Santa Ana City Council
March 3, 2026

Proposal
Management, Operation, and
Maintenance
River View Golf Course
January 28, 2026
Prepared for
City of Santa Ana
5341 Old Redwood Hwy, Suite 202
Petaluma, CA 94954
707.763.0335 OFFICE
707.763.8355 FAX
Letter of Transmittal......................................................................................................................

Qualifications and Experience.......................................................................................................

Company Description.........................................................................................................

Key Personnel....................................................................................................................

References........................................................................................................................

Staff Qualifications............................................................................................................

Organizational Chart..........................................................................................................

Detailed Work Plan........................................................................................................................

Golf Operations.................................................................................................................

Food, Beverage, and Catering...........................................................................................

Pro Shop/Retail..................................................................................................................

Golf Cart Fleet Operations.................................................................................................

Golf Course and Facility Maintenance Plan.......................................................................

Timeline for Completing Services......................................................................................

Fee Schedule/Cost Proposal...........................................................................................................

Table of Contents - Page i
Table of Contents
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

Page A-1

Dear Hawk Scott,
We are pleased and excited to submit our proposal to the City of Santa Ana for the management of River View Golf Course. For 37 years, our firm has prioritized forming high-trust relationships with municipal partners including our most recent contract at nearby Fullerton. Our relationship with our clients stems from our Four Core Values: 1) Financial Performance 2) Community Inclusion 3) Environmental Stewardship 4) Stakeholder Communication. Guided by these principles, we remain closely aligned with our clients and the communities for which we are stewards.

Having operated municipal golf courses in California since 1989, our entire executive team is genuinely excited about the opportunity to partner with the City of Santa Ana on River View Golf Course. Several of our team members have both worked and lived in Southern California for significant parts of their careers and know both the market as well as the course. Operational excellence in hospitality, marketing, operations, financial controls, and revenue production is essential, and these are areas in which we excel. More importantly, we believe our demonstrated commitment and the pledges outlined in our proposal make us uniquely qualified for this project.

We are committed to expanding community usage and programming at all our courses, and we know that River View Golf Course is at a critical crossroads as it transitions from a long-term lessee to a management contract. This will not be the first time we have encountered a transition similar to this, and in fact some of the best examples of our success in private-public partnerships have come in similar scenarios. While we are proud of all of our work, at Boundary Oak Golf Course in 2009 and then San Jose Munipal Golf Course in 2023, we followed long-time lessees and in both cases we were able to hire the majority of the existing staff, embraced the long-time loyal customer base and then elevate the overall facility conditions and guest experience. We would encourage you to check with our clients at both locations as we are confident they will give us glowing references.

Capital planning and project management will be an important part of this next phase at River View Golf Course. As outlined in this proposal, CourseCo is experienced and adept at both planning and executing capital projects and understands working within municipal requirements. Our standard practice when taking over a new operation is to spend the first 3 to 6 months conducting a full evaluation of capital infrastructure as well as capital opportunities at the golf course. We work with the City staff, incumbent employees that join our team, gather feedback from the customer base and ultimately apply our industry experience to develop a 5- year capital plan. This plan will be reviewed and presented for City approval and then updated each year during the budget process. We find taking this time at the beginning for a complete evaluation leads to optimal planning and decision making. We look forward to this part of the process at River View, collaborating with the City and starting this process.

In addition to capital planning, the availability of capital funding will be important for the success of River View.

Having done a preliminary tour of the property and based on feedback from City staff, it is apparent that there is significant deferred capital maintenance in most areas. To assure an improved guest experience that is quickly evident, we believe a capital reserve of 15% of gross revenues per year is appropriate. While this will not immediately address all capital needs, it will allow for a consistent investment in the property in the next couple of years. This will both protect the aging, and in some cases failing, infrastructure as well as provide new revenue opportunities.

Letter of Transmittal
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

Golf demand and interest are at an all-time high and the potential for new technology at the driving range offers exciting opportunities for enhanced community engagement. Over the past several years, we have invested in driving ranges by adding technology and expanding food & beverage offerings, which has delivered faster-than-expected returns and attracted new user groups—including underserved communities, juniors, and their families—while maintaining affordability and accessibility, a key point for municipal golf. We are confident that this approach would be ideal for the City of Santa Ana and look forward to further conversations on this topic.

CourseCo, Inc. is proposing to manage River View Golf Course and will complete all work with no sub- contractors. As our standard operating procedure, CourseCo will form a dedicated LLC, wholly owned by CourseCo, Inc., to provide financial and liability separation for each golf course under management. Our corporate office is located at 5341 Old Redwood Hwy, Suite 202, Petaluma, CA 94954.

As President and CEO, I am authorized to negotiate and sign any contract that may result. I may be reached by my cell phone at 530-315-3064, my office number 707-763-0335 or via email at [email protected]. I attest that all information contained within this proposal is true and correct.

On behalf of my senior colleagues, I would like to express our genuine enthusiasm for this assignment. We believe our long and uniquely successful history in public-private golf industry partnerships strongly qualifies us for this project and look forward to the next steps in the process.

Sincerely,
Michael Sharp, PGA
President and CEO
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Company Description
Founded in 1989, CourseCo’s sole business activity is turnkey operations of golf courses with a focus in municipal golf. With 46 golf properties under management, we currently have over 2,000 employees producing over $165 million dollars in gross revenue annually for our partners. CourseCo’s corporate office is located in Petaluma, California where the majority of our support team is based. In addition, we have executive team members located throughout the state including Visalia, Fresno, Livermore, Sacramento and Monterey. The majority of the golf course portfolio is in California, where the company was founded, with 30 courses under management in the state. The majority of our clients are public agencies, and this is the focus of our company and experience.

Since our inception we have operated using Four Core Values to guide the company:

1.Financial Performance – Achieving our client’s financial objectives is always our first priority.

2. Community Inclusion – We believe that a golf course must serve the community in which it lies.

This includes the golfer and non-golfer alike and this belief is reflected in our robust calendar of events at all our facilities.

3. Environmental Stewardship – As a community partner, we have always stressed that a golf course can provide optimal golf course conditions while employing sustainable methods of turfgrass maintenance. CourseCo is the most honored golf management firm in the country for its environmental practices including having won the President’s Award from the Golf Course Superintendent’s Association of America in back-to-back years.

4. Stakeholder Communication – We have always believed in thorough, consistent and transparent communication with everyone associated with the golf course including City Staff, Elected Officials, Employees, Customer Groups, Home Clubs and all other stakeholders in the enterprise.

Through this communication, we build relationships that contribute to the ongoing success and stability of the golf course and entire facility.

CourseCo’s management technique, which has remained constant and allowed us to continue to stand out from the competition, is our commitment to run each course as an individual entity rather than just one part of a large portfolio. While this means a significant amount of additional work, our results have consistently exceeded expectations over the years. This approach can effectively be broken down into the following areas:

Qualifications and Experience
Overview of Proposal
For 36 years CourseCo has provided golf course management for municipal golf courses. Starting with Riverside Golf Course, which is owned by the City of Fresno, we have spent well over three decades providing management services with a focus on municipal golf, primarily in California. During that time, we have developed expertise in the public-private partnership necessary for success in municipal golf and feel our experience is perfectly suited for the management of River View Golf Course. We understand the importance of affordable and accessible golf and have also been able to successfully make capital contributions at many of our locations that benefited the golf course and its users as well as the partnership between our City clients and ourselves.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Business Planning and Budgeting – Our budgeting and business planning is done from a zero base for every property. We seek to understand the goals, objectives and obstacles for each property and custom design a plan and budget each and every year that best serves the needs of the facility.

Staffing – Each property under our management has different staffing models that best serves the needs of the facility. All key management staff are selected based on their individual fit for the property.

Corporate Oversite – A key to any management plan is the amount of involvement and oversite provided by the corporate team. We are confident that we spend more time on all our properties than any other management company and this commitment ultimately provides both better guest experience and operating results.

Client Communication and Collaboration – We view all our management contracts as a partnership rather than a contract to deliver services. Through constant communication and collaboration with our clients we are able to ensure goals and objectives remain aligned.

Specific services included in management agreements include:

Golf Operations (Reservations, Tee Times, Merchandising, Carts, Instruction, and Driving Range) – Optimization of golf revenues is achieved through membership growth and retention, tee sheet management, player development, merchandising, bundling goods and services, home club support, instruction programs, community involvement and excellent member and guest service experiences.

CourseCo has won multiple public service awards for its operations, promotion, and customer service.

Customer Service – At every site, CourseCo implements a quality service management program to ensure the facilities are operated in a manner consistent with owner expectations and appropriate to the facility.

We utilize several formalized customer feedback systems such as professional blind shoppers, online surveys, comment cards, the National Golf Foundation’s Golf Satisfaction Survey (GolfSat), and SWEAT Program (Smile, Welcome, Enthusiasm, Ask, Thank), the results of which have led to national awards for customer service at three of our facilities.

Food and Beverage Services – CourseCo structures food and beverage operations to optimize the bottom line. This includes the development of practical menus that meet golfers’ needs for quick food of high quality; hiring, training, and proper scheduling of staff; inclusion of membership programming and events; close linkage with our Home Clubs; and regular review of menu and event pricing. Cost of goods and labor/sales ratios are closely monitored.

Sales and Marketing – CourseCo’s implementation of sales and marketing follows these guidelines:
develop the “story” based on the image and personality of the property; determine the placement of the facility in the market; identify the target market or markets; determine the type of collateral material to be produced; and identify media channels and advertising methods including email, internet and other digital based strategies.

Agronomics – CourseCo is an expert in the field of agronomics and golf course maintenance. We utilize the most current research, technology and resources to provide outstanding playing conditions from tee to green. We are a leader in providing optimal golf course conditions while employing sustainable methods of turfgrass maintenance. CourseCo is the most honored golf management firm in the country for its environmental practices including having won the President’s Award from the Golf Course Superintendent’s Association of America in back-to-back years.

Master Planning and Capital Budgeting – CourseCo has been involved, as principal, project manager or

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
owner’s representative, in $100 million worth of capital projects including building renovation, course renovation, complete course and facility construction, cart path construction, bunker, tee, green construction and renovation, and irrigation system replacement.

Budgeting – We start every budget as a blank page – zero base – using historical data only as a reference point. Line-item operational expenses are generated as a result of agreed upon goals for the property and reflective of anticipated revenue streams. This methodology can reveal savings compared with prior years as opposed to simply adjusting prior year expenses. Our budgets are linked to and driven by Annual Operating Plans.

