Cities Index.
Agenda packet

Montebello City Council
January 24, 2024

Document
Agenda packet
Meeting
January 24, 2024
Body
Montebello City Council
Pages
574
Original file
51.8 MB
Text extracted from the city's file for reading and search. Open the original on montebelloca.api.civicclerk.com. That file is the official record.

3 D) Determine fertilization frequency, materials and analysis from results of bi-annual soil nutrient level testing and growing conditions at the time of treatment. Apply 175 pounds of actual nitrogen per acre, per year, under normal conditions. The Operator may make suggestions for frequency offertilization based off soil samples and previous experience with turf. Take soil tests at least one (1) time per year. E) Treat turf to control weeds, diseases, insects and other pests as necessary to maintain healthy turf, weed-free, and disease-free conditions. F) Police all areas on a regular basis and remove all paper, leaves, cans, bottles, tree branches, and other debris. G) Ensure that there is no standing water or mud holes. H) Ensure that yardage markers and balls are in place and maintained. I) Ensure that cart traffic management devices are in place. J) Treat, sod, plug, and level bare or stressed areas properly. K) Mark out-of-bounds, ground-under-repair, and other areas properly. 3. TEE MAINTENANCE: A) Service tees two-to-three (2-3) times per week, depending on season, by moving tee markers, benches, and ball washers. Change tee towels weekly and keep ball washers filled to proper level with water and appropriate cleaning agent. Ensure that tee markers placed in healthy areas with tee markers set flat. B) Mow tees three (3) times weekly with reel type mower at height of 3/8” and remove clippings. C) Verticut tees at least twice per year for thatch removal. D) Aerify and top-dress tees at least two (2) times per year or more frequently if needed, using the appropriate equipment with the minimum of interference to play. E) Determine fertilization frequency, types of material and analysis from results of bi- annual soil nutrient level testing and growing conditions at the time of treatment. Apply 8 to 10 pounds of actual nitrogen per thousand square feet per year under normal conditions. Typically, combinations of granular slow release type of materials may be utilized. F) Repair worn and damaged turf areas as they occur by topdressing,

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4 overseeding or re- sodding to always ensure playability. Treat, sod, plug, and level bare or stressed areas properly. G) Treat tees for control of insects, disease, weeds and other pests as necessary to maintain healthy turf, weed-free, and disease-free conditions. H) Empty trash receptacles daily. I) Ensure that there is no standing water or mud holes. J) Mulched areas must be maintained free of weeds and mulch replaced as needed to retain aesthetic. 4. ROUGHS MAINTENANCE: A) Maintain turf areas in accordance with acceptable industrywide standards at all times, observing the following minimum requirements: i. Mow one-to-two (1-2) times per week, depending on growing season, at a height of 1-½" to 2”. ii. Verticut as necessary to promote healthy growth. iii. Aerify, spike, or slice at least one (1) time per year, or more often if needed. Spot aerify to relieve compaction. iv. Overseed and top-dress (or re-sod) worn or bare turf areas as necessary. v. Determine fertilization frequency, materials and analysis from results of bi- annual soil nutrient level testing and growing conditions at the time of treatment. Apply 87 pounds of actual nitrogen per acre, per year under normal conditions. vi. Treat turf to control weeds, disease, insects and other pests as necessary to maintain a healthy turf, weed-free, and disease-free. vii. Ensure that there is no standing water or mud holes. viii. Treat, sod, plug, and level bare or stressed areas properly. ix. Ensure that all play areas are free of debris. x. Mark out-of-bounds, ground-under-repair, and other areas properly. 5. BUNKERS: A) Clean and rake sand bunkers daily; ensure that the sand is not

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5 compacted. B) Edge turf mechanically around sand bunkers monthly or more frequently if required to ensure a neat appearance. Maintain the design outline of the bunkers to ensure the integrity of the bunker shape. Ensure that traps have 2" lip on lower side. Ensure that there is no excess sand buildup on high side. C) Remove excess sand in the turf surrounding the trap on a regular basis. D) Ensure a minimum of two (2) rakes are always available at all sand bunkers. E) Maintain the existing bunker drainage and repair as needed. F) Ensure that there is no standing water or mud holes. 6. TREES: A) Perform all trees trimming on a schedule submitted to and approved by the City. B) Prune trees as required to remove broken or diseased branches. The contractor shall develop a pruning program, which will promote proper tree scaffolding, strength, and appearance consistent with its intended use. C) Fertilize as often as required to keep trees in a healthy and desirable condition. Avoid applying fertilizer to root ball or base of main stem; rather, spread evenly in area of drip zone D) Provide additional nutrient treatments to ailing or stunted trees, which fail to meet expected growth, to correct any deficiencies or be remove and replace in kind. E) Remove surface roots, which become maintenance or appearance problems, as required to prevent damage to adjacent areas. F) Remove and replace dead or terminally diseased trees. G) Do not use string trimming within 12” around the base of trees. Mow around base of trees. A minimum of 12” bare soil or mulched buffer zone shall be maintained around the circumference at the base of all trees. 7. GROUND COVER: A) Apply all chemical control (i.e., pesticides) as required to control or prevent pest infestations to protect ornamental

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6 plantings. B) Trim ground cover adjacent to walks, walls and/or fences as required for general containment to present a neat, clean appearance C) Cultivate and/or spray herbicide to remove broad-leafed and grass weeds as required. Keep shrub beds free of weeds. D) Keep ground cover trimmed back from all controller units, valve boxes, quick couplers, or other appurtenances or fixtures. Do not allow ground covers to grow up trees, into curbs, or on structures or walls. Keep trimmed back approximately 4 inches from structure or walls. E) Schedule fertilization of all ground cover areas with a commercial fertilizer as often as required, but no less than twice a year, to promote healthy appearance. 8. IRRIGATION SYSTEM/EFFICIENT USE OF WATER: A) Establish and program an efficient watering schedule. Determine application rates based on the amount of water the areas require to properly irrigate all plant material while eliminating excessive runoff. B) Factor in soil texture, structure, porosity, water holding capacity, drainage, compaction, precipitation rate, run off, infiltration rate, percolation rate, evapotranspiration, seasonal temperatures, prevailing wind condition, time of day or night, type of grass, plant and root structure. This may include syringing during the day and watering during periods of windy weather. C) Set the controllers to operate during the period of lowest wind velocity which would normally occur at night, especially in areas where wind creates problems of spraying onto private property or road rights of way. D) Monitor all systems within premises daily and correct for: coverage, adjustment, clogging of lines and sprinkler heads, removal of obstacles, including plant materials which obstruct the spray. E) Check the soil moisture content on greens, tees and fairways regularly and make appropriate adjustments. Conduct visual observations, check plant

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7 resiliency, turgidity, examine cores removed by soil probe, moisture sensing devices, and program irrigation controllers accordingly. F) Repair all leaking or defective valves, lines and sprinkler heads as soon as possible but no later than within 24 hours. G) Turn off all controllers when it is not necessary to irrigate due to adequate rainfall. 9. IRRIGATION SYSTEM MAINTENANCE: A) Make repairs according to the industry standards and conform to all related codes and regulations. B) Adjust the height of sprinkler risers necessary to compensate for growth of plant materials. C) Maintain or replace all controller enclosures as needed, to maintain a good appearance. D) Keep sprinkler heads and valve boxes clear of overgrowth, which may obstruct maximum operation. E) Make repairs made to the irrigation system according to the system’s original design with products equal to or higher quality than currently provided. F) Maintain and re-certify backflow devices as required by regulatory agencies. G) Maintain pressure-regulating devices on a regular basis. H) Check and maintain pumping stations and booster pumps to industry standards. Keep all preventative maintenance current. I) Clean and service the lake fountains in conjunction with the regular cleaning of the lakes. Keep in good repair and always functioning. Secure intake covers properly. J) Ensure that all valve boxes are visible and there are no missing or broken valve box lids. K) Ensure that all reclaimed water lids are purple, and valves are properly tagged to denote reclaimed water per industry/Health Department Standards. NOTE: The Golf Course will be irrigated with reclaimed water, pumping from the large lake.

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8 10. LAKE AND CHANNEL MAINTENANCE: A) Maintain weed and algae control program. B) Remove all visible litter/trash from lakes at time of detection. C) Ensure that aerator(s)/fountain(s) are working at all times. D) Ensure that the water is clear. E) Maintain the lakes at their proper level. F) Mark water hazards properly. G) Employ erosion control methods as necessary 11. PEST CONTROL: A) PESTICIDES: i. General: Use all materials in strict accordance with and applied within the standards set forth in the EPA regulations and the California Department of Food and Agricultural Code. ii. Obtain all required permits and maintaining the required usage documentation. All applicable regulations shall be strictly adhered to, and all required reporting shall be the responsibility of the contractor including, but not limited to, reporting to the Los Angeles County Agricultural Department. B) APPLICATION OF PESTICIDES: i. Timing: Apply pesticides at times that limit the possibility of contamination from climatic and other factors. Apply early morning whenever possible to avoid contamination from drift. Monitor forecast weather conditions to avoid making application prior to inclement weather to eliminate potential runoff of treated areas. Reduce irrigation water runoff after applied treatment. Apply water only when it is required to increase pesticide efficiency, without excessive runoff. ii. Handling of Pesticides: Handle transfer and mix pesticides to prevent contaminating areas outside the target area. Ensure that materials are confined to the target area. Do not drain spray tanks containing leftover materials on the site. Disposal of pesticides and tank rinsing materials shall be within the guidelines established in the California Department of Food and Agricultural Code or EPA regulations.

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9 iii. Equipment and Methods: Ensure that spray equipment is in good operating condition, quality, and design to efficiently apply material to the target area. Avoid high pressure applications and using water soluble drift agents will minimize drift iv. Recommendations: Ensure that all pesticide applications shall be in accordance with written recommendations provided by a licensed pest control advisor (PCA). A licensed qualified applicator (QAC) shall be on site during application. 12. PLANT PESTS CONTROL: A) Provide complete and continuous control and/or eradication of all plant pests or diseases. B) Supply the proper chemical designated for the pests to be controlled. C) Obtain all necessary regulatory permits and assume responsibility for the use of all chemical controls. 13. ANIMAL AND RODENT CONTROL: A) Control and eradicate rodents and other animal pests as necessary to prevent hazards, holes and destruction of plantings on golf course property. B) Repair damage to public or private property due to erosion as a result of rodent activity. 14. HARDSCAPES, COURSE EQUIPMENT, FENCING, LIGHTING, PATHS, SIGNAGE: A) CART PATHS: i. Sweep or blow clean of debris weekly or more often as needed ii. Edge and scrape clean once every three (3) weeks. iii. Repair all potholes and/or other surface damage or defects immediately upon detection to ensure a safe usable surface. iv. Control all weeds growing in cracks, expansion joints and other hard surfaces using chemical weed control. v. Ensure that the surfaces non-slip and free of standing water. B) FENCES/GATES: i. Check and repair all fences, gates and railings regularly to ensure

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10 a safe, secure and aesthetically pleasing condition at all times. C) COURSE ACCESSORY EQUIPMENT i. Provide, maintain, repair, and replace all course accessory equipment in a clean, safe, functioning condition at all times and repaint as required to present an aesthetically pleasing appearance. Replacement course accessory equipment needs to meet current standards. ii. Accessory equipment shall include, but not be limited to the following: 1. Ball Washers 2. Benches 3. Flags and Poles 4. Greens Cups 5. Sand Rakes 6. Signage 7. Tee and Fairway Markers 8. Tee Towels 9. Trash Receptacles D) SIGNAGE: i. Replace or add, as needed ii. Proper placement is evident iii. Proper colors and logo in place iv. Clean and readable 15. FACILITIES: A) MAINTENANCE YARD: i. Keep the maintenance yard and always building clean and neat with all material inventories and supplies stored in a manner in keeping with CAL- OSHA, and all Local, County and State regulations. ii. Lock or otherwise secure when unattended to discourage

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11 unauthorized entry. iii. Clean office and lunchroom floors monthly or as needed. B) RESTROOMS – NOTE: This includes restrooms in the Cart Room and 2 All-Gender restrooms on the Golf Course i. Clean and sanitize restrooms daily using cleaning and sanitizing agents recognized for use in public restrooms. ii. Maintenance shall include, but not be limited to: 1. Sweep and mop floor 2. Clean and sanitize basins, metal fixtures, urinals, toilets and trash receptacles. 3. Clean and polish mirrors 4. Check and restock paper supplies as needed. Clean walls, ceilings, screens and windows monthly or as needed. 5. Repair and replace leaky or malfunctioning fixtures immediately upon detection. 6. Lock and unlock restrooms for opening and closing. 7. Check light fixtures daily and re-lamp faulty fixtures as needed at time of detection. 8. Provide appropriate temporary signage for restroom floors which are wet for any reason C) GRAFFITI i. Inspect golf course and facilities daily for evidence of graffiti. Pay special attention to restrooms, signs, markers, curbing, paving, tees, utility poles/boxes and/or any other structures or fixtures. ii. Remove any/all graffiti within four (4) hours of detection. iii. Paint over any graffiti with a color consistent with that of the original surface. iv. Remove by sand or water blasting any graffiti on on-painted surface.

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APPENDIX C

CITY OF MONTEBELLO PROFESSIONAL SERVICES AGREEMENT NO. ______ WITH _____________ THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and entered into on ____________, 202_ (“Effective Date”), by and between the CITY OF MONTEBELLO, a California municipal corporation (the “CITY”) and __________________________ (the “CONSULTANT”). The CITY and the CONSULTANT are sometimes referred to herein individual as the “Party,” and jointly as the “Parties.” RECITALS WHEREAS, the CITY desires to retain a qualified professional consultant to provide __________________________ services in the CITY; and WHEREAS, the CONSULTANT represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees. NOW THEREFORE, in consideration of performance by the Parties of the covenants and conditions herein contained, the Parties hereto agree as follows: SECTION 1. INCORPORATION OF RECITALS AND OTHER CONTRACT DOCUMENTS a. The above-referenced Recitals constitute a material part hereof and shall hereby be incorporated by reference. Moreover, this Agreement consists of the following documents, in order of precedence, all of which are incorporated herein and made part of this Agreement, as though fully set forth herein: 1. This Agreement and its Exhibits, including scope of work, fee schedules, and any and all addenda or supplemental agreements. 2. All other documents, including but not limited to all applicable bonds, insurance certificates, permits, notices, schedules, forms, certifications, and affidavits. b. These documents shall be collectively referred to herein as the “Contract Documents.” In the event of a conflict among the Contract Documents, the order of precedence list above shall apply. SECTION 2. SERVICES / COMPENSATION. a. To the extent of a conflict between the terms of this Agreement and that set forth in any exhibits or attachments hereto, the terms of this Agreement shall govern. b. The CONSULTANT shall provide to the CITY all labor, equipment, materials and incidental necessary to provide _________________________ services as set forth fully in the scope of work, as such is set forth fully in Exhibit “A” attached hereto and incorporated fully herein by this reference (hereinafter “Professional Services”).

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c. The CONSULTANT shall be compensated for performance of the Professional Services as set forth in the Schedule of Compensation attached hereto as Exhibit “B” and incorporated fully herein by this reference (“Compensation”). The CONSULTANT shall provide an itemized billing statement to the CITY each month for Professional Services performed. The CONSULTANT shall no incur fees or costs which exceed the Compensation without the prior written consent of the CITY. SECTION 3. TERM. a. This Agreement shall commence upon issuance of a written “Notice to Proceed” (as further defined below) by the CITY and shall expire three (3) years from the Effective Date, unless terminated earlier as hereinafter provided. This Agreement may be extended for up to two (2), one-year extensions upon such terms and conditions mutually agreed upon by the Parties in writing. b. Notice to Proceed. Any work or service contemplated under this Agreement shall not commence until the CITY has issued a written Notice to Proceed issued by CITY’s applicable, department head. SECTION 4. PERFORMANCE. a. The CONSULTANT shall at all times, faithfully, competently, and to the best of its ability, experience, and talent, perform all tasks described herein. b. The CONSULTANT shall employ, at a minimum, generally accepted standards and practices utilized by companies engaged in providing similar services, as are required of Consultant hereunder, in meeting its obligations under this Agreement. c. The CONSULTANT shall be knowledgeable of and subject to all CITY ordinances, rules and regulations, standard operating procedures, and the supervisory chain of command. d. The CONSULTANT shall have the right to retain, subject to the CITY's approval, additional individuals, consultants or subconsultants to assist in the completion of services as herein defined. Compensation for additional individuals, consultants or subconsultants shall be the sole and exclusive responsibility of the CONSULTANT. e. The CONSULTANT shall retain all original reports, field and office notes, correspondence, calculations, maps, and other documents specifically related to the services provided by the CONSULTANT pursuant to this Agreement, other than documents which are exempt from disclosure pursuant to the attorney-client privilege or any other law. Said documents shall be made available for inspection by the CITY upon request. SECTION 5. WORK PRODUCT. a. The CONSULTANT hereby agrees that all work product produced pursuant to this Agreement, and provided to the CITY during and upon completion of this Agreement, shall be the property of the CITY, and ownership of said work product

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shall be retained by the CITY. The CONSULTANT may take and retain copies of such written products as desired, but no such written products shall be the subject of a copyright application by the CONSULTANT. b. All data, documents, discussion, or other information developed or received by the CONSULTANT or provided for performance of this Agreement are deemed confidential and shall not be disclosed by the CONSULTANT without prior written consent by the CITY. The CITY shall grant such consent if disclosure is legally required. All such written products shall be returned to the CITY upon the termination or expiration of this Agreement. The CONSULTANT agrees that the covenants contained in this Section shall survive the expiration or termination of this Agreement. SECTION 6. EXTRA SERVICES. No extra services over and above the Compensation shall be rendered by the CONSULTANT under this Agreement unless such extra services first shall have been duly authorized in writing by the CITY’s City Manager (the “City Manager”). SECTION 7. CITY SUPERVISION. The City Manager shall have the right of general supervision of all work performed by the CONSULTANT and shall be the CITY’s agent with respect to obtaining the CONSULTANT’s compliance hereunder. No payment for services rendered under this Agreement shall be made without the prior approval of the City Manager. SECTION 8. TERMINATION. In the event that either Party hereto fails or refuses to perform any of the provisions of this Agreement at the time and in the manner required, the non-defaulting party shall give the defaulting party written notice of the default, the nature of the default, and of the steps necessary to cure the default. a. Termination for Cause. In the event that any of the provisions of the Agreement are violated by either party, the non-defaulting Party may terminate the Agreement by serving written notice upon the other Party, listing the violation(s) and its intent to terminate such Agreement unless within ten (10) days after the serving of such notice, such violation shall cease or be rectified, the contract shall upon the expiration of an additional thirty (30) days cease and terminate. Violations by the CONSULTANT which cannot be corrected within ten (10) days, said contract shall at the option of the CITY cease and terminate upon the giving of like notice. In the event of any such termination for default by the CONSULTANT, the CITY may take over the work and prosecute the same to completion by contract or otherwise for the account and at the expense of the CONSULTANT. The CONSULTANT and his sureties shall be liable to the CITY for any excess cost occasioned in the event of any such termination. This change shall not be construed to prevent the termination, for other causes authorized by law or other provisions of this contract. In the event of a termination for cause, the CONSULTANT shall only be entitled to the Compensation for those Professional Services satisfactory performed on or before the effective date of termination. b. Termination for Convenience. The CITY shall have the option, at its sole discretion and without cause, to terminate this Agreement in whole, or in part, by

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giving ten (30) business days’ written notice to the CONSULTANT. Upon the termination of this Agreement as provided herein, the CITY shall provide to the CONSULTANT the part of Compensation which would otherwise be payable to the CONSULTANT for services the CONSULTANT had completed as of the date of termination, less the amount of all previous payment with respect to the Compensation. Further, upon such a termination for convenience by the CITY, the Parties agree that the CONSULTANT shall be reimbursed for any “non-refundable” costs that the CONSULTANT has incurred for its services under this Agreement, provided that: (1) such “non- refundable” costs were incurred by the CONSULTANT prior to the date of termination, and (2) that the CONSULTANT provides the CITY with adequate proof that the CONSULTANT incurred the costs, and is unable to be seek a refund for such costs. Such “non-refundable” costs may include, but are not limited to, travel reservations incurred by the CONSULTANT for its performance of services under this Agreement. The CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination. SECTION 9. EMPLOYMENT OF CITY EMPLOYEES. No regular employee of the CITY shall be employed by the CONSULTANT during the term of this Agreement. SECTION 10. NON-LIABILITY OF CITY OFFICIALS AND EMPLOYEES. No official or employee of the CITY shall be personally liable to the CONSULTANT in the event of any default or breach by the CITY, or for any amount which may become due to the CONSULTANT. SECTION 11. INDEPENDENT CONSULTANT. a. The CONSULTANT is and shall, at all times, remain as to the CITY a wholly independent consultant. Neither the CITY nor any of its elected officials, officers, employees, or agents shall have control over the conduct of the CONSULTANT except as expressly set forth in this Agreement. The CONSULTANT shall not at any time or in any manner represent that he or she is in any manner an elected official, officer, employee, or agent of the CITY. No employee benefits shall be available to the CONSULTANT in connection with the performance of this Agreement. Except as provided in this Agreement, the CITY shall not pay salary, wages, or other compensation to the CONSULTANT for performance hereunder for the CITY, the CITY shall not be liable for compensation to the CONSULTANT, the CONSULTANT’s employees or the CONSULTANT’s subconsultants for injury or sickness arising out of performing services hereunder. b. The parties further acknowledge and agree that nothing in this Agreement shall create or be construed to create a partnership, joint venture, employment relationship or any other relationship except as set forth in this Agreement. c. The CITY shall not deduct from the Compensation paid to the CONSULTANT any sums required for Social Security, withholding taxes, FICA, state disability insurance or any other federal, state or local tax or charge which may or may not be in effect or hereinafter enacted or required as a charge or withholding on the compensation paid to the CONSULTANT. The CITY shall have no responsibility to provide the CONSULTANT, its employees or subconsultants

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with workers’ compensation insurance or any other insurance. SECTION 12. CALPERS ANNUITANTS AND ELIGIBILITY INDEMNITY. a. If the CONSULTANT is a California Public Employees’ Retirement System (“CalPERS”) annuitant, the CONSULTANT must provide the City with written notification of such fact a minimum of 14 calendar days prior to commencement of services under this Agreement. Failure to provide such notification may result in termination of the Agreement, and any penalties or other costs relating thereto shall be borne by the CONSULTANT. If this Agreement remains in place, the CONSULTANT shall execute any amendment(s) to this Agreement requested by the City in order to comply with all laws and regulations applicable to CalPERS annuitants. b. In the event that the CONSULTANT or any employee, agent, or subconsultant of the CONSULTANT providing services under this Agreement claims or is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of the CITY, the CONSULTANT shall indemnify, defend, and hold harmless the CITY for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of the CONSULTANT or its employees, agents, or subconsultants, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of the CITY. c. Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, the CONSULTANT and any of its employees, agents, and subconsultants providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by the CITY, including but not limited to eligibility to enroll in PERS as an employee of the CITY and entitlement to any contribution to be paid by the CITY for employer contribution and/or employee contributions for PERS benefits. SECTION 13. LEGAL RESPONSIBILITIES. The CONSULTANT shall at all times observe and comply with all applicable laws, ordinances, codes, and regulations of the federal, state, and local governments including, but not limited to the Montebello Municipal Code. The CITY, and its appointed or elected officers, employees, or agents, shall not be liable at law or in equity occasioned by failure of the CONSULTANT to comply with this section. SECTION 14. INDEMNIFICATION. The CONSULTANT agrees to, and shall defend, indemnify, protect and hold harmless, the CITY, its elected and appointed boards, officers, officials, employees, agents and volunteers from and against any and all claims, demands, lawsuits, defense costs, civil, penalties, expenses, causes of action, and judgments at law or in equity, or liability of any kind or nature which the CITY, its elected and appointed boards, officers, officials, employees, agents and volunteers may sustain or incur or which may be imposed upon them for injuries or deaths of persons, or damage to property arising out of the CONSULTANT’s negligent or wrongful act, or omission under the terms of this Agreement, except only liability arising out of the sole negligence of the CITY.

