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Item 16 Approval of the shortlisted firms for Interviews for RFP #25-006
City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 Phone: (407) 905-3100 ▪ www.ocoee.org STAFF REPORT Meeting Date: September 16, 2025 Item #: 16 Contact Name: Joyce Tolbert, Olena Stokych Department Director: Vanna Lawitzke Contact Number: Ext. 1516, Ext. 1521 City Manager: Craig Shadrix Subject: Approval of the Shortlisted Firms for Interviews for Request for Proposals (RFP) #25- 006 Lease and Operation of the Forest Lake Golf Club. (Procurement Manager Tolbert) Background Summary: In compliance with the City of Ocoee (City) Purchasing Code Chapter 21, the City solicited proposals from qualified firms to perform all services identified in RFP #25-006 Lease and Operation of the Forest Lake Golf Club. For the purpose of securing a lease agreement with a qualified golf operator as the new tenant to operate, maintain, and market the city’s municipal golf course and related facilities known as Forest Lake Golf Club, which is comprised of an 18-hole championship golf course, driving range, practice green(s), maintenance facility and cart barn, clubhouse, golf shop, restaurant, and other related facilities and improvements, all as further specified and designated by the City, in the City’s sole discretion. Forest Lake Golf Club originally opened in early 1995, Forest Lake encompasses 229 acres of Florida’s sandy ridges. This is one of the few Florida golf venues operating as a standalone course not associated with a resort or housing. The new tenant will be required to perform services including, but not be limited to: provide a high-quality golf experience with an emphasis on excellent course playability and exceptional customer service; properly maintain the golf course and all facilities to preserve and enhance the City’s investment: effectively and efficiently operate the Club golf operations, pro shop, restaurant, and grounds maintenance facilities to achieve acceptable profitability; market and promote the Club to increase market share and profit potential, including family and youth golf participation programs; develop and implement recommendations for a capital improvement master plan to update, enhance, and expand facilities to attract additional play and usage of clubhouse amenities. The RFP was advertised on June 1, 2025, a Mandatory Pre-Proposal Conference was held on June 16, 2025, and the RFP was publicly opened on August 5, 2025. There were six (6) responses received. The City’s Owner’s Representative, Mr. Robert Utsey, Principal, ZHA Incorporated, and City Procurement Staff reviewed the proposals and all were considered responsive, see the attached Checklist. Attached are the six (6) responses, excluding financial statements which are confidential and exempt from public records. The six (6) responses were evaluated by the RFP Evaluation Committee appointed by the City Manager, which consisted of five (5) members: Michael Rumer, Assistant City Manager; Michael Trent Hopper, Assistant Utilities Director; Mark Johnson, Parks and Leisure Services Director; Bob Doyle, PGA of America, Outside Expert Consultant; Scott Wellington, Senior Director, Section Business Operations, PGA of America, Outside Expert Consultant. The closed RFP Evaluation Committee meeting #1 Initial Discussions and Instructions and Negotiation Strategies was held on August 5, 2025. The public RFP Evaluation Committee meeting #2 was held on August 28, 2025, with the Evaluation Committee evaluating and shortlisting the firms on specific evaluation criteria. The Evaluation Committee short-listed the following three (3) firms in ranked order, and recommends the City Commission interview the top three (3) ranked firms, per the attached City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 Phone: (407) 905-3100 ▪ www.ocoee.org shortlist/evaluation form. The next steps are to hold City Commission-led interviews of the Commission-approved shortlist and then to hold lease negotiations with the lease agreement subsequently brought back to the City Commission for approval. It is important to note that the Committee's recommendations are recommendations only and that the City Commission has final authority over the list of respondents who are granted an interview. The table below is the Evaluation Committee’s rankings: Rank Respondent 1. Hampton Golf, Inc./FLGC Golf Holdings, LLC 2. Ocoee Golf Holdings, LLC 3. Tamarack Golf Management, LLC 4. Elite Golf Management, LLC 5. Oliphant Golf Management, LLC d/b/a Oliphant Golf Management 6. Aureus Greenway Holdings, Inc. Issue: Honorable Mayor and City Commission approval of a shortlist of responsive firms and set date(s) for Interviews for RFP #25-006 Lease and Operation of the Forest Lake Golf Club, as recommended by the Evaluation Committee? Recommendations: Staff recommends the Honorable Mayor and City Commission: 1) Approve the shortlisted three (3) firms for RFP #25-006 Lease and Operation of the Forest Lake Golf Club, as recommended by the Evaluation Committee or some variation thereof; 2) Schedule the date(s) for the City Commission to interview the Commission's approved shortlisted firms at a Special Session of the City Commission; 3) Determine any pre-interview submissions to be required of interviewees for review; 4) Determine the final methodology for interviews. Attachments: 1. Shortlist and Individual Evaluation Forms 2. Checklist 3. Hampton Golf - Response, Confidential Financial Statement_Redacted 4. Ocoee Golf Holdings LLC - Response, Confidential Financial Statement_Redacted 5. Tamarack Golf Management LLC - Response 6. Elite Golf Management - Response 7. Oliphant Golf Management - Response 8. Aureus Greenway Holdings Inc. - Response 9. 25006RFP FOREST LAKE GOLF CLUB Final 53025 10. Addendum #1 11. Addendum #2 12. Addendum #3 13. Addendum #4 City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 Phone: (407) 905-3100 ▪ www.ocoee.org 14. FLGC Flows 2022-2024 MGD – Addendum 4 15. Internal Audit of FCCI Policy – Addendum 4 16. RFI Back up information 070925 – Addendum 4 Financial Impacts: None at this time. Type of Item: Regular RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB SHORTLIST FOR INTERVIEWS Respondent Aureus Greenway Holdings, Inc. Elite Golf Management, LLC Hampton Golf, Inc./FLGC Golf Holdings, LLC Ocoee Golf Holdings, LLC Oliphant Golf Management, LLC d/b/a Oliphant Golf Management Tamarack Golf Management, LLC Evaluator 1 5 4 1 2 3 6 Evaluator 2 6 3 1 2 4 5 Evaluator 3 4 5 1 3 6 2 Evaluator 4 6 4 1 3 5 2 Evaluator 5 6 4 1 2 5 3 TOTAL 27 20 5 12 23 18 RANKING (1-6)6 4 1 2 5 3 Note: Lowest Total is Top Ranking The Evaluation Committee shortlisted the top three (3) ranked firms and recommends shortlisted firms be interviewed by the City Commission. RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB CHECKLIST/TABULATION 08/05/2025 2:00 P.M. PROPOSER Acknowledge Addendum No. 1, 2, 3, 4 (Attachment K) Attend Mandatory Pre-Proposal Conference Operations/Business Plan (Annual Operating Budget, Staffing Plan, Capital Improvement Plan) and Other Required Elements (Section 3C) Compensation (Rent Offer) (Attachment C) Operating Experience and References (Secttion 3D&E, P. 24 RFP) Subcontractors Listing (Section 3F P. 25 RFP) Financial Statements: Capability, Financial Reporting & Accountability (Section 3G&H P.26 RFP) Proposer’s Questionnaire/Summary of Litigation (Attachment I) Execution of Offer Form (Attachment J) Conflict of Interest Disclosure Form (Attachment L) Non-Collusion Affidavit (Attachment M) Drug-Free Workplace Form (Attachment N) Sworn Statement on Public Entity Crimes Form (Attachment O) Non-Segregated Facilities Form (Attachment P) Scrutinized Companies' Lists Form (Attachment Q) Human Trafficking Affidavit (Attachment R) Company Not an Entity of Foreign Country of Concern Form (Attachment S) Contractor E-Verify Affidavit (Attachment T) *Missing information considered a minor irregularity Respondents listed in alphabetical order NONE Received 08/06/2025 TROON GOLF NONE LAUNCHPAD GOLF NONE DOWN TO EARTH Aureus Greenway Holdings, Inc. Ocoee Golf Holdings, LLC Received 08/06/2025 Elite Golf Management, LLC Hampton Golf, Inc./FLGC Golf Holdings, LLC Tamarack Golf Management, LLC Oliphant Golf Management, LLC d/b/a Oliphant Golf Management Received 08/09/2025 1 3 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 1. EXECUTIVE SUMMARY 5 2. FIRM OVERVIEW 5 3. QUALIFICATIONS & EXPERIENCE 6 4. FLGC GOLF HOLDINGS, LLC FINANCIAL INFORMATION 8 5. ORGANIZATION 9 6. FINANCIAL MANAGEMENT 10 7. BUYING POWER 12 8. SERVICES & OPERATIONS 12 9. AGRONOMY 20 10. FOOD & BEVERAGE OPERATIONS 23 11. CAPITAL IMPROVEMENT PROJECTS 28 12. ACCOUNT MANAGEMENT 34 13. GUEST EXPERIENCE 37 14. MARKETING 39 15. SALES FOCUSED ORGANIZATION 48 16. HUMAN RESOURCES 50 17. LEADERSHIP & EXECUTIVE STAFF 52 18. FINANCIAL PROPOSAL/CONSIDERATIONS 60 19. PARTNERSHIP SUMMARY & PROJECT RENDERINGS 62 20. ADDITIONAL INFORMATION 68 21. RESUMES OF KEY MANAGEMENT STAFF 68 22. REFERENCES 74 23. ADDITIONAL DOCUMENTS 75 TABLE OF CONTENTS 4 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 7845 Baymeadows Way Jacksonville, FL 32256 904.564.9129 jkuehn@hampton.golf www.hampton.golf Authorized to negotiate on behalf of the Offeror and answer questions regarding the proposal. Prepared by: FLGC GOLF HOLDINGS, LLC In conjunction with Hampton Golf, Inc. Justin Kuehn 6 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 3) QUALIFICATIONS & EXPERIENCE ----------- FAQs for the City’s review: 1. To what do you attribute your company’s success? With over 26 years of experience in community management and operations, we have found that bigger is not better. Modestly sized, Hampton Golf’s executives are intimately involved in each managed property. No other management company in the industry is closer to their clients’ businesses and more involved in their success. 2. Specific contractor qualifications unique to your company? First, the proprietary training solutions, testing, and reporting built solely for Hampton Golf Team Members and Leaders share actionable philosophies for Team Members to grow their careers. Second, the City will work directly with the Executive Team and company leadership, with whom it will have a direct line of communication. Finally, there is no other company in the industry that provides the level of technical and strategic marketing and sales support systems. 3. What is your organization’s growth strategy for the next five years? Hampton Golf built a successful company with the concept of slow, strategic growth is paramount. Measured, tested, and durable, the growth strategy is modest, growing by a net of three managed clubs/communities every 12 months. Hampton Golf will not outgrow the exceptional support services or the closeness provided to each client/partner. Summary: Hampton Golf’s comprehensive lease and management proposal for Forest Lake Golf Club will bring professional expertise and significant capital investment to enhance Ocoee’s premier recreational asset. As a leading golf course management company with facilities nationwide and over 3,000 team members, Hampton Golf’s proven track record demonstrates its commitment to transforming golf facilities through strategic investments and operational excellence. Investment Commitments Facility Improvements Hampton Golf’s investment philosophy centers on comprehensive facility enhancement within the first 4-5 months of management, including: • Turf Health & Agronomy: Implementation of advanced agronomic practices and significant investment in course conditioning to achieve tournament-quality playing surfaces • Infrastructure Upgrades: Systematic improvements from basic facility maintenance to capital improvements, ensuring all aspects of the facility meet professional standards • Amenity Enhancements: Restaurant and clubhouse improvements focusing on ambiance, menu development, and guest experience • Relocating the driving range • Building new state of the art Launch Pad Event Venue/Clubhouse 7 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club • Multilevel or single-tier suite design depending on final site engineering • Approximately 40 climate-controlled hitting bays with lounge seating • Full-service bar and restaurant with views of the range • Indoor/outdoor flow, welcoming both players and guests • Outdoor patio, fire pits, and community activation zones • Technology Integration: Implementation of Hampton Golf’s proprietary digital management solutions for operational efficiency alongside Launch Pad’s technology Enhanced Guest Experience Launch Pad Professional Service Standards • Deployment of PGA-certified professionals to ensure expert instruction and customer service • Comprehensive staff training programs focusing on hospitality excellence • Implementation of proven customer service protocols from Hampton Golf’s property portfolio Course Quality Improvements • Professional turf management ensuring optimal playing conditions year-round • Strategic maintenance scheduling to minimize guest disruption • Enhanced practice facilities and short game areas • Improved pace of play through professional course management Benefits to City Assets Asset Value Enhancement • The property will now lend itself to both resident golfers and resident non-golfers, increasing overall taxpayer’s use of the City’s asset • Capital improvements funded by FLGC, not city taxpayers • Systematic maintenance preventing costly deferred maintenance issues • Professional financial oversight ensuring sustainable operations Operational Excellence • Centralized services including accounting, marketing, human resources, and legal support • Proven operational systems that have collectively saved facilities $500,000 in expenses while increasing revenue by $1 million annually • Professional procurement and vendor management leveraging Hampton Golf’s buying power • Risk management and insurance optimization Benefits to Ocoee Residents Community Recreation • Addition of new Launch Pad complex opens up use beyond just golfing taxpayers, non-golfing 8 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club taxpayers will utilize the benefits of the state of the art entertainment venue • Ocoee Residents will received discounted pricing of 10% for rounds of golf and driving range use • Youth golf programs and instruction opportunities • Enhanced tournament hosting capabilities, bringing visitors to Ocoee Economic Impact • Professional management ensuring long-term facility sustainability • Job creation and professional development opportunities for local staff • Increased tourism and visitor spending through enhanced reputation • Preservation of valuable recreational amenity without city operational burden or further capital participation Quality of Life • World-class recreational facility enhancing Ocoee’s desirability as a place to live • Professional maintenance ensuring residents have access to their quality municipal golf course • Community gathering place with enhanced dining and social amenities • Pride in having a professionally managed, entertainment complex and tournament-quality facility Conclusion FLGC’c capital and Hampton Golf’s management will transform Forest Lake Golf Club into a premier destination while preserving its unique character as Central Florida’s pure golf experience. Through strategic investments in course conditions, facility improvements, and operational excellence, FLGC/ Hampton Golf will enhance the guest experience, protect the city’s valuable asset, and provide Ocoee residents with a world-class recreational facility managed by industry professionals with a proven track record of success. 4) FLGC GOLF HOLDINGS, LLC FINANCIAL INFORMATION ----------- FLGC Golf Holdings, LLC has sufficient resources and capabilities to meet the financial property enhancement needs and operational requirements necessary for the successful management and operation of the property. In addition to FLGC’s capability, Hampton Golf has been involved in the procurement of over $80,000,000 in capital to deploy into the hospitality/golf business. Hampton Golf manages clubs and communities with a related income in excess of $200,000,000. Hampton Golf recognizes the importance of demonstrating a secure and meaningful financial relationship with its partners and has consistently been able to do so. 13 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 1. Invest in new entertainment/driving range/golf clubhouse. In conjunction with Launch Pad, FLGC will build a state of the art complex for all residents to enjoy. 2. Revitalize the golf course and the Club’s physical plant – Hampton Golf is poised to transform the Forest Lake Golf Course through a comprehensive revitalization strategy that combines proven operational excellence with strategic capital investments. Leveraging our extensive experience in golf course management, Hampton Golf will implement best-in-class maintenance protocols, advanced agronomic practices, and cutting-edge technology to restore the course to championship conditions while enhancing the overall member and guest experience. Planned capital improvements will address critical infrastructure needs, including clubhouse renovations, cart path upgrades, irrigation system modernization, and equipment fleet replacement, all designed to elevate the facility’s standards and ensure long-term sustainability. Through this holistic approach to operational management and facility enhancement, Hampton Golf will breathe new life into the Forest Lake Golf Course, creating a premier golf destination that honors the club’s heritage while positioning it for future success in an increasingly competitive market. 3. Increase Resident, Member, and Guest Usage – Engaging residents, members, and guests through diverse programming and events is crucial for the long-term success and sustainability of an entertainment event venue/golf club. A well-rounded calendar of activities not only enhances the experience but also drives guest retention, attracts new residents, and strengthens the club’s community. A club is not immune to the Law of Diminishing Marginal Utility; therefore, it must consistently re-focus events and offerings to maintain active participation of all customer types and profiles. Hampton Golf is adept at managing this landscape and will deliver an outstanding offering for all customer types to partake in. 4. Reenergization of Team Members – As a steward for the City, Club and the Team Members we serve, Hampton Golf will point significant resources at Team Member career satisfaction. Employee reenergization is fundamental to maintaining a thriving, productive workplace culture and preventing burnout. When Team Members become depleted or disengaged, it impacts not only their individual performance but also team dynamics, customer service quality, and ultimately, the bottom line. To effectively reenergize employees, Hampton Golf will implement a multi-faceted approach that includes regular wellness checks (check-ins), flexible scheduling options, and meaningful recognition programs (Orender Service Award, among others). An important and often overlooked point, Hampton Golf fosters an environment where employees feel valued, heard, and supported in their professional journey, as this sense of purpose and appreciation is often the most powerful energizer. Regular feedback sessions, career development opportunities, and clear communication about Community and organizational goals help Team Members stay connected to their work’s broader impact and maintain their enthusiasm over the long term. 5. Hire and develop the best talent to promote the highest level of customer service – Hampton Golf distinguishes itself through a meticulous talent acquisition strategy that combines rigorous recruitment with an eye for hospitality excellence. The company employs a multi-tiered selection process that identifies candidates who not only possess technical industry knowledge but also demonstrate exceptional interpersonal abilities and a natural service orientation. Rather than simply filling positions, Hampton Golf builds teams of professionals who genuinely understand 14 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club that extraordinary service experiences create lasting impressions and member loyalty. Their recruitment philosophy centers on finding individuals whose personal values align with the company’s commitment to creating memorable experiences for members and guests at every touchpoint. Once onboarded, Hampton Golf invests substantially in continuous professional development through its proprietary training programs. The comprehensive curriculum combines classroom learning, on-the-job coaching, and regular service standard evaluations to consistently elevate performance. Team members receive personalized development plans that address technical skills while emphasizing the nuanced art of anticipatory service—the ability to identify and fulfill member and guest needs before they’re expressed. By pairing new associates with experienced mentors and providing clear advancement pathways, Hampton Golf maintains an impressive retention rate while building deep institutional knowledge. This commitment to talent development creates a virtuous cycle where exceptional service becomes self-reinforcing, as seasoned professionals model and cultivate Hampton Golf’s signature hospitality-focused culture throughout the organization. Growing Resident, Member, and Guest Golf Usage A proactive revenue management model partnered with outbound targeted marketing and nurturing player development will increase golf rounds, club usage, and revenue. Key aspects include: • Introduction of Guest offerings to align with underutilized tee sheet periods (automated predictive pricing system installation) • Emphasizing golf programming – notably, golf events, tournaments and leagues • Tracking each Guest’s activity and communicating tailored messages based on their unique behaviors and activities • Implementing programs specifically designed to encourage incremental spending during each visit without compromising margins • Expanding hours of operation (if needed when utilization is explored) In today’s hyper-competitive world, prioritizing a professional marketing and sales culture is essential. “Build-it-and-they-shall-come” reliance should not apply. Hampton Golf blends art and science (rooted in data) to efficiently connect with all customer types at the right time with engaging content that prompts action. We will proactively manage the marketing process, identifying specific revenue levers to meet the desired goals and objectives. Business is poised to be flat without new prospects nurtured for extended periods. That is why we proactively operate under a consistent and unceasing story-telling philosophy centered on the exceptional value offered. • Prospect Acquisition—HG’s Marketing Team will establish measurable, effective, and inviting prospect acquisition programs that attract new resident, guest, member, and special event 15 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club prospects. Acquisition tactics serve the same goal—to attract new prospects via focused strategies that best target the message to appropriate audiences by product/service, geography, and guest type. These programs and efforts will be tracked in the Club’s CRM and marketing automation system, which includes the details and effectiveness of promotion, event, and campaign. • Customer Retention – Acquiring new customers is only half the equation. Keeping them coming back is the key to growth and sustainability. Hampton Golf will design, execute, and measure several programs to inspire and lock in longtime loyalties, including: • Hampton Golf’s data scientists utilize spending habits to analyze at-risk customer types, behavior trends, unique purchasing habits, play history, and anticipated “steady state” future value. • We analyze potential marketing strategies designed to increase usage and the frequency of guest participation. • We operate with ‘Big Ears,’ listening attentively to our different customer profiles and shaping operations, events, marketing, and experiences to fit their requests. • We survey and execute the actions requested by our Guests. One complete club survey per year and department-specific surveys on events and other essential actions. *An example of Membership sales collateral is included in additional documents. Technology and Touch-Point of Sale Hampton Golf will either introduce or overhaul/enhance and right-size the Point of Sale (POS) technologies, operating systems, and tee sheets, enabling the full capabilities of our sales/marketing, accounting, and data teams. HG will use best judgment to procure and update the current POS systems. Golf Operations HG will professionally manage golf operations consistent with premier daily-fee facilities nationwide. HG will manage and oversee the collection of fees, provide starters and course attendants, and bag and cart services. In addition to selling merchandise, renting golf equipment, and maintaining the pace of play, HG will market and promote outings, leagues, and growth of the game programs. These and other golf operation services will be performed professionally by expertly trained HG Team Members to achieve the goals of the Club. HG will provide guest assistance through starters and player assistants on the Course and, when and where appropriate, bag and cart attendants at check-in and completion of the round. HG will manage pace-of-play programs to maintain accurate starting times, maximize golf course utilization, and maximize enjoyment for our Members and Guests. 20 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Golf Cart Fleet Operations HG will maintain the Club’s golf carts and keep them clean and in working order. HG maintains standard golf cart rental policies at its managed golf courses. Equipment operators, outside service personnel, and on-site mechanics will be trained in the proper use and care of the golf carts. HG works closely with golf cart distributors to ensure technical support and training are of the highest quality. Proper servicing and maintenance enhance the golfer’s experience, extend the useful life of carts, and increase after-market trade-in values. HG utilizes an established, proven system for cart management, including weekly cart maintenance logs. These logs inspect battery meter readings, tire pressure, brakes, unnecessary tire wear, detailed cleaning, and the manufacturer’s suggested servicing. All carts will be stored and rotated to prolong the life of each vehicle and provide the best possible golf cart experience for the guest. 9) AGRONOMY, GOLF COURSE AND TURF GRASS MAINTENANCE ----------- The National Golf Foundation’s annual survey of golfers shows that course conditions are the No. 1 reason one course is preferred over another. This confirms that product perfection equates to a favorable price-value relationship. Hampton Golf’s Agronomy Team is highly educated, skilled, and determined to deliver outstanding playing experiences to each guest daily. Our guest-centric approach is more than simply growing grass. The focus is also on healthy turf, eco-sustainability, and keen attention to detail across the total acreage. This corresponds with a reasonable budget required to impress golfers repeatedly and earn positive word of mouth. Commitments to excellence from the golf course superintendent and others on the maintenance crew lead to efficiencies in staffing and a high-quality, desirable end product. Strategy & Plan For Forest Lake Golf Club, a written agronomic plan will establish short-term and long-term goals, considering the maintenance and business needs of the Club. They will align with course upkeep tactics along a clear schedule (e.g., verti-cutting, aeration, etc.) for quality assurance measures. The conditioning blueprint accounts for seasonality yet is flexible to meet nuances in weather conditions, golfer traffic, potential capital expenditures, and other variables. We will strictly adhere to an approved budget consistent with standards and metrics within the agronomic plans. Advanced Scoreboards (online task tracking solution) labor and project analysis aids our superintendents in creating efficient and effective budgets. HG benchmarks each agronomic plan against similar facilities in our portfolio to identify areas of opportunity. In addition to labor analysis, the HG agronomic plan includes a chemical and fertilization schedule with integrated budget calculators based on application frequency, product cost, and treated acreage. Core Cultural Practices Hampton Golf will leverage its talent and resources to properly care for and produce impressive playing conditions for the Club. Obtaining a healthy strand of turfgrass is accomplished through a 28 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 11) CAPITAL IMPROVEMENT PROJECTS ----------- Hampton Golf has extensive experience in administrating and managing capital projects, including renovation, development, and construction of golf courses and community facilities. During the past three (3) years, HG has managed nearly $80 million of capital improvements at our managed facilities. Considering the increasingly competitive nature of the club market, the process of investing capital has become a critically important component of the ongoing success of club operations. Hampton Golf will place significant emphasis and resources on planning and executing the identified capital projects to ensure the physical integrity and competitive positioning of the Club is enhanced. Proposed Approach Our approach to capital improvement planning and execution is grounded in thoroughly understanding a facility’s vision, objectives, and budgetary constraints. Our proposed approach includes the following key elements: 1. Needs Assessment and Project Identification: • Conduct a comprehensive assessment of the existing facilities, infrastructure, and capital assets. • Collaboratively identify and prioritize projects based on the strategic goals and available resources. 2. Planning and Budgeting: • Develop detailed project plans that outline scope, timelines, and budgets for each identified capital improvement project. • Provide financial modeling and cost estimates to ensure realistic budgeting and resource allocation. 3. Project Management: • Assign dedicated project managers within HG with expertise in capital improvement projects to oversee the planning and execution. • Implement project management best practices, including regular progress reporting, risk mitigation, and quality control. 4. Contractor Selection and Oversight: • Facilitate a competitive bidding process to select qualified contractors and vendors. • Provide comprehensive oversight and management of contractors to ensure compliance with project specifications and timelines. 5. Quality Assurance and Reporting: • Implement a robust quality assurance program to ensure that projects meet or exceed industry standards and the City’s expectations. • Provide regular progress reports, financial updates, and performance metrics to keep the City informed throughout the project lifecycle. 35 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Some important bullets regarding transition: • Transition managed on-site by the Hampton Golf Executive Team, led by Justin Kuehn, Bill Rehanek, Jamie Selby, and Travis Norman • On-site orientation with Team Members • Hands-on communication to Team Members and Members/Guests • Current full-time employees will become Team Members of Hampton Golf • Ensures a smooth transition • Reduces liability • 90-Day Introductory Period • Evaluations of current Team Members and positions • Digital and on-site training mandatory Ongoing Operations Communicating performance and financials to the City is a critical aspect of properly executed governance. Effective communication ensures that the City is well-informed, can make informed decisions, and can provide strategic guidance to the organization. Hampton Golf’s structured approach for effectively communicating performance and financials to the Board can be modified to meet the schedule and informational needs. Month-end financials are provided within 14 days of the month’s end (typically within one week). Real-time financials are available at any time. If the City chooses, they can receive the re-forecasting report, completed each Tuesday. The City will have direct access to the Hampton Golf Executive Team. Many on the Hampton Golf Executive Team will be involved in delivering valuable information to committees, City leadership, and others. Hampton Golf’s philosophy regarding continuous improvement has taken shape from the Japanese philosophy of Kaizen, which means “change for the better” or “continuous improvement.” HG coaches on the concept that we are never done getting better. We search for curious, constantly learning Team Members who have an inability to settle for good. In HG’s eyes, good is the enemy of great. Executable actions focus on continuous improvement, starting with HG’s digital training solutions, TidBits, and Eagle Mindset Executive Coaching. Also, the LeaderUP leadership seminar provides the foundation for Team Members to step towards their next phase of career development. A sometimes overlooked ingredient of continuous improvement is continuous recruiting. Hampton Golf believes in constant and unceasing recruiting efforts for exceptional, service-minded problem solvers. The significant amount of turnover in the industry often leaves those who have not recruited with a need to hire a ‘body’ rather than the talent needed to excel in that role. 36 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Leadership Effective problem management in the hospitality industry is crucial for maintaining high levels of customer satisfaction and operational efficiency. Depending on the type of problem encountered, it would activate certain HG Support Team Members. For this discussion, know that the Hampton Golf Executive, Regional, and Support Center Teams are deliberately agile to meet the needs of each of our clients. The City will have a complete understanding of any problems that would be considered a high priority. If communication with the Residents, Members and Guests regarding a problem and proposed solution is necessary, the City may/will review and comment. Performance Measuring and reporting performance on account management involves tracking various metrics related to service levels, customer satisfaction, and spending growth. Hampton Golf will measure the following: • Customer Satisfaction (CSAT): • Conducting regular Resident and Guest satisfaction surveys to gather feedback and measure overall satisfaction. • Rate the satisfaction on a scale and calculate the average CSAT score. • Net Promoter Score (NPS): • Asking how likely they are to recommend the Club/Community to others on a scale from 0 to 10. • Calculate the NPS by subtracting the percentage of detractors (0-6) from the percentage of promoters (9-10). • Member Retention Rate: • Measure the percentage of Members retained over a specific period annually. • Retention Rate = ((Members at the end of the period - New Members) / Members at the start of the period) * 100. • Customer Lifetime Value (CLV): • Calculate the projected revenue generated from a Member throughout their relationship with the Club Regarding performance, service level, and account management baselines, Hampton Golf will cross- reference like facilities for year one. Following year one, the Club will have foundational tools and metrics from which to work. Also, financial baselines will provide a jump-start for performance and ultimately point the Club to a level to measure. 37 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 13) GUEST EXPERIENCE ----------- Hospitality & Customer Relations No revenue initiative will prove successful without a well-trained, high-performing team. Hampton Golf will utilize its proprietary guest-centric staff training program, Tidbits, and Eagle Mindset Executive Training, focused on consistently exceeding expectations during the Guests’ journeys. The staff will be carefully curated and reoriented to a purpose-over-task approach to gain a high level of guest satisfaction. The process of transforming Team Members into motivated service providers is rooted in teaching them the importance of becoming warm and welcoming ambassadors and anticipating Guests’ needs for high-quality experiences time and again. This will be constantly monitored and “scored,” representing a dramatic shift in culture and accountability as service standards are introduced. Hampton Golf will study, focus on, and improve the Guest experience by pointing significant resources to enhance programming and Guest engagement. Experience beyond Expectations Led by our professional trainer, our teaching-learning module series illustrates how to carry out Hampton Golf’s guest vision. Guidelines for acceptable and unacceptable behaviors are demonstrated and discussed, as is role-playing, for the daily execution of best service practices during each interaction, from parking cars to cleaning clubs. We promote empathizing with each Guest’s situation, anticipating and servicing their needs, and introducing guests to the next portions of their safe and fun journeys, creating positive, seamless experiences. Formal training sessions are augmented by regular reviews of the Guest vision and service and behavior standards in departmental and all-staff meetings. Timely feedback on observed positive and negative interactions is provided – these are teaching moments, not indictments. Forest Lake Golf Club will be subject to mystery shopping exercises (as well as guest surveys) anonymously conducted by professional, independent evaluators. Reports are used to further train, incentivize, and reward Team Members. No one wants to lose, right? The Hampton Connect Scoreboard shares the daily rankings for all managed clubs by training material consumed and completed. The Scoreboard will certainly encourage community leadership to make training a priority while furthering the actions of Team Members. Communications Developing an effective communication strategy for the Club involves several key steps and considerations to ensure that Members and Guests are engaged, informed, and connected. Hampton Golf’s Marketing Team provides a complete offering of services and communication systems for the Club to utilize, with minimal action needed on-site. Think of it as a full-service advertising agency serving on-site operations. 39 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Performance Surveying is a powerful tool that enables the Club to understand and meet the needs and expectations of Guests. By gathering valuable feedback and insights directly, we gain a comprehensive understanding of their preferences, satisfaction levels, and areas for improvement. These insights serve as a cornerstone for strategic decision-making, allowing the Club to enhance products, services, and overall experience. Surveys will be developed specifically for each department and tailored to the amenities and departments. Here are some key reasons why customer surveying is vital for the Community: Member/Guest Insights: Surveys provide direct insights into their perceptions, preferences, and experiences with our products and services. This information is invaluable for tailoring offerings to meet their expectations effectively. Identifying Strengths and Weaknesses: Through Guest feedback, we can identify the strengths of our products or services and areas that may need improvement. This helps us focus on enhancing what we do well and addressing shortcomings. Engagement and Loyalty: Engaging Guests through surveys demonstrates that we value their opinions and are committed to delivering exceptional service. Informed Decision-Making: Survey data provides actionable insights that guide decision-making at all levels of the operation. It helps us allocate resources efficiently, prioritize initiatives, and align strategies with Guest expectations. Adaptation to Market Changes: The market is constantly evolving. Surveys help us stay attuned to shifting preferences, emerging trends, and evolving industry landscapes. This agility enables us to adapt and remain competitive. In conclusion, Guest surveying is an indispensable tool that empowers the Club to enhance customer satisfaction, foster loyalty, and drive business growth. We are committed to utilizing this tool effectively and integrating customer feedback into our strategies to ensure a superior experience. *A comprehensive survey is available for review in the additional documents. 14) MARKETING – THE UNIFICATION OF SALES, ADVERTISING & VALUE ----------- The marketing plan formulated for the Club is designed to reach the Club’s projected targets for sales, revenues, guest satisfaction, membership sales, event sales, and member retention. Adhering to the outlined steps in this plan ensures that we navigate through essential aspects while simultaneously concentrating on the execution of a robust sales and marketing strategy that will advance market position and appeal. The Club’s brand is not based solely on amenities but on the key messaging developed for targeted personas/audiences. 40 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club A Club’s Guests are one of its most important assets, so retention and value enhancement plans are included within the sales and marketing plan. Clubs become sustainable when memorable experiences enrich Residents’, Members’ and Guests’ lives by connecting them with family, friends, and others. The Club must continue to better the connection process to ensure new engagement and usage. Hampton Golf will assist with developing better resident, member and guest orientation practices, which ultimately advance the relationship between the Club and a new customer relationship. Marketing Strategy The Club holds a distinctive market position, boasting exceptional golf course facilities and amenities that offer functionality and programming opportunities to diverse customer segments. The marketing strategy centers around three interconnected revenue streams; Guest usage (golf and dining revenue), Member growth, and special event sales. A strategic focus on increasing usage by members and guests will increase rounds, dining, and beverage revenue while improving the Club atmosphere and overall sociability. Membership growth is a consistent focus of the marketing strategy, providing a constant revenue channel no matter difficulties in weather, maintenance practices, or unforeseen disturbances. Membership retention initiatives are an important ingredient in the overall health of the Club. Enhancing value for the current Membership roster will improve camaraderie and filter into the external community. The Club will reposition messaging to focus on a full year of offerings and the re-concepted club experience. A concentration on increasing wedding/event/outing sales through tactical marketing programs will provide improved revenue sources. The opportunity to share the images, concepts, and environment developed within the Club will certainly enhance the product’s marketability. The Club will pay close attention to and grow participation in the local community. Through relationships and partnerships such as the Chamber of Commerce, Visitors Bureau, and Rotary Club, the Club will continue to develop goodwill within the community while reaching many individuals who fit the customer profile. Advertising Media The Club will be focusing much of the advertising budget on digital marketing solutions, with some traditional forms of media, such as direct mail, being utilized. Very few, if any, local and regional publications will be employed due to the difficulty in understanding/tracking Cost Per Click (CPC), Return on Investment (ROI), and closing ratio. 42 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Website The Club will have a best-in-class independent website designed and constructed by industry professionals. The website will have integrated video production on the homepage and will consistently expand ways to further movement/video into the displays. SEO processes will be established, with complete reporting and analytics. Initiatives will focus on driving web traffic to the Club website. Web traffic will be monitored consistently to ensure pages deliver the content needed and expected by visitors. Hampton Golf will manage and update the Club’s website with information provided by onsite Team Members. Hampton Golf will also actively manage the Member website, including posting minutes, Member contact information, and calendars. The club website will have the ability to book tee times. Search Engine Optimization Hampton Golf employs a Search Engine Optimization (SEO) agency to improve the Club’s website reach and organic listings on all major search engines. The SEO agency creates campaigns based on continual analysis of each website page, comparing competitor websites, and industry and keyword research. Having website pages displayed in top positions on search engines for targeted keywords helps the Club reach prospective guests, members, clients, and event planners. Monthly reports are provided to the Club with full analytics and traffic information. Social Media Social media plays a crucial role in enhancing and sustaining positive relations within a business context. Hampton Golf, through its Social Media Specialists, maintains a durable presence across various social media platforms. The primary emphasis is on sharing event snapshots, recent updates, ongoing promotions, renovations, and the introduction of new services. These efforts contribute to fostering goodwill and building connections with both existing and potential Guests. A key strategic initiative involves leveraging new mobile applications and emerging social media platforms. The Club’s YouTube channel will be developed and allow for targeted advertising opportunities. Given the rapid evolution of customer preferences and purchasing behaviors, Hampton Golf aims to stay ahead of the competitive set. This proactive approach ensures that the Club maintains a well-aligned and effective presence on all established and emerging social media channels. 51 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Our HR Team is available for questions via phone or email Monday through Friday, 8 am-5 pm, to assist with any inquiries. For both new elections and annual enrollment, our HR Team will assist the Team Members with their enrollments using our Benefits Administration provider (Paychex) digitally, where elections can be selected using a mobile device or laptop/PC. Team Members receive confirmation statements of their benefit elections and reminders to verify their payroll deductions for accuracy. Payroll Administration Process and Tools Today, Hampton Golf, Inc. partners with Paychex to process payroll/quarterly and annual filings. The HR Team will train Department Heads on using the online tools and provide reference materials to support the time management and submission process. The HR Team is accessible for questions or challenges to aid in this submission via phone or email. The Company is on a biweekly pay frequency, with Friday check dates. The seven-day workweek is defined as Monday – Sunday. Our Team Members will utilize a time clock or kiosk stations to clock in/out daily. Department Heads/Operators are trained to review timecards daily for accuracy. Following the close of the pay period, Operations Team Members (GM/designee) will review time & attendance reports to correct any missed punches for Team Members, load any PTO hours due, and conduct one final review of time worked for Team Members. Once the audit is completed, the Operator will import the work hours into the Paychex payroll center following the pay period closing. The Leadership/GM submits payroll no later than Tuesday at 4 p.m. Following submission, the HR Team will review the submission (hours, weighted overtime, holiday pay, etc.) before payroll is released on Wednesday at noon. We encourage direct deposit. For those who elect paper checks, a payroll package is shipped overnight for a Thursday delivery to the Community. Live checks are delivered on Friday to Team Members. All check stubs are available online on payday. Process and Tools for Recruiting, Hiring, and Training Club Staff Recruiting actions are supported by the Human Resources and Marketing Teams, providing audiences internally and externally of Hampton Golf. Depending on the role, the Human Resources Team can coordinate interviews and feedback for the hiring manager to review. The Human Resources Team coordinates hiring and onboarding to ensure compliance. Training new Team Members becomes the responsibility of the Team Member’s superior and the resources the Hampton Golf Training Team provides. Tidbits training videos and testing are assigned to the Team Members for completion as they move through their onboarding stages. 52 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 17) LEADERSHIP AND EXECUTIVE STAFF ----------- The role of a General Manager is critical in overseeing the overall operations and performance of the Club. To be successful in this role, a GM should possess a combination of talents, skills, and qualifications. Here are the key aspects: Talents and Skills: 1) Leadership and Decision-Making Skills: • The ability to lead a team, make sound decisions under pressure, and provide direction to achieve organizational goals. 2) Communication and Interpersonal Skills: • Effective communication with Team Members, stakeholders, and Guests is vital. Good interpersonal skills help in building relationships and resolving conflicts. 3) Strategic Planning and Vision: • The capacity to develop long-term strategies, set achievable goals, and align the Community’s vision with operational activities. 4) Financial Acumen: • Understanding financial reports, budgets, and financial planning is essential for managing resources efficiently and making informed decisions. 5) Problem-Solving and Adaptability: • The ability to identify challenges, analyze situations, and devise innovative solutions. Adaptability is crucial to respond to changing market conditions and organizational needs. 6) Operational Excellence: • Ensuring smooth day-to-day operations by optimizing processes, improving efficiency, and monitoring performance against set benchmarks. 7) Team Building and Talent Development: • Fostering a positive work environment, building effective teams, and nurturing talent through coaching and mentorship. 8) Customer Focus: • Prioritizing Guest satisfaction, understanding needs, and tailoring services or products accordingly. 9) Negotiation and Conflict Resolution: • The ability to negotiate contracts, resolve conflicts, and manage relationships effectively. 10) Ethical and Integrity Traits: • Upholding high ethical standards, integrity, and honesty in all interactions and decisions. 53 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Minimum Qualifications: The specific qualifications may vary based on experience, club size managed, and the complexity of the role, but a GM typically should possess the following: 1) Education: • A bachelor’s degree in business administration, management, or a related field is often a minimum requirement. A master’s degree (e.g., MBA) can be an advantage. 2) Experience: • Extensive professional experience, typically 5-10 years in a General Manager role, showcasing progressively increasing responsibilities. 3) Financial Understanding: • Demonstrated ability to manage budgets, financial statements, and financial forecasting. 4) Leadership Training: • Courses or certifications in leadership, management, and team building are beneficial but unnecessary. 5) References: • Strong professional references attesting to the candidate’s capabilities, leadership, and performance. In summary, a successful General Manager should possess a blend of leadership, communication, strategic thinking, financial expertise, and problem-solving abilities. The minimum qualifications should reflect a solid educational foundation, substantial managerial experience, industry knowledge, and certifications demonstrating readiness for the role. Hiring a GM involves a thorough and strategic process to ensure the right person is chosen to lead and manage the Club effectively. Below is a step-by-step process Hampton Golf will manage with and for the Club: 1) Needs Assessment and Job Description: • Conduct a thorough analysis of the property’s needs and objectives to define the role and responsibilities of the GM. • Develop a comprehensive job description that outlines the qualifications, experience, skills, and expectations for the role. 2) Internal and External Recruitment Strategy: • Hampton Golf will market the role internally and externally. 