2004 01 09 CC� 4.CW Qua
City Council Agendas are
Available on the City's Web Page
@ www.la-quinta.org
CITY COUNCIL
AGENDA
CITY COUNCIL CHAMBERS
78-495 Calle Tampico
La Quinta, California 92253
-SPECIAL MEETING -
Friday, January 9, 2004 - 9:30 A.M.
Beginning Resolution No. N/A
Ordinance No. N/A
CALL TO ORDER
Roll Call:
Council Members: Henderson, Osborne, Perkins, Sniff, and Mayor Adolph
PLEDGE OF ALLEGIANCE
PUBLIC COMMENT
At this time members of the public may address the City Council on items that appear
within the Consent Calendar or matters that are not listed on the agenda. Please complete
a "request to speak" form and limit your comments to three minutes.
When you are called to speak, please come forward and state your name for the record.
Please watch the timing device on the podium.
For all Business Session matters or Public Hearings on the agenda, a completed "request to
speak" form should be filed with the City Clerk prior to the City Council beginning
consideration of that item.
City Council Agenda 1 January 9, 2004
ADJOURNMENT
Adjourn to a regularly scheduled meeting of the City Council to be held on January 20,
2004 commencing with closed session at 2:00 p.m. and open session at 3:00 p.m. in the
City Council Chambers, 78-495 Calle Tampico, La Quinta, CA 92253.
DECLARATION OF POSTING
I, June S. Greek, City Clerk of the City of La Quinta, do hereby declare that the foregoing
agenda for the La Quinta City Council meeting of Tuesday, January 9, 2004, was posted
on the outside entry to the Council Chamber, 78-495 Calle Tampico and on the bulletin
board at the La Quinta Chamber of Commerce and at Stater Bros. 78-630 Highway 111,
on Wednesday, December 31, 2003.
DATED: Wednesday, December 31, 2003
JUNE S. GREEK, CIVIC, City Clerk
City of La Quinta, California
City Council Agenda 3 January 9, 2004
CLOSED SESSION - NONE
NOTE: Time permitting, the City Council may conduct Closed Session discussions during
the dinner recess. In addition, persons identified as negotiating parties are not invited into
the Closed Session meeting when the Agency is considering acquisition of real property.
CONFIRMATION OF AGENDA
PRESENTATIONS
WRITTEN COMMUNICATIONS - NONE
APPROVAL OF MINUTES - NONE
CONSENT CALENDAR - NONE
NOTE: Consent Calendar Items are considered to be routine in nature and will be approved
by one motion.
BUSINESS SESSION
1. CONSIDERATION OF GOLF COURSE MANAGEMENT FIRMS FOR SILVERROCK
RANCH.
A. MINUTE ORDER ACTION
• Conduct Interviews
• Selection of Golf Course Management Firm
STUDY SESSION - NONE
MAYOR'S AND COUNCIL MEMBERS' ITEMS - NONE
City Council Agenda 2 January 9, 2004
(Ara
#W4w5
OF T9
COUNCIL/RDA MEETING DATE: January 9, 2004
ITEM TITLE: Consideration of Golf Course
Management Firms for SilverRock Ranch
RECOMMENDATION:
AGENDA CATEGORY:
BUSINESS SESSION:
CONSENT CALENDAR:
STUDY SESSION:
PUBLIC HEARING:
Authorize staff to negotiate a contract for professional services with the selected golf
course management firm.
FISCAL IMPLICATIONS:
Cost proposals submitted by proposing firms generally range from $6,500 to $7,500
per month plus, in some cases, a percentage of gross operating revenue. The
Redevelopment Agency has budgeted $600,000 for grow —in services. Operational
costs after grow -in (i.e., upon opening of the golf course) will be the responsibility of
the City and accounted for within the City's annual budgeting process.
CHARTER CITY IMPLICATIONS:
The City Charter and its principles of "home rule" allow the City sufficient flexibility to
undertake economic development activities such as SilverRock Ranch.
BACKGROUND AND OVERVIEW:
The City Council authorized distribution of a Request for Proposals (RFP) for Golf
Course Management Services at its November 4, 2003 meeting. The RFP outlined
desired services including pre -opening tasks to monitor construction and supervise
"grow -in" and, after opening, day-to-day maintenance and operational services. The
flo
City received twelve proposals. Six firms were interviewed by the Consultant
Selection Committee. The Committee ranked the firms and recommended three for
follow-up interviews with the City Council:
• Troon Golf
• OB Sports
• Landmark Golf Management
On December 16, 2003, the City Council authorized invitations to the aforementioned
three firms for interviews at today's meeting.
Submitted proposals from each of the three firms are included as Attachment 1.
Attachment 2 includes cost proposals from each of the firms. Pursuant to City policy,
cost proposals were not opened by the Consultant Selection Committee until the firms
were ranked. Actual costs will be determined through negotiations with the selected
firm. It should be noted, however, that the management fee will only be a portion of
the overall project operations' budget (i.e., the selected firm with work with the City to
develop a comprehensive budget for direct expenses associated with personnel and
other project maintenance expenses).
The Golf Course Operator is one of the most important choices being made relative to
SilverRock Ranch in that the chosen firm will serve as the City's direct and daily public
liaison. The operator maintains the course, promotes the project, and interacts daily
with every visitor to the site. This firm, in essence, will become a representative
extension of the City in terms of project style, image and service.
9:30 a.m. Troon Golf
Troon Golf was founded in 1990 and has corporate headquarters in Scottsdale,
Arizona. Troon indicates that it is responsible for more than 130 "high -end" golf
clubs, including the Westin Mission Hills Club in Rancho Mirage. The Consultant
Selection Committee asked each of the competing firms to name two firms other than
their own that represent the very best in the profession. All five interviewing firms
other than Troon mentioned Troon Golf as one of their two choices. Troon has
extensive resort experience and some public experience (i.e., the City of Anaconda in
Montana and the Iron Ranges Resources and Rehabilitation Agency with the State of
Minnesota).
10:30 a.m. Landmark Golf Management
Landmark Golf Management traces its roots back to Unique 'Golf Concepts in 1971.
Landmark is headquartered in Indian Wells and lists six current management
agreements, including Landmark Golf Club and Shadow Hills Golf Club, currently under
construction, in Indio. Landmark principals have been instrumental in development and
operation of numerous resort courses, including several desert courses in the Coachella
Valley and in La Quinta. Landmark has closely followed the SilverRock Ranch project' �t
2
from its beginnings and has commented on course routing and design concepts.
Principals within Landmark Golf Management reside locally.
11:30 OB Sports Management
OB Sports Management was founded in 1972 and is headquartered in Scottsdale,
Arizona. OB Sports lists fifteen current contracts including Ironwood Country Club in
Palm Desert. OB Sports' proposal also indicates current and previous public
experience, including agreements with the cities of Las Vegas, Incline Village and
Wendover, Nevada and San Diego, California (Torrey Pines Golf Club). OB Sports
emphasized player development programs during its interview with the Consultant
Selection Committee. The Founder and CEO of OB Sports Management resides in La
Quinta.
FINDINGS AND ALTERNATIVES:
The alternatives available to the City Council include:
1. Authorize staff to negotiate a contract for professional services with the
selected golf course management firm; or
2. Do not authorize staff to negotiate a contract for professional services with the
selected golf course management firm; or
3. Provide staff with alternative direction.
Respectfully submitted,
t.
Mark Weiss, Assistant City Manager
Approved for submission by:
Thomas P. Genovese, City Manager
Attachments: 1. Proposals.
2. Cost proposals.
No
3
TROON GOLF
Via Morning Priority Federal Express
November 25, 2003
Mr. Mark Weiss
Assistant Executive Director/ Project Manager
La Quinta Redevelopment Agency
78495 Calle Tampico P.O. 1504
La Quinta, California 93353
Re: Troon Golf Response to the Golf Course Management Request for Proposal - SilverRock Ranch
Dear Mr. Weiss:
Pursuant to your Submittal Procedures this letter is to serve as the requested cover letter. Enclosed are
eleven (11) separate envelopes. The ten (10) envelopes identified by the marking "Work Proposal" are
Troon Golfs Response to items l(B)-1(D), under the Submittal Procedures. One (1) separate envelope
identified by the marking "Cost Proposal" will serve as Troon Golfs cost proposal for the services
identified in the Work Proposal.
Please be advised that I, Andrew J. Anderson, shall be Troon Golf s contact person for the remainder of the
selection process. I can be contacted twenty- four hours a day as follows:
Andrew J. Anderson
Vice President, Business Development
Troon Golf L.L.C.
15044 North Scottsdale Road
Suite #300
Scottsdale, Arizona 85254
(480) 477-0575(Fax)
(480) 606-1000 (Main Switchboard)
(480) 477-0425(Direct Line)
(480) 695-4158 (Cell Phone)
Aandersonaa troon olg from (email)
Please be advised that I have included a package of Troon Golfs collateral information in each Work
Proposal. Should you need additional copies of Troon Golfs collateral, please feel free to contact me.
Troon Golf does not anticipate the use of any subconsultants other than those hired or retained by the La
Quinta Redevelopment Authority. Troon Golf would be honored to be awarded the opportunity -to work
with the prestigious team in place on this high profile project for the La Quints Redevelopment Authority.
If you have any questions regarding any of the items enclosed, I encourage you to call me. Thank you for
The Boards' time and consideration in this matter.
Very ly, yours,
An ew J. ers
Vice President
Business Development
Enclosures
�i
TROON GOLF
Table of Contents
I.
Corporate Qualifications and Expertise.............................................................1
II.
New Management Contracts Within Last Five Years......................................4
III.
Current Management Contracts.........................................................................6
.
IV.
Financial Stability Statement..............................................................................8
Ve
Golf Management Experience for Public Entities .............................................
s
VI.
Project Understanding and Approach...............................................................8
VII.
Scope of Services Provided by Troon Golf. ........................................................ 9
VIII.
Conclusion.........................:...................................................................................18
sw
9
Exhibit A: Troon Golf References
9
I. Troon Golf Corporate Qualifications and Experience
A. Company Overview
Troon Golf was founded in 1990. Dana Garmany, Troon Golf s Founder, Chairman and CEO, envisioned the
concept of serving the public golfer as a "member for a day", believing that public and resort golfers were
looking for a higher quality public golf experience. This concept was initiated at Troon North Golf Club in
Scottsdale, Arizona. The overwhelming success of Troon North Golf Club led to more golf course owners and
developers desiring to emulate the "Troon Golf Experience." As a result, many turned to Troon Golf, the
recognized innovator of this concept in the industry. Troon Golf now offers comprehensive services in the areas
of golf course management, development consulting, and marketing.
Troon Golf has become the world leader in upscale golf course development and third party management and
currently operates some of the world's finest golf facilities including Troon North Golf Club in Scottsdale,
Arizona, The Westin Turnberry Resort in Ayrshire, Scotland, The Ocean Club in the Bahamas and Brookwater
Golf Club in Brisbane, Australia. Troon Golf is the only third party golf development and management firm that
limits the facilities that it operates pursuant to a definite and stringent set of criteria, thereby allowing Troon Golf
to create a recognizable brand within the golf industry based on agronomy and service standards. In total, our
team is responsible for the development and operation of more than 130 high -end daily fee, resort and private
golf clubs throughout the United States, Puerto Rico, Mexico, Bahamas, Dominican Republic, England,
Scotland, Italy, United Arab Emirates, Australia, Fiji and Japan.
Troon Golf s overall corporate structure is unrivaled by any third party golf development and management firm
in the golf industry. Troon Golf oversees more than 7,000 employees, including more than 90 associates at the
corporate headquarters located in Scottsdale, Arizona, with additional staff in global regional offices in Tokyo,
Japan, Brisbane, Australia and Milan, Italy. Troon Golf offers more corporate support, experience and expertise
than any other third party operator. Since Troon Golf has very few owned assets, the corporate employees' sole
responsibilities are to serve our clients and their respective interests. Below is a summary of Troon Golfs key
executive employees.
B. Corporate Executives and Key Departments
Troon Golf s key senior executives and key employees include the following individuals listed below.
Dana R. Garmany
Chairman and Chief Executive Officer
Dana Garmany has over 20 years' industry experience developing and operating golf facilities worldwide, as
well as involvement in more than 40 construction projects. Garmany was also named by Golf Inc. Magazine as
one of "Golf s 25 Most Powerful People", one of the "25 Most Influential People in Golf', and one of the "21
Most Innovative People in Golf'. A member of the Professional Golfers Association of America since 1983,
Garmany founded Troon Golf in 1990 with his first property, the renowned Troon North Golf Club in Scottsdale,
Arizona. Garmany continues to lead and set standards for domestic and international high -end daily fee, resort,
and private golf courses.
Hud Hinton
President and Chief Operating Officer
Hud Hinton is widely recognized as one of the hospitality industry's most experienced brand, franchise and third -
party management experts. Prior to joining Troon Golf in 1999, Hinton was Executive Vice President -Hotel
Operations, North America, for Starwood Hotels and Resorts Worldwide. Previously, Hinton served more than
seven years as Senior Vice President -Operations for Westin Hotels and Resorts. Hinton also has been General
Manager of the world-renowned Plaza Hotel in New York City and the Arizona Biltmore in Phoenix, Arizona.
10
Dick Trueblood
Executive Vice President Chief Financial Officer
Richard Trueblood joined Troon Golf in 2001 and is an experienced executive with 30 years of experience in the
financial field. He moved to Troon Golf from Heritage Property Investment Trust, where he served as Chief
Financial Officer for the $2 billion real estate investment trust. Prior to that he held the position of Senior Vice
President - Finance with Promus Hotel Corporation following a 23-year tenure as a Partner with KPMG Peat
Marwick LLP.
John W. Easterbrook, Jr.
Executive Vice President, Operations
John Easterbrook, Jr. has more than 20 years experience in the golf industry. Prior to joining the Company in
k sent five ears' as head of Golf Operations for all Hyatt Hotels' golf properties, as well as
1997, Easterbrook p y OP Y
nine years with Marriott Golf in various capacities, including Regional Director of Golf Operations. Easterbrook
was appointed to his current position in 1998, and is responsible for oversight of operations at all Troon Golf
facilities.
Timothy J. Greenwell
Senior Dice President, Sales & Marketing
Tim Greenwell has over 17 years marketing experience in the golf industry including positions with the Arizona
Golf Association, the USGA, and the PGA of America. Greenwell was hired by the Company in 1997 and is
responsible for the development of all advertising, sales, marketing, and public relations strategies for Troon
Golf and each of its facilities.
Jeffery S. Spangler
Senior Vice President, Science and Agronomy
Jeff Spangler received his agronomy degree from the Ohio State University. He served tenures at Scioto Country
Club and Muirfield Village Golf Club before being hired by The Pebble Beach Company in 1987. Spangler
€ served in Superintendent positions at Troon Golf and Country Club and Troon North Golf Club before being
promoted to Troon Golfs Director of Agronomy in 1993. Spangler was appointed to his current position in 1998,
and is responsible for the oversight of all agronomic programs for Troon Golf facilities.
Jim Bellington
Senior Vice President, Development Services
Jim Bellington with over 25 years' experience in the golf industry, leads Development Services for the Company.
In his current position Bellington provides oversight of all phases of course and clubhouse design, development.
and construction services. Prior to joining Troon Golf in 2001, Bellington spent 14 years with Four Seasons
Hotels and Resorts where he served as Director of Golf. During his tenure he provided oversight of golf
operations at Aviara Golf Club and the Las Colinas Sports Club. Bellington's role with Four Seasons also
involved the development of golf facilities both domestically and internationally. A graduate of the University of
Arizona, Bellington has been a member of the Professional Golfers Association of America since 1981.
Ronald A. Despain
Vice President, Golf Course Design and Development
Ron Despain has over 20 years' of experience in residential and golf course development, including overseeing
development of the Troon Village and Troon North Golf Club master planned golf communities. Despain is a
Registered Land Surveyor and Professional Engineer in the state of Arizona. Despain joined the Company in
1991 as Director of Engineering, and was promoted to his current position in 1996. Despain is responsible for
the oversight of golf course, clubhouse and associated residential development for Troon Golf facilities.
2 11.
Cynthia C. Anderson
Vice President, Retail and Clubhouse Development
Cindy Anderson has over 17 years' of management experience in the golf and hotel industry. Her career in the
hotel business launched shortly after college holding such prestigious positions as Regional Director of Sales and
General Manager. She became the youngest female to hold the position of General Manager in the state of
Arizona at age 26. Anderson began her career with Troon Golf in 1994 as VP, Clubhouse Development. She was
appointed to her current position in 1997, and is responsible for oversight of clubhouse design and construction
for all Troon Golf Facilities.
Cary T. Westmark
Vice Presiden4 Information Technology
Cary Westmark received his undergraduate degree from Western International University and a degree in
Applied Science of Electronics from DeVry Institute of Technology. Prior to joining Troon Golf in 2000,
{ Westmark served in the technology industry for 13 years, including positions with Tosco Marketing Company
i
and McDonnell Douglas Helicopter Company as Technology Manager.. Westmark is responsible for
development of technological strategies and implementation for all Troon Golf facilities.
Gloria McKee
Vice President, Human Resources
r Gloria McKee has twenty years of experience in human resources with companies such as Joske's, Ritz Carlton,
and Robinson May. McKee joined Troon Golf in 1996 and is responsible for benefit administration, human
resources, and management training for over 7,000 employees.
Charlene Lowry
Vice Presiden4 Procurement
Charlene Lowry has over 17 years experience in the hospitality purchasing industry. She served seven years in
various purchasing capacities with the Phoenix -based Doubletree Hotels Corporation, most recently as Director
of Purchasing. Immediately prior to joining Troon Golf in 1999, Lowry served as Director of Purchasing for the
Gettys Group, a Chicago -based interior design and architecture firm serving the hospitality industry.
Lyn Bickle
Vice President., Corporate Controller
Lyn Bickle has over 14 years experience in accounting, including SEC filings, debt offerings, securitizations,
derivatives, internal control assessment, banking, real estate, transactions, forecasting and budgeting. She joined
Troon Golf in 1998 and is responsible for corporate oversight of Troon Golf s Finance Division for both U.S.
and International operations. Sickle received her degree in accounting from the University of Georgia, and is a
Certified Public Accountant in the state of Arizona, Michigan, and Georgia.
Paul M. Hadreas
Director, Corporate Food A Beverage
Paul Hadreas joined Troon Golf in 2000 and is responsible for Troon Golf s corporate oversight of food and
beverage operations. Prior to joining Troon Golf, Hadreas managed the food and beverage operations at such
renowned facilities as Congressional Country Club in Bethesda, Maryland, The TPC of Avenel in Potomac,
Maryland and the Inn at Spanish Bay in Pebble Beach, California. In addition, he has managed food and
beverage operations for several PGA Tour tournaments as well as supervising and managing formal dinners for
the Chaine de Rotisserie and the Rolls Royce and Mercedes Benz motor companies.
3 12
II. New Troon Golf Management Contracts Within Last Five Years
Pursuant to the La Quinta Redevelopment Agency's request, below is a list of new contracts for similar services
that Troon Golf has entered into with its clients within the last five (5) years.
1998 Westin LaCantera Resort
San Antonio, TX
36
Operating
Westin Turnberry Resort
Ayrshire, Scotland
54
Operating
Westin Mission Hills
Rancho Mirage, CA
36
Operating
Eagle Glen Golf Club
Corona, CA
18
Development
Legacy Golf Club
Bradenton, FL
18
Operating
Eagle Ridge Inn and Golf Resort
Galena, IL
63
Operating
Westin Savannah Harbor
Savannah, GA
18
Development
1999 The Crosby Club
Rancho Santa Fe, CA
18
Development
Fox Acres Country Club
Red Feather Lakes, CO
18
Operating
Quintero Golf and Country Club
Peoria, AZ
18
Development
Maderas Golf Club
Poway, CA
18
Development
Woodyard Savannah Quarters
Savannah, GA
18
Development
Westin Kierland Resort and Spa
Scottsdale, AZ
27
Operating
Shadow Lakes Golf Club
Brentwood, CA
18
Development
Branson Creek Golf Club
Branson, MO
18
Development
Turner Hill Golf Club
Ipswich, MA
18
Development
2000 Ocean Club
Paradise Island, Bahamas
18
Development
Golf Club at Boulder Ridge
San Jose, CA
18
Development
Whirlwind Golf Club
Chandler, AZ
36
Development
Old Works
Anaconda, MT
18
Operating
Carmel Valley Ranch
Carmel, CA
18
Operating
Wyndham El Conquistador G & C.C.
