Bid Process and contractor selection. Assist with Technical Bid Specifications and Bid Forms.
 Work with Ownership to Identify qualified bidders and contractor selection.

Step Three – Construction of the golf course project:
 Construction Inspection. Visit the project throughout construction to inspect and modify, if necessary, and to assist the client or contractor in resolving any project issues or concerns.
 Marketing Support.

In addition to the above noted design fees we would be reimbursed for all travel expenses relating to the work. We hope the above information has been helpful in clarifying our general scope of practice and our fee structure.

Estimated Design Fee

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Rees Jones, Inc.

Golf Course Transformations
The team at Rees Jones, Inc. is renowned for our
expertise in revitalizing golf courses into premier, world- class golfing experiences.

Torrey Pines South Course

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Bethpage Black Golf Course
The USGA, wanting to hold
the U.S. Open on a truly
public golf course, hired Rees
Jones to restore Bethpage
Black in Farmingdale, NY into
a U.S. Open-worthy test of
golf. The course was
neglected and overgrown.

The restoration of Bethpage
Black was a huge success
and brought the golf course
back to its former glory. After
the restoration, the golf
course was vaulted into the
Top 100 lists in Golf Magazine,
Golf Digest and Golfweek.

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Bethpage Black
Hole #4 - Before & After

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Bethpage Black
Hole #8 - Before & After

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East Lake Golf Club
1927 Southern Open at East Lake. Bobby Jones is putting on the sixth green.

East Lake Golf Club was the
centerpiece of the
dramatic East Lake urban
renewal project. Rees
Jones design firm was hired
to revive the golf course.

The extensive work on the
course helped revitalize it
and enhance its playability
and aesthetics. East Lake
Golf Course has a rich
history, and its renovation
by Rees Jones, Inc.
contributed to its continued
prominence in the world of
golf.

Agenda- April 2, 2024
Before
After
East Lake Golf Club
Hole #2 Before & After

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East Lake Golf Club
Hole #6 Before & After
The 6th Hole at East Lake transformed into a stunning island green

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Playa Grande
The restoration by the Rees
Jones design team was
awarded the “Best Resort
Course Renovation” by Golf
Magazine and Playa Grande
soared to the #1 spot of
Golfweek’s “Top 50 Golf
Courses in Mexico/Central
America/Atlantic Islands”

Agenda- April 2, 2024
Playa Grande
Hole #17 Before & After
The entire golf course at Playa
Grande was rebuilt and the 6
holes on the back nine were re-
routed to create space for the
new Aman resort and to
improve the back nine
experience, resulting in one of
the best finishes in golf.

Agenda- April 2, 2024
Playa Grande
Hole #11 Before & After
We transformed Hole #11
from a par 3 to a short risk-
reward par 4 which added
excitement and variety to
the course. This change
introduced strategic
decision-making and
added a layer of challenge
and excitement to the
round.

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Representative Portfolio
Hazeltine National Golf Club , Chaska, MN Page 181 of 192 Agenda- April 2, 2024
Playa Grande Golf
and Ocean Club
Rio San Juan, DR

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Playa Grande Golf and Ocean Club, Rio San Juan, DR
Playa Grande Golf
and Ocean Club
Rio San Juan, DR

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TPC
Danzante

Bay, Loreto, Baja California Sur, Mexico
TPC Danzante Bay
Loreto, Mexico

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TPC
Danzante

Bay, Loreto, Baja California Sur, Mexico

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Kohanaiki
Kailua-Kona, Hawaii

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Kohanaiki
Kailua-Kona, Hawaii

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Cascata
Boulder City, NV

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Taiheiyo Club (Gotemba), Gotemba, Shizuoka, Japan
Mitsui Sumitomo VISA Taiheiyo Masters: Annually Since 2018

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Torrey Pines Golf Course (South Course), La Jolla, CA
Farmers Insurance Open: Annually Since 2010
LPGA Tour's Samsung World Championship:2009
U.S. Open: 2008, 2021

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Rees Jones, Inc.
55 South Park St.

Montclair, NJ 07043
(973) 744-4031
www.reesjonesinc.com
Kohanaiki, Kailua-Kona, HI

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#1
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X
X
t
Date: March 12, 2024
Scale: 1" = 100'
t
Preliminary Golf Course Adjustment Pla n
Prepared by Rees Jones, Inc.

Note:
- the concept is preliminary and needs to be reviewed in the field.
#11
#3
#4
#5
The Players Course at Indian Wells Golf Resort
ATTACHMENT#9

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