3) Advertisement and Outreach: • External search will advertise the job vacancy through appropriate channels such as job portals, PGA of America resources, LinkedIn, social media, CMAA, and the company website. 54 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 4) Candidate Screening: • The Hampton Golf Human Resources and Executive Teams will review applications and resumes to shortlist candidates based on their alignment with the job description and qualifications. • Conduct initial phone or video interviews to assess candidates’ communication skills, enthusiasm, and basic qualifications. 5) In-Depth Interviews: • The Hampton Golf Human Resources and Executive Teams will conduct face-to-face or additional video interviews to assess the candidates’ experience, competencies, leadership skills, and cultural fit within the organization. 6) Skill Assessments Testing: • Relevant skills assessment tests will be conducted to evaluate the candidates’ problem-solving abilities, decision-making skills, and leadership traits. 7) Reference Checks: • Hampton Golf will contact provided references to verify the candidate’s professional background, achievements, work ethic, and suitability for the role. 8) Final Interviews and Presentations: • Candidates will be asked to prepare and deliver presentations on their leadership plan and weekly execution strategy, demonstrating their understanding and strategic thinking. 9) Offer and Negotiation: • Hampton Golf will extend a formal offer to the selected candidate, outlining compensation, benefits, and other terms of employment. • Negotiate terms if necessary and address any concerns or queries the candidate may have. 10) Onboarding and Orientation: • Hampton Golf will provide the onboarding plan to integrate the new General Manager into the Club and Company, providing them with necessary information, resources, and introductions. Developing top talent: Developing General Managers involves a structured process to nurture their skills, competencies, and leadership abilities within Hampton Golf. Below identifies the comprehensive approach we have in place: 1) Identifying Potential General Managers: • Hampton Golf identifies individuals with a proven track record of leadership, strategic thinking, and a strong understanding of the company’s values and objectives. 2) Assessment and Selection: • The Company uses a combination of performance assessments, competency evaluations, interviews, and other selection methods (consumption of training modules and testing) to determine potential General Managers. 56 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club Recruiting, Retaining, and Developing Key Staff (Greens Superintendent, Head Golf Professional, F&B Director, Executive Chef, etc.) 1. Recruitment: a. Job Analysis and Role Definition: • Clearly define roles, responsibilities, and qualifications for each position. b. Targeted Recruitment Strategy: • Utilize various recruitment channels like job boards, social media, employee referrals, LinkedIn, and professional networks to reach a diverse pool of candidates. • Tailor recruitment messages to highlight the unique aspects of the Club and the opportunities for growth. c. Structured Interview Process: • Develop a well-structured interview process that includes behavioral, situational, and competency-based questions. • Involve multiple interviewers to ensure a holistic evaluation of candidates. 2. Retention: a. Competitive Compensation and Benefits: • Offer competitive salaries and benefits packages to attract and retain top talent. • Conduct regular market research to ensure compensation remains competitive and aligned with industry standards. b. Professional Growth Opportunities: • Develop a clear career path and growth opportunities within the company. • Offer training programs such as Tidbits, Eagle Mindset, and LeaderUP, as well as workshops and mentorship to enhance skills and encourage career development. c. Employee Recognition and Rewards: • Implement a structured system for recognizing and rewarding outstanding performance and achievements, such as the Orender Service Award and the Founder’s Award. • Encourage a positive work culture that celebrates individual and team successes. 3. Development: a. Personalized Development Plans: • Work with Team Members to create personalized development plans aligned with their career goals and company needs. • Provide constructive feedback and coaching to help Team Members improve and achieve their objectives. b. Training and Skill Development: • Offer regular training programs to enhance technical, soft, and leadership skills. • Encourage participation in workshops, seminars, and industry conferences. c. Succession Planning: • Identify potential future leaders within the organization and develop succession plans to ensure a smooth transition of key roles. 62 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club 19) PARTNERSHIP SUMMARY & PROJECT RENDERINGS ----------- FOREST LAKE GOLF CLUB Beloved by Golfers | Rooted in Community | Poised for Growth Nestled just outside Orlando in Apopka, Florida, Forest Lake Golf Club has long been a favorite among residents and visitors alike. Known for its natural beauty, exceptional course conditions, and welcoming atmosphere, Forest Lake is a community cornerstone — and one of Central Florida’s most accessible and enjoyable daily-fee golf experiences. What Makes Forest Lake Special: • Public-access course serving both local residents and destination players • 18-hole championship layout featuring generous fairways, strategic bunkering, and a strong pace of play • Set on over 200 acres of preserved wetlands, open meadows, and native Florida landscaping • Offers excellent year-round conditions, enhanced by sandy soils and natural drainage • Home to a wide range of players, from loyal regulars and league members to casual weekend groups Today’s Opportunity: • Provide a state-of-the-art clubhouse experience for current golfers • Open the door to non-golfers and social users, increasing community engagement • Establish Forest Lake as a model municipal golf destination, balancing tradition with innovation FLGC GOLF HOLDINGS & HAMPTON GOLF Trusted Operator | People-First Culture | Proven Results Hampton Golf is a full-service golf and club management company with over 20 years of experience operating public, private, and municipal clubs throughout the Southeast. We bring deep operational expertise, a hands-on leadership style, and a relentless focus on human capital — the foundation of our success. At a Glance: • 32 Courses Under Management • 3,000+ Team Members • $130M+ Top-Line Revenue Managed • Clients include national homebuilders, municipalities, and private equity-owned clubs What Sets Us Apart: • We don’t use a sales team — the team you meet is the team who will manage your club • Proven success with public-private partnerships and community-centric operations • Focus on elevating member and guest experience through empowered team leadership • Robust training, leadership development, and hospitality-first culture 63 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club LAUNCHPAD GOLF Redefining the Game | Tech-Driven | Social by Design LaunchPad Golf is a modern golf entertainment company revolutionizing how people experience the game. With a focus on technology, community, and fun, LaunchPad creates immersive venues that attract both golfers and non-golfers in equal measure — making golf more accessible, social, and entertaining than ever before. Overview: • Purpose-built golf entertainment venues combining tech-enabled gameplay, premium food & beverage, and vibrant social atmospheres • In-range ball-tracking technology delivers real-time performance feedback and gamified experiences • Designed to engage everyone from scratch golfers to complete beginners By the Numbers: • 300,000+ annual guests across two Calgary-area locations • Demonstrated success despite weather and hours of operation restrictions • Growing pipeline of locations in North America (MN location opening fall of 2025) CONCEPT: LAUNCHPAD GOLF FOREST LAKE Overview • Multilevel suite design • Approximately 40 climate-controlled hitting bays with lounge seating • Full-service bar and restaurant with views of the range • Indoor/outdoor flow, welcoming both players and guests • Outdoor patio, fire pits, and community activation zones • Golfer registeration at LaunchPad facility (clubhouse) Technology • Inrange Ball Tracking: Real-time data, skill-based games, and mobile integration. • Suite-based Gameplay: Climate-controlled bays, multi-level setups, and event hosting capabilities. • Gamification: Interactive games, global tournament functionality, and robust digital experiences. EXPANDING THE AUDIENCE, ENHANCING THE VISION Forest Lake’s strength has always been golf — and that will remain the foundation. But by incorporating LaunchPad’s dynamic model, we unlock a powerful opportunity: to serve all residents, not just golfers. 69 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club RESUMES OF KEY MANAGEMENT STAFF CONTINUED ----------- M.G. Orender President A Professional Golfers’ Association of America Member since 1981, MG Orender began his career in 1974 as a shop assistant to a non-member head professional at Diamond Hill Golf Club in Tampa, Fla. In 1976, the head professional departed, and Orender was asked to fill the position while a replacement was sought temporarily. Over the next 15 years, he held the positions of head professional, pro-superintendent with a class “A” superintendent certification, pro-manager, and eventually general partner. During that time, Orender was approached regularly to consult for new and existing projects and developed a reputation as a turn-around specialist for owners and banks. Orender consulted several clients who eventually contracted with him to manage their facilities. After selling Diamond Hill in 1989, Orender formed Golftrust and proceeded to build and manage several Florida golf clubs: Timacuan Country Club in Orlando, Cypress Creek Golf Club in Tampa, Schalamar Creek in Lakeland, DeBary Plantation in Debary, Cypress Head in Daytona Beach and the Country Club of Mount Dora in Mt. Dora. Orender served as his own secretary and a mentor through 1996 when he created Granite Golf. Realizing small regional management firms were destined to be targets for consolidation and the limitations of fee management, Orender joined forces with two capital venture specialists who had purchased a public shell and did a reverse merger for Golftrust into that shell to become Granite Golf. Granite now manages, leases, and owns nearly 30 facilities in 11 states, four of which are currently under various stages of construction. Orender left Granite to found Hampton Golf in December of 1998. Currently, Hampton Golf operates 13 golf facilities in the Southeast. In 2003, Orender was named the 33rd president of the PGA of America, a not-for-profit organization comprised of more than 28,000 men and women who work to promote the game of golf while enhancing the standards of the profession. First and foremost, Orender is a devoted father to his four children. He and his wife, Donna Orender, have been considered one of the golf industry’s most influential couples. Overall, Orender has been involved and responsible for the construction of 11 facilities, and he opened and managed nearly 40 clubs in his 30-year career – a career he has used to give back to the golf industry. As president of the PGA, he used his expertise to increase golf participation among new and occasional golfers. He left a lasting, positive impact on the golf world. 70 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club RESUMES OF KEY MANAGEMENT STAFF CONTINUED ----------- Travis Norman Chief Operating Officer, Partner Over the last 30 years in the golf course management industry, Mr. Norman has had direct oversight of the management of over 45 golf courses. Travis has directed and supervised numerous projects similar to Forest Lake Golf Club, including the reconstruction of St. Cloud Country Club in St. Cloud, MN., building of Stillwater GC in ST. John’s County and most recently the procurement and revitalization of the Glen Kernan Club in Jacksonville, FL (30 million dollar project). Travis leads over 3,000 Team Members through his relentless pursuit to connect with Team Members, which then allows Team Members to connect with their guests. Travis also evaluates each division of Hampton Golf for continual improvement of the efficiency and effectiveness of the organization, with an emphasis on attracting, retaining, and motivating individual team members with personal and professional growth opportunities. While attending Daytona Beach Community College in his hometown, Travis met, Tiffany, his now wife of 25 years and have one child, Tristan. Justin Kuehn Vice President of Sales and Marketing Justin develops impactful, non-traditional membership and marketing strategies for Hampton Golf’s diverse portfolio of managed golf courses. His passion for the game of golf, coupled with expert experience directing a national advertising agency and public relations firm, has assisted him in making Hampton Golf one of the most progressively marketed portfolios in the industry. Justin directs Hampton Golf’s development and implementation of all company-wide marketing, membership, sales, and promotional strategies and activities. Justin and the sales and marketing team create and execute marketing plans focusing on customer experience, design, and technological innovation. Justin graduated with a bachelor’s degree in political science from the University of Central Florida and a bachelor’s degree in marketing from Jacksonville University. Cindy Sechrist Vice President of Human Resources Cindy has over 25 years of experience in the HR industry, specializing in Consulting, Recruitment and Retention Strategies, Employee Relations, Training, Compensation Planning, Benefits Administration, Conflict Resolution, Change Management, and Employee Engagement. As Vice President of Human Resources, Cindy works with Hampton Golf’s insurance partners to secure comprehensive insurance coverage at competitive pricing, compliance, loss prevention, employee engagement, and reporting; she leads the Hampton Golf Human Resources Department. 71 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club RESUMES OF KEY MANAGEMENT STAFF CONTINUED ----------- Dede Franklin Chief Financial Officer Dede has nearly 25 years of experience in accounting, finance, and treasury and has built a reputation of trust and excellence. Dede spent the first 20 years of her career in the hospitality industry as the Senior Vice President of Accounting, Finance, and Treasury for TJF Holdings Group, which included over 135 units for Tijuana Flats Burrito Co. and Tibby’s New Orleans Kitchen. In 2015, the majority share was sold to private equity group AUA Private Equity, and Dede was asked to stay on as part of the executive management team. She was charged with financial statement preparation and presentation, monthly, quarterly, and annually, to the fund investor group, loan covenant management, and completion of the annual audit and tax oversite. In late 2019, Dede met Travis Norman through a mutual contact and decided to join Hampton Golf as the Chief Financial Officer. Dede relocated to Jacksonville in early 2020 with her husband, John, and three children, Jack, Lucas, and Madelyn, and has been part of the Hampton Golf executive team since then. Dede holds a bachelor’s degree in business management and a master’s degree of accountancy. Dede directs all accounting and financial functions for Hampton Golf at the corporate level, as well as strategic planning and financial oversight for all Hampton Golf clients, including GAAP adherence, accounting policies and procedures, and reconciliation reviews. Ashley Larsen Vice President of Corporate Operations Ashley oversees all vendor programs and relationships, supervises IT throughout the company, and creates strategic procedures for daily operational needs. Ashley is also responsible for developing new technological business initiatives for Hampton Golf. Ashley enjoys spending time with her family, sports, and traveling in her spare time. Claire Cugini Director of Training and Education Claire Cugini has a decade of experience in training and education, focusing on personal and professional growth, talent development, and team member retention. She has successfully launched the Tidbits and Eagle Mindset Executive Coaching programs at Hampton Golf and is developing new training initiatives. Claire holds a BA in English with a minor in Education from the University of North Florida and a Professional Educator’s Certificate. Her innovative approach to training includes individualized digital learning, distinguishing her in the golf hospitality industry. In her free time, Claire enjoys crafting, hiking, and shark tooth hunting. 72 FOREST LAKE GOLF CLUB Response to Request for Proposals (RFP #25-006) for the Lease and Operation of Forest Lake Golf Club RESUMES OF KEY MANAGEMENT STAFF CONTINUED ----------- Jamie Selby Regional Manager Jamie most recently served as Regional Manager for ClubCorp/Invited, overseeing the largest private country club in their portfolio and the nation, The Clubs of Kingwood, located in Kingwood, Texas. Before working for ClubCorp, Jamie served as Regional Manager for Hampton Golf Management while simultaneously serving as COO/GM for the private equity club and community, Oldfield Club, located just outside Hilton Head, SC. During his six years with Hampton Golf, Jamie’s regional responsibilities extended to North Florida, Georgia, Arizona, WV, NJ, and NY. His expanded corporate duties included implementing and overseeing the company’s national vendor program and due diligence for acquisitions. While at Oldfield Club, he was responsible for all club amenities and POA management of a 900-acre community as the sole COO and GM of the entire operation. He is a Graduate of Virginia Tech and holds degrees in Environmental Science and Horticulture with an emphasis in Turf Science, Contracting, and Business. Silva Gazarova Vice President of Legal Affairs & Compliance Silva manages legal matters company-wide, handling legal issues that arise and helping reduce liability exposure for Hampton Golf and the Company’s clients. Silva also performs day-to-day legal duties such as reviewing contracts, drafting documents, and completing legal research. Silva assists in the administration and enforcement of rules and regulations, as well as other governing documents for the clubs and businesses. Silva’s legal tasks and responsibilities are accomplished with direct oversight from outside counsel, who provides an additional layer of review and execution. When applicable, Silva also assists with insurance matters, providing oversight and assistance with insurance generally, in addition to claims processing and management. Silva obtained her undergraduate degree from the University of Central Florida and her Juris Doctor from Florida Coastal School of Law. Silva enjoys spending time with her family, exercising, and supporting the Jacksonville Jaguars! MEMBERSHIP Members of Laurel Oak Country Club enjoy access to world class amenities, within 15-minutes to some of Florida’s finest beaches. CHAMPIONSHIP GOLF Laurel Oak Country Club offers two breathtaking, challenging and meticulously maintained 18-hole championship Golf Courses. WORLD-CLASS TENNIS Home to one of the top tennis facilities in the state, our Tennis Facility has 12 immaculately maintained Har-Tru Courts, 10 being lighted for night play. PICKLEBALL Brand NEW top-rated Pickleball Courts with the highest level of cushioning, for maximum comfort and enjoyment. CASUAL SOUTHERN ELEGANCE Nature and elegance come together at the 45,000 square foot Clubhouse, nestled within 800 acres of peace and serenity. POOL The Swim Center at Laurel Oak features a six-lane, junior Olympic swimming pool, perfect for lap work or social swimming, heated for year-round use. Must be at least 16 years of age and have a valid driver’s license to operate a golf cart. All Guests are limited to two plays per month. Push Carts and Walking pricing is at the discretion of the professional staff, based on course usage. Gratuities are permitted only for golf cart, locker room, valet parking and beverage cart staff. Charges are billed monthly and are subject to 7% Florida state sales tax. 10/2023 FEES CART FEES (cart per person) 18-HOLES 9-HOLES CHILDREN (11-15 years) CHILDREN (10 years and younger) PUSH CARTS (16 years and older) PUSH CARTS (15 years and younger) ELECTRIC WALKING CARTS TAKE-HOME CART PLAN FAMILY UNLIMITED SINGLE UNLIMITED FAMILY/SINGLE LIMITED (60 rounds) UNLIMITED CART PLAN (Check-in at the Golf Shop to use one of the Laurel Oak fleet carts. FAMILY SINGLE GUEST FEES GOLF GUEST CHILDREN (16 years and younger) SPECIAL FAMILY GUEST Equity Golf & Tennis and Equity Golf Members (outside 100 miles of Sarasota) FAMILY GUEST Equity Golf Members (Immediate family inside 100 miles of Sarasota) CHILDREN (16 years and younger) HOUSE GUEST REGISTRATION Must be registered with Administration Office TENNIS GUEST PICKLEBALL GUEST OTHER FEES GOLF LOCKER RENTAL GOLF CLUB STORAGE FOOD MINIMUM SPENDING FAMILY SINGLE FOOD & BEVERAGE SERVICE MILLRIVER BUYING PLAN (Discounted Golf Shop merchandise. Fees apply to those in golf related categories.) FAMILY SINGLE NOVEMBER - APRIL $31 $18 $18 (18-holes) $11 (9-holes) FREE $15 (18-holes) $10 (9-holes) $11 (18-holes) $7 (9-holes) $22 (18-holes) $14 (9-holes) $4,000 (per year) $360 (per month) $3,600 (per year) $325 (per month) $2,400 (per year, billed in January) $4,000 (per year) $360 (per month) $3,600 (per year) $325 (per month) $125 (18-holes) $85 (9-holes) $25 (18-holes) $15 (9-holes) CART FEE ONLY $90 (18-holes) $52 (9-holes) CART FEE ONLY $60 (2-week visit, per family unit) $85 (18-holes) $47 (9-holes) $10 $10 $125 (per year, billed in January) $125 (per year, billed in January) $800 (per year, billed for May 1 - April 30) $600 (per year, billed for May 1 - April 30) 18% (added to each bill) $225 (per year, charged on Club statement) $165 (per year, charged on Club statement) MAY - OCTOBER $31 $18 $18 (18-holes) $11 (9-holes) FREE $15 (18-holes) $10 (9-holes) $11 (18-holes) $7 (9-holes) $22 (18-holes) $14 (9-holes) $95 (18-holes) $60 (9-holes) $25 (18-holes) $15 (9-holes) CART FEE ONLY $70 (18-holes) $40 (9-holes) CART FEE ONLY $10 (2-week visit, per family unit) $65 (18-holes) $35 (9-holes) Children 15 years or younger must ride with an adult; If accompanying adult elects to PLAY, appropriate FAMILY GUEST fees will apply. MOMENTS TO REMEMBER. FOREVER. 1 BASIC PACKAGE $40 - $60 per person Choice of Two to Three Light Appetizers: Caprese Skewers | Coconut Shrimp | Spanakopita Choice of One Salad Option: Artisan Greens | Traditional Caesar | Clam Chowder | Corn Chowder Choice of One to Two Basic Entrées: Halibut | Herbed Pork Loin | Airline Chicken Marsala | Chicken Florentine Choice of Two Side Dishes: Fondant Potatoes | Haricots Verts | Baby Carrots | Asparagus Garlic Mashed Potatoes | Vegetable Rice Pilaf Choice of One Dessert Option: Mini Cheesecakes | Brownie & Cookie Bar | S'mores Bar | Doughnut Wall STANDARD PACKAGE $60 - $90 per person Choice of Three to Four Light Appetizers: Caprese Skewers | Coconut Shrimp | Spanakopita | Beef Empanadas | Antipasto Skewers Choice of Two Salad Options: Artisan Greens | Traditional Caesar | Baby Spinach Berry Salad | Poached Pear Salad Arugula Salad | Clam Chowder | Corn Chowder | French Onion Soup Choice of Two to Three Basic Entrées: Halibut | Herbed Pork Loin | Airline Chicken Marsala | Chicken Florentine Pasta Primavera | Crab-Stuffed Flounder Choice of Three Side Dishes: Fondant Potatoes | Haricots Verts | Baby Carrots | Asparagus Garlic Mashed Potatoes | Vegetable Rice Pilaf Choice of Two Dessert Options: Mini Cheesecakes | Brownie & Cookie Bar | S'mores Bar | Doughnut Wall Flourless Chocolate Tort | Vanilla-Raspberry Panna Cotta EVENT MENU PACKAGES 9 SERVICE CHARGE & SALES TAX 20% service charge and a 9.5% sales tax are all added to all food and beverage purchases. Spirit/wine purchases will receive an additional 15% state liquor tax. MENU SELECTIONS & GUARANTEE Your menu should be submitted to the club at your earliest convenience, but no later than ten (10) days prior to the event. Your final Guest count is required no later than ten (10) days prior to the date of the event. Outside food and beverages are not permitted. The club will give special consideration for special occasion cakes and donations, only with the consent of the Food & Beverage Director. Fees may be applicable. Due to food and safety regulations, any remaining food may not be removed from the premises. ALCOHOLIC BEVERAGES The sale and service of all alcoholic beverages is regulated by the State of Tennessee. Tennessee National Golf Club is responsible for the legal and safe dispensing of alcohol; therefore, no alcoholic beverage may be brought onto the club property. Tennessee National Golf Club will not serve alcohol to anyone under the age of 21 and reserves the right to refuse service to anyone. CONTRACTS & BILLING An itemized invoice will be sent, outlining the details of your event after all selections are made and the Event’s Coordinator has your final headcount. A security deposit is required upon the initial meeting with the Event’s Coordinator. The remaining balance due will be collected any time before or on the day of the event. Form of payment includes credit cards, cash checks or Member account charge. Please note a 3% service charge will be applied to credit card payments. PERSONAL PROPERTY The client acknowledges full indemnification for usage of the club. The client releases the club from any liability for the loss of any articles left on the premises at any time. SMOKING POLICY Smoking is not permitted in the clubhouse. Smoking is permitted in designated outside areas. CANCELLATION POLICY Event deposits are non-refundable. The club reserves the right to refuse any event which we feel is inappropriate or unbefitting to the club. For food and beverage events combined with outdoor recreation, the food and beverage ordered will be prepared, served and billed regardless of weather. SPECIAL EVENT POLICIES & PROCEDURES 11 RE: Request for Proposals #25-006 For The Lease and Operation of Forest Lake Golf Club Dear Members of the Evaluation Committee, We are excited to present our proposal for the long-term lease and revitalization of Forest Lake Golf Course, with a transformative vision to redevelop the property into Ocoee National Golf Club (herein after referred to in the response as “Ocoee National”) — a premier, community-rooted golf destination that will serve as a beacon for learning, development, recreation, and tourism. Our vision for Ocoee National is to create a modern golf and performance facility that emphasizes inclusion, instruction, and excellence. The reimagined course will cater to men, women, and juniors, serving as a year-round learning center led by PGA and LPGA professionals, with specialty instruction powered by the Kyle Berkshire Academy. Through our relationship with the former commissioner of the LPGA, we will spotlight women’s golf and provide equitable access and visibility to all. The course will not only become a regional center for player development, but will also host celebrity-driven charity tournaments, attract tourism, and generate ongoing economic impact. Most importantly, this project is designed to shine a spotlight on the Ocoee community, reflect its values, and deliver a superior golf experience for local residents—all under a refreshed and elevated brand that will proudly bear the name Ocoee National Golf Club. Our team brings together the best of all worlds. At the operational core of our plan is a partnership with Troon to oversee the planned renovations and manage Ocoee National. Troon is the undisputed leader in Golf, managing 940+ facilities globally, including 150+ municipally owned. Complementing Troon’s expertise, our leadership group includes seasoned entrepreneurs, real estate developers, nonprofit executives, community leaders, and golf industry influencers. Collectively, we offer unmatched experience in developing and hosting large-scale platforms and events, from national youth sports tournaments to celebrity-driven fundraisers. Our deep relationships within the golf and entertainment industries—combined with a strong commitment to community and civic engagement— make this team uniquely qualified to deliver not just a revitalized course, but a vibrant, multi- dimensional destination. It is rare to find a team with this breadth of skill sets and proven experience in so many overlapping disciplines—creating a truly once-in-a-generation opportunity for the City of Ocoee. August 5, 2025 City of Ocoee 1 North Bluford Street Ocoee, FL 34761 407.905.3100 Ocoee Golf Holdings, LLC | 725 W. 50 Street, Miami Beach, FL 33140TH 12345678910Total 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Description CATEGORY YEAR COST Capital Capital Capital Capital Capital Capital Capital Capital Capital Capital Capital Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Annual Capital Reserve 3.50%$845,236 -$ -$ -$ -$ -$ 161,278$ 165,248$ 169,316$ 173,397$ 175,998$ 845,236$ Cumulative ACR -$ -$ -$ -$ -$ 161,278$ 326,526$ 495,841$ 669,238$ 845,236$ Maintenance / Course Projects Start Up Equipment 1 $100,000 100,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 100,000$ Range Structure & Technology 1 $1,200,000 1,200,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 1,200,000$ Food Truck, & Outside Bar 1 $175,000 175,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 175,000$ Patio Expansions 1 $200,000 200,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 200,000$ New Irrigation System 2 $3,500,000 -$ 3,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ 3,500,000$ Clubhouse Roof 1 $50,000 50,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 50,000$ Clubhouse Interior Updates 1 $125,000 125,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 125,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Sub-Total Maintenance / Course Projects $5,350,000 1,850,000$ 3,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ 5,350,000$ Cumulative Maintenance / Course Projects 1,850,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ (1,850,000)$ (5,350,000)$ (5,350,000)$ (5,350,000)$ (5,350,000)$ (5,188,722)$ (5,023,474)$ (4,854,159)$ (4,680,762)$ (4,504,764)$ Total Proposed Capital $5,350,000 1,850,000$ 3,500,000$ -$ -$ -$ 161,278$ 165,248$ 169,316$ 173,397$ 175,998$ 6,195,236$ Cumluative Proposed Capital $267,500 1,850,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,350,000$ 5,511,278$ 5,676,526$ 5,845,841$ 6,019,238$ 6,195,236$ PROPOSED CAPITAL IMPROVEMENTS FOREST LAKE GOLF COURSE RFP25-006 Lease & Operation of the Forest Lake Golf Club 74 Attachment “I” Proposer’s Questionnaire The Proposer recognizes that in selecting a company/agent, the City of Ocoee shall rely, in part, on the answers provided in response to this questionnaire. Accordingly, Proposer warrants to the best of its knowledge that all responses are true, correct, and complete. The City of Ocoee reserves the right to contact each and every reference listed below and shall be free from any liability to Proposer for conducting such inquiry. Company Profile 1. Number of Years in Business: ______ 2. Number of Employees: _____ (company wide) Number of Employees: _____ (servicing location) 3. Annual Sales Volume: ______ (company wide) Number of Employees: _____ (servicing location) 4. State that you shall provide a copy of your company’s audited financial statements for the past two (2) years. 5. Is your company currently for sale or involved in any transaction to expend or to become acquired by another business entity? If yes, please explain the impact both in organizational and directional terms. 6. Provide any details of all past or pending litigation or claims filed against your company that would negatively impact your company’s performance under an agreement with the City of Ocoee. 7. Is your company currently in default on any loan agreement or financing agreement with any bank, financial institution, or other entity? If yes, specify date(s), details, circumstances, and prospects for resolution. 0 3 3 -- 3 SEE "FINANCIAL STABILITY" SECTION OF PROPOSAL. No. None. No. RFP25-006 Lease & Operation of the Forest Lake Golf Club 75 Attachment “J” City of Ocoee Execution of Offer Form Request for Proposal THIS FORM IS TO BE COMPLETED, SIGNED AND RETURNED WITH YOUR PROPOSAL. PROPOSER AGREES TO PERFORM ALL WORK AS SET FORTH IN THIS REQUEST FOR PROPOSAL, AND IN ACCORDANCE WITH THE TERMS AND CONDITIONS AT THE PRICES SUBMITTED. If requested, the Proposer shall furnish bonding with the following company as surety: Name of Surety Company: _______________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Insurance Agent: ________________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Contact Person: ________________________________ OCOEE GOLF HOLDINGS, LLC SHALL PROVIDE UPON REQUEST. RFP25-006 Lease & Operation of the Forest Lake Golf Club 76 THE PROPOSER IS HEREBY NOTIFIED THAT THIS DOCUMENT SHALL BE SIGNED IN INK IN ORDER FOR THE PROPOSAL TO BE ACCEPTED. BY SIGNING, THE PROPOSER CERTIFIES THAT HE/SHE SHALL COMPLY IN EVERY ASPECT WITH THE REQUEST FOR PROPOSAL, ADDENDUMS, PROPOSAL, ANY AND ALL EMAILS/LETTERS OF CLARIFICATION, BAFO, AND CONTRACT. The proposal, if submitted by an individual, shall be signed by an individual; if submitted by a partnership, shall be signed by such member or members of the partnership as have authority to bind the partnership; if submitted by a corporation the same shall be signed by the President and attested by the Secretary or an Assistant Secretary. If not signed by the President as aforesaid, there must be attached a copy of that portion of the bylaws, or a copy of a Board resolution, duly certified by the Secretary, showing the authority of the person so signing on behalf of the corporation. In lieu thereof, the corporation may file such evidence with the administration, duly certified by the Secretary, together with a list of the names of those officers having authority to execute documents on behalf of the corporation, duly certified by the Secretary, which listing shall remain in full force and effect until such time as the administration is advised in writing to the contrary. In any case where a proposal is signed by an attorney in fact, the same must be accompanied by a copy of the appointing document, duly certified. If an Individual: RFP25-006 Lease & Operation of the Forest Lake Golf Club 78 Remittance Address (if different than above): (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 79 Attachment “K” Acknowledgement of Addenda 1. ACKNOWLEDGMENT OF ADDENDA: Respondent acknowledges receipt of the following addenda: No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ (Remainder of page left blank intentionally.) 1 2 3 4 6/5/25 6/20/25 6/27/25 7/11/25 RFP25-006 Lease & Operation of the Forest Lake Golf Club 80 Attachment “L” RFP #25-006 Conflict of Interest Disclosure Form The award of this contract is subject to the provisions of Chapter 112, Florida Statutes, and all applicable federal, state, and local laws. All Bidders must disclose within their bid: the name of any City of Ocoee employee, Mayor or City Commissioner, other City Official, or City Consultants, who owns assets or capital stock, directly or indirectly, in the Bidder’s firm or any of its branches, or would directly or indirectly benefit by the profits or emoluments of this Bid. (Indirect ownership or benefit applies to any members of his or her immediate family.) Bidder certifies that no member of the entity’s ownership or management is presently applying for an employee position or actively seeking an elected position with the City. In the event that a conflict of interest is identified in the provision of services, Bidder agrees to immediately notify the City in writing. The purpose of this disclosure form is to give the City the information needed to identify potential conflicts of interest for the City Commission, Staff, and other key City employees and consultants involved in the award and administration of this contract. According to Chapter 112, Florida Statutes, the term “conflict of interest” “means a situation in which regard for a private interest tends to lead to disregard of a public duty or interest”, and refers to situations in which financial or other personal considerations may adversely affect, or have the appearance of adversely affecting, an employee’s professional judgment in exercising any City duty or responsibility in administration, management, instruction, research, or other professional activities. Please check one of the following statements and attach additional documentation if necessary: ____ To the best of our knowledge, the undersigned firm has no potential conflict of interest for this RFP. ____ The undersigned firm, by attachment to this form, submits information which may be a potential conflict of interest for this RFP. Acknowledged by: Firm Name Signature Name and Title (Print or Type) Date X OCOEE GOLF HOLDINGS, LLC ADAM LAUFER, MANAGER Ocoee Golf Holdings, LLC has contracted with Troon for the management and operation of Forest Lake Golf Club. All employees will be employeed by Troon, who maintains an E-Verify Registration. All Employees are required to pass e-verification before employment. Troon can provide Proof of E-Verify registration upon further request. Keith Flatt, CEO 3251 E. Warm Springs Rd | Las Vegas, NV | 89120 702.592.7115 | Keith@EliteGolf.com www.EliteGolf.com City of Ocoee Attention: Purchasing Department RFP 25-006RFP Lease and operation of the Forest Lake Golf Club Confidential Information As requested by the City, we formally ask that Elite Golf Management’s financial information remain confidential. Financials have been provided per the request for proposal in a separate document. 1 TABLE OF CONTENTS Transmittal Letter . . . . . . 2 Operations Business Plan . . . . . . 3 Budget . . . . . . 3 Proposed Compensation . . . . . . 3 Budget Highlights . . . . . . 3 Forest Lake Five Year Budget Summary . . . . . 5 Staffing Plan . . . . . . 7 Capital Improvement Plan . . . . . . 10 Commitment . . . . . . 10 Case Study . . . . . . 11 Course Improvements . . . . . . 12 Driving Range Improvements . . . . . . 15 Clubhouse Improvements . . . . . . 18 Parking Lot Improvements . . . . . . 22 Other Required Elements . . . . . . 23 Marketing Plan . . . . . . 23 Customer Service Plan . . . . . . 33 Food and Beverage Operations . . . . . . 37 Pro Shop Operations . . . . . . 44 Maintenance & Clubhouse Operations . . . . . 51 Transition Plan . . . . . . 52 Executive Summary . . . . . . 56 Golf Course Maintenance . . . . . . 57 Merchandise Plan . . . . . . 64 Community Engagement Plan . . . . . . 67 Environmental Practices . . . . . . 68 Risk Management . . . . . . 69 Performance Metrics & Reporting . . . . . 70 Operating Experience . . . . . . 74 Firm Overview . . . . . . 74 Management Summary . . . . . . 77 References . . . . . . 80 Contracts . . . . . . 80 Comparable Management Experience . . . . . . 82 References For Similar Projects . . . . . . 87 Subcontractors . . . . . . 88 Financial Capability . . . . . . 88 Financial Reporting & Accountability . . . . . . 89 Required Forms . . . . . . 101 Appendix . . . . . . 102 Resumes of Key Corporate Personnel . . . . . . 102 Letters of Recommendation . . . . . . 109 E-Verification Documents . . . . . . 112 Job Descriptions of Course Key Personnel . . . . . 116 Department Budgets . . . . . . 120 Required Forms 2 Keith Flatt Elite Golf Management Office Address: 3251 E. Warm Springs Road | Las Vegas, NV 89120 August 1, 2025 Evaluation Committee City of Ocoee | Procurement Office Project Title: For The Lease and Operation of Forest Lake Golf Club Solicitation Number: RFP #25-006 Dear Evaluation Committee, Elite Golf looks forward to sharing with you in the following document our proposal for Lease and Management of Forest Lake Golf Club with the City of Ocoee. Our proposal outlines our philosophies on operations and golf course management. Our philosophies have made us successful at all our properties and we are confident that as you learn more about us you will see how our philosophies will better Forest Lake and create a successful Partnership with the City of Ocoee and the community. A successful business venture is what we are both looking for and we will work hard every day to make sure that we both succeed. We believe in one simple phrase that separates us from our competition, Partnership. We will be a partner with the community in growing Forest Lake to make sure that the facility is successful for the long-term. Elite Golf provides an open and communicative relationship with our partners to make sure that both parties feel comfortable with the operation of their facility. We encourage you to call our references to learn more about how Elite Golf has benefited their operations and you will find that our partners enjoy the open relationship we have with them and the success that we have built together. The City of Ocoee is looking for a partner that can control expenses while growing revenue and more importantly maintain their assets in a manner that increases their value. Elite Golf has specialized in helping grow and sustain once failing businesses and looks forward to taking Forest Lake to the next level. We currently have ten management contracts and we have benefitted each facility to make strides towards their long-term goals. We have reviewed the City’s request for proposal and acknowledge all the addendums. We believe that we are the best company for this contract. We look forward to discussing in person with you our proposal, thoughts, and philosophies for Forest Lake Golf Club and how Elite Golf can partner with The City of Ocoee. Keith Flatt | CEO & Owner Elite Golf Management 702.592.7115 | Keith@EliteGolf.com www.EliteGolf.com 3 Budget Proposed Compensation Elite Golf is a growing company with a passion for the golf business and has proven results. Our proposal outlines our philosophy in managing the different operations of a golf course and we are confident that we can apply our knowledge and skills to improve Forest Lake Golf Club and make it a profitable operation for Elite Golf and for the City of Ocoee. We have visited the property and researched the facility and would love the opportunity to take Forest Lake into the future. We are willing to work with the City of Ocoee to make this a Partnership that works for both entities. If the City has questions about our proposed compensation or alternative ideas, we are open to discussion. Lease Payment We understand the investment that the City of Ocoee has made in Forest Lake and the urgency to recoup money for their citizens. Elite Golf Management is prepared to lease the facility and manage the operations including revenue generation, expense management and property enhancement for Forest Lake performing all of the duties outlined in our proposal on the following pages to the performance standards set forth in this RFP for a monthly lease payment of $20,837 ($250,000 annually). Monthly Percentage We believe that we can improve the facility and create revenue growth. We want to make sure that the City of Ocoee is successful as we make Forest Lake successful so we are prepared to offer the City a percentage of the monthly gross revenue at a rate of 2%. This way the City’s revenue grows as the revenue at Forest Lake grows. Capital Improvement Elite Golf is ready to commit an average of $150,000 in capital improvements for each year of the contract. We say average because some years may require more capital to be invest ed in order to complete a project. Forest Lake is a wonderful property and Elite Golf wants to be a part of the success of the facility with the City of Ocoee and the community. We feel that that this proposal is fair and allows enough room for Elite Golf to invest in the property, make sure that the City recoups their money and allows Elite Golf to make a fair profit. Again, we look forward to speaking with the City in person and working towards a solution that works for both parties. Budget Highlights We are excited to present our five-year budget for Forest Lake to the City of Ocoee. This budget is based on information that the City has provided and our professional experience managing similar facilities. We see nothing but success at Forest Lake as we get the course back in top-tier condition and improve the service at the club. The budget reflects are staffing plan as shown on the following pages along with meeting the product and service standards we are presenting in this proposal. Operations Business Plan 4 The Bottom Line We are projecting a profit of $100,000+ year one after paying the City of Ocoee $323,000 and investing $150,000 in capital improvements. We project that this profit will grow as we make improvements to the club through our capital improvement program and through our high standards for course maintenance and customer service. We foresee that over our first five-years, the City of Ocoee will take in $1.65 million in revenues, Elite Golf will have invested $750,000 in capital improvements and Elite Golf has the opportunity to profit $870,000. Golf Operations Elite Golf has projected the golf department to produce $3.1 million in revenue year one with growth happening the following years as we get the golf course in the condition we want to see it. We have accounted for growth in driving range fees as we elevate the amenities and introduce the Top Tracer Range program. We believe that merchandise and other incremental revenue will increase as we grow rounds and the dollar per player. As you will see in our full proposal and as we have experienced at our other facilities, as we improve the course conditions and increase the level of service at the property, all areas of revenue increase. We believe that a lot of our success will come through the guest experience at the club. We have budgeted to have enough staff to increase services for golfers while offering other amenities such as bottled water and towels for our guests. We have allowed for a new lithium golf cart fleet when the time arrives to replace the current golf carts. As we head into year two, we have allowed for bringing in the Top Tracer Range program which will allow guest to use technology to improve their range experience. Food and Beverage Operations We believe there are opportunities to increase the offering in the restaurant which will lead to increased revenue. Updating the menu and offering some special events will allow us to grow revenues while creating more brand loyalty. We are forecasting that as we make additional improvements to the restaurant through the capital improvement program, revenues will continue to increase over the five years. The payroll and expenses for the restaurant are comparable to similar facilities that we manage. As we build revenue, we can expand the service to improve the dining experience for our guests. If we are able to expand the restaurant, we should also see opportunities to hold larger events. Golf Maintenance Operations Elite Golf believes that everything at Forest Lake starts with the golf maintenance department. The more we can elevate course conditions, rounds will go up and the value for a green fee will increase along with revenues across all departments. We have accounted for elevated course conditions by allowing for enough staff to start making improvements around the course. We have budgeted for new golf maintenance equipment to allow the staff the necessary tools to maintain the course to the standards we expect. We want to increase Bermuda turf coverage and eliminate weeds so we have allowed for more than enough fertilizers and chemicals. We have allocated for the winter overseed program which will include overseeding the tees, fairways and greens along with funds to use towards contract maintenance such as tree trimming around the course. We believe that we are going heavy in golf maintenance to bring Forest Lake Golf Club back to a premiere golf course in the Orlando area. 5 General Administration The general administration department is where shared expenses are allocated. We have budgeted for a general manager and a clubhouse porter to help with daily cleaning. We would also utilize the clubhouse porter to assist with clubhouse landscaping. Other expenses are based on our experience with similar properties and includes general expenses, liability insurance and real estate taxes. Forest Lake Five Year Budget Summary The following is the budget summary for Forest Lake. Department budgets are listed in the appendix. 6 7 Staffing Plan On-Site Team Elite Golf Management believes in hiring qualified professional staff for each of our locations. It is imperative that we have management onsite that is knowledgeable and experienced to make the facility successful. When hiring, we focus on promotion from within our organization when practical to invest in our employees and that our current staff is knowledgeable in the model that Elite Golf implements at all of our facilities. If we look outside of Elite Golf to fill positions, we search for qualified candidates that meet the job criteria of Elite Golf through several resources such as the PGA of America, the Golf Course Superintendents Association, additional professional trade organizations. We also utilize our extensive contacts list of people employed in the golf industry across the country. If offered the chance to partner with the City of Ocoee, we would interview the current staff to make sure that they meet our qualifications and can perform the required job functions. We are very open to keeping current managers and staff who would like to stay on but will certainly make changes where necessary. At this time, we do not have candidates that we would name to positions at Forest Lake as our first objective would be to retain staff members in place. We can certainly cover any positions necessary and quickly fill management positions as needed. Minimum Qualifications General Manager/Director of Golf PGA Class A Member in good standing 3 years of general management experience or 3 to 5 years of head golf professional or director of golf experience Prefer a bachelor’s degree, but additional years in experience will be considered. Superintendent GCSAA Member in good standing Prefer 3 years superintendent experience but assistant experience will be considered. Prefer a degree from an accredited turf management school, but additional years of experience will be considered. Additional Staff Members We prefer that staff for facility positions have at least a high school diploma or be in high school on their way to completing their diploma or GED. Additional requirements would include experience in the field for skilled positions such as mechanics, irrigators, assistants and service providers. Policies and Procedures Elite Golf has adopted policies and procedures that each staff member will be trained in. Upon hiring, staff members will be issued an Elite Golf employee handbook that details the general policies and procedures associated with being an Elite Golf employee. In addition, our payroll/human resource management partner provides all necessary local, state and federal documents that must be filled out during the enrollment process including I9, W2 and OSHA forms. 