Fajardo, Puerto Rico
18
Development
Lodge at Ventana Canyon
Tucson, AZ
36
Operating
Monarch Beach Golf Links
Dana Point, CA
18
Operating
Talking Stick Golf Club
Scottsdale, AZ
36
Development
Whitney Oaks Golf Club
Rocklin, CA
18
Operating
CapCana
Punta Cana, D.R.
54
Development
2001 The Sagamore Club
Indianapolis, IN
18
Development
Brookwater
Queensland, Australia
18
Operating
Palmer Course at LaCantera
San Antonio, TX
18
Development
Vita Ridge
Erie, CO
18
Development
Black Creek Club
Chattanooga, TN
18
Operating
Teravista
Round Rock, TX
18
Development
Huntingdale Golf Club
Victoria, Australia
18
Operating
Robinson Ranch
Santa Clarita, CA
36
Operating
Prescott Lakes Golf Club
Prescott, AZ
18
Operating
Rose Creek
Edmund, OK
18
Development
The Rocks Private Residence Club
Scottsdale, AZ
Operating
Montgomerie Dubai
Dubai, U.A.E.
36
Operating
Paradise Village Golf and C.C.
Nuevo Vallarta, Mexico
18
Development
Kitago Golf Club
Miyazaki Pref., Japan
54
Operating
Tom Watson Golf Course
Miyazaki Pref., Japan
36
Operating
Giants Ridge Golf and Ski Resort
Biwabik, MN
36
Operating
Phoenix Country Club
Miyazaki Pref., Japan
27
Operating
Kogen Country Club
Miyazaki Pref., Japan
36
Operating
Oblong Valley Golf Club
Amenia, NY
18
Development
Ambush Golf and Country Club
Santaquin, UT
18
Development
4 13
f -
2002 Anthem Golf and Country Club
Anthem, AZ
36
Operating
Anthem Country Club
Henderson, NV
18
Operating
Horseshoe Bay Golf Club
Egg Harbor, WI
18
Operating
Estrella Mountain Ranch Golf Club
Goodyear, AZ
18
Operating
Tres Vidas
Acapulco, Mexico
18
Operating
Whitetail Club
McCall, ID
18
Operating
Glacier Club
Durango, CO
18
Operating
D'Andrea Golf Club
Sparks, NV
18
Operating
The Phoenician
Scottsdale, AZ
18
Operating
Denerau Golf and Racket Club
Nadi, Fiji
18
Operating
t Sheraton Steamboat Springs
Steamboat Springs, CO
27
Operating
Haig Point
Daufuskie Island, SC
36
Operating
The Revere Golf Club
Henderson, NV
18
Operating
Hillcrest Golf Crest
Hollywood, FL
18
Operating
Colonial (Sheraton)
Wakefield, MA
18
Operating
Colonial Country Club
Ft. Myers, FL
18
Development
The Georgia Tech Club
Alpharetta, GA
18
Development
Flying Horse Ranch Golf Club
Colorado Springs, CO
18
Development
Palmilla Resort & Golf Club
San Jose Del Cabo, Mex.
27
Operating
r Gaillardia Golf &C.C.
Oklahoma City, OK
18
Operating
Arabian Ranches
Dubai, U.A.E
18
Operating
Canyon RidgeGolf Club
Rising, Fawn, GA
18
Development
Wildflower Resort
Grand Prairie, TX
36
Development
r Popular Hill Golf Club
Y
Farmville, VA
18
Development
2003 The Grove
Chandlers Cross, England 18
Development
Sierra Nevada Golf Ranch
Genoa, NV
18
Operating
The Vintage Golf Club
Sydney, Australia
18
Operating
_ TPC Snoqualmie Ridge
Snoqualmie, WA
18
Operating
Green Academy Country Club
Fukushima, Japan
18
Operating
Corte Bella Golf Club
Phoenix, AZ
18
Development
Traditions Club at Texas A&M
Bryan, TX
18
Development
Lake Of The Isles Golf Club
Mashantucket, CT
36
Development
Elkhorn Golf Club
Sun Valley, ID
18
Operating
Peninsula Golf Club
Sussex County, DE
18
'Development
` Wentworth Estates
Naples, FL
18
Development
Ocotillo Golf Resort
Chandler, AZ
27
Operating
Costa Palma
Mazatlan, Mexico
18
Development
Diplomat Country Club & Spa
Hollywood, FL
18
Operating
The Retreat
Corona, CA
18
Development
Moon Valley Country Club
Phoenix, AZ
18
Operating
Entrada at Snow Canyon
St. George, UT
18
Operating
Stone Quarry Golf Club
New South Wales, Aus.
18
Development
Twin Creeks Golf Club
New South Wales, Aus.
18
Operating
Kooinda
New South Wales, Aus.
18
Development
The Palm
Dubai, U.A.E.
36
Development
Dubai Sports City
Dubai, U.A.E
18
Development
Bearwood Lakes Golf Club
London, England
18
Operating
Castiglion Del Bosco
Tuscany, Italy
27
Development
III. Current Troon Golf Management Contracts
Pursuant to the request of the La Quinta Redevelopment Agency's request, below is a list of Troon Golf s
current contracts. Unfortunately, Troon Golf is unable to identify its contracts that are renewing within the next
five years, as requested. This information is proprietary to Troon Golf. Providing information of this nature to
The La Quinta Redevelopment Agency would put the information into the public stream and could compromise
Troon Golf s relationships with our clients and our retention efforts. Attached on Exhibit "A" are the names and
contact information for Troon Golf s clients who serve as references for Troon Golf. Since Troon Golf is
actively engaged in business development, our clients frequently receive reference calls. As a result, we utilize a
revolving list. The attached list represents Troon Golf s clients who are currently in the reference rotation at this
time. Please note that references for two facilities that we manage for public agencies are included in the list.
Please feel free to contact the references at your convenience.
Year
Facility
Location
Holes
Stage Retained
1990
Troon North Golf Club
Scottsdale, AZ
36
Development
1996
The Ridge at Castle Pines North
Castle Rock, CO
18
Development
1997
Legend Trail Golf Club
Scottsdale, AZ
18
Development
Westin La Paloma Resort and Spa
Tucson, AZ
27
Operating
Westin Innisbrook Golf Resort
Palm Harbor, FL
72
Operating
1998
Westin LaCantera Resort
San Antonio, TX
36
Operating
Westin Turnberry Resort
Aiyshire, SL
54
Operating
Westin Mission Hills
Rancho Mirage, CA
36
Operating
Eagle Glen Golf Club
Corona, CA
18
Development
Legacy Golf Club
Bradenton, FL
18
Operating
Eagle Ridge Inn and Golf Resort
Galena, IL
63
Operating
Westin Savannah Harbor
Savannah, GA
18
Development
1999
The Crosby Club
Rancho Santa Fe, CA
18
Development
Fox Acres Country Club
Red Feather Lakes, CO
18
Operating
Quintero Golf and Country Club
Peoria, AZ
18
Development
Maderas Golf Club
Poway, CA
18
Development
Woodyard Savannah Quarters
Savannah, GA
18
Development
Westin Kierland Resort and Spa
Scottsdale, AZ
27
Operating
Shadow Lakes Golf Club
Brentwood, CA
18
Development
Branson Creek Golf Club
Branson, MO
18
Development
Turner Hill Golf Club
Ipswich, MA
18
Development
2000
Ocean Club
Paradise Island, Bahamas
18
Development
Golf Club at Boulder Ridge
San Jose, CA
18
Development
Whirlwind Golf Club
Chandler, AZ
36
Development
Old Works
Anaconda, MT
18
Operating
Carmel Valley Ranch
Carmel, CA
18
Operating
Wyndham El Conquistador G & C.C.
Fajardo, Puerto Rico
18
Development
Lodge at Ventana Canyon
Tucson, AZ
36
Operating
Monarch Beach Golf Links
Dana Point, CA
18
Operating
Talking Stick Golf Club
Scottsdale, AZ
36
Development
Whitney Oaks Golf Club
Rocklin, CA
18
Operating
CapCana
Punta Cana, D.R.
54
Development
6
2001 The Sagamore Club
Indianapolis, IN
18
Development
Brookwater
Queensland, Australia
18
Operating
Palmer Course at LaCantera
San Antonio, TX
18
Development
Vita Ridge
Erie, CO
18
Development
Black Creek Club
Chattanooga, TN
18
Operating
Teravista
Round Rock, TX
18
Development
Huntingdale Golf Club
Victoria, Australia
18
Operating
Robinson Ranch
Santa Clarita, CA
36
Operating
Prescott Lakes Golf Club
Prescott, AZ
18
Operating
Rose Creek
Edmund, OK
18
Development
The Rocks Private Residence Club
Scottsdale, AZ
Operating
Montgomerie Dubai
Dubai, U.A.E.
36
Operating
Paradise Village Golf and C.C.
Nuevo Vallarta, Mexico
18
Development
Kitago Golf Club
Miyazaki Pref., Japan
54
Operating
Tom Watson Golf Course
Miyazaki Pref., Japan
36
Operating
Giants Ridge Golf and Ski Resort
Biwabik, MN
36
Operating
Phoenix Country Club
Miyazaki Pref., Japan
27
Operating
Kogen Country Club
Miyazaki Pref., Japan
36
Operating
Oblong Valley Golf Club
Amenia, NY
18
Development
Ambush Golf and Country Club
Santaquin, UT
18
Development
2002 Anthem Golf and Country Club
Anthem, AZ
36
Operating
Anthem Country Club
Henderson, NV
18
Operating
Horseshoe Bay Golf Club
Egg Harbor, WI
18
Operating
Estrella Mountain Ranch Golf Club
Goodyear, AZ
18
Operating
Tres Vidas
Acapulco, Mexico
18
Operating
Whitetail Club
McCall, ID
18
Operating
Glacier Club
Durango, CO
18
Operating
D'Andrea Golf Club
Sparks, NV
18
Operating
The Phoenician
Scottsdale, AZ
18
Operating
Denerau Golf and Racket Club
Nadi, Fiji
18
Operating
Sheraton Steamboat Springs
Steamboat Springs, CO
27
Operating
Haig Point
Daufuskie Island, SC
36
Operating
The Revere Golf Club
Henderson, NV
18
Operating
Hillcrest Golf Crest
Hollywood, FL
18
Operating
Colonial (Sheraton)
Wakefield, MA
18
Operating
Colonial Country Club
Ft. Myers, FL
18
Development
The Georgia Tech Club
Alpharetta, GA
18
Development
Flying Horse Ranch Golf Club
Colorado Springs, CO
18
Development
Palmilla Resort & Golf Club
San Jose Del Cabo, Mex.
27
Operating
Gaillardia Golf &C.C.
Oklahoma City, OK
18
Operating
Arabian Ranches
Dubai, U.A.E
18
Operating
Canyon RidgeGolf Club
Rising, Fawn, GA
18
Development
Wildflower Resort
Grand Prairie, TX
36
Development
Popular Hill Golf Club
Farmville, VA
18
Development
2003 The Grove
Sierra Nevada Golf Ranch
The Vintage Golf Club
TPC Snoqualmie Ridge
Green Academy Country Club
Corte Bella Golf Club
Traditions Club at Texas A&M
Lake Of The Isles Golf Club
Elkhorn Golf Club
Peninsula Golf Club
Chandlers Cross, England 18 Development
Genoa, NV
18
Operating
Sydney, Australia
18
Operating
Snoqualmie, WA
18
Operating
Fukushima, Japan
18
Operating
Phoenix, AZ
18
Development
Bryan, TX
18
Development
Mashantucket, CT
36
Development
Sun Valley, ID
18
Operating
Sussex County, DE
18
Development
7
16
Wentworth Estates
Naples, FL
18
Development
Ocotillo Golf Resort
Chandler, AZ
27
Operating
Costa Palma -
Mazatlan, Mexico
18
Development
Diplomat Country Club & Spa
Hollywood, FL
18
Operating
The Retreat
Corona CA
18
Development
Moon Valley Country Club
Phoenix, AZ
18
Operating
' Entrada at Snow Canyon
St. George, UT
18
Operating
Stone Quarry Golf Club
New South Wales, Aus.
18
Development
Twin Creeks Golf Club
New South Wales, Aus.
18
Operating
A Kooinda
New South Wales, Aus.
18
Development
The Palm
Dubai, U.A.E.
36
Development
Dubai Sports City
Dubai, U.A.E
18
Development
Bearwood Lakes Golf Club
London, England
18
Operating
r ' Castiglion Del Bosco
Tuscany, Italy
27
Development
IV. Financial Stability Statement
Troon Golf is one of the most financially stable companies in the golf industry. Troon Golf, by business plan, is
a third party manager, which shields Troon Golf from market fluctuations experienced by owner/operators, who
have a substantial investment in their managed properties. Troon Golf s income is generated from management
fees. Since Troon Golf has ownership interests in less than 10% of all of the courses that it manages, its balance
sheet is virtually free from financial leverage. Troon Golf's ownership structure also provides solid financial
backing, since it is owned by entities related to Goldman Sachs and Starwood Capital, with the remainder owned
by individual shareholders. Troon Golf s profitability is based on economies of scale generated from its position
as the largest third party manager in the industry. In addition, Troon Golf's growth has been reasonable, with a
balance of delivering the corporate support our clients expect while reserving financial resources for challenging
times.
V. Golf Management Experience With Public Entities
Troon Golf currently manages two golf facilities for two different public agencies. Since 2000, Troon Golf has
operated The Old Works Golf Course in Anaconda, Montana for the City of Anaconda, Deer -Lodge County, the
owners of the golf course. The Old Works Golf Course is an 18-hole facility designed by Jack Nicklaus. It is
currently the number one daily fee golf facility in the State of Montana and has been recognized in that regard
since its opening. Old Works is a tremendous source of pride for the City of Anaconda and Deer -Lodge County.
Troon Golf has managed the golf operations at Giants Ridge Golf and Ski Resort in Biwabik, Minnesota since
2001 for the Iron Range Resources and Rehabilitation Agency, a division of the State of Minnesota. Giants
Ridge is comprised of two 18-hole golf courses designed by Jeffrey Brauer, two practice facilities, and two
clubhouses (one is currently in the planning stages). The Legend, the first course at Giants Ridge, has been
recognized as the number one daily fee facility in the state of Minnesota by several publications since it's
opening. Over the last eighteen months, Troon Golf has overseen the construction of the second golf course, The
Quarry. The Quarry opened last July with extremely positive reviews. In both cases, Troon Golf has been a
good partner with these respective public agencies and enjoys excellent working relationships with them.
VI. Project Understanding and Approach
The City of La Quinta's vision for SilverRock Ranch as a premiere hospitality and golf destination is consistent
with the operating philosophy that has been the foundation for Troon Golf; to build the only true luxury brand
development and management company in the golf industry. We hope that as you review our qualifications and
collateral materials, you will notice a distinct difference between our firm and others. The type of golf courses
operated by Troon Golf is restricted by stringent and definite standards. As a result, we are able to market an
identifiable brand within the golf industry that is recognized by the quality of facilities, the superior agronomic
8 17
conditions, and the extraordinary service provided at those facilities. We are confident that Troon Golf would be
the best selection as the manager of golf operations and maintenance at SilverRock Ranch based on our
understanding of the La Quinta Redevelopment Agency's project objectives and commitment to delivering a
quality product to its guests.
If selected as the manager for SilverRock Ranch, we would immediately schedule an internal transition meeting
to engage the various departments within Troon Golf to brief them on the project. At that time, specific
individuals would be assigned to the project team, including development, marketing, operations, human
resources, accounting and technology. The depth of the. Troon Golf management team will allow for immediate
engagement by all areas and a seamless transition through all phases of the construction, grow -in, and pre -
opening of the facility. A Regional Vice President of Operations would be assigned as the team leader and
contact person for the City.
r ° The Regional Vice President would begin to prepare a business plan to present to the City, taking into
ti consideration the City's vision for La Quinta city residents, outside play, and the desire to attract a PGA tour
event. The business plan would include a market analysis, operations and maintenance programs, detailed
marketing plan, and operating and capital budgets. The team would also begin working closely with other
contractors on the project to ensure that the master plan theme and history of the area is incorporated into the
i operations of the golf course.
VII. Scope of Services Provided By Troon Golf
A. Development and Construction Oversight
Troon Golf has been involved in the development of more than 40 upscale daily fee, resort and private golf
facilities from the planning stages through the opening of those facilities. As a result, our in-house development
team of land planners, architects, engineers, interior designers and project managers have a wealth of experience
in the development, design and construction oversight of golf courses, golf course facilities and clubhouses. The
goal of the development team is to utilize their expertise and Troon Golf s ability to deliver cost savings to build
the highest -quality golf course, clubhouse and facilities within the owner's budgetary parameters, at the same
time maintaining functionality and efficiency of design. Troon Golf s experience helps to prevent costly and
unnecessary mistakes. We also understand the objectives of cost control and value engineering and can deliver
a significant amount of our experience to ensure that these objectives are achieved.
If retained for the project, Troon Golf would immediately become engaged in the development process by
offering the all of the services requested by the La Quinta Redevelopment Agency's Request for Proposal and
the following services.
1. Development
• Visit project site and review project master plans, and provide Client with an evaluation of
each.
• Work with golf course architect to evaluate golf course design with respect to playability,
safety, construction costs, schedule, grass variety selections, and relationship to clubhouse,
maintenance building, and other portions of the development. Assist the golf course architect
and Client in determining the program and location of practice facilities.
• Assist in the coordination and review of the activities of the various design professionals
through the plan review process and assist the Client in its efforts in obtaining the required
approvals and permits. Coordinate design professionals activities with the Client's overall
project construction manager.
• Work with the irrigation designer to develop a design that maximizes irrigation efficiency
within the irrigation budget.
9 18
-a
• Assist landscape architect and golf course architect in the development of landscape plans for
the golf course. Review plant selections and locations to ensure compatibility with the golf
course turfed areas.
• Provide input to Client on permitting requirements and/or studies necessary to obtain golf
course water allocations. Work with Client's consultants to complete a study of available water
a versus projected golf course water usage to help determine if additional water sources will be
needed.
• Review water quality testing reports and assist Client's consultants in determining if water
treatment is needed. Make recommendations on type of treatment required to ensure that
water quality is compatible with the requirements for quality turf growth.
• In conjunction with the Client's overall construction manager, prepare construction and
operating budget estimates for all aspects of golf course development including golf course
grow -in and recommended maintenance equipment purchase. Show financial implications of
purchase versus lease options on golf course maintenance equipment.
• Work with building architects and design professionals to determine facility programming that
ensures maximum flexibility and efficiency in building design. Coordinate reviews of site and
landscaping plans to ensure compatibility with golf course operations.
• Coordinate kitchen design with clubhouse architect and kitchen consultants to ensure that
kitchen is sized and laid out appropriately.
• Review engineering and architectural design plans through the design development phase to
ensure conformance to Client's design intent.
• Assist Client in obtaining and evaluating construction estimates and schedules for all structures
including site work, landscaping and FF&E.
• Provide input to the various design professionals during the development of their detailed
design plans and specifications for bidding. Review all plans and supply Client with value
s engineering ideas for all aspects of the project. Review golf course and clubhouse architect's
specifications and make recommendations for modifications as needed.
• Assist the Client with the preparation of bid documents and contracts. If the Client chooses to
negotiate contracts, assist Client in the contract negotiations and provide an analysis of the
contractor's proposals.
• Attend pre -bid conferences. Answer questions and provide clarifications on items raised
throughout the bidding process.