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SECTION 15. INSURANCE COVERAGE. a. During the term of this Agreement, the CONSULTANT shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with CONSULTANT’s performance of this Agreement. Such insurance shall be of the types and in the amounts as set forth below: • Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis for bodily injury and property damage, including products-completed operations, personal injury, and advertising injury, with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, the limit shall be twice the required occurrence limit. • Automobile Liability Insurance: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if CONSULTANT has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage. • Worker's Compensation insurance as required by the laws of the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. • Professional Liability insurance appropriate to the CONSULTANT’S profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate. b. If the CONSULTANT maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained by the CONSULTANT. c. The CONTACTOR shall require each of its subconsultants, if any, to maintain insurance coverage that meets all of the requirements of this Agreement. d. The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a current rating of at least A:VII in the latest edition of Best's Insurance Guide. e. Each insurance policy required above shall state that coverage shall not be canceled, except after thirty (30) days’ prior written notice (ten [10] days for non-payment) has been given to the CITY. The CONSULTANT agrees that if it does not keep the aforesaid insurance in full force and effect the CITY may either (i) immediately terminate this Agreement for Cause; or (ii) take out the necessary insurance and pay, at the CONSULTANT’s expense, the premium thereon. f. Evidence of Insurance prior to commencement. The Contractor shall provide to the CITY Certificate(s) of Insurance evidencing such coverage together with copies of the required policy endorsements no later than five (5) business days prior to commencement of service and at least fifteen (15) business days prior to

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the expiration of any policy. Unreasonable failure to provide such evidence may be cause for termination of the Agreement as provided herein or delay the services’ commencement date. The evidence of insurance shall be U.S. mail or email to: City of Montebello Attn: Risk Manager 1600 West Beverly Boulevard Montebello, CA 90640 Email: [email protected] Coverage shall not be suspended, voided, cancelled, reduced in coverage or in limits, non-renewed, or materially changed for any reason, without thirty (30) days prior written notice thereof given by the insurer to the CITY by U.S. mail, or by personal delivery, except for nonpayment of premiums, in which case ten (10) days prior notice shall be provided. g. Evidence of Insurance during the entire term of the Agreement. At all times during the term of this Agreement, the CONSULTANT shall maintain on file with the CITY’s Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming the CITY as an additional insured. The CONSULTANT shall, prior to commencement of work under this Agreement, file with the CITY’s Risk Manager such certificate(s). h. The CONSULTANT shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two (2) weeks prior to the expiration of the coverages. i. The general liability and automobile policies of insurance required by this Agreement shall contain an endorsement naming the CITY, its officers, employees, agents and volunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty days’ prior written notice to the CITY. The CONSULTANT agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions. j. The insurance provided by the CONSULTANT shall be primary to any coverage available to the CITY. Any insurance or self-insurance maintained by the CITY, its officers, employees, agents, or volunteers, shall be in excess of CONSULTANT’s insurance and shall not contribute with it. k. All insurance coverage provided pursuant to this Agreement shall not prohibit the CONSULTANT, and CONSULTANT’s employees, agents or subconsultants, from waiving the right of subrogation prior to a loss. The CONSULTANT hereby waives all rights of subrogation against the CITY. l. Any deductibles or self-insured retentions must be declared to and approved by the CITY. At the option of the CITY, the CONSULTANT shall either reduce or eliminate the deductibles or self-insured retentions with respect to the CITY, or the CONSULTANT shall procure a bond guaranteeing payment of losses and

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expenses. m. Procurement of insurance by the CONSULTANT shall not be construed as a limitation of the CONSULTANT'S liability or as full performance of CONSULTANT’s duties to indemnify, hold harmless and defend under the indemnity covenants of this Agreement. SECTION 16. SUBCONTRACT, ASSIGNMENT OR DELEGATION. The CONSULTANT shall not subcontract, delegate, or assign its duties or rights hereunder, either in whole or in part, without the prior written consent of the CITY. Any proposed subcontract, delegation, or assignment shall provide a description of the services to be covered, identification of the proposed sub-consultant, delegee, or assignee, and an explanation of why and how the same was selected, including the degree of competition involved. Any subcontract, delegation or assignment shall be made in the name of the CONSULTANT and shall not bind or purport to bind the CITY and shall not release the CONSULTANT from any obligations under this Agreement including, but not limited to, the duty to properly supervise and coordinate the work of employees, assignees, delegees or sub-consultants. No such subcontract, delegation or assignment shall result in any increase in the amount of total compensation payable to the CONSULTANT under the Agreement. SECTION 17. NO WAIVER. Waiver by any party hereto of any term, condition or covenant of this Agreement shall not constitute the waiver of any other term, condition, or covenant hereof. SECTION 18. DISPUTE RESOLUTION; GOVERNING LAW. Disputes regarding the interpretation or application of any provision(s) of this Agreement shall, to the extent reasonably feasible, be resolved through good faith negotiations between the Parties. If any action at law or in equity is brought to enforce this Agreement or because of alleged dispute, breach, default or misrepresentation in connection with the provisions of this Agreement, the prevailing party in such action shall be entitled to reasonable attorney’s fees, expert fees, costs and necessary disbursements incurred in that action or proceeding, in addition to such other relief as may be sought and awarded. The venue for any litigation shall be County of Los Angeles, California. The Parties agree that the covenants contained in this Section shall survive the expiration or termination of this Agreement. SECTION 19. ATTORNEY’S FEES AND COSTS. If litigation is reasonably required to enforce or interpret the provisions of this Agreement, the prevailing party in such litigation shall be entitled to an award of reasonable attorney's fees and costs in addition to any other relief to which it may be entitled. SECTION 20. WARRANTIES. Each of the parties represents and warrants to one another as follows:

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a. It has received independent legal advice from its attorneys with respect to the advisability of entering into and executing this Agreement; b. In executing this Agreement, it has carefully read this Agreement, knows the contents thereof, and has relied solely on the statements expressly set forth herein and has placed no reliance whatsoever on any statement, representation, or promise of any other party, or any other person or entity, not expressly set forth herein, nor upon the failure of any other party or any other person or entity to make any statement, representation or disclosure of any matter whatsoever; and c. It is agreed that each party has the full right and authority to enter into this Agreement, and that the person executing this Agreement on behalf of either party has the full right and authority to fully commit and bind such party to the provisions of this Agreement. SECTION 21. MISCELLANEOUS. a. The descriptive paragraph headings of this Agreement are included for purposes of convenience only and shall not control or affect the construction of interpretation of any of its provisions. b. Whenever the context hereof shall so require, the singular shall include the plural, the male gender shall include the female gender, and the neuter and vice versa. c. In case any one or more of the provisions contained in this Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect any other provision hereof and this Agreement shall be construed as if such invalid, illegal, or unenforceable provisions had never been contained herein. d. The representations and warranties made by the parties to this Agreement shall survive the consummation of the transaction herein described. e. This Agreement may be signed in any one or more counterparts all of which taken together shall be but one and the same Agreement. Any signed copy of this Agreement or of any other document or agreement referred to herein, or copy or counterpart thereof, delivered by facsimile transmission, shall for all purposes be treated as if it were delivered containing an original manual signature of the party whose signature appears in the facsimile and shall be binding upon such party in the same manner as though an originally signed copy had been delivered. f. Each of the parties acknowledges that it has been represented by independent counsel of its own choosing, or if it has not been so represented, it has been admonished to obtain independent counsel and has freely and voluntarily waived and relinquished the right to counsel. Each party who has not obtained independent counsel acknowledges that the failure to have independent legal counsel will not excuse such party’s failure to perform under this Agreement or any agreement referred to in this Agreement. SECTION 22. NOTICE.

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All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered via e-mail (an “Electronic Notice” as further defined below), personally or on the second (2nd) business day after the deposit thereof in the United States mail, postage prepaid, registered or certified, addressed as hereinafter provided. All notices, demands, requests, or approvals hereunder shall be given to the following addresses or such other addresses as the Parties may designate by written notice: If to CITY: City of Montebello Attn: Arlene Salazar,Assistant City Manager 1600 West Beverly Boulevard Montebello, CA 90640 (323) 887-1200 Email: [ENTER EMAIL ADDRESS] With a copy to: City of Montebello – Department Name Attn: Name and Title of Department Head 1600 West Beverly Boulevard Montebello, CA 90640 (323) 558 -1625 ext. Email: [ENTER EMAIL ADDRESS] If to Consultant: Consultant Name Attn: ___________________ Address City, CA ##### (###) ###-#### Email An electronic communication (“Electronic Notice”) shall be deemed written notice for purposes of this section if sent to the electronic mail address specified above. Electronic Notice shall be deemed received at the time the party sending Electronic Notice receives verification of receipt by the receiving party. Any party receiving Electronic Notice may request and shall be entitled to receive the notice on paper, in a nonelectronic form. SECTION 23. NON-DISCRIMINATION AND EQUAL OPPORTUNITY EMPLOYER. In the performance of this Agreement, the CONSULTANT shall not discriminate against any employee, sub-consultant, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, mental condition or sexual orientation. The CONSULTANT will take affirmative action to ensure that sub-consultant and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation. SECTION 24. CONFLICT OF INTEREST. The CONSULTANT covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by the CONSULTANT under this Agreement, or which would

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conflict in any manner with the performance of its services hereunder. The CONSULTANT further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, the CONSULTANT shall avoid the appearance of having any interest that would conflict in any manner with the performance of its services pursuant to this Agreement. The CONSULTANT covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of services to the CITY as a result of the performance of this Agreement, or the services that may be procured by the CITY as a result of the recommendations made by the CONSULTANT. The CONSULTANT's covenant under this section shall survive the termination of this Agreement. SECTION 25. ENTIRE AGREEMENT. This Agreement contains the entire understanding between the CITY and the CONSULTANT. Any prior agreements, promises, negotiations or representations not expressly set forth herein are of no force or effect. Subsequent modifications to this Agreement shall be effective only if in writing and signed by each party. If any term, condition, or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions of this Agreement shall be valid and binding. [SIGNATURE PAGE TO FOLLOW]

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IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above. (“CITY”) (“CONSULTANT”) CITY OF MONTEBELLO CONSULTANT NAME Arlene Salazar, Acting City Manager Full Name, Title ATTEST: Christopher Jimenez, City Clerk APPROVED AS TO FORM: Arnold M. Alvarez-Glasman, City Attorney EXHIBITS: • Exhibit A – Request for Proposals for Services and Contractor’s Proposal • Exhibit B – Schedule of Compensation • Exhibit c – Live Scan Fingerprinting Requirement

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EXHIBIT “A” Request for Proposals for Services and Contractor’s Proposal

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EXHIBIT “B” Schedule of Compensation

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EXHIBIT “C” Live Scan Fingerprinting Requirements Prior to commencing services, the CONSULTANT may be required to successfully pass a Department of Justice fingerprinting background check (“Live Scan”) performed by a certified fingerprinting service provider or at the City of Montebello Police Department. The CONSULTANT shall be responsible for obtaining the Live Scan for its staff and shall bear the cost thereof. The agency completing the fingerprints must provide the City of Montebello Human Resources with the background check results and subsequent records for review. The CONSULTANT must obtain a “Temporary Consultant’s Badge” issued by the City of Montebello Human Resources prior to performing work.

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VAN EV VANACCESSIBLEFUT. EVCLEAN AIR
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VANVAN
FUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIR FUT. EVCLEAN AIR
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NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

DO NOT POLLUTE DRAINS TO WATERWAYSNYLOPLAST DUCTILE IRON

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

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NYLOPLAST DUCTILE IRONNYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

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NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYSDO NOT POLLUTE DRAINS TO WATERWAYSNYLOPLAST DUCTILE IRON

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYSDO NOT POLLUTE DRAINS TO WATERWAYSNYLOPLAST DUCTILE IRON

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYSDO NOT POLLUTE DRAINS TO WATERWAYSNYLOPLAST DUCTILE IRON

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

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NYLOPLAST DUCTILE IRON
FUT.EVCLEAN AIR
FUT.EVCLEAN AIR

CLEAN AIR

CLEAN AIR

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

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NYLOPLAST DUCTILE IRON NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

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NYLOPLAST DUCTILE IRON

CLEAN AIR

CLEAN AIR

CLEAN AIR

CLEAN AIR
FUT.EVCLEAN AIR
FUT.EVCLEAN AIR
FUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRFUT.EVCLEAN AIRCLEAN AIRCLEAN AIR

NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYS

DO NOT POLLUTE DRAINS TO WATERWAYS

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SD
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NYLOPLASTDO NOT POLLUTEDRAINS TOWATERWAYSDO NOT POLLUTE DRAINS TO WATERWAYSNYLOPLAST DUCTILE IRON

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EV VANACCESSIBLEEVSTANDARDACCESSIBLE
FUT. EVCLEAN AIR
CLEAN AIRFUT. EVCLEAN AIRFUT. EVCLEAN AIRFUT. EVCLEAN AIRFUT. EVCLEAN AIRFUT. EVCLEAN AIRFUT. EVCLEAN AIRCLEAN AIRCLEAN AIR FEC
ITPHONEAVairwall mountpowerwashergolf cart storage items grass seedstorage
flatwarestorageflatwarestorageflatwarestorage
golf rackgolf rack
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9SC1SC5SC2SC3SC4SC6SC7SC8SC9SC10PPG2
Project NumberDateDrawn By:::Revisions:

SHEETOF
All ideas, designs, and arrangements indicated on these drawingsare intended to be used in connection with this specific projectonly and shall not otherwise be used for any purpose whatsoeverwithout the written consent of SportFive. There shall be nochanges or deviations from these drawings or the accompanyingspecifications without the written consent of SportFive.MONTEBELLO MUNICIPAL GOLF COURSE MONTEBELLO, CALIFORNIARENOVATION PROJECT 217GOLFCOURSESITE PLAN

GOLFCOURSEDESIGNPLANS

FUTUREDEVELOPMENTTOPGOLFTOPGOLFPARKING

GOLFCLUBHOUSEGOLFPARKINGEVENTLAWNEXISTING LAKE

EXISTINGLAKEEXPANDEDLAKENEW ENTRY ROAD
VIA SAN CLEMENTEEXISTINGHOME2 SUITESHOTEL

EXISTINGGOLF COURSEMAINTENANCE

EXISTINGQUIET CANNONEVENT FACILITYEXISTINGHILTONGARDEN INN

EXISTINGMONUMENT

VIA CAMPO
N. GARFIELD AVEPARKING
NORTH050100200300
MJA22 - 01
SPORTFIVE7077 E. Marilyn Road, Suite 140Scottsdale, Arizona 85254(480) 483-9500RICK SMITH4400 NW 87th AveDoral, Florida 33178(305) 591-6487 SIX-HOLE & TEN-HOLE SHORT COURSEThe new six-hole golf course is designed for fun and players of allabilities. In addition to a relaxed, casual atmosphere, the new six-holecourse will help avid, more skilled golfers practice and improve their shortgame. There are six-holes that range from 50 yards to 90 yards in length.In the late afternoon when the regulation length Nine-Hole Course closes,the six-hole short course will convert to a ten-hole short course. Fouradditional short holes also ranging from 50-90 yards will be available forplay. A ten-hole short course will allow for a more substantial golfexperience and create an energy and vibrant atmosphere adjacent to thenew Golf Clubhouse. The ten-hole short course will be lighted for play tocontinue well into the night.This unique golf experience is inclusive for all, golfers of all abilities andnon-golfers. Being located near Topgolf, people on a wait-list for Topgolfmight be interested in playing this short course. We estimate the six-holecourse can be played in under 60 minutes, and the ten-hole course inunder 90 minutes. No cart paths on this course, a great walkableexperience to enjoy. For maximum playability and revenue the ten-holecourse will be overhead lighted and have on-course music.The location of the six-hole course works well with the Golf Clubhouse.We recommend considering a small “Starter” type patio / gathering areaadjacent to Hole 1 tee, providing golf operations control and a greatatmosphere for post round enjoyment.Small synthetic turf tees are designed into the golf course. Because ofthe amount of play, and short wedge shots on each hole. Real turf teeswill not grow and be a maintenance issue. Also, the synthetic tees “guide”people where to play from and will increase efficiency in time of play. Inaddition, the synthetic tees will be more consistent playing surface and bemore casual and less intimidating for the beginner or non-golfer.The new six-hole golf course consists of approximate 6.3 acres ofirrigated turf area. The existing lake is proposed to expand to 1.2 acres.The lake expansion will add to the golf experience, provide a challenge,be memorable and be an added value to the new Entry Drive experience.All areas of the course will be reshaped and include synthetic tees, newbunkers and new greens. New golf course drainage will be installed andconnected to the existing and new in ground storm drainage system. Allnew efficient irrigation system will be installed. All existing trees will becarefully reviewed and determined if appropriate to remain or be removedfor playability and better turf conditions. Additional trees will be installedas needed. All new turf will be planted consisting of Bermuda grass fortees, fairways and rough, and Bentgrass for all green surfaces.NINE-HOLE GOLF COURSEThe new nine-hole golf course is designed for players of all abilities, withmultiple tees at various yardages. Bunker placement is dictated forchallenge of the avid, better golfer and not a beginner. Green sizes willbe larger for multiple pin options and best quality greens turf conditionspossible.The new routing of the golf course and sequence of golf holes wasdesigned for playability, enjoyment and safety. The golf course will beenjoyable and easy to walk. During the round, golfers will have the optionto return to the Golf Clubhouse after Hole #4. During the round, golferswill have access to the existing on-course restroom after Hole #4 andagain after Hole #7.Options of playing a four-hole loop (Holes 1, 2, 3, 4) is provided.Beginners to the game of golf or people on a wait-list for Topgolf might beinterested in playing a four hole loop.The new nine-hole golf course consists of approximate 54.6 acres ofirrigated turf area. Three existing lakes are to remain and incorporatedinto the new golf course. One of the existing lakes will be expanded as anentry feature adjacent to the new Entry Drive, as well as an integral partof the Short Course. One of the existing lakes will be used as a featureand in view from the new Golf Clubhouse, as well as an integral part ofthe Short Course.All areas of the course will be reshaped and include all new tees andbunkers. New golf course drainage will be installed and connected to theexisting and new in ground storm drainage system. All new efficientirrigation system will be installed. Golf cart paths will be continuous cartpaths. All existing trees will be carefully reviewed and determined ifappropriate to remain or be removed for playability and better turfconditions. Additional trees will be installed as needed. All new turf willbe planted consisting of Bermuda grass for tees, fairways and rough, andBentgrass for all green surfaces.

HoleParYards 1 3 90 2 3 80 3 3 70 4 3 80 5 3 50 6 3 70Total 18 440SIX-HOLEShort CourseHoleParYards 1 3 90 2 3 80 3 3 70 4 3 80 5 3 50 6 3 70 7 3 60 8 3 90 9 3 80 10 3 90Total 30 760 TEN-HOLEShort Course
NINE-HOLE GOLF COURSEHolePar Yards BlackBlueWhiteRed 1 5 505495485450 2 4 430420410390 3 4 355345335310 4 4 390380370350 5 3 225215205180 6 4 430420410390 7 4 365355345320 8 4 350340330315 9 3 135125115100Total 353,1853,0953,0052,805

SHORT COURSE

EXISTING LAKE

EXISTINGRESTROOMIRRIGATIONPUMP STATIONNINE-HOLEREGULATIONLENGTH GOLFCOURSESIX-HOLE&TEN-HOLESHORTCOURSE July 22, 2022November 17, 20221Final Golf Construction Plans

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City of Montebello Golf Course Maintenance, Management and Operations RFP No. 24-1 ENCLOSURE 1 – REFERNCES Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service

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ENCLOSURE 2 COST PROPOSAL OPERATOR FOR MONTEBELLO GOLF COURSE Name of Proposer: ITEM # DESCRIPTION QUANTITY UNIT PRICE TOTAL 1. Monthly Management Fee Monthly $ $ 2. All other monthly expenses for Golf Course and all required maintenance Monthly $ $ Total items 1, 2 $ Total Items 1 and 2 in Figures: $ Total Items 1 and 2 in Words: Authorized Representative Signature: Printed Name of Representative and Title:

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CITY OF MONTEBELLO

PROFESSIONAL SERVICES AGREEMENT NO. 4174

WITH TROON GOLF
(RFP No. 24-1)

THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and entered into on January 24, 2024 (“Effective Date”), by and between the CITY OF M ONTEBELLO, a California municipal corporation (the “CITY”) and TROON GOLF. (the “CONSULTANT”). The CITY and the CONSULTANT are sometimes referred to herein individual as the “Party,” and jointly as the “Parties.”

RECITALS

WHEREAS, the CITY desires to retain a qualified professional consultant to provide golf course management and maintenance for the CITY; and

WHEREAS, the CONSULTANT represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees.

NOW THEREFORE, in consideration of performance by the Parties of the covenants and conditions herein contained, the Parties hereto agree as follows:

SECTION 1. INCORPORATION OF RECITALS AND OTHER CONTRACT DOCUMENTS

a. The above -referenced Recita ls c onstitute a material part hereof and shall hereby b e incorporated by reference. Moreover, this Agreement consists of the following documents, in order of precedence, all of which are incorporated herein and made part of this Agreement, as though fully set forth herein:

1. This Agree ment and its Exhibits, including Request for Proposal (RFP ) #24-1, Troon Golf proposal, fee schedules, and any and all addenda or supplemental agreements.

2. All other documents, including but not limite d to all applica ble bonds, insurance certificates, permits, notices, schedules, forms, certifications, and affidavits.

b. These documents shall be collectively referred to herein as the “Contract Documents.” In the event of a conflict among the Contract Do cuments, the ord er of precedence list above shall apply.

SECTION 2. SERVICES / COMPENSATION.

a. To the extent of a conflict betwe en the terms of this Agreement and that set forth in any exhibits or attachments hereto, the terms of this Agreement shall govern.

b. The CONSULTANT shall provide to the CITY all labor, equipm ent, materials and incidental necessary to manage and maintain the Montebello Golf Course as set forth fully in RFP #24-1 and the Troon Golf proposal as such is set forth fully in Exhibit “A” attached hereto and incorporated fully herein by this reference (hereinafter “Professional Services”).

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c. The CONSULTANT shall be compensated for performance of the Professional Services as set forth in the Schedule of Compensation attached hereto as Exhibit “B” and incorporated fully herein by this reference (“Compensation”). The CONSULTANT shall provide an itemized billing statement to the CITY each month for Professional Services performed and operating expenses incurred . The CONSULTANT shall no t incur fees or costs which exceed the Compensation without the prior written consent of the CITY.

d. Base Management Fee . The CITY shall pay the CONSULTANT a base management fee (the “Base Management Fee”) equal to Ninety-Six Thousand Dollars ($96,000) for each full Fiscal Year during the Term, equitably pro-rated for any partial Fiscal Y ear. Commencing on July 1, 202 5, and continuing on eac h July 1 thereafter, the B ase Management Fee amount for such Fiscal Year shall be the Base Management Fee amount applicable to the last day of the immediately preceding Fiscal Year as increased by the greater of (i) to and on e-half percent (2.5%) or, (ii) the p ercentage increase, if any, in the CPO dur ing such immediately preceding twelve month period ending April 30th of the previous Fiscal Y ear. For purposes hereof, “CPI” means the Consumer Price Index for al l Urban Consumers published by the United States Department of Labor, Bureau of Labor Statistics for the Los Angeles -Long Beach-Anaheim, CA area. If such inde x shall be discontinued, then it shall mean such substitute comparable index as shall be designated by the CONSULTANT, and approved by the CITY, which approval shall not be unreasonably withheld. CP I shall be calculated on April 30 th of the prior Fiscal Year for the immediately prior twelve (12) month period. For example, the CPI increase for July 1, 2025, shall be based on the CPI increase ending April 30, 2025 , for the immediately preceding twelve (12) month period.

SECTION 3. TERM.

a. This Agreement shall comm ence upon i ssuance of a written “Notice to Proceed ” (as further defined below) by the CITY and shall expire five (5) years from the Effective Date, unless terminated earlier as h ereinafter provided. This Agreement may be extended for up to two (2) one-year extensions upon such term s and conditions mutually agreed upon by the Parties in writing.

b. Notice to Proceed. Any work or service contemplated under this Agreement shall no t commence until the CITY has issued a written Notice to Proceed issued by CITY’s applicable, department head.

SECTION 4. PERFORMANCE.

a. The CONSULTANT shall at all times, faithfully, competently, and to the best of its ability, experience, and talent, perform all tasks described herein.

b. The CONSULTANT shall employ, at a minimum, g enerally accepted standa rds and practices utilized by companies engaged in providing simila r services, as are required of Consultant hereunder, in meeting its obligations under this Agreement.

c. The CONSULTANT shall be knowledgeable of and subject to al l CITY ordinances, rules and regulations, standard operating procedures, and the supervisory chain of command.

d. The CONSULTANT shall have the right to retain, subject to the CITY's approval, additional non-Affiliate individuals, consultants or sub consultants to assist in the completion of services as herein defined. Compensation for additional non-Affiliate individuals, consultants or subconsultants shall be the sole and exclusive responsibility of the CONSULTANT.

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e. The CONSULTANT shall retain all original reports, field and of fice notes, correspondence, calculations, maps, and other documents specifically related to the services provided by the CONSULTANT pursuant to this Agreement, other tha n documents which are exempt from disclosure pursuant to the attorney-client privilege or any other law. Said documents shall be made available for inspection by the CITY upon request.

SECTION 5. WORK PRODUCT.

a. The CONSULTANT hereby agrees that all non-proprietary work p roduct pro duced pursuant to this Agreement, and provided to the CITY during and upon completion of this Agreement, shall be the property of the CITY , and owner ship of said work product shall be retained by the CITY. The CONSULTANT may take and retain copie s of such written products as desired, but no such writt en products shall be the subject of a copyright appl ication by the CONSULTANT.

b. All data, documents, discussion, or other information provided, developed or received by the CONSULTANT solely for performance of this Agreement are deemed confidential and shall not be disclosed by the CONSULTANT without prior writt en consent by the CITY. The CITY shall grant such consent if disclosure is legally required. All such w ritten products shall be returned to the CITY, and all Troon Proprietary Information, as defined below, shall b e returned to CONSULTANT, upon the termination or expiration of this Agreement. The Parties agree that the covenants contained in this Section shall survive the expiration or ter mination of this Agreement.

“Troon Proprietary Information” means all intellectual property relating to CONSULTANT or any of its Affiliates, the business affairs of CONSULTANT or any of its Affiliates, or any golf club, golf course or facility or other similar operation or similar facility which CONSULTANT or any of its Affiliates owns, leases or operates, including without limi tation: (i) the CONSULTANT ’s trademarks; (ii) prop rietary documents, materials or software (including without limitation, manuals, software p rograms, internal correspon dence, operating standards manuals, agronomic standards manuals, and other items of a proprietary nature created by CONSULTANT or its Affiliate (s) specifically acquired, developed or modified in whole or in part by o r for CONSLTANT or its Affiliates, and used in the operation of facility of in any CONSULTANT affiliated facility ; (iii) guest and player data related to Troon loyalty programs; and (iv) any trade secrets and copyrightable or patentable subject matter developed, acquired, or licensed by CONSULTANT or any of its Affiliates in the operation of the fa cility or in any affiliated facility, and all intellectual property rights relating to any of the foregoing.

SECTION 6. EXTRA SERVICES.

No extra services over and above the Com pensation shall be rendered by the CONSULTANT under this Agreement unless such extra services first shall have been duly authorized in writing by the CITY’s City Manager (the “City Manager”).

SECTION 7. CITY SUPERVISION.

The City Manager shall have th e right of general supervision of all work performed by the CONSULTANT and shall be the CITY ’s agent with re spect to obtaining the CONSULTANT’s compliance hereunder. No payment for services rendered under this Agreement shall be made without the prior approval of the City Manager.

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SECTION 8. TERMINATION.

In the event that either Party hereto fails or refus es to perform any of the provisions of this Agreement at the time and in the manner required, the non -defaulting party shall give the defaulting par ty written notice of the default, the nature of the defa ult, and of the steps necessary to cure the default.

a. Termination for Cause . In the event that any of t he provisions of the Agreement are violated by either party, the non -defaulting Party may termina te the Agr eement by serving written notice upon the other Party, listing the vio lation(s) and its intent to terminate such Agreement unless within ten (10) day s after the serving of such notice, such violation shall cease or be rectified, the contract shal l upon the expiration of an additional thirty (30) days cease and terminate. Vi olations by the CONSULTANT which cannot be corrected within ten (10) days, said contract shall at the option of the C ITY cease and terminate upon the giving of like notice. In the event of any such termination for default by the CONSULTANT, the C ITY may take over the work and prosec ute the same to completion by contract or otherwise for the account and at the expense of the CONSULTANT. The CONSULTANT and his sureties shall be liable to the CITY for any excess cost occasioned in the event of any such termi nation. This change shall not be construed to prevent the termination, for othe r causes authorized by law or other provisions of this contract. In the event of a termination f or cause, the CONSULTANT shall only be entitled to the Compensation for those Pr ofessional Services satisfac tory performed on or before the effective date of termination.

b. Termination for Convenience. The CITY shall have the option, at its sole discretion and without cause, to terminate this Agreement in whole , or in part, by giving thirty (30) business days’ written notice to the CONSULTANT. Upon the termination of this Agreement as provided herein, the CITY shall provide to the CONSULTANT the part of Compe nsation wh ich would otherwise be payable to the CONSULTANT for services the CONSULTANT had completed as of t he date of termination, less the amount of all prev ious payment with respect to the Compensation. Further, upon such a termination for convenience by the CITY, the Parties agree that the CONSULTANT shall be reimbursed for a ny “non-refundable” costs that the CONSULTANT has incurred for its services under this Agreement, provided that: (1) such “non- refundable” costs were incurred by the CONSULTANT prior to the date of termination, and (2) that the CONSULTANT provides the CITY with adequate proof that the CONSULTANT incurred the costs, and is una ble to be seek a refund for such costs. Such “non -refundable” costs may include, but are not lim ited to, travel reservations incurred by the CONSULTANT for its performance of services under this Agreement. The CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination.