8 Employees will be trained in additional policies and procedures specific to their department. Employees must acknowledge receipt of these documents and review them with managers and fellow staff members. Additionally, managers will review these materials throughout the year in staff meetings to make sure that employees are informed and understand expectations. Elite Golf will send representatives during the transition period to help train employees on these policies and procedures. Employee Benefits Full time staff members are eligible to participate in the Elite Golf health benefit program. The facility would pay for 50% of the employees’ portion on the lowest tier. The employee is responsible for their 50% contribution plus the addition of an upgraded plan. Employees are responsible for any family members they add on the program. The general manager and superintendent would have vision/dental paid for by the facility for themselves only. Elite Golf offers a pto program to full time and part time employees where they can earn pto based on hours worked. For full-time employees it is the equivalent of earning 1 week off after working for 1 year. For salaried employees, they can earn up to 2 weeks off after two years of employment. Organizational Chart & Job Descriptions The following represents the organizational chart that we feel suits the property. Onsite general management would report to Elite Golf Management. Facility staff would report to the onsite general manager. Elite Golf corporate personnel along with the onsite general manager would work with the City of Ocoee to provide the necessary information and communication as required by the City of Ocoee. All staff members would be Elite Golf employees with hiring, training and payroll being the responsibility of Elite Golf. We have included formal job descriptions for the general manager and superintendent in the appendix for your review. Elite Golf Management General Manager/Director of Golf Golf Shop Staff Player's Services Staff Golf Course Superintendent Golf Course Staff Food and Beverage Manager or Lead Kitchen Staff Service Staff Banquet Staff 9 Job Title Descriptions General Manager – oversees the entire operation, department heads and staff as well as performs daily duties. Golf Course Superintendent – oversees the golf course operation and maintenance crew as well as performs daily duties. Golf Course Staff – these positions include the mechanic, irrigators, spray technicians and laborers that take care of the golf course and equipment. Food and Beverage Manager – oversees the restaurant, bar, kitchen, banquet sales and banquet operations and associated staffs as well as performs daily duties. Kitchen Staff - includes any cooks or dishwashers working in the kitchen. Beverage Cart Staff – includes any staff members who operate the beverage cart on the course. Restaurant Service Staff – includes any servers, bartenders, hostess or bussers who work the restaurant floor. Banquet Service Staff – includes any service staff that help coordinate events and banquets. Head Golf Professional or Assistant Golf Professional – assist the general manager in the operations and oversight of the golf operations and staff. Golf Shop Counter Staff – include any additional help that work in the golf shop to assist customers with golf and sales. Player’s Services Staff – includes cart attendants, range attendants, starters, marshals and any other staff members who help guests in the golf operation and work outside of the clubhouse. Staffing Plan Elite Golf would staff the facility to provide the appropriate customer service and to execute the vision for the property. Staff would fluctuate with business demands and managers trained to cut staff at appropriate times. Managers are expected to pick up shifts when necessary to reduce labor and when assistance is required. Below is a general staffing plan for the property. • Department Admin General Manager: Quantity 1 full time | Pay scale between $85,000 and $100,000 Clubhouse Porter: Quantity 1 part time/full time | Pay scale between $15 to 18 per hour Total Staff Department General Administration: 2 • Golf Course Maintenance Superintendent: Quantity 1 full time | Pay scale between $85,000 and $100,000 Mechanic: Quantity 1 full time | Pay scale $20 to $30 per hour Irrigator: Quantity 1 to 2 full time | Pay scale $17 to $20 per hour General Labor: Quantity 8 to 10 full time in season | Pay scale $16 to $18 per hour Total Staff Department Golf Course Maintenance: 11 to 15 in season | 10-12 in off season 10 • Food and Beverage Manager/Lead: Quantity 1 full time | Pay scale $18 to $20 per hour Kitchen Lead: Quantity 1 full time | Pay scale $18 to $20 per hour Kitchen Staff: Quantity 2 to 3 part time | Pay scale $16 to $18 per hour Restaurant/Bar: Quantity 3 to 4 part time | Pay scale $14 per hour Beverage Cart Staff: Quantity 3 to 4 part time | Pay scale $14 per hour Restaurant and Beverage Cart Staff would be cross trained to work in both areas. Total Staff Department Food and Beverage: 10 to 13 • Golf Operations Head Golf Professional or Assistant: Quantity 1 full time | Pay scale $20 to $25 per hour Golf Shop Staff: Quantity 3 to 4 part time | Pay scale $16 to $18 per hour Cart Attendants: Quantity 5 to 8 part time | Pay scale $14 per hour Starters & Marshalls: 3 to 4 part time | Pay scale $14 per hour Total Staff Department Golf Operations: 12 to 17 Capital Improvement Plan Commitment Elite Golf believes in Forest Lake Golf Club and understands the importance of investing in the course for its future success. We are committed to investing an average of $150,000 towards capital improvements in each year of our contract with the City of Ocoee. We want to make sure that we are improving the facility each year as we understand that improvements will lead to future gains. We have listed some of the capital improvements that we think are necessary to grow Forest Lake Golf Club. Once on-site in a full-time capacity, we will be able to better determine other capital needs and prioritize them as we get to know the facility better. Cost estimates are based on our previous experience at other facilities. If awarded the contract, we would work with local contractors and architects to present formal drawings and cost estimates. 11 Case Study | Whitestone Golf Club When Elite Golf took over management of Whitstone Golf Club in 2018, the golf course was tired, the facility was aging and the operation struggled to make enough revenue to survive. Elite Golf would go on to take over the lease of Whitestone Golf Club and bring the facility back from the brink of death. We immediately invested in the course and facilities knowing that it would pay dividends in the future. Elite Golf immediately invested in the course replacing the irrigation computer and software along with several communication satellites around the course. We replaced the golf carts and started to bring in newer maintenance equipment. We invested in the right staff and trained them in our operational procedures. We replaced sod around the course and would go on to grow the greens back in. We removed years upon years of overgrowth around the course that was encroaching on the holes and hindering playability around the course. We made improvements in the clubhouse by remodeling the interior to include painting, flooring and replacing fixtures in the restrooms. We painted the exterior of the clubhouse and stained the decks while replacing the furniture. We brought in new merchandise displays and fixtures for the golf shop to enhance the golfer’s experience. We replaced the pump house and pump station along with a transfer pump from our main irrigation source. We invested in proper fertilization and chemical programs to improve turf coverage and reduce weeds. Over the past six years we have easily spent $2 million plus in improvements to the course and the results are nothing but astonishing. The previous operators of Whitestone Golf Club were struggling to make $1 million in revenue and hoping to breakeven. As Elite Golf took over the facility and made these improvements, we were able to increase revenues significantly in a short time. By the end of 2020, revenues had increased to $1.5 million and the end of 2022 $2 million. In 2025, we are on track to end the year close to $4 million in revenue thanks to the continued improvements to the club. We know the value of investment in a golf facility and know that continued improvements in Forest Lake will enhance the product, service and lead to future revenue growth. Whitestone Golf Club 12 Course Improvements Immediate Needs We believe that the first investment in the facility needs to be in the golf course, equipment and golf course staffing. While some of this might not sound like capital improvement, the fact is that the golf course is the life blood of Forest Lake and must improve to be successful. To increase revenue, we need to have a top tier product that draws golfers to the facility. Nothing brings in golfers more than fast greens. Estimated expense for course improvements: $50,000 to $100,000 Greens We would. mediately change maintenance practices on the greens to provide smooth fast greens. Our expectation is that the greens roll at a minimum of a 10 daily. This will happen through proper fertilization practices, verticutting and mowing height. We will also invest in proper cultural and chemical practices to make sure that the greens are weed free to prevent any sort of infestation such as goose grass which can be common in that area. 13 Tees, Fairways & Rough We need to invest in proper fertilization and cultural practices to provide quality turf coverage that is weed free throughout the course. This would include using pre-emergent to prevent the weed pressure that is coming up in the turf. More fertilization and aeration will help to promote Bermuda growth to fill in the weak areas. We would also implement frequent mowing practices with lower heights of cut to present a uniform playing surface that helps to hide imperfections. 14 Detail Work We need to focus on detail work around the course to start cleaning up areas that make an impact on the customer’s perception of Forest Lake. Simple things such as edging the lakes provides a cleaner look around the course. Sodding the bare areas off the cart paths and implanting better cart traffic control will prevent these high traffic areas from becoming dirt. Utilizing traffic control items such as stakes to route golf carts off the path in different areas throughout the month will help to prevent this in the future. There are several waste areas and large bunkers around the course where grass and weeds are starting to take over. These need to be sprayed out and cleaned out to bring back the original design. 15 Staffing We can accomplish this work on the course by investing in extra staff the first couple of years to restore the golf course to its former glory. By investing in 3 to 5 staff members who only focus on work around the course, we can improve the conditions and the details at Forest Lake Golf Club. Estimated yearly expense: $100,000 to $140,000 Equipment To get the course where Elite Golf wants to see it, it will take investing in maintenance equipment to reach the desired level of course conditions it will take to elevate Forest Lake Golf Club. Elite Golf has budgeted to bring in the proper maintenance equipment to perform the daily tasks and mowing that it will take to improve the quality at Forest Lake. Estimated yearly cost: $150,000 to $200,000 As replacement of golf carts is needed, Elite Golf will bring in new lithium ClubCar golf carts. Estimated yearly cost: $100,000 to $120,000 Driving Range Improvements Elite Golf sees the driving range as an important piece in growing Forest Lake Golf Club. We have seen at our other properties that providing an appealing driving range with good amenities can increase range revenue. The current driving range is a decent size with a nice grass tee. We would want to make sure that the grass tee is taken care of just like the course by fertilizing it and providing the necessary cultural practices to improve the Bermuda turf coverage. Current Driving Range The current driving range is boring with no life. 16 Driving Range Plans Amenities We would bring in new amenities to include quality bag stands, range stall dividers, alignment sticks and seating similar to our other driving range facilities. Estimated expense: $5,000 to $7,500 Concrete Pad & Mats At busy driving ranges, it can be good to add a concrete pad with golf mats to allow rest for the grass tee. We have added several concrete pads and mat hitting complexes at our other facilities. This has allowed us to maintain healthy turf and provide golfers a practice solution during times of frost delays and weather issues. Estimated expense: $25,000 17 Range Floor Improvements We would explore improving the range targets on the driving range by creating targets using colored artificial turf or a similar material. We would also add short game targets for shots under 100 yards. This will give golfers a better visual for the practice time. Estimated cost: $10,000 to $20,000 Top Tracer Range To have a truly unique experience, we would work to implement the Top Tracer Range at Forest Lake. Top Tracer Range brings the Top Golf experience to the driving range. Golfers can use this technology to track their distances and improve their practice session. They can play games individually or against the entire club. Top Tracer Range would set Forest Lake apart from the competition and lead to increased driving range revenue. Estimated expense: $60,000 to $80,000 per year 18 Clubhouse Improvements Overall the clubhouse has good bones. We would look to make a few improvements that would modernize the feel while improving the functionality and service to the guests. Overall Clubhouse We would look at improving the ambiance in the clubhouse through simple touches like removing the wallpaper and painting. We would have the roof inspected and look at the cost of having it replaced. These expenses are unknown at this time and would need further investigation. Golf Shop A good-looking golf shop is imperative to providing a good product and service to our guest. We would invest in some new fixtures for the golf shop and have the counter and cabinets repaired, painted or resurfaced. Estimated expense: $5,000 to $10,000 From This To This Whitestone Golf Club Irving Golf Club 19 Restaurant We understand that the restaurant is a little small and it is hard to accommodate larger groups and events. We would explore opening up the restaurant towards the current patio and enclosing the patio to expand the seating of the restaurant. We would also look at improving the tables and chairs with newer furniture. This expense is unknown and would need further investigation. 20 Patio Improvements If we are able to expand the restaurant, the existing patio would go away. We would look at the cost of putting in new patio where the grass is located outside of the restaurant. We recently put in a similar patio at Irving Golf Club that includes a fire pit and seating for guests. This patio can be used for social events, banquets and parties. This expense is unknown and would need further investigation. Current Layout 21 Irving Golf Club Example 22 Parking Lot Improvements We understand the City’s concern with the parking lot and being able to accommodate more guests. We would work with local architects and contractors to remove some of the landscaping in the parking lot and redesign the flow and parking. There are several areas that can be converted into parking that would add additional spacing. Below on the map, red areas can be converted into additional parking. This expense would need to be investigated further. 23 Other Required Elements Marketing Plan Philosophy Product First and foremost, our philosophy dictates that the product at our facilities is of utmost importance. We are committed to providing the best product possible within our financial means. We will work towards creating consistency in every aspect. We will achieve our goals with a well-maintained and manicured golf course. There are a lot of golf courses in the area and the best way to differentiate Forest Lake from the competition is through the course product. Our priority is to get Forest Lake in great shape with greens that are smooth and fast. We will devote resources to promote Bermuda grass growth throughout the greens, fairways and roughs while implementing a program to eliminate the weeds such as goose grass. We expect the greens to roll at least a 10 daily because as all golfers know, the greens are what matters and are what gets remembered when you play a course. We will work to bring back the details around the course by trimming trees and landscape, restoring waste areas and bunkers, edging lakes and cart paths. A first-class product brings awareness of a course in the golfing community and there is no stronger marketing material in golf than word of mouth advertising. Service Product is our first priority; however, we believe that service is just as important to a facility’s success. Every day our goal is to make our customers feel at home when they visit the facility. Attentive staff members who offer exceptional service with smiles and great attitudes can often make the difference between a guest visiting once or coming back again and again. Elite Golf Management will work with staff to develop and strengthen a service-oriented environment that the City of Ocoee can be proud of. We will implement our service standards at Forest Lake to elevate the property above the competition. We will help guests with their golf bags in the parking lot. We will offer special amenities to the guests such as complimentary water bottles, ice in the cooler, towels in the carts and cold towels following play. We will offer complimentary popcorn in the restaurant following play to encourage use of the restaurant. We will make sure that all staff are welcoming and pleasant to create repeat customers. Value Though value may differ from person to person, one thing remains constant; a customer will only pay what they think the product is worth. Each day we look at things from a customer’s point of view. What would he or she want from this facility? We answer that by improving the product 24 and service which allows us to offer more for less. In the long term we know our customers will be willing to pay more. As we develop and improve the product and service, the value of the facility will increase. We will remain true to our philosophy by making sure that we are fair in evaluating what a guest wants and needs. SWAT Analysis We know the property and the area and believe that Forest Lake is in prime position to be a leader in the golfing community. The positives out way the negatives at Forest Lake and any of the unfavorable items can be overcome which will grow the facility. Strengths • The location is in a great spot with good proximity to major highways and the Florida turnpike with close by access to attractions. • The golf course layout is great and is championship worthy with good bones. • The driving range is a good size with a large grass tee. • The practice facilities such as the putting green and chipping greens are good with great options for those who like to practice. • Great reputation and local following. • Good and inexpensive water source. • Weather allows for year-round golf with a mild winter. • Great tourism in the area with all sorts of different attractions. • Good population in the immediate area with a strong median income. • Great population in the metroplex with a strong median income. Weaknesses • Small restaurant space making it tough to accommodate larger tournaments or parties. o We feel that we can address this through our capital improvement plans. • Small kitchen. o We feel that we can address this through our capital improvement plans. • Course conditions have deteriorated over time. o We believe we can get the course where it needs to be through our maintenance strategies in order to excel in the golf community. • Lots of weeds to control. o We will address through our maintenance programs. • Lots of plant material to trim and clear out. o We will address through our maintenance programs. • Aging facilities and equipment. o We feel that we can address this through our capital improvement plans. • Services have lessened over time. o We will implement new services to increase customer service at the club. 25 Opportunities • The golf course conditions can improve through investment and some changes in maintenance practices. • The course should be profitable enough to put money back into the property. • An opportunity to redevelop the relationship with the City of Ocoee to get both parties involved at the golf course through events and build success together. • Better customer service standards. Threats • There are a lot of golf courses in the area competing for the same customers. o We will differentiate Forst Lake through better course conditions and service. • There is a lot of tourism in the area and should something hurt tourism, revenues could decline through tourism and pressure on the economy. o We will build a strong business built on local relationships so that should tourism falter, we have a strong base of local customers to rely on. 26 Population Demographics Forest Lake is in a strong position as there is a large local population base in the nearby area. Within a 12-mile radius, there are 722,000 people and within the county 1.5 million people. The medina age for the nearby population is young with the county average at 36.4. Tourism is strong with over 75 million visitors coming to the Orlando area in 2024. Of those 75 million tourists, 68 million were domestic with 6.5 million traveling internationally. Domestic visitors are staying on average 3.1 nights with international visitors staying 8.3 nights. The average spend per person is over $1,000. This tells us that there are plenty of people coming to the Orlando area and they are staying long enough to play golf and willing to spend money on attractions like golf. Increasing the product and service at Forest Lake will allow us to increase positive reviews and reach visitors such as these. 27 Competitive Analysis We have reviewed several courses in the area and fully believe that Forest Lake should be one of the places to play in the Orlando metroplex. While there are a lot of golf courses in the surrounding area, Forest Lake is uniquely positioned to be a leader in the market. We will do this by investing in the course and improving the playing conditions. We will price the course competitively with the competition so that as we improve the course, the perceived value for playing at Forest Lake will increase. We want Forest Lake to be a place that locals can call home but also a place visitors seek out to play. This will happen as Forest Lake regains its reputation for having fast greens, being in great shape and providing first-class service. 28 29 Online Tools Google We will take ownership of the Google listing and will keep the listing up to date and utilize the listing to reach audiences throughout the Orlando area. Google ads Golf Campaign: We will set up an ad campaign to advertise the facility. We will be able to reach customers who Google search common golf terms in a predefined area such as the map to the right. When someone searches golf course, golf courses near me, golf course Orlando, etc., the ad can pop up and influence their golfing decision. Google reviews We will look to build reviews through Google so that future customers will see good reviews about the property. We will establish programs in the clubhouse to encourage golfers to fill out reviews. The more reviews we can capture, the more we can build our Google listing and reach more customers. Google pictures As we update the online platforms with new images, we will also update pictures on the Google listing. We want customers to see how great the facility is looking to help influence their golfing decision. 30 Facebook & Instagram We will make sure that Facebook and Instagram are kept up to date with the latest club information and that promotions and pictures are being posted regularly. We will create paid advertising programs through both platforms to disceminate information to current players and golfers who may not have experienced the facility. We look to build reviews on Facebook as well. Again, building reviews will help promote the course to future patrons of the facility. Below are postings from one of our Elite Golf properties as an example. Instagram Post Instagram Post Instagram Post 31 Website We will work with the previous operator to take over the website and transition to our provider who will build a website with emphasis on visuals. We want to increase the visual presence on the website to show potential customers what the facility is all about. GolfNow GolfNow has been a great way to reach new customers in the region. GolfNow has a national presence in booking golf and has become a staple when customers are searching for courses to play when visiting a new location. Our partnership with GolfNow allows us to send out communications to the database to promote the facility. We can put out specials online to encourage bookings. GolfNow offers a chance for players booking through their platform to share feedback through reviews. We will work to build positive reviews for Forest Lake which will help influence future customers. We will continue to utilize GolfNow to reach new audiences and generate tee times. Email marketing We will work towards capturing emails as players make tee time reservations and through our online booking systems. We will utilize emails to make patrons aware of our upcoming events and promotions at the facility. Reviews Our team will push for reviews to build our online reputation across multiple platforms such as Google, Facebook, Yelp and GolfNow. We will encourage guests following their round to leave reviews and utilize incentives to gain reviews such as a complimentary drink. We will work on creating a way to reach back out to customers such as an email so they can leave a review. The more reviews we can build, the more word of mouth will spread and capture more patrons. Print items We will prepare signage that can be displayed around the club and at partner sites to promote the course and amenities. From events, to the restaurant, to golf promotions, we will create professional signage to get our message across. External marketing While we do not advocate for print marketing as it can be costly and short lived, we will explore some of the options in the region that make sense to reach new customers. We have allocated a portion of our marketing towards ideas that are presented throughout the year whether they be online opportunities or in print publications. 32 External Brokers Elite Golf utilizes several external golf brokers to promote and sell the course. By giving brokers a small break on the green fee, they promote and resell green fees to visitors in the area. We would explore all of our external brokers to add Fore Lake to their list. In House Events Golf Our onsite team will host club golf tournaments throughout the year. Club events are a great way to get guests engaged at the club. We will work with the team to come up with fresh ideas that are unique and help build support for the facility. Along with club tournaments, we will host demo days where guests can come to the club and try out the latest golf equipment. Demo days help draw in the local golfing community as they get the chance to hit new drivers, irons and be fit for clubs. Restaurant We will work to promote new ideas in the restaurant to build food and beverage sales. Food and drink specials will be utilized to draw customers into the restaurant before and after their round. We want to create a new environment with new offerings to entice patrons to spend in the restaurant. We will explore hosting events such as music on the patio or beer tastings to create new revenue streams for food and beverage. Below are some events that we have held at other Elite Golf facilities that we feel would be easy to implement at Forest Lake. 33 Customer Service Plan Business Model At Elite Golf, we believe that providing a superior product with outstanding value and unmatched service is the key to success. In a competitive market, we believe that loyalty and brand delineation are imperative to driving revenue. It’s the little things that count. A great product at great value is our brand. Adding value and improving service at our facilities has paid dividends at our properties. Small and inexpensive gestures that the guest will immediately notice are remembered and appreciated. For example, we provide a complimentary bottle of water to each guest based on facility price points and customer base. We also have small towels available to our guests to clean their golf clubs at no additional fee. We provide complimentary popcorn in the F&B for guests. The enticing smell draws customers in after their round and encourages more spending. This is an uncommon practice for many daily fee properties and certainly drives loyalty which leads to repeated visits. The guests see these small gestures and recognize that management has the entire experience in mind and is willing to go a bit further to ensure a positive experience. Elite Golf is continually visiting the competition to see what they are doing right. We adapt to the competition and implement ideas that make sense for our properties. We are committed to changing and continuously improving our product. Elite Golf must be leading the race as far as value and customer experience is concerned. We understand that a guest has choices, and we must be their first. Elite Golf creates a relaxed and enjoyable work environment. We are only as good as our team members. We encourage communication and innovation. We encourage thoughtful suggestions as our team members are the eyes and ears of daily operation. They get reviews of our service and product immediately and they have a clear picture of guest expectations. Our team is expected to handle issues to the satisfaction of our guests. If a guest has a need, it is our job to understand that need and exceed it. For example, if a guest has a flat tire during a round of golf, our team member would gauge what the guest is expecting and offer a solution. The solution might be buying the guest a hot dog or offering a discount on a future visit. The goal is to make certain the guests leave satisfied, and we will do what it takes to ensure satisfaction. Elite Golf Management holds regular team meetings to determine what we are doing right and more importantly, where we can improve. Again, our team is effectively our eyes and ears. We must have free flowing and constructive communication to advance our product. Elite Golf has always and will continue to hire the best person for the job regardless of ethnicity or gender. We do not believe in gender specific roles at any level and our roster reflects that. In a male dominated industry, we have many female leaders and have for decades. From outside service positions to the CFO of Elite Golf, we hire, promote and encourage female and minority team members. We firmly stand by the policy of hiring the best person for the job regardless of race or gender. Hospitality and Customer Service There are three founding principles that make up Elite Golf, great product, great service and great value. Elite Golf strives to be the best in the business with these principles in mind. The Elite Golf service 34 philosophy is simple, treat people with dignity, respect and service them with a smile. Because of these founding principles, Elite Golf guests are repeat guests. Hiring the Right Person for the Job Elite Golf is careful in the selection of the individuals we bring aboard to work in our facilities. Experience, training, and innate qualities like a warm courteous disposition are among the things that we look for when selecting new staff members. Training Upon joining the Elite Golf team, staff will train with fellow team members and managers on tasks specific to their respective areas of responsibility. Elite Golf team members are issued facility manuals that reflect the Elite Golf approach to operations. Our staff is the guest’s first point of contact. That said, we train every staff member to: • Have the right attitude • Be knowledgeable about our product • Enjoy their work • Be good ambassadors of the course • Continue to improve the facility Pride in Appearance Maintaining a professional appearance is an important component of delivering an excellent golf experience. Staff will adhere to proper dress codes in keeping with traditional golf course standards. This allows our patrons to easily identify members of the Elite Golf team, creates visual unity within individual departments and contributes to creating an exceptional golf experience. Day to Day Elite Golf Services There are certain characteristics that a guest should find at all Elite Golf facilities. Guests should be addressed when they are near a staff member and greeted with a smile. Staff members will approach and service guests rather than waiting for a guest to ask for help. Service areas and products will be neat, clean and tidy for our guests. More specific service qualities include helping guests with their clubs to and from there vehicles as well as helping a guest find their specific needs on the golf shop floor. Elite Golf staff members raise the bar from a normal facility to an Elite facility. Customer Service An effective customer service program will engage facility patrons and improve communication and experience at the club. Customer service can be gauged by guest satisfaction. The more the guests enjoy their experience, the more likely they are to become loyal to the facility and create additional business by word of mouth. The best way to build on customer satisfaction is to increase the level of customer service that is provided to each guest. We will do this through our staff and the guest’s experience. This will be measured through online facility reviews, comment cards and guest interaction with managers and corporate staff. Elite Golf believes in making sure that no patron leaves the facility unhappy. Our team should do everything possible to resolve a patron’s issue to make them a satisfied guest. Complaints will be handled immediately and all staff members will be empowered to “Make It Right”. We would rather give away a complimentary beverage or give a discount on a round of golf than have a bad experience cost us a guest. 35 Guest Experience Through staff training, we will ensure that each guest has a good, consistent, and enjoyable experience each time they visit the facility. This will be done by creating customer service centered processes that each guest will engage in when visiting Forest Lake. When guests have a good experience, they are more likely to tell a friend and help build our business. • Guests will be greeted when they arrive and assisted with the directions and anything else they need. • Upon entering the clubhouse they will be acknowledged and greeted with a smile from one of our golf shop associates. • Their transaction will be smooth with a good point of sale system. • Guests will then be assisted as needed by the golf course starter, player service associates, or food and beverage associates. • Upon completion of their round, guests will be greeted by a player services associate, invited into the facility for some food and beverage, or assisted to their vehicle. • Staff will seek feedback from the guests to ensure that the experience exceeds the guests expectations, or to find out what can be done better. • Guests can expect to hear a friendly voice on the phone when the call in to ask questions, or to make reservations. Field Experience Elite Golf Management has been in the golf management business since 2009 with Keith Flatt having over 40+ years in the golf industry and Derrick Hunter over 20+ years in the golf industry. We have operated high-end facilities and facilities with smaller budgets and we can provide a great experience to customers in both types of facilities. The following are a few specific examples of what Elite Golf has performed in the field at our portfolio of facilities. Point of Sale Elite Golf has utilized the GolfNow Premiere point of sale software going back to 2012 and it is currently used at all our facilities. This software is specifically designed for golf facilities and allows for everything you need to run a golf course. We have utilized this software for basic point of sale functions such as registers but also for event management, inventory control, membership management including member billing and receivables, gift cards and credit books along with a host of other tools. We are very adept at maximizing this software to meet our facility’s needs to make sure that the customers experience at the register and throughout our operations is first class. 36 Online and Mobile Tools Through our GolfNow partnership, we offer online tee times to our guests along with a specialized app for the facility. We can customize the online booking experience to meet the facility’s needs. Tee times can be booked online and are tracked directly onto the tee sheet. Our tee sheet tool through the GolfNow Premiere platform also allows us to quickly adjust rates online to maximize tee time utilization and sell unsold tee times. We have utilized custom apps to offer more tools to our guests such as online booking, course information, course gps, advertising and more. The app is a great way to build loyalty with customers as they have one place to go on their phone to get the latest information on the facility. Reservation System At some of our busier facilities we have used a third-party reservation system to help book tee times. This can be set up to take all incoming calls or just during times the facility is closed. This is a great way to make sure that phone calls do not go unanswered and all guests are taken care of. Pace of Play Systems Pace of play is a common complaint among golfers so anything that you can do to speed up the game helps with guest enjoyment. Where budgets allow, we utilize a starter and marshal program to make sure that guests tee off in a timely manner and are monitored around the course. We make sure that starters and marshals are trained to present a pleasant attitude along with instructions that will help each guest navigate the course appropriately. We have implemented other ideas such as a clock system where clocks are placed on every third hole to alert guests to their pace of play. For instance, if a group tees off at 9:00am, when they reach the third hole, the clock should read 9:00am. If the clock reads after 9:00am, the group is behind pace and can make adjustments to their play to get back on time before the sixth hole where again the clock should read 9:00am. Additionally, we have utilized golf cart gps and tracking to monitor pace of play around the course. The gps system allows us to see where guests are, how fast they are playing and send notices to the players if they need to speed up. The gps system is a great way to make quick corrections around the course as it can be done in real time. 37 Amenities We believe that anything we can do to separate the facility from the competition helps to create customer loyalty and that is why at Elite Golf properties we implement various amenities for our guests that differentiate us from other courses. A few examples include offering some candy such as Jolly Ranchers in jars in the golf shop and maybe the restrooms as a treat. A popcorn machine with complementary popcorn in the restaurant for guests to snack on after play helps keep them on property and the salt helps promote a beverage purchase. On a hot day we may have the staff hand out Otter Pops (ice popsicles) to guests to help them cool down. We may provide scented cold face towels for guests when they finish their round to cool down in the summer. Something simple such as putting ice in the coolers on the golf carts and providing a complimentary bottle of water to guests is a way to show that we offer more value than the competition. Food and Beverage Operations Hours of Operation Elite Golf will evaluate the needs of the facility and determine the best hours to operate the food and beverage department. We will adjust the hours as business demands increase and decrease. In general, we feel that it will be important to offer beverage service throughout the day and utilize food service at times that meet the customer’s demand. Beverage Service Elite Golf typically offers beverage service in season at least 30 minutes before the first tee time goes out to accommodate the early golfers. We usually extend beverage service until evening or when the last golfers are leaving the course. If there is demand to keep the beverage service open longer, we are willing to explore that. Food Service We have found that the kitchen does not need to be open prior to the first tee time, but in general closer to when the first tee times are ending their golf round. We would have premade breakfast items that are easily heated up for golfers playing before the kitchen is open. Kitchen service is usually at its highest demand between 11:00am and 3:00pm when golfers are ending their round of golf or getting started for an afternoon round. Afternoon food service would be based on the time of year and the demand from customers. The primary focus for food services should be based on golfers and when they are at the golf course. We believe that you can grow into evening service by holding specialty events a couple of times a week and if they are successful you can move into offering a more structured evening service. We have utilized specialty events such as fish frys, pasta nights or burger nights to help develop the evening food service. On Course Services Elite Golf likes to utilize beverage cart services on the course to supplement services to the golfers. During the season, it would not be uncommon to have a morning beverage cart and an afternoon beverage cart to accommodate golfers throughout the day. Out of season the beverage cart would be scheduled based on player counts. The beverage cart would carry all beverage types plus snacks and premade sandwiches as needed by golfers. 38 General Operations Food and beverage operations at Forest Lake will report to the food and beverage manager or department lead. Working alongside the staff, they will implement controls, standards and procedures to provide a successful food and beverage operation. The food and beverage manager will report to the general manager and then the Elite Golf executive. In general, the food and beverage operation will be open to service guests when tee times start to when play comes off the course. Elite Golf will adjust the hours of operation as business dictates. If there is not demand for a breakfast service, then we make will adjustments to staffing and offerings to make sure that something is available while also controlling our overhead. At other operations, we had had light food and beverage items available in the golf shop until it made sense to open the restaurant. Daily Operations Elite Golf will implement our philosophy at Forest Lake for the food and beverage operations, provide a great product and great service at excellent value. Staff will offer a service-oriented atmosphere for guests to dine or enjoy a beverage before or after their round. Daily operations will begin at breakfast and continue through lunch service with dinner service only for special events. The restaurant/bar will be molded to fit the operation. Whether the menu contains simple items such as sandwiches and burgers, or more upscale options for special events, the Elite Golf team will maximize operational efficiency. We want to make sure that a guest can get something good to eat while at the facility. We have run several types of operations from snack bar setups to full-service dining and events. Golf courses are generally hot dog and hamburger operations, and we will build a menu consistent to that idea. A very simple approach to a menu would be to offer breakfast burritos/sandwiches, deli style sandwiches, hot dogs, bratwurst and or spicy sausages, small pizzas, hamburgers and sides. We can also expand the menu to offer hot sandwiches, more appetizers and limited salads. An example of a menu we could see implemented at Forest Lake would look like the following examples. 39 40 41 Training Elite Golf will immediately begin work to train the staff in proper food and beverage service standards. Staff will provide a pleasant and professional atmosphere for guests to dine in. From greeting the guests to delivering the final check, staff will be trained to make sure the guest experience is in line with the City’s expectations. Elite embraces the philosophy that customer retention starts with service. Points of service to focus on include: • Smile and greet guests when they enter the dining area, seat them and get them menus. • Get drink orders within 2 minutes of seating and drinks back to the table as soon as possible. • Suggest daily specials or specific menu items. • Perform quality checks, make sure guests have what they need. • Present the check at the appropriate time. Cost Controls Elite Golf will review the food and beverage expenses and determine where savings can be found while maintaining the integrity of our product. Current vendors and programs will be reviewed to make sure Forest Lake is getting the best products and pricing available. Regular inventories will be conducted to control costs and minimize product on hand. Our onsite food and beverage manager will excel in loss prevention and waste control to ensure maximum profitability with minimal risk. Product The Elite Golf team constantly evaluates the menu pricing and quality to make sure that our facilities are in line with goals and are competitive with comparable local establishments. Menus are revised and updated continually to create variety and eliminate items that are less popular. Specials are used to experiment with new items and learn the tastes of our demographic before finalizing the menu. The Elite Golf team regularly visits other competing golf courses and non-course establishments in the community to compare product and price. Through constant evaluation, Elite Golf continues to evolve and provide quality products to guests at reasonable prices. Alcohol Service Policy Elite Golf is dedicated to providing responsible service of alcoholic beverages to guests of the property. Elite Golf is also committed to protecting our staff members, facility management, ownership and the community at large. All staff members who serve alcoholic beverages or come in contact with guests who consume alcoholic products are required to follow these procedures: • Any staff member who may sell an alcoholic beverage will take the local alcohol awareness training classes to become certified in alcohol service prior to serving alcohol at the facility. • Staff members will complete timely recertification of alcohol awareness training. • Staff members will not arrive to work under the influence of alcohol nor will they drink during or after their shift. • No outside alcoholic beverages are allowed at the facility. If someone is suspected to have outside alcoholic beverages, please inform a manager so they can speak with the guest. • Staff members will not serve an alcoholic beverage to anyone under 21 years of age or anyone showing signs of visible intoxication. 42 • Before serving an alcoholic beverage, staff members must check the identification of guests who appear to be under the age of thirty years old. Identification must show the guest to be at least 21 years of age. Identification must also match the physical characteristics of the guest presenting the identification. Acceptable identification includes a driver’s license with a photo, a valid passport with a photo, a state-issued identification with a photo and birth date or military ID. • Staff members will check to make sure that the identification is authentic. If in doubt, please alert the manager. If unable to determine authentication, staff members must not serve alcoholic beverages to the guest. • Staff members will monitor alcohol consumption by guests in order to determine when to slow down or stop serving guests to prevent over service. Staff members should rely on their alcohol awareness training to make this decision to keep the guests and facilities safe. • Staff members should seek a manager’s assistance with any unruly guests or situations that they feel are out of their control. Events Creating a good product and service is the first step to success for Forest Lake. Customers will spread the word if the product is good and help drive new patrons to the facility. We will utilize all avenues we can to market the food and beverage operation. The restaurant activities should be included in all email blasts the club sends out. Professional signage around the club and in the golf carts can be used to communicate to golfers at the facility. We will utilize social media to show off the product and events such as posting a picture of the daily/weekly special. We will have managers reach out to local businesses and community members to invite them to the facility. We will create unique club events to draw customers to the facility. We have used simple things like wine tastings and live music events to bring in a different audience to the restaurant. We would like to enhance the patio at Forest Lake to provide an additional event space where guests can enjoy the evening weather and spending time with friends. At some of our City facilities, we have worked with the City to host city events at the golf course. For instance, we have held concerts at the facility, car shows, family days and firework shows. We believe that it is important for the City to look at Forest Lake as another venue for hosting their monthly events. This is a great way to introduce the facility to patrons who have never been to the golf course. 43 44 Pro Shop Operations Hours of Operation Elite Golf facilities are typically open 365 days of the year (weather permitting). Hours of operation are determined by management and are typically set to allow for play from sunrise to sunset. Operating hours are subject to change based on the season and the weather. General Operations Golf operations will report to the general manager/director of golf at the facility. The general manager/director of golf will report to the Elite Golf executive management team as well as work with facility ownership. Golf Shop Operations Elite Golf’s key personnel have been in the golf business for a combined 60+ years. We understand what a golf experience should look like as we have operated clubs of all nature, private to public, high-end to smaller budget clubs. Hiring the right staff is key to an enjoyable experience in the golf shop. We are looking for staff members with a positive attitude and willing to learn. • We have run thousands of golf tournaments from outside events to internal events. • We have golf professionals who teach, give clinics and put together instruction programs for the facility. We have also used third party instructors to fill that role when it is not available for the club staff. We encourage strong junior programs and work with high school golf programs and junior golf tournaments to encourage growth in the game. • We work at our facilities to grow customers by creating fun events and programs that draw golfers to the course. From range programs, to leagues and tournaments, we work with the local golfer base to create items of interest that engage our guests at the property. The First Two Days Elite Golf will make an impact in the first two days at the facility. Customers will notice positive changes through simple operational strategies Elite Golf will implement. Service providers will greet customers with a smile and a friendly greeting from day one. The golf carts and practice facilities will be set up uniformly and professionally. Small changes that affect service will be implemented on day one to show customers that a new golf experience has arrived at the facility. The First Month Elite Golf will continue to implement standards and controls to elevate the service and product at the facility. Staff meetings will take place to review and train staff on the Elite Golf philosophy and procedures for service. Daily operations will be reviewed, and changes made where necessary. New promotions will be introduced to promote local and tournament play. Within 4 to 6 Months Elite Golf has seen that it takes 4 to 6 months for the Elite Golf impact to take effect. By this time, service standards will have been implemented, new merchandise programs put into place, the sales team will have notified customers of changes to the facility and customers will have spread the word about 45 their experience. At this time, we will have implemented a new club event calendar and daily and weekly promotions and expect to see the start of an increase in rounds and revenue. Within 12 Months Elite Golf has made increases in rounds and revenue throughout promotional strategies, and it typically comes full circle by the end of the first year. Currently, we plan to be in full swing with total rounds and revenues increasing over the previous year’s numbers. Service Under the supervision of an Elite Golf general manager/director of golf, the golf operations will become a department focused on service to the community. We believe that there are few ways to differentiate one facility from another these days and we do so through product and service. Our team will instill a customer service philosophy to drive home the importance of customers and staff enjoying themselves at the facility. We will install procedures to make sure that customers are treated with respect and are serviced from the time they enter the property to the time they leave. For instance, we believe that guests should be greeted as soon as they enter the facility, that player’s services attendants should help guests with their golf bags when available to do so and f&b staff should give service with a smile. Making sure that guests have an Elite experience is important to us at every facility. Training Elite Golf has developed policies and procedures to keep our golf operations consistent from facility to facility. We will implement and train staff in our philosophy to create a customer service driven environment. Staff will smile, be friendly and courteous to patrons at Forest Lake which will drive new and repeat business to the facility. Staff will be trained in the Elite Golf philosophy with verbal, written and hands-on training methods. We like to utilize picture boards to capture the right way to set up things up and show staff the daily expectation. An example of our expectations can be seen in the picture boards below. 