• Analyze all bids, review for consistency and accuracy, and prepare a bid analysis for the
Client. Make recommendations to the Client on which contractor's bid should be accepted.
2. Construction
• In conjunction with the overall project construction manager, the golf course architect, the
clubhouse architect, and the various golf course and clubhouse contractors, assist in the
preparation of detailed construction schedules on all project elements. Coordinate golf course
schedules with overall development schedules to resolve conflicts in scheduling.
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19
• Coordinate with the project construction manager on the installation of roadway infrastructure
and utilities to service the golf course.
• Attend field walks with golf course architect to determine limits of clearing, adjustments to
routing, and review of on -going construction. Assist golf course architect in creating a golf
course that matches the Client's needs and one that can be maintained within the operating
budget parameters.
• Provide periodic site visits, attendance at construction meetings, and inspection of contractors'
work to ensure compliance with plans and specifications. Review construction methods and
procedures to ensure quality control during all aspects of golf course construction.
is
• Review and assist in field layouts of irrigation systems. Review hole -by -hole irrigation head
counts to keep costs in line with budgets. Work with golf course architect to adjust grass lines
to maximize irrigation efficiency.
• Establish grassing and grow -in schedules for the golf course. Assist in coordinating the
placement of the golf course superintendent and integrating them into the construction process.
i (Typically the golf course superintendent is in place no later than the start of the irrigation
installation).
s• Review all materials tests provided by the contractors for proposed greensmix, bunker sand,
gravel, and other materials, and provide recommendations on whether the proposed material is
r suitable for use on the project.
' • Assist golf course superintendent and golf course architect in establishment of a contractor's
punch list prior to final payment to contractor. Coordinate with contractor and superintendent
on establishment of a schedule to complete punch list items.
• Assist in final acceptance of all golf holes and in the turn over of the golf holes from the
contractor to the Client for grow -in and maintenance.
• Assist project construction manager and clubhouse architect in reviewing the progress of all
building construction, construction invoices, change orders and RFI's to ensure adherence to
construction schedules and budgets. Provide value -engineering recommendations during
construction to maintain project within approved budget.
• Attend construction meetings as requested by the Client to evaluate construction progress,
adherence by the contractor to approved plans and specifications; and quality of construction.
• Assist in the acquisition of all golf course purchases and recommend the timing of said
purchases. Utilize Troon's national account status to negotiate lower prices on golf course
irrigation equipment, pump stations, and other construction items as applicable.
3. Pre -Opening
• Utilize Troon's national account status to negotiate lower prices for golf course maintenance
equipment, golf carts, operating systems equipment and software, and other equipment and
supplies as applicable.
• Work with the interior design team retained by Client to review, evaluate, and make
recommendations regarding the selection of FF&E and assist with installation.
11 20
• Provide Client with options on operating systems and integrate operating systems with systems
from other portions of the development. Work with the appropriate design professionals on the
system designs and assist with the installation of the systems.
• Provide marketing assistance, including assisting Client in selecting a firm for logo
development and advising such firm, aiding in the creation of public announcements and'
directing pre -opening marketing activities, including incorporation into Troon's national
advertising efforts.
• Coordinate and assist with grand opening events and promotion.
• Coordinate the clubhouse retail operation including set-up of golf shop and ordering of golf
shop inventory.
• Establish detailed maintenance and clubhouse operating budgets, operational schedules and
safety programs. Assemble and coordinate clubhouse and maintenance staffs.
B. Professional Management In All Phases of Operation By Industry Leading Experts
1. Golf Operations
In order to create the most value for the owners of Troon Golf operated facilities, Troon Golf s goal is to deliver
unparalleled levels of customer service and superior golf course conditioning. Troon Golf s management
philosophy is to deliver guests to the facility and provide them with a world -class golf experience. In doing so,
Troon Golf operates the facility efficiently and in a manner that generates maximum profitability for the
facility's owner. The success of each facility's golf operations is dependent upon the hiring and training of
quality employees, the implementation of Troon Golf s proprietary Operating Standards, and the depth of the
corporate organization that support our employees at each facility.
A key factor in the success of Troon Golf and the facilities it operates is the quality of its associates at the facility
level. Troon Golf has been able to attract the best career golf employees. In an industry notorious for high
4 > employee turnover rates, Troon Golf has retained its employees because of the quality of the facilities in the
Troon Golf portfolio and the possibility for advancement as Troon Golf grows. Our extensive benefit programs,
g regular training seminars, and Troon Golf s industry leading operating standards have also contributed to an
extremely low employee attrition rate. The stability of our personnel has made it possible to deliver consistent
' guest service without interruption.
Troon Golf's General Managers, Food and Beverage Managers, and Golf Professionals are the most sought after
. facility operators in the golf industry based on their experience of operating under Troon Golfs proprietary
operational standards at some of the world's most renown golf facilities. Troon Golf would recommend
candidates for these positions to the La Quinta Redevelopment Agency for consideration.
Troon Golf s Operating Standards were assembled and implemented early in the firm's history, after a
comprehensive facility level analysis of the criteria for superlative guest service, outstanding food and beverage
preparation and presentation, and world class agronomy from our own facilities and other industry leading firms
in the hospitality and service industry, including Four Seasons, Nieman Marcus and Nordstrom's. This well -
integrated proprietary approach to golf facility management in the areas of golf operations, agronomy, and food
and beverage provide the foundation for extraordinary facility management, efficiency and financial results. The
implementation of our Operating Standards ensures consistency of the service levels, food quality, and
agronomic conditioning at the each Troon Golf managed facility. These operating standards would be
implemented at the SilverRock Ranch.
Troon Golf s employee training program is one of the most sophisticated in the golf industry. Facility Managers
that are selected from outside the Troon Golf system are trained in Troon Golf s corporate office in the
"management -training incubator." If the Facility Managers have been promoted or have been transferred from a
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21
Troon Golf property, training is generally not required since the candidate is familiar with the Troon Golf
Operating Standards and understands what is expected of them. Golf Professionals and Food and Beverage
Managers customarily are also promoted from within the Troon Golf s system. However, if a candidate from
outside the Troon Golf system is selected, they are sent either to Troon Golf s corporate office or an existing
Troon Golf facility for training.
Prior to the opening of the SilverRock Ranch, Troon Golf s Employee Training Team will train all of the
facility's employees. Troon Golf s Employee Training Team includes representatives from the Human
Resources, Operations, and Accounting Departments. This training focuses on Troon Golfs guest service
requirements, employee empowerment, and other employee training. Additional proprietary information
A regarding Troon Golf s employee training practices can be provided at a presentation before the representatives
i - of the La Quinta Redevelopment Agency.
If retained, Troon Golf would perform the following operational and management tasks at the SilverRock Ranch:
• Hire, train and supervise daily operations including facility staffing, operation and promotion of golf
course and golf shop, facility food & beverage including, if applicable, banquet operations, course
maintenance, and periodic activities such as tournament or other event coordination;
• Develop and coordinate a business plan for each calendar year meeting the agreed upon objectives of
the Client;
• Provide Centralized Services including Facility accounting and payroll, financial reporting, and human
resources administration;
• Provide detailed monthly operating budgets to Client for all aspects of Facility operation
• Utilize its national account status to obtain favorable pricing on golf shop merchandise, apparel,
operating equipment and supplies and food and beverage supplies;
• Coordinate with Client concerning ongoing capital expenditures, including the replacement of
equipment and the expenditures of the Capital Reserve;
• Prepare monthly operating reports comparing actual results to budget and analyzing financial
performance monthly and year-to-date for each period;
• If applicable, assist in the coordination of a membership plan at the facility. Services would include
sale of memberships, as well as ongoing operation of membership programs;
• Assist in the establishment of a golf school at the facility, if possible, with a nationally recognized golf
school;
• If applicable, assist with the operation of additional recreational amenities at the Facility.
We understand that one of the goals of this project is to have SilverRock Ranch host the Bob Hope Chrysler
Classic and possibly, a second significant tour event. Troon Golf has unparalleled experience both at the
corporate and field levels to support this endeavor and ensure that any event held at SilverRock Ranch will be
well received by the players and fans. Troon Golf has held and managed events on every American tour and
several other major tours at courses under its management. Our General Managers, Superintendents and their
golf operations staff understand what the American professional golf tours demand in golf course agronomic
conditions, tournament operations, event coordination, and event marketing. Following is a list of the events that
are hosted at our clients' courses under our management. In addition, scores of regional, state and local events
are held at Troon Golf managed courses each year.
13 22
E=
Gila River Classic
Chrysler Championship
Liberty Mutual Legends
Of Golf
Silver Dollar City Pro -Am
Nationwide Tour
Chattanooga Classic
Valero Texas Open
T_ C_ Loc-
Nationwide Whirlwind Golf Club Chandler, AZ
PGA The Westin Innisbrook Palm Harbor, FL
Resort
The Westin Savannah
Legends Harbor Golf Resort & Spa Savannah, GA
Nationwide Branson Creek Golf Club Branson, MO
Nationwide Black Creek Golf Club Chattanooga, TN
PGA The Westin La Canters San Antonio, TX
Resort
MasterCard Masters
Australian
European
Dunlop Phoenix Tournament
PGA
European
British Open (rotation)
PGA
European
Senior British Open
Senior
European
Weetabix Ladies British Open
PGA
European
Michael Jordan Invitational
Celebrity
Huntingdale Golf Club Victoria, Australia
Phoenix Country Club Miyazaki, Japan
The Westin Turnberry
Resort
The Westin Turnberry
Resort
The Westin Turnberry
Resort
Ocean Club
Ayrshire, Scotland
Ayrshire, Scotland
Ayrshire, Scotland
Paradise Island, Bahamas
These events have previously been held at Troon Golf managed go f facilities.
Hyundai Team Matches PGA Monarch Beach Golf Links Dana Point, CA
Chrysler Championship PGA The Westin Innisbrook Resort Palm Harbor, FL
Office Depot Father Son Senior Ocean Club Paradise Island Bahamas
2. Agronomic Expertise
Troon Golf s mission is to provide extraordinary guest service at golf facilities with superior playing surfaces.
The backbone of Troon Golf s success is the superior agronomic condition of its facilities. This commitment to
agronomic superiority is a focus of Troon Golf s proprietary Agronomy Standards.
Our Agronomy Standards are the most exacting and detailed standards in the golf management industry. Golf
course maintenance and agronomic programs tailored to the facility are developed and assembled prior to
14
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T
opening. Detailed schedules and programs for the golf course are established utilizing Troon Golf s proprietary
agronomic programs. These programs are based on agronomic expertise involving complex scientific principles
and a deep respect and understanding of the natural environment. The flow of information between the Troon
Golf corporate office and the network of facility superintendents helps every facility maintain the best possible
playing conditions.
Jeff Spangler, Troon Golf s Senior Vice President of Science and Agronomy, is one of the most respected
agronomists in the golf industry. Mr. Spangler's background includes an Advanced Agronomy degree from Ohio
State University and more than 20 years of facility experience at some of the finest golf facilities in the country
including, Pebble Beach and Muirfield Village. SilverRock Ranch will realize the benefits of Troon Golf's
proprietary Agronomy Standards, the expertise and experience of Jeff Spangler, and a Troon Golf Regional
Agronomist, along with a network of the industry's most respected team of Superintendents to ensure that the
facility's agronomic conditions are optimized and the long-term health of the surfaces are closely monitored.
Troon Golf s precise Agronomy Standards, world -class corporate agronomic oversight, and an information
network of industry -leading Superintendents has proved to be a successful combination for Troon Golf s
facilities, guests and clients. Recently, Troon North Golf Club's Pinnacle Course was named "The Best
Conditioned Golf Course in America" by Golf Digest magazine. This coveted industry award is a confirmation
of Troon Golf s philosophy regarding the priority of agronomic conditions at its facilities. Since our firm was
built on our reputation for outstanding agronomic conditioning of our desert courses, SilverRock Ranch can be
assured of receiving the same exacting attention to detail and focus that Troon Golf clients have come to expect.
3. Food and Beverage Expertise
Troon Golf s philosophy on food and beverage and related service at its golf properties is that the food and
d beverage and related service should be commensurate with the extraordinary golf experience at each facility.
Troon Golf s proprietary Food and Beverage Standards are based on the food and beverage standards of the most
f respected hote1jers in the world. These standards ensure that Troon Golf s high level of food and beverage
quality remains constant at each facility over time and constant across Troon Golf s family of facilities.
Paul Hadreas, Troon Golf s Food and Beverage Director, is responsible for the implementation and compliance
of Troon Golf s proprietary Food and Beverage Standards at Troon Golf s facilities. Paul Hadreas has over 20
years of experience in the industry and was formerly the Food and Beverage Director at Congressional Country
Club in Bethesda, Maryland and has managed the food and beverage operations at the Tournament Players Club
at Avenal and the Inn at Spanish Bay.
Troon Golf operates a wide variety of food and beverage operations at its various facilities. From the five-star
dining experiences at Troon North Golf Club and The Club at Savannah Harbor to the casual atmosphere of the
snack shop operations at Branson Creek Golf Club, Troon Golf s proprietary Food and Beverage Standards,
management expertise, and well -trained associates ensure that each facility's guests enjoy their dining
experience as much as their golf experience.
4. Marketing SilverRock Ranch
Troon Golf markets the golf facilities that it manages on a national, regional and local basis. Marketing efforts
are focused on building public awareness of not only each individual facility, but also the Troon Golf brand. Due
to the number of Troon Golf facilities, maximum advertising exposure is realized for the most competitive rates
in most markets. As a result of extensive marketing coverage, Troon Golf managed facilities are the most visible
and recognized facilities. Troon Golf s facilities will have more than 340 million impressions by the end of this
year. That amount of exposure will only benefit SilverRock Ranch as its notoriety quickly advances. In
conjunction with the expertise and experience of McMurray, SilverRock Ranch will benefit from a powerful
marketing team.
By building brand awareness and consistently delivering positive experiences, Troon Golf assures its customers
that they will "Experience Troon Golf' at any Troon Golf operated facility. Our strong relationships with upscale
golfers, who have come to seek out the "Troon Golf Experience," drive more rounds at higher rates. In addition,
15 24
innovative products such as the Troon Two-Somd Card, Troon Rewards, and Club Troon have been developed to
aid facilities to capture rounds that may otherwise have gone unused. SilverRock Ranch will have access to
Troon Golfs frequent guest database of more than 2.5 million individual and more than 32,000 groups.
If retained, Troon Golf will provide the following marketing support to the SilverRock Ranch:
• Assist McMurray in the creation of local, regional and national marketing plan to facilitate maximized
use at the Facility;
• Coordinate Facility Public Relations efforts including event assistance and press release distribution;
• Integrate marketing plan and Internet strategy;
• Include Facility in national and regional promotions;
• Assist in the development of products and yield -management tools such as custom golf packages and
local -use card programs;
• Provide database and direct mail opportunities including specific promotions and general Facility
marketing;
• Add Facility to 1.888.TROON U.S. router system to drive telephone reservations and traffic to the
Facility;
• Use best efforts to utilize its national account status to obtain favorable pricing on advertising
opportunities;
• Coordinate Facility photography;
• Focus on relationships with travel providers to enhance Facility attractiveness to third -party golf travel
vendors; and
• Create a national group sales program utilizing growing Troon Golf database of mid -size to large
groups.
5. Technology Services Provided To The SilverRock Ranch
Troon Golf s Information Technology staff has been involved in the evaluation, design, and installation of
complete information technology systems for more than 40 golf facilities. Troon Golf's Information Technology
staff is available to evaluate your facility's technology needs pnd make recommendations for optimum system
efficiency. The Information Technology staff is familiar with both Fore! Point of Sale and Peachtree accounting
software. Troon Golf s national account purchasing arrangements with hardware and software suppliers
enhances the benefit of operating these systems.
If retained, Troon Golf s Information Technology staff will provide the following services:
• Position the Facility on the cutting edge of modern technology in the golf industry by offering a fully -
integrated reservations, property management, and point -of -sale solutions;
• Administer the Facility's tee times electronically;
• Facilitate inclusion in the Troon Golf web site (www.troongolf.com) and coordinate a Facility web
strategy including the maintenance and/or establishment of the Facility's web page and Internet
applications; and
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25
Manage the Facility's supply chain and inventory with software applications or through the Internet.
6. Comprehensive Professional Human Resources Services
' Troon Golf provides comprehensive human resources services for all of its employees without the use of a third
party consultant or employee leasing company that commonly add costs to the facility and ultimately, the owner.
The employees at SilverRock Ranch would be employees of Troon Golf. Troon Golf employs more than 7,000
associates worldwide. Troon Golf s Human Resources department provides all of the services of a Fortune 500
company's human resources department. The department ensures that all employees are recruited, hired, trained,
administered and in some unfortunate situations, terminated with most professional processes in the business,
with a continuing focus on the importance of our people and their direct relationship to the success of each
facility. All of the Troon Golf employees are trained on an annual basis in. such topics as Troon Golf service
standards, first aid, CPR, sexual discrimination, and harassment. At SilverRock Ranch, our staff would train in
English and Spanish, and our corporate staff has Spanish-speaking representatives as well. Our on-line Human
Resources service allows employees to make benefit changes at their convenience. In addition, we have a 24-
hour employee hotline, and our Human Resources department replies to all of their incoming calls within 24
hours.
7. Accounting Services Provided to SilverRock Ranch
Troon Golf will provide comprehensive accounting oversight services from the corporate office without the use
of third parties or consultants. Our Regional Controller system continues to be a highly successful and cost
effective method to provide C.P.A. level oversight to each facility. Weekly, monthly, quarterly, and annual
reports are provided to the owners to ensure that operational decisions are made on current information and
controls reflect accurate data. Troon Golf s Accounting Operational procedures are modeled after that of most of
the large hotel operators in the United States. The Accounting staff currently works with Peachtree accounting
software at other Troon managed facilities.
8. Procurement and Risk Management for SilverRock Ranch
Troon Golf will provide the purchasing power of more than 100 golf courses to SilverRock Ranch. Through
Troon Golfs national purchasing agreements, Troon Golf will provide an unparalleled opportunity to leverage
all of Troon Golf s purchasing relationships. Troon Golf s national purchasing agreements include multiple
vendors for golf course maintenance equipment, golf carts, golf shop hard and soft goods, food and beverage
supplies, and golf course maintenance supplies. Purchasing these items at lower cost and on superior terms will
ultimately provide the best opportunity to reach its economic potential.
SilverRock Ranch will receive the economic and service benefit of Troon Golf s in-house Insurance Risk
Manager, who will ensure that all risk management policies are implemented at SilverRock Ranch in order to
minimize exposure to the risks of operating a golf facility. The Risk Manager will also seek out the most
appropriate and competitive insurance policies and coverages for SilverRock Ranch. This service can represent a
significant savings to SilverRock Ranch without any additional cost to the facility or the City of La Quinta.
17
26
VIII. Conclusion
Troon Golf clearly understands the La Quinta Redevelopment Agency's objectives and goals. If retained, we will
undertake our role in this project with the significance and care that it demands and deserves. We are prepared
and staffed to immediately deliver all of the services requested by the La Quinta Redevelopment Agency's
Request for Proposal Scope of Services and provide additional services not included, but customarily provided,
by Troon Golf to its clients.
Our associates and our company have substantial experience in developing and operating golf courses for public
agencies and operating some of the most respected resort golf facilities in the country. The depth of our
corporate infrastructure to support our field level employees is unparalleled in expertise and experience. Troon
Golf has significant experience in attracting and conducting high quality professional events to its owners'
r - facilities. Troon Golf s marketing expertise and brand awareness will assist SilverRock Ranch in building a
destination name and identity.
Troon Golf would make SilverRock Ranch a golf destination that the citizens of La Quinta would be proud to
have in their city.
Troon Golf, L.L.C.