Financial and Budgetary Reporting and Analysis – By accessing the resources of CourseCo’s centralized financial reporting systems, we can accurately and timely gather, report, and analyze revenue and expense data. CourseCo reports to numerous public agencies for operations and capital projects and is accustomed to accommodating a range of public reporting requirements and administrator preferences.

Operating Plan Development – Development and implementation of an Annual Operating Plan that includes an operating budget and marketing plan for the pro shop and golf service operations, food and beverage operations, a facility maintenance program, as well as a capital expenditure plan, is standard practice at all CourseCo facilities.

Human Resource Management – CourseCo ensures compliance with Department of Industrial Relations and Department of Labor regulations including wage and hour laws, workers compensation insurance requirements, drug free workplace initiatives, equal opportunity employment, enforcement of a progressive discipline policy and unlawful harassment policies. In addition, CourseCo provides a variety of benefits for full time regular employees including paid vacation leave, holiday pay, an optional health plan, flexible spending accounts, and a 401(k) plan.

Risk Management – CourseCo oversees risk management through a combination of programs such as maintaining general liability insurance, complying with OSHA and pesticide management regulatory compliance (we require each site to participate in the OSHA voluntary consultative review biannually), building and grounds safety monitoring, participating in cooperative reviews by our workers compensation insurance carrier, and providing regular safety training for staff.

Funding – CourseCo has provided equity funding of improvements totaling over $75 million. We are often asked to help structure capital funding plans for properties that include both direct contributions as well as ongoing savings and debt programs dedicated to property improvements. CourseCo maintains excellent relations with a variety of golf course financing sources and has group purchasing agreements with many national vendors and contractors.

Qualifications of Individuals
Key Personnel
Michael Sharp, PGA, President and Chief Executive Officer Michael Sharp is the President and Chief Executive Officer and managing partner in CourseCo. Michael started his employment at CourseCo in 2005 as Vice President of Operations with direct oversight of golf operations before being promoted to Chief Operating Officer in 2012, and then taking on his current role in 2017. As the top executive in the company, Michael’s focus is on building the overall company culture while maintaining strong relationships with all of CourseCo’s clients.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
After spending the early part of his childhood in Southern California, Michael’s family moved to Northern California where he took his first job in golf working at a driving range while starting on his high school golf team. After playing Division I golf at Sacramento State and receiving his bachelor’s degree in criminal justice, it was a clear path for Michael to start his career in the golf industry. Immediately out of college Michael took a General Manager position with Club Corp, which was the first of three top 25 Management Companies he would work for in the coming years. After becoming a Class A Member of the PGA, Michael continued his advancement in the golf business as General Manager at StoneTree Golf Club and then VP of Operations at Billy Casper Golf. It was through his passion and commitment to hospitality and people development that eventually led to Michael joining the CourseCo team and his rapid ascension to the top leadership position.

Now with 30+ years of experience in the industry Michael is widely respected and recognized throughout the United States for his operating knowledge and innovation. Having played the key role in CourseCo’s growth from a small regional management company with 11 courses under management, to a national company with 46 courses and ranked as the 13th largest management company in the world, is one of the reasons he received the Award for Most Innovative People in Golf in 2020 from Golf, Inc. Under his leadership CourseCo has received numerous environmental awards including becoming the first company to ever receive the President’s Award from the GCSAA in 2018 and then receiving it again the following year in 2019. While he is often asked to speak on panels and present at National Conferences, Michael’s passion is still working directly with the management teams of the courses in promoting CourseCo’s Four Core Values – Financial Performance, Community Programming, Environmental Sustainability and Stakeholder Communication.

Michael resides in the Sacramento area of California with his wife, Heather, and their three children – Madison, Paige and Andrew. As a PGA Professional Michael still plays in numerous golf tournaments and events each year but still finds time between working and playing golf to travel with his family, snowboard and passionately follow the Lakers and Dodgers.

Tom Bugbee, Chief Operating Officer
Tom currently serves as the Chief Operating Officer at CourseCo and is also a partner in the firm. Tom originally joined the company in 2009 as the Director of Operations, was promoted to VP of Operations in 2011 and became the COO in 2018. In his current role Tom oversees the day-to-day operations of the company, including golf course operations, as well as the finance and accounting department. While his responsibilities include financial performance and contractual compliance it is his focus on the support and development of key team members that has led to his success.

Born and raised in Petaluma, California, the golf business was a passion for Tom very early in his working career. Starting at Adobe Creek Golf Club in outside services he quickly moved up through the ranks as assistant professional, head professional and then becoming the General Manager at the early age of 24. It was in this position that he was first introduced to acquisitions as he played a key role in the due diligence and transition at Peacock Gap Golf Club, which was also his first experience in multiple property management. Tom left the golf business for a brief three-year period where he worked in the high-paced corporate tech world focusing on sales recruiting working with companies including IBM, SalesForce, Oracle and BMC Software. With a degree in Business Administration from the University of Phoenix but a passion for golf the opportunity to return to the golf world and join the CourseCo team at their corporate office was the perfect fit for this Sonoma County native.

With over 30 years of experience in the golf business his accomplishments in the industry are wide ranging.

Tom has been interviewed and quoted in multiple publications including Golf Inc Magazine, The New York Times, The San Francisco Chronicle and the Wall Street Journal. Tom has managed over $100 million in capital projects including golf course and clubhouse construction. Currently a Board Member of the First Tee of the North Coast he is involved in this new chapter and assisting to get it off the ground. But the professional

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
accomplishment that Tom is most proud of is being a part of CourseCo as it has grown from 14 courses centered in Northern California to 46 courses spread across the Western United States.

Tom still resides in Petaluma with his wife, Daniele, and their three daughters – Maddie, Brooklyn and Gwen.

When not working or playing golf Tom enjoys traveling with his family and is an avid San Francisco Giant fan.

Lee Finkel, Vice President of Finance
Lee currently serves as the Vice President of Finance for CourseCo. Lee joined the company in 2020 as the Vice President of Revenue Management and was promoted to VP of Finance in 2025. In his current role, Lee assists in overseeing the day-to-day operations of golf course operations, revenue management and development of key team members. Additionally, he manages the Marketing Department, Tournament Sales and Senior Agronomic Managers.

Lee grew up in San Diego, California and is a graduate of the University of San Diego where he earned a Bachelor of Business Administration in Economics and an MBA in Venture Management. Lee began his career in aerospace and communications. However, his passion for golf led him to change paths. His background in golf spans over 20 years with experience in operating and managing over 140 Courses. Lee joined American Golf in 2003. He gained experience as the General Manager of a variety of golf courses before he was promoted to Regional Director of the Northeast in 2009. During that time, he lived and worked in New York and was responsible for overseeing courses in New York City, New Jersey, Atlanta, Virginia, and Detroit. In 2015, he was promoted to Regional Vice President for the East and added the management of Dallas, Oklahoma, and Tennessee courses to his existing responsibilities. In 2016, he was promoted to Senior Vice President and oversaw the management and operations for all American Golf’s Public Courses throughout the entire country.

Lee is an active member of the golf community and involved in promoting the game, advocacy and legislative review. Currently, he serves as President of the California Golf Course Owners Association and is a Board Member for the California Alliance for Golf.

Lee currently lives in Petaluma with his wife April. He enjoys playing golf and traveling. He is a diehard San Diego Chargers Fan and still looking for their first Superbowl win.

Amy Wakayama, Vice President of Human Resources
Amy is a seasoned Human Resources professional with more than 16 years of experience leading strategic HR initiatives and advocating for employee well-being and engagement. She is passionate about building inclusive, diverse, and high-performing workplace cultures that empower employees to reach their full potential.

Amy joined CourseCo as Vice President of Human Resources in 2025, bringing an award-winning background and a wealth of experience in human capital management, benefits strategy, talent management and organizational development.

A lifelong resident of Sonoma County, Amy earned her Bachelor of Arts in Psychology from the University of California, Davis, and holds the Society for Human Resource Management – Senior Certified Professional (SHRM–SCP) designation.

Beyond her professional accomplishments, Amy is an active member of her community and proudly serves on several nonprofit boards. Outside of work, she enjoys exploring new restaurants, spending time with family, traveling, gardening, cheering on the San Francisco Giants, and playing golf.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Sandy Marfin, PHR, SHRM-CP, Director of Employee Relations Sandy is a Director of Employee Relations with a strong knowledge of employee relations, leadership, employee development, training, compliance with ADA, FMLA, wage and hour, benefits and workers’ compensation. Sandy’s prior Human Resources positions were in the insurance industry as well as in the non- profit healthcare sector. Sandy has over 16 years of Human Resources experience, eight of which have been in a leadership role.

Sandy completed her Bachelor of Arts degree at San Francisco State University in 1996 and gained her Professional in Human Resources (PHR) certification through the Human Resources Certification Institute in 2013. Sandy has a proven track record of being a highly professional, knowledgeable, and trusted HR business partner for management while simultaneously serving as an advocate for the company’s employees. Sandy has a successful background of being a highly capable daily hands-on HR professional. In addition to assisting and guiding management in legal compliance, Sandy works with leadership to develop policies and action plans that result in increased employee proficiency and morale.

Sandy is a member of local and national Human Resources organizations. Sandy is a native Californian and a resident of the Bay Area since 1980.

Alexandria LaRoche, Director of Marketing and Sales
Alexandria LaRoche joined the CourseCo team in April 2021 and serves as the Director of Marketing and Sales.

Besides assisting with Tournament and Membership sales, she oversees the sales and marketing efforts for each unique Fairview location focusing on revenue generation as well as executing superior customer experiences. In her role, she supports each Fairview sales office with ongoing training and mentorship during the sales process, ultimately creating a brand wide sales team environment that results in a reduction of turnover and an increase in employee morale.

Rod Metzler, PGA, Vice President of Special Projects
Rod Metzler was the Founder and CEO of Empire Golf, Inc. Since 1987, under his direction, Empire Golf had successfully grown into a regionally based golf course management company in Northern California.

In 2018 CourseCo acquired the majority interest in Empire Golf and Rod joined the management team at CourseCo. Rod has been involved in all phases of the golf industry for the past 45 years. His experience

Janice Norton, Controller
Currently serving as the Controller, Janice joined CourseCo in July 2003 as the Accounting Manager.

Throughout the years, she has held multiple positions within the organization as the company has evolved from 12 courses to 46 courses and growing. Janice now oversees a staff of 8 and works on providing timely, accurate financials prepared for management and our clientele.

Janice graduated from Sonoma State University, earning a Bachelor of Science in Mathematics. Staying in Sonoma County, working first as an accounts payable clerk for a check guarantee company and then as an accountant for Waste Management. After a reorganization at Waste Management in 2003, Janice started her career with CourseCo. As more golf courses were added to our portfolio, she covered everything from accounting to human resources to client communications.