SECTION 9. EMPLOYMENT OF CITY EMPLOYEES.

No regular employee of the CITY shall be employed by the CONSULTANT during the term of this Agreement.

SECTION 10. NON-LIABILITY OF CITY OFFICIALS AND EMPLOYEES.

No official or employee of the CITY shall be personally liable to the CONSULTANT in the event of any default or breach by the CITY, or for any amount wh ich may become due to the CONSULTANT.

SECTION 11. INDEPENDENT CONSULTANT.

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a. The CONSULTANT is and shall, at all times, remain as to the CITY a wholly independent consultant. Neither the CITY nor any of its elected officials, officers, employees, or agents shall have control over the conduct of the CONSULTANT except as expressly set forth in this Agreement. The CONSULTANT shall not at any time or in any manner represent that he or she is in any manner an elected official, officer, employee, or agent of the CITY. No employee benefits shall be available to the CONSULTANT in connection with the performance of this Agreement. Except as provided in this Agreement, the CITY shall not pay salary, wages, or other compensation to the CONSULTANT for performance hereunder for the CITY, the CITY shall not be liable for compensa tion to the CONSULTANT, the CONSULTANT’s employees or the CONSULTANT’s subconsultants for injury or sicknes s arising out of performing services hereunder.

b. The parties further acknowledge and agree that nothing in this Agreement shall create or be construe d to create a partnership, joint venture, employment relationship or any other relationship except as set forth in this Agreement.

c. The CITY shall not deduct from the Compensation paid to the CONSULTANT any sums required for Social Security, withholding ta xes, FICA, state disability insurance or any other federal, state or local tax or charge which ma y or may not be in effect or hereinafter enacted or required as a charge or withholding on the compensation paid to the CONSULTANT. The CITY shall have no responsibility to provide the CONSULTANT, its employees or subconsultants with workers’ compensation insurance or any other insurance.

SECTION 12. CALPERS ANNUITANTS AND ELIGIBILITY INDEMNITY.

a. If the CONSULTANT is a California Public Employees’ Retirement System (“CalPERS”) annuitant, the CONSULTANT must provide the City with written notification of s uch fact a minimum of 14 calendar days prior to commence ment of services under t his Agreement.

Failure to p rovide such notification may result in termination of the Agreement, and any penalties or other costs relating thereto shall be borne by the CONSULTANT. If this Agreement remains in place, the CONSULTANT shall execute any amend ment(s) to this Agreement requested by the City in order to comply with all law s and regulations applicable to CalPERS annuitants.

b. In the event that the CONSULTANT or any em ployee, agent, or sub consultant of the CONSULTANT providing services under this Agreement claims or is deter mined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of the CITY, the CONSULTANT shall inde mnify, def end, and hold harmless the CITY for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of the CONSULTANT or its employees, agents, or sub consultants, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the re sponsibility of the CITY.

c. Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, the CONSULTANT and any of its employees, agents, and subconsultants providing service under this Agreement shall not qualify for or become ent itled to, and hereby agree t o waive any claims to, any compensation, benefit, or any incident of employment by the CITY, including but not limited to eligibility to en roll in PE RS as an employee of the CITY and entitlement to any contribution to b e paid by the CITY for employer contribution and/or employee contributions for PERS benefits.

SECTION 13. LEGAL RESPONSIBILITIES.

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The CONSULTANT shall at all times observe a nd comply with all applicable laws, ordinances, codes, and regulations of the fe deral, state, and local governments including, but not limited to the Montebello Municipal Code. The CITY, and its appointed or elected officers, employees, or agents, shall n ot be liab le at law or in equity occasioned by failure o f the CONSULTANT to comply with this section.

SECTION 14. INDEMNIFICATION.

The CONSULTANT agrees to, and shall defend, indemnify, protect and hold harmless, the CITY, its elected and appointed boar ds, office rs, officials, employees, agents and volunteers from and against any a nd a ll claims, demands, laws uits, defense costs, civil, penalties, expenses, causes of action, and judgments at law or in equity, or liability of any kind or nature which the C ITY, its e lected and appointed boards, officers, officia ls, employees, agents an d volunteers may sustain or incur or which may be imposed upon them for injurie s or deaths of persons, or damage to property arising out of the CONSULTANT’s negligent or wrongful act or omission under the terms of this Agreement, except only liability ari sing out of the sole negligence of the CITY.

SECTION 15. INSURANCE COVERAGE.

a. During the term of this Agreement, the CONSULTANT shall carry, maintain, and keep in full force and effect insurance against claims for death or injurie s to persons or damages to property that may arise f rom or in connection with CONSULTANT’s performance of this Agreement. Such insurance shall be of the types and in the amounts as set forth below:

• Commercial General Liability (CGL) : Insurance Services Office Form C G 00 01 covering CGL on an “occurrenc e” basis for bodily injury and property damage, including products-completed operations, personal injury, and advertising injury, with limits no les s than $2,000,000 per occurrence. If a general aggregate limit applies, the limit shall be twice the required occurrence limit.

• Automobile Liability Insurance: Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if CONSULTANT has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.
• Worker's Compensation insurance as required by the laws of the State of California, with Statutory Limits, and E mployer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

• Professional Lia bility insurance appropriate to the CONSULTANT’S profession, with limit no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate.

b. If the CONSULTANT maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained by the CONSULTANT.

c. The CONTACTOR shall require each of its sub consultants, if any, to maintain insurance coverage that meets all of the requirements of this Agreement.

d. The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a current rating of at least A:VII in the latest edition of Best's Insurance Guide.

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e. Each insurance policy required above shall state that coverage shall not be canceled, except after thirty (30) days’ prior written notice (ten [10] days for non -payment) has been given to the CITY. The CONSULTANT agrees that if it does not keep the aforesaid insurance in full force and effect the CITY may either (i) immediately termi nate this Agreement for Cause; or (ii) take out the necessary insurance and pay, at the CONSULTANT’s expense, the premium thereon.

f. Evidence of Insurance prior to commencement . The Contractor shall provide to the CITY Certificate(s) of Insurance evidencing such coverage together with copies of the required policy endorsements no later than five (5) business days prior to commencement of service and at least fifteen (15) business days prior to the expiration of any policy. Unreasonable failure to provide such evidence may be cause for termination of the Agreement as provided herein or delay the services’ commencement date. The evidence of insurance shall be U.S. mail or email to:

City of Montebello
Attn: Risk Manager
1600 West Beverly Boulevard
Montebello, CA 90640
Email: [email protected]

Coverage shall not be susp ended, voided, cancelled, reduced in coverage or in limits, non - renewed, or materially changed for any reason, without thirty (30) days prior written notice thereof given by the insurer to the CITY by U.S. mail, or by personal delivery, except for nonpayment of premiums, in which case ten (10) days prior notice shall be provided.

g. Evidence of Insurance during the entire term of the Agreement. At all times during the term of this Agreement, the CONSULTANT shall maintain on file with the CITY’s Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming t he CITY as an additional insured. The CONSULTANT shall, prior to commencement of work under this Agreement, file with the CITY’s Risk Manager such certificate(s).

h. The CONSULTANT shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two (2) weeks prior to the expiration of the coverages.

i. The general liability and automobile polici es of insurance required by this Agreement shall contain an endorsement naming the CITY, its officers, employees, agents and v olunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that th e policies cannot be canceled or reduced except on thirty days’ prior written notice to the CITY. The CONSULTANT agrees to req uire its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.

j. The insurance provided by the CONSULTANT shall be primary to any coverage available to the CITY. Any insurance or self -insurance maintained by the CITY, its officers, employees, agents, or volunteers, shall be in excess of CONSULTANT’s insurance and shall not contribute with it.

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k. All insurance coverage provided pursuant to this Agreement shall not prohibit the CONSULTANT, and CONSULTANT’s employees, agents or sub consultants, from waiving the right of subrogation prior to a loss. The CONSULTANT hereby waives all rights of subrogation against the CITY.

l. Any deductibles or self -insured retentions must be declared to and approved by the CITY. At the option of the CITY, the CONSULTANT shall either reduce or eliminate the deductibles or self -insured retenti ons with respect to the CITY, or the CONSULTANT shall procure a bond guaranteeing payment of losses and expenses.

m. Procurement of insurance by the CONSULTANT shall not be construed as a limitation of the CONSULTANT'S liability or as full performance of CONSULTANT’s duties to indemnify, hold harmless and defend under the indemnity covenants of this Agreement.

SECTION 16. SUBCONTRACT, ASSIGNMENT OR DELEGATION.

This Agreement is a professional services agreeme nt between CONSULTANT and CIT Y.

Except with respect to an assignment by CONSULTANT to an Affiliate (or of a CONSULTANT’s right to receive payments hereunder), t he CONSULTANT shall not subcontract, delegate, or assign its duties or rights hereunder, either i n whole or in part, without the prior written consent of the CITY. Any proposed subcontract, delegation, or assignment to a non -Affiliate shall provide a description of the services to be covered, identification of the proposed sub- consultant, delegee, or assignee, and an e xplanation of why and how the same was selected, including the degree of competition involved. “Affiliate” means any corporation or other entity controlled by, controlling or under common control with CONSULTANT. The words “control,” “controlled” and “controlling” mean ownership, directly or indirectly, of 50% or more of the legal or beneficial ownership interest of such corporation or other entity.

Any subcontract, delegation or ass ignment shall be made in the name of the CONSULTANT and shall not bind or purport to bind the CITY and shall not release the CONSULTANT from any obligations under this Agreement including, but not limited to, the duty to properly supervise and coordinate the work of employees, assignees, delegees or sub-consultants unless specifically consented to in writing by the CITY. No such subcontract, delegation or assignment shall result in any increase in the amount of total compensation payable to the CONSULTANT under the Agreement.

SECTION 17. NO WAIVER.

Waiver by any party hereto of any term, condition or covenant of this Agreement shall not constitute the waiver of any other term, condition, or covenant hereof.

SECTION 18. DISPUTE RESOLUTION; GOVERNING LAW.

Disputes regarding the interpretation or application o f any provision(s) of this Agreement shall, to the extent reasonably feasible, be resolved through good faith negotiations bet ween the Parties. If any action at law or in equity is brought to enforce this Agreement or because of alleged dispute, breach, d efault or misrepresentation in connection with the provisions of this Agreement, the prevailing party in such action shall be entitled to reasonable attorney’s fees, expert fees, costs and necessary disbursements incurred in that action or proceeding, in addition to such other relief as may be sought and awarded. The venue for any litigation shall be County of Los Angeles, Calif ornia. The Parties agree that the covenants contained in this

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Section shall survive the expiration or termination of this Agreement.

SECTION 19. ATTORNEY’S FEES AND COSTS.

If litigation is reasonably required to enforce or interpret the provisions of th is Agreement, the prevailing party in such litigation shall be entitled to an award of reasonable attorney's fees and costs in addition to any other relief to which it may be entitled.

SECTION 20. WARRANTIES.

Each of the parties represents and warrants to one another as follows:

a. It has received independent legal advice from its attorneys with respect to the advisability of entering into and executing this Agreement;

b. In executing this Agreement, it has carefully read this Agreement, knows the contents thereof, and has relied solely on the statements expressly set forth herein and has placed no reliance whatsoever on any statement, representation, or promise of any other party, or any other person or entity, not expressly set forth herein, nor upon the fa ilure of any other party or any other person or entity to make any statement, representation or disclosure of any matter whatsoever; and

c. It is agreed that each party has the full right and authority to enter into this Agreement, and that the per son executing this Agreement on behalf of either party has the full right and authority to fully commit and bind such party to the provisions of this Agreement.

SECTION 21. MISCELLANEOUS.

a. The descriptive paragraph headings of this Agreement are included for purposes of convenience only and shall not control or affect the construction of interpretation of any of its provisions.

b. Whenever the context hereof shall so require, the singular shall include the plural, the male gender shall include the female gender, and the neuter and vice versa.

c. In case any one or more of the provisions contained in this Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not aff ect any other provision hereof and this Agreement shall be construed as if such invalid, illegal, or unenforceable provisions had never been contained herein.

d. The representations and warranties made by the parties to this Agreement shall survive the consummation of the transaction herein described.
e. This Agreement may be signed in any one or more counterparts all of which taken together shall be but one and the same Agreement. Any signed copy of this Agreement or of any other document or agreement referred to herein, or copy or counterpart thereof, delivered by facsimile transmission, shall for all purposes be treated as if it were de livered containing an original manual signature of the party whose signature appears in the facsimile and shall be binding upo n such party in the same manner as though an originally signed copy had been delivered.

f. Each of the parties acknowledges tha t it has been represented by independent

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counsel of its own choosing, or if it has not been so represented, it has bee n admonished to obtain independent counsel and has freely and voluntarily waived and relinquished the right to counsel. Eac h party who has not obtained independent counsel acknowledges that the failure to have independent legal counsel will not excuse such party’s failure to perform under this Agreement or any agreement referred to in this Agreement.

SECTION 22. NOTICE.

All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusiv ely shall be deemed served when delivered via e-mail (an “ Electronic Notice” as further defined below), personally or on the secon d (2nd) business day after the deposit thereof in the United States mail, postage prepaid, registered or certified, addressed as hereinafter provided. All notices, demands, requests, or approvals hereunder shall be given to the following addresses or such other addresses as the Parties may designate by written notice:

If to CITY: City of Montebello
Attn: Raul Salazar, City Manager
1600 West Beverly Boulevard
Montebello, CA 90640
(323) 887-1200

With a copy to: City of Montebello – Recreation & Community Services Attn: David Sosnowski, Director
1600 West Beverly Boulevard
Montebello, CA 90640
(323) 887-4540
Email: [email protected]

If to Consultant: Troon Golf
Attn: Joe Goodrich
15044 N Scottsdale Rd., Suite 300
Scottsdale, AZ 85254
(703) 626-3484
[email protected]

An electronic communication (“Electronic Notice”) shall be deemed written notice for purposes of this section if sent to the electronic mail address specified above. Electronic Notice shall be deemed received at the time the party sending Electronic Notice receives verification of receipt by the receiving party. Any party receiving Electronic Notice may request and shall be entitled to receive the notice on paper, in a nonelectronic form.

SECTION 23. NON-DISCRIMINATION AND EQUAL OPPORTUNITY EMPLOYER.

In the performance of this Agreement, the CONSULTANT shall no t discriminate against any employee, sub-consultant, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, mental condition or sexual orient ation. The CONSULTANT will take affirmativ e action to ensure that sub-consultant and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, nation al origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation.

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SECTION 24. CONFLICT OF INTEREST.

The CONSULTANT covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by the CONSULTANT under this Agreement, or which would conflict in any manner with the performance of its services hereunder. The CONSULTANT further covenants that, in performance of this Agreement , no person ha ving any such i nterest shall be employed by it.

Furthermore, the CONSULTANT shall avoid the appearance of having any interest that would conflict in any manner with the performance of its services pursuant to this Agreement.

The CONSULTANT covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of services to the CITY as a result of the performance of this Agreement, or the services that may be procured by the CITY as a result of the recommendations made by the CONSULTANT. The CONSULTANT's covena nt under this section shall survive the termination of this Agreement.

SECTION 25. ENTIRE AGREEMENT.

This Agreement contains the entire understanding between the CITY and the CONSULTANT.

Any prior agreements, promises, negotiations or representations not expressly set f orth herein are of no force or effect. Subsequent modifications to this Agreement shall be effective only if in writing and signed by each party. If any term, condition, or covenant of this Agreeme nt is held by a court of competent jurisdic tion to be invalid, void, or unenforceable , the remaining provisions of this Agreement shall be valid and binding.

[SIGNATURE PAGE TO FOLLOW]

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IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above.

(“CITY”) (“CONSULTANT”)

CITY OF MONTEBELLO TROON GOLF

Raul Alvarez, City Manager Joe Goodrich, Vice President

ATTEST:

Christopher Jimenez, City Clerk

APPROVED AS TO FORM:

Arnold M. Alvarez-Glasman, City Attorney

EXHIBITS:
• Exhibit A – RFP No. 24-1 Troon Golf proposal
• Exhibit B – Schedule of Compensation

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EXHIBIT “A”

RFP No. 24-1
Troon Golf Proposal

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PREPARED FOR:

CITY OF MONTEBELLO, CA

RECREATION AND COMMUNITY

SERVICES DEPARTMENT
MONTEBELLO, CA 90640

PREPARED BY:

JOE GOODRICH

VICE PRESIDENT,

BUSINESS DEVELOPMENT
[email protected]
703.626.3484

DATE OF ISSUANCE:

SEPTEMBER 14, 2023

TROON GOLF

RESPONSE TO

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MANAGEMENT | DEVELOPMENT | MARKETING
15044 N. Scottsdale Rd., Suite 300 | Scottsdale, AZ 85254 | USA | Tel: +1 480.606.1000 | Fax: +1 480.606.1010

September 28, 2023

City of Montebello, CA
Recreation and Community Services Department
Attn: David Sosnowski – Director of Recreation and Community Services 1600 West Beverly Blvd
Montebello, CA 90640

Mr. Sosnowski:

We appreciate the opportunity to submit the enclosed proposal in response to the City of Montebello (“The City”) Request for Proposal No. 24-1 for Golf Course Management, Maintenance, and Operation of Montebello Golf Course (“Montebello”). Troon Golf, LLC (“Troon”) has provided maintenance services at Montebello for the past three years, working closely with the architects, engineers, and construction teams in all phases of the renovation project and feel strongly we are the best choice for The City to continue in the role of maintenance services as well as expand our role of services into golf and marketing for Montebello.

Our management experience, marketing capabilities, and demonstrated success working closely with Topgolf in El Segundo ; same ownership group of the Quiet Cannon at Alhambra Golf Course; many other municipalities in similar markets; combined with our current relationships servicing 37 golf courses in California , corporate office presence in Irvine, and intimate knowledge of the Montebello development project, uniquely qualifies Troon to transition into full management.

Our approach is to foster the growth of the game at a local level, expose as many people as possible to the game by providing fun and enjoyable experiences and provide opportunity for professional growth for our associates and the local community. We have been involved in the development, renovation, and re-opening of over 170 courses. Our ability to analyze a market and understand the relative strengths and weaknesses of any course within that market, and the elements of the operating and marketing plan to execute, is without question, un-equaled in the golf industry.

The information submitted and contained in this proposal is true and correct. The attached proposal shall remain valid for a period of not less than 90 days from the submittal deadline. Troon acknowledges the receipt of Addendum s No. 1-4 in the RFP. We look forward to the opportunity to meet with you and discuss our response in greater length.

Sincerely,
______________________________ _____________________________ Joe Goodrich Jeff Hansen
Vice President EVP & General Counsel
[email protected] [email protected]
703.626.3484 480.477.0439

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3 TABLE OF CONTENTS
Letter of Transmittal

Table of Contents 3

Executive Summary 4

Section I – Overview and Qualifications 8
- Troon Overview
- Summary of Services

Section II – Related Experience and Reference 17
- California Experience
- Municipal Experience
- Client References

Section III – Proposed Staffing and Project Organization 30 - Regional Support Team
- Organizational Chart
- Job Descriptions / Resumes

Section IV – Detailed Work Plan 34
- Golf Operations
- General & Administrative
- Maintenance Plan
- Course Maintenance Schedule
- Capital Improvement

Section V – Marketing Plan 53

Section VI – Transition Plan 61

Section VII – Annual Budget and Five-Year Pro Forma 64

Considerations / Cost Proposal 75

Exceptions / Deviations 79

Appendices 85

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4 EXECUTIVE SUMMARY

Background
The City of Montebello (“The City”) is renovating and reimagin ing Montebello Golf Course (“Montebello”), a project known as “The Montebello Municipal Golf Course Renovation Project.” This striking renovation includes transforming the former 18 -hole course into a new 9-hole regulation course, putting green complex, and state of the art 10-hole par 3 course that will be furnished with lights. These exciting new amenities will perfectly complement Topgolf’s new Montebello location. With the upcoming completion of the pr oject in Spring 2024 , The City has released an RFP in search of a qualified management firm to operate and maintai n Montebello on behalf of The City . As the golf industry continues to lean in the direction of alternatives to traditional golf, The City’s goals can only be addressed by an operator with the experience, skill set, “best-in-breed” tools and company culture to meaningfully promote this bold new asset for short term success and long-term sustainability.

Solution
At the forefront of the industry, Troon is unparalleled in its ability to operate a diverse portfolio of golf courses. Troon’s track record of success stretches from championship golf courses to innovative short course concepts and par 3 courses, including consulting at the distinguished Topgolf El Segundo. Troon has recognized and capitalized on the ever-growing popularity of alternatives to traditional golf, managing over 30 nine-hole and par 3 courses. These courses serve roles functioning both as enhancements to existing properties and as independent facilities. These concepts, which will be key focal points at Montebello, are designed to attract both avid golfers and casual golfers looking to be introduced to the game in a fun , inclusive and easy way. Troon’s proven success at similar facilities and Montebello’s appetite to introduce this concept to the community will without a doubt make this completed project a success both financially and recreationally.

To this end, all golf courses need a ‘strategic plan’ that focuses on marketing, expanding the attraction within the entire community, and tactics for increasing rounds, revenue, and cash flow. Such a plan can only be carried out by a firm with a proven record of operating similar facilities in similar situations. As Montebello unveils this exciting new amenity, the operator must be able to capture the interest of new and existing golfers and understand the relative strengths and weaknesses of the course as it begins this new transition. Troon has been intimately involved in the maintenance operations at Montebello and we present the opportunity to extend our partnership as a dedicated industry expert that has the experience, local knowledge, and municipal wherewithal to provide a comprehensive plan that improves the value proposition of the asset to benefit The City, golfers, and all associated stakeholders.

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5 Focal Points For Montebello
As Montebello turns the page to a new chapter of golf, The City must have a plan in place to promote and execute this long-awaited project. Troon has identified the following focal points for Montebello to succeed in their strategic vision for this newly redefined concept.

1. Marketing – Troon will leverage its extensive marketing capabilities to navigate Montebello through its grand opening and beyond with a comprehensive marketing strategy. Such a strategy includes a full calendar of events – from leagues, game nights, and social gatherings to local tournaments and outings. Montebello has positioned itself to be the perfect host for a variety of events in the community. Troon’s dedicated marketing team will develop a website that captivates the unique ameni ties that Montebello will offer.

a. Acquisition – Troon will develop a targeted advertising campaign and aggressive marketing plan to attract the attention and interests of the local community and to penetrate the immediate market. Troon will implement strategies and tactics to increase awareness and attract golfers currently not utilizing the facility. b. Retention – Troon utilizes proven database management systems to track reservations, playing, and spending history; develop programs and offers that best meet the expressed needs of those guests; and utili ze direct marketing techniques to communicate individually with each golfer. Members and Guests will be better informed about Montebello happenings and continually invited to join new programs. Enhanced communication will prove vital to improving the perceived value of the facility.
c. Loyalty – Troon will increase loyalty through the delivery of an experience that is fun, enjoyable, and fulfills the expressed needs of all patrons. Our marketing focus will be on growing Share of Wallet, delivering programs specifically designed to increase spend during each visit, and eventually converting frequent users to members. Troon has implemented successful loyalty programs at each of our clubs to promote under-utilized times.

2. Golf and Social Events – Troon recognizes the importance of engaging the community at all our municipal locations. Developing a strong schedule of events, both golf and non-golf related, can help build relationships within the community and in turn drive revenue at Montebello. Tro on will work with The City to develop a list of events throughout the year to help reach their goals. Some examples of events at similar Troon facilities include themed social events, family nights, happy hours, community partnership events, night golf, and much more.

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6 3. Accessibility and Inclusion – One of Troon’s core values is ‘Attentively Inclusive’, something we wholeheartedly follow at all our facilities. Troon understands the importance of creating a welcoming and accessible environment for all golfe rs, no matter the skill level or demographics of each golfer. Troon will work with The City to develop a plan on how to best approach the operations of the course through the lens of accessibility and inclusivity.

4. Embracing Technology – Troon has heavily invested in a business development system to manage relationships and interactions with current and potential guests. Guest contact information, as well as their behaviors, interests and buyer status are stored in one central location.

a) Simulators: Many golf courses have evaluated indoor golf simulators in search of alternative revenue streams during the off -season. In 2019, Troon partnered with the leading golf simulator manufacturer, GOLFZON, to open golf simulator “cafés” across the US.

b) Touch-free / Mobile: Mobile owners will
increase to over 7 billion by 2023, so
having the right platform to connect
with them on their phone is critical.

Gallus Golf is the leader in custom golf
course apps and our preferred vendor.

Troon will create a “G olf Wilmington”
Mobile application – free to all users, with
features including:

• Booking Tee Times
• Virtual Caddie (GPS)
• Electronic Scoring / Stats Tracking
• Loyalty, Rewards & Electronic Punch Card
• Offer Locker Specials & E-commerce
• On Tap Food & Beverage
• Push Notifications
• Club News and Updates
• Social Sharing

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7 Growing Golf Revenue
A proactive, outbound marketing campaign targeting and nurturing player development will increase golf rounds and revenue. Key aspects include:

• Emphasizing programming – notably, golf events,
tournaments and leagues – throughout the community
• Tracking each guest’s activity and communicating tailored messages based on their unique behaviors and activities • Implementing programs specifically designed to encourage incremental spend during each visit without compromise to margins
• Identifying loyalty options to entice additional golf use • Pricing structure to attract additional rounds and increase average rate • Expanding hours of operation
• Implementing day-part specials
• Targeting offers to increase rounds played per guest

Working Together
Troon’s philosophy is to always ensure communication is open and transparent, and our goals are perfectly aligned. Under that guidance, we will begin open dialogue and establish “listening posts” for ideas and suggestions toward creating winning relationships with and programs for residents. The City will continuously experience the following with Troon:
• An integrity-laden partner with a sense of ownership to help make th e best choices and expertly implement the plan
• The best team in golf, committed to achieving our shared performance goals across the entire operation
• Unmatched support network of on -site leadership, regional experts and corporate resources which helps to right size operational budgets by department • Improved, detail-oriented service and product presentation levels aimed to optimize profitability as quickly and prudently as possible

Summary
Troon has evolved into one of the best and most successful golf man agement companies singularly focused on “best in breed” operations. We tailor our plans to meet the needs of our client, develop marketing concepts and operational strategies that maintain market position, and improve the bottom -line of the facility. Our r esults are not accidental. Troon’s ability to harness the scale of the organization and drive efficiencies combined with our “boots-on-the- ground” operational approach in the areas of marketing, communications, clubhouse operations, personnel, and agronomy.

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8 Aviara Golf Club, Carlsbad, CA
SECTION I – OVERVIEW AND QUALIFICATIONS

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9 TROON OVERVIEW
Troon started as one facility in 1990 and has since grown to become the world’s largest professional club management company. We provide services to 800+ locations in 45 states and 30+ countries, including full operational responsibility for 625 + locations and 575 golf courses, while also managing various amenities, such as tennis, aquatics, fitness, food & beverage, lodging and more. We have grown our company by listening to and understanding the specific opportunities and challenges of our clients, then customizing our app roach to achieve success together. This is accomplished by providing a foundation comprised of the best talent in the industry and cultivating the creativity of our 35K+ associates worldwide. Our successful culture, combined with 30+ years of experience, gives us the opportunity to develop the strategies that allow our clients to excel in this competitive industry.