15044 N. Scottsdale Road
Suite 300
Scottsdale, Arizona 85254
^tl.,
Executed thisof Jioyftber, 2003
M1 ZA2 WFLlT +
r
18 27
Ms. Linda Roketa
General Manager
Giants Ridge Resort
P.O. Box 190
Biwabik, Minnesota 55708
Phone: 218-865-4143
I _ i
TROON GOLF
Exhibit "A"
Troon Golf References
Giants Ridge Golf and Ski Resort
(Public Agency Reference)
Mr. Rich Rivers
Old Works Golf Club
Rivers & Rivers
(Public Agency Reference)
Old Works Golf Course Auth. Bd. Member
110 West 3rd Street
Anaconda, Montana
(406) 463-3811
Mr. Mark Beaudoin
Legend Trail Golf Club
Ziff Brothers Investments
Citicorp Center
153 East 53`d Street, 43`d Floor
New York, New York 10022
Phone: 212-292-6511
Mr. Mick Inoue
The Ridge at Castle Pines North
Senior Vice President
Suncrown Development
8777 E. Via De Ventura, Suite 250
Scottsdale, Arizona 85258
Phone: 480-607-3900
Mr. Steve Shalit
Westin La Paloma
Owner's Representative
Westin La Paloma
3800 East Sunrise Drive
Tucson, Arizona 85718-3302
Phone: 520-742-6000
Mr. Greg Mowatt
Kierland Golf Club
Senior Vice President,
Chief Financial Officer
Woodbine Development Corporation
1445 Ross Avenue, Suite 5000
Dallas, Texas 75202-2785
Phone: 214-855-6000
Mr. Sam Mitts
Vice President
USAA Real Estate Company
9830 Colonnade Blvd., Suite 600
San Antonio, TX 78230-2239
Phone: 210-498-8184
Mr. Scott Kusy
President
Big Moon Development, L.L.C.
8425 La Senda Avenue
Scottsdale, Arizona 85255
Phone: 480-585-6348
Mr. Richard Vann
Executive Vice President
Sunroad Enterprises
1455 Frazee Road, Suite 1000
San Diego, California 92108
Phone: 619-692-3220
Mr. Steve Couig
Chief Operating Officer
Capital Pacific Holdings
4100 MacArthur Blvd., Suite 200
Newport Beach, CA 92660
Phone:949-622-8400
Mr. Gary McClung
Midway Trucking Centers
4404 NE Courtney Drive
Lee's Summit, MO 64064
Phone: 800-598-2285
14300 North Northsight Blvd., Suite 228
Scottsdale, Arizona 85260
Phone: 816-455-3000
Mr. William Kubly
CEO
Landscapes Unlimited, LLC
1201 Aries Drive
Lincoln, NE 68512-9338
Phone: 402423-6653
Mr. Peter Bridges
Vice President
Newland Communities
4308 Live Oak Lane
Rocklin, California 95765
Phone: 916435-0413
The Westin La Canters Resort
Talking Stick Golf Club
Maderas Golf Club
St. Regis Monarch Beach Golf Links
Quintero Golf & Country Club, Haig Point
The Sagamore Club
Whitney Oaks Golf Club
D'Andrea Golf Club
Teravista Golf Club
29
Ms. Karin T. Krogius
Robinson Ranch Golf Club
Executive Vice President
Pacific Bay Homes, LLC
4041 MacArthur Blvd., Suite 500
Newport Beach, CA 92660
Phone: 949-440-7202
Mr. John Scovell
Kierland Golf Club
Chairman of the Board
Woodbine Development
1445 Ross Avenue, Suite 5000
Dallas, TX 75202
Phone: 214-855-6000
Mr. Ben Redman
Anthem Country Club - Phoenix
Vice President/General Manager
Anthem by Del Webb
3701 West Anthem Way
Anthem, AZ 85086
Phone: 623-742-6024
Mr. Chris Haines
Anthem Country Club — Las Vegas
President
Nevada Operations
Del Webb Corporation
11500 South Eastern Avenue
Henderson, NV 89052
Phone: (702) 9144901
Mr. Todd Tupper
Estrella Mountain Ranch Golf Club
SunChase Estrella
3010 East Camelback Road
Suite 100
Phoenix, Arizona 85016
Phone: 602468-0800
Mr. Barry L. Talley
Vista Ridge Golf Club
Vista Ridge Development Corporation
1333 West 120'h Avenue
Suite 100
Westminster, Colorado 80234
Phone: 303-795-2800
Mr. Robert Kolb
Rose Creek Golf Club
President
Georgia Tech Golf Club
The Melrose Company
Traditions at Texas A&M
200 Merchant Street
Hilton Head Island, South Carolina 29926
Phone: 843-785-6688
Mr. Rick Hearden
Horseshoe Bay Golf Club
President
Horseshoe Bay Golf Club, Inc.
5335 Horseshoe Bay Road
Egg Harbor, W154209
Phone: 920-868-9141
30
CONFIDENTIAL
SUverRock Ranch
La Quinta Redevelopment Agency
Request for Proposal
for Operations
November 26, 2003
Prepared by:
Landmark Golf management
74-947 Highway 111, Suite 200
Indian Wells, Califomia 92210
Phone: (760) 776-6688
31
I-
I
Landmark
November 26, 2003
Mr. Mark Weiss, Acting Executive Director
La Quinta Redevelopment Agency
78-495 Calle Tampico
LANDMARK La Quinta, CA 92253
Golf Company
Advisory Board
Robert Wagner Re: SilverRock Ranch Management RFP
Chairman
Johnny Bench
Rick Dees
Bill Devane Dear Mark,
John Elway
Larry
Ed Ma Gatlin
Thanks for your letter dated November 21, 2003 and your and Roy Stephenson's
naro
Dr. Gil Morgan time after the Mandatory Pre -Proposal Meeting held November 19, 2003. Ed
Don Ohlmeyer Schiller and I appreciated the opportunity to talk openly in person. We have reread
Mike Shanahan the RFP and the Golf Course Management Agreement and read the attachment to
your letter - the City Ordinance and Resolution. With this information in mind,
Landmark's approach reflected in our response to the RFP dated November 7, 2003
is to provide the most economical arrangement possible for the City. We
acknowledge up front that we are presenting an economic approach to the RDA
while maintaining the highest level of quality service. We request that our proposal
be considered; we are passing on Landmark's savings to the City.
Landmark is not only proven as qualified to operate your golf facility if selected as
Manager, Landmark's management from the top down is local and available full-
time, year round. Our local presence is what creates a major part of our reduced
costs that are passed on to SilverRock Ranch. There will not be costs of the
following nature; therefore a reduction in costs to the RDA as a result of
Landmark's local management:
Travel expense
Housing
Mileage
Meals
Phone bills
Travel time
Landmark is known nationwide for its cost-effective, quality golf operations and for
32 years of leadership in this desert.
74-947 Highway 1 1 i • Suite 200 • Indian Wells, California 92210
Phone (760) 776-6688 • Fax (760) 776-6686
www landmarkgolf.corn
32
The economics of Landmark's proposal are straightforward.
❑ Upon execution, Landmark will begin its contracted duties immediately and
give input to the completion of grow -in free of charge.
❑ Upon opening of the first golf course, Landmark will be paid a total of
$7,500 per month.
❑ Upon the beginning of construction of the second golf course, Landmark's
monthly fee will increase to $12,500.
❑ Upon the opening of the second golf course, Landmark's monthly fee will
increase to $14,000. '
❑ At the one-year anniversary date from opening of the second golf course,
Landmark's monthly fee will increase to $16,000.
❑ At the two-year anniversary date from opening of the second golf course,
Landmark's monthly fee will increase to $18,000.
s Landmark has many reasons for desiring to be involved with the City of La Quinta
and SilverRock Ranch but none are more important than "success through quality
golf. "
We are available to discuss the proposal above. Your contact throughout. this:
process will be either -one of the signatures below. Either of us can be reached at.the:
follow numbers and address: .
Phone (760) 776-6688 — Fax (760) 776-6686
Yours truly,
oe Walser, Jr.
Executive Vice President
Landmark Golf Management.
74-947 Hwy 111, Suite 200
Indian Wells, CA 92210
Ed Schiller
Vice President of Operations
33
RFP Response - SilverRock Ranch
TABLE OF CONTENTS
PART 1 -EXECUTIVE SUMMARY .................................. 1
PART II — COMPANY OVERVIEW ........................................ 1
PART 11- REQUIRED CONTENTS OF PROPOSAL .............
2
❑ Statement of Qualifications ..........................
2
I. List of Project Personnel
3
■ Ernie Vossler
3
■ Joe Walser Jr.
4
■ Edward Schiller
8
■ Judy Vossler
13
II & III. Experience and Contracts
13
IV. Financial Stability
15
V. Public Agency Experience
16
❑ Project Understanding and Approach...........
16
❑ Scope of Services ........................................
16
REFERENCES 20
PREPARED BY: LANDMARK GOLF MANAGEMENT
34
RFP Response - 3ilverRock Ranch
Executive Summary
Landmark Golf Management ("Landmark") is pleased to submit this proposal for
management services at SilverRock Ranch for the City of La Quinta. Landmark
believes that our proven track record of successful, highest quality management
services will be of great value to the City of LaQuinta.
Landmark Golf Company is a golf management, Real Estate development, and
consulting company based in Indian Wells, California. Ernie Vossler and Joe Walser
formed their initial company, Unique Golf Concepts in 1971. Landmark Land Company
purchased Unique Golf Concepts in 1974, and both gentlemen oversaw the tremendous
growth of the company and projects such as PGA West, LaQuinta Hotel Golf and
Tennis Resort, Oak Tree Golf Club, Kiawah Island, Carmel Valley Ranch, Palm Beach
Polo and Country Club and Mission Hills Country Club. The company offers Real
Estate master planning, golf course architecture, golf development and management
services to a select number of clients seeking the same quality and high standards that
were evident at the projects listed above.
Landmark's decades of experience and vast network allow us to attract and retain the
qualified talent necessary to operate our clients' facilities in only a first class manner.
Landmark employs a number of PGA Golf Professionals and Golf Course
Superintendents Association of America Member Superintendents.
Our facilities currently under management range from daily fee to private country clubs.
Landmark executives have experience managing all types of golf facilities, from resort,
daily fee and to private clubs.
Company Overview
A few companies today stand out in the golf course development and management
business. Landmark's principals have proven time and again how to create and
manage successful golf facilities, real estate operations, and resort amenities. We have
formed a team of talented and very experienced individuals, all with backgrounds in the
golf and development business that share a passion for providing quality, professional
management services for our clients. Our commitment to quality is the cornerstone by
which we have achieved our success as a management and development company.
We are committed to providing the best possible golf experience for each guest of our
clubs, and we are committed to our owners to develop and operate the very best facility
in the market place with the assets available.
Guests who visit Landmark managed facilities come away with a memorable Landmark
experience. Landmark was the first golf company to successfully bundle club services
and charges in the 70's and 80's. We didn't feel that club members and guests should
be subjected to the typical "nickel and dime" mentality of the average clubs and
courses. By including range balls, lockers, carts and other services in one price, our
club members and guests of our daily fee courses were able to experience a
memorable day of qolf for one price. This was the beginning of the Landmark
AMIL
7117
PREPARED BY: LANDMARK GOLF MANAGEMENT
35
p
RFP Response - SilverRock Ranch
f'
experience. From the very highest standards in customer service to the identity
established by the Oak Tree Logo, Landmark set the bar for others to emulate.
We believe that two of the most important factors that keep bringing guests to our
facilities are great service and excellent golf course conditions. Landmark has
developed the highest levels of customer service at our managed facilities, and also the
very best possible playing conditions for the available budget and marketplace. We feel
that by applying our standards of operating excellence, La Quinta residents and other
golfers will have nothing but the best experience at SilverRock Ranch.
Today, we know we have achieved our goals and honored our commitments when the
guests who have played our clubs leave with a great sense of satisfaction and
enjoyment from their golf experience, the Landmark experience.
Additional benefits:
1. Landmark has secured agreements with large national vendors offering
significant discounts and rebates on golf shop merchandise, food and beverage
items, food and beverage equipment, FF&E items for clubhouse and
maintenance, fertilizer, irrigation parts, golf carts and maintenance equipment.
2. Ability to acquire the necessary talent to operate your facilities by using our vast
network of talent built by our decades of experience in the golf business.
3. Knowledge of necessary agronomic practices in the market.
4. Ability to execute effective marketing and promotional plans in order to build
awareness.
5. Access to the network of experienced, specialized consultants for additional
third -party validation of solutions to problematic challenges.
In summation, Landmark Golf Management is confident in our abilities to apply our time -
tested methods and many years of experience to provide a first class golf facility and
services that guests find enjoyable, memorable, and affordable. We will work hard to
earn your trust and respect as your golf operator. Landmark Golf Management will
add significant value to SilverRock Ranch.
REQUIRED CONTENTS OF PROPOSAL
A. Statement of Qualifications:
I. Project Personnel:
This proposal is submitted by Landmark Golf Management, LLC, formed as a California
Limited Liability Company. The Company has its corporate headquarters in Indian
Wells, California. The same individuals, who produced golf and resort projects with
worldwide reputations of excellence for Landmark Land Company, Inc., from 1974 to
1992, formed the present company in 1992.
PREPARED BY: LANDMARK GOLF MANAGEMENT
2 36
RFP Response - SilverRock Ranch
3
The principals of Landmark Golf Company are:
�µ-
Ernest O. Vossler
Joe Walser, Jr.
Johnny Pott
Andy Vossler
Other corporate executives are:
Ed Schiller
Tony Campanaro
Tom Gilliam
Ed Gerlach, ASLA
Judy Vossler
Eddie Vossler
Owner/President
Owner/Executive Vice President
Owner/Senior Vice President
Owner/Vice President
Vice President of Operations
Director of Merchandising
Chief Financial Officer
Director of Design
Director of Marketing and Tournament
Operations
Acquisitions/Finance
Joe Walser is in charge of operational matters concerning our managed facilities. Ed
Schiller will be the corporate operations contact for the City of La Quinta, and he will be
responsible for all aspects of operations at SilverRock Ranch. The respective project's
General Manager will report to the Vice President of Operations, Ed Schiller. Please
refer to the attached resumes for further biographical information on Ernie Vossler, Joe
Walser and Ed Schiller.
Johnny Pott, Senior Vice President is responsible for the Design and Construction
Management Department. Johnny was a successful PGA TOUR player from 1957 to
1972, winning five Tour tournaments and has been an integral part of the Landmark
team since 1970.
Tony Campanaro, Director of Merchandising, is responsible for the successful
marketing of merchandise of the golf retail outlets.
Tom Gilliam, Chief Financial Officer, has oversight of all accounting and audit functions
related to our managed facilities.
One of Landmark's distinct advantages over other firms is our direct access to two of
the golf industry's proven leaders: Ernie Vossler and Joe Walser. They have hand
picked their corporate staff based upon honesty, integrity, commitment to excellence,
and proven experience. These two individuals are icons in the industry and are
available at any time to ensure that collectively, we all have the information to make the
right recommendation related to your assets.
Resume of Key Operations Employees and related experiences:
3 37
PREPARED BY: LANDMARK GOLF MANAGEMENT
RFP Response - 3ilverRock Ranch
Ernie Vossler, President
Ernie Vossler began his golf career as a member of the high school golf team in Ft.
Worth, Texas. Growing up in Ft. Worth, it was natural for Vossler to become acquainted
with Ben Hogan and Byron Nelson, both of whom wrote letters on his behalf so that he
t could join the PGA TOUR. As a TOUR member, Vossler won five times between 1955
and 1962. In 1961, to provide stability for his growing family, he accepted the position
as Head Golf Professional at a planned new country club development in Oklahoma
City, stopped actively playing on the TOUR and joined the development team, which
successfully completed Quail Creek Golf and Country Club. Vossler remained at Quail
Creek for 12 years. During that time, he was named PGA National Club Professional of
the Year for outstanding abilities as an operator and teacher. Many of his former
students became successful PGA and LPGA TOUR players.
In 1971, with partner Joe Walser, Jr., Vossler formed Unique Golf Concepts, Inc. to
create golf developments. Together they built Marsh Island Golf Club in Ocean Springs,
Mississippi; The Cardinal Club in Greensboro, North Carolina; and Oak Tree Golf Club
T in Edmond, Oklahoma. Vossler, with knowledge of great golf locations from his years on
the PGA TOUR, acquired options for land in La Quinta and Carmel, California. Those
properties became La Quinta Hotel Golf & Tennis Resort and Carmel Valley Ranch.
In 1974, Unique Golf Concepts, Inc. was purchased by Landmark Land Company, Inc.
Vossler continued to oversee land acquisition for projects such as PGA WEST, Moreno
Valley Ranch and Oak Valley along with the purchase and expansion of Mission Hills
Country Club. Developments that achieved national prominence while he was with
Landmark Land Company, Inc., include La Quinta Hotel Golf & Tennis Resort, Mission
Hills Country Club, PGA WEST, Oak Tree Golf Club, Oak Tree Country Club, Moreno
Valley Ranch, Carmel Valley Ranch, Palm Beach Polo and Country Club and Kiawah
Island.
After Landmark Land, in 1993 Vossler started Landmark Golf Company, reassembled
key staff members and set up a golf course design, construction and management firm.
Landmark immediately began acquiring land for project development and signed
management contracts for operating golf facilities. As President and Principal in Charge
of Oak Tree Golf and Development, Ernie oversees the general performance of the
company and ensures that all needed resources are provided. Recently, he was
inducted into the Southern California PGA Hall of Fame.
Landmark is located in Indian Wells, and Ernie Vossler is a 30-year resident of La
Quinta, California.
Joe Walser, Jr. Owner / Executive Vice President
Joe Walser began his golf career as a member of his high school golf team in
Oklahoma City, Oklahoma, playing on the team that won three straight State High
School Championships. Walser graduated from Oklahoma State University and
participated on the golf team with a full scholarship. He competed as #1 man on the
team winning several conference championships. He won the Oklahoma State Amateur
and the Oklahoma Open. He competed on PGA TOUR for two years and decided to
man r11-V
•,.
PRWARbD BY: LANDMARK GOLF MANAGEMENT 438
I* RFP Response - 3ilverRock Ranch
leave the TOUR after a wrist injury. The responsibility of a wife and three children also
contributed to his decision. He then started a 15-year career as a club golf professional.
(_ He was President of the South Central Section of the PGA of America for two
I
consecutive years represented resented his section on the PGA of America Board of
p
Directors for two terms. He won the Horton Smith Award, a national award for the
( person recognized as giving the most to the education of fellow professionals.
In 1971, with Ernie Vossler, Walser formed Unique Golf Concepts, Inc. to create golf
developments. Together they built Marsh Island Golf Club in Ocean Springs,
Mississippi; The Cardinal Club in Greensboro, North Carolina; and, Oak Tree Golf Club
in Edmond, Oklahoma. Walser, along with Vossler, using their knowledge of great
locations from their years on the PGA TOUR, acquired options for land in La Quinta and
Carmel, California. Those properties have become La Quinta Hotel Golf & Tennis
Resort and Carmel Valley Ranch.
r _ In 1974, Unique Golf Concepts, Inc. was purchased by Landmark Land Company, Inc.
Walser was Senior Vice President of Landmark Land Company, Inc. for 18 years where
he was in charge of all golf operations, golf course design and golf course construction.
These courses include PGA WEST in La Quinta, California which hosted the Bob Hope
Chrysler Classic and where the Skins Game was held for six years; Oak Tree Golf Club
in Edmond, Oklahoma which hosted the 1994 U.S. Amateur and the 1988 PGA
Championships; Kiawah Island Golf Resort, South Carolina which hosted the 1991
Ryder Cup matches; La Quinta Hotel Golf Club in La Quinta, California which held the
World Cup and Senior Skins Game; Mission Hills Country Club in Rancho Mirage,
California which held the World Cup and hosts the Nabisco Dinah Shore; Carmel Valley
Ranch, Carmel, California and the Palm Beach Polo Club, Palm Beach, Florida.
From 1992 to 1996 Walser worked for the PGA TOUR as Chief Operating Officer of
PGA TOUR Golf Course Properties, Inc. overseeing the operations of 20 Tournament
Players Clubs (of which 12 host PGA TOUR events), PGA TOUR Design Services, Inc.
and PGA TOUR Construction Services, Inc. Walser also represented the PGA TOUR at
all PGA of America Board Meetings.