Janice, her husband, and children, live in Sonoma County, CA, where they are active in the community. With her free time, Janice volunteers for local community events, enjoys gardening, hiking, and boating.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

includes facility, ownership, leasing, club management, contract management, design, construction management of both existing and new facilities, as well as new course development. Rod has been a Class “A” member of the PGA of America since 1978 and has received numerous personal awards for his accomplishments and expertise in the golf industry. He was named the Northern California PGA Professional of the Year in 1994, as well as Northern California PGA Private Club Merchandiser of the Year in 1986. He has served on the Board of Directors of the Northern California PGA, and currently is on the Board of the California Golf Course Owners Association.

Adam Pohl, Senior Operations Manager
Adam first started working for CourseCo in 1995 at Mather Golf Course then became General Manager of Riverside Golf Course in his hometown of Fresno, CA in 1999 where he was awarded the John C. Telischak Award (General Manager of the Year) in 2001 as the top performing property in CourseCo. A graduate of Sacramento State University and Class A Member of the PGA of America, Adam also spent time coaching NCAA Division I Golf at Sacramento State University and University of Nevada.

Throughout his 30 plus years in the golf business, he has held positions as Golf Professional, General Manager, Regional Manager, and National Account Sales Manager which has given him broad experience during his career. Adam’s current responsibilities with CourseCo include operational oversight of multiple courses as well as focusing on procurement and compliance priorities for the company.

Adam currently resides in Clovis, CA with his wife Stephanie and daughter Addison. Outside of work Adam enjoys playing golf, skiing, and hunting.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Valley Oaks Golf Course:

Annual Revenues: $5.5M
References
Boundary Oak Golf Course:

San Jose Municipal Golf Course:

Tim Roberts
City Liaison
(925) 639-6062
[email protected]
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January28,2026

Other Services
We believe there is an opportunity for investment in the driving range which will produce new engagement in the facility as well as a significant increase in revenue. In 2023, CourseCo signed a national agreement with Top Tracer which has allowed us to complete major driving range renovations including the installment of Top Tracer technology at six locations with three more currently in the planning stages. These projects have included the expansion of facilities along with new food and beverage services. Below is a summary of these investments and the associated revenue:

Project 1 - Foxtail Golf Club, Rohnert Park, CA
Project Details
Addition of Top Tracer technology
Extended food & beverage hours
Financial Results
Driving Range Revenues: $585,000 (+115%)
New F&B Revenues: $125,000
Project 2 - Los Lagos Golf Course, San Jose, CA
Project Details
Addition of Top Tracer technology
Financial Results
Driving Range Revenues: $1,077,000 (+61%)
Project 3 - San Jose Municipal Golf Course, San Jose, CA Project Details
Addition of Top Tracer technology
New Food & Beverage Patio
New Food & Beverage Outlet
Financial Results
Driving Range Revenues: $2,330,000 (+35%)
New F&B Revenues: $235,000 (projected)
New Merchandise Revenues: $45,000 (projected)
Project 4 - Valley Oaks Golf Course, Visalia, CA
Project Details
Addition of Top Tracer technology
New fully covered range stalls including heaters
New Food & Beverage Patio
New Outdoor Bar
Addition of lighting
Financial Results
Driving Range Revenue: $1,100,000 (+400%)
New F&B Revenues: $756,000 (projected)
Project 5 - Boundary Oak Golf Course, Walnut Creek, CA
Project Details
Full driving range renovation
Addition of Top Tracer technology
New Food & Beverage Patio
New Food & Beverage Outlet (under construction)
New fully covered range stalls (under construction)
Financial Results
Driving Range Revenue: $1,356,000 (+210%)
New F&B Revenues: $250,000 (projected)
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

Staff Qualifications
Assembling and sustaining an outstanding site team is among our most important responsibilities. Incumbent employees always have priority in retention of their positions when CourseCo assumes responsibility for an existing property. Evidence of this can be seen in our transition history. Ninety-five percent of the existing employees that applied for positions are hired by CourseCo. A year later, the vast majority are still in place and happily working to a higher standard. Experience has proven, with few exceptions, that incumbent employees can be both motivated and loyal to the facility. With good leadership, their valuable institutional knowledge benefits the course and its customers. Upon transition, new standards are established and implemented with the active involvement of incumbent staff when appropriate. Standards are reinforced with training and support from senior managers and corporate staff in all areas of operations.

Additionally, as a standard operating procedure, CourseCo makes the commitment to all its clients to conduct a national search for all key management positions using the following sources:

All qualified candidates who are currently working at the facility. A preference exists for individuals who are both qualified and already intimately knowledgeable with the property.

CourseCo managers who are qualified and seek promotion or transfer. A preference exists for candidates who know our management principles, methods, and systems.

Candidates sourced through publication of openings on CourseCo’s website.

Candidates within CourseCo’s extensive network/files of notable managers who can be recruited.

Candidates attracted via professional organizations’ job posting services: PGA (Professional Golfers Association), LPGA (Ladies Professional Golfers Association) and CMAA (Club Managers Association of American).

CourseCo prefers hiring from the local community and is an equal opportunity employer who believes golf’s appeal is broadened by a diverse workforce.

The following section provides a basic job description and qualifications of the positions to be staffed at River View Golf Course.

ADMINISTRATION
General Manager
This leadership position will have line responsibility for management of operations. Beyond having a working knowledge of all proprietary management systems, the General Manager is responsible for working with Senior Management to develop strategic, operating, sales and marketing plans and budgets; executing the strategic plan at the facilities and in the community; implementing and supervising quality control; monitoring budget variances and statistical reporting from all departments; participating with Senior Management in communication with the City; and assuring compliance with environmental and safety programs. This position will report to Adam Pohl who has been identified as the Senior Operating Manager and will be the primary Project Manager.

Minimum Qualifications: BA or BS from an accredited college or university or equivalent; PGA, LPGA, and/or CMA affiliation is a plus; minimum 7 years’ experience as a manager in a similar environment; working knowledge of Microsoft Windows applications; direct marketing experience. The successful candidate will have demonstrated analytical and business planning acumen, the maturity to motivate and manage a staff, and the communication skills to enhance internal and external effectiveness including communication with the client.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

Administrative Assistant
The administrative assistant will provide support to the administration department and reports to the general manager. This position is responsible for maintaining an orderly, safe work environment, and providing assistance to employees on employment related issues, preparing daily bank deposits, and processing payroll.

The individual will also have general knowledge of proprietary management systems and facilitate the organization’s communication with customers and other stakeholders.

Minimum Qualifications - Minimum two years of experience working in a clerical environment. Thorough knowledge of Microsoft Office applications. It is preferred that this position be occupied by someone with bookkeeping or accounting experience.

Tournament Sales and Community Event Director
The Tournament Sales and Community Event Director will provide support, and reports to the General Manager in a dual role capacity. They will lead our sales efforts responsible for the entire tournament sales process. This includes maintaining Pipeline (a golf specific Customer Relationship Management (CRM) software), responding to customer inquiries and executing outbound sales activities. They will also be responsible for the formulation, implementation and management of community-based programs in golf and education. Programs will serve youth, families, seniors and the entire community.

GOLF OPERATIONS
Head Golf Professional/Golf Operations Manager
Primary responsibilities are interacting with customers, golf operations, managing customer service and implementing golf programs. Reports directly to the general manager and is the on-site manager for all golf operations. Responsible for managing staffing levels and managing budgeted expenses in golf operations.

Supervises assistant golf professionals, golf shop assistants, range and cart staff, head marshal and marshals.

Supervises or directs all golf programs including instruction.

This position is integrally involved in the day-to-day, hands-on management of all golf-related activities. In addition, he or she will play a leading role in community outreach.

Minimum Qualifications – A degree from an accredited college is a plus; three years’ experience managing high volume retail golf shop environment, experience as golf instructor, working in or managing a high-volume golf teaching program. Working knowledge of Microsoft Windows applications and golf shop management software.

Golf Shop Staff
The golf shop assistant is responsible for aiding the Golf Ops Manager/Head Pro in managing the golf shop, customer service, and course programs.

Cart and Range Attendant
The outside services attendant is responsible for preparing both the golf cart fleet and driving range facility for daily customer use and policing the clubhouse grounds for presentation.

Golf Course Starter/Marshall
The golf course Starter/Marshal acts as the on-course ambassador of the golf operations department. This Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

position is responsible for helping to maintain an effective pace of play program, enforcing course rules and regulations, and facilitating our customers’ enjoyment of the golf course.

FOOD AND BEVERAGE DEPARTMENT
Food and Beverage Manager
This individual directs and oversees all aspects of food and beverage service including personnel, menus, food production, purchasing, vendors, inventory management and event production at each individual property.

The position will be responsible for maintaining company culture, training, and developing employees, setting clear goals, and holding employees accountable as well as working closely with the Head Pro on initiatives and events. The candidate will have an established track record of results in all areas of food and beverage management with emphasis on effective operations, controls, communication, and financial reporting for banquet and restaurant operations.

Minimum Qualifications – Three years’ experience in food and beverage service with a record of progressive responsibility and two years staff management experience. Must be ServSafe and MAST certified and be knowledgeable in the regulations affecting alcoholic beverage service.

Head Cook
In partnership with the Food and Beverage Manager, this position will be responsible for adherence to budgets to maximize revenue and minimize expenses while ensuring adequate supplies and staff are on hand to provide top quality customer service.

This includes preparing food that is high quality, delicious and is well presented food for each event. Job duties also includes oversight of breakdown and cleanup of kitchen area and maintaining a sanitary/clean environment.

Qualifications – 2 -5 years of related experience in a fast-paced environment, the ability to implement policies and procedures and to prepare schedules, must be able to work a flexible schedule including days, nights, weekends and holidays, banquet experience a plus, Food Safety and Sanitation Certification and ServSafe Alcohol Certificate required.

Kitchen Staff – The kitchen staff is responsible for preparing and cooking menu selections offered by the course. This position is also responsible for proper presentation, economical food preparation and complying with all quality standards. Responsible for the safe handling, storage, and sanitation of all food and beverage items and kitchen storage spaces.

Grill Server – The server is responsible for preparing and serving menu selections, processing financial transactions, and maintaining the safe handling, storage, and sanitation of all food and beverage items.

Beverage Cart Attendants – The beverage cart attendants are responsible for delivering food and beverage products to customers on-course, processing financial transactions, and maintaining the safe handling, storage, and sanitation of all food and beverage items.