46 47 48 Green Fee Management We understand that we are in the business of selling time and a tee time that goes unused is a tee time that can never be sold. Elite Golf constantly watches the tee sheet to maximize on unsold times. We look hours, days, weeks and months in advance to track bookings and fill unsold times. We will utilize pricing methods, promotions and strategies geared towards filling every tee time we can. Watching and reviewing tee times so often is how we have been able to increase traffic amongst all facilities. Elite Golf is constantly reviewing rates and strategies to drive revenue to the facility. We will review local competition to make sure that the facility is offering a competitive price for the products and services being delivered. We want residents of the community to see value in utilizing the facility and have the opportunity to enjoy the facility on a regular basis. Most importantly, pricing has to be based off the product and services offered. Customers will only pay what a product/service is worth, and this must be kept in mind when creating pricing strategy. This is why we believe in offering the best product we can and the most services we can so that the perceived value is more and allows us to increase pricing. Dynamic Pricing Method We believe that pricing has to be fluid throughout the year, month and day. It is common for our facilities to have a rate sheet with multiple rates throughout the year. We like to breakdown rates into several categories: seasons (different months), days (weekday vs weekend), time (different times throughout the day) and player types (the different categories for players). We will first determine the seasons of the facility, high points of business versus low points of business throughout the year. Some months the rates will be higher than others while some months may be lower based on business demands. We will next determine if the demand for the course is busier on the weekends versus the weekdays and adjust pricing accordingly. Then we will breakdown the day based on tee time demand and determine how many price breaks are needed to maximize the tee sheet. Where some providers may have 1 to 2 rates during the day such as a prime rate and a twilight rate, in some cases we have utilized up to 5 different rates throughout the day to maximize the tee sheet. In essence, we are using historical data, competitive analysis and supply and demand to determine the best way to price the course, our own dynamic pricing strategy. At some properties we have also utilized our tee sheet vendors to provide dynamic pricing on the tee time level. In these situations, we create a pricing strategy that looks at time slots to determine utilization and price the tee times accordingly. For instance, if there are fewer players around the 8:30am slot, the price may be reduced slightly to increase bookings. As bookings increase around that time slot, the price will increase and can get to the point when it goes above the normal price when demand is high. We have found that this can be tricky in a market geared towards resident/community members who like consistency, but we have had success with it at some of our properties by utilizing this method for non- community members. We also encourage our managers to watch the tee sheet and look for areas that need improvement. When they identify an area that needs improvement, we may look at the pricing and make adjustments during that time period or we will encourage a promotion. We have found that you can utilize promotions such as a green fee and a drink or green fee and lunch to maximize these slow periods. 49 Tournament Operations Tournaments are a great way to build revenue and build community relationships. Elite Golf will work with the general manager to continue building the tournament business at Forest Lake. Tournament programs and leagues will be implemented to create fun and exciting activities for the community residents to take part in. Our general manager/director of golf will work with his golf staff to create monthly tournaments and weekly leagues. We will utilize various formats and games to keep things entertaining at the courses. The general manager will reach out to golf tournaments in the community and approach them about holding their events at Forest Lake. Player’s Services Operations The player’s services operation at an Elite golf facility is the front line to a successful operation. Player’s services are responsible for providing guests a quality product with exceptional customer service. Player’s services include bag drop attendants, golf car staff, starters and marshals, practice facilities staff and other staff members that serve a function in an outside role in the golf operation. The player’s services staff will interact with a guest more than any other staff member on the property. Elite Golf believes that a solid player’s services operation leads to a great guest experience. Guest Services We will strive to create an enjoyable experience for all guests the moment they arrive to the facility. Player’s services staff create the first impression at the facility so making it correct is a vital component. Staff will greet customers and help them with golf bags from their vehicles. Guests are given directions around the facility and helped to the practice facilities or first tee. Starters and marshals assist players in getting their round started as well as checking on them during their round. As guests finish, the player’s services staff assist guests with cleaning their clubs and helping them back to their vehicle. The player’s services staff in most cases will be the last impression a guest has of the facility and making that impression count will bring guests back. Practice Facilities Elite Golf will make sure that the course’s practice facilities are uniform and presented in a professional manner. Player’s services are responsible for the opening, closing and daily operation of the practice facility. The player’s services staff set up and restock the practice facilities throughout the day making sure that the practice facilities are clean, tidy and always presented professionally. 50 Golf Car Operations Player’s services attendants are responsible for the opening, closing and daily preparation of the golf cars. Elite Golf expects the golf cars to be maintained and set up professionally and uniform daily. The golf cars will remain clean, stocked and set up with the proper facility supplies. Merchandising & Sales Golf Shop Staff Team members will help guests with merchandise questions and merchandise needs. If items are not available, team members will work with guests to obtain that item as a special order. We will work with our staff to make sure they are knowledgeable about our products and can communicate product knowledge to our guests. Retail Management Elite Golf will review and implement new strategies in the golf shop to increase merchandise sales while reducing costs. Monthly inventories will be conducted to ensure cost control while reducing loss and theft. Pricing will be reviewed to make sure that the best possible margin is being made on each item. We know the Forest Lake customer, as we work with the same customers at our other facilities. We are confident that through promotional activities, proper pricing and better buying, we can increase the merchandise and retail activity. Vendors Elite Golf works with the industry’s best vendors to bring in the very best products for their guests. Elite Golf leverages its portfolio of courses to obtain the best pricing and terms with these top vendors. These savings ultimately lead to better margins and better profits for the facilities that Elite Golf manages. We stay on top of industry trends and bring in vendors that are selling and reduce product from vendors that are not selling. 51 Some of the vendors that you would find in an Elite Golf facility include: Bad Birdie | Bridgestone | Callaway | Footjoy| Oakley | TravisMathew | Titleist | Taylormade | Nike Promotion Elite Golf professionals take great pride in promoting their merchandise and shop. The professional staff have become very creative in packaging items and creating new promotional events. From simple signage to YouTube videos, the Elite Golf professional staff has taken great strides to increase merchandise sales every year. At Wildhorse Golf Club, the staff uses merchandise to entice golfers to play. By packaging sleeves of golf balls with a round of golf, they were able to fill unused tee times and move merchandise. The Wildhorse staff has also used promotions such as “Black Friday” and “Spring Cleaning Sales” to move new and stagnant merchandise from the shop. Maintenance & Clubhouse Operations Equipment Elite Golf has budgeted to bring in all the necessary equipment to operate the golf course and golf cart operations at Forest Lake. We would utilize what is on property with the City’s permission and supplement with new equipment to make sure that we can service the property in a first-class manor. Golf Maintenance Equipment Elite Golf believes in leasing pieces of equipment that are high use and turning them back in after the lease while purchasing equipment that has a higher lifespan. Typically mowers are leased while utility vehicles, sprayers, cultural practice equipment would be purchased. We have worked with Toro and John Deere in the past and have favorable relationships with both. Golf Carts Elite Golf has relationships with both ClubCar and EZGo. In past situations we have leased and purchased golf carts. As the current leases on golf carts expire, we would bring in new lithium golf carts and would lease or purchase depending on the budget needed at that time. We believe that the lithium golf carts are the best choice as they are lighter and provide less wear and tear on the golf course plus have advantages in electrical charging and fewer maintenance needs. Maintenance Elite Golf believes that preventative maintenance helps prevent major expenses. Golf carts and golf maintenance equipment will be kept up to manufacturer standards. We believe that the golf course mechanics position is one of the most important positions on property and will make sure to retain a good mechanic. We have used the TORO preventative maintenance software to record maintenance records and ensure that we are keeping up with general maintenance practices. We are also big on calling in the experts, manufacturers, when needed to make sure maintenance is being performed correctly and to help with repairs. Elite Golf utilizes pump/motor vendors to do preventative maintenance on the pump stations and wells. Repairs will be documented and kept up with regularly. 52 Facilities Maintenance Elite Golf will evaluate the facility to determine what equipment and needs the facility has. We will prepare a yearly calendar in our Google Calendar to alert management of preventive maintenance items. If the City has preferred vendors, we are happy to work with them or we can create relationships with vendors to create routine maintenance agreements. Typical maintenance items we prepare for throughout the year include: HVAC systems – minimum quarterly services Fire Systems – quarterly & yearly inspections & services Kitchen Hood – minimum quarterly Kitchen Grease Trap – minimum quarterly Kitchen Refrigeration Equipment – dependent on budget Ice Machines – monthly and quarterly services Pump Stations – yearly Carpet & Floor Cleaning – quarterly to semi-annually Touch up painting – as needed and dependent on budget Beer lines and Soda lines – monthly to every other month Dishwasher – quarterly Transition Plan Elite Golf understands that the transition between management of a facility can be trying for managers and staff. We have been through many transitions and work to make it easy on everyone involved. A smooth transition is important towards building trust among ownership, the employees and the community. We feel that incorporating Forest Lake into our company will be painless. Upon selection of management, we would begin immediately to ease in our business plan. Transition Oversight Oversight of the transition will be handled by the Elite Golf corporate team to include Lesley Bowman, CFO, Derrick Hunter, VP of Operations, Dustin Flatt, Director of Golf Operations and several key facility managers in our organization. Typically, when taking over a facility, our transition team plus a few of our professional staff from other facilities will come out to the facility to work with staff during the transition. Transition Timeline The transition timeline will be dependent on the finalization of a contract. We will be eager to begin working on the transition as soon as the City of Ocoee and the current manager are comfortable. We will begin speaking with current staff as soon as possible so that we can ease their minds and make determinations if any changes need to be made. Preferably this would take place well in advance of a start date, but we have been in situations where it happened on day one of the new contract. We would like to speak with each staff member to let them know our expectations, explore their abilities to determine where each team member would fit into the Elite Golf staffing plan. 53 Transition Items Property audit Elite Golf Team will inspect all aspects of the clubhouse, server, kitchen, cart storage, golf shop, restaurant to ensure everything is in working order. Elite Golf will prepare a list of any issues found and future capital items. Asset list Elite Golf will ask that the City provide an asset list and we will verify that all equipment is on property, including verification of serial numbers on each item. We will verify equipment is in working order and keep a log of any damage and will report it immediately. Inventory The Elite Golf team will verify all golf and food and beverage inventory. We perform inventory for both golf and food and beverage at the end of each calendar month. Inventories are required to be posted no later than the last day of each month. Bank accounts Elite Golf CFO, Lesley Bowman, will set up new accounts. Updating accounts may take 5-7 business days. In the interim we will find a solution to ensure money is being deposited daily. Business licenses Elite Golf will apply for any licenses that we need to conduct business and will switch over all accounting contacts to ensure that licenses are paid on time and are current. Liquor license Elite Golf will apply for a new license. Timeline for new license will depend on State of Florida. Locks and safes Elite Golf will have all locks and safe combinations changed upon taking over management of the facility. Golf carts & equipment Elite Golf will work with the City on existing lease contracts for carts and equipment. Elite Golf will utilize a mechanic to ensure all equipment is being maintained as scheduled per the manufacture. Prior to the lease term ending on carts and other equipment, Elite Golf will work to obtain proposals for new equipment needs. Vendors Elite Golf will work towards aligning course vendors under Elite Golf discount programs. Our buying power helps reduce costs from golf merchandise to food and beverage needs and course maintenance. 54 Point of sale Timeline to install new point of sale software is two months, if needed. We will install a temporary solution while we work with our preferred vendor GolfNow on building it to launch. Our typical package includes: ▪ New computer workstations including registers ▪ IPAD solution for beverage cart ▪ Golf tee sheet software and point of sale ▪ New online booking engines ▪ Dynamic based pricing model ▪ New course website ▪ Food and beverage software ▪ Inventory and Retail Management ▪ Event module ▪ Membership module ▪ Email marketing Food & Beverage Elite Golf will review the restaurant and can rebrand the restaurant and create new food and beverage menus for the property. Menus will include; ▪ Signature food items ▪ New enhanced menu that will reduce Food Cost of Sales while improving bottom line ▪ New happy hour menus and pricing ▪ Golf Tournament, Banquet and catering menus ▪ To go menu ▪ Strategic partnerships with 3rd party vendors such as Groupon, Grubhub, Postmates, Uber Eats and Door Dash to promote delivery options. Food & Beverage Equipment Elite Golf will evaluate the following items and if necessary help obtain new product; ▪ Glass Ware ▪ Silverware and Plates ▪ Draft Beer Lines ▪ Secured Liquor Storage ▪ Non-Alcoholic Beverage Lines ▪ Chairs and Tables ▪ All kitchen equipment including fryers, hoods, heating and cooling equipment, storage (dry, refrigeration and freezer) Social Media Elite Golf will work with previous management and social media companies such as Facebook, Instagram and Twitter to gain access to accounts. 55 Email Marketing Elite Golf will download existing customer data and add to our constant contact program to invite golfers to property through email campaigns. We will implement a policy to capture customer emails to add to lists for future programming. Sales & Marketing Elite Golf will work with preferred marketing vendor to create new marketing collateral for property. Marketing collateral will include; ▪ Golf cart signage ▪ New menus ▪ Bulletin board ▪ Event posters ▪ Event menus ▪ New Website ▪ New Logos (if needed) ▪ Yardage books and scorecards ▪ Customer experience quotes ▪ Create monthly newsletter Google, Yelp, Golf Advisor Elite Golf will submit requests to gain access to all online review accounts. It is standard operation procedure for member of management team to respond to all negative and positive reviews. Team Member Orientation Elite golf will send a team of Elite Golf PGA Golf Professionals and GCSAA Superintendents to train all team members upon taking over operations. We will have each employee go through an online hiring process which will include the following. ▪ Employee’s handbook ▪ Company standards ▪ Uniform sign off ▪ Benefits if applicable ▪ Cash handling policy and procedures ▪ Policy and procedures. ▪ Expectations ▪ Standard operating procedures ▪ Quarterly facility reviews ▪ Maintenance standards Course Amenities Audit Elite Golf will access the condition of the following course amenities ▪ Tee Markers ▪ Yardage Markers ▪ Flag Sticks and Flags ▪ Practice facility amenities which include targets, turf grass, bag stands, range balls, baskets 56 ▪ Trash Cans ▪ Bunker Rakes ▪ Bunker Sand ▪ Ball Washers Golf Course Maintenance Standards Elite GCSAA Superintendents will audit the following prior to re-opening: ▪ Mowing frequency ▪ Height of mow ▪ Green speed ▪ Practice facility turf grass condition ▪ Standard operating procedures Executive Summary Forest Lake Golf Club is a beautiful property and should be the highlight in the community. We want to see Forest Lake be the centerpiece of the City of Ocoee and a leader in the golf community of the Orlando metroplex. To do this, Forest Lake must be in great condition, be a leader in customer service and have offerings that patrons can’t get at other facilities. We believe that Elite Golf can make this happen and have proven ourselves at our current facilities. We encourage you to speak with our references and you will find that we have made improvements to our facilities and to the bottom line. Our vision for any facility is to provide the best product we can with great service and Forest Lake would be no different. Our goal at Forest Lake involves implementing some new standards to elevate the golfers’ experience inside & outside the clubhouse and on the golf course. We want golfers to recognize Forest Lake as one of the premier golf courses in the area and as the friendliest and most accommodating business in the community. Golfers and patrons will arrive at a facility that is well kept and pleasing to the eye to create a good first impression. They will come out of the facility and be greeted by friendly staff that will assist them with their needs such as picking them up in the parking lot and helping guests with their golf bags. They will be offered fair and competitive pricing on goods and services. The golf course product will be maintained to a high level of standard with roadside holes looking their best so that community leaders see a good product as they drive by. Golfers and patrons will be offered a fun and entertaining experience at the facility to include custom golf events, merchandise promotions, good food and beverages. New non-golf activities can be offered to draw in the community such as live entertainment, arts and craft activities, food and beverage tastings. Golfers and patrons will leave having a good experience and wanting to come back to the facility. Elite Golf will set standards and hold staff accountable to those standards. We will introduce new service pieces to make sure guests receive a higher service level when they come to the course. We will maximize the tee sheet to fill unused tee times by creating promotions to drive play. We will utilize the full services of the course from golf to food and beverage to make packages that drive rounds. We will utilize each department as a revenue source and marketing tool for the property. We will make sure that patrons can purchase quality merchandise and have access to the newest equipment. We will offer demo days and club events to encourage participation at the facility. We will introduce new food and beverage events to raise the revenue in the restaurant. We will bring some fresh ideas and revisit some old ones to 57 keep the facility moving forward. Forest Lake will be a premier golf facility that produces results for the City of Ocoee. Golf Course Maintenance Hours of Operation Generally the agronomy team will arrive at the facility a minimum 2 hours before the first tee time so that they can get in front of play and prepare the golf course. Their starting time will vary throughout the year depending on daylight. General Operations Elite Golf will work with the City to make the transition of the golf course maintenance operation smooth. Golf course maintenance operations will report to the course superintendent at the facility. The superintendent will report to the general manager/director of golf and the Elite Golf executive management team. Daily Operations Changes in maintenance practices will be implemented immediately to match the Elite Golf standards and specifications. Elite golf believes that the most important asset at the facility is the golf course, after all the customers come to play golf the rest is just a bonus. We understand the commitment the City has made in the facility and every day Elite Golf will work towards maintaining and improving the day-to-day condition of the facility. We know that every step we take forward on the golf course equates to more customers on the course. Elite Golf’s first priorities will be to get the maintenance crew on a regular routine for mowing and daily maintenance. By the end of the first month, we will have identified areas of concern and start working on strategies for improvement. By the end of the first 3 months, we will have put new agronomic plans in place to improve the overall turf conditions. We will also be working towards completing projects identified on our Need To Do list and working towards getting to projects on the Want To Do list. Golf Course Maintenance Keith Flatt and Elite Golf have maintained numerous facilities and are very familiar with optimal practices in maintenance. Keith has created a set of standards for course maintenance and knows that his standards produce results and keep customers coming back to the facility. Golf course maintenance all starts at the top and finding the right superintendent for the job is of paramount importance. Our superintendent will be a working superintendent who lives and breathes the facility. We expect our superintendent to be on the property as much as possible watching every detail of the property. The superintendent will work within Keith and Elite Golf’s guidelines to provide a superb product for the facility. The Elite Golf Standards The quality of golf course maintenance is of extreme importance for the success of a golf facility. Elite Golf has developed general maintenance guidelines that each superintendent uses to create the Elite Golf 58 product. The guidelines represent a perfect situation that we would love to obtain, but may be modified based on budget restraints. These specifications ensure that Elite Golf facilities have a consistent presentation. 59 Agronomic Plan The following represents what a basic agronomic plan for a course like Forest Lake might look like. This plan includes all practices we believe are needed to maintain the course to the expectation level that Elite Golf would expect. The plan identifies the cultural practice, fertilization type or chemical application along with the frequency and timing of those practices. We would evaluate the course and fine tune a plan for Forest Lake once onsite and able to examine the property and needs in more detail. Cultural Practices Schedule Aerification Greens - Aerify in April/May as golf tournaments schedule allows. In addition, where appropriate, aerify in August/September. Aerification will be with a hollow tine, 0.5 inch diameter hole, pulling a plug. 25% of turf on the green should be removed throughout the year. In addition to the above schedule a June, July, and August aerification using a solid tine “needle” tine to correct algae buildup and water quality issues on greens. • Tees & Collars - Whenever possible making 0.5 to 3/4 inch diameter holes and pulling a plug at least once if not twice per year. • Fairways - Whenever possible making 0.5 to 3/4 inch diameter holes and pulling a plug at least once if not twice per year. • Roughs - Whenever possible making 0.5 to 3/4 inch diameter holes and pulling a plug at least once if not twice per year. 60 Greens Topdressing After each aerification apply sufficient topdressing to completely fill the aerification holes. Light frequent topdressing applications should be scheduled at minimum in 30 day intervals during the months of April, May, June, July, August, September, October, and November and in the other months as weather allows. Verticut / Surface Brushing Dates Lightly groom, brush or verticut during the months of April – October (depth of 0.1 inch). Raise height during periods of heat and stress. Greens Spiking Whenever possible during the months of May June, July, August and September. Spike length should be 1 – 4 inches deep. Fertility Program Greens Light frequent (7 - 14 day intervals) during March – November. (For each application apply soluble nitrogen applied every seven - 14 days at 0.1 – 0.2 pound / 1,000 square feet). Total Nitrogen applied will be determined based on soil and plant testing to determine optimum plant and soil needs. Applications will be made by “spoon feeding” in small doses – not to exceed .3 pounds of N per application, except during aeration periods where recovery is required rapidly. Tees As needed. Recommended to apply 4 to 5 pounds of nitrogen per year with proper needs determined by soil testing and turf types. 61 Fairways and Roughs As needed. Recommended to apply 4 to 5 pounds of nitrogen per year with proper needs determined by soil testing and turf types. Chemical Application Program Pesticides All Pesticides are to be applied as necessary to control pests on greens, tees, and fairways. Each superintendent will develop a general fungicide use program to reach this goal and to protect the primary playing areas from other diseases that may reduce the overall playing quality of the course. Focus should be put on preventative maintenance instead of reacting when there is a problem, through use of the Elite Golf IPM program. Water used for pesticide spraying will be monitored for pH and adjusted to a buffered pH in the range of 6.0 to 6.5 prior to application of each pesticide selected for use. All pesticides to be used by a superintendent will be identified, budgeted for, and reviewed by the General Manager and the Elite Golf Corporate Team, with approval by the property owner. Weed Control Herbicides will be applied as deemed necessary at the discretion of the superintendent. Elite Golf Management maintains a no weed policy on all golf course playing areas including primary roughs, mown secondary roughs and all clubhouse areas. For Poa annua control, all collars and approaches to greens that become infested with Poa will be sprayed in the fall months and Bermuda encouraged. 62 Golf Course Maintenance Guidelines Example Mowing (during the growing season) • Greens to be cut daily at a height of cut between .100 – 140 of an inch for healthy greens. Greens must be mowed on weekends. • Tees to be cut at minimum 3 days per week at a height of cut of approximately 3/8 to 5/8 inch depending on season. The tees should be mowed every Friday to be prepared for the weekend. • Fairways to be cut ideally 5 days per week at a height of cut of approximately 3/8 to 5/8 inch, also depending on season. The fairways should be mowed every Friday to be prepared for the weekend. • Roughs (in play) to be cut a minimum of weekly at a height of cut of approximately 1 to 2 inches. The goal for daily putting green speed should be targeted to be in the range of ten feet (10’) and will be monitored by use of a stimpmeter. For club tournament events i.e. member guest, member member, club championship, state golf association sponsored events, and similar tournaments, putting green speed should be in the range of ten to eleven feet (10’ to 12’). Cup Changing Frequency Cups should be changed every day during the regular season. In off peak seasons, cups should be changed at minimum every other day. Practice facilities should be changed a minimum once per week. Scalped cups, raised cups, and excessive sand or soil debris left in and around a newly changed cup on a putting green are not acceptable and must be corrected immediately. Soil Testing Scheduled for a representative sample of greens, tees, fairways, and roughs will be twice per year with once in the fall months and once in the early spring. Irrigation water (and water used for pesticide applications) will also be tested from the source, as well as a point on the golf course. All testing will be done through certified laboratories. Sand Bunkers Sand bunkers will be monitored for depth and quality of sand and presence of excessive stones. It is recommended that bunker sand have a packed depth of approximately 4 - 6 inches for bunker bottoms and 1 - 3 on bunker faces. Excessive sand (i.e., 4 – 6 inches) is not acceptable and must be addressed ASAP by adjusting the depth of sand and or packing the sand. The superintendent will budget and plan for a yearly bunker review and has the responsibility to maintain the desired quality and quantity of sand in bunkers. Native and Natural Areas These areas will be monitored for removal of weedy trees, shrubs, and weeds. Timely attempts will be undertaken to maintain aesthetically appealing native and natural areas. Restrooms Restrooms at the golf course maintenance building and on the golf course shall be maintained daily to provide clean and sanitary facilities. 63 Irrigation System System maintenance, repair, expansion, and renovation are the responsibility of the golf course superintendent. Each year the golf course superintendent will completely review the state of the irrigation system and make recommendations for expenditures in the yearly budget proposal for the upcoming year. Broken irrigation heads or pipes that weep or leak must be fixed ASAP (within a few days). It is unacceptable to observe a continuing water issue on any part or location of the golf course when the cause is a broken or malfunctioning irrigation component. It is the golf course superintendent’s responsibility to maximize the efficiency of the irrigation system and its use through the use of moisture meters and daily adjustments to the system. Tee Marker Replacement and Rotation Tee markers for daily play will be spaced apart five to seven paces (5-7 yards) and located a minimum of three to five paces (3-5 yards / meters) from the previous days play. Each superintendent will develop a tee rotation schedule that will include use of the maximum tee space available. The tee rotation plan will include some use of forward and back tee locations to provide diversity of play and allow for spacing out daily play to aid with turf recovery. Divots on tees will be filled with an approved soil mix. Additionally, we recommend that all golf carts have bottle holders designed for use as soil/seed containers for use by golfers to fill their own divots. Clubhouse Surrounds The clubhouse will be serviced weekly and more often based on weather and debris. Grass should be mowed within the regular course mowing schedule. The parking lot should be blown and swept at minimum once a week and more often as debris accumulates. Landscaping will be trimmed throughout the month to keep from overgrowth. Entry ways and trash will be checked daily by golf maintenance staff and clubhouse staff to keep clean for patrons. Flowers and landscaping will be changed out based on budget. 64 Merchandise Plan Retail Management Elite Golf has run dozens of profitable golf shops. Several of our golf shops have received Merchandise of the Year awards from local sections of the PGA of America. We believe that a good looking stocked golf shop enhances the golfer’s experience. Vendors Elite Golf works with the industry’s best vendors to bring in the very best products for their guests. Elite Golf leverages its portfolio of courses to obtain the best pricing and terms with these top vendors. These savings ultimately lead to better margins and better profits for the facilities that Elite Golf manages. We stay on top of industry trends and bring in vendors that are selling and reduce product from vendors that are not selling. Ordering Process We work with our onsite team to determine the best inventory level for the golf shop. Once the inventory level is determined, our team works with trusted vendors to stock the best offerings season to season. The staff will work directly with local representatives as well as the manufacturers directly to place orders. The staff keeps their budget in mind when ordering as well as trends in sales. If they need to adjust sizes or cancel orders all together, they work with their reps to do so. Receiving Process When merchandise arrives, the golf shop staff is responsible for getting the merchandise received and onto the floor as soon as possible. This not only makes it available for purchase sooner, but also ensures that invoices are getting processed and sent to our corporate office for payment as soon as possible. Merchandise will be received into the POS system in a timely manner and checked against the order and invoice. Invoices After receiving the merchandise, the golf shop staff will code their invoice, print out a receiving report that matches the invoice and turn into the GM/DOG for approval. The GM/DOG will check the invoice against the receiving records as an audit check and then send the invoice in to accounting to be paid. Accounting will once again check the receiving records against the invoice to make sure that all items are accounted for. Accounting will then put the invoice into the payables to be paid. Irving Golf Club 65 Inventory Procedures Once the merchandise is received and on the floor, we want to make sure it is properly accounted for. Inventory control is a very important piece to merchandise management. Elite Golf facilities conduct inventories on a monthly basis. Spot checks are made by the corporate team to verify quantities. We have found that having two people conduct inventories at the same time leads to better controls and less shrinkage. The Five P’s of Merchandising Product Not every facility is the same nor should the merchandise product for every facility be the same. Elite golf evaluates the customer base and determines the right product mix for the facility. Some facilities may be more hard good driven versus soft goods and some may be geared for higher cost merchandise than others. Elite Golf facilities carry a wide range of products from accessories to golf clubs. Each shop has its own identity relative to the customers that drive the business. Determining the right product mix is the first step to developing a proper merchandise strategy. Just as choosing the product is important so is how much to bring in. Elite Golf evaluates the shop size, customer base and retail goals to comprise an average inventory level. We strive to keep the inventory level at a consistent place that meets the facility’s needs. Levels will fluctuate through the seasons and as demand changes. Placement Once a facility has the correct product mix, it is time to make sure that it is displayed properly. Product is displayed in the shop in a clean and unique manner to draw customers in for a look. Displays are changed regularly to make sure that product is rotated through the golf shop to ensure visibility. We encourage our professional team to look through magazines, visit other shops and experiment with displays to continually keep things fresh for our customers. Price Pricing becomes easy once the customer base is evaluated and the product is chosen. Elite Golf understands that a customer paying a lower green fee is not going to purchase a hundred dollar shirt and vice versa. Elite Golf has developed a pricing strategy based on the cost of the item and the target profit margin. Elite Golf also takes into account competitors’ pricing and market trends. Ultimately the price is subject to who is going to make the purchase, so knowing the customer and purchasing products to meet that customer’s demands are going to take care of the pricing strategy. Oakwing Golf Club 66 Promotion The staff will use signage and promotions to move inventory. Making sure that customers know about the product is key so utilizing signage in the golf shop and around the facility is key to getting product placement in front of our guests. The team will also use sales promotions to increase inventory turnover. People Elite Golf is constantly evaluating the guests and their needs at each facility. Determining the customer demographic helps the professional staff in their purchasing decisions. From gender to age to average income, knowing who utilizes the facility is the first step towards success. As important as the guest or customer is, the sales staff is equally a factor in the merchandising process. Elite golf takes pride in knowing that our staff are friendly and are willing to get out from behind the counter and help a guest with a purchase. From finding a size or relaying important product information, an Elite Golf professional staff member will help a guest with their purchase needs. Inventory Mix We believe that having a sharp-looking golf shop with fresh merchandise is a part of providing a good product and one of the keys to success. We would plan to carry a minimum of $60,000 in merchandise and adjust up and down through the seasons. Below is an estimated inventory product mix at an average of $75,000 in merchandise along with a listing of typical vendors we would carry in each category. Vendors Golf Gloves: Titleist, Footjoy, Callaway, Srixon Footwear: Footjoy, Nike, Adidas, Under Armour Golf Balls: Titleist, Callaway, TaylorMade, Srixon Golf Clubs: Titleist, Callaway, TaylorMade, Srixon Bags: Titleist, Callaway, TaylorMade Wildhorse Golf Club 67 Men’s Apparel: Footjoy, Nike, Adidas, Johnny O, Black Clover, Under Armour, Travis Mathew Bad Birdie, Swannies, Antigua Women’s Apparel: Footjoy, Nike, Adidas, Under Armour, Travis Mathew, Bad Birdie Headwear: Black Clover, Pukka, Callaway, Nike, Adidas Community Engagement Plan Public Outreach Program The goal of Elite Golf Management’s public outreach program will be to engage the community through various avenues of dialogue to strengthen the bond between Forest Lake Golf Club, their guests, and the community. Elite Golf will strive to improve education, and to increase engagement and feedback. We will do this in a number of ways: • E-mail marketing campaigns to ensure guests are aware of current events around the club. • Social media presence to make guests aware of real-time conditions and to engage with guests in an open forum. • Through our website in which guests will be able to know key personnel and contact them directly. • Through an on-site open door policy in which the General Manager or other key personnel are always available to address a guests needs or concerns. • Through leagues, club tournaments and social events to create fun exciting opportunities at the club for guests to get involved. • Unique club events that will drive participation at the facility in golf and food and beverage. • Being active in community programs such as the Chamber of Commerce and other community leader groups. Personnel to be involved in Public Outreach Many of the staff members at Forest Lake will be involved in our public outreach program. All managers will be expected to engage with guests on a daily basis. Not only to address any concerns, but also to further educate guests on what is happening at the club and how we are working to improve the facility. • The General Manager and golf professionals will be responsible for e-mail campaigns and social media posts that inform the guests of current events at the club and to address any needs or complaints of guests. • The Food and Beverage Manager will be responsible for ensuring guests’ expectations are being exceeding by seeking out feedback from guests on a daily basis. • The Golf Course Superintendent will be responsible for providing social media updates on course conditions. It will also be important that the superintendent engage with guests to educate them on what is being done to improve course conditions. • Corporate staff will work with on-site management to create media and advertising for internal and external use. Customer Relations A team of Elite Golf Professionals will be on site to answer any customer concerns regarding upcoming changes which may include a new management team. Elite Golf will work towards providing guests with a great customer experience. This can be done at little to no expense. Guests will be: • Greeted and assisted the moment they arrive on property. • Guests golf bags should be loaded onto carts by player’s services staff. 68 • Guests will be given directions around the property, including how to find the golf shop, clubhouse, restaurant, restrooms and practice facility. • Upon check in guests will be given directions on how to find their carts, how to access the practice facility and food specials. • Guest services will communicate upcoming golf or food and beverage specials. Under New Management Elite Golf will create a plan to market and advertise the course under new management. We will be on site to welcome the community to the property and we will answer questions and promote the following initiatives: • Customer loyalty programs or annual plans • Practice facility plans • Junior Golf Programs • Elite Sister Property Rates (Arizona, California, Nevada & Texas) • Upcoming changes to rate (if applicable) • Dynamic based pricing, what it is and how you save more by booking in advance • New food and beverage menus, including happy hour and drink menus • Golf Vendor partnerships that will price match big box retail stores • Demo days • Food and Beverage Open House • Upcoming creative golf events • Upcoming monthly banquets featuring live local music Environmental Practices Elite Golf is very aware of the environment and as such environmentally friendly practices are put into place as often as possible. Superintendents regularly sample the soil to determine damaging threshold levels from infestations of insects, turf diseases, weeds and other nuisances to the course. Pesticides are regulated and only used as needed. Fertilizer applications are only applied at appropriate times when turf will take up the nutrients avoiding as much runoff as possible. Elite Golf has licensed chemical applicators at each property. Generally, the golf course superintendent is a licensed applicator and makes sure that all applications meet the proper usage and amounts. Elite Golf conforms to state and municipal regulations to keep with an environmentally safe practice. Waste will be stored per local, state and federal guidelines to limit the chance for exposure and leaks. Containers will be labeled and stored as instructed. We have used sand interceptors and wash racks to catch oil, gasoline and lubricants when washing equipment. We have utilized parts washing machines in the past to eliminate waste going in the drains. Used oil and filters will be stored per code and spills cleaned up appropriately. Elite Golf has tried to adapt and change to help with sustainable practices. Examples include switching out light fixtures to LED, implementing recycling practices and avoiding single use containers when possible. In Las Vegas, to reduce water on the course, we have undergone several turf reduction renovations which has reduced our water footprint significantly throughout the year. We will continue to look for ways to reduce the environmental impact at Forest Lake Golf Club. 69 Risk Management Elite Golf recognizes the importance of risk management. Compliance, transparency and safety are staples of our daily operations. We have very close relationships with our insurance brokers at Cragin & Pike and work diligently to provide comprehensive coverage for all of our partners. Our managers and staff members meet regularly to determine areas of concern, make certain that we meet all local, state and federal mandates ensuring that we are doing everything possible to minimize exposure. Cragin & Pike employes former OSHA inspectors to provide insight and guidance for safety and compliance. When an incident occurs on property, we have clear and concise protocols for action to document all relevant information to ensure that all parties are protected. We understand that things happen. We also understand that the first steps after an incident are often the most important to protect everyone. Contacting the right parties in the right order is paramount. Whether a supervisor, course owner or first responder, we must have every faith that our team acts appropriately and with the right guidance. We regularly train all management and supervisory staff on the proper procedures during emergencies or events that require attention. Below is an example of our policies and procedures for an extraordinary event: • Through adhering to company policies and ensuring a safe work environment, incidents will be minimal. There will be events when injuries or accidents occur. Please make certain to fill out the Incident Report in full and be accompanied by supporting documentation. Incident Reports must be filled out following any extraordinary incident. In the event of any uncertainty, please fill out the Incident Report. If an injury is serious, always call 911 immediately. If the event is minor, please inform your manager and prepare to fill out the necessary paperwork. Incident Reports are located in the Administration Office on top of the tan cabinet in a file folder that is clearly marked. • If the event involves a guest and resulted in injury, it is always recommended that we call 911. Please allow the guest the opportunity to refuse treatment if desired. If the incident is serious, immediately call 911 whether it involves employees or guest. First Aid kits are located throughout the clubhouse and please make sure that you know where the nearest First Aid kit is always located. Please provide the guest with what is needed to treat the injury if the injury is minor. • Generally, any theft requires police attention. Always ask the Guest if they wish for the police to be called so that a report can be filled out. • If it is a break-in to their vehicle the guest is responsible for calling the police and we will provide any additional information or assistance that we can to the proper authorities. • If it is an altercation between guests, immediately notify your manager and if warranted, call the police to diffuse the situation. These are not situations that occur frequently, but it is important to know how to respond if they do arise. 70 Performance Metrics & Reporting Budget Performance Elite Golf uses an operational budget at all of our facilities to track performance. The Elite Golf Corporate team works with onsite management to develop a comprehensive facility budget. The budget is then loaded into our QuickBooks financial system so that we can track actual to budget. Our general manager can review the financials daily to track progress and make adjustments as needed. We also encourage our general manger to meet with his department heads throughout the month to track their progress. Our corporate staff review the financials throughout the month and work with the general manager to make changes as required. Our focus is the bottom line, and we know that there are many ways to get to the bottom line and that is why it is important to continually review financial progress. Financial Performance Our accounting team is constantly inputting data into our financial system and reviewing as they go. As questions come up, they are addressed to the general manager and or department heads. Financials are distributed at a minimum by the 15th of the next month and reviewed with our general manager so that issues can be addressed to keep on track. Daily Revenue Report Elite Golf has implemented a daily revenue report that our general managers fill out. This report is a summary of the daily business that takes place at the facility and is compared to the budget for the month. The general manager also provides some key bullet points about the operation for the week to include updates on golf operations, food and beverage and golf maintenance. The key performance metrics in the daily revenue report include: • Rounds of golf broken down by members and public. • Total golf revenue with the dollar per round in golf revenue. • Total food and beverage revenue with the dollar per round in food and beverage revenue. • Total revenue for the day with the dollar per player in total revenue. • The occupancy rate for the day. • The RevPar for the day (revenue per available round) • A weather report which track the high and low temperature, rain fall and wind speed. 