In 1996 Walser rejoined his business partner Ernie Vossler and Landmark Golf
Company. Walser serves as the Executive Vice President of Landmark Golf
Management and oversees all of the company's operations.
Landmark is located in Indian Wells, and Joe Walser is a long-time resident of La
Quinta, California.
Detail Resume, Joe Walser:
PROFESSIONAL EXPERIENCE
Landmark Golf Company
Owner / Executive Vice President
1996 to Present
PREPARED BY: LANDMARK GOLF MANAGEMENT
5 39
RFP Response - 3ilverRock Ranch
Indian Wells, California
Joe Walser, Jr. has a name and reputation that are unparalleled in Golf in America.
Walser's myriad of experiences in the golf industry spans over 40 years. Today, as
Executive Vice President of Landmark Golf Company, Walser's diverse expertise is
focused on land acquisitions, real estate development, master planned golf
communities, golf project construction, golf club operations, membership plans and golf
tournament management.
PGA TOUR
Chief Operating Officer
Ponte Vedra Beach, Florida
1992 to 1996
From 1992 to 1996 Walser worked for the PGA TOUR as Chief Operating Officer of
PGA TOUR Golf Course Properties, Inc. overseeing world wide operations of 20
Tournament Players Clubs (of which 12 host PGA TOUR events), PGA TOUR Golf
Course Design Services, Inc. and PGA TOUR Construction Services, Inc. Walser also
represented the PGA TOUR at all PGA of America Board Meetings.
Landmark Land Company, Inc.
Senior Vice President
La Quinta, California
1974 to 1992
In 1974, Unique Golf Concepts, Inc., was purchased by Landmark Land Company, Inc.
Walser was Senior Vice President of Landmark Land Company, Inc. for 18 years where
he was in charge of all golf operations, golf course design and golf course construction.
These courses include PGA West in La Quinta, California which has hosted the Bob
Hope Chrysler Classic and where the Skins Game was held for seven years; Oak Tree
Golf Club in Edmond, Oklahoma which hosted the 1994 U.S. Amateur and the 1988
PGA Championships; Kiawah Island Golf Resort, South Carolina which hosted the 1991
Ryder Cup matches; La Quinta Hotel Golf Club in La Quinta, California which held the
World Cup and Senior Skins Game; Mission Hills Country Club in Rancho Mirage,
California which held the World Cup and hosts the Nabisco Dinah Shore; Carmel Valley
Ranch, Carmel, California and the Palm Beach Polo Club, Palm Beach, Florida.
Unique Golf Concepts
Senior Vice President (Co Founder)
La Quinta, California
1971 to 1974
In 1971, with Ernie Vossler, Walser formed Unique Golf Concepts, Inc., to create golf
developments. Together they built Marsh Island Golf Club in Ocean Springs,
Mississippi; The Cardinal Club in Greensboro, North Carolina; and, Oak Tree Golf Club
in Edmond, Oklahoma. Walser, along with Vossler, using their knowledge of great
locations from their years on the PGA TOUR, acquired options for land in La Quinta and
Carmel, California. Those properties have become La Quinta Hotel Golf & Tennis
Resort and Carmel Valley Ranch.
PREPARED BY: LANDMARK GOLF MANAGEMENT
[.
all
RFP Response - 3ilverRock Ranch
General Manager and Director of Golf at Altus Country Club, Altus, Oklahoma (three
years)
General Manager and Director of Golf at Lake Hefner Golf Club, Oklahoma City,
Oklahoma (six years)
Director of Golf at Oklahoma City Golf and Country Club, Oklahoma City, Oklahoma
(five years)
EDUCATION
Oklahoma State University, Stillwater, Oklahoma
Bachelors Degree, Education — Attended on a full scholarship
Capital Hill High School, Oklahoma City, Oklahoma
ACHIEVEMENTS
PGA of America Board Member, National Vice -President 1968 to 1970 and 1983-84
PGA of America Horton Smith Award 1970
Played on the varsity golf team
Played #1 on the golf team for three years
Undefeated in match play for three years
Won conference championship two years
Won Oklahoma State Amateur Championship
Won Oklahoma Open
Won over 25 miscellaneous amateur events
Played the PGA TOUR 1959-1960
Golf Projects that Ernie Vossler and Joe Walser, Jr.
Have Planned/Constructed/Owned/Operated
Quail Creek C.C.
Oklahoma City, OK
Oak Tree Country Club
Oklahoma City, OK
The Cardinal
Greensboro, NC
La Quinta Hotel Golf & Tennis Resort
La Quinta, CA
Carmel Valley Ranch
Carmel, CA
Belle Terre Country Club
La Place, LA
Mission Hills Country Club
Rancho Mirage, CA
PGA West
La Quinta, CA
Palm Beach Polo & Country Club
West Palm Beach, FL
Moreno Valley Ranch
Moreno Valley, CA
Kiawah Island
Kiawah Island, SC
Oak Valley Golf Club
Beaumont, CA
The Plantation
Indio, CA
Las Vegas Paiute Resort
Las Vegas, NV
Mission Hills Resort
Guan Lan Town, Shenzhen, China
Oak Valley S.C.P.G.A.
Beaumont, CA
Landmark Golf Club
Indio, CA
Landmark Golf Club at Oak Quarry
Riverside, CA
Golf Club of California
Fallbrook, CA
Landmark at Hemet Golf Club
Hemet, CA
The Ranch at Silver Creek
San Jose, CA
e PREPARED BY: LANDMARK GOLF MANAGEMENT A
. .... .. 4
. ' RFP Response - 8ilverRock Ranch
Golf Projects Joe Walser, Jr.
Has Planned/Constructed/Operated
Altus Country Club Altus, OK
Quail Creek Country Club Oklahoma City, OK
Lake Hefner Golf Course Oklahoma City, OK
Oklahoma City Golf & Country Club Oklahoma City, OK
Chief Operating Officer 1992 to 1996 PGA Tour Golf Course Properties, Inc.
TPC — Summerlin
Las Vegas, NV
TPC — Sawgrass
Ponte Veden, FL
TPC — Scottsdale
Scottsdale, AZ
TPC — Michigan
Dearborn, MI
TPC — Avenel
Potomac, MD
TPC - Tampa Bay
Lutz, FL
TPC - Eagle Trace
Coral Springs, FL
s TPC - Piper Glen
Charlotte, NC
TPC — Prestancia
Sarasota, FL
s
TPC — Southwind
Memphis, TN
TPC - River Highlands
Cromwell, CT
TPC — Jacksonville
Jacksonville, FL
TPC - Heron Bay
Coral Springs, FL
z TPC - Jasna Polona
Princeton, NJ
TPC — Sugarloaf
Atlanta, GA
Edward J. Schiller, Vice President of Operations
Edward J. Schiller's career started in 1986 with Landmark Land Company of California,
at Mission Hills Country Club, as the Assistant Controller. He was responsible for
preparing all Financial Statements, Committee Reporting and Budgeting Analysis for
Mission Hills Golf Club. He also designed and implemented a new sales journal
procedure and early bird sales recap for management, which is now being used in all
Landmark resort and country club facilities.
After managing the installation of the Point of Sales system for the opening of Landmark
Land Company's Carmel Valley Ranch Resort, and the information system and telecom
expansion for the La Quinta Hotel, he served as Systems Manager at La Quinta Hotel
where he was responsible for all computer operations at the barge resort complex
consisting of 640 rooms, 3 championship golf courses, 33 tennis courts and 5
restaurants.
In May of 1992 Ed joined Western Golf Properties as Financial Controller of Pelican Hill
Golf Club in Newport Beach, California and "worked his way up" to Vice President of
New Development. While at Western Golf, Ed was affiliated with such projects in
Southern California as Oak Creek in Irvine, The Meadows at Del Mar, and Ocean Trails
in Palos Verdes.
With
Adki&start
PREPARED BY: LANDMARK GOLF MANAGEMENT
his experience in golf and resort operations, Ed departed from Western Golf to
Schiller Golf Consulting in 1999. As President and Founder of Schiller Golf
42
L::
I` RFP Response - 3ilverRock Ranch
Consulting, he specialized in all areas of golf operations and development. His
consulting services consisted of Market Feasibility Studies, Financial Plans, Business
R Startup Plans, Computer System Evaluations and Web Page Designs.
Ed returned to Landmark in February 2001 as Vice President of Operations to oversee
all facets of Landmark Golf Management's operating contracts.
His educational background includes his degree from the University of Windsor in
Ontario, Canada where he received an Honors Bachelor of Commerce with a Major in
Finance and Economics, and Minor in Accounting.
Detail Resume, Ed Schiller
PROFESSIONAL EXPERIENCE
Landmark Golf Company February, 2001 to Present
Vice -President of Operations,
Indian Wells. California
• Responsible for all facets of golf operations for Landmark Golf
Company, owned, managed and consulting properties.
• Current projects to date:
The Golf Club of California - Fallbrook, California
The Ranch Golf Club - San Jose, California
Oak Valley Golf Club - Beaumont, California
Landmark Golf Club - Indio, California
Landmark Golf Club at Oak Quart' - Riverside, California
Landmark at Hemet Golf Club - Hemet, California
Mojave Resort - Laughlin, Nevada
Shadow Hills Golf Club - Indio, California
E Schiller Golf Consulting March, 1999 to February, 2001
Principal,
Riverside, California
Schiller Golf Consulting was a consulting company that specializes in
all areas of Golf operations and development. Consulting services
consist of Market Feasibility Studies, Financial Plans, Business Startup
Plans, Computer System Evaluations and Web Page Designs.
• Clients:
1. The Irvine Company - Pelican Hill and Oak Creek Golf Club.
Performed year 2000 compliance testing and upgrade for all
computer systems. Coordinated and projected managed the SBT
financial system software and hardware upgrade.
2. Spieker Properties, Black Point Partnership. Performed
miscellaneous consulting projected related to the Stone Tree Golf
Club.
3. Landmark Golf Club at Oak Quarry. Performed their startup detail
operational financial plan for years 2000 and 2001.
PREPARED BY: LANDMARK GOLF MANAGEMENT
it
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RFP Response - SUverRock Ranch
Western G Properties,
Golf Pro erties Inc. May, 1992 to March, 1999
Vice President of New Development,
Scottsdale. Arizona
• Responsible for all facets of accounting, insurance, human resources,
and financial reporting for -Western Golf Properties and their managed
golf properties. (10 projects, 270 holes, were under management
operations and 11 under construction or development and were
schedule to open in the next year).
• Responsible for all projects reporting for pre -opening, startup,
maturation and FF&E capital. In addition, responsible for business plan
evaluation during the feasibility and development stages. Schiller
performed seven startup business plan evaluations of which Western
Golf has been awarded four new construction and operating
management contracts.
• Responsible for Western Golf Properties feasibility analysis for new golf
development. Schiller performed seven market feasibility studies for
the Orange County daily fee market, Orange County private and public
golf market, Inland Empire daily fee golf market, Los Angles daily fee
market, San Francisco Bay Area daily fee golf market, Golf Shores
Alabama daily fee and semi -private golf markets and the Seattle Food &
Beverage Banquet Market.
Controller, Pelican Hill & Oak Creek Golf Clubs (Irvine Company
Properties)
Newport Coast, California
• On the management opening team for the construction of Oak Creek
Golf Club. This project had a $24 million construction budget, which
was under budget by $1.2 million, opened on time as scheduled and a
net operating margin in excess of 50 % in the first year of operation.
• Accounted for increase in annual Revenue from $4 million to $22 million
and Net Operating Profits of 30% to currently over 52%.
• On the management opening team for construction of the Ocean
Course North at Pelican Hill which included all of the Job Cost
Accounting. ($12 million construction budget)
• Responsible for all facets of accounting and financial reporting for
Pelican Hill (36 holes) and Oak Creek (18 holes) Golf Clubs.
• Implemented a Management by Objective program for all levels of
employees and management to reduce operating expenses increase
revenues and most of all, to improve customer service.
• Supervised a staff of 6 personnel including two people at Oak Creek
and four people at Pelican Hill Golf Club.
Landmark Land Company of California, February, 1986
to May 1992 System Manager, La Quinta Hotel
La Quinta, California
• Responsible for all computer operations at a large hotel complex
consisting of 640 rooms, three championship golf courses, 33 tennis
F,
PREPARED BY: LANDMARK GOLF MANAGEMENT
lei
RFP Response - SilverRock Ranch
I courts and five restaurants.
• Duties included managing a 1200 port GTE OMNI PBX phone switch,
100 port Basic Four - CLS Property Management System, 50 terminal
NCR Point of Sale System, 30 PC Novell LAN Network Software:
Lotus 123, Q&A, Word Perfect and Miracle), 10 Unysis - M&D Back
office system and all other miscellaneous Hotel systems, TCA, Credit
Card Deposits, Time Clocks, etc.
On the management opening team for Carmel Valley Ranch Resort,
r responsibilities were Point of Sales.
° On the management expansion team for La Quinta Hotel,
responsibilities included all computer systems and telecom.
Assistant Controller, Mission Hills Country'Club
Rancho Mirage, California
• Responsible for preparing all Financial Statements, Committee
Reporting and Budgeting Analysis for Mission Hills Golf Club.
• Designed and implemented a new sales journal procedure and Early
Bird sales recap for management, which is now being used in all
Landmark Resort and Country Club facilities.
• Corporate Projects - NCR Point of Sales System and golf shop
Perpetual Inventory System.
EDUCATION
University of Windsor 1981 to 1985
Ontario, Canada
Honors Bachelor of Commerce
Major: Finance and Economics. Minor: Accounting
ACHIEVEMENTS
Golf
• Winner of several amateur golf tournaments and qualified and
participated in several provincial and amateur championship.
• Played for the University of Windsor Golf Team — 1982, Provincial
Champions.
• Misc. Running: Completed 30 plus marathons/ultras and four Ironman
events.
• Coached ice and roller hockey.
• Skiing, multi -sport events, tennis, hockey, reading and bridge.
Golf Projects Ed Schiller has been affiliated with:
Alabama:
Gulf Shores (Potential Golf Project)
45
,r
PREPARED BY: LANDMARK GOLF MANAGEMENT
RFP Response - SilverRock Ranch
Arizona:
Estrella Mountain Ranch Golf Club -Goodyear
The Country Club at Prescott Lakes - Prescott
California:
Arroyo Trabuco Golf Club - Rancho Mission Viejo (Potential Golf Project)
Carmel Valley Ranch Golf Club - Carmel
Chiquita Canyon Private Golf Club - Rancho Mission Viejo (Potential Golf Project)
Hasley Canyon Golf Club - Los Angeles County (Potential Golf Project)
Landmark Golf Club at Oak Quart' - Riverside
Landmark Golf Club - Indio
Landmark at Hemet Golf Club - Hemet
La Quinta Hotel Golf & Tennis Resort - La Quinta
Lost Canyons Golf Club - Simi Valley
Mission Hills Country Club - Rancho Mirage
Mission Hills Resort - Rancho Mirage
Moreno Valley Ranch Golf Club - Moreno Valley
Oak Creek Golf Club - Irvine
Oak Valley Golf Club - Calimesa
f Ocean Trails Golf Club - Palos Verdes
Pelican Hill Golf Club - Newport Coast
PGA WEST Golf Club - La Quinta
Rancho La Sierra Golf Club - Norco
Shady Canyon Golf Club - Irvine
Shadow Hills Golf Club - Indio
Sierra Lakes Golf Club - Fontana
StoneTree Golf Club - Marin
The Meadows del Mar - Del Mar
The Golf Club of California - Fallbrook
The Ranch Golf Club - San Jose
Oklahoma:
Oak Tree Golf Club - Edmond
Oak Tree Country Club - Edmond
Louisiana:
Belle Terre Country Club - La Place
Florida:
Palm Beach Polo and Country Club -West Palm Beach
Washington:
TPC Snoqualmie Ridge Golf Club - Snoqualmie
Canada:
Three Sisters Resort Golf Club - Canmore, Alberta
* PREPARED BY: LANDMARK GOLD' MANAGEMZNT
12
I RFP Response - SilverRock Ranch
Hotels and Resorts:
La Quinta Hotel Golf & Tennis Resort - La Quinta
Carmel Valley Ranch Resort - Carmel
Palm Beach Polo Club Resort - West Palm Beach
Judy Vossler, Vice President of Marketing and Tournament
Operations
Judy Vossler began her career in the Coachella Valley in 1980 when she joined the staff
of Landmark Land Company at La Quinta Hotel, then a 76 room seasonal hotel.
Ms. Vossler served as the General Manager of La Quinta Hotel for 10 years from 1984
through 1993 and was responsible for all operational functions, staffing, expansions,
renovations, sales, marketing and community relations as well as interfacing with the
golf and tennis facilities of La Quinta Hotel, PGA West and Mission Hills.
During that period of time she was intricately involved with the design, planning and
construction of various remodel and expansion projects at La Quinta Hotel that resulted
' in a world class 640 rooms/suite full service destination -convention resort.
From 1994 through 1998, Ms. Vossler was employed by KSL Recreation Corporation in
community relations and real estate marketing, which maintained her close ties to La
Quinta Resort and PGA West.
In January 1999, Ms. Vossler rejoined the Landmark team as a Vice President of
Landmark Golf Company. Her concentration was 1)Tournament Director for the
prestigious Skins Game (1999 through 2002) and the Giddings Cup and 2)
Communications and Public Relations for Landmark. More recently she has also
become Tournament Director for the annual Betty Ford Tournament.
Throughout her career in the Coachella Valley, Ms. Vossler has been actively involved
in community development and with many non-profit and charitable organizations. In
1995, La Quinta's Chamber of Commerce named Judy Vossler "Citizen of the Year."
II & III. Experience and Contracts:
Current Management Agreements:
Landmark Golf Club (five-year contract — January 2002 to January 2007)
Indio, CA
36 holes, Daily Fee
Club phone 760-775-2000
Owner Contact (Lehman Brothers)
Harold Kliederman
Pacific Equities Group
P.O. Box 151108 415-459-7700
San Rafael, CA 94915-1108 415-454-3970 FAX
PREPARED BY: LANDMARK GOLF MANAGEMENT
13
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RFP Response - 3ilverRock Ranch
Shadow Hills Golf Club (five-year contract with five- year extension 2003 to 2013)
at Sun City Shadow Hills by Del Webb
Indio, CA 18 holes, Semi -
Private
Currently Under Construction, planned to open 2004
Owner Contact:
Paul Quill
Director of Land
Pulte Homes, Southern California
39755 Berkey Drive
Palm Desert, CA. 92211
quillp@delwebb.com
760-772-5334
760-772-5372 FAX
760-578-8191 CELL
f Henry B. DeLozier
Pulte Homes, Inc.
Vice President - Golf
15333 N. Pima Road
Suite 300
Scottsdale, AZ 85260
480-391-6204
480-391-6254 FAX
602-739-0488 CELL
The Golf Club of California (five-year contract — May 2001 to June 2007)
Fallbrook, CA
18 holes, Private
Club phone 760-451-8702
Owner Contact
William Lyon Homes, Inc.
Wade Cable, President
949-476-5410
Paradise Ridge (Owned by Landmark Land Company of Arizona)
Phoenix, AZ
2200 acre Master Planned Community currently under development
Owner Contact
Ernie Vossler, President
Landmark Golf Company
74947 Hwy 111 Ste 200
Indian Wells, Ca 92210
760-776-6688
PREPARED BY: LANDMARK GOLF MANAGEMENT
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RFP Response - 3ilverRock Ranch
The Ranch at Silver Creek (5-year contract — 2003 to 2007)
San Jose, CA
18 holes, Daily Fee
Under Construction, planning to open in May 2004
Owner Contact
William Lyon Homes, Inc.