MAINTENANCE DEPARTMENT
Golf Course Superintendent
The Superintendent is entrusted with the direct management of the golf course. Turfgrass maintenance, Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
servicing and repair of equipment, supervision of environmental programs, compliance and safety, maintaining appropriate records, and preparation of draft budgets and reports.

Minimum Qualifications – A degree in agronomy, horticulture, plant, soil sciences or equivalent knowledge is preferred. Experience in all phases of golf course management and turf culture. Certified and/or licensed in pesticide usage.Knowledge of the game of golf and its rules. Thorough knowledge of the construction, establishment, and maintenance practices employed on golf course putting greens, tees, fairways, roughs, and bunkers.Knowledge of procedures for planting and culture of turfgrasses used on golf courses; the planting, cultivating, and pruning of ornamental plants, shrubs, and trees; the characteristics and proper use of various fertilizers and soil conditioners; pest control methods and materials; drainage methods; and watering practices and irrigation systems, including wells, pumps, and automatic controls. Knowledge of construction and maintenance of the maintenance facility, shelters, fences, bridges, golf cart paths, service roads, parking lots, ponds, and streams.

Assistant Golf Course Superintendent
The Golf Course Assistant Superintendent directly assist the Superintendent in all duties.Responsible for daily operations with the direction of the Superintendent, duties include assisting in planning, scheduling, and supervising the maintenance of putting greens, tees, fairways, roughs, bunkers, and associated support facilities.

Minimum Qualifications – A degree in agronomy, horticulture, plant, soil sciences or equivalent knowledge is desired. Certified and/or licensed in pesticide usage. Knowledge of the game of golf. Working knowledge of the construction, establishment, and maintenance practices employed on golf course putting greens, tees, fairways, roughs, and bunkers. Working knowledge of the procedures for planting and culture of the turfgrasses used on golf courses; planting, cultivating, and pruning of ornamental plants, shrubs, and trees; proper use of fertilizers and soil conditioners; pest control methods and materials; drainage methods; watering practice and irrigation systems; and equipment operation, servicing, and repair. Ability to schedule and supervise work to achieve the most efficient utilization of employees and equipment. Working knowledge of light and heavy construction and maintenance equipment and automotive apparatus.

Golf Course Mechanic
The Golf Course Mechanic is responsible for servicing and repairing maintenance and construction equipment and participates in the operation and maintenance of pumps, irrigation, and drainage systems.

Minimum Qualifications – Ability to schedule and supervise work to achieve the most efficient utilization of employees and equipment. Working knowledge of light and heavy construction and maintenance equipment and automotive apparatus. Skill in the use of a wide variety of equipment repair tools and in the making of various types of mechanical repairs. Knowledge of the theory, care, and operation of internal combustion engines and of mowers.

Golf Course Courseworkers
The Golf Course Courseworker operates powered equipment when mowing the golf course, putting greens, aprons, and tees. They maintain putting greens, tees, fairways, roughs, bunkers, driving ranges, and associated facilities.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Organizational Chart
The organizational chart for the River View Golf Course is provided below.

The organizational chart for the CourseCo Corporate Team is provided below.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Detailed Work Plan
The following narrative describes the proposed approach and work plan at River View Golf Course for completing services as outlined in the Scope of Work.

Golf Operations
In our 36-year history, CourseCo has maintained that no two golf facilities are alike. Operating 46 courses, 38 of which are owned by public entities, we have never managed by company-wide directive. While CourseCo does have its standard policy and procedures that will be implemented for safety, financial control, and efficiency, the services, policies, operating structure, and marketing approach will be designed specifically for the River View Golf Course.

CourseCo would not be in business today without our continued investment in our biggest asset – our people.

We promote a culture where employees take great pride in creating an enjoyable experience for our guests each time they visit our courses. On the proven theory that we can teach skills and techniques; our hiring process is rigorous and is designed to weigh things like attitude and character more heavily than a certain specialized experience. All our employees are empowered to immediately correct any potential safety issues and are also given the appropriate latitude to ensure guest satisfaction. In our leaders, we look to those who place a premium on inspiring, motivating, and guiding employees to provide an uncompromising level of guest service and strong ties to the local community. Toward that end, CourseCo has assembled an unmatched management team comprised of veteran golf and hospitality industry professionals, as well as some “home grown” talent which rises in the company.

The facilities at the River View Golf Course offer a great community asset for a range of abilities of golfers and allow the opportunity to create new golfers with robust and attractive events and programs, all in a beautiful urban setting. Our senior management works closely with on-site staff and is intimately involved with each property and the decisions that align with the needs of the property, the nature of community service, and the objectives of the client.

Throughout the rest of the response in this section, you will see details of how we will approach:

Daily operations and customer service
Tee time scheduling and management
Rental of golf clubs and pull carts
Individual and group lessons for all demographics, ages, and skill levels Organization and execution of tournaments and group events Management and maintenance of the driving range and practice facilities The Tee Sheet
The tee sheet acts as the “command center” for the business. All data collection begins through the entering of customer information, play patterns and purchasing activity during every transaction of every day. At CourseCo, we have an integrated tee sheet system that allows for remote access and visibility by our Senior Executive Team, Senior Operations Manager and General Manager. There are no better means of finding out the real issues regarding play and performance than reviewing the actual Tee Sheet and the reports that can be generated. Below is our current approach to tee time management:

Work with the City staff on an approved fee structure
Daily review of tee sheet and future bookings by onsite team Weekly email blasts targeting areas of opportunity with specials and offers

Green River Golf Course
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Monthly analysis of play patterns
Annual Plan with specific target markets and play segments Monthly Marketing Document (Forward 60) with specific short-term marketing objectives Staff training and measurement of data collection
Revenue Management
In the golf industry today, many operators boast about “yield management” and “dynamic pricing” all to make their systems seem exotic and complex. When outlined in simple terms, Revenue Management is selling to the right customer at the right time for the right price on the right channel. However, some of the reporting and KPIs can get a little confusing. At CourseCo, we understand how all this works together so that we can make effective and impactful decisions.

Collecting the data to understand the individual guest level is the first step.

Performance Data Collection and Use – Collecting information (data) about the performance of the Course allows an understanding of trends and is one of the most important functions a thriving business must prioritize. The more you understand your customer and their buying habits, the more detailed and focused you can be when designing services and products specific to their needs.

In simple terms: Better Data = Better Decisions = Better Results.

The information you gather about your customers will supply you with the knowledge to develop solid and sustainable business decisions. When most people hear the term “data collection,” they immediately think “e- mails.” While collecting names and e-mails is one of the basic tasks required, it only scratches the surface as to what is possible and necessary to truly drive results.

At CourseCo, we take advantage of technology to collect and analyze the data required to determine individual golfer characteristics and overall course performance. As you can imagine, we have several Key Performance Indicators (KPIs) that we use to celebrate successes and identify challenges that require a solution.

Quintile Report – Data capture and customer profile creation are key to determine an effective revenue strategy. Creating unique customer profiles for each guest, logging them as they check in for rounds, and driving a high data capture rate allows the club to track yearly spending by customer. This allows us to make informed decisions when determining programming and pricing.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
ADR and Occupancy are stand-alone metrics providing a limited view of performance. On the other hand, RevPAR delivers a far more comprehensive view as it incorporates both revenue and occupancy. While ADR tells a piece of the story - RevPar is key to ensuring that we maximize revenue.

Golf Instruction
Other than the mention of Instruction on the website, there is no mention of qualified instructors to promote the game and develop new customers to the course. CourseCo’s requirements for our instructors vary but include a minimum amount of experience (typically two years), as an instructor, preferably LPGA or PGA of America members or apprentices, and a focus on providing both male and female instructors for our clientele.

In many golf operations, instruction is an area that is neglected due to the apparent lack of potential profit.

However, it is CourseCo’s belief that not only can instruction directly contribute to the bottom line, but it also has a very large residual impact on other revenue centers. Our Instruction Programs are built through e- marketing efforts with detailed information on the course website, online sign-ups for clinics and classes, and instruction information via email communications. In addition, efforts will be expanded to partner with the Rounds Mix Report – The Rounds Mix Report allows us to identify all rounds sold by individual type. It also allows us to determine an Average Daily Rate (ADR) for each type of round. Reviewing ADR data is one metric we use in comparing results from one time period to another. We consistently monitor tee sheets to ensure that the mix of our customer segments are positively affecting revenue.

Pricing – Optimal pricing can be developed by using Occupancy to determine the Revenue per Available Round (RevPAR) for each hour of each day. The Occupancy Rate is the percentage of rounds played out of Available Inventory (as determined by weather and tee time intervals). RevPAR is the ADR multiplied by the Occupancy Rate.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Parks and Recreation Department, local schools and local business. Free clinics to engage the interest, particularly of smaller golf cohorts, will be part of the strategy.

Player Development
We intend to construct and deliver player development programs at River View Golf Course 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. CourseCo also encourages those on a golf hiatus to return, and others to play more frequently by scoring better.

While some of our programs focus only on golf, we also have many that are low key and promote the social aspect of the game, rather than just a competitive curriculum. The following is a list of some of the types of Instruction and Player Development Programs we offer at other courses that we manage:

Spring and Summer Junior Camps
Adult Beginner Golf Series
Adult Intermediate Golf Series
Weekend Clinics
Adult Clinics
Guided On-Course Play
Expedition Golf Adult Academy
Team Supervised Practice
Twilight Leagues
Home Clubs – Youth, Senior, Ladies and Men’s Clubs
Junior Programming
CourseCo has long been committed to robust junior programs at all our facilities. The number of junior programs we have hosted over the years at all our courses is too numerous to list. However, a few highlights of past and current junior programming include:

In House Junior Camps – Spring and Summer sessions
Wee Swingers (ages 5-8)
Junior Swingers (ages 9-13)
Junior Play Dates
End of Summer Bash
Instructors will visit local schools to introduce the game of golf and provide beginning level instruction.

PGA Junior League - a competitive junior golf program with a “team” approach that has been very successful at many courses nationwide. This will be done in conjunction with the PGA of America.

CourseCo has also implemented and hosted several non-traditional ways to introduce kids to the game of golf. By providing fun-filled, low-pressure ways to get a club in a child’s hand for the first time we can eliminate the fear of hitting a golf ball. These events include our Family Fun Night, Great American Camp Out, and an annual Easter Egg Hunt.

SNAG Golf at local schools - Our teaching professionals leave the golf course and bring golf learning equipment to the local elementary schools to introduce the game of golf to young students, with an offer of reduced pricing on lessons and play at the golf course.