Troon is comprised of four club management brands committed to providing best -in-class hospitality and services:

• Troon Golf – Responsible for the operations of daily fee and resort facilities • Troon Privé – Specializes in private clubs, 50+ of which are member-owned • Troon International – Management services for all club types beyond the Americas • Indigo Sports – Full-service operator specializing in daily fee and semi-private facilities

These brands are supported by 375+ experienced corporate leaders based throughout 14 regional offices, with expertise in Club Operations, Agronomy, Food & Beverage, Sales & Marketing, Procurement, Human Resources, Finance & Accounting, Design & Development, Information Technologies, Risk Management and Legal & Compliance.

In addition to club management, Troon is equipped with innovative specialty brands to support our client’s needs:
• ICON – Leader in amenity and community association management services • CADDIEMASTER – Premier provider of caddie management and training services • ClubUp – Enhanced caddie scheduling and communication technology • True Club Solutions – Provider of real-world solutions through advisory services • Cliff Drysdale Tennis & Peter Burwash International – Leaders in tennis management • RealFood – Specializes in building guest and member food and beverage experiences

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10 INDIGO SPORTS
Indigo Sports is the operating brand focused on
#GolfForEveryone! Including a collection of municipal, daily - fee/resort and semi-private facilities around the United States, Indigo Sports facilities are favorites of local and traveling golfers alike. Our belief is that golf courses should be managed like the businesses that they are and should always be striving to provide the best course conditions, customer service, and strong revenue results. We believe that golf is for everyone and know that the growth of the game is imperative to leaving the indust ry better than we found it.

MISSION
Our Mission is to create extraordinary guest and member experiences by delivering superior service, amenities and playing surfaces.

AWARDS AND RECOGNITION
• #1 Largest Management Company – Golf Inc.
• #1 Most Powerful People in Golf (Tim Schantz, President & CEO) – Golf Inc. • Management Company of the Year (2014-2022) – BoardRoom Magazine • Arizona’s Most Admired Companies (2019) – AZ Business Magazine & BestCompaniesAZ
• 80+ Troon-Affiliated Facilities Have Received a “Top 100” Ranking by Publications • 28 Troon-Affiliated Facilities Named “2023 Platinum Award Winners” – Association of Golf Merchandisers (AGM)
• 20 Troon-Affiliated Facilities Honored In “NBC Golf Pass’ Golfers’ Choice Rankings 2023” – NBC Golf Pass

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11 BIDDER INFORMATION
Years of Service: 33 years, founded in 1990

Name of Party: Troon Golf, LLC

Website Address: www.troon.com

Office Address: Troon – Irvine
Regional Office
17875 Von Karman Avenue, Suite 225
Irvine, CA 92614

Date of Incorporation: 1990
State of Incorporation: Arizona
Secretary of State File #: 199712010062
State of Organization: Delaware

Officers: Tim Schantz, President and CEO
Ruth Engle, EVP and CFO
Jay McGrath, EVP and Chief Legal Officer
Jeff Hansen, EVP & General Counsel

Point of Contact RFP: Joe Goodrich
Email: [email protected]
Telephone: 703.626.3484

FIRM OWNERSHIP STATEMENT
Troon is primarily owned by a private equity company. Any sale by the private equity company of its ownership interest in Troon or any future acquisitions of similar management companies will not affect Troon’s core business or the financial ability of Troon to conduct business. Troon was previously acquired by private equity firms in 2014, 2017 and 2021.

LITIGATION HISTORY
From time-to-time Troon is involved in various legal proceedings. Troon operates at more than 800 properties and h as over 3 5,000 employees. In relation to the size of the company and number of employees, Troon’s claim volume is below average. Troon has adequate insurance coverage and resources to cover all claims and no pending or threatened litigation or prior judgements will affect the operation of the agreement as outlined in the RFP. If City representatives would like to discuss any legal issues or claims in greater detail, we are happy to make Jeff Hansen, Troon’s EVP & General Counsel, available for further discussion.

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12 TROON FINANCIAL STATEMENT
Troon is one of the most financially stable and well-capitalized companies within golf and golf- related hospitality. Troon, operating principally as a third-party fee-based manager, is shielded from significant market fluctuations, which may be more noticeably experienced by those that are owner/operators of facilities. Although Troon does not require outside resources to support ongoing operations, Troon’s majority owners TPG Capital, Leonard Green & Partners, and Symphony Ventures are focused on the sustainable creation of value, which results from the delivery of exceptional value and customer service and ultimately happy clients. Troon does have a Corporate financing partner and, albeit not currently utilized, has the ability to access a significant credit line in excess of $30M. Troon’s profitability and value proposition are enabled by economies of scale generated from its position as the largest third -party manager in the industry. Troon’s financials include Top Line Revenue in excess of $350M and EBITDA in excess of $50M. Notably, Troon’s proven consistent growth has allowed the Company to re-invest in additional resources and enhanced technology that enable both Corporate and field associates in delivering exceptional results for our owners.

Troon is, and has been, subject to an annual external audit which has never resulted in an adverse opinion. The external audit is currently performed by Deloitte. Unfortunately, given the Company’s status as a private entity and the provisions of the Freedom of Information Act, we are not able to provide the audited financials as part of this submission in response to the Request for Proposal. That said, Troon’s CFO, Ruth Engle, would be happy to personally address any concerns related to the Company’s financial position.

Troon’s headquarters is located in Scottsdale, Arizona. In an effort to improve operational efficiency and with the completion of several acquisitions in recent years, Troon has opened or obtained add itional regional offices in strategic locations throughout the United States including Birmingham, Alabama; Irvine, California; Jupiter, Florida; Chicago, Illinois; Reston, Virginia and Seattle, Washington. Additionally, our RealFood food and beverage cons ulting office is located in Cambridge, Massachusetts, CADDIEMASTER located in Ponte Vedra Beach, Florida and Cliff Drysdale Tennis and Peter Burwash International are located in New Braunfels, Texas. Troon also has several international corporate locations . Collectively these corporate offices provide resources and support for Troon’s 30K+ associates located at Troon properties in 45+ states and 30+ countries.

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13 OVERVIEW OF SERVICES
Golf Operations
Troon’s management approach is centered on creating extraordinary guest and member experiences by delivering superior service, amenities, and playing surfaces. To consistently achieve these results and maximize success for each client, we dedicate ourselve s to hiring and training quality associates, implementing our proprietary Troon Operating Standards, and providing an unparalleled depth of expertise from our experienced team of corporate resources.

Agronomy
Our commitment to agronomic excellence is achieved when embracing sustainability, economics, and environmentalism. We utilize proven techniques, enabling us to create the most celebrated playing surfaces in the world. Golf course conditioning is an ongoing effort focused on achieving an optimal visual appearance while maintaining excellent turf health. Troon's proprietary scientific approach to agronomy encourages using organic, nature -friendly compounds and prudent chemical use to achieve these goals at the most reasonable cost. We continue to refine our agronomic practices to ensure that our team produces a product that is fiscally responsible, operationally sustainable, and appealing to golfers, all in a way that efficiently conforms to the financial framework of our clients. In add ition, Troon’s Environmental Management Initiative provides a systematic and usable set of guidelines that offer opportunities for community outreach, education, and conservation.

Food & Beverage
Troon’s philosophy regarding food & beverage consists of c ustomizing each dining experience commensurate with the personalized culture at each facility – whether it be private, resort, or daily fee. Our proprietary Food & Beverage Standards ensure that Troon’s high level of quality remains consistent and that our formula for success includes extensive corporate support through delivering extraordinary member and guest experiences, operational excellence, and financial performance. In addition to the operation resources provided within Troon’s management services, clients utilize our design and development services tailored to help facilities reimagine and refresh existing food service facilities, including developing new food service opportunities.

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14 Sales & Marketing
Key components of profitability for our dail y fee and resort facilities consist of innovative and sophisticated sales and marketing strategies, combined with proven programs and the global power of the Troon brand. Our services include strategic planning, proactive sales, recruitment, training, digital media, search engine marketing, and more. Important details regarding successful sales & marketing strategies are included within our proprietary Sales & Marketing Standards Guide, allowing us to develop customized revenue generation plans for each fac ility. Troon consistently outperforms the industry in all major metrics, including rounds, revenue, and average rate. This is a testament to our sales -oriented culture, which strategically focuses on helping our clients capture a greater market share and grow their businesses.

Procurement
Longstanding vendor relationships ensure our clients enjoy access to a procurement network of preferred brands, suppliers, distributors, service providers, and industry professionals. The portfolio’s buying power allows us to negotiate best-in-market terms, service, and pricing for our valued clients on golf operations items such as maintenance equipment, golf cars, merchandise, food & beverage supplies, technology systems, and more. We collectively save our client s millions of dollars each year through the savings achieved through participation in this voluntary program.

Human Resources
Troon provides comprehensive human resources for all of our associates without the need for consultants or an employee leasing c ompany, which can commonly add costs to the operation. The collective experience of our associates is unparalleled in the industry, allowing our scale to ensure the most competitive and comprehensive benefits platform for our clients. We recruit, hire, and train associates to utilize the most professional processes in the business based on the importance of our people and their role in the success of each facility.

Finance & Accounting
We deliver financial oversight and expertise, offering centralized coo rdination of accounting, payroll, and financial reporting, creating significant efficiencies for our managed facilities without using consultants. Weekly, monthly, quarterly and annual reports are provided to our clients, ensuring that important operational decisions are made based on current information, not by solely looking in the rearview mirror for answers. Troon is constantly forecasting and analyzing the

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15 operation performances of our facilities to ensure we are doing everything in our power to achieve each facility’s financial goals.

Design & Development
Since the company’s inception, we have been involved in the development and/or redesign of more than 400 golf courses and clubhouses. Throughout every phase of design, development, and construction, Troon has the capability and expertise to assist our clients by working directly with golf course designers, clubhouse architects, and all other professionals involved in the development process. From the initial design stage through the final sign-off on each component, our team’s involvement includes extensive budget planning and analysis, implementing cost controls, and frequently reviewing building plans.

Information Technology
Our Information Technology Team is involved in evaluating, designing, and installing complete information technology systems. The team evaluates each facility’s technological needs and recommends optimum efficiency. Our national account purchasing arrangem ents with hardware and software suppliers enhance the benefits of procuring these operating systems. We work with each client to ensure they are on the cutting edge of modern technology by offering fully integrated property management solutions.

Risk Management
Troon-managed facilities receive the economic and service benefits of the industry’s only dedicated in-house risk management team. We seek out the most appropriate and competitive insurance coverages while ensuring the implementation of each policy , all to minimize risks for our clients. These services typically represent significant savings on insurance premiums, which are realized by the courses, while at the same time providing broader and deeper coverages.

Legal & Compliance
Standalone facilities are frequently left on their own in legal matters, forced to trust their on -site leaders, and/or hire expensive external counsel for their expertise. Troon’s services encompass access to our legal team, which can include reviewing documents and contra cts to ensure that each facility’s best interests are considered.

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16 Racquet Sports
Troon’s commitment to racquet sports was solidified in 2018 with the acquisition of Cliff Drysdale Tennis (CDT). The addition of CDT provides industry leading expertise, resources and support to the racquet sports departments of our managed clubs. CDT wo rks alongside the management team at each club to ensure the racquets staff is aligned on the goals of the club and providing maximum benefit and satisfaction to members and guests. CDT strives to develop, promote and teach new programs that bring more people to the game and is committed to providing excellent service both on and off the court.

Revenue Management
Our clients have access to the only revenue management team in the golf management space. Our team is comprised of professionals with revenue management experience in the hotel industry, airline ticketing as well as sports ticketing. Our team works with you to understand your goals, your history and your clients to create plans that maximize your REVPAR in order to increase your rounds and revenue. Our team plans, builds and executes these plans in partnership with the sales & marketing team to optimize your overall performance.

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17 Tijeras Creek Golf Club, Rancho Santa Margarita, CA
SECTION II – RELATED EXPERIENCE AND

REFERENCES

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18 CALIFORNIA EXPERIENCE
Troon is the world’s largest golf management company. When combined, the Troon family of brands provides management services to 800+ locations in 45 states and 30+ countries, including full operational responsibility for 625+ locations and 575 golf courses, including 150+ municipally owned facilities . All municipal facilities are in BOLD. For additional information, please visit www.Troon.com.

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19 California (37)
• Alhambra Golf Course, Alhambra, CA
• Aviara Golf Club, Carlsbad, CA
• Baylands Golf Links, Palo Alto, CA
• Bayonet And Black Horse, Seaside, CA
• Boulder Ridge Golf Club, San Jose, CA
• California Country Club, Whittier, CA
• Classic Club, Palm Desert, CA
• Contra Costa Country Club, Pleasant Hill, CA
• Eagle Crest Golf Club, Escondido, CA
• El Macero Country Club, El Macero, CA
• Fairbanks Ranch Country Club, Rancho Santa Fe, CA
• Hiddenbrooke Golf Club, Vallejo, CA
• Indian Wells Golf Resort, Indian Wells, CA
• Lomas Santa Fe Country Club, Solana Beach, CA
• Maderas Golf Club, San Diego, CA
• Marin Country Club, Novato, CA
• Mission Hills North - Gary Player Signature Course, Rancho Mirage, CA • Monarch Beach Golf Links, Dana Point, CA
• Montebello Golf Course, Montebello, CA
• Native Oaks Golf Club, Valley Center, CA
• Shadow Hills Golf Club, Indio, CA
• Silver Creek Valley Country Club, San Jose, CA
• Silverado Resort And Spa, Napa, CA
• Stonetree Golf Club, Novato, CA
• The Club At Castlewood, Pleasanton, CA
• The Club At Grand Del Mar, San Diego, CA
• The Club At Pasadera, Monterey, CA
• The Fountaingrove Club, Santa Rosa, CA
• The Golf Club At Moffett Field, Mountain View, CA
• The Ridge Golf And Event Center, Auburn, CA
• Tijeras Creek Golf Club, Rancho Santa Margarita, CA
• Tustin Ranch Golf Club, Tustin, CA
• Westin Mission Hills Golf Resort & Spa, Rancho Mirage, CA • Willowick Municipal Golf Course, Santa Ana, CA
• Winchester Country Club, Meadow Vista, CA
• Yocha Dehe Golf Club, Brooks, CA
• Yorba Linda Country Club, Yorba Linda, CA

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20 MUNICIPAL EXPERIENCE

Troon is the best in breed operator of municipal golf facilities in the US, as evidenced by more than 30 years of proven results and excellence in varying markets nationwide. Troon continues to succeed as the industry’s premier operator of daily fee and municipal golf courses, currently operating more than 1 50+ municipal facilities. Below is a comprehensive list of all municipally owned facilities managed by Troon.

MID-WESTERN U.S. (47)

Illinois (20)
• Chicago Park District, IL
- Columbus Park Golf Course, Chicago, IL (public, 9)
- Diversey Driving Range, Chicago, IL (public, practice, 9) - Jackson Park Golf Course, Chicago, IL (public)
- Marquette Park Golf Course, Chicago, IL (public, 9)
- Robert Black Golf Course, Chicago, IL (public, 9)
- South Shore Golf Course, Chicago, IL (public, 9)
- Sydney Marovitz Golf Course Chicago, IL (public, 9)
• Forest Preserve District of Cook County, IL
- Billy Caldwell Golf Course, Chicago, IL (public, 9)

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21 - Burnham Woods Golf Course, Burnham, IL (public)
- Chick Evans Golf Course, Morton Grove, IL (public)
- Edgebrook Golf Course, Chicago, IL (public)
- George W. Dunne National Golf Course, Oak Forest, IL (public) - Harry Semrow Driving Range, Des Plaines, IL (public, practice) - Highland Woods Golf Course, Hoffman Estates, IL (public) - Indian Boundary Golf Course, Chicago, IL (public)
- Joe Louis “The Champ” Golf Course, Riverdale, IL (public) - Joe Louis “The Champ” Driving Range, Riverdale, IL (public, practice) - Meadowlark Golf Course, Hinsdale, IL (public, 9)
- River Oaks Golf Course, Calumet City, IL (public)
• Orchard Valley Golf Course, Aurora, IL (public)

Indiana (2)
• Centennial Park Golf Course, Munster, IN (public, 9)
• Crawfordsville Municipal GC (public)

Kansas (1)
• Ironhorse Golf Club, Leawood, KS (public)

Kentucky (1)
• The Courses at Kenton County, Independence, KY (public, 36)

Michigan (4)
• City of Troy, MI
- Sanctuary Lake Golf Course, Troy, MI (public)
- Sylvan Glen Golf Course, Troy MI (public)
• Currie Municipal Golf Course, Midland, MI (public, 36) • Fellows Creek Golf Club, Canton, MI (public, 27)

Minnesota (2)
• City of Duluth, MN
- Enger Park Golf Course, Duluth, MN (public, 27)

Ohio (9)
• Briardale Greens Golf Course, Euclid, OH (public)
• Cincinnati Recreation Commission, OH
- Avon Fields Golf Course, Cincinnati, OH (public)
- California Golf Course, Cincinnati, OH (public)
- Glenview Golf Course, Cincinnati, OH (public, 27)

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22 - Neumann Golf Course, Cincinnati, OH (public, 27)
- Reeves Golf Course, Cincinnati, OH (public, 27)
- Woodland Golf Course, Cincinnati, OH (public, 9)
• Highland Park Golf Course, Cleveland, OH (public, 36) • Raintree Golf & Event Center, Uniontown, OH (public)

Oklahoma (2)
• City of Tulsa, OK
- Mohawk Park Golf Course, Tulsa, OK (public, 36)
- Page Belcher Golf Course, Tulsa, OK (public, 36)

West Virginia (1)
• Oglebay Resort, Wheeling, WV (resort, 63)

Wisconsin (5)
• City of Racine, WI
- Johnson Park Golf Course, Racine, WI (public)
- Shoop Park Golf Course, Racine, WI (public)
- Washington Park Golf Course, Racine, WI (public)
• New Berlin Hills Golf Course, New Berlin, WI (public) • Northwood Golf Course, Rhinelander, WI (public)

MID-ATLANTIC (28)

Delaware (5)
• Delcastle Golf Club, Wilmington, DE (public)
• City of Wilmington, DE
- Ed “Porky” Oliver Golf Course, Wilmington, DE
- Rock Manor Golf Course, Wilmington, DE
• State of Delaware
- Deerfield, Newark, DE
- Garrison’s Lake Golf Club, Smyrna, DE
Maryland (3)
• Anne Arundel County, MD
- Compass Pointe Golf Courses, Pasadena, MD (public, 36) - The Preserve at Eisenhower Golf Course, Crownsville, MD (public)

North Carolina (1)
• Bradford Creek Golf Course, Greenville, NC (public)

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23 Pennsylvania (2)
• Dauphin Highlands Golf Club, Harrisburg, PA (public)
• White Deer Golf Complex, Williamsport, PA (public, 45)

Virginia (7)
• Northern Virginia Regional Park Authority
- Algonkian Golf Course, Sterling, VA
- Brambleton Golf Course, Ashburn, VA
- Pohick Bay Golf Course, Lorton, VA
• Prince William County, VA
- Forest Greens Golf Club, Triangle, VA (public)
- Prince William Golf Course, Nokesville, VA (public)
- Lake Ridge Golf Course, Woodbridge, VA (public, 9)
• Meadowcreek Golf Course, Charlottesville, VA (public)

Washington D.C. (3)
• United States National Park Service / National Links Trust - East Potomac Golf Links, Washington DC (public, 45)
- Langston Park Golf Course, Washington DC (public)
- Rock Creek Park Golf Course, Washington DC (public, 9)

NORTHEASTERN U.S. (7)

Connecticut (1)
• Wintonbury Hills Golf Course, Town of Bloomfield, CT (public)

Massachusetts (2)
• Falmouth Country Club, East Falmouth, MA (public, 27) • Olde Scotland Links, Bridgewater, MA (public)

New Jersey (8)
• Morris County Park Commission
- Berkshire Valley Golf Course, Oak Ridge, NJ
- Flanders Valley Golf Course, Flanders, NJ (36)
- Pinch Brook Golf Course, Florham Park, NJ
- Sunset Valley Golf Course, Pompton Plains, NJ
• High Bridge Hills Golf Course, Borough of High Bridge, NJ • Middlesex County Improvement Authority
- Meadows at Middlesex GC, Plainsboro Township, NJ
- Tamarack Golf Course, East Brunswick, NJ

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24 - Raritan Landing Golf Course, Piscataway Township, NJ

New York (4)
• Audubon Golf Course, Amherst, NY (public, 27)
• Harrison Meadows Country Club, Harrison, NY (public)
• Ely Park Golf Course, Binghamton, NY (public)
• Town of Orangetown, NY
- Blue Hill Golf Course, Orangeburg, NY (public)
- Broadacres Golf Course, Orangeburg, NY (public)
• Putnam County Golf Course, Mahopac, NY (public)
• Spook Rock Golf Course, Suffern, NY (public)
• Wallkill GC, Wallkill, NY (public)

SOUTHEASTERN U.S. (17)

Alabama (3)
• City of Montgomery, AL
- Gateway Park Golf Course, Montgomery, AL (public)
- Lagoon Park Golf Course, Montgomery, AL (public)
• Highland Park Golf Course, Birmingham, AL (public)

Florida (9)
• City of Jacksonville, FL
- Bent Creek Golf Course, Jacksonville, FL (public)
- Blue Cypress Golf Course, Jacksonville, FL (public, 9) - Brentwood Golf Course, Jacksonville, FL (public, 9)
• Bobby Jones Golf Club, Sarasota, FL (public, 54)
• Colony West Country Club, Tamarac, FL (public, 36)
• Dubsdread Golf Course, Orlando, FL (public)
• Ocala Golf Club, Ocala, FL (public)
• Palm Harbor GC, Palm Coast, FL (public, mtx only)
• Willowbrook Golf Course, Winter Haven, FL, (public)

Georgia (1)
• Stonebridge Golf Club, Rome, GA (public)

Mississippi (1)
• The Refuge Golf Course, Flowood, MS (public)

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25 Tennessee (2)
• City of Knoxville, TN
- Knoxville Golf Course, Knoxville, TN (public)
- Whittle Springs Golf Course, Knoxville, TN (public)

Texas (1)
• Stonetree Golf Course, Killeen, TX (public)

WESTERN U.S. (32)

Arizona (12)
• Antelope Hills Golf Club, Prescott, AZ (public, 36)
• City of Phoenix, AZ
- Aguila Golf Course, Phoenix, AZ (public, 27)
- Cave Creek Golf Course, Phoenix, AZ (public)
- Encanto Golf Course, Phoenix, AZ (public, 27)
- Palo Verde Golf Course, Phoenix, AZ (public)
- Papago Golf Course, Phoenix, AZ (public)
• City of Tucson, AZ
- El Rio Golf Course, Tucson, AZ (public)
- Fred Enke Golf Course, Tucson, AZ (public)
- Randolph Golf Complex, Tucson, AZ (public, 36)
- Silverbell Golf Course, Tucson, AZ (public)
• Dave White Municipal Golf Course, Casa Grande, AZ (public, mtx only) • El Conquistador Golf Club, Oro Valley, AZ (public, 45) • Grass Clippings at Rolling Hills, Tempe, AZ (public)

California (6)
• Alhambra Golf Course, Alhambra, CA (public)
• Baylands Golf Links, Palo Alto, CA (public)
• Bayonet & Black Horse, Seaside, CA (public, 36)
• Indian Wells Golf Resort, Indian Wells, CA (public/resort, 36) • Montebello Golf Course, Montebello, CA (public)
• Willowick Golf Course, Santa Ana, CA (public)

Nevada (1)
• Durango Hills Golf Club, Las Vegas, NV (public)

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26 Washington (12)
• Bellevue Golf Course, Bellevue, WA (public, 27)
• City of Seattle, WA
- Interbay Golf Center, Seattle, WA (public)
- Jackson Park Golf Course, Seattle, WA (public)
- Jefferson Park Golf Course, Seattle, WA (public)
- West Seattle Golf Course, Seattle, WA (public)
• City of Everett, WA
- Legion Memorial Golf Course, Everett, WA (public)
- Walter Hall Golf Course, Everett, WA (public)
• Cedarcrest Golf Course, Marysville, WA (public)
• Lake Padden Golf Course, Bellingham, WA
• Lynnwood Golf Course, Lynwood, WA (public)
• Ocean Shores Golf Course, Ocean Shores, WA (public)
• Tri-Mountain Golf Course, Ridgefield (Clark County), WA (public)

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27 PAR-3 / SHORT COURSE EXPERIENCE
Amongst Troon’s portfolio of 800+ golf courses worldwide, we have identified the following Par-3 / Short Courses that serve as comparable operations to Heart of America:
• #miniDunes, Ak-Chin Southern Dunes Golf Club, Maricopa, AZ (6 Holes) • Argent Lakes Golf Course, Sun City Hilton Head, Bluffton, SC (18 Holes) • Billy Caldwell Golf Course, Chicago, IL (9 Holes)
• Blue Cypress Golf Course, Jacksonville, FL (9-Holes)
• Brentwood Golf Course, Jacksonville, FL (9-Holes)
• Centennial Park Golf Course, Munster, IN (9-Holes)
• Challenge Course, Eagle Crest Resort, Redmond, OR (18 Holes) • Columbus Park Golf Course, Chicago, IL (9-Holes)
• Executive Course, Chateau Elan Golf Club, Braselton, GA (9 Holes) • Executive Course, Fargo Country Club, Fargo, ND (9 Holes) • Hyatt Hills Golf Complex, Clark, NJ (9-Holes)
• Jack Nicklaus Signature Golf Park, Red Ledges, Herbert City, UT (12 Holes) • Kukuiolono Park & Golf Course, Kalaheo, HI (9-Holes)
• Lakes at El Segundo, El Segundo, CA (10-holes + Topgolf) • Lake Ridge Golf Course, Woodbridge, VA (9-Holes)
• Li’l Wick, Wickenburg Ranch Golf & Social Club, Wickenburg, AZ (9 Holes) • Marquette Park Golf Course, Chicago, IL (9-Holes)
• Meadowlark Golf Course, Hinsdale, IL (9-Holes)
• Montebello Golf Course, Montebello, CA (9 Holes + Topgolf) – in Development • North Course, Shadow Hills Golf Club, Indio, CA (18 Holes) • Osprey, Pelican and Heron, Burnt Stone Marina Country Club, Punta Gorda, FL (27 Holes)
• Palmilla Beach, Port Arkansas, TX (12 Holes-9 Executive, 3 Par-3) • Par 3 Course, Columbus Country Club, Columbus, OH (9 Holes) • Robert A. Black Golf Course, Chicago, IL (9-Holes)
• Shark Bite, The Golf Club at Lansdowne, Leesburg, VA (9 Holes) • Short Course, The Club at Cordillera, Edwards, CO (9 Holes) • South Shore Golf Course, Chicago, IL (9-Holes)
• Sydney R. Marovitz Golf Course, Chicago, IL (9-Holes) • White Mountain Golf Park, Tinley Park, IL (9-Holes)
• Woodland Golf Course, Cincinnati, OH (9-Holes)
Li’l Wick, Wickenburg Ranch Golf & Social Club, AZ

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City of Montebello Golf Course Maintenance, Management and Operations RFP No. 24-1 ENCLOSURE 1 – REFERNCES Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service Consultant Name Business Address Name of Contact Title Contact Telephone Number of Contact Email of Contact Description of Project Date of Service

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29 CLIENT REFERENCES

City of Alhambra, CA
111 South First Street, Alhambra, CA 91801
Name: Mike Macias
Title: Director of Parks & Recreation
Course(s): Alhambra Golf Course
Telephone: 626.570.5007
Email: [email protected]
Services: Full-Service Management

Indian Wells Golf Resort
44-500 Indian Wells Ln, Indian Wells, CA 92210
Name: Chris Freeland
Title: City Manager
Course(s): Indian Wells Golf Resort
Telephone: 760-346-2489
Email: [email protected]
Services: Full-Service Management

City of Palo Alto, CA
250 Hamilton Avenue, Palo Alto, CA 95602
Name: Lam Do
Title: Superintendent, Open Space,
Parks and Golf
Course(s): Baylands Golf Links
Telephone: 650.496.6997
Email: [email protected]
Services: Full-Service Management

Grass Clippings at Rolling Hills
1415 N Mill Avenue, Tempe, AZ 85281
Name: TJ Forster
Title: Co-Owner
Course(s): Rolling Hills Golf Course
Telephone: 808.346.5787
Email: [email protected]
Services: Full-Service Management

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30 SECTION III – PROPOSED STAFFING AND

PROJECT ORANIZATION
Baylands Golf Links, Palo Alto, CA

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31 REGIONAL SUPPORT TEAM
Tony Marino
Vice President, Operations
Tony will be the key contact for Montebello. Tony oversees the business needs and best practices of general managers and directors of golf at Troon properties in California, Arizona, and Washington. He is also extremely skilled at client relations and fiscal management.