71 Weekly Superintendent’s Report The Superintendent’s Report is a mechanism to facilitate better planning and communication between the Agronomy Department, Course Management and Corporate Management. It is designed to communicate pertinent information about the staffing, operational practices and plan for the golf course. This tool is used to ensure that standards and objectives are being met throughout the year. This report includes: • Elite Golf’s minimum standards that are to be met. • General course information to include staffing, equipment, irrigation and course measurements. • Cultural practices: a year’s guide to the cultural practices to be preformed such as aerification, verticutting, tree trimming, etc. • Fertility program: a year’s guide to the fertility program planned for the course. • Chemical program: a year’s guide to the chemical program planned for the course. • 30-60-90 day plan • Weekly report which includes a snapshot of what took place the previous week at the course. o Staffing o Mowing practices o Course setup practices o Green speed, green moisture and water schedule o A listing of tasks completed o A listing of tasks to complete the following week o A listing of fertilizers or chemicals used that week 72 73 74 Firm Overview Elite Golf Management LLC is owned and operated by a single entity, Keith Flatt. As you will learn from this proposal, Keith has been in the industry for over 40+ years and has a keen sense for how a golf course should be maintained and operated. He has developed a team of experts to assist in creating his vision and we work hard every day to meet our partner’s needs and expectations. Elite Golf Management was formed in 2009 when Keith acquired the contract to become the receiver for the FDIC at Stallion Mountain Golf Club. Keith then went on to operate the clubhouse operations at Primm Valley Golf Club under Elite Golf in January of 2009. Due to the success that Keith experienced in the clubhouse operations at Primm Valley and the success of his future partner Paul Jaramillo on the golf course maintenance operations, the two formed Par 4 Golf Management in September of 2009. As co-owners of Par 4 Golf Management, Paul and Keith were able to create and grow a golf management group that rapidly grew to eight properties with 300 plus employees. Par 4’s quick growth in golf management was due to forward thinking in turning struggling facilities around. Paul would go on to have health issues taking away his involvement in Par 4 Golf Management. Paul and Keith both agreed that in order to continue growing the company, it would be better if Keith took full control of Par 4. Keith took over full control of Par 4 Golf Management in July of 2016 and as a part of the buyout was required to change the name of the company putting Elite Golf Management in control of each facility. All management contracts under Par 4 were assigned to Elite Golf Management. Elite Golf’s primary business is golf course management. Our corporate office is located in Las Vegas, Nevada, but we operate facilities in Arizona, California, Florida, Louisiana, Nevada and Texas. Elite Golf currently has 450+ employees across all our facilities. Our corporate team frequently visits our facilities in each state to ensure they are meeting our goals and reaching Keith’s vision. Elite Golf has specialized in properties that were struggling financially with many looking for ways to keep from closing. We have never taken over a property that was making money with most losing in excess of $250,000+. We are proud to say that we have been able to better the bottom line at every facility we have worked with and met the owners’ financial goals to keep their facilities open and operating. When you hire Elite Golf Management you are teaming up with a partner who will work towards building a long-lasting relationship with the City of Ocoee. Keith believes that the 1st day of our new contract, we are working towards earning our second contract. Elite Golf is not just another vendor, We Are Your Partner! Statement of Organization Full Name of Business: Elite Golf Management LLC Type of Organization: Limited Liability Company Principle Business Address: 3251 E. Warm Springs Road | Las Vegas, NV 89120 Principle Phone Number: 702.462.9060 Business Email & Website: Info@EliteGolf.com | www.EliteGolf.com Operating Experience 75 Tax ID & License #: 26-3993799 | Nevada Business License NV20091312984 Primary Contact: Keith Flatt | Chief Executive Officer & Owner Business Address: 3251 E. Warm Springs Road | Las Vegas, NV 89120 Personal Address: 12 Wild Dunes Court | Las Vegas, NV 89113 Phone Number & Email: 702.592.7115 | Keith@EliteGolf.com Additional Contact: Lesley Bowman | Chief Financial Officer Business Address: 3251 E. Warm Springs Road | Las Vegas, NV 89120 Personal Address: 8211 Adante Ct | Las Vegas, NV 89113 Phone Number & Email: 702.462.9060 | Lesley@EladiteGolf.com Additional Contact: Derrick Hunter | Vice President of Operations Business Address: 3251 E. Warm Springs Road | Las Vegas, NV 89120 Personal Address: 11159 Castellane Drive | Las Vegas, NV 89141 Phone Number & Email: 702.355.2670 | Derrick@EliteGolf.com The Elite Golf Team The Elite Golf team consists of corporate accounting, executive management and sales teams. Our corporate team focuses on making each of our facilities successful. When we add more facilities and the workload changes, we will bring on additional staff to assist in managing our facilities. Elite Golf’s management team is well versed in all aspects of golf management. Each team member brings a different approach and knowledge base that has vaulted our management group to a multicourse operator. Most of our key employees have been with the company from the beginning and look forward to growing the company even further. Corporate Staff Keith Flatt | CEO Lesley Bowman | CFO Derrick Hunter | VP of Operations Stephen Roberson | Senior Accountant Dustin Flatt | Director of Golf Operations Courtney Crabtree | Senior Accountant Matt Utter | Director of Golf Sales Keith Haines | Quality Assurance Specialist 76 Corporate Organizational Chart Key staff members who would work with Forest Lakes Golf Club: Keith Flatt | CEO & Owner Keith has been in the golf business for 40+ years as an operator and owner. He is the owner of Elite Golf Management and established the business in 2009. Keith sets the direction for each of our golf courses and our management team carries out his vision. He has an eye for detail and understands what is required for a profitable operation. His vision has led to the financial success of multiple golf properties throughout his career. One thing that sets us apart from other management companies is that the owner of Elite Golf is present and involved with the facility’s challenges and directs each individual operation accordingly. Keith frequently visits each facility, working with the general manager and superintendent to make sure that his vision is coming to life. Resume included in the appendix. Derrick Hunter | VP of Operations Derrick is a PGA Professional and has been in the golf business for 24 years. He has been with Elite Golf for 15 years going back to the establishment of Elite Golf in 2009. Keith owns the company and sets the vision while Derrick directs on site management of each course to actualize that vision. Derrick is directly involved with each property, working with the general managers and superintendents to execute Keith’s vision. Derrick regularly visits each property to inspect the product and services. He leads the transition team making sure that staff are hired and trained in Elite Golf’s policies and procedures. Resume included in the appendix. Keith Flatt Chief Executive Officer Derrick Hunter VP of Operations Dustin Flatt Director of Golf Operations Keith Haines Quality Assurance Specialist Facility General Manager Matt Utter Director of Golf Sales Lesley Bowman Chief Financial Officer Stephen Roberson Senior Accountant Courtney Crabtree Senior Accountant Darla Lariviere Accounting Staff 77 Lesley Bowman | CFO While Lesley has only been with Elite since July of 2023, she comes to us with 19 years in the accounting world and is a CPA. Lesley started in the accounting world in the golf business at the Las Vegas Paiute Golf Resort. She would later go on to work for Clubcorp and Kemper Sports, golf ownership/management companies, in their accounting departments overseeing the accounting at several golf facilities. Lesley would continue to hone her accounting skills as the Director of Accounting for Wyndham Consumer Finance for seven years. Lesley is actively involved in the accounting for each of our golf courses and oversees the accounting team. She is involved with each part of the accounting operation from cash positions, payables, payroll, financial preparation and reporting along with a multitude of other tasks. She regularly communicates with our general managers and course team to ensure that our accounting practices are functioning appropriately. Resume included in the appendix. Stephen Roberson | Senior Accountant Stephen recently started with Elite Golf as a senior accountant. He is a graduate of Cal Poly San Luis Obispo in California with 7 years of accounting experience. Stephen currently performs a handful of accounting functions for our golf courses including: Accounts Payable, Payroll, Cash Positions, Monthly Financials Preparations, and man other tasks here at Elite Golf. Courtney Crabtree | Senior Accountant Courtney brings 15+ years of experience in golf management accounting. She began her journey in golf with Walters Golf group assisting with the accounting for their three golf courses in the Las Vegas valley. She would later go on to work for Par 4 Golf Management in the accounting department assisting with six golf facilities. She enjoys working in accounting with an emphasis on profit margin analytics. She is privileged to contribute to major company growth in previous roles, associated with cost/sales analysis and implementation of net profit building practices. Dustin Flatt | Director of Golf Operations Dustin has been with Elite Golf for 12+ years and has overseen several of Elite Golf’s properties and now serves as the Director of Golf Operations for Elite Golf. Dustin visits each of our properties frequently to ensure uniformity and correct inconsistencies. Dustin also helps during course transitions to assist in hiring and training staff. Management Summary Elite Golf Management takes pride in every facility we have had the chance to work with. We believe in a simple philosophy; a great product coupled with great service provided at great value and you can have a successful business no matter what the industry. This philosophy is at the heart of all that we do at Elite Golf and we strive to live by that standard every day. Our core mission is to make sure that everyone enjoys their time at our facilities. 78 Elite Golf Management | Mission Statement Elite Golf Management believes in providing an Elite Golf experience to everyone at the facility. An Elite Golf experience includes exceptional playing conditions, first class service and treating everyone like family. Elite Golf Management will make sure that every member, guest and employee has an Elite Golf experience, because your time away from home is important to us! Partnership The best way to describe how The City of Ocoee would benefit from a relationship with Elite Golf Management is a true partnership. We look at our facility owners as Partners focused on the greater survival and growth of each facility. We work hand in hand with the owners to make sure that their course is on task with what is necessary to be successful. By speaking with our references, you will learn that our facility owners feel the same way. Unlike some operators, Elite Golf has an open book policy, and our partners have direct access to the owner of the company and Elite Golf leadership at any time. We are upfront with our partners at every turn. Keith Flatt and Elite Golf work every day towards building trust not only with the course owner but with the employees, vendors and customers. Responsibilities of Elite Golf Management The Elite Golf corporate team will oversee the facility making sure the Elite Golf philosophy is carried throughout the facility. Working with the facility managers, the executive team will implement standards and strategies to increase revenues while controlling expenses. The executive team will work with the facility managers to ensure Elite Golf’s management responsibilities are met. General Operational Responsibilities • Promote the game of golf, the facility, and the Elite Golf philosophy. • Manage and oversee the facilities including hiring, training and replacement of management and staff members. • Implement, oversee and enforce facility policies and procedures. • Maintain the facility and equipment in accordance with Elite Golf and the ownership’s standards. • Implement standards and operational controls. Accounting Responsibilities • Report on facility status monthly, quarterly, yearly or as needed at the owner’s discretion. • Develop, oversee, track, and maintain an operational budget. • Create, track and report on all city, state and federal reporting requirements. • Take on human resources and payroll functions for the facility. • Invoice, track and collect all accounts receivable related to the facility. • Track and pay all accounts payable related to the facility. • Implement standards and operational controls. Golf Operational Responsibilities • Promote the game of golf in accordance with the standards set forth by Elite Golf, the ownership and the PGA of America. • Create a customer service-oriented operation. • Oversee a profitable merchandise operation consistent with the facility needs. 79 • Develop, implement and oversee player development programs at the facility. • Develop, create and oversee tournament sales and operations at the facility. • Oversee and maintain the golf car operations. • Implement standards and operational controls. Food and Beverage Operational Responsibilities • Promote the food and beverage operation in accordance with the standards set forth by Elite Golf. • Create a customer service-oriented environment. • Oversee a profitable daily operation consistent with the facility needs. • Develop, implement and oversee cost controls and buying procedures. • Develop, create and oversee event sales and operations at the facility. • Oversee and maintain the beverage cart operations. • Implement standards and operational controls. Golf Course Operational Responsibilities • Maintain the golf course and course assets in accordance with the standards set forth by Elite Golf and the ownership. • Operate under environmentally safe conditions and within city, state and federal regulations. • Oversee daily, monthly and yearly maintenance practices to include fertilization, aerification, overseed and general maintenance programs. • Operate and maintain golf course maintenance equipment. • Implement standards and operational controls. Marketing Responsibilities • Create, develop and increase the customer database. • Develop and implement a marketing plan to promote the golf course locally to city residents and visitors. • Increase the golf course’s presence in social media, email marketing campaigns and internet search marketing. 80 Elite Golf Management currently holds 10 contracts for management in the golf industry. Our experience ranges from facility ownership, leasing facilities, full operations management and specialized department management such as golf course maintenance and accounting. We can customize and accommodate a full range of services based on our clients’ needs. Contracts Current Contracts Wildhorse Golf Club | Henderson, NV | www.GolfWildhorse.com City owned, public facility | Contract began 2014 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Aliante Golf Club | North Las Vegas, NV | www.AlianteGolf.com City owned, public facility | Contract began 2017 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Irving Golf Club | Irving, TX | www.IrvingGolfClub.org City owned, public facility | Contract began 2017 Management includes: Renovations management during construction phase and full operations management once opened– accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Whitestone Golf Club | Benbrook, TX | www.WhitestoneGolf.com Elite Golf leases, public facility | Contract began 2018 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Southern Oaks Golf & Tennis Club | Burleson, TX | www.SouthernOaksGolf.com Private owned, public facility | Contract began 2019 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. The Cliffs Resort Golf Course | Graford, TX | www.ddresorts.com/the-cliffs/on-property/golf/ Private owned, public facility | Contract began 2019 Management Includes: Golf course maintenance management and POA landscape management. References 81 Harbor Lakes Golf Club | Granbury, TX | www.HarborLakes.com Private owned, private facility | Contract began 2020 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Mission Royale Golf Club | Casa Grande, AZ | www.MissionRoyaleGolfClub.com Private owned, public facility | Contract began 2021 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. OakWing Golf Club | Alexandria, LA | www.OakWingGolf.com Private owned, public facility | Contract began 2021 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. The Golf Club at Bluewater Bay | Niceville, FL | www.BWBResorts.com Private owned, public facility | Contract began 2024 Management includes: Full operations management – accounting, human resources, payroll, golf operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Discontinued Contracts Primm Valley Golf Club | Nipton, CA Private owned, public facility | Contract began 2012 ended in 2024 Elite Golf leased Primm Valley Golf Club Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. The lease was terminated when the owner of the facility decided to sell the property. The new owners had interest in doing some real estate development on the property. Legacy Golf Club | Henderson, NV | www.TheLegacyGC.com Private owned, public facility | Contract began 2017 ended in 2023 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Both Elite Golf and the course ownership felt it was best to part ways. It was an amicable split and both parties felt it was the best option for each to be successful. Spanish Trail Country Club | Las Vegas, NV | www.SpanishTrailCC.com Private owned, private facility | Contract began 2012 ended in 2022 82 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. The contract was terminated when the members sold the facility to a private investor who elected to run the facility himself. We consulted for a short period of time to help them get started. Las Vegas Golf Center | Las Vegas, NV Private owned, public facility | Contract began 2017 ended in 2022 Management includes: Golf course maintenance and landscape management. The contract was terminated as the owners of the facility needed to reduce expenses to move forward. Black Mountain Golf & Country Club | Henderson, NV Private owned, semi-private facility | Contract began 2014 ended in 2018 Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. Elite Golf was brought in to help the club sustain until they could find a solution for their long-term debt. Elite Golf kept the business operational until they were able to sell of their land to pay for their long-term debt. Badlands Golf Club | Las Vegas, NV Private owned, public facility | Contract began 2009 ended in 2016 Elite Golf leased Badlands Golf Club Management includes: Full operations management – accounting, human resources, payroll, golf operations, food and beverage operations, tournament and banquet operations, golf course maintenance operations, marketing and general administration. The lease was terminated when the owner of the facility decided to sell the property. The new owners had interest in doing some real estate development on the property. Comparable Management Experience The following are municipal facilities in the Elite Golf portfolio that closely resemble Forest Lake Golf Club. Description of services: Elite Golf provides the following services for each of the following listed properties. ▪ Management includes all daily aspects of the golf course operation to include: o Managing golf operations – golf shop, player’s services, starters, practice facilities, etc. o Managing golf course operations – maintenance to the golf course, renovation projects, utility programs, fertility programs, etc. o Managing food and beverage operations – restaurant, kitchen, beverage car, banquet/event services, etc. o Managing membership/annual plan operations – sales, reporting, billing, etc. o Managing financial applications – daily cash deposits, accounts receivable, accounts payable, payroll, budgeting, financial reporting, etc. 83 o Managing facility maintenance – upkeep of heating/cooling units, refrigeration units, kitchen equipment, etc. o Maintain proper licenses and permits for the operation. o Marketing in-house and out of house for the facility and golf course. o Operate and maintain a at minimum 80 golf cars, beverage cars, and utility vehicles. o Operate and maintain all maintenance vehicles including mowers, utility vehicles, etc. Aliante Golf Club 3100 Elkhorn Rd, North Las Vegas, NV 89084 | www.AlianteGolf.com 18-hole public facility | City owned | Managed November 2017 to present Cass Palmer | Director of Strategic Initiatives City of North Las Vegas 2250 Las Vegas Blvd., N Suite 208 | North Las Vegas, NV 89030 702.494.7766 | palmerc@cityofnorthlasvegas.com Aliante Golf Club Statistics: 48,000+ Golf Rounds 50+ Annual Plans $145,000+ Gross Merchandise Sales 30+ Golf Tournaments $625,000+ Food and Beverage Revenue 25+ Banquets, Events & Meetings $3.3 Million Gross Revenue Aliante Staffing Model: Aliante employs 40 total staff members between full time and part time 1 General Manager 3 Cooks 1 Superintendent 1 Head Golf Professional 8 Restaurant/Bev Cart 1 Mechanic 4 Golf Shop Personnel 8 Course laborers 13 Player’s Services Personnel Aliante Golf Club had been managed by some of the largest golf management companies in the past but continued to lose money for the City of North Las Vegas. Prior to Elite Golf taking the facility over, Aliante consistently saw operational losses of over $350,000+. Elite Golf has since reduced the City’s losses over the years and in fiscal year 2020/21 took Aliante to a profitable business. This was accomplished through our philosophies and strategies. We immediately made some changes to staffing on the course to provide more service-oriented staff members. We changed the fee structure to be more competitive in the market. We marketed slow times of the day to fill in the tee sheet. We cross marketed the facility with our Elite Golf facilities in town. We made changes to the menu in the restaurant and added some specialty events to increase participation. Most importantly, we improved the course conditions on the course. Previously Aliante had issues in the summer and lost the greens on the first four holes. We implemented an inter-seed program of Bent grass and some maintenance procedures in the summer and have not lost them since. The overall product and experience are night and day ahead of where it was when we took over and revenues have increased as a result by $600,000+. 84 Irving Golf Club 2000 E Shady Grove Rd, Irving, TX 75063 | www.IrvingGolfClub.org 18-hole public facility | City owned | Managed May 2017 to present Joseph Moses | Director of Parks and Recreation Chuck Majors | Parks Operations Manager City of Irving, Parks and Recreation Department 825 W. Irving Blvd. | Irving, TX 75060 972.721.2501 | jmoses@cityofirving.org 972.721.7873 | cmajors@cityofirving.org Irving Golf Club was closed for renovations and opened back up on September 1, 2019. Renovations included the complete renovation of the golf course and the inside of the clubhouse. Elite Golf was brought in by the City of Irving to assist them with oversight of the construction phase and prepare the facility for opening. Now that the course is open, Elite Golf manages all daily aspects of the operation of Irving Golf Club. Irving Golf Club Statistics: 52,000+ Golf Rounds 0 Annual Plans (currently not offered at the club) $180,000+ Gross Merchandise Sales 20+ Golf Tournaments $525,000 Food and Beverage Revenue 25+ Banquets, Events & Meetings $2.7 Million Gross Revenue Irving Golf Club Staffing Model: Irving Golf Club employs 40 staff members between full time and part time 1 General Manager 2 Cooks 1 Superintendent 4 Golf shop personnel 11 Restaurant/Bev Cart 1 Mechanic 13 Player’s Services Personnel 7 Course laborers The City of Irving previously leased out their facility when it was known as Twin Wells Golf Club. The operator did not maintain the facility due to lack of funds and the golf club was in desperate need of capital improvements. The City of Irving took the course out of lease and made plans to renovate. Elite Golf was hired to maintain the property during the construction phase and act as second pair of eyes on the contractors during renovations. The golf course was fully renovated with new irrigation, new tee complexes, new green complexes, fully graded and grown back in. Elite Golf reopened the facility for the City of Irving and now we successfully manage the day-to-day operations. As a part of the opening of Irving Golf Club, Elite Golf designed the golf shop procuring the fixtures and merchandise as well as the kitchen, bar and restaurant procuring all equipment, tools, furniture and fixtures needed to run the food and beverage operations. Elite Golf also hired and trained all personnel to open the facility. The facility is now a very successful operation and currently generating a sizeable profit for the City of Irving. 85 Whitestone Golf Club 10650 Benbrook Blvd, Benbrook, TX 76126 | www.WhitestoneGolf.com 18-hole public facility | City owned property, Elite Golf leases the golf course Managed June 2018 to present Jim Hinderaker | City Manager City of Benbrook 911 Winscott Road | Benbrook, TX 76126 817.249.6005 | JHinderaker@benbrook-tx.gov Whitestone Golf Club Statistics: 55,000 Golf Rounds 30+ Annual Plans $220,000 Gross Merchandise Sales 20+ Golf Tournaments $560,000 Food and Beverage Revenue 0 Banquets, Events & Meetings $3.7 Million Gross Revenue Whitestone Staffing Model: Whitestone employs 45 staff members between full time and part time 1 General Manager 13 Restaurant/Bev Cart 1 Superintendent 5 Golf shop personnel 1 Mechanic 16 Player’s Services Personnel 8 Course laborers Whitestone Golf Club was previously leased to an ownership group that had a prominent golf management team running the property for them. Unfortunately, the facility declined over time and needed care and improvements. Elite Golf worked with the lease holder to take over management of the property with the goal of taking over the lease within a year. Elite Golf immediately made improvements to the course by renovating the bunkers, clearing out overgrowth in the trees and landscape and making improvements to the irrigation. We also redecorated the clubhouse to include new wall texturing, painting, new flooring, bathroom renovation and a golf shop redesign. All renovations were paid for by Elite Golf as we would be taking over the lease on the course. With over $2 million in improvements, we have been able to take Whitestone Golf Club from making $1 million in revenue to grossing $3.5 million this last year. Rounds have grown over 25,000+ and the dollar per player has increased as players now receive a great product and service that is not normally given in the market such as water bottles on the cart, towels in the cart, complimentary popcorn in the snack bar, complimentary range balls and friendlier staff. 86 Wildhorse Golf Club 2100 W Warm Springs Rd, Henderson, NV 89014 | www.GolfWildhorse.com 18-hole public facility | City owned | Managed January 2014 to present Kirk Niemand | Parks and Recreation Superintendent, CPRP City of Henderson, Public Works, Parks and Recreation 240 S. Water Street | Henderson, NV 89015 702.267.4042 | kirk.niemand@cityofhenderson.comWildhorse Golf Club Statistics: 58,000 Golf Rounds 60+ Annual Plans $300,000 Gross Merchandise Sales 50+ Golf Tournaments $850,000+ Food and Beverage Revenue 150+ Banquets & Events $3.5+ Million Gross Revenue Wildhorse Staffing Model: Wildhorse employs 45-50 staff members between full time and part time 1 General Manager 1 F&B Manager 1 Superintendent 2 Clubhouse Porters 1 Kitchen Manager 1 Assistant Superintendent 1 Head Golf Professional 1 Banquet Sales Manager 8 Course Laborers 3 to 4 Golf Shop Personnel 3 Cooks 12 Player’s Services Personnel 6 Banquet Servers 7 Restaurant/Snack Bar/Bev Cart Wildhorse Golf Club was losing more than $300,000 when Elite Golf was contracted to manage the facility for the City of Henderson. We quickly made improvements to the golf course and landscaping by mowing and trimming. We worked with staff to improve guest services. We made changes in food and beverage to decrease the cost of goods on menu items while offering better food products and increasing revenues. With the addition of club golf events and innovative food and beverage events. We made changes to the pricing model to stay competitive and generate substantially more rounds with local golfers. We reduced expenses through smarter buying and increased buying power. Elite golf was able to take Wildhorse to a breakeven and make a profit for the course while continually saving for capital improvements. 87 References For Similar Projects The following are industry references for Elite Golf Management from the properties that we manage. Please feel free to call and reference Elite Golf Management. We have included some letters of recommendation in the appendix for your review. The following references are for projects in similar scope. Reference #1 Course: Aliante Golf Club Course Location: 3100 Elkhorn Rd, North Las Vegas, NV 89084 | www.Aliantegolf.com Representative: Cass Palmer | Director of Strategic Initiatives City of North Las Vegas 2250 Las Vegas Blvd., N Suite 208 | North Las Vegas, NV 89030 702.494.7766 | palmerc@cityofnorthlasvegas.com Year Managed: Contract began in 2017 to present Reference #2 Course: Irving Golf Club Course Location: 2000 E Shady Grove Rd, Irving, TX 75063 | www.IrvingGolfClub.org Representative: Joseph Moses | Director of Parks and Recreation Chuck Majors | Parks Operations Manager City of Irving, Parks and Recreation Department 825 W. Irving Blvd. | Irving, TX 75060 972.721.2501 | jmoses@cityofirving.org 972.721.7873 | cmajors@cityofirving.org Mr. Joseph Moses oversees the golf course on the City of Irving’s behalf. Mr. Chuck Majors reports to Mr. Moses and is responsible for working with Elite Golf to manage the construction and operational phases of Irving Golf Club. Year Managed: Contract began in 2017 to present Reference #3 Course: Wildhorse Golf Club Course Location: 2100 W Warm Springs Rd, Henderson, NV 89014 | www.GolfWildhorse.com Representative: Kirk Niemand | Parks Superintendent, CPRP City of Henderson, Public Works, Parks and Recreation 240 S. Water Street | Henderson, NV 89015 702.267.4042 | kirk.niemand@cityofhenderson.com Year Managed: Contract began in 2014 to present Reference #4 Course: Whitestone Golf Club Course Location: 10650 Benbrook Blvd, Benbrook, TX 76126 | www.WhitestoneGolf.com Representative: Jim Hinderaker | City Manager 88 City of Benbrook 911 Winscott Road | Benbrook, TX 76126 817.249.6005 | JHinderaker@benbrook-tx.gov Year Managed: Contract began in 2018 to present | Elite Golf leases this property The following are additional references for Elite Golf Management for other facility types. Reference #5 Course: Mission Royale Golf Club Course Location: 11 Mission Pkwy, Casa Grande, AZ 85194 | www.MissionRoyaleGolfClub.com Representative: Jay Moelis | Former President of the Board of Directors Mission Royale Golf Club 11 Mission Pkwy | Casa Grande, AZ 85194 303.847.5174 | jaymoelis@gmail.com Year Managed: Contract began in 2021 to present Elite Golf does not plan to use any subcontractors to perform the work contained in this management proposal. We are confident in our abilities and experience to successfully manage a property like Forest Lake Golf Club as we have successfully managed similar properties throughout our time in golf management. Outside vendors would only be used to perform maintenance at the club such as equipment preventative maintenance and repairs that are outside the normal scope of operations. General Financial Capability Elite Golf Management operates ten facilities across five states and has the financial capacity to perform the functions of this lease agreement for the City of Ocoee. Elite Golf has over $1,000,000 in property and equipment with all items paid for through our business dealings and profit generated by the company. Additionally, Keith Flatt, owner of Elite Golf, built Elite Golf through his own financial capabilities and can support any of our agreements. Elite Golf does not have a current audited financial statement so we are submitting for your review the 2023 and 2024 unaudited financial statements. We ask that these be kept Confidential. In our financial statements you will see that we have several long-term liabilities and this is due to several of our contracts with municipalities and other facilities. In some of our management relationships, Elite Golf is Subcontractors Financial Capability 89 responsible for providing the golf carts and or maintenance equipment to the facility and we are reimbursed by the facility. The financial statements are being provided in a separate document per the instructions in the RFP. Accounting Operations Elite Golf has been handling the accounting and financial reporting for golf courses going back to 2009. Our expert staff works to ensure that GAP accounting is in place and that we are protecting the owner’s interest. As demonstrated in this proposal, our team has put procedures in place for cash handling, inventory management, payables and financial reporting. We work with ownership to give them the data and tools they need to know their facility is being managed aboveboard and fiscally responsible. We go out of our way to provide an open relationship with our facility owners to make them comfortable in all aspects of their financial operations. General Operations Immediately, Elite Golf will move all major accounting, payroll and human resource functions to our corporate office. All accounting functions will be overseen by our executive accounting team led by CFO Lesley Bowman. They will develop, implement and oversee controls and audit procedures at the facility working with the general manager. Point of Sale Elite Golf utilizes GolfNow Premiere at all of our facilities and this has created consistency allowing for better control in day-to-day operations, accounting and reporting functions. GolfNow Premiere software features: golf operations (tee time management, retail management, and point of sale functions), food and beverage operations (point of sale functions), membership (accounts receivables) and event operations (clubhouse events, tournaments, tracking and reporting). The entire system is integrated allowing for seamless reporting and does not require us to maintain other software to perform vital functions. GolfNow Premiere has been a key strategic tool in Elite Golf’s repertoire. Elite Golf utilizes QuickBooks for our accounting software. We can quickly set up Forest Lake for all accounting and reporting. Our accounting team will work with the City of Ocoee to make sure that they have all the reporting they need to feel comfortable with the operation of their golf course. Our team already has many standard reports available that we use with our City partners. Line Item Audit Working with the course managers and the Elite Golf executive management team, the accounting team will review each line item to see where additional savings at the facility can be found. Contracts and agreements will be reviewed as well as vendors to cut excess spending. Financial Reporting & Accountability 90 Financial Reporting and Auditing The Elite Golf accounting team will work with the City of Ocoee to customize financial reports and make auditing a straightforward process. Reports can be tailored to meet the ownership’s needs. Elite Golf prides itself in being open and honest with ownership and invites the owners to review the facility as often as needed. We will work with ownership to develop timelines for when financials and reports are due. Accounts Payable and Receivable Elite Golf will review all vendors currently working with the facility. Elite Golf will work hard to get better discounts and terms for the facility by utilizing our buying power. Invoices will be scrutinized to make sure that dollars spent are dollars well spent. Vendors will be paid in a timely manner and discounts taken whenever possible. Receivable accounts will be reviewed and processed in a timely manner. Elite Golf works with many hotels, wholesalers and customer accounts keeping balances down and paid in a timely manner. Human Resources Elite Golf has formed a partnership with Advanstaff, a well-respected payroll/human resource firm. Elite Golf and Advanstaff will take on all human resources and payroll functions for the facility. In doing so, Elite golf will be able to control payroll, benefits and taxes, helping to reduce the owner’s expenses. All human resources and payroll functions will be managed in line with city, state and federal regulations. Bank Accounts Deposits will be made into an account we call the Depository Account. Deposits will be made at least three times per week. All payables will be paid from a second account, the Operating Account. The first part of the week, Elite Golf puts together a cash position for the golf course. The cash position is used to identify the amount of cash in the bank, any pending deposits, what payables need to be paid that week, any forecasted payroll, the expected funds to come in over the next week and includes a transfer request to cover the payables and payroll. We then transfer the funds from the depository account to the operating account so that we can make payments. Cash Handling Procedures Elite Golf understands the importance of cash handling to protect the facility and the employee. The following procedures will be implemented at the facility. Facility Cash • All facility cash will be kept in a safe to include daily banks, petty cash and change bank. • Daily deposits will be kept in a safe until they can be deposited in the bank, preferably a different safe than the bank/change safe. • Access to safes will be limited to managers. • Daily banks will be counted out by staff members and logged. Staff members will initial their count on the Daily Bank Sign Out Sheet. • When returning the daily bank, the bank will be counted for accuracy and checked back in to the safe with staff members initialing the Daily Bank Sign Out sheet. 91 • When change is disbursed from the safe, it will be logged on the Change Bank Log. • Petty cash will be reconciled weekly with receipts being reimbursed as soon as possible. Registers • The bank will be checked by staff members before being put in use. • All customers will be given a receipt for any transaction. • When accepting cash from a customer, the staff member will call out how much they have received from the customer. • When giving change to a customer, staff members should count the change back at least two times, 1 when they count it out to themselves and 1 when they count it back to the customer. • At the end of the shift, the daily deposit will be recorded on the deposit envelope, signed, sealed and dropped in the deposit safe. • The daily bank will be returned to the safe after it has been confirmed by staff members. Banking • The general manager and or assistant will count the deposit envelopes and reconcile the cash drop to the POS report. Discrepancies will be reported to the general manager and Corporate Accounting staff and then investigated. • The general manager will keep a daily log of deposits received. • The general manager will keep a daily log of bank deposits made. • Cash will be deposited into the bank as soon as possible to keep the amount of cash on property to a minimum. • The bank will be reconciled daily and monthly against the POS and deposit log. • Accounting staff who are authorized to issue checks will not be authorized signers on bank accounts. • Below is an example of the reporting that will take place each day the cash is reconciled and deposited. Two people will verify the cash count and the reports are sent to the Elite corporate office for verification. o Daily Cash Reconciliation Report: The general manager and or assistant will open the daily drops from golf and food and beverage. They will confirm that the amount of cash in the envelope matches what the staff members wrote down on the envelope. They will compile the cash and fill out the Daily Cash Reconciliation Report. Two staff members will verify the total amount of cash and initial the report. o They will run the daily Z Report in the point of sale for both golf and food and beverage to confirm the totals in the system match what was turned in. Any differences will be investigated. The Consolidated Z Report should match the total amount of cash on the Daily Cash Reconciliation Report. o They will fill out and make a copy of the deposit slip. They will place the deposit slip and the cash/checks into a sealed envelope to be taken to the bank. o They will deposit the cash and receive a receipt from the bank. The Caily Cash Reconciliation Report, the Consolidated Z Report, the deposit slip and the bank receipt will be emailed to the Elite corporate office for verification. 92 Daily Cash Reconciliation Report 93 94 95 Customized Reporting and Structure Communication Elite Golf regularly communicates with our municipal partners to keep them current on the facility. Our municipal partners generally require us to have financial reports and their report package to them by the 15th of the month. We can work with the City to get those reports to them as soon as they need them. It is not uncommon for our onsite management to meet with a city representative monthly to review the facility and operations. These meetings provide a great opportunity to review the financials and any outliers or issues that may be on the horizon. We understand that sometimes this is not feasible due to schedules so we can also communicate to city representatives in a weekly or monthly report. Additionally, our corporate team is available to work with city representatives to answer questions. Unlike most companies, with Elite Golf you have access to the owner of the company and our executive team. Reporting Each client that Elite Golf works with has different needs and as such Elite Golf can customize a reporting package that meets the needs of the City of Ocoee. Our accounting team will work with city representatives to come up with the reports required. We can help create custom financial reports that integrate with our system. Some of the reports we regularly provide to our municipal partners include: • Standard Balance Sheet & Income Statement • 12 month Income Statements (can be consolidated or broken into department level) • Income Statements vs Budget and vs Last Year • This can be customized to meet the level of detail our partners are looking for. • Bank Statements and Reconciliation Reports • Monthly Check Register • Equipment Listing/Changes (in case the city is keeping equipment on their books) • Aged Payable Listings • Aged Receivable Listings • Trial Balance Report • General Ledger By Account Report • Membership Reports • Weekly Cash Position Report (shows current cash, current payables, future payables, future cash) Below is an example of the standard balance sheet and some pages of an income statement that can be provided. Client information and numbers have been redacted. 96 97 98 99 100 101 In the appendix, we have included all of the required signed forms: Attachments I, J, K, L, M, N, O, P, Q, R, S, T. In the appendix, we have included verification that we participate in the E-Verification Program. Each of our golf courses are separate business entities; therefore, our E-Verification is done under each business entity and not under Elite Golf Management. We have included several records showing our various entities proof of E-Verification. Required Forms 102 Resumes of Key Corporate Personnel Keith Flatt | CEO & Founding Principle Keith’s experience covers every aspect of the golf industry. From a professional player, caddy, credentialed instructor, head golf professional, and facility owner, he’s seen it all. As an owner, he led the successful turnaround of numerous facilities. In doing so, he experienced firsthand the frustrations of dealing with management companies that weren’t accountable for performance. His ability to see the facility both through the eyes of the golfer and the owner enables him to create a first-class golf experience while focusing on the bottom line. Keith grew up in Azle Texas later on moving to Arlington where he learned to play golf at the age of 12. Keith fell in love with the game and quickly grew in to one of the top amateur golfers in Texas. One day after shooting the course record in a local city tournament, Keith was approached by a Las Vegas gambler to come to Las Vegas and play in high stakes golf matches. Keith’s golf career took off and he was playing against some of the best golfers in the world. Does this story sound familiar? Well it should as Keith’s life would later be transformed by good friend, Terry Jastrow, into the 2015 movie adaptation “The Squeeze”. Following Keith’s days as a player, he would become the head golf professional at Los Prados Golf Club in Las Vegas, Nevada. He would later go on to create the Keith Flatt Golf Academy at Silverstone Golf Club eventually moving the academy to the Callaway Golf Center. Keith has also caddied for PGA Tour professionals Bob May as well as Scott Piercy when Scott won $2 million in the Ultimate Game held in Las Vegas. From there Keith would go on to own and manage other golf facilities all leading up to the day where he would be the sole owner of Elite Golf Management. ▪ Elite Golf Management July 2016 to present CEO & Founding Principle of Elite Golf Management o Oversees and develops the long term strategies and financial wellbeing of Elite Golf. o Develops community relationships to further Elite Golf’s future in golf management. o Seeks and obtains new business ventures and contracts. o Sets the expectations for product and service at each Elite Golf facility. ▪ Par 4 Golf Management September 2009 to June 2016 President & Co-Founder Appendix 103 o Oversaw and developed long term strategies and the financial wellbeing of Par 4 Golf. o Developed community relationships to further Par 4 Golf’s future in golf management. o Sought and obtained new management contracts. o Grew the company from one facility to eight facilities in five years. o Developed the revenue strategies, philosophies, goals and expectations for each facility. ▪ Stallion Mountain Golf Club 2005 to 20011 Receiver for the FDIC o Responsible for maintaining and preserving the property while the FDIC looked for potential buyers of the golf course. o Inventoried and maintained all property assets from clubhouse to golf course. ▪ Keith Flatt Teaching Academy Silverstone Golf Club and Callaway Golf Center o Implemented player development programs to grow the game of golf. o Taught hundreds of individual and group lessons. o Responsible for hiring, training and oversight of three academy instructors. ▪ The Golf Club at the Resort | Fort Worth, Texas Course Designer & Manager o Along with Bob May, designed and oversaw construction and grow-in of the golf course. o Once opened, helped manage the day to day operations of the facility. o Responsible for building revenues and decreasing expenses. o Oversaw the daily golf course maintenance. ▪ Cross Timbers Golf Course | Azle, Texas The Golf Club at Crown Valley | Weatherford, Texas Cross Creek Golf Course | Cleburne, Texas Golf Course Manager o Managed the day to day operations for each facility. o Responsible for building revenues and decreasing expenses. o Oversaw the daily golf course maintenance. ▪ Sand Hills Golf Club | Pinebluff, North Carolina Co-Owner & Manager o Owned and eventually sold facility for a profit. o Managed the day to day operations for each facility. o Responsible for building revenues and decreasing expenses. o Oversaw the daily golf course maintenance. 104 Derrick Hunter, PGA | Vice President of Operations Derrick brings a wealth of experience as both a player and as an exceptional Golf Professional. An honors graduate of New Mexico State University, Class-A member of the PGA and winner of numerous golf events throughout New Mexico and Nevada, Derrick earned the deep respect of Elite Golf’s founder, Keith Flatt, while working at one of Las Vegas’ most prestigious country clubs. Derrick intimately understands all aspects of course management, immersing himself completely in whatever task is at hand, all the while deftly managing staff and clients with professionalism and the kindest of dispositions. Derrick was brought into the Elite Golf Management Team from day one and has been instrumental in the success of our facilities and the management of our teams at the course levels. He has assisted in implementing our Mission and Vision for the future at each facility, working tirelessly to ensure our success in achieving our company goals and helping to secure the future of Elite Golf Management. Derrick brings to the game a forward thinking and creative vision, brass tacks facility goal implementation, tracking and strategizing, as well as a gift for financial performance review and analysis. His daily operations oversight and down to earth staff management skills have won the respect of all he comes in contact with in the golf industry. ▪ Elite Golf Management July of 2016 to present Vice President of Operations o Assists in the development and implementation of the company mission, vision and company goals. o Development and implementation of company policies and procedures. o Payroll oversight and review. o Works directly with each facility in creation, implementation and review of facility budgets. o Reviews facility financial performance looking for ways to improve both revenues and expenses. o Oversees the golf course general managers and personnel. o Works with general managers to create, implement and track facility goals and strategies. ▪ Par 4 Golf Management September 2009 to June 2016 Director of Golf Operations o Assisted in the development and implementation of the company mission, vision and company goals. o Development and implementation of company policies and procedures. o Payroll oversight and review. o Worked directly with each facility in creation, implementation and review of facility budgets. o Reviews facility financial performance looking for ways to improve both revenues and expenses. o Oversaw the golf course general managers and personnel. 