Summer Junior Clinic
Pacific Grove Golf Links
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
The First Tee
Our partnerships with “grow the game” initiatives and instructional programs are real, proven, and continue to stand the test of time. We have established several strong partnerships with the First Tee and these relationships continue to inspire passion and love for golf in young people. This is a rich area of endeavor for CourseCo, and a full chronicle of our efforts and success in this regard would exceed the scope and purpose of this proposal. We have had the opportunity to manage facilities in communities of high ethnic diversity (for example, Oakland, San Jose and Fresno, California), and we have leveraged those opportunities aggressively. In addition to less formal programs to fill every niche that has potential, CourseCo was instrumental in founding successful chapters of The First Tee in each of those cities.

Further, five CourseCo managers plus our COO serve on local Chapter Boards of The First Tee in their respective communities.

Tournament Operations
Successfully run golf events not only produce high per-round revenues and loyal group business, but they also create a ripple effect generating new customers.

The onsite team has expectations that include making outbound sales calls, networking in the local community, using the Pipeline 360 Customer Relationship Management (CRM) tool and participating in weekly sales meetings that measure and log results. Through our recent investment in golf-specific marketing and customer relationship management technologies, we are at the leading edge of the golf industry in our ability to reach new prospects, rebook existing events, collect customer feedback, track outbound sales and marketing efforts, and most importantly, to understand the booking patterns of our golf outings.

With a disciplined and focused strategy, CourseCo’s property portfolio has experienced an increase in tournament business overall during the past few years, despite a general period of industry decline.

Potential golf outing groups include:

Past tournament groups
Regional golf clubs
Regional businesses
Public employee groups
Regional charities and service clubs
State associations
Specific marketing avenues to drive tournament sales:

Outbound sales calls – telephonically or in person
Networking with event planners, associations, local organizations E-blasts
Direct mailings to identified groups
Promotional offerings to event coordinators
Personal calls following up on all contacts to collect feedback post event Rebooking campaigns
One-on-one marketing to larger local employers for the purpose of developing after work leagues Utilizing regional professional and business lists

CourseCo Championship Tournament
Palouse Ridge Golf Club
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Developing marketing materials for distribution:

Brochures and mailers
Email visual messages
Posters, flyers, and photos
Active use of website for direct promotion
Our strategies will include:

Pipeline 360 – a golf specific CRM (customer relationship management) a software used at all our facilities with a robust tournament schedule.

Director of Sales and Marketing – will oversee the sales efforts through scheduled sales calls with the onsite staff.

Sales Training – providing sales training programs for all of our properties Structured Sales Programs – custom designed sales programs that go well beyond marketing for properties with outbound sales needs.

If CourseCo is chosen to operate the River View Golf Course, these resources will be applied immediately at the course level to quickly boost revenue. The outside event customer is the highest spending golfer at any golf course. While it is always necessary to balance the scheduling of such events in order to not displace regular customers, a disciplined and strategic tournament sales approach can provide significant additional revenue.

We see great opportunity in becoming a value round of golf, combined with a great overall experience at the facility, to the many residents of communities within our greater market area. Our sales tools, support and techniques will give us a significant advantage in growing the tournament business.

Driving Range and Practice Facilities
The driving range and practice facilities at River View Golf Course are in need of improvement to compete with public access golf courses in the area. The range landing area is all dirt, including the target greens, and an upgrade such as TopTracer would go a long way to make it a very desirable practice facility for players of all ages and abilities.

We will look at the potential to modify the current programing specifically targeting increased use of the practice facilities during the times in which the range has low utilization. Our experience with similar programs have been tremendously successful at other CourseCo Properties. They are designed for golfers that are looking to join a low monthly fee program for increased value and reduced afternoon rounds of golf, which in turn increases traffic for our food and beverage operations as well as the Pro Shop. We anticipate that this will bring in significant range revenue and result in more golfers considering us their “home” golf course.

We utilize top quality range balls at our facilities which are changed out on a regular basis to ensure a quality product, and the balls are washed daily. We also feel it is important to supply chairs, bag stands, and club cleaners for additional customer satisfaction. These additions add an upscale, relaxed feel to the facility, therefore extending the length and frequency of our customers’ practice sessions at the property.

Our Outside Services staff has the responsibility of policing the tee area and will remove empty buckets and trash to help keep the area fresh for each customer. The overall operation of the range, including picking and purchasing of equipment and supplies, will be overseen by the Golf Operations Manager. A regular schedule for picking by cart and range staff will be established and adjusted based on business demand and hours of daylight. Purchasing will be handled through one of several national vendors and will take advantage of CourseCo’s buying power.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Pace of Play Program
CourseCo has a comprehensive Player Assistants program at all our facilities. The Player Assistants staff are trained to assist players with the Pace of Play, course rules and policies, and handling emergency situations. All Player Assistants are equipped with two-way radios or cell phones for constant communication with the golf shop, as well as first aid kits for minor injuries.

CourseCo has developed policies and procedures in conjunction with the individual nuances of each facility on Pace of Play, other duties, and responsibilities of the Player Assistant Staff. Some of the additional duties performed are replacement of course markings (hazard stakes, OB stakes, etc.) and on-course trash collection.

Golf Club and Push Cart Rentals
Rentals for both push carts and golf clubs will be readily available for rent. Both right and left handed sets of golf clubs, in both ladies and men’s specifications, and of a well-known brand, will be available for rental for our customers in need of clubs. The rental push carts will be of high quality, typically from either Sun Mountain of Clicgear. Both clubs and push carts will be cleaned after each use and replaced on a periodic basis to keep them in excellent condition.

Food, Beverage and Catering
With all our restaurant operations, CourseCo seeks to target a theme to give the property a local identity and distinctive quality that makes it an attractive, fun, clean and comfortable environment for lunch, dinner or just relaxing after a round of golf.

Menu Development
At CourseCo we realize menu development is a strategic process that shapes a restaurant’s identity, drives profitability, and enhances customer experience. We follow a process that involves the careful planning, creation, and refinement of food and beverage offerings based on several key factors:

Concept and Brand Alignment – The menu must reflect the restaurant’s theme, target market, and dining style (e.g., fine dining, casual, fast food). Consistency in food items, language, and pricing supports a cohesive brand image.

Market Research – Understanding customer preferences, dietary trends, and competitors helps identify what items are likely to be successful and differentiates the restaurant.

Costing and Pricing – Each menu item should be costed accurately to ensure profitability. We consider food cost percentage, labor, and overhead while also setting competitive, value-based pricing.

Kitchen Capabilities – The menu must match the skill level of kitchen staff and the equipment available.

Efficient execution and consistency are crucial for customer satisfaction and cost control.

Menu Design and Layout – Visual design affects customer choices. Strategic placement (menu engineering), clear descriptions, and logical categorization can influence sales and improve usability.

Seasonal and Local Sourcing – Incorporating seasonal ingredients and local products can reduce costs, improve freshness, and appeal to environmentally conscious diners.

Testing and Feedback – Pilot testing new items and gathering customer/staff feedback helps fine-tune

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
offerings before a full rollout.

Continuous Evaluation – Menus should be reviewed regularly based on sales data, food trends, and customer feedback to keep the offering relevant and profitable.

Cleanliness Standards for Food and Beverage
Maintaining cleanliness is essential for food safety, customer satisfaction, and legal compliance. CourseCo uses the following standards and guidelines in our food and beverage operations:

Personal Hygiene – All staff must wash hands thoroughly and frequently, especially after using the restroom, handling raw food, or cleaning.

Wear clean uniforms or aprons, and hair restraints (caps or nets).

No eating, drinking, smoking, or chewing gum in food prep areas.

Staff illness is a serious food safety risk. Managers have clear policies for reporting and excluding ill workers from handling food or working altogether.

Food Handling & Storage – Store raw and cooked foods separately to prevent cross-contamination.

Use proper containers with lids and label them with dates.

Maintain proper temperatures:

Cold foods at or below 40°F (4°C)
Hot foods at or above 140°F (60°C)
Rotate stock using FIFO (First In, First Out).

Equipment & Surfaces
Clean and sanitize all food contact surfaces (cutting boards, utensils, counters) before and after each use.

Use food-safe sanitizers and follow the correct dilution and contact times.

Equipment like grills, fryers, and refrigerators will be deep cleaned regularly.

Dining and Serving Areas
Tables, chairs, menus, and condiment holders must be cleaned and sanitized regularly.

Trash bins should be emptied frequently and kept covered.

Floors should be swept and mopped daily, and spills cleaned immediately to avoid slips and pest attraction.

Pest Control
No signs of pests (insects, rodents).

Keep doors sealed, food covered, and dispose of waste properly.

Regular inspections and, if needed, professional pest control services.

Compliance & Documentation
Follow local health department regulations.

Maintain cleaning schedules and logs.

Train all staff on food safety and hygiene procedures (often part of a food handler certification).

Purchasing
In addition to our national accounts, CourseCo also leverages purchasing through memberships in both ClubBuy and ClubProcure. Both of these organizations have hundreds of supplier and distributor partners who offer members volume discounts, improved terms, cash rebates and other incentives for all areas of

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
operations. This partnership helps CourseCo realize additional economies of scale and pass the savings along to our clients.

Staffing and Managing Events
CourseCo has established the following guidelines for event staffing and management:

Staffing Roles
Food and Beverage Manager
Oversees planning, execution, and client communication
Servers
Trained for buffet or plated service
Bartenders
Handle alcohol service; check IDs; follow ABC rules
Cooks & Prep Staff
Prepare and plate banquet meals
Dishwashers/Utility Staff
Handle high-volume cleanup
Hosts/Greeters
Welcome and direct guests
Pre-Event Procedures
Meet with client and confirm:

Guest count, menu, dietary needs, timeline
Contract, deposit, and cancellation policy
Finalize menu and service style (plated, buffet, etc.)
Create event timeline (arrival, meal, speeches, etc.)
Schedule staff with clear roles and shift times
Set up:

Tables, chairs, linens, décor, serving stations
Hold pre-shift meeting:

Review roles, timeline, VIPs, allergy alerts
Walkthrough with team to check setup
During the Event
Greeting guests at entrance
Serve food according to schedule
Monitor bar/alcohol service for safety & compliance
Adjust pacing as needed for speeches or delays
Post-Event Procedures
Break down tables and stations
Sanitize all areas and equipment
Inventory leftovers, damage, or missing items
Send thank-you and feedback request to client
Hold staff debrief on performance and lessons learned
Best Practices
Use BEOs (Banquet Event Orders) for clear communication Train staff on etiquette, service timing, and guest interaction

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Have emergency protocols and backup supplies
Always do a client walkthrough before event day
Keep printed checklists for setup, service, and cleanup

In terms of marketing, developing a robust food and beverage related activities calendar that attracts residents to the course to dine is critical. The calendar should align with golf events or instruction and could promote such activities as: Whiskey Tastings, Microbrew Festivals, Themed Events, Pasta Festivals, Cigar Events, Brunches, and Sporting Events among others. Additional revenue can also be generated from creatively marketing on-course specials, barbeques at the turn, and grab-and-go box lunches. On course food and beverage cart service will be available daily, weather permitting.