Prior to his current role, for nearly nine years he managed company properties in California, Florida, New Jersey, and Pennsylvania. Tony also work ed at the acclaimed Punta Cana Resort & Spa in the Dominican Republic.

Tom Prince
Senior Director of Sales & Marketing
Tom owns more than 30 years of proficiency in the public, private and resort golf sectors. He is responsible for planning and implementing sales, marketing and product development programs (short and long range) to improve business models and sustained profitability. Before joining Troon nearly four years ago, Tom administered Golf Channel’s sales operation for GolfNow in Southern California.

David Stout
Director of Agronomy
A 30+ year veteran of the golf industry, David oversees agronomy at a number of Troon’s Western courses. Based in Tucson, AZ, David has 20+ years of experience with Troon, serving in roles such as Superintendent, Director of Agronomy, and General Manager for a number of Troon courses, making him a reliable resource at Montebello.

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32 STAFFING PLAN

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33 JOB DESCRIPTIONS / RESUMES
Director of Golf – Oversees all aspects of the operation and administers Montebello’s policies and procedures. Major responsibilities include (but are not limited to) implementing and monitoring the budget, hiring, training and supervising all key staff members, monitorin g the quality of Montebello’s products and services, ensuring maximum guest satisfaction and securing Montebello’s assets, including facilities and equipment. Candidate must have 5+ years of experience in total club management and a demonstrated ability to run a professional, efficient, high quality golf operation. PGA/CMAA membership preferred, but not required.

Head Golf Professional – Key member of the golf operations team at the property and directly responsible for managing all golf operations, activities, and employees at the facility. Candidate must have 1-3 years’ experience in golf course operations, PGA Membership or PGA registered apprentice in good standing preferred, and a four -year college degree (preferably business related).

Head Superintendent – Integral member of Montebello’s management team and oversees the maintenance and agronomic practices of the golf course and adjacent grounds, including the clubhouse landscaping and maintenance. The above responsibilities also include overseeing the repair and maintenance of all golf course related equipment. Candidate must possess a GCSAA Class A membership, 3-5 years turf grass management experience, and knowledge of local, federal, and state laws and regulations affecting management of golf course operations.

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34 SECTION IV – DETAILED WORK PLAN
Indian Wells Golf Resort, Indian Wells, CA

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35 OPERATING PLAN

GOLF OPERATIONS

The golfer’s journey begins with the tee time reservation process.

Attentively managing Montebello’s point-of-sale and tee time systems encourages easy booking via online (mobile, desktop, tablet) telephone, golf shop and third-party affiliates.

Upon arrival, guests will enter Montebello’s expertly merchandised golf shop offering high quality, competitively priced items.

Welcoming attendants will greet each guest, collect contact information, process payments, and politely usher guests to the next stage of their journey.

Course starters will maintain punctuality on the first tee and provide guests with pertinent course information prior to their round. “Starter Scripts” inform guests of pin positions, golf cart rules, pace of play, restroom locations, and beverage cart availability.

Course marshals and beverage cart attendants will serve to enhance guests’ experience while on the golf course. Marshals assist groups by maintaining the expected pace of play, while beverage cart attendants quench thirsts.

At the conclusion of each round, cart attendants will thank guests for visiting and invite them to book their next round. If available, guests are directed to the club restaurant to eat, drink, and relive the shots that could have been.

1 2
3 5
4 “The foundation of our successful culture consists of hiring quality people and utilizing our proprietary guest experience training program. Using a holistic view of the guest journey, team members learn to empathize with each guest, anticipate and service their needs, then introduce them to the next portion of their journey, creating a positive, seamless experience.”

Mike Ryan
Chief Operating Officer

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36 PLAYER DEVELOPMENT
We intend to construct and deliver golfer
development programs at Montebello to meet
the learning needs of men, women, seniors,
juniors, beginners, avid players, low handicappers
and those with disadvantages and special needs.

As a pioneer in this area, we are laser focused –
in fun, non-threatening and affordable ways – to
introduce new players to the game. Troon also
prompts those on a golf hiatus to return and
others to play more frequently by scoring better.

We anticipate a PGA Golf Professional at
Montebello will conduct individual and group
lessons and clinics in sync with golfers of all
abilities – for a fee and free – throughout the year.

We target specialized programs for women and
millennials which comprise 24% and 28% of the
golf population, respectively.

JUNIOR GOLF

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37 OUTINGS & EVENTS
It’s one thing to aggressively sell group golf events, it’s another when outstanding service levels differentiate Montebello and generates market share growth and guest loyalty. Keen attention to detail centers on professional tournament services, including player pairing, customized rules and administration, personalized scorecards and cart signs, online and in -person registration, contest hole signage and set-up, professional scoring, merchandise giveaways and special bells and whistles.

In-House Events
Our blue-sky thinking includes adding fun programming and events to Montebello’s golf and social rotation. Troon will establish a golf and non -golf social calendar that promotes fun experiences for golfers and non -golfers alike. These examples are poised to add community excitement and incremental revenue:

PLAYER DEVELOPMENT PROGRAMS
Troon will implement creative golfer development programs at Montebello for players of all ages and skill levels. Our greater philosophy is that we lead lessons and programs that are fun, non- threatening, affordable and allow everyone to reach their potential as a player while increasing their overall enjoyment of the golf experience. In tandem with our national teaching resources, City instructors will utilize innovative facility set -ups at Montebello, allowing us the best opportunity to meet each player’s needs. Regardless of whether the goal is working toward playing competitively or simply wanting to learn the basics of the game, Montebello will offer the ideal program for everyone. In the attachments we have included examples of player development programs for an existing municipal client.

ADULT PROGRAM OFFERINGS
• Private Lessons and Clinics: Our instruction staff will conduct individual lessons, group lessons, and clinics for golfers of all abilities – both for a fee and for FREE throughout the year. Group clinics are structured in 5 -week groups meeting for 90 minutes pe r Irish Shamble
Links & Drinks
Happy Hour
Chili Scramble

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38 week. Programs offer 4 competency levels to place participants in appropriate groups.

Successful programs/clinics include:

o Golf Fore Women
▪ Having fun, seeing success and having support is the best way to learn the game of golf. That’s why we created Golf Fore Women – an opportunity for women to learn the game alongside other women.
o Golf Fore Men
▪ This series of programs is an ideal way for any man to learn the game of golf in a fun, relaxed and informative environment. If you have always wanted to participate in the game of golf and didn’t know where to begin, let us show you how to take the first steps to becoming a golfer.
o Get Golf Ready
▪ Get Golf Ready is designed to teach everything you’ll need to play golf in just a few lessons. Golf Professionals will show you that there are lots of ways to play by combining fun, friends and fitness. Each session will focus on the various golf skills you will use while playing. In addition to learning the basics, you will be guided onto the golf course to put your skills into action in a casual, friendly setting.
• Programming for Growth: Troon is one of the Nation’s leading promoters of Community Outreach Programs targeting juniors, women, as well underprivileged and special needs individuals. Special programs and offers will be developed in order to maximize utilization of the facility and to provide the beginner or novice golfer maximum opportunity to build confidence in learning the game. • Corporate Programs: Learning a new skill with your co -workers can be a wonderful team building exercise and a terrific networking/socializing opportunity. Whether guests have been playing for years or have never swung a golf club, we can develop a custom program to fit their needs.

JUNIOR GOLF INSTRUCTION
Successfully investing time and energy in junior Golf will be paramount to success at Montebello. Troon will develop fun and engaging camps, clinics and instructional programs geared for junior golfers of all skills and ages utilizing Montebello’s teaching bays and practice facilities – providing exposure to all aspects of the golf course while keeping juniors engaged and having fun.

Successful junior golf programs include:
• Golf Fore Kids
• 4 Day Junior Camps by US Kids Golf
• SNAG Junior Golf Camp ( Starting
New at Golf)
• PGA Jr. League Team

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39 COMMUNITY PROGRAMMING
Troon’s plan for the community experience at Montebello will center on developing events and experiences that target the Montebello community’s diverse populations while remaining sensitive to pricing. Bringing golfers and non -golfers alike to Montebello will be paramount to their success and will ultimately foster a welcoming, inviting environment for the community.

What To Expect
• Themed Social Events
o Frequency – Monthly
o Description – Creative and unique social events that include dinner, entertainment, and a seasonal theme. These are in house events promoted and executed by the F&B employees, independent from community partnership. o Examples – Live music on the upper deck, local brewery sampling events, wine tastings, ladies’ night, ugly sweater contest, Trivia Night, Octoberfest and others. o Price Varies on event – some are ticketed events $25-$50 per person, and some have a themed a la carte menu
• Family Nights
o Frequency – Weekly
o Add a special once per month – i.e. face painting, Halloween theme, balloon, soft serve bar, artist etc.
o Description – Children receive a complementary buffet meal with the purchase of an adult entrée.
• Weekday “Drive” Time Happy Hour
o Frequency – Weekly
o Food and beverage specials
o Description – Promote “waiting out traffic” by relaxing, hitting some balls and enjoying a casual meal with friends
• Community Partnership Events
o Frequency – Quarterly
o Description – Partner with the City to host community events for residents o Examples – Fall Harvest, Winterfest, Breakfast with Santa • Night Golf
o Frequency – Quarterly
o Description – Fun & unique way to bring golfers and their families to the golf courses. Using a mix of glo -balls and technology, practice putting greens and tee boxes near the clubhouse are turned into a chip & putt course o Examples – Shots in the dark at Indian Wells Golf Course

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40

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41 GOLF CART FLEET OPERATIONS
Troon will maintain power golf carts
and keep them in good working
order at all times. Troon maintains
standard golf cart rental policies at
its managed golf courses. Only
persons aged 18 or older
possessing a valid driver’s license
may rent a power golf cart after
signing a rental agreement and
liability waiver. Anyone operating a
cart inappropriately or in a
dangerous manner will not be
allowed to operate golf carts in the
future.

Equipment operators, outside services personnel, and the on -site mechanic will be trained in proper use and care of golf carts. Troon works closely with golf cart distributors to ensure technical support and training are of the highest quality. Proper servicing and mainte nance enhances the golfer’s experience, extends the useful life of carts, and increases after - market/trade-in values.

Troon utilizes an established, proven system for cart
management, including the use of weekly cart
maintenance logs, including but not limited to battery
meter readings, tire pressure, brakes, unnecessary tire wear, cleaning each cart after use by a golfer , and
servicing each cart to the manufacturer’s
specifications. All carts will be stored and rotated in a manner that prolongs the life of each vehicle and
provides the best possible golf cart experience to the
guest. Troon will work with Montebello to ens ure that
all warranty service is performed per the operating
lease. Equipment operators, outside services
personnel, and the on-site mechanic will be trained in
proper use and care of golf carts.

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42 GENERAL & ADMINISTRATION

Hospitality and recreation is a “people” business. Furthermore, guests’ demands and service expectations are at all -time highs. As such, Troon has expended considerable resources recruiting, training and developing top talent.

We call this “human capital .” It is driven by our proprietary performance management system that monitors and assesses job performance, with constructive feedback and goals, to create meaningful ways for employees to reach their potential and grow professionally.

Training and Development
There are many reasons – notably cultural and career development – Troon attracts and retains the best talent in the industry. The goal of the Learning & Development Team is to provide all managed properties with the resources and training required to meet their goals and visions for the future. We accomplish this by educating and strengthening the associates and leadership base within each property through interactive hands-on training along and additional electronic resources. Facilitating the ability to develop great people are our leading training programs:

Our online university features more than 50 comprehensive training modules for career development. The platform is integrated with our performance management system so that managers can assign training to match goals established during the annual review process.

Our mentorship program was established to identify and support “rising stars” within our organization. Selected mentees are paired with company executives for a six-month program to network, grow, and develop for their next steps with Troon.

Change is constant, which is why Troon supports the continued education of our employees through national and regional meetings. Our meetings allow employees to share best practices and hear from subject matter experts from the PGA, USGA, GCSAA, etc.

“At Troon, our people are our greatest asset which is why we strive to ‘ACE the Employee Experience’ each and every day. We hire the best candidates who share our core values and provide them with training and development resources to support their current role and career aspirations. To summarize, our clients’ success is because of our people, leaders and values.”

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43 ACEing the Experience
Led by a professional “employee trainer,” our
series of teaching-learning modules illustrate how
to carry out Troon’s guest vision statement.

Guidelines for acceptable and unacceptable
behaviors are demonstrated and discussed, as is
role playing, for daily execution of best service
practices during each interaction – from parking
cars to drive away.

We promote empathizing with each guest’s
personal situation, anticipating and servicing their
needs, and then introducing guests to the next
portions of their safe and fun journeys, creating
positive, seamless experiences throughout.

Formal training sessions are augmented by
regular reviews of the Troon guest vision
statement, as well as service and behavior
standards, in department and all -staff meetings . Timely feedback on observed positive and negative interactions is provided – these are teaching moments, not indictments.

Montebello will be subject to Mystery Shopping exercises (as well as guest surveys) anonymously conducted by professional, independent evaluators. Reports are used to further train, incentivize and reward employees.

Service Recovery
The occasional dissatisfied customer – whether expressed or largely unknown – needs to be converted into a loyalist. Staff will be taught to subscribe to our “LAST” techniques for appropriate service recovery responses.

LISTEN
• Don’t interrupt
• Make eye contact
• Show Respect
• Calm and clarify

THANK THE GUEST
• Appreciation
• Patience
• Positivity
• Helpfulness

ACKNOWLEDGE
• Recognize problem
• Apologize
• Empathize

SOLVE
• 100% attention
• Immediate action
• Timely follow-up

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44 RISK MANAGEMENT
Measures to avoid unnecessary risks benefits the well -being of employees, facilities and the business at large.

Safety and Security
Troon’ Vice President of Contracts and Risk Management oversees the construct, delivery, training and adherence to safety and sanitation plans, guidelines, rules and regulations. Our comprehensive manuals meet OSHA standards for all positions and job respo nsibilities, machinery and equipment, chemicals and fertilizers, and more. Local and state regulations apply as appropriate.

We require employees to acknowledge reading of manuals, attend regular training sessions, participate in our “Safety Makes Sense” video and training platforms – identifying risks by department – and report accidents or safety violations to his / her supervisor.

Additionally, we procure insurance, risk management and business licenses, including claims filing, renewals and regulatory requirements.

Emergencies
Troon establishes an emergency management plan (EMP) specific to Montebello. It addresses policies and methods of prevention, preparedness, response and recovery. At the EMP’s core is identifying risks and outlining courses of action to mitigate damage of potential events that could endanger the safety of employees and guests, and Montebello’s ability to function. The EMP includes procedures to safeguard property and facilities, as well as steps to assess an incident’s severity and respond to eliminate it. Training exercises (akin to fire drills) are part of the plan alongside connections to outside agencies for assistance.

Facility Audits
Our audit specialists will visit Montebello periodically. The audit includes more than 20 0 individual items in nine categories: ACE the Guest Experience training; administration; agronomy / maintenance; clubhouse; food and beverage; human resources; information technology; risk management, and operations.

Finance & Accounting
Troon has built a strong financial management team and systems that efficiently and accurately executes accounting functions for Montebello. Guided by keen attention to detail and deadlines, as well as checks-and-balances controls, our in-house Certified Public Accountants and financial

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45 analysts use generally accepted accounting principles and will work closely with General Managers at Montebello’s to:

• Help drive annual budget planning and management designed to achieve The City’s goals
• Manage and execute financial calculations, including accumulated depreciation, and fixed asset and capital lease schedules
• Strategize with The City on annual, quarterly a nd monthly cash planning and overall financial critical thinking
• Reconcile balance sheets and bank accounts, post journal entries and balance ledgers • Perform month-end processes, including consistent cash flow monitoring, forecasting and management
• Audit, analyze and prepare financial statements and report narratives for Montebello, including balance sheet, P&L, cash flow and cost-of-goods-sold analysis • File sales and use tax
• Turnkey accounts payables and receivables management, including invoicing and collections
• Direct payroll management via enterprise system
• Oversee internal controls compliance, including mystery audits, for the collection, receipt and deposits of Montebello’s revenues

Other items important to the finance and accounting process:

• Aggregation and Transparency – Troon’s proprietary XRM platform transfers point -of- sale and tee sheet data to our SAGE accounting software for up -to-date and accurate financial reporting. The City is provided complete viewability into revenues, expenses (including payroll), bank accounts and other monetary items, and financial reports are customized to easily consolidate into existing City budgets.

• Security and Internal Controls – Troon has built and successfully applied methods to avoid, detect, counteract and minimize risks for Montebello. They prevent employee and customer theft, including point-of-sale safeguards and countermeasures, cash handling and deposit requirements, video cameras, required receipts, random safe, drawer and inventory counts, tee sheet / point-of-sale reconciliation and payroll record verifications. • Accounting and Payroll – These functions are directed by Troon’s Director of Accounting who sets strategy and, as necessary, reviews the general ledger, deposit confirmations and audits (if any).

Troon has included in the attachments a detailed financial reporting packet of revenues & expenses.

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46 MAINTENANCE PLAN
The National Golf Foundation’s annual survey of golfers shows course conditions are the No. 1 reason one course is played over another. It’s an expectation that, when not met, means courses experience considerable “one -and-done” patronage. And it confirms the fact that product perfection equates to favorable price-value relationship.

Mandate
Troon’ agronomy team is highly educated, skilled and determined to deliver outstanding playing experiences to each guest daily. Our guest-centric approach is more than simply growing grass.

Focus is also on healthy turf, eco -sustainability and keen attention to detail across the total acreage. This is in concert with a reasonable budget required to impress golfers time and time again and earn their positive word of mouth. Commitments to excellence from the golf course superintendent and others on the maintenance crew lead to efficiencies in staffing and a high- quality, enviable end-product.

Strategy & Plan
For Montebello, a written agronomic plan will establish short-term and long-term goals, taking into account the maintenance and business needs of the facility. They will align with course upkeep tactics along a clear schedule (e.g. over -seeding, aeration, etc.) for quality assurance measures. The conditioning blueprint accounts for seasonality yet is flexible to meet nuances in weather conditions, golfer traffic, potential capital expenditures and other variables. We will

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47 strictly adhere to an approved budget consistent with standards and metrics within Montebello agronomic plans.

“Man-in-Motion” labor analys is aids our
superintendents in creating efficient and effective
budgets. Troon benchmarks each agronomic
plan against similar facilities in our portfolio to
identify areas of opportunity.

In addition to labor analysis, the Troon
agronomic plan includes a chemical and
fertilization schedule with integrated budget
calculators based upon application frequency,
product cost, and treated acreage.

Core Cultural Practices
Troon will leverage its talent and resources to properly care and produce impressive playing conditions at Montebello. Obtaining a healthy strand of turfgrass is accomplished through a myriad of strategies and tactics governing common surface and sub-surface (growing medium) variables.

Irrigation
Mowing
Aerification
Rolling
Topdressing
Fertilization
Weed Control
Detail Work

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48 Environmental Stewardship
Troon is widely recognized as golf’s most eco -friendly company and, at Montebello, plans to conserve and improve environmental quality while enhancing golfers’ experiences.

Troon actively participates in Audubon International’s
“Audubon Cooperative Sanctuary” program and all clubs
follow “Troon Green,” our sustainability guidelines. Specific examples of next-level environmental stewardship include:

Plastic Bottle Minimization: At numerous facilities
nationwide, Troon has instituted a “plastic bottle ban” to reduce plastic pollution in the world’s oceans, fight the negative impacts plastic pollution causes on wildlife, and to cut landfill inputs. Learn more about this effort:
https://www.troon.com/princeville-makai-golf-club-says-aloha-goodbye-to-plastic-water- bottles/

Planting Trees: Working with club ownership, Troon has enacted a tree -planting program at several facilities, identifying areas of the golf course to convert from maintained turf to tee planted forests without impacting playability of the course and turf health. Learn more about this effort: https://www.troon.com/press-releases/newly-opened-pga-national- czech-republic-is-a-trailblazer-in-environmentally-sustainable-golf/

Team
Troon is extremely selective in employing highly qualified golf course superintendents. They must hold passion for satisfying guests and an unwavering pride in performance. They must also be leaders with command over “what great looks like and plays like” based on where Montebello are positioned in the market.

Support, Accountability & Outcome
The superintendents at Montebello, in tandem with the on-site management team, benefit from hands-on support of a Troon regional director of agronomy. Periodic site visits yield a “Manager’s Report” with course and property photos as well as a detailed narrative of agronomic activities, conditions, action plans, resources, timelines and metrics. The report is shared with the City. This level of support promotes healthy turfgrass, exceptional playability, an aesthetic “wow” and, most important, guest satisfaction – all with “bang-for-the-buck” efficiency.

1. Environmental Planning

2. Wildlife & Habitat Management

3. Chemical Use Reduction &
Safety

4. Water Conservation

5. Water Quality Management

6. Outreach & Education

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49 COURSE MAINTENANCE SCHEDULE
Below is the required hours by task to meet the maintenance standards included in the RFP.

Troon remains open and flexible to reviewing the Standards with The City to discuss any change in priorities or frequencies based upon the desired conditions and costs.

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Montebello 2024 Labor Detail
Hrs/Day Hrs
# of Per Per
Task Workers Worker Day 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 4/1/2024 Total Change Cups/Set-up 1 3 3 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 1058 Weekly Frequency==> 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 Mow Greens 1 3.5 3.5 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 88.2 1058 Weekly Frequency==> 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 Mow Collars/Approaches 1 2 2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 302 Weekly Frequency==> 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Mow Tees 2 3 6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 907 Weekly Frequency==> 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Mow Fairways 1 6 6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 907 Weekly Frequency==> 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Roll Greens 1 4 4 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 403 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Mow Rough 1 8 8 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 806 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Mow Green/Tee Surrounds 1 8 8 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 806 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Trim Patrol 1 8 8 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 67.2 806 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Coolers/Trash/Divot Buckets 1 2 2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 25.2 302 Weekly Frequency==> 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Topdress Greens 1 6 6 12.6 6.3 12.6 12.6 12.6 12.6 12.6 12.6 12.6 12.6 6.3 7.6 134 Weekly Frequency==> 0.5 0.3 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.3 0.3 Topdress Tees 2 5 10 21.0 21.0 21.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 21.0 420 Weekly Frequency==> 0.5 0.5 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.5 Chemical Application 1 5 5 10.5 10.5 10.5 10.5 10.5 12.6 12.6 10.5 10.5 10.5 10.5 10.5 130 Weekly Frequency==> 0.5 0.5 0.5 0.5 0.5 0.6 0.6 0.5 0.5 0.5 0.5 0.5 Fertilizer Application 2 5 10 12.6 12.6 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 12.6 12.6 386 Weekly Frequency==> 0.3 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.3 0.3 Rake Bunkers 1 3 3 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 907 Weekly Frequency==> 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 Rake Bunker Edges 1 2 2 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 605 Weekly Frequency==> 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 Edge Bunkers 3 6 18 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 75.6 907 Weekly Frequency==> 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Irrigation Repair/Maintenance 1 3 3 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 756 Weekly Frequency==> 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Landscaping Maintenance 1 3 3 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 605 Weekly Frequency==> 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Clubhouse Grounds Maint. 1 2 2 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 403 Weekly Frequency==> 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Fill Tee Divots 1 2 2 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 504 Weekly Frequency==> 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Fill Fairway Divots 1 2 2 8.4 8.4 8.4 8.4 8.4 8.4 8.4 8.4 8.4 8.4 8.4 8.4 101 Weekly Frequency==> 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Handwatering 1 3 3 12.6 12.6 25.2 25.2 25.2 63.0 63.0 63.0 63.0 25.2 12.6 12.6 403 Weekly Frequency==> 1.0 1.0 2.0 2.0 2.0 5.0 5.0 5.0 5.0 2.0 1.0 1.0 Aerification 2 12 24 0.0 0.0 0.0 0.0 302.4 30.2 30.2 0.0 302.4 0.0 0.0 0.0 665 Weekly Frequency==> 0.0 0.0 0.0 0.0 3.0 0.3 0.3 0.0 3.0 0.0 0.0 0.0 Verticutting 2 6 12 15.1 12.6 12.6 12.6 12.6 12.6 0.0 0.0 12.6 12.6 12.6 0.0 116 Weekly Frequency==> 0.3 0.3 0.3 0.3 0.3 0.3 0.0 0.0 0.3 0.3 0.3 0.0 Overseeding 1 8 8 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 33.6 33.6 0.0 0.0 67 Weekly Frequency==> 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0 0.0 0.0 Driving Range Maintenance 2 5 10 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 504 Weekly Frequency==> 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Leaf Removal 2 4 8 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 50.4 605 Weekly Frequency==> 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 Shop Work 1 5 5 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 42.0 504 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 House Keeping 2 2 4 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 202 Weekly Frequency==> 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Administrative/Management 1 3 3 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 63.0 756 Weekly Frequency==> 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Equipment Repair/Preventative 1 8 8 168.0 168.0 168.0 168.0 168.0 168.0 168.0 168.0 168.0 168.0 168.0 168.0 20 16 Weekly Frequency==> 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Vacation 4 8 32 40.3 40.3 40.3 40.3 40.3 40.3 40.3 40.3 40.3 40.3 40.3 40.3 484 Weekly Frequency==> 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 Overtime 3 2 6 0.0 0.0 0.0 0.0 75.6 126.0 126.0 126.0 126.0 75.6 0.0 0.0 655 Weekly Frequency==> 0.0 0.0 0.0 0.0 3.0 5.0 5.0 5.0 5.0 3.0 0.0 0.0 Misc Detail 1 4 4 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 33.6 403 Weekly Frequency==> 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Total Labor Hours 1552.7 1543.9 1592.2 1613.2 1991.2 1809.4 1796.8 1764.4 2113.0 1722.4 156 4.9 1532.6 20597 Total Employees 9 9 9 1 01 21 11 11 11 31 0 9 9

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51 CAPITAL IMPROVEMENTS
Troon has extensive experience with the administration and management of capital projects, including renovation, development and construction of golf courses and ancillary facilities. During the past three (3) years, Troon has managed nearly $30 million of Capital Improvements at our municipal facilities .