105 o Worked with general managers to create, implement and track facility goals and strategies. ▪ Primm Valley Golf Club | Par 4 Golf Management January 2009 to July 2012 Director of Golf o Oversaw the day to day operations of the facility to include golf and food and beverage operations. o Increased rounds of golf from 55,000 to 75,000 in the first year. o Reduced facility expenses over $500,000. o Helped take a facility losing $750,000 plus to a profitable status. ▪ Spanish Trail Country Club May 2003 to December 2008 1st Assistant Golf Professional o Oversaw the day to day operations of the golf operations. o Created and implemented the golf policies and procedures. o Hired and trained player’s services personnel. o Developed and ran the club tournament program. o Assisted in shop merchandise buying, displaying and sales. Lesley Bowman, CPA | CFO Lesley comes to Elite Golf with over 19 years of experience in the accounting and finance industry. After graduating from UNLV with a business finance degree, she would go on to get her master’s in accounting and financial management at Keller Graduate School of Management. Lesley started her accounting career in the golf business at the Las Vegas Paiute Resort. After gaining some valuable experience she would leave Paiute to join Clubcorp at their Canyon Gate Country Club property as the Director of Accounting. Her success at Canyon Gate garnered her attention from corporate and led her to taking on Clubcorp’s Bears Best Golf Club as well. Lesley would move on from Clubcorp joining Kemper Sports to be the Club Controller overseeing the City of Ventura’s two golf course properties, Olivas Links and Buenaventura Golf Course. Her skills were undeniable and she was recruited away from the golf business landing the Director of Accounting for Wyndham Consumer Finance at Travel and Leisure. Lesley brings a history of success in the accounting world to Elite Golf and is sure to help grow each of our facilities with her excellent communication skills and the ability to build strong relationships while developing teams that strive for process improvements. ▪ Travel + Leisure April 2016 to June 2023 Director of Accounting, Wyndham Consumer Finance Accounting Manager, August 2015 – April 2016 o Manage and mentor team of 10 responsible for the accounting functions related to North American loan portfolio including Net Interest Income and Provision as well as accounting for receivables, allowance, debt and cash activity. o Responsible to ensure the timely and accurate execution of the month-end close, reporting and reconciliation cycle, the identification and implementation of necessary controls whereby ensuring the Company's financial statements are reported in conformity with GAAP. Coordinates/oversees the general accounting 106 function of the resort sites/corporate locations while providing useful information to the Company's decision makers. o Oversees the preparation of journal entries, reconciliations and/or quarterly and annual financial statements ensuring the company's external financial statements are in compliance with SEC and GAAP requirements. o Acts as one of the primary contacts for the Corporate Internal Reporting Group, Corporate Tax Group, and the external audit team, and will be responsible for coordinating with other groups within the Accounting Department and WVO. o Designs, implements, documents and maintains policies and procedures that support efficient and effective processes as well as maintains strong internal controls. o Directs, manages and supervises the preparation of quarterly and annual financial and tax reporting packages, as well as ad-hoc schedules and analyses as requested by the company’s executive management and WVO finance teams and/or provides accounting support to the field and finance teams. o Coordinate/complete all supplemental internal and external reporting requirements as determined by the parent company and/or management o Conduct monthly review/update of closing procedures to ensure all task are complete/listed and the Company’s financial statements are reported in conformity with GAAP. o Work with Management and staff to achieve Operational Goals and Objectives as determined by upper management. ▪ American Homes 4 Rent, LLC November 2012 – August 2015 Senior Accounting Manager American Homes 4 Rent, LLC is a fast paced, rapidly growing property management company that acquired over 36,000 properties during my tenure. Came on board as an Accounting Manager in Malibu, CA and transferred to the Las Vegas, NV office in March 2014 to build accounting department and promoted to Senior Accounting Manager. o Financial reporting to Executive Management. o Team that took AMH public on August 1, 2013. o Designs, implements, documents and maintains policies and procedures that support efficient and effective processes as well as maintains strong internal controls. o Recruit, hire and train staff in both California and Las Vegas locations. Grew accounting staff in California from a team of four to a team of thirty-one. Grew accounting staff in Las Vegas from a team of one to a team of thirty. o Worked closely with external auditors on quarterly and yearly deliverables and internal auditors through SOX compliance. o Provided detailed analysis with narrative to explain fluxes in revenue and expense to senior management. o Ensure the timely and accurate preparation of journal entries, reconciliations and/or quarterly and annual financial statements ensuring the Company’s external financial statements are in compliance with SEC and GAAP requirements. 107 o Managed Accounts Payable team of 30 for four-month interim period on top of regular duties and staff. o Made numerous trips for the company for audit, training, acquisitions and development. o Heavily involved in the acquisition of Beazer Homes. o Responsible for preparation and compliance of Securitizations at a property level. o Heavily involved in the software conversion from Gre.at Plains and Appfolio to Yardi. o Developed processes for compliance with broker laws and lender requirements. o Developed property management guidelines to ensure that 3rd party Property Managers are compliant of the needs of our organization. o Developed and executed audits for thirty-three 3rd party property managers ▪ Kemper Sports Property Management March 2010 – December 2012 Olivas Links & Buenaventura Golf Course Club Controller o Documentation and implementation of internal controls for Ventura Properties. o Develop and implement policies and procedures to control and coordinate accounting, auditing, budgets, payroll, taxes and related financial activities and records. o Human resources and payroll for 80 employees. o Assure the efficient and timely submission of all required operational, financial, budgetary and related reports. o Responsible for AP, A/R and sales and use tax return. o Prepare, verify and disseminate monthly financial statements, supporting schedules, statistical analyses and accounting reports as necessary and appropriate for club management, the Home Office and the client. o Ensure all cash and receipts are collected and proper bank deposits are made. Perform daily reconciliation of POS revenues, tax liabilities, cost of goods sold, cash and charge receipts. Prepare the cash report and reconcile bank statements. o Effectively interact in a positive and professional manner and maintain relationships with clients and fellow coworkers. o Monitor expenditures and advise management about variances relative to the budget and financial aspects of their areas. o Direct, participate in and verify the taking of various inventories for beverages, food, supplies, merchandise and equipment. Approve inventory work sheets and spot check cross checked prices. o Maintains all accounting records and is responsible for development, analysis and interpretation of statistical and accounting information Cupit, Milligan, Ogden & Williams - Public Accounting August 2009 – March 2010 Accountant o Responsible for completing tax Returns, audits, compilations of financial statements, financial analysis. o Prepare accurate financials and tax returns in a timely fashion. 108 Clubcorp March 2008 – August 2009 Canyon Gate Country Club & Bear’s Best Las Vegas Director of Club Accounting o Responsible for all accounting matters related to the clubs including the timely and accurate production of financial statements in accordance with GAAP. o Assist the general manager through analysis of the club’s financial information recommending or implementing changes to club policy and procedure, staying current on changes in corporate policy and procedure and taking necessary actions to prevent loss. o Responsible for monthly reconciliations of all general ledger accounts for two properties including bank reconciliations, capital accounts, taxes, deferred revenue accounts and liabilities. o Budgeting with financial analysis. o Monthly inventories with multiple venues. o Accounts receivable for 1200 accounts including collection efforts with success. o Payroll and human resources for 100+ employees. Las Vegas Paiute Golf Resort October 2004 – March 2008 Accountant II o Started as an accounting clerk and worked my way up to Accountant II. o Responsible for supervising staff accountant. o Fund Accounting. o Responsible for producing daily, monthly and yearly reports. o Reconciling bank accounts, daily deposits, ordering money. o Accounts Payable with fund accounting, Accounts Receivable, tracking the fixed assets and associated depreciation, monthly and yearly journal entries and adjusting entries to the general ledger, calculating cost of goods sold. 109 Letters of Recommendation 110 111 112 E-Verification Documents 113 114 115 116 Job Descriptions of Course Key Personnel General Manager/Director of Golf The general manager will oversee the property and report to Elite Golf executive management and will work with City officials. We would prefer the general manager have previous management experience in a similar position. We would prefer to have a manager that is a current member of the PGA in good standing. General responsibilities • Promote the game of golf, the facility, and the Elite Golf philosophy. • Conduct self in a friendly, courteous and hospitable manner with all members/guests/staff members. • Manage and oversee department heads. o Oversee the hiring, training and replacement of staff members within each department • Maintain a close relationship with department heads. • Oversee and enforce facility policies and procedures. • Manage and participate in all day to day operations and procedures. • Keep a well maintained facility. • Promote participation in tournaments and events at the facility. • Train and further the education of upcoming PGA professionals, apprentices and department heads. • Any other duties as may be assigned by executive management. Job specific responsibilities • Planning, Finance, Regulations o Develops / coordinates the development of long range and annual business plans. o Coordinates the development of operating and capital budgets. o Analyzes and monitors financial statements, and reviews income and expenses relative to plans, implements corrective measures as needed and reports status on a monthly basis. o Makes recommendations for capital improvements, supplies and equipment. o Assures operational compliance with local, state and federal laws. o Maintains knowledge and compliance with all lease terms and contractual obligations. • Administration o Develops and maintains a sound organizational structure. o Oversees the development of operating procedures and training manuals. o Develops emergency and safety procedures. o Oversees and works with department heads to schedule, supervise and direct work of facility staff. o Conducts regularly scheduled staff meetings. o Attends executive meetings. o Communicates to Elite Golf and course ownership on a structured and timely basis. 117 • Operations o Develops/implements general policies. Approves specific operational policies, programs, and procedures in harmony with the mission and general policies. o Monitors the performance of all daily operations, functions and services; assures high standards and total customer satisfaction. o Ensure open communication and high visibility to customers and staff by conducting daily walk-throughs of the facility. o Establishes personnel policies; ensures proper hiring, training, supervising, personal development and corrective action in accordance with fair labor standards and safety. o Ensures accurate recording of hourly labor and timely, accurate payroll processing. o Works with accounting to manage and oversee all accounting, inventories, banking, audit procedures, cash flow, and establishes controls to safeguard funds and assets. o Oversees the care and maintenance of all physical assets and facilities. o Coordinates the marketing and promotional programs to promote facility services and amenities. o Ensures the highest standards for golf services and programs, golf course and practice areas, food and beverage, recreation, entertainment and other facility services. o Establishes and monitors compliance with all purchasing policies and procedures. o Ensures and initiates programs to provide customers with a variety of innovative functions, programs and events. o Provide resolution of escalated customer service issues. • Knowledge, Skills and Traits o Fundamental knowledge of the game of golf, rules of golf, golf facility operations and tournament operations. o Fundamental supervisory practices and principles. o Act as a role model for all employees by demonstrating the behavior and work ethic expected of all employees. o Strong organizational, planning and prioritization skills. o Self-motivated with desire to promote and market. o Experienced in written and oral business communications. o Experienced computer user including; Microsoft Word and Excel. Proficient in other applications, i.e. email, internet, tournament and database. o Maintain and promote a positive professional image within the community. 118 Golf Course Superintendent The golf course superintendent will report to the general manager and the Elite Golf executive team while working with City officials. We would also prefer that the golf course superintendent is an active member of the Golf Course Superintendents Association with a Class A classification. We will make sure that the golf course superintendent has all necessary licenses and permits to perform their job such as a state pesticide applicator license. General responsibilities • Promote the game of golf, the facility, and the Elite Golf philosophy. • Conduct self in a friendly, courteous and hospitable manner with all members/guests/staff members. • Manage and oversee the golf course maintenance department. o Oversee the hiring, training and replacement of staff members. • Maintain a close relationship with other department heads. • Oversee and enforce facility policies and procedures. • Manage and participate in all day to day operations and procedures of the department. • Keep a well maintained course, facility and maintenance yard. • Train and further the education of upcoming superintendents and staff members looking to better their careers. • Any other duties as may be assigned by executive management. Job specific responsibilities • Planning, Finance, Regulations o Develops / coordinates the development of long range and annual business plans with regards to the golf course. o Coordinates the development of operating and capital budgets for the golf course. o Analyzes and monitors financial statements, and reviews income and expenses relative to plans, implements corrective measures as needed and reports status on a monthly basis. o Makes recommendations for capital improvements, supplies and equipment. o Assures operational compliance with local, state and federal laws. o Maintains knowledge and compliance with all lease terms and contractual obligations. • Administration o Develops and maintains a sound organizational structure. o Oversees the development of operating procedures and training manuals. o Develops emergency and safety procedures. o Oversees scheduling and work of the maintenance department. o Conducts regularly scheduled staff meetings with the maintenance crew. o Attends managers meetings. o Communicates to the general manager and Elite Golf on a structured and timely basis. • Operations o Implements and adheres to the Elite Golf maintenance standards. o Oversees the care and maintenance of the turf and landscaping at the facility. 119 o Monitors utility programs to control water and electricity costs while providing specific reports to track water usage. o Implements, oversees and records the facility fertility and pesticide programs in compliance with all city, state and federal laws. o Implements and oversees daily, weekly, monthly and yearly maintenance programs such as verticutting, aerifications, and other routine maintenance. o Ensures accurate recording of hourly labor and timely, accurate payroll processing. o Oversees the care and maintenance of all physical assets in the department. o Establishes and monitors compliance with all purchasing policies and procedures. o Provide resolution of escalated customer service issues. • Knowledge, Skills and Traits o Fundamental knowledge of the game of golf, rules of golf, and golf course maintenance programs. o Knowledge of the use of fertilizers and pesticides. o Fundamental supervisory practices and principles. o Act as a role model for all employees by demonstrating the behavior and work ethic expected of all employees. o Strong organizational, planning and prioritization skills. o Self-motivated. o Maintain and promote a positive professional image within the community. 120 Department Budgets 121 122 123 124 125 126 TableofContents Operations and Business Plan 1 2 29 32 Capital Improvement Plan 4 Title Page Table of Contents 6 3 Transmittal Letter Required Forms Operating Experience 9 Compensation, Terms and Proposal 12 Company Overview Executive Summary Transition Plan Financial Reporting and Accountability 37 41 63 Proforma Budget 11 We are excited to submit our proposal for the lease and operation of the Forest Lake Golf Club (FLGC) on behalf of the City of Ocoee. Oliphant Golf Management (OGM), an LLC and S Corporation, is confident that our 30 years of golf course expertise perfectly align with FLGC’s needs and the City’s vision for a high-quality, affordable community asset. As OGM’s owner, residing nearby in Ocala with my young family, I am deeply committed to growing our company in Florida and enhancing FLGC as a regional gem. Founded in 1996 as a golf course construction company, OGM has offered maintenance and management services since 2008, contributing to high-profile golf course projects nationwide. We see FLGC as a vibrant opportunity to create a thriving business that engages the local community, attracts Orlando-area players, and ensures long-term financial stability through sustainable improvements and innovative programming. OGM has a proven record of success in golf course operations, focusing on extraordinary golf experiences through design/build, maintenance, and hospitality. As pragmatic problem solvers and big thinkers, we deliver immediate operational results to support current and future investments. Our team aligns shared goals, adapts to the evolving golf environment, and prioritizes immediate course condition improvements to realize a broader vision, including community engagement, youth programs and expansion beyond existing concepts. OGM’s hallmark is delivering top-tier putting greens daily and conditions that exceed customer expectations. With 17 courses across 6 states in management and 3 active large scale construction projects and any given time, we may not be the largest firm, but our successful projects demonstrate our expertise across the country. We offer the responsiveness, creativity, and flexibility needed to advance FLGC’s golf experience in ways residents and visitors will value. Our proposal details a lease structure excelling in daily operations, greenskeeping, marketing, capital project execution and branding to drive revenue and enable reinvestment. Based on our extensive experience and case studies, our model ensures FLGC’s success, delivering positive change, not just a management shift. Thank you for your consideration! Craig Haltom President, Oliphant Golf Management 3046 Village Park Drive, Plover, WI 54467 Office Phone: 715-544-6588 | Email: office@ogm.golf Website: www.oliphantgolf.com Transmittal Letter 3 OGM's parent company was started by Mike Oliphant in 1996 and continues to be an industry leader in golf course construction and management. We have completed over 250 high-profile golf projects over the past 25 years, and now under Craig Haltom's ownership, we continue to work on some of the most exciting projects in golf, including Sand Valley Golf Resort in Central Wisconsin and many notable design/build golf course transformations in the Midwest. The golf management side of our business began in the financial turmoil of 2008. As golf course construction completely stopped, business partners Mike Oliphant and Craig Haltom started OGM as a logical extension of our golf work (and in the hopes of keeping a job themselves!) with Craig serving as superintendent of our first course in Madison, WI. By 2015 we had seven contracts and were established as a regional golf management company (and thankfully course construction started up again). Mike sold the business to Craig that year, and under his leadership OGM continues to grow by consistently delivering transformative outcomes for our clients. Our contracts range from full general management services, to direct maintenance, to turn-key lease operations. We are selective with our workload and are committed 100% to the success of each project we take on. We are problem solvers who thrive on tackling tough situations with bold, practical solutions, always aiming to leave things better than we found them—whether it’s a struggling municipal course, a historic redesign, or a community space. We work at all kinds of golf facilities, from modest budget municipal courses to high end country clubs and golf resorts. We see every project as an opportunity to create something lasting. Company History & Overview 4 Mission & Values Our mission is to deliver transformational change for golf businesses— creating exceptional playability and enduring quality through an integrated approach to design, construction, and golf management. This focus has driven our consistent growth and built our reputation for reliability, straight-forward and objective guidance, and exceptional bottom-line results. Our company is guided by five core values: We Like to Work: We thrive on hard work and purpose. We Are Respectful: Respect strengthens our partnerships and results. We Boldly Solve Issues: We confront obstacles with decisive, effective strategies. We Are Builders: We create and improve exceptional golf experiences. Win Win Win: Business success is achieved when our clients, our company and our employees benefit. We care deeply about our work and take a keen interest in the game of golf, its history, and its golf courses. We maintain safe, healthy, and fun workplaces where excellence is rewarded. 5 Compensation, Terms & Proposal 6 Existing Circumstances Forest Lake Golf Club (FLGC) is a premier 18-hole public golf course owned by the City of Ocoee, Spanning 229 acres with 18 holes, practice range and putting green, FLGC is a standalone municipal facility known for its layout, scenic views, and accessibility to many Orlando area golfers. The City seeks a lessee to operate, maintain, and market FLGC as a high-quality, affordable community asset, ensuring financial reinvestment and enhanced community engagement. OGM (Oliphant Golf Management) is a leading nationwide golf course management, design, and construction company. OGM has a proven record of success in golf course management and currently manages 17 courses in 6 states. Opportunity OGM is uniquely positioned to provide a wholly outsourced long term lease solution for FLGC per the RFP, leveraging our experience in golf construction and management, and our proven expertise in optimizing public/municipal courses. We offer leadership, operational excellence, and financial guarantees to enhance FLGC’s performance, increase rounds, and support Ocoee’s community goals, including community engagement, youth programs and non-golf events. Proposal OGM proposes a lease agreement for an initial 10-year term, beginning January 1, 2026, with optional 5-year renewals, as per RFP requirements. Our compensation structure ensures a guaranteed return to the City while funding improvements: Base Fee: $24,000 annually, escalating by 4% or CPI (whichever is higher). Revenue Share: 3.5% of gross revenue, paid monthly, concurrent with reporting. Capital Investment: Minimum 6.5% of gross revenue annually for capital improvements (e.g., course, turf, clubhouse, paths), separate from equipment/cart purchases or leases. Equipment/Carts: OGM will purchase or lease maintenance equipment and golf carts independently, ensuring modern, efficient operations (est. 1.5mil in year 1). OGM will manage all operations, including: Staffing: Provide all necessary personnel (e.g., general manager, golf professional, superintendent, F&B manager) to maintain high standards. Maintenance: Supply materials (chemicals, fertilizers, sand) to meet Attachment F standards (achieving “country Club greens” and enhanced playing conditions). Transparency: Operate transparently, fostering open dialogue with the City through regular reporting and communication. Pricing: Set competitive rates achieved quality that drives new players (aligned with Attachment E), maximizing revenue per round while providing local resident discounts. Marketing: Execute a robust digital and community-based marketing plan to boost rounds (targeting new clientele growth) and promote leagues, FSGA/FHSAA events, and junior camps. Master Planning: Deliver a comprehensive long range capital improvement plan (per Attachment H), updated annually, with cost estimates and timelines. Compensation, Terms & Proposal 7 Objectives Deliver an exceptional golfing experience comparable to top Florida municipal public courses. Enhance FLGC’s reputation via superior course conditions and customer service. Grow pass holders and community engagement through resident programs and partnerships (e.g., schools, HOAs, local business and organizations). Support non-golf and alternative golf uses (e.g., technology range, weddings, events) to diversify revenue. Establish growing junior and family activity through programed events host by professional staff Achieve financial sustainability, targeting $4M+ in annual revenue, ensuring future capital re-investment. . Measures of Success Exceed historical revenue ($3.6 mil) by 10-15% in year 1 with annual growth beyond. Increase repeat traffic through optimized marketing and improved course conditions. Achieve improved customer survey rating (e.g. 4.5+ ratings up from 4.2/5 on GolfNow). Create loyal restaurant following through improved offerings and consistent product. Recognizable brand, Engrain our staff and golf course in community, identify new local partnerships, Host additional junior camps, market new business related golf outings. Joint Accountability OGM and the City will maintain open communication, sharing data relevant to the project to ensure alignment. OGM will provide monthly reports and collaborate on capital approvals. Methodology and Timing Start Date: January 1, 2026. Term: 10 years (January 1, 2026–December 31, 2035), with optional 5-year renewals. OGM Commitments: Security deposit: 3 months of base rent plus 3 month estimate on year 1 rev share($35,000). Annual capital plan submission, with City approval for major projects. Compliance with Florida laws. Provide $1M general/professional liability insurance, naming City as additional insured. Equipment & Golf Carts: OGM will fund purchases/leases (est. $1,500,000 initial investment for course equipment, golf carts), separate from capital funds. Base fee, Revenue share, capital commitments stated above. 8 The following proforma demonstrate the annual payments to the City through our proposed base fee and revenue share along with the annual commitments to capital reinvestment to the property. Year 1 payment to City estimated at $181,500 10 year total estimated $1.98Mil Year 1 revenue based capital investment estimated $267K 10 year estimated captial contribution 3mil+ Executive Summary 9 Introduction: OGM’s Vision for Forest Lake OGM, with over 15 years of proven expertise in managing public golf courses and 30 years building and renovating golf courses, is excited to partner with the City of Ocoee to elevate Forest Lake Golf Club into a premier public venue. Our hands-on experience in transforming courses like Lawsonia Links and Woodlands (current lease property), each achieving million-dollar renovations with a 5-year ROI through increased rounds and market competitive rates (see included case study in this proposal)—positions us to deliver exceptional value. We see tremendous potential in this 10-year lease to operate and enhance Forest Lake, aligning with Ocoee’s growth trajectory and the City’s goals for a high-quality, affordable, community-focused golf facility. Our vision is to preserve Forest Lake’s “local gem” status while quickly driving a 10-15% revenue increase in Year 1 through improved course conditions, a revitalized food and beverage operation, and strategic, minimally invasive capital improvements. Understanding Forest Lake’s Strengths and Opportunities Our team, having toured the facility on June 16, 2025, and recently played the course recognizes its strengths —such as a loyal customer base and wonderful layout—alongside challenges like outdated clubhouse furnishings, mold concerns, inconsistent turf, and aging equipment and infrastructure. Leveraging existing base and ever expanded market, we see a clear path to enhance playability through improved and consistent conditions, allowing us to garner higher dollars per round from non-residents while maintaining affordability for locals, ensuring Forest Lake remains a community amenity that competes with top regional public courses. Operations and Business Plan Highlights Our operational strategy emphasizes efficiency, customer satisfaction, and community engagement in daily operations, executed by a dedicated on-site team (full-time general manager, golf professional, superintendent, and 20+ staff) supported by OGM’s regional resources and proven operating system. Key elements include: Course Maintenance: Through expert daily maintenance practices, we’ll ensure greens, tee boxes, bunkers, fairways, and cart paths adhere to and exceed Attachment F standards stated in the RFP. These consistent, high-quality conditions will drive a projected 10-15% revenue increase by enabling market- bearing rates for non-residents. Food and Beverage: A warm, welcoming operation with efficient service (indoor/outdoor dining, streamlined services) designed for low wait times, encouraging customers to selectively linger onger in a refreshed clubhouse (new paint, carpet, lighting, and music for a brighter ambiance inside and added seating for outdoor services). Pro Shop: Updated fixture and merchandise that sells to the new demographic that is flocking to golf, younger more casual and uniquely branded. This also plays into focusing attention on junior and family golf activities at the facility. To promote easy access and short duration course activity range upgrade are necessary (e.g. range ball dispenser on range tee). Equipment: Leased golf carts and equipment for cost efficiency, with a merchandising plan tailored to local preferences, maintaining quality per Attachment B. Customer Experience: Not only through hospitality but through technology, an integrated approach in tech to enable seamless online/mobile tee time reservations, customer data tracking, and pace-of-play management (target: 4 hours). Community Focus: A resident program with discounted rates and family-friendly programming (e.g., leagues, clinics) to boost local participation by 20%, aligning with Ocoee’s family-oriented growth. Transition Plan: A 30-day transition ensures no disruption from the current operator, with staff training and systems integration completed before January 1, 2026. 10 Financial Proposal and Capital Commitment OGM proposes a Annual Guarantee Rent of $24,000, plus 3.5% of gross revenue, paid monthly and escalating with revenue growth, ensuring stable City income (projected Year 1 total: $181,000. Our 10- year proforma projects just over $4M in gross revenue in Year 1 (a 10-15% increase from the current 3.6M), growing incrementally, with operating expenses controlled and focused on what matters through efficiencies and appropriate budgeting for improved conditions. We commit $1.5M in initial capital investment for priority upgrades (course equipment, new carts, clubhouse decor) and an ongoing 6.5% of annual revenue (approximately $260,000 based in year 1 revenue target) for customer-facing and infrastructure improvements, including: Driving range enhancements (new tee, targets, potential Trackman technology, and lighting for extended hours). Tree maintenance, fairway line adjustments, and tee box leveling for playability and water efficiency. Cart paths, drainage and irrigation projects Course and clubhouse furnishings These investments and fee structure are, modeled on our Lawsonia Links and Woodlands successes (each recouping $1M renovations in 5 years via increased rounds and rates; see included case study), are designed for maximum ROI, with minimal business disruption through phased implementation. We will provide example master plans in our proposal, with a full master plan developed leading up to the contract. Key Performance Indicators (KPIs) We will track and report progress monthly and annually (per Attachment B), ensuring transparency via audited financials: Rounds Played: Target 66,000+ annually, building on the current 60,000+ baseline. Customer Satisfaction: 90%+ positive feedback via surveys; pace of play under 4.5 hours. Revenue Growth: 10-15% increase in Year 1, driven by superior course conditions enabling higher non-resident rates and enhanced food/beverage sales. Maintenance Standards: OGM’s internal standards achieving “country club” greens, clean lines and firm fast playing conditions Community Impact: Double youth in clinics; 20% increase in resident play through discounts. Non-resident: increase play 15-20 % through re-targeted marketing and increase dollar per round by 10% Why OGM? OGM stands out due to our results-driven approach, delivering measurable results with minimal disruption when taking on additional course projects. Our Lawsonia Links renovation restored 1930s bunker designs, boosting rounds by 15%, while Woodlands’ bunker, greens, and drainage upgrades yielded similar gains—both achieving ROI in 5 years (see included case study). With regional resources, a dedicated Forest Lake team, and a focus on customer-facing improvements, we are uniquely equipped to exceed Ocoee’s goals for accessibility, and community value, and property re- investment where it matters. We look forward to the opportunity to partner with the City to make Forest Lake Golf Club a vibrant, sustainable asset for all. Proforma Budget This proforma is ba sed on th e be st available info rm ation at submissi on . Th is demonstrates t he exp e nses nec essary to im pleme nt our bu siness pl an focused on imp roved c ou rse con diti on s and elevated customer experience. Imp lementing strategic mai ntenance p ract ices wil l max imize dollars sp e nt while enhancing co urse conditio ns, deli vering a higher do llar pe r-round reven ue. With ded icated time and deta iled property man agem e nt, the re is signific ant oppo rtunity to further dr ive gre en fee revenue by capitaliz ing on im proved course appeal an d play e r satisfaction. We see potential bey ond proforma prov ided, we do not presume to kn ow all the answer s although remian confident on our a bility to grow this busines s with you! 11 GOLF OPERATIONS Overview Forest Lake Golf Club will deliver a fun, professional golf experience aligned with OGM’s Golf Ops core process. Led by a friendly PGA professional team, the department will collaborate with F&B and Greenskeeping to provide quality golf, customer service, and diverse activities like lessons, tournaments, and clinics, ensuring memorable visits for all golfers. Immediate Action Self-Serve Range Ball Dispenser: Install a user-friendly dispenser to boost accessibility, improve staff efficiency, and drive higher range use and revenue. Pricing & Strategy: Implement simple dynamic pricing, offering Ocoee residents competitive rates during high-volume times (weekends, mornings) and value-priced play for off-peak hours to retarget golfers and maximize rounds. Event Schedule: Launch a monthly calendar of fun events (e.g., glow golf, skills challenges) to engage golfers and build community excitement. POS System: Streamline operations with our preferred vendor’s POS system for seamless transactions, inventory tracking, and sales reporting. Junior & Family Clinics: Introduce new junior tees and dedicated clinics to encourage participation, making golf fun and accessible for families and young players. Team Evaluation & Goal Setting: Evaluate the team, hold meetings to set clear expectations and goals for golf professionals, Pro Shop services, and customer service, elevating membership perks, daily leagues, and event operations for an outstanding experience. Operational Plan Tee Time Reservations: Provide user-friendly online and phone booking, managed by PGA professionals for efficient scheduling. Leagues: Offer year-round, professionally run leagues to foster consistent engagement and community among golfers. Events & Tournaments: Host exciting in-house outings and tournaments (e.g., 2-person scrambles, Big Cup Events, Match Play, tailored to men and women) with competitive formats for members and fun scrambles for community engagement, fully managed by professional staff. Instructional Programs: Deliver Get Golf Ready-style group instruction for families, Junior Get Golf Ready-style instruction, junior golf camps, First Tee integration, and individual lessons/clinics (junior, women’s, beginner) to foster skill growth. Pace of Play: Maintain optimal pace with appropriate tee time intervals, friendly starters and trained rangers. GPS-equipped golf carts provide real-time data to monitor group positions, pinpoint slow play or bottlenecks, and enable quick interventions (e.g., alerts or staff support). Additional Services: Provide club repair services and handicap services through the Florida Golf Association to enhance community involvement. Operational Procedures Staff Training & Scheduling: Conduct regular scheduling, routine training, and staff meetings to ensure high-quality service from our PGA-led team. Safety & Security: Enforce measures for building, employee, and customer safety, including secure cart and equipment storage. Operations & Business Plan 12 Budgeting & Reporting: Track daily flash reports, rounds, and sales; prepare annual budgets and monthly performance reports. Equipment Management: Maintain clean, updated golf carts, along with high-quality cart fleet, range equipment, and Pro Shop fixtures for reliable operation. Tee-Sheet & Sales Management: Optimize tee-sheet for leagues, outings, tournaments, member, and guest play using a master sell sheet and networking, coordinating with F&B and Greenskeeping for seamless operations Merchandising Product Offerings: Offer high-quality equipment, apparel, and accessories at competitive prices, reflecting industry trends with logo-branded merchandise to promote the course in the community. Vendor Partnerships: Partner with vendors like TaylorMade, our national partner, for demo days to showcase new products and engage golfers. Inventory Management: Use zoning methods for displays, open-to-buy programs, and monthly inventories. Manage vendor relationships for timely ordering and implement inventory security measures. Hours of Operation Summer (April–September): 6:00 AM–7:00 PM daily, aligning sunrise/sunset schedules. Winter (October–March): 7:00 AM–6:00 PM daily Extended hours for tournaments, leagues, and special events, coordinated with F&B and golf operations. Commitment to Excellence Forest Lake Golf Club’s Pro Shop plan ensures an efficient, engaging operation with quality merchandising and diverse services, inviting golfers back. By embodying OGM’s core values, we build exceptional experiences for Ocoee’s golf community, driving shared success. 13 GOLF COURSE MAINTENANCE PLAN OGM will elevate Forest Lake Golf Club into a premier public golf facility by improving course conditions to deliver extraordinary golf experiences, leveraging our industry-leading maintenance practices. This plan focuses on turf health and consistent green speeds, weed control, and equipment maintenance, aligning with Forest Lake Golf Club’s goals. We have reviewed and understand Attachment F: “Golf Course Maintenance Standards”, and agree to these as a baseline. OGM will meet and exceed these minimum standards. We plan to deliver the best golf course conditions Forest Lake players have ever seen by the end of year one, through our commitment to consistent daily hard work and professional golf course maintenance practices. Our goal is to achieve consistently healthy turf across greens, tees, fairways, and roughs, with greens maintained at a stimp meter reading of 10+ to ensure fast, true putting surfaces, enhancing playability and golfer satisfaction. Turf Health & Green Speeds - Mowing & Cultural Practices Greens: Mow 7 days/week. Roll greens 5 times/week year round to maintain smoothness. Alternate mowing patterns to prevent grain and preserve original green sizes. Achieve 10+ stimp meter readings through OGM’s precision mowing techniques. Focus on cultural practices such as aeration, verticutting, and frequent light topdressing to reduce thatch and increase playability. Tees: Mow 3 days/week at 0.5–0.75 inches, maintaining design integrity. Utilize cultural practices, like aeration and verticutting, to reduce thatch. Overseed tees annually with perennial ryegrass to enhance winter playability, per OGM’s standards. Fairways/Approaches/Collars: Mow 3 days/week in warm. Reduce thatch through aeration and verticutting. Overseed tees annually with perennial ryegrass to enhance winter playability, per OGM’s standards. Roughs: Mow weekly at 1–1.75 inches, ensuring playability and aesthetics, per RFP. Aeration: Core aerate greens 3 times/year (spring, summer, fall) with 0.5-inch tines to manage thatch and improve root health. Aerate tees twice annually and fairways annually, with roughs as needed, guided by OGM’s agronomist, Tom Stem. Verticutting/Topdressing: Verticut greens biweekly during warm seasons, followed by light sand topdressing to smooth surfaces and dilute thatch. Topdress tees and fill divots weekly, ensuring even playing surfaces, per OGM’s high standards. 14 Fertilization and Soil Management Conduct soil tests biannually (spring/fall) to guide nutrient applications. Apply Nitrogen fertility in accordance with the maintenance standards laid out in Attachment F. Adjust other nutrients based on test results, leveraging OGM’s data-driven approach. Apply growth regulators (e.g., Primo Maxx) to greens and fairways to enhance turf density and reduce mowing frequency, improving consistency. Monitor clipping yields to optimize nitrogen applications, ensuring vigorous growth without excess thatch. Irrigation: Maintain and repair irrigation system by qualified staff trained in modern technologies, attending annual seminars. Irrigate greens, tees, and fairways based on evapotranspiration, soil moisture sensors, and weather data, drawing on OGM’s irrigation expertise. Weed Control IPM Program: Implement a year-round pre- and post-emergent herbicide program, per RFP. Apply pre-emergent herbicides (e.g., Prodiamine) every 90–120 days, targeting crabgrass and goosegrass, with Oxadiazon for high-pressure areas. Schedule repeated post-emergent applications (e.g., Quinclorac) to address breakthrough weeds, focusing on greens, tees, and fairways. Mechanically remove weeds before chemical applications to reduce environmental impact, per OGM’s sustainable practices. Monitor playing areas weekly for weeds, using spot treatments to minimize chemical use, overseen by the superintendent’s pesticide license. Cultural Practices: Enhance turf density through fertilization, aeration, and mowing to outcompete weeds. Overseeding of tees and fairways will bolster winter turf cover, reducing weed establishment. Maintain bunker edges monthly to prevent weed encroachment, preserving design integrity. Staff Training: Train spray technicians in IPM and safe chemical handling, ensuring compliance with state regulations. Tom Stem will oversee protocols, maintaining OGM’s high standards. 15 Implementation and Oversight Annual Agronomic Plan: By May 1 each year, submit a detailed agronomic plan to Forest Lake, outlining mowing, fertilization, IPM, equipment maintenance, and building maintenance schedules, adjustable for weather or play demands. Tom Stem will lead development, with input from project managers and the superintendent. Transition Plan: Starting upon contract implementation, Tom, Theran, and Ken will oversee a 90-day transition, retaining current staff, assessing equipment, and implementing improvements, leveraging OGM’s experience with successful transitions. Reporting: Provide monthly maintenance reports by the 5th business day, detailing turf conditions, chemical applications, equipment status, and building maintenance activities, per RFP. Attend Forest Lake Board meetings upon request to review progress, reflecting OGM’s commitment to transparency. OGM’s results-oriented approach, proven across 250+ projects, will transform Forest Lake Golf Club into a premier golf destination. By prioritizing turf health, weed-free surfaces, operational efficiency, and facility upkeep, we will deliver fast, consistent greens and exceptional conditions, exceeding Forest Lake’s expectations and delighting golfers. 16 ENVIRONMENT AND HEALTH OGM stands proud of our track record for environmentally conscious and safe practices. Our company has had zero violations or allegations of non-compliance with any local, state or federal agency. We are committed to ensuring that our positive impacts on the environment outweigh our negative ones. We consider ourselves stewards of the properties on which we work, and dedicate our efforts toward preserving natural resources on our managed properties and the surrounding environments. We work within several municipalities where the surrounding properties are often utilized for non- golf community recreation, (i.e. fishing, hiking, skiing, parks, etc.) so we understand the importance of maintaining healthy and safe environments for employees and guests on and around our golf courses. Water management will be of utmost importance at Forest Lake and our superintendents are trained to employ smart watering tactics to get the most out of every gallon of irrigation water used. By watering the surfaces at night and utilizing technology and scouting techniques to deliver the water to the precise area that it is needed to maintain turf health without waste, we can use the least possible water. We will monitor superintendent water usage on a daily, weekly, monthly, and annual basis to ensure that we stay well under regulated limits, and use no more water than is necessary. We also employ IPM practices to limit our usage of dangerous chemicals in our maintenance programs. By implementing proper cultural practices, engaging in field scouting, setting smart acceptable thresholds for pest activity, and utilizing organic fertilizers, we can limit our use of chemicals on the property. When chemical inputs are necessary, our superintendents select the pesticides and fertilizers with the least environmental impact possible. OGM implements recycling at all of our managed properties. We ensure that all recyclable plastics, glass, and metals are recycled, while other trash is disposed of through proper local sanitation outlets. Any organic waste on the course can be composted and reintroduced onto the property. OGM is committed to using low toxicity products and the least amount of pesticides possible. We select pesticides with the least impact on our environment and the least risk to employees, and guests with special consideration for our pesticide applicators. We insist that our applicators be licensed, trained, and follow all label requirements as well as local state and federal regulations and guidelines. We supply our employees with all required PPE for all maintenance tasks including chemical applications. Our executive team has 3 OSHA safety certified officers, who work with our regional managers and onsite staff to implement annual safety inspections of all our facilities and weekly safety meetings for all of our employees. 17 ENVIRONMENT AND HEALTH continued Pesticide labels come with one of three signal words. Caution being the least threatening, Warning the second and Danger the most threatening. We utilize pesticides that can deliver results with the least possible risk to applicators from carcinogens. Our superintendents consistently utilize options with the lowest (Caution) signal word on the label. Persistent bio accumulative toxins have been known to spread into our environments beyond intended targets and create far reaching and magnified environmental impacts. We intend to utilize no pesticides including such compounds and utilize those pesticides that we implement in a conscientious and responsible manner eliminating cross contamination through water sources and atmospheric drift. CFC’s are mostly found in aerosols, refrigerants, and propellants. Although our pesticide efforts do not contain these compounds, we monitor any use found within our maintenance buildings, utilizing non-CFC containing aerosols and properly disposing of any refrigerants from air-conditioned equipment or HVAC equipment. Heavy Metals have historically been utilized in some pesticides and have caused adverse environmental impacts. They become particularly troublesome in relation to water sources. We avoid using inputs containing heavy metals and ensure that none of our fertilizer and chemical products enter water sources. We implement buffers around standing water to eliminate runoff along with choosing proper application timing to ensure that fertilizers and pesticides do not saturate into groundwater sources or runoff into surface waters. Volatile Organic Compounds can cause air pollution. In golf course maintenance it is important to limit the use of Emulsifiable Concentrates as the inert ingredients that emulsify with water can often lead to drift and adverse atmospheric effects. 18 EQUIPMENT MAINTENANCE PLAN OGM will purchase all equipment necessary to delivery outstanding golf course conditions every day at Forest Lake Golf Club. OGM will ensure all equipment operates at peak performance to support precise turf care, leveraging our construction and maintenance expertise to minimize downtime and enhance course conditions. Fleet Management Assign the mechanic to service equipment daily, addressing hydraulic leaks, tire wear, quality of cut, and calibration issues. Maintain a preventive maintenance schedule, servicing mowers weekly and carts monthly in accordance with manufacturers recommendations, drawing on OGM’s experience. Train operators to prevent turf and equipment damage, with daily checks for operational issues. Equipment Upgrades OGM will maintain a detailed inventory and replacement schedule of all equipment to and focus on smart replacements of equipment as needed. Maintain an on-site parts inventory to reduce repair delays, ensuring continuous operations. Safety and Compliance Conduct quarterly safety inspections of fuel storage tanks, ensuring compliance with state regulations and maintaining pollution control liability insurance, per RFP. Train staff in fuel handling protocols. Weekly safety meetings, annual building safety audits and annual company-wide manager safety training. OGM’s rigorous equipment maintenance will deliver precise turf care, supporting turf health and green speed goals, ensuring a seamless golf experience. 19 FOOD AND BEVERAGE PLAN Overview Forest Lake Golf Club will deliver exceptional food and beverage (F&B) services, aligned with OGM’s hospitality process, to create a lively, welcoming atmosphere for golfers and the community. Our F&B plan fosters a vibrant social hub with fresh, seasonal menus, engaging events, and professional operations, ensuring every visit is memorable. Immediate Actions Menu Update: Refresh menus with efficient, high-value food options (e.g., grab-and-go wraps, protein snacks) tailored for driving range and golf course convenience, appealing to golfers and casual diners. Decor Refresh: Update Clubhouse decor to create a modern, inviting look that enhances the golfer and community experience. Lively Atmosphere: Maintain a clean Clubhouse with background music to foster a brighter, more engaging social hub for pre- and post-round enjoyment. Outdoor Seating Area: Add outdoor seating or a congregating area to seamlessly transition golfers from the range and course to the Clubhouse, encouraging social interaction and a la carte business. Clubhouse F&B Services Menu & Atmosphere: Offer fresh, seasonal, golfer-focused menus (e.g., hearty sandwiches, light salads, local specialties) and a diverse beverage menu (soft drinks, beer, wine, spirits). Create a lively social environment with patio music, sports viewing on TVs, and monthly events like trivia or holiday parties to attract golfers and locals. Alcohol Policies & Procedures: Managers certified in ServSafe Food and Alcohol, bartenders certified in ServSafe Alcohol, ensuring compliance with Florida’s Responsible Vendor Program (RVP). Verify age (21+) for all alcohol purchases using ID checks. Deliver fast, friendly service in a clean, inviting Clubhouse, embodying OGM’s “Warm Welcome” philosophy. 