We would also extend our services to our local communities by providing Friday “Date Night” dinners after hours in our café in the fall and spring. Summer months will be served outside on our patio with live jazz music.

In addition to these plans, we would establish a robust calendar of events, most of which include food and beverage components.

River View Golf Course, like many older facilities, is limited by the infrastructure of the Food & Beverage facilities. At many of our locations, instead of dwelling on our limitations such as “lack of banquet space” or “limited kitchen facilities,” we have taken advantage of what we do have and have been creative in working within what is available. Under our management, we would analyze and formulate a plan similar to what we have done at some of these facilities. This would include a number of upgrades and remodeling as funds become available:

Fresh paint
New tables
New Chairs
Updated lighting
New flat screen televisions
Bar and Pub style seating with six beers on tap
Outdoor Patio remodel to include lounge furniture and shade Outdoor catering improvements including granite buffet tables and shade screens over scoreboards New custom-built bar for Catering Area
These improvements, along with our innovative approach to non-golf events, will provide for steady performance in Food & Beverage revenue in years to come.

Pro Shop/Retail
Our Methodology
Merchandise sales have the potential to be a solid revenue center for all public golf courses.

The current operator’s retail sales are far below the national revenue per round average for a municipal golf course, and far below CourseCo’s average at our managed courses. The key to success in this area is the appropriate and strategic inventory management practices that mirror periods of high traffic demand and slower periods. Setting the right price is a crucial step in achieving retail merchandise profitability. Once we have a clear understanding of our product cost, we typically set initial pricing to achieve predetermined margins. The mark-up covers our cost and profit margin, considering competitor pricing and industry standards. We also seek to implement a multitude of more innovative pricing strategies and discounting tactics when they make sense, for example:

Pro Shop Display
Foxtail Golf Club,
Rohnert Park CA
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Knowing Your Market - analysis of the demographic of our clientele and their needs, wants, and price points that are attractive.

Loss Leaders – certain products may be priced at cost in the hope golfers will purchase other products at higher margins during their visit to the course, such as pricing a sleeve of golf balls at cost to attract golfers to a demo day where they might buy a set of clubs.

Discount Pricing – if products become “stale” or inventory levels are not in alignment with the buying plan, price reductions are implemented in order to increase inventory turn rates. CourseCo utilizes several discount tactics including coupons, rebates, seasonal pricing, and other promotional markdowns.

Increasing merchandise sales is challenging for all operators. Despite these challenges, CourseCo has experienced significant success at many of our facilities. We will bring an amalgamation of these approaches to the retail sales at River View Golf Course.

Home Clubs Merchandise Sales – leveraging CourseCo’s relationship with merchandise vendors, we will host trunk shows and demo days where our Home Club members and regulars receive exclusive access to new clothing and equipment at excellent pricing.

Focused Tournament Sales Efforts – an increase in merchandise sales can be realized by adding tournament players and “upselling” merchandise packages to tournament groups.

Holiday Packaging – selling gift packs at Christmas, Mother’s Day and Father’s Day which include merchandise, rounds of golf and lessons can boost revenue in multiple categories. These packages would be available at the golf course pro shop and through the e-store.

We have been successful by developing customized merchandising plans and approaches that match the demographic of our customer base at that specific facility.

Two excellent examples of this are Mather Golf Course and Ancil Hoffman Golf Course in Sacramento, CA. These two courses are both owned by the County of Sacramento and have been managed by CourseCo since the 1990’s.

At Mather Golf Course, we have a customer base that is value oriented, and we have successfully used the approach of leveraging our relationships with our vendors to receive discounted product which allows us to provide price points that are value minded and extremely attractive to that facility’s clientele. Mather has consistently achieved annual gross merchandise sales of more than $400,000 for the last decade.

At Ancil Hoffman Golf Course, we have a customer base that is more brand oriented, so our merchandising plan there includes more of the top brand names in golf. Our annual merchandise sales at Ancil Hoffman have consistently exceeded $425,000 over the last decade as well. Both Ancil Hofman and Mather host approximately the same number of rounds played annually as River View Golf Course, and have a similar amount of retail space in the golf shops. According to the financial information provided, Pro Shop sales have been less than $150,000 the last two years.

CourseCo would implement a customized merchandising plan for River View Golf Course, which would maximize the opportunities based on the customer demographics at the facility to increase sales. In all cases, we leverage our purchasing power through our preferred account status with many national vendors including Titleist, TaylorMade, Travis Mathew, and Callaway.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
show little or no wear and be in good operating condition. CourseCo typically leases the carts on a 48-month term to ensure a quality product in good working condition. This also allows for the carts to be under manufacturer’s warranty and significantly reduces maintenance costs. The routine maintenance schedule is as follows:

Daily / Before Each Use
Check battery charge level
Check tire pressure and overall tire condition
Inspect for any visible damage, leaks, or loose parts
Ensure brake pedal and accelerator operate smoothly
Wash down the cart: body, undercarriage, and floor mats Weekly
Clean battery terminals and check for corrosion
Check electrolyte levels
Top off with distilled water if needed
Inspect battery hold-downs and cables for tightness
Monthly
Inspect brake system: check brake pedal free play, and inspect cables Lubricate suspension pivot points and steering components Check battery voltage and specific gravity (for lead-acid) Inspect charger operation and cord condition
Custom Club Fitting
At many of our courses we offer custom club fitting using the latest in technology such as FlightScope and Trackman launch monitors. This technology is paired with club fitting carts that are supplied by various major club manufacturers that we do business with at our other facilities. All fittings are performed outdoors to see true ball flight and feel turf interaction. The fittings are done by our trained staff, or in many cases by the manufacturers’ representatives who make regularly scheduled fitting sessions at the courses, which are available to all our guests.

The typical session starts with an evaluation of our client’s current equipment (loft, lie, length, shaft frequency, and swing weight). During this time, the player will be able to warm up with their current equipment. When the fitting begins, we will have the player hit a series of shots to gather data on the launch monitor and determine baselines for the player’s swing and tendencies. At this time, the player will then test numerous shaft and head combinations until the proper fit and set make-up is met. Measurements for club length, lie angle, grip size and weight will also be taken.

Upon completion of the fitting, the player receives a detailed analysis of the fitted equipment along with a price breakdown for the custom build. Since everything we do at a Performance Fitting is 100% custom, pricing is done based on each individual manufactured component (head, shaft, and grip). Purchasing the fitted equipment is coordinated through the player’s personal club fitter and all clubs are custom built to spec by OEMs and will typically arrive in 2-10 days. This also lowers Pro Shop inventory levels significantly as very few sets of clubs or individual metals need to be stocked because they are all special ordered.

This will be a great service to offer at the River View Golf Course.

Golf Cart Fleet Operations
CourseCo will oversee a cart fleet and ensure that a trained staff performs daily maintenance, cleaning, proper charging, storage, and rotation. The carts must be a positive extension of the overall operation. They should

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Quarterly (Every 3 Months)
Rotate tires if needed
Check wheel alignment and inspect for uneven tire wear
Clean motor and controller area to prevent dust buildup Check all electrical connections for tightness and corrosion Annually / Every 200-300 Hours
Full inspection of chassis and frame for rust or cracks Inspect and clean the motor brushes (if applicable)
Replace worn brake pads or cables
Check suspension components for wear or damage
Battery load test and capacity check
Update software or controller firmware (if equipped with programmable features) * Warranty work and major repairs will be completed by an authorized dealer of the cart manufacturer All electric carts will be equipped with tops, windshields and dual seed caddies will be maintained and available for our guests. They will be re-charged daily and cleaned following each round, carts will be queued with scorecards and pencils in place for easy access from the shop to the first and tenth tees. As is the predominant custom, cart rental will be separate from green fees, with the possible exception of some tournaments, so that there will be no “walking penalty”.

The maintenance of the carts will be performed by our in-house staff along with assistance from the manufacturer or their local support vendor.

Golf Course and Facility Maintenance Plan
The golf course will be consistently evaluated and measured as to the standards that are agreed upon between CourseCo and the City of Santa Ana. It is standard practice at CourseCo for the General Manager and Superintendent to tour and evaluate the course on a weekly basis to ensure standards are met or exceeded.

Additionally, during visits by CourseCo senior staff the golf course is regularly evaluated related to the standards. If through one of these visits, or through communication with the Department, the standards are not being met, CourseCo will prepare a written response and plan to address any concerns and remedy the situation. Any service complaints will be addressed by the onsite general managers through direct communication.

Putting Surfaces
Our greens programs will encourage the health and optimum playing conditions of the putting surfaces. This will be targeted through a dedicated approach to cultural, irrigation, and fertility practices.

Cultural
The cultural program will be comprised of four primary components that will concentrate efforts on improving putting surfaces and have a harmonious relationship in their application: mowing, verticutting, topdressing and aerification.

Mowing heights, patterns and frequencies will be adjusted seasonally in conjunction with the necessary cultural practices ensuring daily consistent putting surfaces.

Verticutting will be a regular practice occurring as often as weekly in season to monthly during the winter months. Verticutting will be used to minimize thatch accumulation while consistently minimizing surface tension to encourage filtration rates.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Topdressing depth and frequencies will be determined by timing and frequency of mowing and verticutting.

Light and frequent topdressing has similar benefits to verticutting with one additional attribute: improvement of the soil profile. Our goal in this plan is to top-dress on a monthly basis during the majority of the growing season and may occur as frequently as weekly.

Our aerification strategy will be to target thatch removal and maintenance, reduce compaction, elevate surface tension, improve gas exchange, and modify the soil profile. Aerification will be practiced on a formal basis semi-annually with supplemental aerification throughout the season. Our spring aeration will be performed with a smaller tine that will minimize surface disruption while maximizing thatch removal, relief of winter compaction, and lowering surface tension. Throughout the growing season, we may implement supplemental aerification to certain greens and in most cases specific areas of certain greens to continue necessary improvements. These supplemental aerifications will occur prior to play with little to no disruption to golfers. Our fall aerification will conclude our aerification practices for the season.

Irrigation
Our irrigation practices will be monitored daily throughout the entire year, supporting deep rooting and continued gas exchange while minimizing the accumulation of unwanted salts at the surface. We will employee a deep and infrequent method of irrigation that will be supported by dedicated irrigators to hand water in between irrigation cycles.