Considering the increasingly competitive nature of the golf market, the process of investing capital has become a critically importan t component to the ongoing success of golf course operations. Troon places significant emphasis on planning and executing capital projects to ensure the physical integrity and competitive positioning of its managed courses.

Troon will work closely with Montebello to prioritize and schedule all capital work in order to provide positive economic benefits and asset enhancement to the respective courses as soon as possible.

Troon looks forward to working with The City to
discuss our ideas, suggestions and
recommendations aimed at improving the playing
conditions at Montebello (highlighted on the
following pages) . Capital projects will be evaluated
and prioritized based on safety concerns, the need
to preserve and enhance the physical assets and the
opportunity to improve revenue. Troon performs a
ten-year capital plan for each facility as part of the
annual planning process.

SUMMARY
BDGT
Item Description Club Benefit (brief) WHY 2022 2023 2024 2025 2026 2027 2028-31 Total Pool Fencing Area around pool - Eyes ore & creating attractive nuis ance
Safety 1,000$ -$ -$ -$ -$ -$ -$ 1,000$ TOTAL SAFETY 1,000$ -$ -$ -$ -$ -$ 1,000$ Clubhous e Signage Replace cours e s ignage around clubhous e Product Enhancement 8,000$ -$ -$ -$ -$ -$ 10,000$ 18,000$ Putting Green
Renovation
Renovation of the putting green due to incons is tent
turfgras s health. Current putting green does not
promote dis pers ion with minimal cuppable s pace
Product
Enhancement -$ -$ -$ -$ -$ -$ -$ -$ Golf Cours e Signage
Current Signage needs improvement and cons is tency.

Routine Replacement requried as wear and tear is
s howing
Product
Enhancement 4,000$ -$ -$ -$ -$ -$ -$ 4,000$ Lands cape Upgrades Upgrade the lands caping around the clubhous e. Add accent lighting, replace s hrubs and plants, add beds .

Product
Enhancement -$ 10,000$ -$ -$ -$ 10,000$ -$ 20,000$ TVs for Grille Room Upgrade of current TVs . Will enhance the look of the Grille Room.

Product
Enhancement -$ -$ -$ -$ -$ -$ -$ -$ Tree / Sod Ongoing tree removal and s od to improve cours e Product Enhancement -$ -$ -$ -$ 15,000$ -$ -$ 15,000$ Res taurant & Foyer
FF&E
Enhance the appeal of the Foyer & Grille Room.

Redes ign bar and parlor room and improve overall look.

Tables , Chairs , Carpet, Wallpaper, Hardwood Floor,
Curtains , & Rugs
Product
Enhancement 5,000$ -$ 5,000$ -$ -$ 5,000$ 10,000$ 25,000$ Pro Shop FF&E Routine upgrades . Replace carpet, pro s hop fixtures , ball dis play, and cabinet.

Product
Enhancement -$ -$ -$ 5,000$ -$ -$ 5,000$ 10,000$ Facility Res troom
Upgrade Replace Mirrors , Tiles , lighting Product
Enhancement -$ -$ 7,500$ -$ -$ -$ 10,000$ 17,500$ Range Enhancement Improvement of hitting and landing areas of the range Product Enhancement 5,000$ -$ -$ -$ -$ -$ 5,000$ 10,000$ Tee Box Renovations Res urface and level s elect tees (DR and Par 3) Product Enhancement
-$ 25,000$ -$ -$ -$ -$ 25,000$ 50,000$ TOTAL PRODUCT ENHANCEMENT 22,000$ 35,000$ 12,500$ 5,000$ 15,000$ 15,000$ 65,000$ 169,500$ FF&E Foyer Replace FF&E. Upgrade firs t impres s ion when entering clubhous e.

Replacement 6,000$ -$ -$ -$ -$ -$ -$ 6,000$ Banquet Supplies Tables , Chairs , Chafers , etc. Replacement -$ -$ -$ -$ -$ -$ -$ -$ Range Ball Was her Routine Replacement Replacement -$ -$ 6,000$ -$ -$ -$ -$ 6,000$ Cart Path Replacement Routine replacement of broken cart paths . Need to complete a little each year to keep cos ts manageable.

Replacement -$ -$ -$ 10,000$ -$ -$ 20,000$ 30,000$ Re Paint Poles Sand Blas t, primer and paint poles in the parking lot. Replacement 5,000$ -$ -$ -$ -$ 5,000$ -$ 10,000$ Slurry Seal Parking Lot Routine replacement Replacement -$ -$ -$ -$ -$ -$ 30,000$ 30,000$ Clubhous e Doors Doors in Pro Shop, and Dining room are due for replacement
Replacement -$ -$ 10,000$ -$ -$ -$ 10,000$ 20,000$ Ice Machine Routine replacement Replacement -$ -$ -$ 10,000$ -$ -$ 10,000$ 20,000$ Pump Replacement Pump needed replacement at the pump hous e Replacement -$ -$ -$ -$ -$ -$ 5,000$ 5,000$ HVAC Units
Reduce R&M cos ts. Current units are 10 years old.

Would replace with a 15 ton s ys tem and would need to
replace the air handeler unit as well.

Replacement -$ -$ -$ 12,000$ -$ -$ 12,000$ 24,000$ Fryer
Routine replacement. Current fryers are 9 years old and leak oil. Als o pos es a health ris k and could be s ited on health ins pections .

Replacement -$ -$ 4,000$ -$ -$ -$ 4,000$ 8,000$ Sandwich / Reach-in
Cooler Routine replacement. Replacement -$ -$ -$ -$ -$ -$ 25,000$ 25,000$ Golf Ball Picker Routine Replacment Replacement -$ -$ -$ -$ 4,000$ -$ 4,000$ 8,000$ Bunker Renovation Bunkers need renovation Replacement -$ -$ -$ -$ 20,000$ 20,000$ -$ 40,000$ Mis c. / Emergency
Projects Emergency projects Replacement -$ -$ -$ -$ -$ -$ 3,000$ 3,000$ TOTAL REPLACEMENT 11,000$ -$ 20,000$ 32,000$ 24,000$ 25,000$ 133,000$ 245,000$ 34,000$ 35,000$ 32,500$ 37,000$ 39,000$ 40,000$ 198,000$ 415,500$ TOTALS ----> ST. JOHNS GOLF & COUNTRY CLUB
10-YEAR CAPITAL PLAN
Restaurant & Foyer
FF&E
Enhance the appeal of the Foyer & Grille Room.

Redesign bar and parlor room and improve overall look.

Tables, Chairs, Carpet, Wallpaper, Hardwood Floor,
Curtains, & Rugs
Product
Enhancement
Pro Shop FF&E Routine upgrades. Replace carpet, pro shop fixtures, ball display, and cabinet.

Product
Enhancement
Facility Restroom
Upgrade Replace Mirrors, Tiles, lighting Product
Enhancement
Range Enhancement Improvement of hitting and landing areas of the range Product Enhancement
Tee Box Renovations Resurface and level select tees (DR and Par 3) Product Enhancement

TOTAL PRODUCT ENHANCEMENT
FF&E Foyer Replace FF&E. Upgrade first impression when entering clubhouse.

Replacement
Banquet Supplies Tables, Chairs, Chafers, etc. Replacement Range Ball Washer Routine Replacement Replacement
Cart Path Replacement Routine replacement of broken cart paths. Need to complete a little each year to keep costs manageable.

Replacement

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52 DESIGN & DEVELOPMENT SERVICES
Our commitment to agronomic excellence is the focus of
Troon’s proprietary Agronomy Standards, which are the most exacting in the golf management industry. Golf course
maintenance and agronomic programs are customized for
each course, using detailed schedules and practices utilizing our proprietary agronomic programs. These programs are based on agronomic expertise involving complex scientific principles and a deep respect and understanding of the natural
environment. The flow of information between the Troon Corporate Team and the network of facility superintendents combine together to help achieve the best possible playing conditions, while maintaining an appropriate cost level.

In addition, Troon has been involved in the development and renovation of hundreds of clubhouse projects. Our Development Services Team manages all aspects of golf course, clubhouse and ancillary structure development. This consists of reviewing design plans and managing construction, to providing assistance in the selection and procurement of FF&E. The development services provided to our clients are handled by Troon corporate
employees (including civil engineers, architects, designers and project managers), saving clubs from incurring the additional expense of outside consultants, which typically can be the case with a self-managed project. Our offerings can be provided in the following three structures:

• Pre-Project Commencement Advisory Services – Planning support related to operational, schematic and feasibility studies in support of exploratory project planning • FF&E Procurement Services – Selection, specification and procurement services to support the replacement of existing FF&E or the addition of new FF&E • Full Design Services – Participation in support of the Club’s major capital improvements, working to facilitate the achievement of project objectives, budgets and timelines

These services provide significant value in all phases of development, including preferred pricing on costly equipment and supplies, as well as our subject matter expertise. Troon clients receive ongoing support from key leaders with expertise in agronomy, engineering, golf course construction and professional design.

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53 SECTION V – MARKETING PLAN
Monarch Beach Golf Links, Dana Point, CA

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54 MARKETING OVERVIEW

In today’s hyper -competitive world, prioritizing a professional marketing and sales culture is essential. “Build-it-and-they-shall-come” reliance should not apply.

Troon blends art and science (rooted in data) to efficiently connect with golfers at the right time with engaging content that prompts action. The bedrock of this work is to attract new guests to Montebello at a low cost of acquisition and promote frequent utilization for greater lifetime value. Simply lowering greens fees isn’t a strategy and presenting a pristine golf course alone doesn’t automatically translate to revenue.

On behalf of Montebello, we will proactively manage the marketing process, identifying specific revenue levers to meet the desired goals and objectives.

Strategy and Plan
A well -organized roadmap prevents ineffective
reactionary marketing. Our marketing team will
reduce to writing what is crucial, at a high level, to
meet one or more business objectives for Montebello
and a time frame for achievement. Our plan – a.k.a.
“Montebello Revenue Playbook” – details how
Montebello brands are positioned and strategy is
executed. Following analysis of historical and
competitive set data, we will schedule activities and
tasks, roles and responsibilities, and budget. The
strategy and plan are discussed with and approved by
The City. As the plan is undertaken, we constantly measure campaign effectiveness against key performance indicators. Troon’s Marketing Plan for Montebello can be found in the attachments.

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55 SALES FUNDAMENTALS

Growth Focus
Without new customers, nurtured for extended periods of time, business is poised to be flat.

That’s why we proactively operate under a “4 MORE” thesis – leveraging people-, behavior- and technology-driven stimuli to grow repeat rounds as well as introduce beginners and inspire lapsed golfers to return to the game.

• Guest Acquisition – Troon’s Marketing Team will establish measurable, effective, and guest-focused Acquisition Programs that attract NEW guests for Montebello. Acquisition tactics serve the same goal – to attract NEW guests via focused strategies that best target the message to appropriate guest segments by product/service, geography, and guest type. These programs and efforts will be tracked in Montebello revenue playbook, which includes the details and effectiveness of promotion, event, and campaign.

• Guest Retention – Acquiring new guests is only half the equation. Keeping them coming back is the key to growth and sustainability. For Montebello, Troon will design, execute and measure several programs to inspire and lock-in longtime loyalties, including:

o Our data sci entists utilize our proprietary “Tap In” app to analyze Montebello individual guest behavior trends, unique purchasing habits, play history and anticipated “steady state” future value.

o We analyze potential marketing strategies designed to create loyalty programs which encourage guests to
play Montebello with increased frequency. One option
is to establish accounts for guests (e.g., reward card or frequent player program) whereby value -added
benefits are achieved as play frequency and / or spend
amount increase. Typically, this reward system is automated and purchasing data derived is used to identify upsell opportunities. Revenue is often generated up front and guests feel appreciated and special.

Technology and Touch
A well-organized sales proce ss will attract new customers to Montebello, win their business, provide upsell opportunities and, ultimately, generate previously untapped and incremental revenue.

• Point of Sale – Troon’s preferred Point of Sale (POS) technologies G1 / EZSuites, enable the full capabilities of our sales/marketing teams, however Troon has expansive

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56 experience with many different POS systems. Troon will work with The City and use best judgment in procuring POS systems for Montebello.

• Process – Troon has heavily invested i n a business development system to manage relationships and interactions with current and potential guests. Our advanced Salesforce customer relationship management platform is easy to use in helping Montebello stay connected to guests throughout their lif ecycles, streamline productivity and improve profitability. Guest contact information, as well as their behaviors, interests and buyer status are stored in one central location.

• Training – We blend technology with a personal touch based on “people -buy-from- people” reality. Support will be provided to the teams at Montebello (top to bottom) about how to interact with guests, gain their trust and confidence, and translate those connections into revenue. Online learning modules, including video enactments, an d consistent role playing contribute to best practices and allow personalities to shine so marketing doesn’t feel like marketing to guests.

Campaigns/Communications
Amazing content – subjective and objective – is the ultimate connector between brands and buyers. Troon specializes in marrying strategic objectives with visual assets to create eye - catching, unique campaigns and collateral for Montebello. Templates are ca talogued on our proprietary Design on Demand platform for easy access and customization. Material formats include flyers, e -mail templates, postcards, table tents, digital ads, social posts and more. We often utilize the power the video, as well.

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57 REVENUE MANAGEMENT
Troon will provide access to our dedicated team with experience in golf, hotel and airline revenue management that focuses on creating a custom approach that helps you reach your goals. Our analytical approach uses your data, your comp set and your goals t o find ways to increase rounds, revenue, average rate and revenue per available round (RevPAR) in the most granular way possible.

Process & Focus Area
Our approach starts with data, works towards a dynamic goal and stays reactive by understanding the changes to demand. We view ourselves as an extension of the staff focused on driving results directly to your club. All clubs are different, and our team will use tools and techniques specific to Montebello to ensure profitability.

To create an impactful pr ogram for Montebello, our revenue management will focus on the following:

Data Analysis
• 3+ Years of Data
• Dashboard Views
• Day of Week / Hour
/ Month Views
• Pace Reports
• Fee Mapping
• Mix of Business
Changes

Plan Creation
• You’re in control
• Budget focused
• Granular mini-plans
• Focused on rounds
& ADR for revenue
• Ancillary spend
• Optimize mix

Reporting
• Bi-Monthly Calls
• Month End
Reporting
• Breakdown of
Rounds
• Pace Information
• Plan Adjustments
• Reporting on
Owners

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58 Data Collection & Plan Creation
We can only build our future if we understand our past. We take a deep dive into the past years at the club to start to see trends based on hour of day, day of week and segmentation of rounds.

Data Analysis
• Public v Non-Public Rounds
• Historical RevPAR
• Segmentation (based on your course)
• Hour-by-Hour Approach
• Optimal areas for Members/Cardholders

Plan Creation
• Booking Windows
• Optimal Mix (More High ADR Rounds)
• Segmentation
• Channel Management
• Off-Peak Rounds
• Increase in Online Rounds & Data

Results & Case Studies
Our approach brings the highest level of customization and service to ensure top line revenue growth. Our focus on both rounds and average rate ensures a proper plan is in place to attack your inventory. Working alongside a proper marketing plan, these rate strategies will help Montebello grow substantially in the market.

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59 REVENUE-GENERATING PROGRAMS
Troon Golf programming provides facilities with global marketing presence and delivery. While participation for each of these programs is optional, facilities that engage all programs in totality experience increased exposure and revenue generation.

Case Study - Lookout Mountain at Phoenix Tapatio Cliffs Resort, Phoenix, AZ Managed by Troon since 2012, Lookout Mountain is an award-winning golf course set amid the picturesque Phoenix North Mountain Preserve. Located at the Hilton – Phoenix Tapatio Cliffs Resort, Lookout offers several stay/play packages, but has particularly succeeded from Troon’s many revenue generating programs – producing a total of $392,000 in additional revenue and 6,500 additional rounds of golf in 2021.

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60 TROON REWARDS
Troon Rewards is Troon’s premier loyalty rewards program. Troon Rewards is simple – the more you play, the more you save! Members earn one point for every dollar spent on golf fees, instruction fees and club sponsored clinics, as well as mer chandise at participating daily -fee Troon facilities. Please visit www.TroonRewards.com for full details and watch Troon
Ambassador Cheyenne Woods explain the full advantages of Troon Rewards!

Benefits For Golfers:
• Earn complimentary rounds of golf based on the number of points earned • Combine Troon Rewards points and cash to play Troon courses at preferred Troon Rewards rates
• Troon rewards don’t expire! (Provided you have earned or redeemed Troon Rewards points in the last 18 months)
• Reach elite status levels and receive additional discounts on golf and merchandise • Receive special offers, invitations, to exclusive events and Callaway promotions (USA only)
Benefits For Facilities:
• Draw upon Troon golfers nationwide
• Loyal Troon Golfers are incentivized to play “within the family”, attracting more rounds to Montebello
• Free promotion of Montebello in Troon Rewards emails and marketing • Increased data collection of golfers and segmentation of your most loyal golfers

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61 SECTION VI – TRANSITION PLAN
The Ridge Golf & Event Center, Auburn, CA

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62 TRANSITION PLAN & SCHEDULE

During the lead up to the first day of operations, Troon anticipates continued regular visits to Montebello to introduce Troon to all stakeholders and e nsure comfort level by City Staff, Top Golf, etc. The transition for our existing maintenance employees who have intimate knowledge of the renovations to the existin g course will be smooth . Troon will be actively sourcing employes from the local community and within the Troon network of over 35,000+ associates.

Troon also anticipates weekly conference calls with The City Staff, as well as transition agenda to address issues and ensure a successful transition. The key to a smooth transition is extensive and upbeat communication. To this end, Troon has a dedicated internal resource to coordinate transitions and ensure that resources are dedicated appropriately. In this regard, we will:

• Conduct Focus Groups introducing Troon and sharing our initial thoughts for Montebello.
• Hold Town Hall Meetings open to the community to discuss ideas and issues with the Troon Team and General Manager in a relaxed setting.

PRIOR TO START
During the first week, the Troon Regional Team comprised of Operations, Ma rketing, Agronomy, and Food & Beverage Specialists will be onsite to meet with The City and Top Golf and their staff as well as local residents and begin to refine preliminary business plan, marketing initiatives, and operating budget.

HIGHLIGHTS INCLUDE:
• Host (“Team Member Meeting”) – Troon will host several meetings to attract qualified staff for Montebello. Troon will communicate effectively and succinctly the policies of Troon. More importantly, each new staff member will have the ability to meet with Troon representatives privately to address any personal issues or concerns they may have. Troon has several candidates for the key positions identified and will look locally and externally as well to find the best candidates to choose from. • Medical Benefits, 401k and employer/employee issues - As noted, during this first week, Troon will set aside valuable tim e for each employee for an explanation of benefits under a proposed Troon employer/employee relationship.
• Budget Refinements - Troon will work with The City’s representatives to develop an approved operating budget, complete with SWOT Analysis, Rate proposals and market plan.

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63 • Staff Meetings - Troon representatives will be available to meet with The City staff regarding proposed transition items, reporting, inventory management, cash handling, procurement and other operations.
• Insurance - Troon will notify its insurance carrier of the effective date and the insurance requirements as set forth in the RFP and will provide the required documentation to The City as required.
• Existing Contracts - Troon will analyze and evaluate all existing Ag reements by and between the vendors and notify The City of which Agreements Troon would like to continue and provide a listing of those that Troon proposes terminating. • Employee Interviews and Staffing Planning - Troon will conclude its on -site interviews and finalize a staffing plan to review with The City for their input for implementation upon the effective date.
• IT Evaluation and Compliance - Troon’s IT team will immediately evaluate the need for computers, servers and PCI compliance to develop a transition plan and critical needs to present to The City.
• Press Release - Troon has the expertise of the industry’s leading public relations and media firm in the golf industry. None of our competitors can provide the expertise, brand awareness news and media coverage that Troon can provide to The City.

Immediately upon execution of the Management Contract, Troon will present a DRAFT Press Release for review and approval by The City. Once approved, Troon will distribute to all regional and national golf and golf related press contacts for immediate release.

HUMAN RESOURCES
• Key Personnel - Troon will begin evaluation of potential candidates to determine strengths and weaknesses of each individual and their ability/desire to meet our expectations for each position. As part of the employee evaluation, Troon will be looking at current quality of work, adaptability, attitude, people skills, entrepreneurial spirit, and a passion for improvement.
• Employee Enrollment - Troon’s Human Resource representatives will be on site to enroll all new employees and answer any final questions regarding compensation, ben efits, etc. Employees will be provided with job descriptions, Troon’s policies and procedures manual and all other training materials per their specific role and responsibilities. • GUEST Experience™ Training - Troon will conduct our Guest Service Training Program for all employees prior to the opening date.

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64 SECTION VII – ANNUAL BUDGET AND

FIVE YEAR PROFORMA
Yocha Dehe Golf Club, Brooks, CA

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6,500 6,500 7,800 7,800 6,500 6,500 3,900 3,900 3,900 3,900 3,900 3,900 65, 000 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 TOTAL

REVENUES
Greens Fees 193,563 $ 193,788$ 232,275 $ 232,275$ 193,563$ 193,563$ 116,138$ 116,138$ 116,138$ 116,138$ 116,138$ 116,138$ 1,935,850$ Cart Fees 42,250$ 42,250 $ 50,700 $ 50,700 $ 42,250 $ 42,250 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 422,500$ Pro Shop Sales 13,500 $ 13,500 $ 16,200 $ 16,200 $ 13,500 $ 13,500 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 135,000$ Other Golf Revenues (club rental) 4,875$ 4,875$ 5,850$ 5,850$ 4,875$ 4,875$ 2,925$ 2,925$ 2,925$ 2,925$ 2,925$ 2,925$ 48,750$ TOTAL REVENUE 254,188 $ 254,413$ 305,025 $ 305,025$ 254,188$ 254,188$ 152,513$ 152,513$ 152,513$ 152,513$ 152,513$ 152,513$ 2, 542,100$

COST OF SALES
COGS - Pro Shop Merch. 70.0% 9,450$ 9,450$ 11,340$ 11,340$ 9,450$ 9,450$ 5,670$ 5,670$ 5,670$ 5,670$ 5,670$ 5,670$ 94,500$ TOTAL COST OF SALES 9,450$ 9,450 $ 11,340 $ 11,340 $ 9,450 $ 9,450 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 94,500$ GROSS INCOME 244,738$ 244,963$ 293,685 $ 293,685$ 244,738$ 244,738$ 146,843$ 146,843$ 146,843$ 146,843$ 146,843$ 146,843$ 2, 447,600$ LABOR
Golf Operations Labor 29,524 $ 32,865 $ 32,074 $ 32,865 $ 32,865 $ 32,074 $ 30,230 $ 26,974 $ 27,595 $ 27,595 $ 25,731 $ 38,913 $ 369,309$ Golf Course Maintenance Labor 42,466$ 43,882$ 42,466$ 43,882$ 43,882$ 42,466$ 43,882$ 42,466$ 43,882$ 43,882$ 39,635$ 43,882$ 516,671$ Total Direct Labor 71,990 $ 76,747 $ 74,540 $ 76,747 $ 76,747 $ 74,540 $ 74,112 $ 69,440 $ 71,477 $ 71,477 $ 65,366 $ 82,795 $ 885,980$ Total Payroll Taxes 9.5% 6,839$ 7,291 $ 7,081 $ 7,291 $ 7,291 $ 7,081 $ 7,041 $ 6,597 $ 6,790 $ 6,790 $ 6,210 $ 7,865 $ 84,168$ Total Medical/Health Benefits 5.7% 4,392$ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 2,572 $ 4,392 $ 4,392 $ 50,884$ Insurance - Workers Comp 65,000$ 7.3% 5,417$ 5,417$ 5,417$ 5,417$ 5,417$ 5,417$ 5,417$ 5,417 $ 5,417$ 5,417$ 5,417$ 5,417$ 65,000$ Total Labor Burden 16,648$ 17,100 $ 16,890 $ 17,100 $ 17,100 $ 16,890 $ 16,849 $ 16,405 $ 16,599 $ 14,779 $ 16,018 $ 17,674 $ 200,052$ TOTAL LABOR EXPENSE 88,638 $ 93,847 $ 91,430 $ 93,847 $ 93,847 $ 91,430 $ 90,961 $ 85,846 $ 88,076 $ 86,256 $ 81,385 $ 100,469$ 1, 086,032$ 35% 37% 30% 31% 37% 36% 60% 56% 58% 57% 53% 66% 43%

OTHER OPERATIONAL EXPENSES
Golf Operations Expense 8,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 4,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 25,420$ General & Administrative Expense 15,913 $ 15,917 $ 16,803 $ 16,803 $ 15,913 $ 15,913 $ 14,134 $ 14,134 $ 14,134 $ 14,104 $ 14,104 $ 14,104 $ 181,977$ Golf Course Maintenance Expense 34,245 $ 26,505 $ 31,255 $ 41,845 $ 37,738 $ 33,888 $ 32,955 $ 30,915 $ 23,855 $ 23,655 $ 28,955 $ 31,798 $ 377,609$ Sales and Marketing Expense 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 46,900$ Golf Cart Lease (Feeds from Golf Cart Lease Tab) 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 4,140 $ 49,680$ Equipment Lease - Existing JD - Ends 9/2025 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 7,350 $ 88,200$ New Equipment 200,000$ 60 Month s 8% 4,055$ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 4,055 $ 48,660$ Utilities -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ Insurance - P and C 12 Months equal 3,500 $ 3,500$ 3,500$ 3,500$ 3,500$ 3,500$ 3,500$ 3,500 $ 3,500$ 3,500$ 3,500$ 3,500$ 42,000$ TOTAL OTHER OPERATIONAL EXPENSES 82,363 $ 66,177 $ 71,813 $ 83,853 $ 77,406 $ 73,556 $ 72,294 $ 71,804 $ 61,744 $ 62,964 $ 66,814 $ 69,657 $ 860,446$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL EXPENSES 171,001 $ 160,024$ 163,243 $ 177,700$ 171,253$ 164,986$ 163,255$ 157,650$ 149,820$ 149,220$ 148,199$ 170,126$ 1, 946,478$ EBITDAR / OPERATING INCOME 73,736 $ 84,939 $ 130,442 $ 115,985$ 73,484 $ 79,751 $ (16, 413)$ (10, 807)$ (2, 978)$ (2, 378)$ (1, 356)$ (23, 283)$ 501,122$ CUMULATIVE EBITDAR 46,719 $ 131,658$ 262,099 $ 378,085$ 451,569$ 531,320$ 514,907$ 504,100$ 501,122$ (2, 378)$ (3, 734)$ (27, 017)$ OPERATING MARGIN 29% 33% 43% 38% 29% 31% -11% -7% -2% -2% -1% -15% 20% Montebello