Wade Cable, President
949-476-5410
Landmark at Hemet Golf Club (ten-year contract — 2003 to 2013)
Hemet, CA
18 holes, Semi -Private
Owner Contact
Bill Kubly, CEO
Landscape Golf Group, LLC,
1201 Aries Drive
Lincoln, NE 68512
Mobile: 402-430-6378
f - Ernie Vossler, President
Landmark Golf Company
74-947 Hwy 111, Ste 200
Indian Wells, CA 92210
760-776-6688
IV. Financial Stability:
Ernie Vossler and Joe Walser's primary business conduit is through Oak Tree Golf &
Development Company, LLC. It functions as the investment arm for the principals that
include Ernie, Joe, Johnny Pott and Andy Vossler.
Oak Tree Golf and Development Company ("Oak Tree") has investments in various
entities and Oak Tree has accomplished this without debt. As in any investment
company profitability comes through the maturation of its assets. The primary asset of
Oak Tree is its investment in Landmark Land Company of Arizona, Inc. Oak Tree holds
twenty-five percent of the outstanding stock of Landmark Land Company of Arizona,
Inc., whose primary holding is a 2500-acre development in north Phoenix, Arizona. This
development is in the midst of the premier development corridor along Scottsdale Road.
This asset is expected to reach its greatest profitability within the next two years for ten
to twelve years in the future.
Oak Tree holds majority ownership in other entities that include Landmark Golf
Company, Landmark Golf Limited Partnership and Landmark Golf Management, LLC,
which was recently formed to conduct golf management services with Pulte/ Del Webb
Shadow Hills. Through these entities, the principals apply their accumulated expertise
in golf course design, golf course construction management and golf course operations
management.
PREPARED BY: LANDMARK GOLF' MANAGEMENT
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RFP Response - SilverRock Ranch
V. Public Agency Experience:
Lake Hefner Municipal Golf Course - Okalahoma City, OK
General Manager/Head Golf Professional: Joe Walser, Jr.
Owner: The City of Okalahoma City, Ok.
Operator: Joe Walser, Jr.
B. Project Understanding and Approach:
Landmark's philosophy is to create value through quality and service. Each facility that
we manage or provide consulting services to set the standard in their respective
markets for quality. Because of our perseverance and dedication to the game of golf,
we have been able to formulate the ideas and establish procedures that have been
proven to provide excellence. Our team is. unmatched in our ability to operate golf.
facilities. We call it The Strength of Experience.
C. Scope of Services:
Our plan for day to day operations include but are not limited to:
■ Develop a competitive analysis and marketing plan with advertising schedules.
■ Install Landmark's policies and procedures for golf shop, accounting, outside
service, course assistants and starters, and golf course maintenance
departments.
■ Install Landmark's guest services standards.
■ Install golf course maintenance standards to be managed by the course
superintendent with direct support from the corporate office.
■ Evaluate all existing merchandise and adjust inventory levels and future orders
as needed. Our Director of Merchandising will provide a detailed evaluation of
the retail operations with an action plan for items needing improvement.
■ Conduct monthly site inspections and provide written report to onsite personnel
and city officials.
■ Focus on constantly maintaining the quality of all personnel hired for the
operation of the facilities.
■ Evaluate all golf programs and provide action plan for improvements.
PREPARED BY: LANDMARK GOLF MANAGEMENT 16
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RFP Response - SUverRock Ranch
■ Utilize Landmark's national account program vendors to improve profitability and
quality of retail operations.
■ Utilize Landmark's national account program vendors to upgrade any necessary
golf course maintenance equipment, ancillary golf vehicles, maintenance
transportation vehicles, and evaluate other maintenance purchasing and vendors
for operational efficiency.
■ Ensure compliance with all laws, statutes, regulations and ordinances of all
governmental entities with respect to maintenance, operation management, and
golf course usage.
■ Meet on a pre -determined schedule with City representatives to review
operational performance.
■ Implement customer service feedback program via comment cards, customer
surveys, secret shopper program, and Internet E-mail.
■ Review capital spending and provide action plan.
Landmark managed facilities provide a better product and higher levels of customer
service and overall experience than our competition. We don't attempt to apply a
standard list of products or services in a cookie cutter fashion. Areas of service
improvement that we will assure our clients are:
Golf Shop
We have the experience and know how to improve the bottom line and to enhance
the image, win awards, and enhance the buying experience for our guests.
Enhancing Community Awareness
Busy golf courses sometimes forget that they are part of a community. The
residents of La Quinta are all owners of the facilities, and we need to continue to
reach out to them and provide more opportunities for participation. Providing a
relaxed, no pressure atmosphere for women, easy access for juniors, and more
affordable programs for seniors should be at the top of the priority list.
Golf Course Maintenance
Simply put, our standards are higher. We demand more from our superintendents.
We provide them with the tools necessary to produce the best course conditions
possible. Better attention to detail will be a result of our direct involvement.
Outside Services
These individuals are often the first to greet and the last to interact with the guest.
Outside service is an important piece of the overall experience. Commission
programs, cross training between this department and the F&B outlets, first tee
greeter (starter) enhancements, improvements in the training of player assistants
(rangers) and increased offering of services by these team members such as fixing
PREPARED BY: LANDMARK GOLF MANAGEMENT
17
51
RFP Response - 3ilverRock Ranch
ball marks, course management suggestions, raking bunkers and simply being
friendly are all enhancements that will help provide the Landmark Experience.
Safety and Sanitation
Landmark Golf Company understands the complexity of laws and regulations
regarding workplace safety compliance. We have safety programs for our managed
facilities that are managed by the on site golf course superintendent and closely
monitored by the General Manager and Corporate Operations staff. Safety
meetings, impromptu tail gate meetings, training documentation,. training materials,
and audits by insurance professionals are all part of this program. Also, a custom
Best Management Practices (BMP) guideline document will be provided and
implemented.
_ Management and Operations Supervision
An operations professional based in our corporate office supervises each facility.
Site visits are performed weekly. Monthly reports include a total facility inspection,
review of recent financial results, golf course inspection with the General Manager
and Golf Course Superintendent, and when, possible, visits to the competition for
service comparisons. We encourage the owner to accompany our staff on the golf
r course and facility inspection, and schedule site visits to accommodate the owner's
schedule. A review of budget variances, pertinent financial information, marketing
programs, service issues/enhancements, and upcoming events is also shared with
the owner representative during the site visit. A detailed, graded report is provided.
Training Programs
Utilizing on site department heads under the guidance of the corporate office,
ongoing training will focus on the following:
Outside Services Operation - all areas of outside service with guest contact to
include language program, service operations from the guest viewpoint, shadowing
of all positions of guest operation including first tee greeter/starter, player assistant
and cart attendant. Recognizing areas of concern, anticipation of needs, and
empowerment. Each employee will be familiar with Landmark history and other
pertinent company information.
Golf Shop Operation - point of sale operation, tee time reservation system, phone
techniques, anticipation of guests' needs, general opening and closing procedures,
tournament operations, language program, empowerment, and Landmark
information will be discussed. A custom tailored Policy and Procedures manual will
be given to each employee.
Retail and Merchandising - training by our Director of Merchandising to include
general display, taking advantage of available space, suggestive selling,
merchandise receiving, point of sale system, budgets, retail accounting and terms,
customer service and empowerment. A comprehensive buying plan will be tailored
for each facility.
PREPARED BY: LANDMARK GOLF MANAGEMENT
18
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RFP Response - SilverRock Ranch
I.
Administration - telephone techniques, language program, payroll administration,
accounts payable, accounts receivables, banking, and gift certificates.
0
Golf Course Maintenance - general desired course conditions, attention to detail,
clubhouse grounds, awareness of guests on course, preventative maintenance, turf
management, equipment orientation, ongoing equipment training and
documentation, safety program, irrigation system, budgets, record keeping,
personnel records. A custom grounds and greens orientation manual will be given
to each employee.
The execution of proper training ensures that your facilities will remain consistent
within Landmark's standards of quality.
References
Deane Beman, Former Commissioner of the PGA TOUR
112 PGA Tour Blvd.
Ponte Vedra Beach, FL 32082
1-800-556-5400
Jim Awtrey, Chief Executive Officer
The PGA of America
100 Avenue of the Champions
P.O. Box 109601
Palm Beach Gardens, FL 33410-9601
561-624-8401
561-624-8410 FAX
Lary Litchliter, Executive Vice President
KSL Recreation, Inc.
56140 PGA West Blvd.
La Quinta, CA 92253-4600
760-564-8000 •
760-564-8005 FAX
Tom Levy
Coachella Valley Water District
P.O. Box 1058
Coachella, CA 92236
949-218-0033
949-218-0034 FAX
Tom Gustafson, Executive Director/CEO
Southern California Section PGA
36201 Champions Drive Beaumont, CA 92223
909-845-4653
909-769-6734
PREPARED BY: LANDMARK GOLF MANAGEMENT
19
53
�Y
i
RFP Response - SilverRock Ranch
a
Paul Quill
Director of Land
Pulte Homes, Southern California
39755 Berkey Drive
Palm Desert, CA. 92211
* quillp@delwebb.com
760.772.5334 phone 760.772.5372 fax
Cell. 760.578.8191
Wade Cable
William Lyon Homes
4490 Von Karmen
Newport Beach, CA 92660
949-476-5410
949-252-2505 FAX
Bill Kubly, CEO
Landscape Unlimited, LLC,
1201 Aries Drive
Lincoln, NE 68512
Mobile: 402-430-6378
Henry B. DeLozier
Pulte Homes, Inc.
Vice President - Golf
15333 N. Pima Road
Suite 300
Scottsdale, AZ 85260
Office Telephone: 480.391.6204
Mobile Telephone: 602.739.0488
Lesco
Tom Comalli, Manager National Accounts & New Construction
6832 Woodlock Way
Citrus Heights, CA 95621
888-407-4849
916-722-1157 FAX
Mojave Resort (Former owners, Club sold in May 2003)
HB Equities/Conseco
Mike Bonnet, Principal
Rob Scafura, Vice President
212-980-5510
Ank
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PREPARED BY: LANDMARK GOLF MANAGEMENT 20 54
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WORK PROPOSAL
November 2003
PREPARED BY:
,., .,
OB SPORTS GOLF MANAGEMENT ■ SINCE 1972 ■WWW.OBSPORTS.COM
56
I
November 24, 2003
Mr. Mark Weiss
( Acting Executive Director
La Quinta Redevelopment Agency
78-495 Calle Tampico
La Quinta, CA 92253
Dear Mark and Committee:
Thank you for your consideration of OB Sports Golf Management for the pre -opening
consulting services and post -opening management services for SilverRock Ranch.
We truly feel that OB Sports is the perfect fit for this high -end management opportunity.
The goal of this proposal will be to clearly illustrate our credentials, capabilities,
understanding and enthusiasm for this project. Items to expound upon in this proposal will
include:
• We are intimately familiar with La Quinta and the local and regional golf
market. Our founder and CEO, Orrin Vincent, is a La Quinta resident and has
resided in the Coachella Valley for more than 20 years. We have experience
with more than 15 courses in desert environments including Southern California,
Nevada, Arizona, Utah and Mexico.
• We have extensive experience in exactly the types of premier high -end services
being sought for this project and will meld cohesively with the existing team
members already in place at SilverRock Ranch. As we will describe, we have
already worked successfully with many of your existing team members on other
projects.
• The timing of this project is perfectly suited for our company. This will enable
us to designate our most senior staff members to this project.
• We provide all the systems, controls, buying power and marketing advantages of
a much larger company; however, we will provide the hands-on detail and
attention from the principals of our company that only a small company can
offer.
• We have tremendous enthusiasm for this project. OB Sports is a hands-on
management company privately owned by members of the executive team, and
we are highly selective with our new projects. For SilverRock Ranch, we will do
everything necessary to make this project successful.
Professional Golf Course Management, Development and Consultation • Since 1972
SilverRock Ranch Cover Letter
Page 2
In addition to answering the requirements of this RFP, we will identify various customer
segments for SilverRock Ranch, and provide some innovative concepts and ideas as to
how we plan to reach those various groups. While being first-class and of true tournament
quality, we feel it is imperative for SilverRock to stand out as unique in this highly
competitive marketplace. Although we understand that many of these items will be further
explored in the interview process, we want to make it ultimately clear our understanding
and comfort for this specific project.
Official OB Sports Contact for Proposal Process:
For the remainder of the proposal process, I will be the main contact and can be
reached at the following locations:
C.A. Roberts
7025 E. Greenway Parkway, Suite 550
Scottsdale, AZ 85254
480.948.1300 ext. 102
480.518.5000 cell phone
caroberts@obsports.com
Other RFP or Contract Issues:
- Based on our current understanding of your project needs, OB will not need or
utilize any sub consultants to carry out this work.
- Upon review of the sample contract included in the RFP, OB does not foresee
the need for any deviations or modifications.
Thank you again for your consideration of OB Sports. We look forward to the opportunity
to meet with your committee and further explore our potential role with this project.
Sincerel ,
C.A. Roberts III
VP, Business Development; Principal
{
{ STA TEMENT OF Q UALIFICA TIONS
1
E
I. A Listing of Project Personnel Including Relevant Experience and Resumes:
The work for SilverRock Ranch will be performed by the senior executives of OB Sports,
many of whom are also the principals of our company. If appropriate, we hope to be able to
introduce these individuals to the committee during the interview process.
Listed below is a diagram of the primary OB executives who will be involved with
SilverRock Ranch with a brief description of their role for this project in italics:
Orrin Vincent
Founder & CEO
OB Project Coordinator and Primary
City Liaison for SilverRock Ranch
Jamie Cook
Phil Green
C.A. Roberts
VP Finance; Principal
President; Principal
VP Marketing; Principal
Financial Modeling
Pre -Opening Guidance
Sales and Marketing
Accounting
Personnel Selection
Public Relations
Human Resources
All Golf Operations
Business Planning
Mont Warren
Tom Christy
Kris Strauss
Controller
Director of Maintenance
Director of Sales and
and Construction
Marketing
Orrin Vincent, Founder and CEO
Orrin has been a leader in the golf course management industry
for more than 30 years.
As mentioned in the cover
letter, Orrin is a current resident of La Quinta (on the Citrus
Course) and has resided in
the Coachella Valley for 20 years.
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 1 of 9
Orrin is uniquely qualified (out of the entire golf industry!) to provide strong guidance
and support to a new project such as SilverRock Ranch. He understands all aspects of
construction, clubhouse design, infi astructure, business planning, marketing, operations
and maintenance. Although Orrin is truly a specialist in each of these categories, his
strongest suit is the overall leadership he can provide to the entire development team
making everyone feel comfortable that the golf component is in good hands. He has
extensive experience dealing with municipalities and other government agencies and will
also be an excellent liaison for the City.
Due to the proximity to Orrin's home, the perfect start date for this contract, and
our great enthusiasm for this project, we are willing to commit Orrin as our
primary point of contact for the work to be performed by OB Sports at SilverRock
Ranch.
Orrin and his wife Barbara are highly active in the community. Barbara is the head golf
director for the area's Special Olympics programs. Orrin's son, O.D., is the men's golf
coach at UCLA.
Phil Green, President; Principal
Phil has served in leadership capacities in the golf industry for the past 20 years. In
addition to his successful stints as general manager and director of golf for many high
end golf clubs, Phil has served as President for OB Sports Golf Management since 2001.
For SilverRock Ranch, Phil will provide tremendous expertise to the Pre -Opening
activities. Just in the past three years, Phil has successfully prepared numerous courses
for opening including several with temporary clubhouses with permanent clubhouses
under construction.
Phil, along with Orrin, will be instrumental in the hiring process for the general manager,
director of golf or other key leadership positions at SilverRock Ranch. Once the course is
open, Phil will pmvide continual guidance to the project and will assist Orrin with
ongoing management direction.
Jamie Cook, Vice President Finance; Principal
Jamie will lead the financial modeling process and set up all accounting functions. With
more than 15 years of experience in the golf management industry, Jamie is well
qualified to provide strong financial leadership and direction to SilverRock Ranch. Jamie
has direct experience dealing with government agencies and understands the types of
reporting necessary and preferred.
Working under Jamie will be our corporate controller Mont Warren and his supporting
accounting staff in our Scottsdale home office. Additionally, Jamie will receive support
on all Human Resources issues from OB's HR Coordinator, Kati Dewyer.
C.A. Roberts, Vice President Business Development & Marketing; Principal
C.A. will coordinate the business planning process and implement all sales and marketing
efforts for SilverRock Ranch. C.A. has successfully "launched" more than 20 upscale
courses and understands all of the necessary elements involved such as early media
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 2 of 9
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relations, an effective advertising strategy, a sound sales plan and perfectly executed.
grand opening ceremonies. C.A. is familiar with the team of McMurray Marketing &
Communications and will provide support to their efforts where appropriate.
Assisting C.A. in this endeavor is OB's Director of Sales and Marketing Kris Strauss.
Kris is currently in charge of six projects for OB and has direct experience in the
Coachella Valley market (as does C.A.). In addition to his stints with OB Sports, Kris
also served as a regional marketing director for Troon Golf.
Tom Christy Director of Maintenance and Construction
Tom will provide strong guidance to the golf course construction and grow -in at
SilverRock Ranch. Tom has been based in the Coachella Valley for the past four years
and has a total understanding of desert environment growing conditions. Tom has
directed the maintenance and construction efforts at Ironwood Country. Club as the on -
site superintendent and also in a supervisor's capacity for OB.
Tom has more than 25 years of experience in the golf industry. He is a highly skilled
agronomist, an excellent trainer of on -site talent, and loves presenting a golf course in
championship -style conditions. Tom was directly in charge of the nationally televised
Fred Meyer Challenge at The Reserve Vineyards and Golf Club in Portland, Oregon, as
well as the PGA Senior Tour event in Kenmore, Washington. He loves tournament
preparation and understands the many playability and presentation issues involved.
Mark Cupit, Potential Candidate for Superintendent at SilverRock Ranch
OB is pleased to present Mark Cupit as a potential candidate for Superintendent at
SilverRock Ranch. Mark is the current superintendent for the 36 holes at Ironwood
Country Club, and is willing to come to SilverRock Ranch if selected.
Mark has been with OB Sports for five years. He served as OB's corporate director of
maintenance and construction (same function served by Tom Christy today) for several
years. He then left our company briefly to serve as Vice President of Construction and
Maintenance for Intrawest Golf for two years. During that time, Mark was directly
responsible for the construction management and grow -in of The Trilogy in La
Quinta, home of the 2003 Skins Game.
He returned to OB Sports in 2002 as the Superintendent for Ironwood Country Club and
has been directly responsible for the renovation and grow -in of both the South Course
and the North Course for the last two years.
Prior to joining OB Sports in 1999, Mark was in charge of the construction and grow -in
of the TPC Snoqualmie Ridge and also worked directly for a public agency at Meadow
Park Golf Course in Tacoma, Washington.
Mark is truly one of the top agronomists in the entire Coachella Valley and also
understands the many nuances of construction and grow -in. Although it is certainly not
mandatory for Mark to serve as Superintendent for SilverRock Ranch, we feel it is a
wonderful opportunity for the City and this project.
**********
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 3 of 9
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H. A Listing of the Number of New Contracts for Similar Services in the Last Five
Years:
In the past five years, we have added 21 new management contracts, although not all are still
in our portfolio due to contract expiration or a sale of the golf course. The majority of these
projects are highly similar to SilverRock Ranch, either in upscale prestige or in the
comprehensive nature of our services. In the right column, we will list unique or similar
facets to SilverRock Ranch:
1.
TROPHY LAKE GOLF AND CASTING, Port Orchard, Washington
Years Involved:
1999 to 2001 (sold)
Worked with Heinbuch Golf on
Style of Operation:
Public/Resort - 18 holes
this project. Interesting house
Levels of Involvement:
Design of Golf Course
used for maintenance building.
Construction Management
Grow -in & Management Contract
Ownership
2.
WASHINGTON NATIONAL
GOLF CLUB, Auburn, Washington
Years Involved:
1999 to 2001 (sold)
Wonderful modular temporary
Style of Operation:
Public/Resort - 18 holes
building. Expansive maintenance
Levels of Involvement:
Design of Golf Course
building. Host of several major
Construction Management
collegiate events.