Fertility
The fertility program will be geared toward the encouragement of warm season turf during the times of year these varieties are at their peak performance. The program will be dominated by foliar applications during the majority of the growing season with necessary granular amendments during aerification applications. Soil tests conducted every two years will guide our program.

Greens will receive between 4-6 pounds of Nitrogen annually based on growth requirements. Additional amendments and nutrient input will be determined by soil tests and a detailed fertility plan will be developed accordingly.

Tees, Fairways and Rough
While the tee, fairway, and rough program will be similar in nature to the greens programming, several portions of the tee program differ. Tees will receive between 3-6 pounds of Nitrogen based solely on growing conditions. Par 3 tees will receive 1-2 more pounds of Nitrogen than the other tees to compensate for typical divot pressure and desired density. Rough surrounding the tee boxes in high traffic areas will also receive the same amount of Nitrogen (6-10 pounds annually) to maintain adequate turf density and growth on the Par 3 tees.

Tee Cultural
The cultural program will again be comprised of four primary components that will have a harmonious relationship in their application: mowing, verticutting, topdressing, and aerification.

Mowing heights, patterns and frequencies will be adjusted seasonally in conjunction with the necessary cultural practices, ensuring daily consistent teeing surfaces.

Verticutting will be used primarily to minimize thatch accumulation while minimizing surface tension to encourage percolation rates.

Topdressing will occur weekly during divot repair and biannually during spring and fall aeration schedules.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Topdressing will occur only during supplemental aeration in areas that need additional soil modification to improve the penetration of irrigation, reduce compaction and increase gas exchange.

Aerification strategy is based on thatch removal and maintenance, reducing compaction, elevating surface tension, improving gas exchange, and modifying the soil profile to improve the overall root zone. Programs will be implemented on a formal basis biannually with supplemental aerification throughout the season.

Performance of supplemental aerification to certain fairways and in most cases specific areas of certain fairways will improve turf coverage. These aerifications all occur prior to play with little to no disruption to golfers and no closures of the golf course. Solid tine or slicing shall be conducted on a monthly basis to particular areas in need of additional aeration until pulling a core becomes desirable. All efforts will be made to minimize customer impact.

Fairway and Rough Irrigation
Our irrigation practices will be monitored daily throughout the entire year and irrigation cycles adjusted accordingly. Our desire to water deeply and infrequently will again be executed on fairways but truly only be accomplished globally during the spring and fall. We will employ a version of the deep and infrequent strategy to fairways. As demands increase during the summer, we will irrigate the majority of the fairways and rough with using daily ET (evapotranspiration rates) requirements, as water supply allocations allow. We will use portable sprinklers from time to time to flush certain areas of fairways throughout the summer.

Fairway and Rough Fertility
The fertility program will be geared toward the encouragement of warm season turf during the times of year these varieties are at their peak performance. While the program will be dominated by regular foliar applications during most of the growing season, it will also have numerous granular applications throughout the entire year. The use of specific Nitrogen sources, as part of our fertilization program, will be applied in early spring and late in the fall to “extend the season.” This will encourage additional nutrient uptake and storage during key times of the year. Soil test will guide our program.

Aerification strategy is based on thatch removal and maintenance, reducing compaction, elevating surface tension, improving gas exchange, and modifying the soil profile. Programs will occur biannually with supplemental aerification throughout the season. We perform supplemental aerification to tees and in most cases specific areas of certain tees, there is little disruption to play (when applicable, alternate tee locations will be used to accomplish this task).

Tee Irrigation
Our irrigation practices will be monitored daily throughout the entire year supporting deep rooting and continued gas exchange while minimizing the accumulation of unwanted salts at the surface. We will employ a deep and infrequent method of irrigation that will be supported by dedicated trained irrigators to hand water in between irrigation cycles.

Tee Fertility
The program will be dominated by foliar applications during most of the growing season with necessary granular amendments during aerification applications. Soil tests conducted every year will guide our program.

Fairway Cultural
Our cultural program will again be comprised of four primary components that will have a harmonious relationship in their application: mowing, verticutting, topdressing and aerification.

Mowing heights, patterns and frequencies will be adjusted seasonally in conjunction with the necessary cultural practices ensuring daily consistent fairway surfaces.

Verticutting will be a regular practice occurring as often as needed. Verticutting will be used primarily to minimize thatch accumulation while minimizing surface tension to encourage percolation rates at the surface.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Driving Range
Artificial Turf Tees
Sweep and clean debris daily.

Pick up empty ball baskets hourly.

Inspect for wear or damage weekly.

Replace worn mats as needed.

Ball Collection
Pick up range balls daily or as needed (based on usage).

Use protective netting and signage to prevent ball loss and protect staff.

Inspect and maintain ball picker equipment regularly.

Ball Washing and Dispensing
Clean range balls after each use.

Disinfect ball washers regularly to maintain hygiene.

Calibrate and clean vending machines or ball dispensers weekly.

Signage & Targets:

Maintain visible, clean yardage markers and flags.

Repaint yardage signs and distance markers as needed.

Driving Range
Foxtail Golf Club, Rohnert Park CA
Driving Range
San Jose Municipal Golf Course
Putting Green Maintenance
Maintain golf course greens height mowing.

Daily mowing or rolling depending on traffic and conditions.

Repair ball marks multiple times per day.

Monitor speed and smoothness for consistency.

Top-dress lightly monthly or as needed.

Additional Practices
Aerify and verticut seasonally.

Control pests, weeds and disease proactively.

General Facility Maintenance
Mats, Benches, Ball Baskets, Trash Bins:

Inspect and clean daily.

Replace worn or damaged items promptly.

Range Netting & Poles
Inspect monthly for damage or wear.

Tighten, repair or replace as needed.

Pathways and Lighting (if applicable):

Clean and sweep weekly.

Repair lighting, timers or bulbs as required.

Safety & Cleanliness:

Maintain a litter-free environment.

Ensure ADA-compliant access is clear and safe.

Post clear safety signage (e.g., for errant balls, cart zones and staff areas).

Well Maintained Cart Paths
Anaconda Hills Golf Course
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

IPM Program
Almost all CourseCo facilities utilize an IPM-CHAMP (Integrated Pest Management and Chemical Application Management Plan) to govern our operations. Our approach reflects awareness that golf courses are large consumers of land and water and are, in essence, quasi-agricultural businesses that utilize chemicals. We understand that golf courses are not universally considered good for the environment and have been targets of criticism by legitimate environmental organizations and individuals.

CourseCo is the recipient of the state of California’s Governor's Environmental and Economic Leadership Award – Sustainable Practices, its “highest and most prestigious environmental award,” and numerous other national and local honors. Twenty-three CourseCo-managed courses are fully certified Audubon Cooperative Sanctuaries. Our record, and the practices we have developed in building it, is greatly beneficial to our clients in negotiating and managing environmental regulations and issues.

At the outset of CourseCo’s operations at River View Golf Course, we will begin a relationship with Audubon International and gain momentum towards certification as a Cooperative Sanctuary. In addition, we will design and write an IPM-CHAMP program specifically for all of the courses.

Golf Course and Grounds Maintenance Equipment Needs
A detailed physical examination of all the current equipment, including the year manufactured and operating hours of each, will be necessary in developing an equipment replacement program. The exact equipment needs moving forward will be developed in a 5-year capital equipment plan, as the goals and expectations of maintenance and course conditions are finalized.

Building Maintenance
Structural & Interior
Inspect and repair walls, ceilings, and floors.

Check roofing for leaks or wear.

Maintain doors, windows, and locks.

Address HVAC system maintenance (filters, ducts, thermostats).

Ensure insulation and weatherproofing are intact.

Electrical & Lighting
Replace burned-out bulbs and faulty fixtures.

Inspect wiring and panel boards.

Test fire alarms, smoke detectors, and emergency lighting.

Plumbing
Fix leaking faucets, toilets, or pipes.

Ensure water heaters are operational.

Clean drains and prevent clogs.

Cleaning & Sanitation
Deep clean restrooms, kitchen, and common areas.

Schedule regular janitorial services.

Restock consumables (soap, paper towels, etc.).

Amenities Maintenance
Inspect and repair furniture and appliances.

Service audio/visual systems if used for events.

Facility Maintenance Standards (excluding golf course)
Jack’s Grille
Old Works Golf Course
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
General Maintenance Oversight
Maintain a detailed maintenance log
Create a preventive maintenance schedule
Perform regular inspections (monthly/quarterly)
Conduct minor renovations as needed
Budget for routine, emergency, and capital improvements Timeline for Completing Services
The timeline for completing the services in the Scope of Work will be based upon the ultimate term of this agreement. If chosen as the successful bidder, the transition timeline will be customized based on the time available.

CourseCo views the transition period from the incumbent operator to our management as an opportunity to lay the groundwork for a long and successful relationship. In our 37-year history, CourseCo has always believed that our relationships with our clients are crucial to the long-term success at the property and each of those relationships started with a well-planned and executed transition.The transition plan drafted for this project includes these primary areas:

Plan Elements
Meet all key staff members and fully understand their roles with the golf operations Respond to questions and have numerous discussions
Set an ongoing meeting schedule(s) that fits the City’s needs Develop report formats, systems, and protocols in response to City requirements Seek suggestions for additional recommended meetings and introductions CourseCo Team Members
Michael Sharp
Tom Bugbee
Adam Pohl
Parking Lot Maintenance
Surface & Structural Care
Seal cracks and potholes in asphalt or concrete.

Schedule sealcoating every few years to protect surfaces.

Paint/repaint lines and markings (spaces, curbs, arrows).

Lighting & Safety
Inspect and replace exterior lighting (pole lights, landscape lighting).

Ensure ADA compliance (ramps, designated spots).

Cleanliness & Drainage
Regularly sweep and remove debris.

Check storm drains and clear any blockages.

Pressure wash as needed.

Landscaping Maintenance
Lawn & Plant Care
Mow grass weekly.

Prune shrubs and trees.

Weed control and mulching.

Fertilize and treat for pests/disease.

Irrigation
Inspect and adjust sprinkler systems.

Repair broken heads and ensure efficient coverage.

Schedule seasonal shutdown/startup if applicable.

Seasonal Enhancements
Plant seasonal flowers.

Leaf removal in fall.