CLUB SUMMARY

ROUNDS OF GOLF
Total Labor as a % of Total Revenue

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CLUB INFO
Golf 36.28$ 37.01 $ 37.75 $ 38.50 $ 38.89 $ Retail 2.08$ 2.16 $ 2.25 $ 2.34 $ 2.43 $ Other 0.75$ 0.76 $ 0.78 $ 0.79 $ 0.83 $ TOTAL 39.11 $ 39.93 $ 40.77 $ 41.63 $ 42.14 $ TOTAL ROUNDS OF GOLF 65,000 66,300 67,626 68,979 68,979 336,883 Y E A R 12345 Y e a r s 1 t o 5
2024 2025 2026 2027 2028 TOTAL

REVENUES
Greens Fees 1,935,850$ 2,014,058$ 2,095,426 $ 2,180,082 $ 2,201,882 $ 10,427,298$ Pro Shop Sales 135,000$ 143,208$ 151,915 $ 161,151 $ 167,598 $ 758,872$ Other Golf Revenues (club rental, handicap, locker, bag storage) 48,750$ 50,700$ 52,728$ 54,837$ 57,031$ 264,046$ TOTAL REVENUE 2,542,100 $ 2,647,535 $ 2,757,397 $ 2,871,874 $ 2,907,072 $ 13,725,978 $

COST OF SALES
COGS - Pro Shop Merch. 70% 94,500$ 100,246$ 106,341 $ 112,806 $ 117,318 $ 531,210$ TOTAL COST OF SALES 94,500 $ 100,246 $ 106,341 $ 112,806 $ 117,318 $ 531,210 $ -------------- -------------- -------------- -------------- - ------------- -------------- GROSS INCOME 2,447,600 $ 2,547,290 $ 2,651,056 $ 2,759,068 $ 2,789,754 $ 13,194,768 $ LABOR Increase >> 3.0% 3.0% 3.0% 3.0%
Golf Operations Labor 369,309$ 380,388$ 391,800 $ 403,554 $ 415,660 $ 1,960,710$ Golf Course Maintenance Labor 516,671$ 532,171$ 548,136$ 564,580$ 581,518$ 2,743,077$ Total Direct Labor 885,980$ 912,559 $ 939,936 $ 968,134 $ 997,178 $ 4,703,787$ Total Payroll Taxes 84,168$ 86,693$ 89,294 $ 91,973 $ 94,732 $ 446,860$ Total Medical/Health Benefits 50,884$ 52,411$ 53,983 $ 55,602 $ 57,270 $ 270,150$ Insurance - Workers Comp 0.225797574 65,000$ 66,950$ 68,959$ 71,027$ 73,158$ 345,094$ TOTAL LABOR 1,086,032 $ 1,118,613 $ 1,152,171 $ 1,186,736 $ 1,222,338 $ 5,765,890 $ OTHER OPERATIONAL EXPENSES Increase >> 3.0% 3.0% 3.0% 3.0% Golf Operations Expense 25,420$ 16,183$ 16,668 $ 17,168 $ 17,683 $ 93,122$ General & Administrative Expense 181,977$ 169,936$ 175,034 $ 180,285 $ 185,694 $ 892,926$ Golf Course Maintenance Expense 377,609$ 368,937$ 387,505 $ 406,631 $ 426,329 $ 1,967,012$ Sales and Marketing Expense 46,900$ 48,307$ 49,756 $ 51,249 $ 52,786 $ 248,998$ Golf Cart Lease (Feeds from Golf Cart Lease Tab) 49,680$ 49,680$ 55,000 $ 55,000 $ 55,000 $ 264,360$ Equipment Lease - Existing JD - Ends 9/2025 88,200$ 44,100$ - $ - $ - $ 132,300$ New Equipment 200,000$ 60 Months 8% 48,660$ 48,660$ 48,660 $ 48,660 $ 48,660 $ 243,300$ Utilities -$ -$ - $ - $ - $ -$ Insurance - P and C 42,000$ 43,260$ 44,558$ 45,895$ 47,271 $ 222,984$ TOTAL OTHER OPERATIONAL EXPENSES 860,446 $ 789,063 $ 777,182 $ 804,887 $ 833,424 $ 4,065,002$ -------------- -------------- -------------- -------------- - ------------- -------------- TOTAL EXPENSES 1,946,478 $ 1,907,676 $ 1,929,353 $ 1,991,624 $ 2,055,762 $ 9,830,892 $ EBITDAR 501,122 $ 639,614 $ 721,704 $ 767,444 $ 733,991 $ 3,363,876$ CUMULATIVE EBITDAR 501,122 $ 1,140,736 $ 1,862,440 $ 2,629,884 $ 3,363,876 $ OPERATING MARGIN 20% 24% 26% 27% 25% 25%

MONTEBELLO

OUT YEAR PROFORMA

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0 00

Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Total Total Rounds 6,500 6,500 7,800 7,800 6,500 6,500 3,900 3,900 3,900 3,900 3,900 3,900 65,000

REVENUES
Green Fees 193,563$ 193,563 $ 232,275 $ 232,275 $ 193,563 $ 193,563 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 1,935,625$ Cart Fees 42,250$ 42,250 $ 50,700 $ 50,700 $ 42,250 $ 42,250 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 422,500$ Golf Shop Sales 13,500$ 13,500 $ 16,200 $ 16,200 $ 13,500 $ 13,500 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 8,100 $ 135,000$ Other Golf Revenues (club rental, handicap, locker, bag storage) 4,875 $ 4,875$ 5,850$ 5,850$ 4,875$ 4,875$ 2,925$ 2,925$ 2,925$ 2,925$ 2,925$ 2,925$ 48,750$ TOTAL REVENUE 254,188 $ 254,188 $ 305,025 $ 305,025 $ 254,188 $ 254,188 $ 152,513 $ 152,513 $ 152,513 $ 152,513 $ 152,513 $ 152,513 $ 2,084,338$ PRO SHOP APR 3.00$ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ 3.00 $ PRO SHOP COST OF SALES 9,450 $ 9,450 $ 11,340 $ 11,340 $ 9,450 $ 9,450 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 94,500$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL PRO SHOP COST OF SALES 9,450$ 9,450 $ 11,340 $ 11,340 $ 9,450 $ 9,450 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 5,670 $ 94,500$ GROSS INCOME GOLF OPERATIONS 244,738 $ 244,738 $ 293,685 $ 293,685 $ 244,738 $ 244,738 $ 146,843 $ 146,843 $ 146,843 $ 146,843 $ 146,843 $ 146,843 $ 2,447,375$ Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb -25 Mar-25 TOTAL

SUMMARY OF ROUNDS
10% 10% 12% 12% 10% 10% 6% 6% 6% 6% 6% 6% 100%
OUTING ROUNDS 20,000 Total Outing Rounds 2,000 2,000 2,400 2,400 2,000 2,000 1,200 1,200 1,20 0 1,200 1,200 1,200 20,000 Outing Weekend 50% 1,000 1,000 1,200 1,200 1,000 1,000 600 600 600 600 600 600 10,000 Outing Weekday 50% 1,000 1,000 1,200 1,200 1,000 1,000 600 600 600 600 600 600 10,000 10% 10% 12% 12% 10% 10% 6% 6% 6% 6% 6% 6% 100%
PUBLIC ROUNDS 45,000 Total Public Rounds 4,500 4,500 5,400 5,400 4,500 4,500 2,700 2,700 2,70 0 2,700 2,700 2,700 45,000 Resident 50% 2,250 2,250 2,700 2,700 2,250 2,250 1,350 1,350 1,350 1,350 1,350 1,350 22, 500 Non Resident 50% 2,250 2,250 2,700 2,700 2,250 2,250 1,350 1,350 1,350 1,350 1,350 1,350 22, 500 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- 65,000 6,500 6,500 7,800 7,800 6,500 6,500 3,900 3,900 3,900 3,900 3,900 3,900 65, 000 10% 10% 12% 12% 10% 10% 6% 6% 6% 6% 6% 6% 100%

ROUNDS DISTRIBUTION
6 /10 HOLE
Weekday 1,000 1,000 1,200 1,200 1,000 1,000 600 600 600 600 600 600 10,000 Weekend 1,000 1,000 1,200 1,200 1,000 1,000 600 600 600 600 600 600 10,000 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Outings Rounds 2,000 2,000 2,400 2,400 2,000 2,000 1,200 1,200 1,2 00 1,200 1,200 1,200 20,000 9 HOLE
Weekday 1,575 1,575 1,890 1,890 1,575 1,575 945 945 945 945 945 945 15,750 Weekend 1,575 1,575 1,890 1,890 1,575 1,575 945 945 945 945 945 945 15,750 Resident 675 675 810 810 675 675 405 405 405 405 405 405 6,750 Jr. / Sr. / Twilight 675 675 810 810 675 675 405 405 405 405 405 405 6,750 -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- 4,500 4,500 5,400 5,400 4,500 4,500 2,700 2,700 2,700 2,700 2,700 2,700 45 ,000

Montebello

GOLF REVENUE

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GOLF RATE SCHEDULE
Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb -25 Mar-25 AVERAGE

PUBLIC RATES
6 /10 HOLE
Weekday 17.50$ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50 $ 17.50$ Weekend 22.50$ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- APR Outing Green Fee 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 9 HOLE
Weekday 35.00$ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00 $ 35.00$ Weekend 40.00$ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00 $ 40.00$ Resident 30.00$ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00 $ 30.00$ Jr. / Sr. / Twilight 22.50$ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50 $ 22.50$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- APR Public WD Green Fee #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/ 0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

GOLF REVENUE
Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb -25 Mar-25 TOTAL

GREEN FEES
6 /10 HOLE
Weekday 17,500$ 17,500 $ 21,000 $ 21,000 $ 17,500 $ 17,500 $ 10,500 $ 10,500 $ 10,500 $ 10,500 $ 10,500 $ 10,500 $ 175,000$ Weekend 22,500$ 22,500 $ 27,000 $ 27,000 $ 22,500 $ 22,500 $ 13,500 $ 13,500 $ 13,500 $ 13,500 $ 13,500 $ 13,500 $ 225,000$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Outings Green Fees 40,000 $ 40,000 $ 48,000 $ 48,000 $ 40,000 $ 40,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 24,000 $ 400,000 $

PUBLIC REVENUE
Weekday 55,125$ 55,125 $ 66,150 $ 66,150 $ 55,125 $ 55,125 $ 33,075 $ 33,075 $ 33,075 $ 33,075 $ 33,075 $ 33,075 $ 551,250$ Weekend 63,000$ 63,000 $ 75,600 $ 75,600 $ 63,000 $ 63,000 $ 37,800 $ 37,800 $ 37,800 $ 37,800 $ 37,800 $ 37,800 $ 630,000$ Resident 20,250$ 20,250 $ 24,300 $ 24,300 $ 20,250 $ 20,250 $ 12,150 $ 12,150 $ 12,150 $ 12,150 $ 12,150 $ 12,150 $ 202,500$ Jr. / Sr. / Twilight 15,188 $ 15,188 $ 18,225 $ 18,225 $ 15,188 $ 15,188 $ 9,113 $ 9,113 $ 9,113 $ 9,113 $ 9,113 $ 9,113 $ 151,875$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Public WE Green Fees 153,563 $ 153,563 $ 184,275 $ 184,275 $ 153,563 $ 153,563 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 1,535,625$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Sub Total Green Fees Public 153,563 $ 153,563 $ 184,275 $ 184,275 $ 153,563 $ 153,563 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 92,138 $ 1,535,625$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GREEN FEE REVENUE 193,563 $ 193,563 $ 232,275 $ 232,275 $ 193,563 $ 193,563 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 116,138 $ 1,935,625$ APR Total Green Fee 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $ 29.78 $

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GOLF REVENUE, CONT.

Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25

CART FEES

10.00$ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $

10.00$ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 10.00 $ 4,225 4,225 5,070 5,070 4,225 4,225 2,535 2,535 2,535 2,535 2,535 2,535 34, 645 CART UTILIZATION 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 53% 6 / 10 Hole 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 9 Hole 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65% 65%

CART FEE REVENUE
Outing Cart Revenue 13,000$ 13,000 $ 15,600 $ 15,600 $ 13,000 $ 13,000 $ 7,800 $ 7,800 $ 7,800 $ 7,800 $ 7,800 $ 7,800 $ 106,600$ Public Cart Revenue 29,250$ 29,250$ 35,100$ 35,100$ 29,250$ 29,250$ 17,550$ 17,550$ 17,550$ 17,550$ 17,550$ 17,550$ 239,850$ TOTAL CART FEE REVENUE 42,250 $ 42,250 $ 50,700 $ 50,700 $ 42,250 $ 42,250 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 25,350 $ 346,450 $ APR Total Cart Fee $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $6.50 $5.33

OTHER GOLF REVENUE
5%
Club Rental 10.00$ 3,250 $ 3,250 $ 3,900 $ 3,900 $ 3,250 $ 3,250 $ 1,950 $ 1,950 $ 1,950 $ 1,950 $ 1,950 $ 1,950 $ 32,500$ Sets Rented 325 325 390 390 325 325 195 195 195 195 195 195 5%
Pull Carts 5.00$ 1,625 $ 1,625 $ 1,950 $ 1,950 $ 1,625 $ 1,625 $ 975 $ 975 $ 975 $ 975 $ 975 $ 975 $ 16,250$ Pull Carts Rented 325 325 390 390 325 325 195 195 195 195 195 195 --------------- --------------- --------------- --------------- --- ------------ --------------- --------------- --------------- ------ --------- --------------- --------------- --------------- --------- ------ TOTAL OTHER GOLF REVENUE 4,875 $ 4,875 $ 5,850 $ 5,850 $ 4,875 $ 4,875 $ 2,925 $ 2,925 $ 2,925 $ 2,925 $ 2,925 $ 2,925 $ 48,750 $ APR Total Other Golf Revenue 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 0.75 $ 6 / 10 Hole
9 Hole

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GOLF OPERATIONS 30 31 30 31 31 30 31 30 31 31 28 31 275 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Salary Labor Months Ann. Salary
- Director of Golf 12 100,000$ Salary 8,333$ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 100,000$ - Head Golf Professional 12 27.00 $ Hourly 4,616$ 4,770 $ 4,616 $ 4,770 $ 4,770 $ 4,616 $ 4,770 $ 4,616 $ 4,770 $ 4,770 $ 4,308 $ 4,770 $ 56,159$ 4,160
Hourly Labor Annual Hours
- Golf Shop Attendant 17.00$ 6,630$ 7,905 $ 7,650 $ 7,905 $ 7,905 $ 7,650 $ 6,851 $ 5,610 $ 5,797 $ 5,797 $ 5,236 $ 6,324 $ 81,260$ Hours per day 13.0 15.0 15.0 15.0 15.0 15.0 13.0 11.0 11.0 11.0 11.0 12.0 4,780 Annual Hours
- Outside Guest Services 17.00$ 6,630$ 7,905 $ 7,650 $ 7,905 $ 7,905 $ 7,650 $ 6,851 $ 5,610 $ 5,797 $ 5,797 $ 5,236 $ 6,324 $ 81,260$ Hours per day 13.0 15.0 15.0 15.0 15.0 15.0 13.0 11.0 11.0 11.0 11.0 12.0 4,780 Annual Hours
- Course Advisors 17.00$ 3,315$ 3,953 $ 3,825 $ 3,953 $ 3,953 $ 3,825 $ 3,426 $ 2,805 $ 2,899 $ 2,899 $ 2,618 $ 3,162 $ 40,630$ Hours per day 6.5 7.5 7.5 7.5 7.5 7.5 6.5 5.5 5.5 5.5 5.5 6.0 2,390 Annual Hours
- Bonus Pool 10.00% -$ - $ - $ - $ - $ - $ - $ - $ -$ -$ - $ 10,000$ 10,000$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Direct Labor Expense 29,524$ 32,865 $ 32,074 $ 32,865 $ 32,865 $ 32,074 $ 30,230 $ 26,974 $ 27,595 $ 27,595 $ 25,731 $ 38,913 $ 369,309$ - Payroll Taxes 9.5% 2,952$ 3,287 $ 3,207 $ 3,287 $ 3,287 $ 3,207 $ 3,023 $ 2,697 $ 2,760 $ 2,760 $ 2,573 $ 3,891 $ 36,931$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF LABOR 32,477$ 36,152 $ 35,282 $ 36,152 $ 36,152 $ 35,282 $ 33,254 $ 29,672 $ 30,355 $ 30,355 $ 28,305 $ 42,804 $ 406,240$ Annual Hours 16,110
FTE Equivalent 7.75
Golf Operations Other Expenses Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 TOTAL - Cart Repairs 500$ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000$ - Equipment Maint & Repair - Fix 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 1,200$ - Equipment Rental 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 1,500$ - Linen/Laundry-Golf 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 1,500$ - Management Travel (Onsite Staff) 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 85 $ 1,020$ - Pull Carts 3,000$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000$ - Supplies 250$ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 3,000$ - Supplies - Cleaning 100$ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 1,200$ - Supplies - Scorecards & Pencils 1,500 $ - $ - $ - $ - $ - $ - $ 1,500$ - $ - $ - $ - $ 3,000$ - Training / Staff Development 1,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000$ - Uniforms 1,500$ - $ - $ - $ - $ - $ - $ 1,500$ - $ - $ - $ - $ 3,000$ - Pro Shop Supplies and Fixtures -$ -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Electric - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Electric - (USE FOR ELECTRIC GOLF CARTS ONLY) -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Gas / Propane - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Water / Sewer - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF OPERATION EXPENSES 8,285$ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 4,285 $ 1,285 $ 1,285 $ 1,285 $ 1,285 $ 21,565$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF LABOR AND OTHER EXPENSES $40,762 $37,437 $36,567 $37,437 $37,437 $36,567 $34,539 $33,957 $31,640 $31,640 $29,590 $44,089 431,660 $ Montebello

GOLF OPERATIONS EXPENSE
Montebello

GOLF OPERATIONS EXPENSE
Director of Golf

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GOLF COURSE MAINTENANCE 30 31 30 31 31 30 31 30 31 31 28 31 275 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Total Labor Crew # Months AnnSal/Hrly
- Head Superintendent 1 12 112,116 $ 9,215$ 9,522 $ 9,215 $ 9,522 $ 9,522 $ 9,215 $ 9,522 $ 9,215 $ 9,522 $ 9,522 $ 8,601 $ 9,522 $ 112,116$ - Mechanic 1 12 30.00 $ 5,129$ 5,300 $ 5,129 $ 5,300 $ 5,300 $ 5,129 $ 5,300 $ 5,129 $ 5,300 $ 5,300 $ 4,787 $ 5,300 $ 62,399$ - Irrigation Technician 1 12 25.00 $ 4,274$ 4,416 $ 4,274 $ 4,416 $ 4,416 $ 4,274 $ 4,416 $ 4,274 $ 4,416 $ 4,416 $ 3,989 $ 4,416 $ 51,999$ - Chemical Operator 1 12 24.50 $ 4,188$ 4,328 $ 4,188 $ 4,328 $ 4,328 $ 4,188 $ 4,328 $ 4,188 $ 4,328 $ 4,328 $ 3,909 $ 4,328 $ 50,959$ - Foreman 1 12 25.00 $ 4,274$ 4,416 $ 4,274 $ 4,416 $ 4,416 $ 4,274 $ 4,416 $ 4,274 $ 4,416 $ 4,416 $ 3,989 $ 4,416 $ 51,999$ - Groundskeeper I 2 12 18.00 $ 6,154$ 6,360 $ 6,154 $ 6,360 $ 6,360 $ 6,154 $ 6,360 $ 6,154 $ 6,360 $ 6,360 $ 5,744 $ 6,360 $ 74,879$ - Groundskeeper II - Light Equipment 3 12 18.00 $ 9,232$ 9,539 $ 9,232 $ 9,539 $ 9,539 $ 9,232 $ 9,539 $ 9,232 $ 9,539 $ 9,539 $ 8,616 $ 9,539 $ 112,319$ Annual Hours 20,800
10 FTE Equivalent 10
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Direct Labor Expense 42,466$ 43,882 $ 42,466 $ 43,882 $ 43,882 $ 42,466 $ 43,882 $ 42,466 $ 43,882 $ 43,882 $ 39,635 $ 43,882 $ 516,671$ - Payroll Taxes 10.0% 4,034$ 4,169 $ 4,034 $ 4,169 $ 4,169 $ 4,034 $ 4,169 $ 4,034 $ 4,169 $ 4,169 $ 3,765 $ 4,169 $ 49,084$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF COURSE MAINTENANCE LABOR 46,500$ 48,050 $ 46,500 $ 48,050 $ 48,050 $ 46,500 $ 48,050 $ 46,500 $ 48,050 $ 48,050 $ 43,400 $ 48,050 $ 565,755$

Golf Course Maintenance Other Expenses
Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Total - Aerification -$ - $ - $ - $ 2,000$ - $ 2,000$ - $ - $ - $ - $ - $ 4,000$ - Audubon -$ - $ - $ - $ - $ - $ - $ - $ - $ 350 $ - $ - $ 350$ - Chamber / Organizational Dues / Turf Net - $ 800 $ - $ - $ - $ - $ - $ - $ - $ 750 $ - $ - $ 1,550$ - Chemicals - Fungicides 2,500$ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 1,900 $ 2,400 $ 4,000 $ 30,800$ - Chemicals - Growth Regulators 750 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 500 $ 750 $ 750 $ 10,750$ - Chemicals - Herbicides 3,500$ 500 $ 2,500 $ 2,500 $ 500 $ 500 $ 500 $ 2,500 $ 2,500 $ 3,500 $ 2,000 $ 3,500 $ 24,500$ - Chemicals - Insecticides -$ - $ 3,000$ 1,000 $ 3,000 $ 1,000 $ 3,000 $ 1,000 $ - $ - $ - $ - $ 12,000$ - Chemicals - Lakes 1,500$ 1,500 $ 1,500 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 20,500$ - Chemicals - Wetting Agents -$ 2,000$ - $ 2,000$ - $ 1,500$ - $ 1,500$ - $ 1,500$ - $ 1,500$ 10,000$ - Common Area Maintenance -$ - $ - $ 1,000$ - $ - $ - $ 1,000$ - $ - $ - $ - $ 2,000$ - Drainage Materials -$ 500 $ - $ 500 $ - $ 500 $ - $ 500 $ - $ - $ - $ 500 $ 2,500$ - Education -$ - $ - $ - $ 750 $ - $ - $ - $ - $ - $ 1,000$ - $ 1,750$ - Equipment Maint & Repair - Fix 1,500 $ 1,500 $ 1,500 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 20,000$ - Equipment Maint & Repair - Preventative 1,250 $ 1,250 $ 1,250 $ 1,500 $ 1,500 $ 1,250 $ 1,250 $ 1,250 $ 1,250 $ 1,250 $ 1,250 $ 1,250 $ 15,500$ - Fertilizer - Fairways / Roughs 3,000 $ 3,000 $ 3,000 $ 3,000 $ 4,000 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 2,000 $ 2,500 $ 3,000 $ 35,500$ - Fertilizer - Greens 1,500$ 1,500 $ 1,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 750 $ 750 $ 750 $ 21,750$ - Fertilizer - Tees 500$ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 400 $ 400 $ 200 $ 400 $ 500 $ 5,400$ - Garbage Removal 250$ 250 $ 250 $ 250 $ 250 $ 433 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 3,183$ - Gas / Diesel 1,500$ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 18,000$ - Irrigation Repairs 1,000$ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ - $ - $ 9,000$ - Licenses, Fees & Permits 750$ 1,250 $ - $ - $ - $ - $ 500 $ 500 $ - $ - $ - $ - $ 3,000$ - Oil / Lube 300$ 300 $ 300 $ 300 $ 483 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 3 $ 3,486$ - Outside Services 3,500$ - $ 2,500$ - $ - $ - $ 2,500$ - $ - $ - $ - $ 2,500$ 11,000$ - Phone - Cell 100$ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 1,200$ - Phone - Telco Service 80$ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 80 $ 960$ - Pre-Emergents (Fairways, Roughs, Greens, Tees) 4,140 $ - $ - $ 4,140$ 2,500 $ - $ - $ - $ - $ - $ - $ 4,140$ 14,920$ - R&M - Lake Maintenance -$ - $ - $ 2,500$ - $ - $ - $ - $ - $ - $ - $ - $ 2,500$ - Safety Equipment -$ - $ - $ - $ - $ - $ - $ - $ - $ 750 $ - $ - $ 750$ - Sand - Bunkers -$ - $ - $ - $ - $ 2,500$ - $ - $ - $ - $ - $ - $ 2,500$ - Sand - Top Dressing (Greens, Tees, Fairways) 3,000 $ - $ 3,000$ 2,500 $ 3,500 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 2,500$ - $ 22,500$ - Seed -$ - $ - $ - $ 1,000$ 1,000 $ 1,000 $ - $ - $ - $ - $ - $ 3,000$ - Small Equipment / Hand Tools 500 $ 500 $ 500 $ 1,500 $ 1,000 $ 500 $ 500 $ 500 $ 500 $ 2,500 $ 1,000 $ 500 $ 10,000$ - Soil Amendments -$ 1,000$ - $ 1,000$ 1,000 $ 1,000 $ - $ - $ - $ - $ - $ 1,000$ 5,000$ - Supplies 100$ 100 $ 100 $ 100 $ 100 $ 100 $ 100 $ 173 $ 100 $ 100 $ 100 $ 100 $ 1,273$ - Supplies - Cleaning 75$ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ 900$ - Supplies - Course -$ - $ - $ - $ - $ 1,000$ - $ 865 $ - $ - $ 4,500$ - $ 6,365$ - Supplies - Landscape 500$ 1,000 $ 1,000 $ 500 $ 500 $ 500 $ 500 $ 500 $ - $ - $ - $ - $ 5,000$ - Supplies - Office 200$ 50 $ 50 $ 50 $ 150 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 850$ - Supplies - Shop -$ 500 $ - $ 500 $ - $ 500 $ - $ 622 $ - $ 500 $ - $ 500 $ 3,122$ - Training / Staff Development -$ - $ 300 $ - $ - $ - $ - $ - $ - $ - $ 1,200$ - $ 1,500$ - Uniforms 750$ 750 $ 750 $ 2,250 $ 750 $ 750 $ 750 $ 750 $ 750 $ 750 $ 2,250 $ 750 $ 12,000$ - Waste Removal - Green Waste 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 2,250 $ 1,500 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,500 $ 16,750$ - Utilities - Electric -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Gas / Propane -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Water / Sewer -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Electric - Irrigation -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Water - Irrigation -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF COURSE MAINTENANCE OTHER EXPENSES 34,245$ 26,505 $ 31,255 $ 41,845 $ 37,738 $ 33,888 $ 32,955 $ 30,915 $ 23,855 $ 23,655 $ 28,955 $ 31,798 $ 293,201$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GOLF COURSE MAINTENANCE LABOR AND OTHER EXPENSES 80,745 $ 74,555 $ 77,755 $ 89,895 $ 85,788 $ 80,388 $ 81,005 $ 77,415 $ 71,905 $ 71,705 $ 72,355 $ 79,848 $ 719,455$