Grow -in & Management Contract
Ownership
3.
CIMARRON GOLF RESORT, Palm Springs, CA
Years Involved:
1999 to 2001 (sold)
OB successfully built 36 holes
Style of Operation:
Public/Resort - 36 holes
and a 28,000 sq. & clubhouse in
Levels of Involvement:
Design of Golf Course
eight months! Maintenance
Construction Management
building is fabulous.
Grow -in & Management Contract
Ownership
4.
WINCHESTER COUNTRY CLUB, Auburn, CA
Years Involved:
1999 to current
Temporary building being used
Style of Operation:
Private -18 holes
while magnificent 40,000 sq. &
Levels of Involvement:
Construction Management
clubhouse is under construction.
Management Contract
5.
LAGUNA DEL MAR, Rocky Point, Mexico
Years Involved:
1999 to current
Interesting temporary clubhouse
Style of Operation:
Private - 18 holes
being built while main resort and
Levels of Involvements
Construction Management
club is being developed.
Grow -in & Management Contract
6.
RODDY RANCH GOLF CLUB, Antioch, California
Years Involved:
1999 to 2001 (sold) -
Interesting temporary clubhouse
Style of Operation:
Public/Resort
carried out in full Western
Levels of Involvement:
Grow -in & Management Contract .
,hemp
Construction Consultation
7. IRONWOOD COUNTRY CLUB, Palm Desert, California
Years Involved: 1999 to current
Style of Operation: Private - 36 holes
Levels of Involvement: Maintenance Contract
Grow -in & Construction Management on Renovation
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 4 of 9
6r)
8. RANCHO SANTA FE FARMS, San Diego, California
Years Involved:
1999 to 2000 (contract completed)
Style of Operation:
Private - 18 holes
Levels of Involvement:
Construction Management
Grow -in
9. SEVILLE GOLF AND COUNTRY CLUB, Gilbert, Arizona
Years Involved:
2000 to 2002 (contract completed)
Style of Operation:
Private - 18 holes
Levels of Involvement:
Construction Consultation
Grow -in & Management Contract
10. WE -KO -PA GOLF CLUB, Fountain Hills, Arizona
Years Involved:
2000 to current
Style of Operation:
Upscale Daily Fee - 18 holes
Levels of Involvement:
Grow -in & Management Contract
11. TUSCANY GOLF CLUB, Henderson, Nevada
Years Involved:
2001 to current
Style of Operation:
Upscale Daily Fee - 18 holes
Levels of Involvement:
Grow -in & Management Contract
12. THE RANCHES GOLF CLUB, Eagle Mountain, Utah
Years Involved:
2002 to current
Style of Operation:
Upscale Daily Fee - 18 holes
Levels of Involvement:
Construction Consultation
Grow -in & Management Contract
13. SOMERBY GOLF CLUB, Rochester, MN
Years Involved:
2002 to current
Style of Operation:
Private - 18 holes
Levels of Involvement:
Construction Consultation
Grow -in & Management Contract
14. ALIANTE GOLF COURSE, North Las Vegas, NV
Years Involved:
2002 to current
Style of Operation:
Public - 18 holes
Levels of Involvement:
Construction Management
Grow -in & Management Contract
15. THE DUKE AT RANCHO EL DORADO, Maricspa, AZ
Years Involved:
2002 to current
Style of Operation:
Public - 18 holes
Levels of Involvement:
Construction Consultation
Grow -in & Management Contract
16. THREE CROWNS GOLF COURSE, Casper, WY
Years Involved: 2003 to current
Style of .Operation: Public - 18 holes
Levels of Involvement: Construction Consultation
Grow -in & Management Contract
17. TERRAVITA COUNTRY CLUB, Scottsdale, AZ
Years Involved: 2003 to current
Style of Operation: Private -18 holes
Levels of Involvement: Management Contract
Named Development of the Year
by Golflnc Magazine in 2002.
Working with the Dahlin Group
on the clubhouse.
Interesting temporary clubhouse
for nine months. Just opened
permanent building.
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 5 of 9
63
18. LONGBOW GOLF CLUB, Mesa, AZ
Years Involved: 2003 to current
Style of Operation: Public - 18 holes
Levels of Involvement: Construction Consultation
Management Contract
19. ANGEL PARK GOLF CLUB, Las Vegas, NV
Years Involved: 2003 to current
Style of Operation: Public - 36 holes
Levels of Involvement: Management Contract
20. THE LEGACY GOLF CLUB, Henderson, AZ
Years Involved: 2003 to current
Style of Operation: Public - 18 holes
Levels of Involvement: Management Contract
21. DALHOUSIE GOLF CLUB, Cape Girardeau, MO
Years Involved: 2003 to current
We of Operation: Private - 18 holes
Levels of Involvement: Marketing and Management
Extremely innovation modular
clubhouse and cart storage
building.
Arnold Palmer design. We also
worked with Palmer Design in
the 1980's on the prestigious
Teton Pines in Jackson Hole,
WY.
Temporary clubhouse is a
restored old farm house.
Permanent clubhouse to come
next spring.
M. A Listing of the Number of Current Contracts, and the Number of Contracts
Expiring or Up for Renewal in the Next Five Years.
1. WINCHESTER COUNTRY CLUB, Auburn, CA
Reference: Linda Clifford, Owner - (916) 635-9370
2. LAGUNA- DEL MAR, Rocky Point, Mexico
Reference: Juan Kladt, Owner - 011.52.638.383.0004
3. IRONWOOD COUNTRY CLUB, Palm Desert, California
Reference: Mike Williams, GM - (760) 346-0551
4. WE -KO -PA GOLF CLUB, Fountain Hills, Arizona
Reference: Raphael Bear, Owner - (480) 816-7149
5. TUSCANY GOLF CLUB, Henderson, Nevada
Reference: Bob Unger, Owner - (702) 456-8744
6. THE RANCHES GOLF CLUB, Eagle Mountain, Utah
Reference: Shawn Dahl, Owner - (952) 892-8696
7. SOMERBY GOLF CLUB, Rochester, MN
Reference: Shawn Dahl, Owner - (952) 892-8696
8. ALIANTE GOLF COURSE, North Las Vegas, NV
Reference: Dea McDonald, Owner - (702) 914-4903
9. THE DUKE AT RANCHO EL DORADO, Maricopa, AZ
Reference: Monty Ortman, Owner - (602) 955-2424
10. THREE CROWNS GOLF COURSE, Casper, WY
Reference: Alice Kraft, Owner - (307) 472-5591
11. TERRAVITA COUNTRY CLUB, Scottsdale, AZ
Reference: Joan Burnett, Board President - (480) 488-6356
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 6 of 9
64
12. LONGBOW GOLF CLUB, Mesa, AZ
Reference: Joe Isbell, Owner - 602.889.2302
13. ANGEL PARK GOLF CLUB, Las Vegas, NV
Reference: Dave Honerkamp, Owner - (949) 219-3773
14. THE LEGACY GOLF CLUB, Henderson, AZ
Reference: Dave Honerkamp, Owner - (949) 219-3773
15. DALHOUSIE GOLF CLUB, Cape Girardeau, MO
Reference: Cord Dombrowski, Owner - (573) 335-4257
W. Demonstrate Financial Stability by Making a Statement that Accurately Reflects
your Company's Overall Profitability and its Balance Sheet Risk from Finaneial.
Leverage:
The following information summarizes the- financial results of 4B Sports Golf Management,
LLC for the year ended December 31, 2002 and for the interim six month period ended June
30, 2003.
• Total revenues for the year ended December 31, 2002 and for the six months ended
June 30, 2003 were $3,71.8,623 and $1,929,989 respectively.
• Net income before taxes was $790,618 for the year ended December 31, 2002 or
21.26% of revenues.
• Net income before taxes was $496,384 for the six months ended June 30, 2003 or
25.72% of revenues.
• The company anticipates that cash flow from operations is sufficient to fund ongoing
operating requirements for the foreseeable future.
• The company does not carry any long term debt on the balance sheet.
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 7 of 9
V. Ezperience with Public Agencies Golf Course Management Including Names
and Current Phone Numbers for Listed Projects:
OB Sports has been involved with numerous municipalities and public agencies and has
always had effective and positive relationships.
Three Crowns Golf Club, Casper, Wyoming
• OB is currently supervising final stages of construction and growing in the
golf course for Three Crowns Golf Club in Casper, Wyoming. Three Crowns
is part of an impressive redevelopment project being directed by the Amoco
Reuse Joint Powers Board, which is composed of several city officials.
During the interview process and now as part of our monthly reports to
ownership, OB meets with all of the top city officials including the city
manager, city representatives and mayor.
• Our primary contact for the Joint Powers Board is Alice Kraft. Her phone
number is (307) 472-5591. If desired, she could certainly direct the
committee to additional city representatives as further reference for OB's
ability to serve and communicate with the city.
Aliante Golf Club, North Las Vegas, Nevada
• OB was hired by North Valley Enterprises in 2002 to perform comprehensive
construction management and pre -opening management services for a new
project named Aliante Golf Club in North Las Vegas. Although North Valley
Enterprises is not a public agency, they have a Development Agreement with
the City of North Las Vegas whereby the city will take over the golf course
(including inheriting the management contract) at the end of one year per the
terms of their Development Agreement. Therefore, as part of our business
planning, we have met several times with the city to review our programs
and make certain they are in compliance with their goals and standards (such
as appropriate resident rates for North Las Vegas residents). As a pre-
requisite to our contract signing, we were interviewed by the city since we
will be working directly for them after a given period of time.
• Our contact with the City of North Las Vegas is Mike Henley 702.633.1171
and Greg Rose 702.633.1004.
Angel Park Golf Club, Las Vegas, NV
• During the 1990's, we owned the golf operation at Angel Park. Our
relationship was a 50-year management agreement with the City of Las
Vegas. OB Sports funded the development of the project while all long-term
assets and improvements are owned by the City. As part of our agreement,
OB Sports paid the City a land license fee on an annual basis. During that
time, we worked closely with the city to make certain our rates were in
compliance with agreed upon'standards in the market and that appropriate
resident rates were maintained.
• Today, we manage the golf course under third -party contract for Pacific Life
Insurance (949.219-3773).
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 8 of 9
•
Other past city relationships include the following:
• City of San Diego (Torrey Pines Golf Club) — OB Sports was hired by the City
Council to build the clubhouse and driving range and to operate the golf course
from 1987 to 1990. Torrey Pines is one of the nation's most popular and
successful municipal facilities and annually plays host to the PGA Tour's Buick
Open and will host the U.S. Open in 2008.
• City of Incline Village (Incline Village .Golf Club) — From 1981 to 1988, OB
Sports leased and operated the golf course owned by the City. We built new
greens, made improvements to the golf course and owned all concessions.
• City of Wendover, Nevada — From 1985 to 1989, OB Sports built and operated
this municipal course.
• City of Seattle, Washington — In 1997, OB Sports assisted with the re -design
and construction of some of the City's municipal courses.
Conclusion on Qua li ications
A brief summary of OB's unique qualifications for SilverRock Ranch include:
• Experience with more than 34 prestigious high -end courses, most of them on
the west coast
• Experience with more than 15 courses in desert environment.
• Direct experience and local knowledge in La Quinta and Coachella Valley
• Past experience with Arnold Palmer Design on three courses
• Current activity with The Dahlin Group
• Experience with McMurray Marketing Services
• Experience with Heinbuch Golf
• 18 construction management and grow -in projects in the past five years
• Responsible for design of 14 maintenance buildings in the past five years
ranging in size from 5,000 to 14,000 square feet.
• 15 clubhouse designs in the past five years ranging from 3,500 to 40,000
square feet
• 6 with temporary clubhouses in the past five years
Much more importantly, however, are the specific individuals assigned to spearhead
this project for OB Sports. They comprise the four principals of the company
including our founder Orrin Vincent, who will serve as the primary OB Coordinator
and City Liaison for SilverRock Ranch.
OB Sports Proposal - STATEMENT OF QUALIFICATIONS - Page 9 of 9
67
PROJECT UNDERSTANDING AND APPROACH
As a manner of identifying our project understanding and approach, allow us to provide some broad goals
we would have for the project through our involvement:
1. PROVIDE STRONG LEADERSHIP
A. We know what we're doing! We can and will anticipate unique challenges and problems.
When issues occur, we will effectively and quickly solve those problems before they become
larger. We will provide clear guidance to the project based on the skills and experience of the
specific individuals we will assign to this project including the four principals of our
company. We will add further detail in the Scope of Services section on following pages.
B. Work well with the existing development team of consultants developing an atmosphere of
camaraderie and idea sharing.
C. Create organized systems and controls for the project to keep it on time, on budget and per
the overall goals. OB will accomplish this through systematized checklists, timelines, policy
manuals and employee handbooks, supported once again by our experience and know how.
D. CONRAUMCATION! ! Nothing will be more important to help guide the overall golf effort
and to bring the total team together, including the city officials.
21 IDENTIFY, DEVELOP AND SERVE THE POTENTIAL CUSTOMER
BASE
Although we will seek to expand upon this concept with the help of the city, we see the SilverRock
Ranch project as much more than a golf course operation. Our vision is to create a place for people of
the area to do the following:
•
to gather
•
to recreate
•
to learn
•
to eat
•
to spectate
•
to shop
•
to socialize
• _
to support the community
•
to participate
Based on our experience, we can accomplish all of this within the confines of a truly high -end world
class facility. Just because we present the highest of quality doesn't mean we can't still create an
energetic, comfortable and friendly atmosphere for all of our local participants and visiting guests.
Our first goal will be to identify all of the potentials customers, or users, of the facility. Then, we can
develop specific programs for each of these users tailored to their specific needs.
OB Sports Proposal - PROJECT UNDERSTANDING AND APPROACH - Page 1 of 5
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1
Note: Please know that all of these concepts listed below will be developed in accordance with the
goals and desires of the City and after much more consideration by the entire team.
La Oninta Residents - Occasional Golfers
We will develop special prices for residents of La Quinta. With reasonable access (i.e. 5 days), they will simply
present proof of residence to receive. the special resident rate. These resident programs will be available without
the purchase of any card.
La Quinta Residents - Frequent Golfers
For fi-equent playing residents, we will develop a special annual card whereby their discount is even greater
based upon quantity and activity. For example, if an overall SilverRock Ranch Golf Card is developed with an
annual fee, then La Quinta residents will be able to purchase this card at a lower rate (i.e. purchase the card for
$89 versus $199 for non-residents).
OB Sports Proposal - PROJECT UNDERSTANDING AND APPROACH Page 2 of 5
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La Ouinta Residents - Shop. Dine or Social Only
We will develop special incentives for La Quinta residents to shop, dine or participate in other functions. We
may consider discounts with proof of residence, or, we may also develop certain dining functions or occasions
targeting local residents (i.e. special shopping days for residents such as Mother's Day or other holidays).
Coachella Valley Residents - Frequent Golfers
We will propose an annual card program for SilverRock Ranch to involve frequent golfers in the area. This card
will provide significant discounts for players willing to make tee times within a limited time period (i.e. 3 days).
This program has proven beneficial at other OB-managed properties by helping us fill the off-peak times or off-
peak seasons on the tee sheet. As mentioned above, we will sell this card for an annual fee and then offer a
discount on the annual fee to La Quinta residents.
OB Sports Card programs are much more than just a discount card. We will develop extensive activities for our
cardholders to make them feel like "members" of the golf club. These activities will include special
tournaments on an annual basis, with some smaller functions on a monthly or even weekly basis during certain
times of the year. We will also provide a "Value Pak' for each cardholder whereby we will negotiate certain
discounts and benefits for our cardholders at participating retail facilities throughout the Valley.
SilverRock Ranch Hotel or Casita Guests
We develop special stay and play packages with the SilverRock hotel and casitas. In addition to pricing and/or
access advantages, we will develop a seamless interaction between the experience at the hotel and the golf
course. Guests will have their clubs handled for them, and their every need will be anticipated. When group
events are scheduled at the hotel, we will make certain the entire experience is well coordinated.
Resort Guests in La Quinta
We will develop similar packages with special hotels and resorts in La Quinta. In similar situations, we have
developed a tiered system whereby the special rates or privileges are based upon the quantity of business we
expect or receive from each resort. We will prioritize La Quinta resorts based upon the City affiliation and do
everything possible to become the true center of public golf in the area..
Resort Guests in Coachella Valley
We will extend some of the benefits extended to La Quinta resorts to the entire Valley seeking to align with
resorts and hotels of similar quality to our golf operation. OB has tremendous experience marketing with the
entire Coachella Valley resort network and has personal relationships with the GMs, Sales Managers,
Concierges and Bell Desk personnel that will prove beneficial to SilverRock Ranch.
General Visitors to the Area
We will develop unique concepts to draw recognition to SilverRock Ranch making it a special tourist
destination in the Valley. The most important component will be value, which will be achieved by offering a
reasonable greens fee as compared to the truly upscale conditions and surfaces. Other ideas may include
providing a special gift for each tourist greens fee (i.e. no special prices) such as a poster of the golf course or a
special book or memorabilia from Arnold Palmer.
Groups - Corporate or Charity Functions
We will develop special packages to aggressively sell group outings. Group business is highly valuable because
they fill large blocks of the tee sheet; they typically book far in advance; will play in inclement weather, and are
strong candidates to rebook, saving future sales and marketing expense. OB has 30 years of experience
soliciting and serving group business and will provide clear guidance to this process. OB will present its unique
OB Sports Proposal - PROJECT UNDERSTANDING AND APPROACH -Page
r�3 of 5
o
}
i
"Charity All -Stars" program to the area whereby we will host special events at SilverRock Ranch educating
potential event coordinators as well as local businesses and service groups.
Juniors. Schools, Special Olympics
SilverRock Ranch will reach out to the community to involve certain segments of the golfing population. These
will include a variety of junior programs with special tournaments, meaningful instruction, etiquette
' development and clinics. We will reach out to the area's schools and offer a place to practice, compete and
learn. We will consider the involvement of the area Special Olympics for practice programs and for events.
Professional Golfers
The Coachella Valley is home to a wide range of professional golfers needing a place to practice and hone their
skills. In addition to PGA Tour players, we will also consider reaching out to the various Development Tour
players. Many of these will become stars of the future and will appreciate the loyalty shown to them in their
early days. In some cases, these development talented players can even serve a role in the golf course operation,
and are certainly ideal for clinics to assist our trained instructors.
3. MAKE THE FACILITY STAND OUT AS TRULY UNIQUE
With more than 15 courses in La Quinta, and 100+ in. the Coachella Valley, it is imperative to stand
out as innovative and unique. This is easy to say, but sometimes tough to accomplish. The Coachella
Valley is truly one of the highest quality (and most competitive) golf markets in the entire world.
Furthermore, La Quinta is the epicenter of this golf hub.
One of the primary methods for standing out as unique is to provide spectacular maintenance. The
health of the turf is certainly the primary ingredient, but next comes the presentation which can be
greatly influenced through special grooming techniques. OB will work closely with Palmer Golf
Design to determine the desired playability and presentation desired by their team. Furthermore,
budget will be considered before any maintenance practices are final. Ideas may include:
• Triplex mowing of the fairways (versus fiveplex) - this will provide for a tighter
"striping" of the fairways.
• Hand -mowing greens, tees and all sloped approaches. This would present
tremendous visual appeal throughout the property.
• Hand -rake all bunkers.
• Paint the edges of the cup white everyday. This creates a PGA Tour type of
experience for every golfer.
• Using a roller on the greens.
• Provide tournament conditions everyday. More importantly, our starter or course host
will make sure to point out to our golfers the ingredients on the course that are found
in true tournament conditions. These may include speed of the greens, firm playing
surfaces or challenging roughs.
Other ideas to help SilverRock Ranch stand as unique may include the following:
a. White Jumpsuit Caddy pro
gram
A great caddy program provides prestige and recognition to .the project. It can enhance the
"tournament feel" of the project and make the overall experience much more special. A great
caddy program can also provide interesting jobs for local residents of all ages.