Well Maintained Landscaping
Chardonnay Golf Club
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

EMPLOYEES
Plan Elements
Our plan includes meeting with existing staff, early introduction of our company culture and giving each employee an opportunity to join our team. We strongly believe in retaining existing employees who are honest, effective and show a desire to be a part of an exciting future at the course. We do not believe in a “cleaning house” approach. Each employee that is hired by CourseCo will be given a 90-day introductory period. We will provide a list of positions to be potentially filled by existing employees.They can then prepare in advance and decide where they would best fit within our organization and apply accordingly.We will not limit anyone to only apply for the same position but rather encourage them to apply anywhere that they feel they can personally thrive and make meaningful contributions. We believe that candid and thorough communication with the current employees is a key to a seamless transition and the best way to avoid accelerating vacancies.

The process will include:

Distribution of handouts to all employees
“Who is CourseCo?”
“What does change mean to me?”
“What are the policies?”
Working through City staff to distribute list of open positions Holding a job fair for current employees that will include:

Presentation by Michael Sharp and Tom Bugbee about our shared vision with the City Open question and answer session
Two-way individual interviews for all interested employees CourseCo Team Members
Michael Sharp
Tom Bugbee
Adam Pohl
Sandy Marfin

ESTABLISHING OPERATIONS
Plan Elements
Establishing operations involves everything from setting up accounts and transferring or acquiring licenses and permits to ordering initial supplies to fine-tuning operational plans and reiterating the plan continuously. While we have outlined throughout this proposal the standards and specifications that CourseCo uses in our golf operations, we know that every facility is unique. During the transition period CourseCo will work with all involved parties in fine-tuning and customizing the operational plan to ensure maximum effectiveness from the outset. The following will be included in this process:

Establish accounting and control practices and procedures Meet with existing operators (with City approval) to plan communication and coordination of transition Evaluate current operating systems
Assemble the Annual Plan for the first year of operations Begin advance tournament sales
Set up vendor accounts
Place initial supply orders
Design and launch new course website

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Launch social media campaign
Launch marketing campaign
Take over operations
CourseCo Team Members
Michael Sharp
Tom Bugbee
Lee Finkel
Adam Pohl
CourseCo’s Digital Marketing Team

CUSTOMER
Plan Elements
Nothing will do more for a smooth transition than understanding and connecting with the customer base.

Some anxiety about new and unknown is normal. This should be dealt with openly, emphasizing accessibility of CourseCo senior managers and its president. It is imperative to connect with the core constituents. In the weeks leading up to the transfer of operations, CourseCo corporate staff members will schedule times to meet, talk and play golf with each of the home clubs and such other groups and individuals as will be helpful. In addition, CourseCo will schedule a town hall style meeting during which CourseCo will formally introduce itself to the golfing community, speak to the future, ask for support for programs, and get acclimated in an upbeat atmosphere. Coupled with CourseCo’s philosophy of retaining the majority of existing staff members, this process will allow the transition to be seamless to the customer.

CourseCo Team Members
Michael Sharp
Tom Bugbee
Lee Finkel
Adam Pohl
CourseCo does not plan to use any subcontractors to fulfill the requirements in the Scope of Work. Outlined below is just some of the programing and training we use to ensure proper management of resources and customer service.

MANAGING RESOURCES
Establishing the Image and Vision
We believe that in order to ensure standards are met it is important that everyone agrees on the appropriate quality level for the facility. Each golf course is unique in infrastructure, budget, location and market. Based on this uniqueness, quality cannot be a standard across an entire portfolio of courses but rather must be defined to ensure consistent delivery. Our service plans at the courses have consistently placed the properties among the leaders in guest service in our organization. We expect the customer service interactions to lead the daily fee industry and be comparable to other CourseCo managed properties in prestige and similar expectations.

Consistent Guest Experiences
Far too often employees are hired, given some basic training and then left on their own. CourseCo’s philosophy is that while upfront training is crucial to setting employees up for success, the ongoing training is what ultimately produces excellence. Depending on the employee group and department, regular training is scheduled anywhere between monthly and quarterly. The pro shop staff has been trained in CourseCo’s proprietary customer service philosophy as well as up-selling techniques and tee sheet management to capitalize on revenue opportunities.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Training Program
Once the standards are set the message must be delivered to the employees who will ultimately be responsible for delivering the service and product associated with the agreed upon standards. In addition to daily management of the delivery the following training schedule is our minimum commitment:

During the transition to CourseCo management, all existing employees will attend a half-day customer service training seminar conducted by our corporate team.

All new employees are provided a new employee orientation, conducted by the General Manager, their first day on the job.

General Managers receive manager level customer service training twice a year. The focus of this training is how they can better teach their employees to deliver CourseCo’s proprietary customer service standard – SWEAT
Monthly staff meetings all dedicate time on SWEAT training.

Quarterly Staff Training Sessions by CourseCo’s corporate team conducted onsite at the properties.

Performance Standard and Experience Measurement.

Measurement of Customer Service
We have found that even with great planning and training it is necessary to measure consistently the effectiveness of an operation. While the financial statements will tell part of the story, we use the following mechanisms to provide additional feedback to our corporate team, onsite management as well as our client:

On-Line Guest Survey - Collected monthly, customer’s direct feedback in several categories is monitored and reported.

Secret Shopper – Conducted monthly during the peak season these professional assessments give real feedback to management on the quality of the course, cleanliness of the facility as well as measuring customer service against our SWEAT standards.

CourseCo has developed our proprietary approach to customer service (SWEAT), allowing for standardized expectations.Taking inspiration from the hospitality industry and recognized leaders in guest service in other markets, we developed a simple way to provide direction and expectations for all staff members during every interaction with a guest. Our SWEAT program is outlined as follows:

SMILE Greet each customer with a positive and upbeat attitude, wearing a smile.

WELCOME Welcome each guest to the property, every time you meet them for the first time during that visit.

ENTHUSIASM Have a sincere enthusiasm in interactions with our guests.

ASK Engage our guests in conversation by asking them a question. All staff members should ask questions appropriate for their role.

THANK Staff members are directed to thank our customers for their visit at the conclusion of their interaction.

GolfSat Survey – Conducted via the National Golf Foundation this survey is done electronically once a year to measure how the courses are performing relative to prior year and relative to similar courses across the count.

Customer Service, SWEAT Training
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026

MANAGER TRAINING
Managers Meetings
Twice per year, once in the Spring and once in the Fall, CourseCo holds three-day manager training sessions for all General Managers and Superintendents. These meetings include training by our corporate team members in the fields of their expertise along with training from outside industry experts. From reinforcing standards in areas such as payroll and safety, to refreshing customer services standards to exposure to new and innovative products and trends in the industry, it is these training sessions that allow our managers to be leaders within the industry.

Weekly Conference Calls
Each week our Senior Operating Managers conduct a weekly conference call for the General Managers in their region to provide ongoing training topics. These meetings ensure we are communicating and training our managers in real time.

Training Modules
Though our relationship with ADP we are able to offer all of our employees an extensive library of online training modules. Our VP of HR works with each manager on recommending modules that are relevant to their specific development plan as well as helping to recommend modules for other staff members at the properties.

Safety Training
Safety training is part of the onboarding process for every new employee. Our overall safety program includes four specific areas:

Equipment Training – All employees are trained on any piece of equipment they will be using and sign off on this training before they are allowed to use the equipment.

Monthly Safety Training – Each month the onsite managers select a safety topic from the CourseCo Safety Training Library, which is then provided to all employees that month.

Quarterly Safety Committee – Each golf course has a safety committee that meets once a quarter to review the entire property and then reports back to management on areas that are not meeting standards or possible areas for improvement.

Safety Audit – Every property receives annually an outside safety audit for both workers comp and general liability. The written report is provided both to the onsite team and executive team for review.

Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Fee Schedule/
Cost Proposal
January 28, 2026
Prepared for
City of Santa Ana
5341 Old Redwood Hwy, Suite 202
Petaluma, CA 94954
707.763.0335 OFFICE
707.763.8355 FAX
Fee Schedule/Cost Proposal
CourseCo is proposing a management agreement with a flat annual management fee plus yearly incentive. We believe that the relationship between a management company and a City is not simply a contractual agreement, but rather a partnership. The two sides must work collaboratively on establishing goals and working towards them. Understanding the City’s desire to provide an exceptional golf experience, while producing the best possible financial results, we have designed a fee structure that will help achieve this goal.

Our base fee proposal is based on the assumption of CourseCo being awarded full management of all areas of operation.

Term
As requested, our proposal is an initial five (5) year agreement, with two (2) optional five-year extensions.

Base Fee (Full Operations)
Year One ............................................... $95,000 Subsequent Years.................................. Increase by CPI Incentive Fee
As part of our management fee proposal, we are proposing an incentive fee. In the spirit of the true partnership, we believe the agreement between a management company and a City should include an incentive fee that is based on the ability of the management company to improve the financial performance of the property. We propose that CourseCo receives:
10% of revenues in excess of $3.9 million
*Total incentive fee not to exceed 50% of base fee
We believe it is important for the incentive fee to work equally well for client and management company and are open to negotiating this to ensure the needs of the client are met.

The incentive fee is calculated and paid annually and would be limited such that the Incentive Fee could not exceed the percentage of the Total Fee (Base fee and Incentive Fee combined) allowable under IRS Revenue procedure 97-13.

Fees for Off-Site Services
Travel and Support
All corporate travel and support is included in the base fee; there are no additional travel or support expenses.

CourseCo will not charge the golf course for any costs associated with travel to the property by CourseCo’s executive team or support from other CourseCo personnel.

HR/Payroll Administration
All Human Resource and Payroll administration is included in the base management fee. This includes oversite and coordination with our third-party payroll provider (ADP). The direct ADP fees including payroll taxes and workers compensation insurance are not included in the base management fee but are a direct cost to the property.

Page A-1
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026
Rebates and Discounts
It is CourseCo’s long standing policy that all rebates and discounts that are earned by the property are passed through 100% to the property. This includes all national accounts that CourseCo had negotiated on behalf of our properties.

Accounting
Accounting services will be performed at the CourseCo corporate offices in Petaluma, CA. These services will include Financial Reporting and Budgeting, Accounts Payable processing and the preparation and submittal of monthly Financial Statements. By accessing the resources of CourseCo’s centralized financial reporting systems, we are able to more accurately and timely gather, report, and analyze revenue and expense data and do so at the lowest effective cost. CourseCo supports numerous public agencies with operational and capital project accounting and reporting and is accustomed to accommodating a range of public requirements and administrator preferences. The proposed fee for this service is $1,750 per month, to be adjusted annually by CPI beginning in year two. If it is determined that this function should be performed locally in Santa Ana, that accommodation can certainly be made, but it will likely cost considerably more.

Page A-2
Response to the City of Santa Ana
For Management, Operation, and Maintenance - River View Golf Course January 28, 2026