8.0 Daily Hours

8.0 8.0
Total Days for Month === >

8.0 8.0

8.0 Montebello

GOLF COURSE MAINTENANCE EXPENSE

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333333333133
Total EE's eligible for Employee ===== > 222222222222
Total EE's eligible for Employee + Child(re 222222222222 000000000000
GENERAL AND ADMINISTRATIVE 30 31 30 31 31 30 31 30 31 31 28 31 275 20 20 20 20 20 20 20 20 20 20 20 20

10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% 10.0% Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 TOTAL # of People Net Cost
Covered Per Month
- Benefits 3 910$ 4,392$ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 2,572 $ 4,392 $ 4,392 $ 50,884$ 2 349$
2 482$
0 617$
-------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GENERAL AND ADMINISTRATIVE LABOR 4,392$ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 4,392 $ 2,572 $ 4,392 $ 4,392 $ 39,528$ General and Administrative Other Expenses Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-24 Feb-24 Mar-24 TOTAL - Bank Fees 350$ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 350 $ 4,200$ - Building Maint & Repair 250$ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 3,000$ - Copier / Fax Lease 200$ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 200 $ 2,400$ - Credit Card Fees 1.75% 4,448$ 4,452 $ 5,338 $ 5,338 $ 4,448 $ 4,448 $ 2,669 $ 2,669 $ 2,669 $ 2,669 $ 2,669 $ 2,669 $ 44,487$ - Fedex / Courier 50$ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - IT Support / Anti virus / Crash Plan / Caspernet Access / Off Site Back Up 450 $ 450 $ 450 $ 450 $ 450 $ 450 $ 450 $ 450 $ 450 $ 420 $ 420 $ 420 $ 5,310$ - Management Central Services (HR Compliance, Controls & Compliance, 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 805 $ 9,660$ - Management Fee 8,000$ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 96,000$ - Management Travel - Corp Staff 500$ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000$ - Payroll and Benefits Processing 28.00$ 560$ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 560 $ 6,720$ - Phone - Cell 150$ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 1,800$ - Supplies 50$ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - Supplies - Cleaning 50$ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - Supplies - Office 50$ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - Utilities - Electric -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Gas / Propane -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Utilities - Water / Sewer -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ - Phone - Telco Service -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL OTHER GENERAL AND ADMINISTRATIVE EXPENSES 15,913$ 15,917 $ 16,803 $ 16,803 $ 15,913 $ 15,913 $ 14,134 $ 14,134 $ 14,134 $ 14,104 $ 14,104 $ 14,104 $ 139,665$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL GENERAL AND ADMINISTRATIVE LABOR AND OTHER EXPENSES 20,305 $ 20,309 $ 21,195 $ 21,195 $ 20,305 $ 20,305 $ 18,526 $ 18,526 $ 18,526 $ 16,676 $ 18,496 $ 18,496 $ 179,193$ Total Active EE's per Month ===========
Total EE's eligible for Employee + Spouse=
Total EE's eligible for Family Coverage ==

GENERAL AND ADMINISTRATIVE EXPENSES
Montebello
Family Coverage
Employee + Spouse
Total Days per Month ============ >
Enter Payroll Tax % For Each Month === >
Employee + Child(ren)
Employee Coverage

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Sales and Marketing Other Expenses Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-24 Feb-24 Mar-24 Total - Advertising - Electronic 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 125 $ 1,500$ - Collateral Materials 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 150 $ 1,800$ - Community Programming 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000$ - Contingency 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000$ - CX Evaluations - Mystery Shops 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 250 $ 3,000$ - Graphic Design 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 300 $ 3,600$ - Reservation / POS System 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ 18,000$ - Sales Management 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - SEO / Online Reputation Management 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 50 $ 600$ - Web Site / Digital Platform 1,450 $ - $ - $ 1,450$ - $ - $ 1,450$ - $ - $ 1,450$ - $ - $ 5,800$ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- Total Sales and Marketing Other Expenses 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 46,900 $ -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- -------------- TOTAL SALES AND MARKETING LABOR AND OTHER EX 4,875$ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 4,875 $ 3,425 $ 3,425 $ 46,900 $ Montebello

SALES AND MARKETING EXPENSE

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OPERATIONS 31 28 31 90
Jan-24 Feb-24 Mar-24
Labor Months Ann. Salary
- Director of Golf 12 100,000$ Salary 8,333$ 8,333 $ 8,333 $ 25,000$ - Head Superintendent 12 112,116$ Salary 9,215$ 9,522 $ 9,215 $ 27,952$ - Head Golf Professional 12 27.00 $ Hourly -$ 4,308$ 4,770 $ 9,078$ - Mechanic 12 30.00 $ Hourly 5,129$ 5,300 $ 5,129 $ 15,557$ - Irrigation Technician 12 25.00 $ Hourly 4,274$ 4,416 $ 4,274 $ 12,964$ - Chemical Operator 12 24.50 $ Hourly 4,188$ 4,328 $ 4,188 $ 12,705$ - Foreman 12 25.00 $ Hourly 4,274$ 4,416 $ 4,274 $ 12,964$ - Groundskeeper I 12 18.00 $ Hourly 6,154$ 6,360 $ 6,154 $ 18,668$ - Groundskeeper II 12 18.00 $ Hourly -$ - $ 9,232$ 9,232$ Hourly Labor
- Golf Shop Attendant 17.00$ -$ - $ 7,905$ 7,905$ Hours per day 0.0 0.0 15.0
- Outside Guest Services 17.00$ -$ - $ 7,905$ 7,905$ Hours per day 0.0 0.0 15.0
- Course Advisors 17.00$ -$ - $ 3,953$ 3,953$ Hours per day 0.0 0.0 7.5
-------------- -------------- -------------- -------------- Total Direct Labor Expense 41,568$ 46,984 $ 75,332 $ 163,883$ - Payroll Taxes 9.5% 4,157$ 4,698 $ 7,533 $ 16,388$ -------------- -------------- ------------- - -------------- TOTAL STARTUP LABOR 45,725$ 51,682 $ 82,865 $ 180,271$ Other Expenses Jan-24 Feb-24 Mar-24 TOTAL
- Maintenance Startup - Course Supplies 30,000 $ - $ - $ 30,000$ - Trailer Rental 5,000$ 5,000 $ 5,000 $ 15,000$ - Pro Shop Supplies and Fixtures 15,000$ - $ - $ 15,000$ - POS System Hardware 7,500$ - $ - $ 7,500$ - Maintenance Operating (Fertilizer, Chemical, Fuel, Sand, etc @75% of Q1 2025) 17,741$ 21,716 $ 23,849 $ 63,306$ -------------- -------------- -------------- -------------- TOTAL GOLF OPERATION EXPENSES 75,241$ 26,716 $ 28,849 $ 130,806$ -------------- -------------- -------------- -------------- TOTAL GOLF LABOR AND OTHER EXPENSES $120,966 $78,398 $111,713 322,0 77$ Startup Labor
Startup Expenses

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73 BUDGET ASSUMPTIONS
Startup Costs – January – March 2024
- Labor
o Golf Operations Startup Labor: $72,715
o Golf Maintenance Startup Labor: $91,168
o Total Startup Labor: $163,388
- Expenses
o Maintenance Startup – Course Supplies: $30,000
o Potential Trailer Rental: $15,000
o Pro Shop Supplies and Fixtures: $15,000
o POS System Hardware: $7,500
o Maintenance Operation Expenses: $63,306

Rounds – Year 1 (April 2024 – March 2025)
- 9 Hole Regulation Course
o 45,000 Rounds
- 6 / 10 Hole Course
o 20,000 Rounds

Rate Structure – Year 1 (April 2024 – March 2025)
- 9 Hole Regulation
o Weekday $35
o Weekend $40
o Resident $30
o Jr. / Sr. / Twilight $22
- 6 / 10 Hole
o Weekday $17.50
o Weekend $22.50

Golf Revenue – Year 1 (April 2024 – March 2025)
- In First Year of Operations, Troon Typically Does Not Offer Annual Passes o Troon Will Offer Loyalty Programs
o The First Year Will Serve as a Baseline of What Fees Could and Should Be o Troon Has Budgeted for Club Rentals and Pull Carts
▪ Cart Rental ($10) Total $32,500
▪ Pull Carts: ($5) Total $16,250

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74 Equipment / Leases – Year 1 (April 2024 – March 2025) - Assumed Existing John Deere Lease through 2025
- Troon Proposes a Procurement of Additional Maintenance Equipment of ~$200,000 Financed Over a Five (5) Year Term
o Fairway Unit: $70,000
o Top dresser: $55,000
o Sand Pro: $25,000
o Fairway Aerifier: $45,000

Future Years
- Revenues
o Grow at an Average of 3.3% Per Annum
- Labor and Expenses
o Grow at 3% Per Year

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75 CONSIDERATIONS / COST PROPOSAL
The Club at Moffett Field, Mountain View, CA

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76 CONSIDERATIONS
Troon submits the following proposal for third-party management. Troon will provide complete turn-key management of Montebello including, golf operations, golf course maintenance, marketing and promotion, general and administrative functions, operating and capital budgeting, employee hiring and training, financial management, accounting services to include accounts payable and reporting.

Proposed Term: Five (5) years, with two (2) t hree (3) year renewals with mutual consent effective January 1, 2024, which will coincide with the Termination of the existing Maintenance Services Contract, which will provide Troon the contractual ability to start preparing for the re-opening of the facility from an operations and staffing perspective.

Structure: Troon shall remain solely responsible for all obligations of the agreement and The City shall have full recourse to Troon for any liabilities caused by Troon. Troon will employ all staff at Montebello in relation to Troon’s scope. Club-level financial statements will be prepared by Troon and will coordinate with The City’s accounting interface.

Club Operation: Troon shall operate Montebello pursuant to an annual budget, marketing and operations plan agreed to and approved by The City. All rates, fees, and expenses shall be defined in advance as part of the budget process.

Troon shall not deviate from this plan without The City’s consent. All expenses of operating Montebello as outlined in the Operating Budget shall be the responsibility of The City. All em ployees at Montebello shall be Troon employees and will work exclusively for the benefit of Montebello. All employee costs shall be part of the operating expense of Montebello. Troon will retain the exclusive right to hire and terminate employees.

Troon Oversight: Troon’s operation of Montebello will be directed and overseen by Regional Directors in Golf and Agronomy based in California, as well as additional support from personnel based in Scottsdale, AZ.

Management
Fees: For management and oversight of Montebello, Troon would earn the greater of a Monthly Management F ee of Eight Thousand Dollars ($8,000) or four and one half percent (4.5%) of Gross Golf Reven ues effective January 1, 2024. The base management fee shall increase by the

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77 greater of two percent and one-half percent (2.5%) or CPI each year on the anniversary of the start of the management agreement.

Incentive Fee: Troon would be eligible to earn a performance -based annual incentive fee, equal to ten percent (10%) of the annual increase in total revenue from prior year.

Travel Allowance: Troon would be reimbursed for usual and customary travel expenses incurred in connection with oversight of Montebello.

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79 EXCEPTIONS / DEVIATIONS
Shadow Hills Golf Club, Indio, CA

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80 EXCEPTIONS / DEVIATIONS
Per RFP Appendix A, Section A(3)(i), Troon submits the following proposed Exceptions from the City’s Draft Contract.

Troon proposes a third -party management structure in which Troon receives a base management fee and incentive management fee for its services with the City retaining the profits of the Facility and costs and expenses being paid by the revenues of the Facility and the City, such as employee and insurance costs. This structure is outlined in Troon’s fee proposal.

Furthermore, all equipment will be owned and leased by the City, unless otherwise agreed to by the parties. As such, Troon is proposing edits to the Draft Contract consistent with that structure.

We will likely need to make additions to the Draft Contrac t during negotiations to address Centralized Services, Troon’s Procurement and Insurance Programs, and other provisions that are applicable to the management structure proposed by Troon. Troon will make a sample management agreement available to the City upon request.

Funding and Bank Accounts
As a third-party management company, Troon does not incur debts on behalf of the facilities and then seek reimbursement. Instead, Troon’s standard practice is for Troon to have access and signing authority to the Facility’s bank account (“Facility”) as established by, and under the name of the owner. A minimum balance is then maintained in that bank account as working capital and Troon pays debts as they become due, such as payroll, from that bank account. As such, Troon proposes that Section 2(c) be amended as follows:
“c. The CONSULTANT shall be compensated for performance of the Professional Services as set forth in the Schedule of Compensation attached hereto as Exhibit “B” and incorporated fully herein by this reference (“Compensation”). The CONSULTANT shall provide an itemized billing statement to the CITY each month for Professional Services performed and operating expenses incurred . The CONSULTANT shall no t incur fees or costs which exceed the Compensation amounts budgeted in the annual plan without the prior written consent of the CITY.

City shall maintain necessary account(s) in City’s name at a bank designated by the City (the “Facility Account”). In addition to the Facility Account, Consultant shall es tablish and/or maintain a separate payroll account (the “Payroll Account”) which shall be solely owned by Consultant and funded from the Facility Account. Consultant shall be authorized to transfer funds from the Facility Account to the Payroll Account as necessary to pay all liabilities to the Consultant’s employees at the facility. City shall be entitled to information regarding the payroll expenses paid by Consultant for all facility employees.

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81 Consultant shall deposit all facility revenues and pay all operating expenses of the facility from the Facility Account. Upon the Commencement Date, City shall deposit in the Facility Account at least Seventy -Five Thousand dollars ($75,000.00) (the “Minimum Balance”), and thereafter the Facility Account shall maintain a minimum balance equal to at least the Minimum Balance.

The Minimum Balance shall serve as working capital for facility operations. City shall deposit into the Facility Account, within ten (10) calendar days of Consultant’s request therefor, sufficient funds to make up any deficiency in the Minimum Balance.”

Proprietary Information
Troon has certain proprietary information that it plans to use in the management of the facility.

For the avoidance of doubt, Troon proposes the following addi tion to Section 5(b) regarding such proprietary information’s ownership.
“b. b. All data, documents, discussion, or other information provided, developed or received by the CONSULTANT or provided solely for performance of this Agreement are deemed confidential and shall not be disclosed by the CONSULTANT without prior written consent by the CITY. The CITY shall grant such consent if disclosure is legally required. All such confidential written products shall be returned to the CITY , and all Troon Proprietar y Information, as defined below, shall be returned to CONSULTANT, upon the termination or expiration of this Agreement. The CONSULTANT agrees parties agree that the covenants contained in this Section shall survive the expiration or termination of this Agreement. “Troon Proprietary Information” means all intellectual property relating to CONSULTANT or any of its Affiliates, the business affairs of CONSULTANT or any of its Affiliates, or any golf club, golf course or facility or other similar operation or similar facility which CONSULTANT or any of its Affiliates owns, leases or operates, including, without limitation: (i) the CONSULTANT’s trademarks; (ii) pro prietary documents, materials or software (including, without limitation, manuals, software programs, internal correspondence, operating standards manuals, agronomic standards manuals, and other items of a proprietary nature created by CONSULTANT or its Affiliates) specifically acquired, developed or modified in whole or in part by or for CONSULTANT or its Affiliates, and used in the operation of facility or in any CONSULTANT affiliated facility; (iii) guest and player data related to Troon loyalty programs ; and (iv) any trade secrets and copyrightable or patentable subject matter developed, acquired, or licensed by CONSULTANT or any of its Affiliates in the operation of the facility or in any affiliated facility, and all intellectual property rights relating to any of the foregoing.

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82 Termination for Cause
Troon requests more time to correct potential violations of a non-monetary nature. We also do not believe that the services being provided are such that expense reimbursement for termination is appropriate. As such, we propose the following changes to Section 8(a). “a. Termination for Cause. In the event that any of the provisions of the Agreement are violated by either party, the non -defaulting Party may terminate the Agreement by serving written notice upon the other Party, listing the violation(s) and its intent to terminate such Agreement unless within ten (10) calendar days if such default relates to the payment of a sum of money and, in all other cases, within thirty (30) calendar days after the serving of such notice, such violation shall cease or be rectified, the contract shall upon the expiration of an additional thirty (30) days cease and terminate; provided, however, that if such event of default be of a non - monetary nature and if it cannot reasonably be remedied within such thirty (30) calendar day period, then such thirty (30) calendar day period shall be deemed to be extended for such additional period(s) as may reasonably be required to remedy the same if the defaulting party shall promp tly commence to remedy such default upon receipt of notice from the non - defaulting party, and shall continue therewith with due diligence . Violations by the CONSULTANT which cannot be corrected within ten (10) days, said contract shall at the option of the CITY cease and terminate upon the giving of like notice. In the event of any such termination for default by the CONSULTANT, the CITY may take over the work and prosecute the same to completion by contract or otherwise for the account and at the expense o f the CONSULTANT. The CONSULTANT and his sureties shall be liable to the CITY for any excess cost occasioned in the event of any such termination. This change shall not be construed to prevent the termination, for other causes authorized by law or other provisions of this contract.

In the event of a termination for cause, the CONSULTANT shall only be entitled to the Compensation for those Professional Services satisfactory performed on or before the effective date of termination.”

Termination for Convenience
Drawing upon our successful two -decade track record of operation of the facilities, we are confident that our history demonstrates that termination without cause is unnecessary. In addition to this, Troon is fully prepared to use significant resources and personnel at the inception of the new contract and throughout its duration and anticipates any transfer of operations would take a significant amount of time. Under the circumstances, we do not believe termination without cause with short termination window is appropriate, and propose the following change to Section 8(b).
“b. Termination for Convenience. The CITY shall have the option, at its sole discretion and without cause, to terminate this Agreement in whole, or in part, by giving ten one hundred and eighty (30180) business calendar days’ written notice to the CONSULTANT. Upon the

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83 termination of this Agreement as provided herein, the CITY shall provide to the CONSULTANT the part of Compensation which would otherwise be payable to the CONSULTANT for services the CONSULTANT had completed as of the date of termination, less the amount of all previous payment with respect to the Compensation. Further, upon such a termination for convenience by the CITY, the Parties agree that the CONSULTANT shall be rei mbursed for any “nonrefundable” costs that the CONSULTANT has incurred for its services under this Agreement, provided that: (1) such “non- refundable” costs were incurred by the CONSULTANT prior to the date of termination, and (2) that the CONSULTANT prov ides the CITY with adequate proof that the CONSULTANT incurred the costs, and is unable to be seek a refund for such costs. Such “non -refundable” costs may include, but are not limited to, travel reservations incurred by the CONSULTANT for its performance of services under this Agreement. The CONSULTANT agrees to cease all work under this Agreement on or before the effective date of any notice of termination.”

Indemnification
As a third -party manager receiving a fee from the City, Troon does not accrue the economic benefit (such that an owner or lessee may receive) that might be attributable to taking on all risk at the Facility. Nevertheless, since we are being retained as the manager of the facility we are comfortable being responsible for the “bad acts” (i.e., negligence, malfeasance, willful misconduct) of our employees. We do this because, ultimately, the facility is asking us to manage the facility and we should be responsible for the acts of those people we put at the facility to carry out what we h ave been hired to do. To that end, Troon believes that the comma after “wrongful act” in Section 14 should be deleted such that “wrongful omissions” trigger indemnification and not “omissions” in general.

Insurance
Troon believes information regarding the City’s property insurance at the facility should be outlined in Section 15. The costs of such insurance should also be an operating cost of the facility.

Assignment
Troon has wholly-owned subsidiaries in which it may assign tasks to under this Agreement. For example, all Troon employees, including employees working at facilities managed by Troon subsidiaries, are employed and paid through a Troon subsidiary, TG Administration, LLC, for purposes of consolidating an d streamlining employment operations. We request that such assignments not require prior consent by the City. Troon also may have future financing that requires actions contemplated herein, we request that consent not be unreasonably withheld.

Furthermore, if a third-party is approved to perform certain work, it should be a cost to the facility and not Troon. As such, Troon proposes the following edits to Section 4(d) and Section 16:

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84 “d. The CONSULTANT shall have the right to retain, subject to the CITY 's approval, additional non-Affiliate individuals, consultants or subconsultants to assist in the completion of services as herein defined. Compensation for additional individuals, consultants or subconsultants shall be the sole and exclusive responsibility of the CONSULTANTCITY.” “SECTION 16. SUBCONTRACT, ASSIGNMENT OR DELEGATION. This Agreement is a personal services agreement between CONSULTANT and CITY. Except with respect to an assignment by CONSULTANT to an Affiliate (or of a CONSULTANT’S right to receive payments hereunder), The the CONSULTANT shall not subcontract, delegate, or assign its duties or rights hereunder, either in whole or in part, without the prior written consent of the CITY. Any proposed subcontract, delegation, or assignment to a non-Affiliate shall provide a description of the services to be covered, identification of the proposed sub -consultant, delegee, or assignee, and an explanation of why and how the same was selected, including the degree of competition involved. “Affiliate” means any corporation or other entity controlled by, controlling or under common control with CONSULTANT. The words “control”, “controlled” and “controlling” mean ownership, directly or indirectly, of 50% or more of the legal or beneficial ownership interest of such corporation or other entity.

Any subcontract, delegation or assignment shall be made in the name of the CONSULTANT and shall not bind or purport to bind the CITY and shall not release the CONSULTANT from any obligations under this Agreement including, but not limited to, the duty to properly supervise and coordinate the work of employees, assignees, delegees or sub -consultants unless specifically consented to in writing by the CITY . No such subcontract, delegation or assignment shall result i n any increase in the amount of total compensation payable to the CONSULTANT under the Agreement.

General
Troon also proposes that other language from its standard terms and conditions be added to the Agreement to provide further clarity on the obligations of both parties.

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85 APPENDICES
Native Oaks Golf Club, Valley Center, CA

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86 APPENDICES

1. Sample Marketing Plan

2. Sample Reporting Packet
a. Weekly Client Report
b. Financial Reporting Packet

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87 SAMPLE MARKETING PLAN

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1 Sample Marketing Plan 2024
Montebello Golf Course

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CONTENTS

CONTENTS

1. Summary

2. Strategic Plan

3. Community Engagement

4. New Initiatives & Programs

5. Reputation Management

6. Social Networking

7. Professional Design Tools

8. Programing & Events

9. Outings & Group Sales

10. Rates & Dynamic Pricing

11. Loyalty & Rewards

12. Driving Range & Instruction

13. Junior Golf

14. Golf Course APP

15. Website

16. Email Marketing

17. Monitoring & Reporting Technology
2

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SUMMARY
The number of active, on-course golfers in the U.S. grew by half a million in 2020/21, up to 24.8 million. It was the most significant Y.O.Y. net increase since 2003, thanks to a record inflow of beginning and returning players (6.2M of them, which is 27% higher than the year before).
 Year-to-date rounds are running 19% ahead of the
2017-19 national average
 Total golf participation (on/off-course combined) up 8% Y.O.Y. to 36.9 million participants
 Net gain of 500K on-course golfers, the largest lift in 17 years, up to 24.8M
The number of Americans who didn’t play on a course in the past year but suggest they’re “very interested” in doing so rose to 17M in 2020 – a 10% increase over 2019 and up more than 40% since 2015. As interest continues to swell, there’s been a concomitant rise in the number of beginners, which has hit an all-time high (in 2021).

Capturing and retaining the new influx of golf enthusiast, along with providing an inclusive opportunity for all residents to utilize the golf facilities in unique ways will separate our facilities from our competitors for long term growth and success.

SUMMARY
3

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STRATEGIC PLAN
• Incentivize the avid golfer with rewards programs
• Programming for the new golfe r - both adults and juniors • Create opportunities for non-golfing family members to participate in programming at the facility
• Attract non-golf events and functions to the facility • Invest in golf programs and opportunities for Montebello – not just the golfing one

STRATEGIC PLAN
4

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COMMUNITY ENGAGEMENT
Long term success will require a stronger engagement of the community. We will position the facilities as community centers that appeal to all residents and visitors, not just the local golfer demographic.

To this end, we would address the following focal points:

1. Variety of programing, including public events,
health and wellness classes and inclusive
opportunities for our residents to engage with each
facility.

2. Data-driven targeted marketing.

3. Yield management (to include effective player mix

4. pricing evaluation and implementation of loyalty
programs).

5. Improved guest experience.

6. Growth of the game initiatives.

7. Scholarships, interns and mentor programs to
encourage personal gro wth opportunities for our
community.

COMMUNITY ENGAGEMENT
5

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PROGRAMS & INITIATIVES
Montebello will initiate programs specific to the course and community, for example:

Afternoon FIT Club
• An afternoon walking program, similar to a gym
membership with monthly dues
Operation 36
• Learning the game from the green backwards
• Students graduate back to further from the green
after each session “passed”
Social Events
• Whiskey & Tee
• Wine & Tee
• Wine & 9
• Rock ‘N Range
• Movie Night

COMMUNITY ENGAGEMENT
6

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REPUTATION MANAGEMENT - REVIEWS
Online reviews have an incredible power to shape
consumer behavior. More consumers than ever
validate their purchase decisions by using social
media and real-time feedback from other consumers
as their key resources. When the voice of the
customer speaks via third party review sites, it’s
important to listen and respond in a timely fashion. To maintain our brand reputation in the online space, we
measure and address our guests feedback head on
using the Review Trackers platform, positive and
negative. We focus on timely responses for reviews
on all outlets. We’re primed to continually improve
the guest experience and effectively maintain our
online reputation as well as our in-house resident
and guest feedback.

REPUTATION MANAGEMENT
7

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After every round played, golfers get a survey with 3 short qu estions (maximum one survey delivered per month) to help us generate a Net Promoter Score, and customer comments on wha t we do well and where we can improve upon. This NPS data point helps us to compare our customer experience course to course and with the broader hospitality industry as a whole.

How likely are you to recommend the course to a friend? | How can our course improve? | What does our course do well? Extremely likely ‐ 10 | Provide small coolers with water on the carts. The staff are friendly and helpful.

Extremely likely ‐ 10 | Having a refreshment cart to sell drinks and snacks to players. The greens were manicured and well kept REPUTATION MANAGEMENT – NPS SCORE

REPUTATION MANAGEMENT
8

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Each facility will receive monthly NPS Score reports that show that month’s NPS Score, Year to date NPS Score and how they compare to their sister courses. This report is used to uncover opportunities for improvement and the sharing of best practices by top performing clubs.

REPUTATION MANAGEMENT
REPUTATION MANAGEMENT – NPS SCORE
9

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SOCIAL NETWORKING
Social media is an essential piece of your business
marketing strategy. Social platforms help you connect with your customers, increase awareness about your brand, and boost your leads and sales.

W i t hm o r et h a nt h r e eb i l l i o np e o p l ea r o u n dt h ew o r l du s i n g social media every month, we ensure that compelling
content drives engagement and revenue by regularly
posting to channels. Calen dars are used to assist on-site teams with easy-to-follow best practices and content ideas.

Centralized Campaigns (created by our support team)
supplements the organic conten t that we empower the field to create. Centralized Campaigns are scheduled out in
advance utilizing best practices in order to gain the
maximum engagement.

SOCIAL NETWORKING
10

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