20 Operational Procedures Staff Training: All F&B staff undergo OGM’s 3-Step Training (facility tour, shadowing, solo flight with evaluation) for consistent, high-quality service. Managers are certified in ServSafe Food and Alcohol. Inventory & Equipment: Maintain stock of popular items with daily checks, using local suppliers for fresh ingredients. Implement routine maintenance plans for all F&B equipment to ensure reliability. Hygiene & Safety: Adhere to Florida health regulations, with regular cleaning of Clubhouse, turn-stand, and beverage carts, and staff trained in food safety protocols. Marketing & Community Engagement: Launch an active marketing plan (e.g., social media, local partnerships) to promote F&B offerings and events showcasing an excellent golfers pub restaurant experience. Facility Planning: Execute a capital and facility master plan to enhance F&B infrastructure, ensuring long-term excellence. Feedback Integration: Collect real-time feedback via staff and QR code surveys, with post-visit NPS surveys to adapt menus and services to golfer and community preferences. Hours of Operation: Monday–Friday: 11:00 AM–7:00 PM. Saturday–Sunday: 7:00 AM–7:00 PM Extended hours for tournaments, leagues, and special events (e.g., live patio music, sports viewing, themed nights). On-Course F&B Services Beverage Cart & Turn-Stand Operations: Hours: 9:00 AM–5:00 PM daily, with extended service during peak times (weekends, leagues, outings). Menu Offerings: Provide bottled water, soft drinks, beer, and pre-packaged snacks tailored to golfers’ needs for quick, convenient service. Commitment to Excellence Forest Lake Golf Club’s F&B plan delivers vibrant, golfer-focused experiences through fresh menus, engaging events, and professional service, inviting golfers and locals back. Aligned with OGM’s hospitality principles, we build a welcoming social hub for Ocoee’s community, ensuring shared success for all. 21 Example Example Example SAM PLE MENUS & SOC IA L M ED IA POSTS 22 CUSTOMER SERVICE AND HOSPITALITY PLAN Overview Forest Lake Golf Club will deliver exceptional hospitality per OGM’s Core Process, blending golf operations, F&B, and maintenance to ensure every golfer feels welcomed, valued, and eager to return through attentive, customer-focused service. 1. OGM’s 3 Step Service Philosophy Warm Welcome: Greet every golfer with enthusiasm at check-in or on the course. Pay Attention: Anticipate needs, from tee times to course guidance, for a personalized experience. Invite Them Back: End visits with a sincere thank-you and invitation to return. 2. Customer Accommodations Our Answer is Yes: Meet requests like special tee times or accessibility needs for a comfortable visit. Professional Management: PGA staff deliver top-tier instruction, professionally run tournaments and leagues, and clear communication to enhance golfer engagement. Tee Time Reservations: Provide user-friendly online and phone booking, with PGA professionals managing the tee sheet for efficient, golfer-focused operations. Pace of Play: Maintain optimal pace via clear expectations, ranger monitoring, and proactive assistance. Golf cart GPS will monitor group locations, identify slow play or bottlenecks, and send alerts to golfers, improving course flow. Golf Shop: Offer quality range turf, practice balls, and appealing merchandise (clubs, apparel, accessories) for diverse golfers. Food, Beverage & Operations: Ensure reliable hours, consistent beverage cart service during peak times (leagues, weekends, outings), and fast, friendly service with quality, golfer-focused food and drink options. 3. Training and Staff Development 3-Step Training: Get to Know: Facility tour for new staff to learn operations. Shadowing: Trainees learn by example from experienced staff. Solo Flight: Independent work with post-evaluation feedback. 23 4. Surveys: Feedback and Adaptability Real-Time Feedback: Collect input via staff or QR code NPS surveys. Digital Surveys: Offer post-visit NPS surveys and an annual survey via email and website. Actionable Insights: Use feedback to identify trends and implement improvements promptly. 5. OGM Core Values We Like to Work: Our people find purpose in meaningful work, embracing its structure and persisting through challenges because we’re wired to love what we do. We are Respectful: We ground all actions in respect for clients and team, listening even in conflict, working for the greater good, and fostering collective success. We Boldly Solve Issues: We fearlessly identify problems, commit to solutions, and act decisively, planning for long-term success to benefit clients and our future. We are Builders: We build exceptional golf experiences by enhancing course maintenance, streamlining operations, and elevating F&B services, stacking skills and improvements for lasting impact. Win Win Win: Every deal must benefit clients, company, and people. We act fairly, empathize, and build our success on shared wins. We Deliver Proactive Outcomes: Exceed expectations for the greater good. Commitment to Excellence Forest Lake Golf Club will ensure memorable visits with seamless reservations, professional management, quality facilities, and responsive feedback, inviting golfers back for more. 24 Ongoing training leverages our Learning Management System (LMS) to deliver online modules on hospitality, compliance, and customer service skills, tracking progress to ensure consistent excellence. OGM leadership regularly trains managers in OGM and FLGC standards, equipping them to lead and hold all staff accountable for maintaining exceptional hospitality across golf operations, F&B, and maintenance. MARKETING PLAN Full-Service Marketing OGM will collaborate with the existing Forest Lake team to execute the planning, coordination and implementation for the club’s marketing efforts. We will develop a cohesive marketing strategy to create a positive digital presence, increase rounds and drive revenue dollars. OGM’s Marketing Team will assist with all necessary execution, including but not limited to: Planning and coordination for all communication / promotional efforts Creative design for promotional materials Video and Content Creation Flyers, Table Tents, Menus, Cart Signs Digital Graphics for website, social media, emails, display ads Print Advertisements for magazine, newspaper, local publications (visitor's guides, community materials, etc.) Website management, hosting and SEO enhancements Email campaigns with segmented lists for effective messaging Social media management Direct mail campaigns Industry expos / golf show booths Highlight course in positive man ner to generate interest in new and returning customers Planned event s chedu le well in advanc e creating social hub for gatherings Promot e tourn a ment services for corpo rate and cha rity events Elevate branding and communic ations to increase golf course and food/bev erage traffic + E n g a g e w i t h l o y a l , e x i s t i n g c u s t o m e r s + R e m a r k e t t o t h o s e w h o h a v e e x p r e s s e d i n t e r e s t + N e w c u s t o m e r p r o s p e c t i n g t o b r a n d n e w a u d i e n c e NPS Survey strategy and implantation for real- time feedback (scan for sample survey) Marketing to prospective employees, recruitment efforts, job posting Guidance and proofing on all club communications 25 FOREST LAKE GOLF CLUB CUSTOMER DATA | 2024 - JULY 2025 TOP ZIP CODESBY # OF VISITS VISITORTRENDSOVERVIEW FREQUENCY OF VISITS Key Takeaway: The following chart indicates there is a large group of hyper-loyal customers who visited FLGC over 30 times, and they are the biggest contributor to the total visits in the Trends Overview data (above). There is also a large number of people who only visit once, highlighting the importance for improved conditions and customer satisfaction while retargeting these 1-6 time visitors through efforts like geofenced ads, email campaigns, loyalty programs, etc. OGM’s data-driven marketing approach will pinpoint opportunities for increased rounds and revenue at Forest Lake Golf Club, leveraging advanced technology to target local Ocoee and Orlando-area golfers, as well as tourists, with proven solutions to boost engagement and capture market share. By implementing geofencing strategies to retarget golfers visiting nearby courses, we’ll drive new customer acquisition while ensuring improved conditions result in an overall memorable experience. We will improve and maintain a consistent online presence through SEO-optimized website updates, weekly social media campaigns focused on Forest Lake Golf Club offerings, along with personalized email marketing and real-time improvements based on customer feedback. 26 COMPETITIVE COURSE ASSESSMENT We’ve developed a comprehensive approach to identify and target Forest Lake’s ideal golfer clientele. We employ digital marketing strategies along with traditional and direct campaigns to generate leads and cultivate loyal customers. In order to strategically align our marketing efforts, we’ve analyzed FLGC’s strengths and weaknesses compared to its key competitors. We will leverage FLGC’s strengths as a public, value-driven 18-hole course with a “pure golf” experience, while addressing competitive challenges from nearby courses. The goal is to increase golf rounds, memberships, event bookings, and overall brand visibility in the Orlando market. Course & approx. Distance from FLGC Green Fees (18 Holes, 2025)Amenities Key Strengths Key Weaknesses Forest Lake Golf Club ~$50-$75 (est.) Clubhouse, restaurant and bar, driving range, putting/short game greens, blast bunker Affordable, “pure golf” (no homes), accessible via 429 expressway Course conditions, pace-of-play issues, parking lot MetroWest Golf Club (~5 miles)~$60-$85 (est.) Clubhouse, dining, pro shop, practice facilities Urban accessibility, consistent greens, strong local reputation Higher pricing than Forest Lake, less natural setting Stoneybrook West Golf Club (~6 miles)~$55-$80 (est.)Clubhouse, dining, practice areas Scenic layout, local loyalty, competitive pricing Pace-of-play issues, less premium than O.C. National Orange County National (Crooked Cat) (~10 miles) ~$100-$160 (est.) Two courses, elite practice facilities, clubhouse, dining Tournament-quality conditions, premier practice facilities High cost, farther from Ocoee Disney’s Magnolia Golf Course (~17 miles) ~$85-$160 (est.) Resort amenities, dining, pro shop, event spaces Tourist appeal, PGA Tour history, resort facilities High cost, tourist- focused ChampionsGate (International) (~23 miles) ~$95-$170 (est.) Two courses, resort amenities, dining, event spaces Upscale Greg Norman design, resort experience Farther from Ocoee, expensive Eagle Creek Golf Club (~19 miles)~$60-$90 (est.) Clubhouse, The Belfry Restaurant, pro shop, driving range, golf academy Scenic layout, Mini- Verde greens, close to Orlando airport Higher pricing than Forest Lake, some maintenance complaints Dubsdread Golf Course (~12 miles)~$50-$80 (est.) Clubhouse, Tap Room 1923, pro shop, practice facilities, event spaces Historic charm, well- maintained, strong local and tourist appeal Smaller course, occasional crowding 27 MARKET & TOURISM STUDY Golf Market in Central Florida Central Florida has 1,100+ courses, making it a golf hotspot. Market Size and Impact: Florida golf tourism involves 17M travelers annually (including 8.7M non-residents), with $7B non-resident spending ($1.9B lodging, $1.7B food, $1.3B retail). Trends: Boom in golf travel (12M+ US golfers traveling yearly). Peak seasons: Spring/fall. Challenges: International decline in early 2025, but recovery projected. Local Opportunities: Ocoee's proximity to Orlando (theme parks, conventions, etc.) positions Forest Lake Golf Club for hybrid trips. Unique Value Proposition Central Florida’s most affordable “pure golf” experience, combining a scenic, no-homes course with reasonable green fees and versatile event facilities, located off the 429 expressway for locals and Orlando tourists. Target Audiences Local Golfers (Ocoee/Orlando): Seek affordable, quality golf (4.3 stars). Tourists: Want value near theme parks. Corporate Clients: Need cost-effective outings. Event Planners: Seek affordable venues. Juniors/Beginners: Want approachable courses. Key Differentiators Affordability: $50-$70 fees vs. Orange County National ($100-$150) or Disney’s Magnolia ($80-$150). “Pure Golf”: No homes, natural lakes, unlike MetroWest’s urban setting. Championship course. Accessibility: Close to Ocoee via 429, nearer than ChampionsGate (~20-25 miles). Event Spaces: Rusty Niblick Pub and clubhouse rival Stoneybrook West. Competitive Positioning Forest Lake Golf Club: “Pure Golf” experience, affordable, natural layout. Vs. MetroWest (4.4 stars): More affordable, natural layout. Vs. Stoneybrook West (4.2 stars): Similar value, but address pace-of-play to compete. Vs. Orange County National (4.6 stars): Lower cost for casual golfers. Vs. Disney’s Magnolia (4.5 stars): Better value for tourists. Vs. ChampionsGate (4.5 stars): Closer, cheaper for locals. Strategic Recommendations Digital Campaigns: Promote 4.3-star rating and “pure golf” on website/social media. Promotions: “First-Time Golfer” package; special Ocoee resident rates to provide value to the local community. Operations: Improve pace-of-play to boost reviews; improve conditions to attract golfers and increase dollars per round. Partnerships: Work with Visit Orlando for tourist packages. Community: Host junior clinics, charity events to rival Stoneybrook West. PRODUCT POSITIONING ANALYSIS 28 Financial Reporting andAccountability Overview OGM’s Business Administration core process ensures effective management of finances, resources, and operations through accurate billing, reliable reporting, and efficient collections. Our accounting team supports leadership and the City of Ocoee in making informed decisions, emphasizing financial accountability and transparency to maximize performance and sustainability. Reception & Office Management Greet visitors and answer phones per OGM’s Hospitality core process and core values. Manage emails, distribute inquiries, and handle mail/deliveries to appropriate departments. Record Keeping & Organization Maintain digital files for all financial and operational records to ensure accessibility and compliance. Data Entry Accounts Payable (AP): Process invoices, credit applications, vendor relationships, purchase orders, and credit cards. Accounts Receivable (AR): Handle daily, weekly, monthly, and annual customer billing/invoices with timely collections. Month-End Closing & Reconciliations Follow property end-of-month checklist for routine journal entries, inventory review, vendor statement reconciliations, bank/credit card reconciliations, and budget variance analysis. Send preliminary numbers to General Manager and regional manager for review and accountability. Reporting Deliver weekly cash position reports and check runs. Provide daily flash reports for real-time financial insights. Prepare monthly financial packets, including comparative summaries, balance sheets, P&L budget performance, 6-month cash projections, and updated membership lists. Generate ad hoc reports as needed for strategic decision-making. Payroll Ensure timely, accurate payroll reporting with manager approvals. Submit final payroll, update reports, and file tax reports/garnishments, coordinating with HR for benefits. 29 Licenses & Governmental Filing/Reporting Stay current on business licenses via department checklists. Report sales tax, payroll taxes, 1099s, and personal property tax. Manage insurance (general, liability, workers' comp), file claims, and assist with income tax preparation. Commitment to Excellence Forest Lake Golf Club’s Business Administration plan guarantees financial accountability through accurate reporting and efficient processes, supporting Ocoee’s golf community. By embodying OGM’s core values, we deliver transparent, strategic management for shared success. ExampleWeekly Cash Position Report Sent weekly for manager approval to stay current with vendors and AP Flash Report Sent weekly for revenue updates Example 30 Example Example Comparative Summary provided and reviewed monthly with managers 31 KPIs property and industry benchmarking Overview OGM ensures a smooth, efficient transition from the current interim operator to our management at Forest Lake Golf Club in Ocoee, FL, leveraging our experience on both sides of contractor transitions. We move quickly, make smart decisions, and immerse ourselves fully in the process. Our structured transition checklist sets clear objectives, fosters team ownership, and prioritizes timely decision-making and adaptability to align with OGM’s hospitality and Golf Ops core processes, delivering a seamless day-one experience for golfers and staff. Transition Process Structured Checklist: Develop a comprehensive transition checklist with clear objectives, day-one goals, and action items assigned to on-site staff and OGM Leadership Team for full accountability. Collaboration & Communication: Conduct regular meetings with on-site staff, OGM Leadership, and City of Ocoee representatives to ensure alignment and rapid execution of tasks. Staff Integration: Assess and retain key staff, conduct interviews, and onboard new hires with OGM’s 3-Step Training (facility tour, shadowing, solo flight) to maintain service quality. Operational Readiness: Review and transfer existing data (licensing, utilities, customer data, leagues, outings), finalize budgets, and prepare Pro Shop, F&B, and golf operations for launch. Community Engagement: Coordinate with marketing to revamp the website, promote rates, memberships, and community-focused events (e.g., 2-person scrambles, junior golf camps), ensuring continuity for Ocoee’s golf community. Transition Plan 32 Transition Timeline July–September 2025: Submit RFP, participate in interviews, negotiate and execute contract, and finalize contractor selection with the City of Ocoee. October 2025: Conduct OGM site visit to assess facilities and operations. Review current staffing plan (contact info, wages) and hold internal Leadership Team review. Initiate requests for existing information (licensing, utility accounts, customer data, leagues, outings). November 2025: Gain access to existing data from interim operator and City of Ocoee. Complete detailed draft budgets for Pro Shop, F&B, and golf operations. Review existing inventory and FF&E (furniture, fixtures, equipment). Host introductory call with existing on-site managers and prepare internal accounting processes. December 2025: Host employee meeting, interview key staff, and process new hire paperwork. Approve operating budgets and order 2026 products (merchandise, chemicals/fertilizers). Begin marketing rates, memberships, and events; revamp website for community outreach. Conduct internal accounting call and final Leadership Team checklist review. January 1, 2026: Begin operations as new operator, launching with fully trained staff, optimized tee- sheet, and prepared Pro Shop and F&B services. Commitment to Excellence FLGC’s transition plan ensures a seamless handover, delivering operational excellence from day one. By embodying OGM’s core values—enjoying work, respect, bold problem- solving, building excellence, and win-win-win outcomes—we create a welcoming, professional experience for Ocoee’s golf community, driving shared success. 33 Organizational Leadership at Forest Lake Golf Club Our approach is hands-on, aligned, and built for results. This team structure reflects how we operate every successful property we engage—with clear roles, strong leadership, and accountability built into every layer. We don’t manage from afar—our leadership is present and proactive. The on-site team will benefit from consistent access to OGM’s full suite of regional experts, playbooks, and processes. This ensures a smooth operation and exceptional customer experience from day one. Staff Transition & Culture Commitment At OGM, we value 'time on job', the people already doing the work. As part of our transition process, we will meet and interview all existing staff with respect and openness. Our goal is to build on what works, align our work culture, and retain talent wherever possible. We have a strong retention rate through transitions because we’re transparent, provide clear expectations, and equip our teams with the tools and support they need to succeed. From OGM Operating System scorecards to detailed playbooks and goal-setting systems, we work side by side with employees to create a culture of clarity, teamwork, and shared success. see next page for Organizational Chart Staffing Plan 34 Spray Tech Irrigation Tech Golf Shop Staff General Manager Daily Ops, Guest Experience, Lead & Manage, Hospitality, Budget, P&L Ashton Gebert, CPA Director, Finance & HR Lead & Manage, Forecasting, Budgets, Cash Flow, Capital Mgmt, Reporting, Tax Strategy Tom Stem, GCSAA Regional Manager Agronomy Quality Control, Budget Mgmt, Safety, Ops Support Justin Fox, PGA Regional Manager Lead & Manage, Hospitality, Ops Support, Biz Strategy, P&L, Client Satisfaction, Safety Controller & Admin Support Financial Reporting, Weekly Reporting, A/P & A/R Golf Course Superintendent Delivers Conditions, Lead & Manage, Ag Plans, Equipment & Irrigation Oversight Service StaffHourly Maint Staff Golf Professional Tee Sheet & Shop Ops, Lead & Manage, Hospitality, Leagues, Events & Instruction F&B Manager Hospitality, staffing, Inventory, Events Assistant SuperMechanic Craig Haltom President Big Problem Solver, Culture, Idea Generation, Industry Trends Brian Jensen, PGA Vice President Lead & Manage, P&L, Client Relationships, Risk Mgmt Rochelle Reiman Marketing Director Marketing Execution, Content Development, Brand Strategy, Property Support Marketing Coordinator Executes Content, Email & Social, Support Ops, Track Engagement & KPI’s Hourly StaffKitchen Manager Hourly Staff 35 POSITIONS, WAGE SCALES AND BENEFITS Oliphant Golf Management proposes the following staffing model for Forest Lake Golf Club. Our team is built to deliver complete operational coverage and accountability, while emphasizing efficiency, top-tier service, and a strong alignment with the needs of the club. Our team approach for Forest Lake Golf Club brings: A skilled leadership crew driving golf ops, course care, and warm member connections Flexible part-time roles to adapt to seasonal peaks and player flow Engaging community events and hands-on support for local ties We’ll adjust pay annually based on market trends, team performance, and seasonal needs. The final crew size may tweak to fit real-time demands and City input.36 OGM is uniquely qualified to develop and execute master plans for Forest Lake Golf Club (FLGC). In Year 1, we will deliver a comprehensive master plan, prioritizing projects to drive incremental improvements and operational growth, aligned with the City of Ocoee’s vision for facility enhancements. We propose funding these projects through a 6.5% earmark of operating revenue, ensuring sustainable investment and incremental growth. Our Expertise Our teams have successfully executed high-profile projects nationwide, including self-performed golf course renovations, practice facilities, innovative non-traditional golf projects, and new course construction, while also expertly project managing the development/renovation of clubhouses, restaurants, pool houses, and other amenities. Proven Success We have successfully implemented this approach at properties like Lawsonia, Nakoma Aberdeen, Bullseye, and Trappers Turn, delivering enhanced facilities, increased player engagement, and sustainable operational growth. Value Proposition As your lease partner, our proven expertise and operational excellence, OGM is positioned to deliver significant value through strategic capital planning and seamless execution, ensuring FLGC thrives as a community asset. Initial Capital Investment OGM will invest approximately $1.5 million upfront for maintenance equipment and GPS-enabled golf carts, ensuring efficient operations and an enhanced player experience from day one. Based on exiting conditions and customer feedback this is an immediate priority and aligns with our short term goals. Annual Capital Investment OGM proposes contributing 6.5% of annual gross revenues toward mutually agreed-upon capital projects, generating over $3 million in improvements to FLGC over the initial 10 years of the lease. Capital Improvement Plan 37 T h i s s t r a t e g i c a p p r o a c h p r i o r i t i z e s t a r g e t e d , i n c r e m e n t a l i m p r o v e m e n t s t o t h e g o l f c o u r s e , c l u b h o u s e , a n d e q u i p m e n t , f u n d e d t h r o u g h a 6 .5 % e a r m a r k o f o p e r a t i n g r e v e n u e a s o u t l i n e d i n o u r p r o f o r m a a n a l y s i s . T h e s e e n h a n c e m e n t s w i l l f o l l o w a c o m p r e h e n s i v e m a s t e r p l a n d e v e l o p e d i n c o l l a b o r a t i o n w i t h t h e C i t y o f O c o e e , w i t h i n v e s t m e n t s p h a s e d o v e r m u l t i p l e s e a s o n s t o e n s u r e s u s t a i n a b l e g r o w t h a n d a l i g n m e n t w i t h c o m m u n i t y g o a l s . I n i t i a l R e c o m m e n d a t i o n s (Y e a r 1 -5 ) G o l f C o u r s e M a i n t e n a n c e N e w m a i n t e n a n c e f l e e t D r i v i n g r a n g e - t e e l i n e a n d t u r f , t a r g e t g r e e n s , d r a i n a g e , e x p l o r e l i g h t i n g T e e l e v e l i n g a n d g r a s s i n g A d d f o r w a r d t e e s a n d i m p l e m e n t j u n i o r t e e s S a n d y w a s t e a r e a e x p a n s i o n B u n k e r e d g i n g a n d d r a i n a g e I m p r o v e m e n t s T r e e p r u n i n g , r e m o v a l a n d v e g e t a t i o n c l e a r i n g C a r t p a t h r e p a i r s I r r i g a t i o n a s s e s s m e n t S t o r m w a t e r d r a i n a g e a s s e s s m e n t G r e e n s r e n o v a t i o n a s s e s s m e n t G o l f O p e r a t i o n s N e w g o l f c a r t f l e e t w i t h G P S (i n a d d i t i o n t o e x i s t i n g c i t y f l e e t ) C o u r s e s i g n a g e R e t a i l f i x t u r e s C l u b h o u s e C l u b h o u s e i m p r o v e m e n t s (r e s t r o o m s , p a i n t , F F &E , l a n d s c a p e ) P a t i o s e a t i n g s p a c e C l u b h o u s e s i g n a g e i m p r o v e m e n t s M o l d r e m e d i a t i o n R o o f I n s p e c t i o n L o n g T e r m C a p i t a l I m p r o v e m e n t s (Y e a r 6 a n d b e y o n d ) G o l f C o u r s e M a i n t e n a n c e S h o r t g a m e r e n o v a t i o n a n d p u t t i n g c o u r s e F a i r w a y , s u r r o u n d s a n d a p p r o a c h e x p a n s i o n M a i n t e n a n c e b u i l d i n g i m p r o v e m e n t s G o l f O p e r a t i o n s D r i v i n g r a n g e b u i l d i n g , l i g h t i n g a n d T e c h r a n g e C o v e r e d s e a t i n g a r e a w i t h f u l l b a r , T V s , m u s i c , g a m e s e t c ) G o l f c a r t s t o r a g e a n d w a s h p a d i m p r o v e m e n t s C l u b h o u s e R o o f P a r k i n g r e s u r f a c e R e s t a u r a n t r e -b r a n d 38 E X A M P L E 39 ** For illustrative purp o se s o nly. Up o n selection , a completed Master Plan will be furt her developed. 40 ** For illustrative purp o se s o nly. Up o n selection , a completed Master Plan will be furt her developed. E X A M P L E CRAIG HALTOM President Craig leads Oliphant Golf Management, very much hands-on and in the field, with a talented team of managers based in Plover, Wisconsin. Craig is an active golf course architect, and in addition to his work with OGM, is best known for his role in the development of Mike Keiser’s successful golf destination project, Sand Valley, where he initially discovered the property and continues as a member of the development team. Craig began work for Oliphant Golf in 2001, after living in Scotland for three years, where he completed a graduate degree in landscape architecture and studied the great links courses of Great Britain and Ireland. BRIAN JENSEN, PGA Vice President Brian oversees a team of over 700 golf management professionals at Oliphant Golf Management during peak season, leading with resolve to ensure daily success for every client. Since joining OGM in 2013, he has drawn on extensive experience as a Golf Professional and General Manager at top private country clubs in Wisconsin and Illinois. His expertise, gained from years of hard work and training in the industry beginning with his days as a bag boy in Arizona, drives our operational strength. Brian’s decisive leadership fuels OGM’s growth and delivers strong financial outcomes for our clients. ASHTON GEBERT, CPA Director of Accounting Ashton operates from our Plover, Wisconsin office, leading Oliphant Golf Management’s Accounting and Office Administration team, including a full- time staff of three along with seasonal support. She expertly manages payroll, billing, accounts payable, and all financial reporting with precision and foresight. Earning her Certified Public Accountant designation in 2013, Ashton brings proven expertise to streamline operations. She and her team handle critical tasks in-house, minimizing on-site demands while providing strategic guidance to enhance budget performance, ensuring robust financial outcomes with a forward-thinking approach. Operator Experience - Leadership Team 41 JUSTIN FOX, PGA Regional Manager Justin holds a Bachelor’s in Agribusiness and Professional Golf Management from Arizona State University, backed by 16 years of golf industry experience including warm-weather climates in Florida and Arizona. He served as General Manager in Florida for three years, where he enjoyed his time and helped the club excel. His career includes roles from outside services and mowing greens to serving as Head Golf Professional and General Manager, with expertise across 5-star resorts, Top 100 courses, and hosting a multi-year LPGA Tour event. Having guided properties through transitions with multiple management firms, Justin drives OGM’s commitment to operational excellence, ensuring efficiency and delivering results with a collaborative, forward-focused approach. TOM STEM, GCSAA Regional Manager, Agronomy Tom has been a vital part of Oliphant Golf Management since 2015, bringing over 25 years of golf industry expertise to our team. As the overseer of golf operations at Pocono Manor, where he has served as Superintendent for more than 16 years, he ensures consistent excellence. Beyond Pocono Manor, Tom plays a critical role on our Agronomy team, conducting site visits as a trusted advisor to all course superintendents, delivering hands-on guidance with precision and resolve. His extensive experience strengthens our operations, driving quality outcomes and fostering success across every project with a proactive, team-driven approach. THERAN STEINDL Design Associate & Project Manager Theran holds a degree in Large Complex Management, Golf, and Ground Management, bringing 20 years of experience managing diverse golf courses—from 18-hole private layouts to 72-hole municipal facilities—with a focus on architectural innovation. Since joining Oliphant Golf Management, he has spearheaded public-private partnerships, overseen design and construction project management, and driven business development, all while advancing municipal consulting. Passionate about transforming concepts into thriving courses, Theran’s expertise ensures efficient, high-impact results with a determined, collaborative approach. SANTOS MEJIA Vice President, Construction Santos brings over 30 years of expertise as a Construction Superintendent to Oliphant Golf Management, excelling in golf course development since joining in 2004. Specializing in irrigation system installation and construction management, he consistently delivers quality results on large-scale projects. His technical mastery and steadfast leadership have been vital to the success of Sand Valley Golf Resort, where he directed the construction and development of the property, including five championship courses. Santos’ proven track record and determined approach ensure every project meets the highest standards, driving impactful outcomes with unwavering precision. 42 ROCKI REIMAN Marketing Director Rocki has been a driving force at Oliphant Golf Management since 2014, based out of our Plover, Wisconsin office. Starting her golf career in food and beverage management and wedding/event sales in Central Wisconsin, she swiftly transitioned into marketing for a number of years, later serving as General Manager at The Golf Courses of Lawsonia. With this diverse expertise, Rocki now leads and empowers our on-site teams, crafting and executing robust marketing strategies for our management clients with a sharp, collaborative focus on delivering results. LISA JANIS Controller Lisa earned a Chemistry degree from Colorado State, cultivating a sharp analytical and problem-solving mindset. Prior to Oliphant Golf Management, she advanced through roles to become Director of Accounting and Payroll in the ski industry. Now serving as a controller for our managed properties, Lisa enhances financial efficiency and accuracy with precision. Her key contributions include financial reporting, general ledger management, payroll and invoice processing, account reconciliations, journal entry preparation, and compliance—delivering robust, reliable support to our clients. CATHERINE HELLING Administrative & Payroll Services Catherine honed her skills in her brother’s thriving startup before earning a bachelor’s degree in English and studio art. Since joining Oliphant Golf Management in 2017, she has excelled in human resources, adeptly managing weekly pay apps and accounts payable across multiple properties. Her proven reliability and resourcefulness strengthen our team, providing critical support to superintendents and general managers with a professional, unwavering resolve. KEN LACY, GCSAA Senior Golf Course Superintendent Ken Lacy, Senior Superintendent at OGM, brings over 30 years of expertise in golf course design, construction, management, and operations, with extensive warm-weather experience. He has led eight golf course developments, from site analysis to grow-in, across Florida, New Mexico, the Caribbean, Kentucky, Tennessee, Ohio, Wisconsin, and Missouri. Proficient with Zoysia, Bermuda, Paspalum, bentgrass, rye grass, and bluegrass, Ken ensures vibrant turf. A skilled leader, he excels in greens management, irrigation, erosion control, and stormwater management. With a pesticide license, Ken delivers sustainable, high-quality results for distressed properties. 43 Operator Experience - Case Studies THE GOLF COURSES OF LAWSONIA | GREEN LAKE, WI | PUBLIC Full Lease agreement since 2011 Oliphant Golf Management initiated our partnership with The Golf Courses of Lawsonia in 2011, following a proactive outreach to the American Baptist Association (ABA), the property’s owners. We recognized the potential to restore this 36-hole facility—once a nationally ranked gem—to its former prominence. Facing declining course conditions, aging infrastructure, and overgrown vegetation obscuring its architectural significance, OGM began with maintenance improvements, forging a strong alliance with the ABA. This collaboration expanded to encompass all operations—food and beverage, merchandising, service, marketing, and golf management—under a rolling 7-year lease where OGM manages all expenses, equipment investments, and annual enhancements. This revitalization has reestablished Lawsonia as a premier destination Midwest golf cornerstone, delivering exceptional experiences for players while enriching the Green Lake community through increased tourism, local engagement, and sustainable growth. Key Accomplishments: Restored the Links Course to national acclaim, receiving rankings such as #79 Top 100 Courses in the U.S. (GOLF.com), #24 Top 100 Courses You Can Play (Golfweek), #58 America’s 100 Greatest Public Courses (Golf Digest), and #62 Best Classic Course (Golfweek). Boosted total revenue from $1.4 million to over $5 million, with Links Course rounds rising from 16,500 to over 25,000 and average per-round revenue increasing from $43 to $81. Funded renovations using operating cash—including tree removal, tee box upgrades, mowing line adjustments, and a 110,000 sq ft bunker restoration based on 1937 aerials and original blueprints. Revamped the Woodlands Course, improving pace of play, aesthetics, and turf health with bunker overhauls, drainage upgrades, and selective tree removal, resulting in a 25% increase in rounds and 35% higher golf revenue. Transformed concessions into Langford’s Pub, a full-service restaurant and bar now generating over $1.2 million annually (up from $150,000). Introduced Airbnb-style lodging in three on-site homes and secured local hotel partnerships for stay-and-play packages, with over 35% of play now from visitors traveling 2.5+ hours. Executed a branding and digital marketing strategy highlighting architectural heritage, targeting discerning golfers, tourists, and influencers, amplifying Lawsonia’s reach. Launched the Lawsonia Invite, an annual event hosting all area high school golf teams to foster community engagement. 44 TOLEDO CITY GOLF | TOLEDO, OH | MUNICIPAL OGM Management services since 2024 OGM has partnered with the City of Toledo since 2024 to manage its municipal golf courses—Ottawa Park, Detwiler Park, and Collins Park. City officials tasked us with getting these wonderful public assets back on track, and we’ve delivered measurable improvements in just over a year, enhancing golf operations while strengthening community connections. Our team launched three new websites and targeted social media efforts to broaden each course’s reach and engage local players. On-site, we’ve upgraded conditions with consistent maintenance practices—fairways, greens, and all—bringing quality you can see and play. Collaborating closely with the City, stakeholders, and golfers, we’ve tailored our work to Toledo’s priorities, respecting its golfing heritage while setting a solid base for growth. Key Accomplishments: Rounds and revenue increased by 20% within first year. Bunker restoration at Ottawa Park Golf Course executed with Parks Department with high impact, perceived as complete restoration effort to golden-age golf course through a thoughtful and modest budget. Digital presence enhanced with three new websites and invigorated social media strategies. Series of inclusive events scheduled and executed, including Ottawa Park’s 125th anniversary celebration with Mayor’s opening tee shot. Immediate facility improvements implemented: deep-cleaned clubhouses, edged bunkers, refreshed bathrooms and new signage. Evaluated current equipment fleet lease and negotiated purchase of new fleet within first 8 months. 45 THE COURSE AT ABERDEEN | VALPARAISO, IN | PUBLIC OGM Management services since 2023 Aberdeen is an 18-hole championship course within a 650-rooftop homeowners association. The HOA formed a golf committee board charged with selecting a new golf management company capable of maximizing revenue opportunities, gaining the trust of all homeowners, and providing a long-range prioritized capital expenditure plan. Course conditions and greens complex improvements were necessary to gain market share in the Valparaiso golf market. In the first year, we exceeded the budget and prior year by over $100k in net income, and by over $200k in year 2. Key Accomplishments: Developed an equipment replacement strategy and promptly implemented it, investing approximately $150k in Year 1. Developed a comprehensive master plan and collaborated with the Board to create a multi-year implementation strategy. Phase 2 completed in spring 2025. Renovated/replaced a 30-year-old pump house, increased capacity, and added a VFD to enhance efficiency and longevity. Instituted cultural practices (topdressing, rolling, watering, etc.) that led to greatly improved conditions, such as the best greens putting surfaces they’ve ever played on. Increased overall revenue by more than 10% while reducing overall costs by over 5%. Increased the average dollar per round collected by 15%. Achieved a record number of rounds in 3 out of 4 peak season months. Range revenue increased by 85% in year one. 46 NAKOMA GOLF CLUB | MADISON, WI | PRIVATE OGM Management services since 2009 OGM’s first contract in Management was in the City of Madison, Wisconsin. Nakoma was plagued by its ongoing course condition problems, primarily due to the swampy land it is situated on. OGM aided in master planning in 2001, executing a number of projects that Nakoma was able to absorb at the time. In 2009, when undergoing a change of course superintendent, OGM was called upon again, this time to take over the day-to-day maintenance of this early 1900s Tom Bendelow golf design. Craig Haltom and Mike Oliphant dove in completely to establish new and sustainable cultural practices, develop new spending efficiencies, solve the wet course conditions, and create a long-term master plan to elevate Nakoma from a struggling private club (in a competitive market) to being seen as the top membership option in Madison for golfers. OGM continued in Maintenance for Nakoma for eight years. As OGM and its capabilities grew, Nakoma once again turned to OGM for guidance in the other facets of its operations, hiring OGM for overall operations in 2016. Today, OGM has signed a 10-year renewal contract. Key Accomplishments: NGC contemplated abandoning the golf course before hiring OGM in 2009 due to "unsolvable groundwater problems." Those problems were solved, and Nakoma is now one of Wisconsin's best-conditioned courses. Design and development of a popular new patio and outdoor dining area. Led to an increase in average member spending on food and beverages. Initial master plan developed in 2010. Nearly all projects were completed in three seasons at a greatly reduced cost such as Large-scale drainage projects throughout the course, over 20,000 lf. of drainage pipe, eliminating groundwater problems Construction of new practice facilities. Installation of new fencing along the property line. And completion of various impactful golf course projects (trees, tees, turf). Capital equipment planning (Within the OGM contract, OGM is now responsible for new equipment purchases). 47 NAKOMA GOLF CLUB | MADISON, WI | PRIVATE OGM Management services since 2009 (Continued) 2014 & 2018: The Masterplan was updated, leading to additional improvements: Major drainage enhancements on holes #12, #6, and #3. Expansion of the cart path network. Reworking of clubhouse landscaping and overall course presentation. Rebuilding of the putting green. Design and Development of a popular new patio and outdoor dining. Lead to an increase in average member spending in food and beverage Creation and ongoing execution of 100-year anniversary comprehensive masterplan. Full and thriving membership achieving new revenue records. Now has a waitlist for the first time in decades. Renewed long-term (10-year) contract in both Maintenance and Management. Project Management for a new $7 million sport and cafe complex, led by OGM on-site team of managers Brought new off-season amenities to the facility (fitness and platform tennis, soon to add golf simulators Overhauled technology, POS, and accounting software as well as security of facility Deployed new transparent reporting strategies, Accounting, and HR. New website, professional photography, and overall branding an awareness strategies. Highest restaurant financial return in the club’s history. 48 FRANKFORT COMMONS GOLF COURSE | FRANKFORT, IN | MUNICIPAL OGM Management services 2016-2019 Oliphant Golf Management was engaged to lease and manage Frankfort Commons golf course, taking over from a previous management company that had left it in disarray. Hired to reverse the decline, we revitalized course conditions, expanded service offerings, and established a stable operation. Working closely with the mayor and a newly formed golf commission, we upgraded the outdated irrigation system, developed a comprehensive master plan, and implemented new maintenance equipment with replacement strategies. Our team also enhanced food and beverage operations, elevating the overall experience. Through these efforts, OGM transformed Frankfort Commons into a thriving municipal asset, delivering measurable improvements and lasting community value. Key Accomplishments: Rebranded club identity with a new logo, enhanced online presence, and elevated customer service and course conditions. Implemented transparent, accurate financial and rounds reporting for operational clarity. Formed a Golf Committee, integrating two city officials and local residents for collaborative oversight. Developed strategic capital investment planning to ensure long-term sustainability. Restored agronomic practices, routine maintenance, and preventative care for superior course quality. Created jobs, adding eight full-time equivalent local positions and 15 seasonal roles. Established Commons Club with local resident rates to boost community access. Increased fees aligned with improved course conditions and customer service, earning strong local support. Reinstituted a city-wide tournament and launched a $10 community golf day to enhance engagement. 49 POCONO MANOR GOLF CLUB | POCONO MANOR, PA | PUBLIC OGM Management services as of 2014, lease in 2020 At this course project, the OGM construction and maintenance teams focused on restoring the authenticity of the original 1912 Donald Ross and William Flynn design by introducing native grass areas. Notably, they undertook the meticulous reconstruction of the historic 77-year-old par 3 green at hole #7, preserving its timeless appeal. Internal renovations and upgrades were also conducted on-site at the golf shop, seamlessly blending tradition with contemporary aesthetics. A comprehensive rebranding effort ensued, encompassing a redesigned website and logo that encapsulated the course's rich heritage. In a strategic move to broaden their reach, the team expanded marketing initiatives through paid social media campaigns and television advertisements targeting neighboring states. These collective endeavors underscore their dedication to preserving golf history while embracing progressive enhancements. Key Accomplishments: 95% of Club Employees were retained in year 1. Increased player satisfaction through improved conditioning and green speeds. Developed a comprehensive master plan for ownership. Executed irrigation repairs, restoring water to sections of the course that hadn't been reached in years. Reconstructed the historic number 7 green, which previously struggled to maintain grass, at a fraction of the ownership cost. Restored native areas according to the original design concepts envisioned by William Flynn in the 1920s. Successfully caring for a course with limited tee irrigation, no irrigation and no automated green irrigation. Increased average per round dollars (APR) by over $6 in two years Increased rounds by over 15% year over year, since expanding marketing efforts 50 Ottawa Park, Detweiler Park & Collins Park Golf Courses Toledo, OH 45 Holes of Municipal Golf Lakes of Taylor & Taylor Meadows Golf Courses Taylor, MI 36 Holes of Municipal Golf Current Management Clients Nakoma Golf Club Madison, WI 18 Hole Private Club with Pool & Tennis The Golf Courses of Lawsonia Green Lake, WI 36 Hole Destination Property with On-Site Lodging Pocono Manor Golf Course Pocono Manor, PA 18 Hole Public Course with additional 3 Hole Loop Lake Arrowhead Golf Course & HOA Nekoosa, WI 36 Hole Course with HOA Amenities Servicing 1,500 Homes in POA Trappers Turn Golf Club Wisconsin Dells, WI 27 Hole Resort with 12 Hole Short Course Bullseye Golf Club Wisconsin Rapids, WI 18 Hole Semi-Private Course The Course at Aberdeen Valparaiso, IN 18 Hole Semi-Private Course in 650 home HOA Watertown Country Club Watertown, WI 18 Hole Private Course 51Kishwaukee Country Club DeKalb, IL 18 Hole Private Course OGM pairs its management expertise with substantial design and construction experience, executed by our very own team. Our teams handle a wide range of work—from detailed renovations to new builds—giving us the tools to deliver courses that are built right, with lasting quality. For golf courses that hire OGM for management, this translates into a unique advantage: they gain the full strength of our construction and masterplanning capabilities. This allows us to implement improvements that are both superior in quality and more cost-effective than competitors. Our deep insight ensures ongoing collaboration with superintendents, aligning grow-in phases and long-term maintenance with the original vision for a seamless, high-quality result. Oliphant-Haltom Construction 52 Operator Experience Southern United States WILDERNESS COUNTRY CLUB NAPLES, FL Builder - Oliphant Golf Construction Project Scope: Complete 18 hole reconstruction of existing golf course, including driving range. Work included new bunkers, greens, substantial re-grading and re-grassing. CHASE OAKS GOLF CLUB PLANO, TX Builder - Oliphant Golf Construction Project Scope: Complete 18 hole irrigation remodel and grow-in of all bermudagrass playing surfaces, including greens, tees, fairways and roughs, along with complete renovation of all 18 holes from tee to green, and a six hole short course is being added. WILD SPRING DUNES MT. ENTERPRISE, TEXAS Architect - Tom Doak Builder - Oliphant Haltom Golf Construction Project Scope: Full construction services including land preparation, shaping, irrigation installation, and final grading. 53 THE CLUB AT LAC LA BELLE OCONOMOWOC, WI Architect - Craig Haltom (Renovation) Builder - Oliphant Haltom Golf Construction Project Scope: Comprehensive redesign and build of an 18 hole golf course, driving range, and surrounding landscape, including full construction services such as land preparation, shaping, installing irrigation, and final grading. THE GLEN GOLF PARK - Municipal MADISON, WI Architect - Craig Haltom, Brian Schneider & Sarah Mess Builder - Oliphant Haltom Golf Construction Project Scope: Complete design renovation, and build of an 9-hole golf course, centered around land stewardship and diverse community offerings outside of golf. SAND VALLEY GOLF RESORT - SAND VALLEY, MAMMOTH DUNES, THE SANDBOX, THE LIDO, SEDGE VALLEY NEKOOSA, WI Architects - Bill Coore & Ben Crenshaw / David McLay Kidd / Tom Doak / C.B. Macdonald Builder - Oliphant Haltom Golf Construction Project Scope: Full construction services including land preparation, shaping, irrigation installation, and final grading of four 18-hole golf courses and one par 3 course. 54 1 2 N O R T H A T T R A P P E R S T U R N W I S C O N S I N D E L L S , W I A r c h i t e c t - C r a i g H a l t o m & A n d y N o r t h B u i l d e r - O l i p h a n t H a l t o m G o l f C o n s t r u c t i o n P r o j e c t S c o p e : P a r -3 g o l f c o u r s e w i t h c l e v e r l y r o u t e d h o l e s t o s h o w c a s e e l e v a t i o n c h a n g e s , e x p o s e d s a n d s t o n e , a n d p a n o r a m i c v i e w s . T h i s p r o j e c t i n c l u d e d a d d i n g a 2 5 k s q . f t . p u t t i n g c o u r s e d e s i g n b y C r a i g H a l t o m . THE DANCE FLOOR AT GENEVA NATIONAL LAKE GENEVA, WI Architect - Craig Haltom Builder - Oliphant Haltom Golf Construction Project Scope: The Dance Floor presents 27 holes of lighted grass putting course plus surround sound, a cocktail bar, a bocce ball, and firepits for roasting and toasting. STEVENS POINT COUNTRY CLUB STEVENS POINT, WI Architect - Craig Haltom (Renovation) Build - Oliphant Haltom Golf Construction Project Scope: Comprehensive re-design and build of an 18 hole golf course and surrounding landscape, including full construction services such as land preparation, shaping, installing irrigation, and final grading. 