OB Sports Proposal - PROJECT UNDERSTANDING AND APPROACH- Page 4 of 5
71
b. Morning Calisthenics
Given the early morning nature of many La Quinta residents (especially the elderly or active
adults), we would propose a morning calisthenics program on the driving range. Even for
non -golfers, this may be a wonderful opportunity to involve local residents in the facility who
could enjoy an exercise program followed by a special clinic or breakfast event.
c. Coaches Club on Saturday Mornings
This is a concept utilized at other OB properties where we host weekly clinics for two levels
of golfers: true beginners to the game, and intermediate players still seeking more knowledge.
In addition to golf instruction, these clinics discuss golf etiquette, protocol and other game
enjoyment aspects. These clinics are a wonderful method of introducing people to the game
and developing long-term loyal customers.
d. Departing Gift for Tourists
We may consider offering a special departing gift for guests paying the full peak greens fee.
This could include a poster of the course, an interesting course trinket, or possibly some
Arnold Palmer memorabilia.
e. SpecialOlympics
Given OB's relationship with the Special Olympics (through Orrin's wife Barbara), we might
propose having SilverRock Ranch serve as- the regional home for that organization.
f. Other "Home Course" Affiliations
OB will explore all opportunities for SilverRock Ranch to serve as the home base for valued
organizations. This may occur through hosting the annual championship for certain
organizations, or possibly even through on -site placement of a home office.
4. SATISFY THE GOALS OF THE CITY
In developing the golf course and overall operation, OB will work closely with the City to determine
its true goals for the project, both short-term and long-term. Each and every decision related to the
business planning and implementation of policies and procedures will take into account these shared
goals.
Based upon our understanding of the project to date, we see the following as key goals to focus upon:
• A Truly Spectacular & First -Class Operation
• Unique Special Touches
• Creative and Beneficial Uses for La. Quinta Residents.
• Support the Hotel and Other Commercial Uses on -site
• Developing Long -Term Customers
• Satisfy the Revenue Goals for the City
• Community Contributions
• Prestige for the City
OB Sports Proposal - PROJECT UNDERSTANDING AND APPROACH Page 5 of 5
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Based upon our inquiries into SilverRock Ranch over the past year, our review of the website, our
attendance at the Pre -Proposal Meeting, and discussions with various consultants and team members
affiliated with the project, OB Sports has an excellent understanding of the Scope of Services requested
by the City. Using the RFP as a guide, we will provide brief responses to each topic listed in the Scope of
Services section, with the hope of being able to expand upon these thoughts during the interview process:
1. Pre -Construction or Pre -Opening Services
• Review and offer comments on the construction plans and specifications for the golf course, temporary
clubhouse, maintenance building and restrooms from an operational perspective.
In the past five years, OB has assisted with 18 high -end golf course construction projects; 6 temporary
clubhouses; 14 maintenance buildings; and numerous on- course facilities. We will assist with project
timelines, organization and value engineering.
• Assist the Building Architect in the floor plan programming of the temporary clubhouse and maintenance
building.
OB is currently working with the Dahlin Group on a smaller (yet stylish) clubhouse in North Las Vegas. In
the past five years, OB has assisted with the design of 15 upscale clubhouses ranging in size from 3,500 to
40,000 square feet. We understand the delicate balance between style and functionality and will prepare
the buildings for every use necessary by the ultimate operation.
• Coordinate with the Marketing Consultant on a pre -opening marketing plan, score card design and printing,
yardage guide design, media relations and grand opening.
OB has worked with Carol Ackerman and has confidence and comfort in her abilities. Over the past, five
years, .OB has prepared more than 16 high -end courses for opening. Our relationships with leading
vendors, printers, sports writers and other marketing agencies will provide opportunities for savings and
assure quality. We have extensivg checklists for pre -opening supplies and images to make sure it's kept on
a proper timeline and that nothing is missed.
• Initiate corporate outings and special event sales and provide a system for the City to monitor monthly
progress.
For 30 years, OB has excelled at reaching and serving the corporate outing business, including the
Coachella Valley. Some of our more recent courses run more than 15, 000 group rounds annually. We have
controls in place to systematically solicit this target market, coordinate on -site sales meetings and schedule
the event. The real key is to take such great care of the event (and event coordinator) that they rebook for
the following year. OB will provide detailed reports to update the City on the prospective and scheduled
bookings. Through our interactive website, we will update frequent customers so they will know when the
course is being utilized for events.
• Assist the City in development of pricing strategy.
Obviously, this is a critical component. The key to effective pricing is to truly understand the market. OB
understands the current status of the local market and can also provide insight from trends in comparable
markets such as Las Vegas or Phoenix. We also understand from 20 years of local experience the trends
that have occurred in the Coachella Valley and mistakes made in the past that should be avoided. As
mentioned in the Project Understanding section of this proposal, OB will develop specific programs for
different customer segments and attempt to utilize the full tee sheet on a 7-day, 12 month basis.
OB Sports Proposal - SCOPE OF SERVICES - Page 1,Qf
Provide an operations manual, employee handbook, and job descriptions -for each position. Each of these
requires City approval.
OB has all of these documents already prepared and even customized for California. We will share these
with the City when appropriate.
• Hire the maintenance and grow -in staff in anticipation of receiving grassed holes. The golf course
superintendent should be hired prior to drainage and irrigation system installation. The Superintendent shall
be a current class "A" members in good standing of the GCSA. The management firm should provide a
seamless transition from the contractor when the golf course is completed.
As mentioned previously, OB is prepared to present Mark Cupit as the Superintendent for SilverRock
Ranch. Mark is currently the Superintendent for the 36 holes at Ironwood Country Club. He also served as
the Construction Manager for The Trilogy in La Quinta. Mark has extensive experience working with
public agencies as well. If Mark is not chosen as the Superintendent, OB has a very deep and strong talent
pool from which to draw. Given the premier status and location of SilverRock Ranch, this will be a very
prestigious opportunity for any Superintendent.
• Coordinate with the City the purchase of all maintenance equipment, fertilizer and other supplies, including
irrigation parts, maintenance building set-up, signage and practice range needs. All purchasing discounts
available to the management firm shall be passed on to the City.
OB has excellent national account buying programs with all of the leading vendors and suppliers of
maintenance and golf operational supplies and equipment. Our discounts will present significant savings
to the City on initial purchases as well as ongoing parts and supplies. In many cases, through our
relationships with these vendors, we can keep various supply items on -site through consignment and only
be billed .when the items are utilized by the operation.
2. Post -Opening Services
• Maintain and operate the golf course and ancillary facilities in a first-class manner consistent with the
quality expected in a premier golf resort in accordance with standards established by the City.
Upscale golf operations are the only type of product with which OB has been affiliated since 1972. Some of
our daily fee courses command greens fees near $200 and some of our private clubs are the most exclusive
in the nation. We fully understand the City's goal to present a first-class, high quality product to the
market. We plan to implement those standards in full within in a friendly, comfortable atmosphere.
• Assist the- City in negotiating arrangements with concessionaires, licensees, tenants and other users of the
facilities.
OB has worked with every type of concessionaire possible in a golf operation, and in many cases have been
the concessionaire. We understand all of the necessary elements towards obtaining appropriate licenses to
operate the facility.
• Maintain an appropriate level of supplies for the facility and its customers.
Through our checklists and well -trained staff, OB will constantly have the appropriate supplies on hand to
serve the many needs of our customers.
• Hire, train and supervise the staff necessary to manage and operate the facilities.
This is likely the most important decision for any operation to put the right people in place. OB will
identify supremely talented individuals to come to SilverRock Ranch. If attrition occurs, OB will quickly
replace those individuals with comparable talent who already understand our goals and standards.
OB Sports Proposal - SCOPE OF SERVICES - Page 2 of 4
74
1
• Prepare and submit to the City an annual operating budget including expenditures for facility operation and
maintenance, repairs and alterations, furnishings, equipment and operating inventory, advertising sales and
business promotion and a five (5) year capital improvement program.
Given our extensive experience, OB is highly skilled and capable of this preliminary, and ongoing,
budgeting process. Because we have also owned 7 golf courses, we understand the financial implications
from an owner's perspective. We have been told from respectable sources that our financial reporting
mechanisms are as fine as any public agency (although we are privately held). Our reporting mechanisms
have proven satisfactory for public agencies and major banks as well.
• Provide a general manager for the Golf Course to be responsible for the day to day management who shall
reasonably be available during normal working hours.
OB already has several top candidates in mind for general manager. Our goal will be to find someone with
not only the skill and talent for the job, but also someone who will emotionally attach to the project and
develop deep roots in the community.
• Provide a director of golf who is a current Class "A" member in good standing of the PGA or Ladies PGA.
Given our current talent pool in our company, combined with our extensive connections throughout the
industry, OB is able to place strong leaders in these key positions. Because we are owned by executives
who have served these on -site jobs themselves, we are able to relate to the unique needs and challenges of
the position and the people. we manage.
• Provide USGA golf handicap services to both men and women golfers who patronize the facility.
This is done at all of our facilities.
• Provide starter services in golf shop including assignment of tee times and carts and the collection of fees.
This is done at all of our facilities.
• Provide paid marshals when course is open for play to closely monitor and control speed of play.
This is done at all of our facilities. We will also implement additional programs for pace of play such as
timing updates at the turn. In some cases, we have provided challenges and incentive opportunities for our
customers to finish on time. The main ingredient to managing speed of play is to understand the design and
playability of the golf course and to manage accordingly.
• Provide certified PGA or Ladies PGA instructors for golf lessons.
This is done at all of our facilities.
• Manage Food and Beverage operations in the temporary clubhouse and on the golf course. Comply with all
state and local law governing the sale and distribution of alcoholic beverages. Obtain and maintain all
necessary food and beverage permits from the County of Riverside Department of Health.
Although OB's true roots are in the golf business, we have also become experts at managing the food and
beverage at a golf facility. It is a delicate balance between serving the needs of the non golfers, while
protecting the overall value for the golfer who has already paid a substantial greens fee. All of OB's food
and beverage operations (at public facilities) are operated to a profit. We fully understand the local and
state governing alcohol sales. OB currently holds 6 liquor licenses in our own name as a benefit to our
clients. OB will also serve a great function in analyzing and ordering the kitchen equipment for the
temporary and permanent clubhouse.
OB Sports Proposal - SCOPE OF SERVICES - Page 3 qf�
• In cooperation with the City staff, develop and implement financing and accounting procedures necessary
to accurately account for all income and expenses.
OB's financial controls and procedures are as fine as you will find in the entire golf industry. We currently
( manage all of the accounting functions for 8 different courses out of our centralized accounting office in
Scottsdale. In cases where on -site personnel are more fully utilized, we implement modern technology
t allowing OB and the owner to receive timely updates via email and/or live updates. Our monthly reports
include variance reports from all department heads and a summary report from the general manager.
• Provide systems allowing Finance Department to link into the Golf Course financial records at any time.
OB has these systems and will share with the City.
• Have demonstrated experience in preparing and managing a golf course in a manner required by PGA Tour
specifications.
Preparing a course for a major tournament is not only one of our strongest suits; it is also one our favorite
endeavors! OB has hosted tournaments at every imaginable level ranging from USGA Championships,
PGA Tour, LPGA Tour, Development Tour, PGA Sections, State Opens, Major Collegiate Events, Major
Junior Events and Local Events of every kind. We also specialize in "made for TV" events such as the
nationally televised Fred Meyer Challenge.
Preparing for a major event requires several different areas of focus. First is the golf course. It must be
maintained appropriately (usually with narrow fairways, challenging roughs, firm playing conditions and
perfect greens). Second is the appropriate consideration for crowd control, concession placements,
grandstands, corporate tents, TV towers, cabling, etc. Third is the extensive marketing, sales and on -site
promotion that will occur. Fourth is volunteer recruitment and overall hospitality. In our opinion, there is
no better marketing medium than a well -run, well promoted tournament. It shows off your facility to your
entire customer base in a highly personal and entertaining fashion.
• Have demonstrated experience interfacing with "5-Star" quality hotel management in accommodating hotel
guests golf play.
OB has extensive experience dealing with the many high -end resort and hotels in the Coachella Valley. We
also have great experience dealing with many equally exclusive resorts in parts of Scottsdale, Las. Vegas
and Lake Tahoe. We understand how to seamlessly manage the transition from the "5-star" hotel to our
golf facility. We will arrange programs for the customers to never have to handle their bag and to have full
"concierge" services throughout their stay.
DESCRIPTION OF OR SPORTS' CURRENT WORKLOAD
Although OB is one of the industry's most successful and fastest growing management companies, we are
highly selective in choosing our new projects and managing our growth. It is important to us the project
meets certain minimum standards in regards to quality, and that the goals of the ownership group are
aligned with our goals as a company. At SilverRock Ranch, both of these are certainly the case.
Another critical element in our business is timing. Certain types of projects take more time than others.
Typically, new construction is the most time consuming and certainly draws upon specific individuals in
our company. In 2003, OB Sports has successfully grown -in and opened five projects. Two of our other
new contracts, Three Crowns and Pacific Gailes, are not scheduled to open until spring of 2005.
Therefore, with a contract start date of February, 2004, and an opening planned at the end of that year,
SilverRock Ranch is perfectly suited to receive the full attention of our key executives and construction
personnel. Ongoing, the project will be reasonable to manage due to the proximity to Orrin Vincent (who
resides in La Quinta) and to Ironwood Country Club in Palm Desert.
OB Sports Proposal - SCOPE OF SERVICES - Page 4 of 4
76
:TROONGOLr
ATTACHMENT 2
Via Morning Priority Federal Express
November 25, 2003
Mr, Mark Weiss
Assistant Executive Director/ Project Manager
La Quinta Redevelopment Agency
78-495 Calle Tampico P.O. 1504
La Quinta, California 93353
Re: Troon Golf Cost Proposal - SilverRock Ranch
Dear Mr. Weiss:
Troon Golf, L.L.C. ("Troon") is pleased to send you this Cost Proposal, which sets forth the fee structure
for Troon to provide Development/Construction/Pre-Opening Services for, and to enter into a management
agreement to manage on behalf of La Quinta Redevelopment Agency ("Owner"), that certain golf facility,
located in La Quinta, California and known as SilverRock Ranch.
1. Development/Construction/Pre-Opening Services. Troon *Golf shall provide the development,
construction and pre -opening services described in the Work Proposal, in connection with the development
of the golf facility at SilverRock Ranch in exchange for a fee equal to $7,000 per month, to be pro -rated for
any partial month. The development, construction and pre -opening services are anticipated to begin as
soon as reasonably possible, and continue until the opening day of the golf facility at SilverRock Ranch.
2. Management Agreement Base Fee. Troon Golf shall provide the management services described in
the Work Proposal, in connection with the management of the golf facility at SilverRock Ranch in
exchange for a Base Management Fee of $6,500 per month, to be pro -rated for any partial month. The
Base Management Fee shall begin on the opening day of the golf facility at SilverRock Ranch and continue
for a term of five (5) full years. The Base Management Fee shall increase annually by CPI.
3. Management Incentive Fee. Troon Golf shall receive an Incentive Management Fee equal to two
percent (2%) of gross revenues generated from the golf facility paid monthly.
Subject to Owner's approval, all reasonable out-of-pocket expenses incurred by Troon in providing the
Development/Construction/Pre-Opening and Management Services, such as travel (at coach rates), mileage
and lodging expenses, shall be paid by Owner within thirty (30) business days of Troon's presentation to
Owner of an invoice for such expenses.
Thank you for your time and consideration.
Very truly yours,
Y
Andrew J. Jerso
Vice President
Business Development
Management - Development - Marketing
15044 North Scottsclale Roacl, Suite 300 - Scottsdale, Arizona 85254
Tel 480.606.10oo - Fax 480.606.1oio 77
November 26, 2003
i ,anclmark
Mr. MarK w eiss
Acting Executive Director
La Quinta Redevelopment Agency
78-495 Calle Tampico
La Quinta, CA 92253
Re: SilverRock Ranch Fee Schedule
LANDMARK , pre -opening g re-o enin operations,
Golf Company Pre -construction Services. Grow-inmarketing, p p g p
Advisory Board coordination with the RDA and City representatives
Robert Wagner
Chairman ❑ Upon execution, Landmark will begin its contracted duties immediately and
Johnny Bench give input to the completion of grow -in free of charge.
Rick Dees
Bill Devane
John Elway Post-o�Iening Services:
Larry Gatlin
Ed Marinaro o Upon opening of the first golf course, Landmark will be paid a total of
Dr. Gil Morgan
Don Ohlmeyer $7,500 per month for operations management.
Mike Shanahan ❑ Upon the beginning of construction of the second golf course, Landmark's
monthly fee will increase to $12,500 for Pre -construction Services and
operations management.
o Upon the opening of the second golf course, Landmark's monthly fee will
increase to $14,000 for operations management.
❑ At the one-year anniversary date from opening of the second golf course,
Landmark's- monthly fee will increase to $16,000 for operations
management.
❑ At the two-year anniversary date from opening of the second golf course,
Landmark's monthly fee will increase to $18,000 for operations
management.
Landmark will provide the employees and be reimbursed fully by SilverRock Ranch
for all employee costs. The dollar amounts above are net to Landmark monthly.
SilverRock Ranch will own the inventories, FF&E, golf carts and all maintenance
equipment.
Phone (760) 776-6688 — Fax (760) 776-6686
Landmark Golf Management
74-947 Hwy 111, Suite 200
Indian Wells, CA 92210
74-947 Highway 11 1 • Suite 200 • Indian Wells, California 92210
Phone (760) 776-6688 • Fax (760) 776-6686 wwwlandmarkgolf.com (r�
8,
COST PROPOSAL FOR SIL VERROCK RANCH
Thank you for your consideration of OB Sports Golf Management for the management of the SilverRock
Ranch Golf Facility. As stated in our Work Proposal, OB Sports feels that it is perfectly suited for
SilverRock Ranch and is highly enthusiastic about this golf management opportunity. With that same
enthusiasm in mind, we offer the following Cost Proposal:
Pre -Opening Construction Consultation, Grow -in, Marketing and all Pre-Openinp-Operations
OB proposes a consulting fee of $8,000 per month for the scope of services pertaining to construction
consultation, grow -in, pre -opening marketing, and pre -opening operations starting from the contract
commencement date to opening day.
Management Fee Once the Course is Open
Based upon our review of the sample contract, OB does not foresee any need for deviations or
modifications. Similar to section 4.0 in the sample contract, OB proposes the following combination of a
Fixed Management Fee and a Percentage Management Fee once the course is open for play:
Fixed Management Fee
OB proposes a fixed management fee of $7,000 per month. Per the terms used in the sample
contract, this fixed management fee shall be increased annually on July 1 of each Operating Year
(the "Adjustment Date") in accordance with the percentage increase, if any, in the Index for the
month of May immediately preceding the Adjustment date as compared to the Index for the like
month of the previous year.
Percentage Management Fee
For each annual period during the Management Term (proposed as 60 months), OB proposes to
receive 5% of that portion of the Gross Revenues (as defined in section 4.1.3 of the sample
contract) derived from the operation of the Golf Course that is in excess of $2,500,000; provided,
however, that in no event shall the Percentage Management Fee, for any annual pay period during
the Management Term, be greater than an amount equal to 50% of the Fixed Management Fee.
Development of a Player Development Fund through OB's Proceeds
As a manner of illustrating our enthusiasm for SilverRock Ranch, as well as our commitment to growing
the game of golf, OB would like to propose that 25% of the amount we receive for our annual Percentage
Management Fee will be contributed into a Player Development Fund at SilverRock Ranch. With City
approval, we would desire to form a committee comprised of OB and City officials (equal representation)
and together decide on the best use for these funds. Concepts we have considered include:
• Development of an Orientation Center for New Golfers
• Development of Special Events, Clinics or Functions for New Golfers
• Contributions to worthy charities or organizations dedicated to growing the game
Thank you once again for your interest in OB Sports Golf Management We look forward to your comments.
OB Sports Proposal - COST PROPOSAL - Page 1 of