55 THE LIDO | NEKOOSA, WI | RESORT Architect: C.B. Macdonald Restored: Tom Doak and Brian Schneider Builder: Oliphant Haltom Golf Construction OGM played a central role in recreating The Lido at Sand Valley in Nekoosa, Wisconsin—a precise recreation of C.B. Macdonald’s lost Long Island design. Using advanced GPS technology and a 3D digital model created in a video game, we pioneered a new way to do historic course restorations. Opened in May 2023 as a private club with limited resort access, the course is now consistently ranked in the top 20 courses in the United States. Project Scope: Construct new 18 hole golf course recreation built with exacting standards for accuracy. Services Provided: Collaboration with design teams - Project management - Budget planning and oversight - Permitting coordination - Construction execution, including site prep, burning, mass excavation of over 1 million yards of material - Permitting coordination - Irrigation installation - Equipment and operator support - Agronomic guidance and seeding support - Landscape design and design of landscaped areas in private homes bordering the course 56 THE GLEN GOLF PARK | MADISON, WI | MUNICIPAL Architect - Craig Haltom, Brian Schneider and Sarah Mess Builder - Oliphant Haltom Golf Construction In 2021, Craig Haltom and Oliphant Golf managed the design, renovation, and construction of The Glen Golf Park, a 9-hole municipal course in Madison, Wisconsin, with a focus on sustainable land use and community benefit. Our team handled every phase, turning the site into a practical, welcoming recreational space. Working closely with public and private partners, we delivered a course that’s approachable for all golfers, added a free public putting course to encourage participation, and integrated native vegetation to support local conservation efforts. Project Scope: Redesign and construct a 9-hole golf course, a ‘golf park, prioritizing sustainability and broad community access beyond traditional golf. Services Provided: Design development - Project oversight - Budget planning and management - Construction execution - Permitting coordination - Irrigation installation - Equipment and operator support - Turf selection and establishment - Agronomic expertise - Landscape design - Stakeholder communication and relationship building - Full turf grow-in and opening preparations 57 1 2 N O R T H A T T R A P P E R S T U R N | W I S C O N S I N D E L L S , W I | P U B L I C A r c h i t e c t - C r a i g H a l t o m a n d A n d y N o r t h B u i l d e r - O l i p h a n t H a l t o m G o l f C o n s t r u c t i o n O G M c o l l a b o r a t e d w i t h T r a p p e r s T u r n ’s o w n e r s t o d e s i g n a n d c o n s t r u c t 1 2 N o r t h , a p a r -3 s h o r t c o u r s e i n W i s c o n s i n D e l l s , b u i l t t o p r o v i d e a n o t h e r f u n a m e n i t y f o r t h e g o l f r e s o r t a n d t o k e e p p l a y e r s e n g a g e d a n d r e t u r n i n g y e a r o v e r y e a r . W e t o o k o n t h e c h a l l e n g e o f c r e a t i n g a p r a c t i c a l , s t a n d o u t f e a t u r e f o r t h e p r o p e r t y o n a l i m i t e d f o o t p r i n t , d r a w i n g o n C r a i g H a l t o m ’s d e s i g n e x p e r t i s e a n d p a i r e d 2 -t i m e U S O p e n C h a m p i o n A n d y N o r t h . T h e c o u r s e i s g r e a t l o o k i n g a n d a l o t o f f u n t o p l a y , w i t h h o l e i n o n e t y p e p i n p o s i t i o n s a n d i n t e r e s t i n g a n d v a r i e d g r e e n s . 1 2 N o r t h h a s s t r e n g t h e n e d T r a p p e r s T u r n ’s r e p u t a t i o n a s a t o p p u b l i c d e s t i n a t i o n w h i l e s u p p o r t i n g c o m m u n i t y u s e (k i d s p l a y f r e e ) a n d c r e a t i n g a p e r f e c t v e n u e f o r s m a l l e r c h a r i t a b l e g o l f o u t i n g s . P r o j e c t S c o p e : D e s i g n a n d c o n s t r u c t a p a r -3 g o l f c o u r s e w i t h s t r a t e g i c a l l y r o u t e d h o l e s t o e m p h a s i z e e l e v a t i o n c h a n g e s , e x p o s e d s a n d s t o n e , a n d s c e n i c v i e w s . S e r v i c e s P r o v i d e d : D e s i g n d e v e l o p m e n t - P r o j e c t o v e r s i g h t - B u d g e t p l a n n i n g a n d m a n a g e m e n t - C o n s t r u c t i o n e x e c u t i o n - P e r m i t t i n g c o o r d i n a t i o n - I r r i g a t i o n i n s t a l l a t i o n - E q u i p m e n t a n d o p e r a t o r s u p p o r t - T u r f s e l e c t i o n a n d e s t a b l i s h m e n t - A g r o n o m i c e x p e r t i s e - L a n d s c a p e d e s i g n - S t a k e h o l d e r c o m m u n i c a t i o n a n d r e l a t i o n s h i p b u i l d i n g - F u l l t u r f g r o w -i n a n d o p e n i n g p r e p a r a t i o n s 58 References THE GOLF COURSES OF LAWSONIA Lease | 2011-Present W2615 S Valley View Dr, Green Lake, WI 54941 Ben Mott, President/CEO Green Lake Conference Center Phone: 920 294 7250 | Email: benmott@glcc.com LAKE ARROWHEAD GOLF COURSES Maintenance Only | 2015-Present 1195 Apache Lane, Nekoosa, WI 54457 Joel Barth, General Manager Phone: 715 325 2929 | Email: j.barth@lakearrowheadgolf.com POCONO MANOR GOLF COURSE Lease | 2014-Present 395 Manor Dr, Pocono Manor, PA 18349 Don Snyder, PM Inn General Manager Phone: 570 839 7110 | Email: dsnyder@poconomanor.com NAKOMA GOLF CLUB Full Management | 2008-Present 4145 Country Club Road, Madison, WI 53711 Tommy Farrell, Club Greens Committee Chair Phone: 608 219 8516 Advanced Turf Solutions - Financial Reference PO Box 678, Mendota, IL 61342 Accounts #160087, 160323, 160603, 160404, 160349 Phone: 317 827 7982 Email: sfrederick@advancedturf.com or akrause@advancedturf.com Revels Turf - Financial Reference 2217 N Main Street , Fuquay Varina, NC 27526 Accounts 201450, 202735, 202915 Phone: 847 683 4653 Email: kathy@revelstractor.com 59 References - Letter Prior to contracting with Craig Haltom and Brian Jensen of OGM our golf operations were managed in house for over 100 years at our resort property. Having many facets of a 3,500 acre resort operation to manage, hiring a golf management team took a huge workload from my plate. Our golf course has a rich, wonderful history with a legacy which has hosted many of golf legends over the years. So, this important decision was carefully vetted as I evaluated putting my major resort amenity and business driver in the hands of a management company. After evaluating several golf management companies, small and large, the straight forward approach of Craig Haltom and Brian Jensen gave me the confidence I needed to make this game changing decision. I must admit, although reluctantly, not all of the decisions I make operating Pocono Manor are great, contracting with OGM was one of my best. Improvements were immediate and continue to this day. The headaches and challenges associated with golf operations were no loonger taking a large portion of my time and provided me with the ability to focus my energies to many other challenges and resort improvements. If you want to see your golf course management immediately improve, you should hire OGM. We could not be more delighted with the results of our relationship with Craig, Brian and the OGM Team and we will continue to renew our agreements with them. Please contact me if I can be of any further assistance. ALL THE BEST Don Snyder General Manager 60 References - Letter As the Chairman and Treasurer of the Board that oversees The Course at Aberdeen in Valparaiso, Indiana I am pleased to take a moment and share my thoughts on Oliphant Golf Management (OGM) and their team as they start their second year with us. Back at the end of 2022, when we decided to make the move from our prior management company, we knew our 26 year old golf course at that time needed improvements, new equipment and a new strategy to sustain it in the future. Financially we were at a break-even point at best, but lacked a real vision as to what we should do. Our course is owned by the community’s POA and supported by an assessment structure that was put in place back in 2017 when the POA bought the course. When we looked at other management companies, the board was convinced by an overwhelming vote that OGM’s experience in the industry and ability to focus on our REAL needs was the best fit for The Course at Aberdeen. Based on the fact they are a smaller operation, compared to the other companies overseeing hundreds of courses, we knew this made sense and we couldn’t be happier with the changes they implored in the first year. I can say going into our second season I am very pleased as not only have we turned a break even scenario into a very meaningful profit after year one, but Craig and his team put together a Master Plan for our course broken down into phases and starting the 2024 season they have already completed two phases with glowing reviews from not only players but our community of owners! Change is not always easy and accepted by all, but I can say with a great deal of confidence that our move to OGM has been absolutely right for Aberdeen and we are very excited to continue on with the plan they have put in place for us and look forward to the future. Being in the Midwest our “revenue” season is very short ranging from 180-210 days based on the weather. The work they were able to do on our course this past winter and the speed in which they completed that work prior to the start of the season was nothing short of amazing! As I mentioned, not only am I the Board Chairman, but I am also the Treasurer so when Phase One of the project came in well under budget the board and I were more than pleased thus allowing additional work to be completed. If you want your course to see immediate improvement I would “HIGHLY” recommend OGM as working with Craig, Brian, Justin, and the rest of their team has been a very exciting experience for us. I would be more than happy to discuss anything further. Yours in Golf, Ken Zagrocki Chairman The Course at Aberdeen 61 References - Letter Lake Arrowhead has been working with OGM on several fronts since 2015. We have maintained a very successful partnership throughout this timeframe and look forward to sustaining this relationship for many years to come. As the individual accountable for all areas and performance at Lake Arrowhead, I appreciate the extraordinary efforts of OGM and their entire team. OGM has always understood prioritizing and a sense of urgency when there is a crucial or critical situation. Quality of work has been superb and constant. Furthermore, they are always attempting to show improvements and upgrades in certain areas while never being complacent. Descriptive words that quickly come to mind would be - productive, responsive, timely, fair as well as quality and quantity of work. Above all else, they are good listeners which is of utmost importance. While they have been very proactive throughout their tenure they have also reacted well to any of our needs and requests. We have renewed agreements on multiple occasions and look forward to the next renewal period. Please feel free to reach out directly to me with any further questions or inquires about Oliphant Golf Management. Lake Arrowhead Association Joel Barth, PGA General Manager 62 63 $11M 64 65 Jason Schwerdt 66 67 68 69 70 71 72 Justin Fox Representative 73 74 75 76 77 78 79 80 81 82 OGM E-Verify Compliance Statement OGM has not previously been required to participate in the E-Verify system. Upon selection as a vendor, OGM is committed to registering with the E-Verify system and fully complying with all applicable state and federal guidelines. Craig Haltom President Oliphant Golf Management 09701648 5270164800 5270175700 09701648 EKO3415106 WWC3577059 2/3/202 2/6/202 2/3/2025 2/3/2025 2/3/2025 2/3/2025 2/3/202 2/6/202 2/3/2026 2/3/2026 2/3/2026 2/3/2026 1,000,000 50,000 5,000 1,000,000 2,000,000 2,000,000 1,000,000 1,000,000 5,000,000 5,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. C A D B A A DED ANY AUTO OWNED AUTOS ONLY HIRED AUTOS ONLY (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below Liquor Liability Rented Equipment COMMERCIAL GENERAL LIABILITY CLAIMS-MADE X OCCUR EPLI GEN'L AGGREGATE LIMIT APPLIES PER: PRO- JECT POLICY OTHER: LOC SCHEDULED AUTOS NON- OWNED AUTOS ONLY Y Y OCCUR CLAIMS-MADE RETENTION $10,000 Y / N N N / A EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence) MED EXP (Any one person) PERSONAL & ADV INJURY GENERAL AGGREGATE PRODUCTS - COMP/OP AGG $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Employment Practices COMBINED SINGLE LIMIT (Ea accident) BODILY INJURY (Per person) BODILY INJURY (Per accident) PROPERTY DAMAGE (Per accident) EACH OCCURRENCE AGGREGATE X PER OTH- E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE$ $ E.L. DISEASE - POLICY LIMIT $ Liquor Liability Rented Equipment INSURED PRODUCER UMBRELLALIAB EXCESS LIAB AUTOMOBILE LIABILITY WORKERSCOMPENSATION AND EMPLOYERS'LIABILITY TYPE OF INSURANCE POLICY NUMBER INSURER A : INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : POLICY EFF (MM/DD/YYYY) AUTHORIZED REPRESENTATIVE POLICY EXP (MM/DD/YYYY) DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) LIMITS DATE (MM/DD/YYYY) 1/5/2024 COVERAGES ACORD 25 (2016/03) CERTIFICATE HOLDER CERTIFICATE NUMBER: CANCELLATION REVISION NUMBER: © 1988-2015 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD X X X X X X X 341109903 Certificate Holder is additional insured on liability policies via Blanket Additional Insured where required by written contract. THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). CONTACTNAME: Jason Schwerdt PHONE (A/C, No, Ext):219-462-4334 E-MAIL ADDRESS: insurance@valpofirst.com FAX (A/C, No):219-462-1892 INSURER(S) AFFORDING COVERAGE NAIC # 32700 18988 25011 License#:1481510 OLIPHAL-01 Owners Auto-Owners WescoInsuranceCompany National Casualty Company INSR LTR ANYPROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBEREXCLUDED? ADDL SUBR INSD WVD THISISTO CERTIFY THAT THE POLICIES OFINSURANCELISTED BELOWHAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. CERTIFICATE OF LIABILITY INSURANCE Oliphant Haltom Golf LLC OHG Construction LLC 3046 Village Park Dr. Plover WI 54467 Valparaiso First Insurance, Inc. 9 Franklin Street Valparaiso IN 46383 5 6 5 6 SAMPLE The City of Ocoee 83 Florida Certificates 84 Florida Certificates 85 86 With the leadership and expertise of Craig Haltom and Oliphant Golf's legacy in construction, we have completed 250+ renovations and new construction projects across the country. Our award winning body of work includes the likes of Sand Valley, Mammoth Dunes, Lawsonia Links, Shooting Star Golf Club, The Madison Club and the Beloit Club, just to name a few. Choosing OGM as a management company allows access to our wealth of knowledge and experience in this space, too. MASTER PLANNING We have been blessed to work on some amazing projects around the country, and to work with the most talented people in our industry. We apply that experience to help you move your golf business forward and to create experiences that your customers will love. LONG RANGE CAPITAL PLANNING We will analyze the club's challenges and opportunities and prioritize and execute thoughtful master plans for course improvements and capital spending. From equipment planning, remodeling a clubhouse, or renovating greens, we have done it all... we will help you to achieve things you may not have previously thought possible! CONSTRUCTION PROVEN SUCCESS IN OPERATIONS We maintain the highest internal quality standards for our work. A call to any of our management clients will confirm that our team follows through on our commitments, and that we create business relationships that last. Why Choose OGM? 87 Submitted By Craig Haltom, President, 608-444-8301 Brian Jensen, Vice President, 608-214-5180 bjensen@ogm.golf Justin Fox, Regional Manager, 623-742-8203 Oliphant Haltom Golf, LLC 3046 Village Park Dr, Plover, WI 54467 Phone: 715-544-6588 | www.oliphantgolf.com We are excited for the opportunity to partner with the City of Ocoee at Forest Lake Golf Club. Thank you for your consideration. Proposal for Lease and Operation of Forest Lake Golf Club Submitted to: City of Ocoee RFP #: 25-006 Submitted by: Aureus Greenway Holdings Inc, Nasdaq Listed Ticker: AGH 2995 Remington Blvd, Kissimmee, FL 34744 www.aureusgreenway.com Email: ccheung@aureusgreenway.com Date: August 5, 2025 CONFIDENTIALITY NOTICE The information contained in this proposal submission (the "Proposal") to the City of Ocoee, Florida, in response to RFP 25-006, is confidential and proprietary to Aureus Greenway Holdings Inc. (Company"). This Proposal includes trade secrets, financial data, technical information, and other sensitive materials that are not intended for public disclosure. By accepting this Proposal, the City of Ocoee agrees to: 1. Restrict access to this Proposal solely to City staff, officials, and authorized representatives directly involved in the evaluation of RFP 25- 006. 2. Not disclose, reproduce, or distribute any portion of this Proposal to third parties, competing vendors, or the public without the express written consent of Aureus Greenway Holdings Inc. (“AGH”) 3. Return or destroy all copies of this Proposal if the City does not proceed with the proposed engagement, upon written request by Aureus Greenway Holdings Inc. This confidentiality obligation shall remain in effect unless and until the information contained herein becomes publicly available through no fault of the recipient or is required to be disclosed by applicable law, regulation, or court order. If you are not an authorized representative involved in the evaluation of RFP 25- 006, please do not review, copy, or disseminate this document and notify the sender immediately. Unauthorized use or disclosure of this Proposal may result in legal action. For questions regarding this confidentiality notice, please contact: ChiPing Cheung CEO Aureus Greenway Holdings Inc ccheung@aureusgreenway.com U.S. Mobile: +1-914-843-1982 Table of Contents 1. Transmittal Letter 2. Executive Summary 3. Operations/Business Plan 3.1 Annual Operating Budget (Years 1–10) 3.2 Staffing Plan (Organizational Chart, Management Oversight, Workforce Continuity, Resumes) 3.3 Strategic Partnership – Down to Earth 3.4 Capital Improvement Plan (Costs Estimates, Timetable) 3.5 Environmental considerations 3.6 Maintenance & clubhouse equipment 3.7 Transition Plan 3.8 Operations Plan 3.9 Customer Service & Experience 3.10 Food & Beverage Strategy 3.11 Golf Shop Merchandise Plan 3.12 Marketing, Service 3.13 Community Engagement Plan 3.14 Maintenance & Sustainability Program 3.15 Risk Management & Compliance 3.16 Performance Metrics & Reporting 4. Operating Experience 4.1 Company Profile 4.2 Qualifications 5. Relevant Golf Course Management Experience References 6. Subcontractors 6.1 LOI Agreements & Descriptions 7. Financial Capability and Reporting 7.1 Audited Financial Statements (Attached File) 8. Financial Reporting & Accountability 8.1 Sample Revenue/Deposit Reports 9. Completed Forms Attachment I – Proposer’s Questionnaire Attachment J: Execution of Offer Attachment I: Proposer’s Questionnaire Attachments K–T: Certifications/Affidavits 1. Transmittal Letter August 5, 2025 Aureus Greenway Holdings Inc. (Nasdaq: AGH) 2995 Remington Blvd, Kissimmee, FL 34744 www.aureusgreenway.com Email: ccheung@aureusgreenway.com City of Ocoee Attn: Olena Stokych, Purchasing Analyst 1 North Bluford Street Ocoee, FL 34761 Subject: Proposal Submission – RFP #25-006 (Lease & Operation of Forest Lake Golf Club) Dear Ms. Stokych, Aureus Greenway Holdings Inc (“AGH”) is pleased to submit this proposal to partner with the City of Ocoee to lease, operate, maintain, and elevate Forest Lake Golf Club. Although this represents our first foray into municipal golf management, it is firmly supported by our proven track record operating our own courses in Florida, as well as the financial strength and resource access required to ensure long-term success. Category Commitment Guaranteed Rent $1,500,000 per year (first 10 years paid upfront) Percentage Rent Refer to Attachment C – Lease Term Sheet Capital Improvement Program $1,500,000 over Years 1-5 – fully funded Agronomy USGA / FDEP best-practice standards Youth & Inclusion Expanded junior, family, adaptive-golf programming with FSGA & local schools. Community Events Clubhouse repositioned as the premier social venue, able to host a robust range of community events and become the preferred gathering destination. We acknowledge receipt of Addenda Nos. and affirm compliance with all RFP requirements. RFP #25-006 Addendum #1, June 5, 2025 RFP #25-006 Addendum #2, June 20, 2025 RFP #25-006 Addendum #3, June 27, 2025 RFP #25-006 Addendum #4, July 11, 2025 Our proposal reflects our commitment to deliver 1. Enhancing the golf experience for Ocoee residents. Forest Lake Golf Club (FLGC) will be repositioned as “Ocoee’s Home Course & Event Venue” — an inclusive, financially sustainable asset delivering measurable value to residents and visitors. 2. Meeting the City’s financial and operational goals (per Attachment A). Category Commitment Guaranteed Rent $1,500,000 per year (first 10 years paid upfront) Percentage Rent Refer to Attachment C – Lease Term Sheet Capital Improvement Program $1,500,000 over Years 1-5 – fully funded Agronomy USGA / FDEP best-practice standards Youth & Inclusion Expanded junior, family, adaptive-golf programming with FSGA & local schools. Community Events Clubhouse repositioned as the premier social venue, able to host a robust range of community events and become the preferred gathering destination. 3. Investing in capital improvements (see Section 3C). We are committing $1,500,000 in total capital improvements to be completed within the first five (5) years of the lease commencement date. Full details are provided in Section 3C. Partnership with Down to Earth (DTE) As part of this proposal, we would like to inform you that we will partner with Down to Earth to be the Golf Course maintenance service provider. DTE brings extensive expertise in greens renovation projects and is prepared to commence work immediately in summer 2026. A signed LOI is attached for your reference. Sincerely, ChiPing Cheung CEO Aureus Greenway Holdings Inc 2. Executive Summary Forest Lake Golf Club (FLGC) will be repositioned as “Ocoee’s Home Course & Event Venue” — an inclusive, financially sustainable asset delivering measurable value to residents and visitors. Key value propositions include: Evaluation Criteria Our Commitment Operations & Business Plan (20 pts) Market‑driven, KPI‑oriented plan Operating Experience (15 pts) Portfolio of two (2) public courses, Two (2) F&B outlets, and two (2) event venues; references enclosed Compensation/Rent Offer (20 pts) Minimum Guaranteed Rent: $150,000 per annum10; Profit sharing scheme (See Attachment C – Lease Term Sheet) Financial Capability (15 pts) Audited net worth: $12,784,340 Cash and cash equivalents: Approximately $8,322,178 Capital Improvement Plan (30 pts) $1,500,000 program (See Section 3.3) Category Key Performance Indicator (KPI) Financial • Net Operating Income (NOI) • EBITDA Margin • Total Revenue per Round Utilization & Access • Total Rounds Played • Resident-Round Percentage • Tee-Sheet Utilization (prime-time %) Customer Experience • Net Promoter Score (NPS) • Average Pace-of-Play (mins) • Online Review Rating Agronomy & Course Quality • Greens Speed Consistency (Stimp) Environmental • Reclaimed-Water Use per Irrigated Acre • Fertilizer / Pesticide Volume vs. BMP baseline 3. Operations/Business Plan Vision & Objectives Vision: Deliver an affordable championship‑quality golf and lifestyle venue that enriches the Ocoee community. Five Core Objectives: Financial sustainability and profitability Hospitality-focused service Youth engagement Agronomic excellence Environmental stewardship 3.1 Base Case Five-year Annual Operating Budget * Conservative base case scenario, refining of actual numbers will be done after communication with City and having better visibility on existing operations. (i) Property Operation and Maintenance: $1MM / year (ii) Tree trimming/over seeding: To be assessed on ground, need better visibility (iii) Repairs/replacements/alterations outside of Capital improvement: To be assessed on ground, need better visibility (iv) Personal property: To be assessed on ground, need better visibility (v) Capital improvement plan: Refer to 3.3 below Scenario 1 Scenario 2 Scenario 3 Gross EBITDA/Yr $ 500,000 $ 800,000 $ 800,000 $ 1,000,000 $ 1,500,000 $ 2,000,000 Future CIP 5% $ 25,000 $ 40,000 $ 40,000 $ 50,000 $ 75,000 $ 100,000 MGR $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 Shared EBITDA $ 325,000 $ 610,000 $ 610,000 $ 800,000 $ 1,275,000 $ 1,750,000 Municipality 40% $ - $ 110,000 $ 244,000 $ 320,000 $ 510,000 $ 700,000 Company 60% $ 350,000 $ 500,000 $ 366,000 $ 480,000 $ 765,000 $ 1,050,000 Municipality Effective Revs $ 150,000 $ 260,000 $ 394,000 $ 470,000 $ 660,000 $ 850,000 Municipality Revs 10Yrs $ 3,940,000 $ 4,700,000 $ 6,600,000 $ 8,500,000 Minimum Guaranteed Rent (MGR): $150,000 per Year Y1 – Y10 Minimum Guaranteed Rent: $1,500,000 upfront within sixty (60) days Scenario 1: If Gross EBIDTA < $500,000. $500,000 retained by Lessee, $1,500,000 MGR to City upfront. Scenario 2: Within Lessee Recovery Period Gross EBIDTA > $500,000, Lessee retains $500,000, remaining $150,000 to City. Scenario 3: After Lessee Recovery Period: Gross EBITDA less MGR = Shared EBITDA Split Shared EBITDA via formula: City (40%) : Lessee (60%) 3.2 Staffing Plan Organizational Chart (Current). Total Full time Employments (estimate): 38 (incl. 22 course ops, 10 F&B, 6 admin/marketing) Timeline on hiring: NIL as will most likely retain all existing staff Forest Lake Staffing and Org Chart Staffing Overview, Wage Scales, and Benefits Position / Category Status Headcount Pay Range Key Benefits General Manager / PGA Head Professional Full-time, salaried 1 US $75 k – 95 k + performance bonus Medical / dental / vision, 401(k) 15 PTO days, free golf privileges F&B / Clubhouse Manager Full-time, salaried 1 US $55 k – 65 k + bonus Medical / dental / vision, 401(k) 15 PTO days, free golf privileges Superintendent (via DTE) Full-time, salaried 1 US $65 k – 80 k (paid by DTE) Provided through DTE benefit plan Pro-Shop Buyer / Assistant Pro Full-time, salaried 1 US $45 k – 60 k + merch commission Provided through DTE benefit plan Golf Operations Associates Starters, marshals, outside services Part-time, hourly 8–10 US $14 – 18 / hr Complimentary golf (off-peak), meal discount, uniforms Pro-Shop Sales Associates Part-time, hourly 4–5 US $14 – 17 / hr + 3 % merch commission Complimentary golf (off-peak), meal discount, uniforms F&B Front-of-House Servers, bartenders, beverage-cart Part-time, tipped 10–12 US $8 / hr (Florida tipped minimum) + tips Complimentary golf (off-peak), meal discount, uniforms Kitchen / Back-of-House Part-time, hourly 6–8 US $15 – 20 / hr Complimentary golf (off-peak), meal discount, uniforms Golf-Course Maintenance Crew (via DTE) Full-time & PT hourly 12–14 US $16 – 22 / hr DTE benefits for FT Notes Most staff are hourly and scheduled as part-time; any employee averaging 30 + hours/week becomes a Full-Time Equivalent under Florida law and is offered the full benefits package. Wage floors comply with the Florida minimum wage (US $14.00/hr in 2026). F&B tipped staff are paid the state tipped minimum with tip-credit compliance. Complete organizational chart with headcounts is provided in Exhibit “Staffing & Org Chart” above. Management Oversight Although Forest Lake will be our first municipal lease, it will receive the same hands-on leadership that has driven the success of our wholly owned Florida courses. As CEO, I will remain directly engaged, ensuring strategic alignment and accountability. General Manager (GM) We will appoint a full time on-site General Manager with proven golf-industry P&L expertise. Key performance indicators (KPIs) will include: Financial stewardship – deliver monthly and annual P&Ls that meet or exceed budgeted EBITDA. Operational excellence – • Optimize labor through data-driven scheduling. • Maintain full regulatory compliance and continuous staff training. • Coordinate seamlessly with the Down to Earth (DTE) Superintendent on agronomic priorities, course needs and standards. • Provide regular performance dashboards to AGH leadership and the City’s asset manager. Service quality – sustain a consistently high Net Promoter Score and positive customer sentiment. The GM will be eligible for a performance bonus tied to KPI achievement. A PGA-certified Head Professional will support the GM to ensure best-in-class golf-specific operations. Workforce Continuity & Organizational Stability Zero-Disruption Transition – All current employees will be retained at their existing pay on Day 1, ensuring seamless service to members and guests. Stability Commitment – My overriding objective is smooth, reliable operations; any organizational change will be carefully planned and executed to avoid turmoil at all costs. Performance-Driven Advancement – After a six-month assessment, the General Manager may recommend promotions or merit increases; final decisions will be taken at the CEO’s discretion to safeguard fairness and fiscal discipline. Targeted Management Enhancements – Where efficiency gains are identified, new or re-aligned management roles may be introduced, with full transparency to the City and zero disruption to day-to-day operations. Culture of Respect – We will maintain an equal, inclusive, and harmonious workplace that minimizes turnover and maximizes guest satisfaction. Key Staff CVs/Resume AGH CEO’s CV is attached for the Committee’s review. Existing managers’ CV will be provided—and their competencies formally evaluated—within the first 90 days of the new lease; no later than Month 6, a comprehensive performance assessment for each manager will be submitted alongside any recommended adjustments to role, compensation, or reporting structure. 3.3 Strategic Partnership – Down to Earth (DTE) If awarded the lease, we will tap on our eight-year partnership with Down to Earth (DTE) on Day 1. Proven Collaboration: Since 2017 we have worked closely with DTE’s executive team and regional leadership, including Nick Dunleavy, DTE’s regional operations manager for Central Florida. Nick already supports Forest Lake and manages both Kissimmee Bay CC and Remington GC, where his oversight has contributed to consistent course-condition improvements and revenue growth. Immediate Resource Deployment: DTE’s familiarity with Forest Lake— combined with its existing equipment inventory—allows us to mobilize a full maintenance program without delay. 2026 Greens Renovation Excellence: DTE will lead the Tiff Eagle conversion in summer 2026, leveraging the same methodology that has delivered successful outcomes at our two courses. Depth of Talent: After meeting with the current Forest Lake Superintendent and Assistant Superintendent, we are confident that with DTE’s guidance and an adequately funded plan, they can elevate the course to premier standards. If staffing changes are necessary, DTE maintains a deep bench of qualified superintendents to guarantee seamless continuity. A signed Letter of Intent with DTE is provided in Section 6. 3.4 Capital Improvement Plan We will invest $1,500,000 in priority capital improvements within the first three years of our contractual lease start date, following the timeline outlined below. All projects and sequencing remain flexible and will be refined in collaboration with the City of Ocoee. Subject to the limit of the initial capital improvement plan, some priorities may be delayed or foregone. Crucially, our partnership with Down to Earth (DTE) gives us a logistical advantage in today’s constrained equipment market: DTE maintains a reserve fleet of serviceable machinery, and AGH has two brand-new equipment packages scheduled for delivery in September and December 2025. Together, these resources ensure uninterrupted course maintenance and timely execution of the greens-renovation program—even under supply-chain pressure. Potential Capital Improvement Program Priority Project Timeline Capex targets Cost 1 Greens Renovation May–Sep 2026 - Tiff Eagle greens - Tee boxes - Bunkers (Repair + poor drainage) $400,000 - $500,000 2 Driving Range Jun–Sep 2026 (2027 latest) - Artificial Turf - Automatic Ball dispenser - Range Cover - Floodlights TBC 3 Golf Carts Immediate - 80 new carts Lease package $150/cart/mo $12,000/mo 4 Maintenance Equipment Immediate temporary lease. Permanent ~ 1 yr for new equipment - Equipment Storage - Golf Cart Storage and Wash - Irrigation system(32 yrs) - Cost/benefit analysis to ensure adequate coverage and efficiency. - Mowed/maintained Fairway and Tee Box Grass Areas – Evaluate current layout, determine areas to eliminate turf grass to reduce water consumption and maintenance. Lease $10,000/mo, 5 Years capital lease 5 Clubhouse Renovation Jun–Aug 2026 - Upgrade kitchen equipment, LED lighting, new hardwood flooring, paint etc. - Able to host group events - Indoor/Outdoor patio dining & golf course operation. TBC * Subject to space availability TBC Amounts: All amounts indicated as “TBC” will be confirmed in the CIP after Lessee’s on-site due diligence and joint review with the City. No capital project shall commence until the parties have agreed in writing to the corresponding scope and budget. Everything stated in Capex targets and below are suggestions that will have to be assessed for feasibility and prioritized jointly together with the City before a finalized timeline and roadmap can be proposed. 6 Event/Banquet Pavilion* (100–150 seats) TBC TBC 7 Maintenance Facility Relocation* TBC TBC 8 Parking-Lot Refurbishment* TBC TBC 3.5 Environmental considerations Baseline Assessment Within 1 year of lease commencement we will complete a documented environmental audit of all facilities against Florida Department of Environmental Protection (FDEP) and Water Management District standards. All existing and future installation of facilities will fully comply with applicable environmental regulations, consistent with the standards we already uphold at Kissimmee Bay Country Club and Remington Golf Club. 3.6 Maintenance and clubhouse equipment Most equipment will be leased. If it is a capital lease, the city will own the equipment after the lease expires. 3.7 Transition Plan We will retain Down to Earth under an ongoing services agreement to provide comprehensive course‑maintenance operations and supply all required equipment. 3.8 Operations Plan A fully responsible day-to-day operations plan requires a thorough assessment of current workflows, staffing levels, and facility conditions. To ensure a seamless transition and avoid disrupting existing personnel, we propose the following phased approach: Phase Timeline Deliverable 1. On-Site Assessment Commences immediately upon notice of award; completed within 90 days Detailed audit of maintenance practices, staffing schedules, equipment condition, and customer- service touchpoints. 2. Draft Operations Plan Within 90 days of assessment • Daily/weekly maintenance schedules • Operating hours by department • Customer-service standards & KPIs • Staffing matrix with minimal disruption to current team. 3.9 Customer Service & Experience Guest experience: 8-minute tee intervals, pace marshals. Potential mobile app for tee time bookings / F&B ordering system, and GPS yardage. Net Promoter Score improvement. 3.10 Food & Beverage Strategy F&B evolution: Evaluate expansion capacity on premise. On-Course: Beverage carts and halfway house for grab-and-go snacks. Alcohol compliance – Responsible Vendor Program & POS age‑verification. “Forest Lake Grill & Patio.” Full-service grill with 60-seat dining room, 20- seat covered patio, and two on-course beverage carts. Service Hours o Grill & patio 06:30–20:00 (Mon-Thu) | 06:00–21:00 (Fri-Sun) o Beverage carts 07:00–sunset o After-hours events by reservation until 23:00 under City noise ordinances. Function Key Practices Kitchen ServSafe-certified chef; POS1-integrated KDS 2 for speed. Dining Room & Patio Service QR code order system sends order straight to kitchen. Beverage Carts GPS-routed loop every 45 min; card readers; “Pre-order- at-the-turn” via app. Sourcing 70 % local vendors; produce from Central Florida farms. Cost Targets Food COGS ≤ 32 %; alcohol COGS ≤ 25 %; labor ≤ 20 % of F&B sales. 1 POS – Point of Sale 2 KDS – Kitchen Display System Proposed Menu & Pricing (Subject to subsequent amendments) Category Item Price Paired Promotion From the Grill Steak Burger 14 “Burger & Brew Mon/Fri” – $18 with pint Grilled Chicken Sandwich 14 Grilled Cheese 8 “Burger & Brew Mon/Fri” $12 with pint Fried Bologna 11 “Burger & Brew Mon/Fri” $15 with pint Sandwiches Ham & Cheese 10 Fri Smoker Plate +$3 Turkey & Cheese 10 BLT 10 Chicken Salad 10 Tuna Salad 10 Club 14 Pulled Pork 12 Jumbo Grilled Hot Dog 10 Fried Wings (6s) 12 “Wing Wed” – $1 off drafts Buffalo Wings w/ Ranch (6s) 12 “Wing Wed” – $1 off drafts Salads Caesar Salad 8 Add grilled chicken +$3 House Salad 8 Add grilled chicken +$3 Sides Basket of Fries 8 Basket of Onion Rings 8 Chicken Tenders 11 Soup 6 Add-Ons Bacon 1 Sauerkraut 1 Cheese 1 Chili 1 Drinks Bottled Water 2 Soft drinks 2 Iced tea 2 Seltzer 8 Draft beer/Canned beers 8 Monthly F&B Event Calendar (Sample) Month Signature Events Jan “New-Year Fit Menu”—low-calorie salads & hard-seltzer specials Mar/Apr “Masters Week”—pimento-cheese sliders & peach-tea cocktails Jun–Aug (Fri) “Summer Sizzle Cookout” on patio with live music Sep–Oct Oktoberfest Saturdays – Bratwurst platters, Bavarian beer Nov Veterans’ Appreciation Luncheon (discount meals with military ID) Dec Holiday & corporate party packages Alcohol Management Policy Licensing & Compliance – Maintain State of Florida Series 4COP license; quarterly audit. Responsible Vendor Program – All servers complete SafeStaff alcohol certification; maintain incident log. ID Verification – Accept only valid government ID; mandatory scan at POS for all patrons appearing under 35. Service Limits – No more than two drinks per guest per transaction; immediate cut-off when signs of intoxication appear; beverage carts radio clubhouse for assistance if necessary. Insurance – Liquor liability coverage $1 million per occurrence 3.11 Proposed Golf Shop Merchandise Plan (Subject to change) Retail strategy: 55 % soft goods / 35 % hard goods / 10 % accessories. Promote Florida-made brands and Ocoee merchandise and apparels. Pro Shop Operation Aspect Plan Hours 06:00–sunset daily; extend to 21:00 on night-range or event evenings. Staffing PGA-certified Head Professional, two full-time assistants, rotating part-time merchandiser. Merchandise Mix Hard goods 35 % (balls, gloves, grips) Retail Strategy GMROI target ≥ 1.7; seasonal capsule collections; Resident Advantage members receive 10 % apparel discount. Technology Cloud POS with inventory alerts; tee-sheet integration; click-and-collect via website. Events Monthly demo days, club-fittings, and “Trade-In Tuesdays” in partnership with OEM reps. Inventory Controls Cycle counts weekly; full physical count each quarter; shrinkage goal < 0.5 %. 3.12 Marketing, Service Integrated marketing: SEO-optimized website, dynamic tee-sheet yield management, social & e-mail campaigns (>20 k contact goal, Facebook, Instagram, Tiktok). Retain current plan until further studies are made to improve the existing plans taking into consideration the resources available. 3.13 Community Engagement Plan Signature events: Resident golf festivals, FHSAA regionals, corporate leagues, junior & adaptive clinics. Retain current plan until further studies are made to improve the existing plans taking into consideration the resources available. 3.14 Maintenance & Sustainability Program Sustainability: Adherence to standards listed in Attachment F. Tiff Eagle conversion of greens. Integrated Pest Management program and organic-fertilizer trials. 3.15 Risk Management & Compliance Insurance coverage - General Liability: $2 million - Liquor liability: $1 million - Umbrella/Excess Liability: $5 million Monthly safety briefings and annual third-party environmental audits. 3.16 Performance Metrics & Reporting Monthly Net Operating Income (NOI) statements will be produced using QuickBooks Online reporting tools. The consolidated annual NOI will serve as the benchmark for key performance indicators. 4. Operating Experience 4.1 Company Profile We, Aureus Greenway Holdings Inc., a Nevada holding company, own and operate two public golf country clubs—Kissimmee Bay Country Club and Remington Golf Club—both located just south of Orlando, Florida. We took the company public in February 2025, and it now trades under the ticker symbol AGH. Going public has provided access to public-market capital, and we currently maintain ample cash reserves ready for deployment. The two clubs span a combined 289 acres of multi-service recreational property. Each features an 18-hole course—together offering more than 13,000 yards of fairways—and clubhouses with food-and-beverage outlets, aquatic golf ranges, and fully stocked pro shops to serve golfers of all abilities. They routinely host local leagues, tournaments, and private events. Our facilities strike a harmonious balance between approachable golf and natural beauty. The varied challenges, high-quality playing conditions, and comprehensive amenities attract and retain golfers across a broad demographic, while the surrounding waterways make our courses a notable destination within the greater Orlando region. 4.2 Qualifications We have owned and managed Kissimmee Bay Country Club and Remington Golf Club since 2014; both Ken Ezell–designed courses are maintained to standards we know intimately. Unlike a typical third-party management firm, our CEO will personally oversee and manage Forest Lake Golf Club on a daily basis, ensuring the same hands-on leadership that has driven our existing properties’ success. Human resources We have recruited and developed two local managers to lead operations at Kissimmee Bay CC and Remington GC, and both have consistently delivered strong results. Our philosophy is that talent can be sourced anywhere when supported by rigorous selection, comprehensive training, the right resources, and performance-based rewards. 5.0 Relevant Golf Course Management Experience Kissimmee Bay Country Club Remington Golf Club Facility Nature of Relationship Contract / Ownership Term Current Status Termination Kissimmee Bay Country Club Kissimmee, FL Fee-simple ownership and in- house operation through wholly-owned subsidiary FSC Clearwater LLC (AGH). Acquired in 2014 • Indefinite ownership; no lease. Actively operated by AGH as a daily- fee public course (18-hole, clubhouse, aquatic range). N/A Remington Golf Club Kissimmee, FL Fee-simple ownership and in- house operation through wholly-owned subsidiary FSC Clearwater II LLC (AGH). Acquired in 2014 • Indefinite ownership; no lease. Actively operated by AGH as a daily- fee public course with full F&B and event facilities. N/A 6.0 Subcontractors 6.1 Partnership with DTE We formed a strategic partnership with Down to Earth (DTE) in 2017, resulting in sustained improvements in course conditions and revenue growth across our portfolio. DTE’s strong senior leadership and performance-driven culture make them a dependable partner; in particular, Nick Dunleavey, DTE’s regional operations manager, has managed our two properties for the past seven years, fostering a highly effective working relationship. Upon award of this contract, we will re-engage DTE as the course-maintenance manager for Forest Lake. DTE has successfully completed two greens-renovation projects for us, and we look forward to leveraging their expertise for Forest Lake’s upcoming upgrade. For further information, please visit www.aureusgreenway.com. 7.0 Financial Capability & Reporting Audited financials FY2023 & FY2024 attached (separate confidential file). CPA‑prepared monthly reporting package sample in Appendix C. Cash management: daily pickup and drop off; POS‑integrated bank deposit reconciliation. 8.0 Financial Reporting & Accountability As a publicly listed company, we have direct access to capital markets, enabling significant upfront investment and a long-term return horizon. We operate under strict SEC oversight; our financial statements are reviewed quarterly and audited annually by a PCAOB-registered accounting firm. All results and material events are disclosed promptly through SEC filings and our corporate website, ensuring full transparency—an assurance that makes AGH a highly reliable partner for the City of Ocoee. 9.0 Required Forms & Certifications Attachment I – Proposer’s Questionnaire Attachment J – Execution of Offer Form Attachment K – Acknowledgement of Addenda Attachments L through T – Completed & notarized Attachments - 7.1 Audited Financial Statements - 8.1 Sample Revenue/Deposit Reports Attachment I Proposer’s Questionnaire*…………………………………….74 Attachment J City of Ocoee Execution of Offer Form*………..……….75 Attachment K Acknowledgement of Addenda*…………………………….79 Attachment L Conflict of Interest Disclosure Form*………………………80 Attachment M Non-Collusion Affidavit*………………………………………….81 Attachment N Drug-Free Workplace Form*……………………………………82 Attachment O Sworn Statement on Public Entity Crimes Form*…….83 Attachment P Certification of Non-Segregated Facilities Form*…….86 Attachment Q Scrutinized Companies’ Lists Form*…………………………87 Attachment R Human Trafficking Affidavit*…………………………………..88 Attachment S Not an Entity of Foreign Country of Concern*…………89 Attachment T E-Verify Affidavit*………………………………………………….90 Attachment C – Term Sheet for the Lease Initial Term: Ten (10) years. Renewal Term: Four (4) successive five-year renewal terms exercisable solely at Lessee’s option by written notice at least 180 days before the then-current term expires. Commencement Date: 1 January 2026 (the “Commencement Date”). Minimum Annual Guaranteed Rent (MGR) Lessee shall pre-pay the first ten (10) Lease Years of MGR at $150,000 per Lease Year (aggregate $1,500,000) within sixty (60) days after the Commencement Date. Commencing Lease Year 11 and thereafter, MGR shall be $150,000 per Lease Year, payable in equal monthly instalments in arrears. Lessee Recovery Period For the purpose of this section, EBITDA means earnings before interest, taxes, depreciation, amortization. Lessee Recovery Period. Until Lessee has recouped $1,500,000 in aggregate EBITDA or the end of Lease Year 3 (whichever is later), Lessee shall be entitled in each Lease Year to retain up to $500,000 of EBITDA. Profit-Share Allocation For each Lease Year: 1.Deduct the MGR ($150,000) from gross EBITDA to arrive at Shared EBITDA. 2.During the Lessee Recovery Period: o Lessee retains the first $500,000 of Shared EBITDA. o Any remaining Shared EBITDA is split 60 % to Lessee / 40 % to the City. 3.After the Lessee Recovery Period: o All Shared EBITDA is split 60 % to Lessee / 40 % to the City. Any EBITDA in excess of $500,000 during the Lessee Recovery Period, and all EBITDA after the Lessee Recovery Period, shall be allocated as follows: (a)deduct the then-applicable MGR; (b)the remainder shall be split 60 % to Lessee / 40 % to the City (“Profit Share”). (See Exhibit A) Profit Share payments are due within forty-five (45) days after each Lease Year end and are in addition to, not in lieu of, MGR. Percentage Rent None. Profit Share supersedes any percentage-rent provision. Expenses: Triple Net Lease paid being absolutely net to the City and with the applicable tenant paying all costs, expenses and obligations of every kind or nature whatsoever (whether capital or non-capital) relating to the Club, including all taxes related thereto, which may arise or accrue during the Term. Security Deposit: Waived in consideration of the $1,500,000 MGR pre- payment. Delivery Condition: AS-IS, WHERE-IS BASIS. Capital Improvement Commitments Greens Renovation: Lessee shall invest up to $500,000 in a complete greens renovation during Lease Year 1. Infrastructure Improvements: Lessee shall invest an additional $1,000,000 in capital improvements over Lease Years 2-6 (TBC as to scopes and timing after assessing conditions and in depth discussion with City). Prioritization & Plan: Within sixty (60) days after Commencement, Lessee and the City shall meet to prioritize projects and finalize a rolling five-year master capital-improvement plan (“CIP”) setting out scope, strategy, timing, financing, and cost1 Capital Improvement Plan (CIP): Total capital investment plan of $1,500,000 within the first 3 years of the lease (See Capital Improvement Plan in Proposal for details) Annual Capital Investment: After the first 5 years, 5% of Gross EBITA per annum will be reserved for capital improvements. Residents: Lessee shall design and implement a resident golf program— “Resident Advantage Program” (see Exhibit B)—that oƯers City residents discounted golf and related benefits at the Club. Existing resident benefits will be reviewed, retained, or refined as appropriate. Guarantor: Waived in consideration of the $1,500,000 MGR pre- payment. 1 TBC Amounts: All amounts indicated as “TBC” will be confirmed in the CIP after Lessee’s on-site due diligence and joint review with the City. No capital project shall commence until the parties have agreed in writing to the corresponding scope and budget. Letter of Credit: Waived in consideration of the $1,500,000 MGR pre- payment. Asset Manager: The City may, upon written notice to Lessee, designate either a City oƯicer or a qualified third-party consultant (the “Asset Manager”) to monitor, oversee and evaluate Lessee’s performance under this Lease. If appointed, the Asset Manager shall be entitled to a fee equal to two percent (2%) of Gross Revenue, not exceeding Sixty Thousand Dollars ($60,000) per Lease Year, payable by Lessee in monthly arrears. The Asset Manager shall, upon reasonable notice and subject to customary confidentiality safeguards, have access to the Golf Course premises, personnel, books, records, and all reports required under this Lease. The Asset-Manager fee shall be treated as an operating expense of the Club and shall not be deducted from Gross Revenue when calculating any other amounts payable to the City. Financing Flexibility Lessee may, at its sole discretion, finance all or a portion of the required capital improvements through the U.S. Small Business Administration’s 504 Loan Program (or any comparable federal or state economic-development funding). The City agrees to cooperate in good faith—at no cost to the City—in executing customary landlord subordination, estoppel, or consent documents reasonably required by the SBA, the Certified Development Company, or the participating senior lender, provided that: 1.No such document shall impose any monetary liability on the City or subordinate the City’s fee interest; and 2.Any security interest granted shall be limited to Lessee’s leasehold estate and personal property. Lessee shall remain fully responsible for all loan obligations; default under any financing shall not relieve Lessee of its duties under this Lease. Right of First Refusal During the Term (including extensions), Lessee shall have a right of first refusal to match any bona fide third-party oƯer to purchase, lease, or manage the Club or any material portion thereof, on the same terms o Ưered to such third party. Exhibit A Scenario 1 Scenario 2 Scenario 3 Gross EBITDA/Year $ 500,000 $ 800,000 $ 800,000 $ 1,000,000 $ 1,500,000 $ 2,000,000 Minimum Guaranteed Rent (MGR) $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 Shared EBITDA $ 350,000 $ 650,000 $ 650,000 $ 850,000 $ 1,350,000 $ 1,850,000 City 40% $ -$ 150,000 $ 260,000 $ 340,000 $ 540,000 $ 540,000 Lessee 60% $ 350,000 $ 500,000 $ 390,000 $ 510,000 $ 810,000 $ 810,000 City EƯective Revs $ 150,000 $ 300,000 $ 410,000 $ 490,000 $ 690,000 $ 690,000 City Revs 10Yrs $ 4,100,000 $ 4,900,000 $ 6,900,000 $ 6,900,000 Minimum Guaranteed Rent (MGR): $150,000 per Year Y1 – Y10 Minimum Guaranteed Rent: $1,500,000 upfront within sixty (60) days Scenario 1: If Gross EBIDTA < $500,000. $500,000 retained by Lessee, $1,500,000 MGR to City upfront. Scenario 2: Within Lessee Recovery Period Gross EBIDTA > $500,000, Lessee retains $500,000, remaining $150,000 to City. Scenario 3: After Lessee Recovery Period: Gross EBITDA less MGR = Shared EBITDA Split Shared EBITDA via formula: City (40%) : Lessee (60%) Exhibit B Potential Resident Advantage Program 1. Program Name “Ocoee Resident Advantage Program” (ORAP) 2. Purpose Provide City residents with preferred access and pricing, fostering community use of Forest Lake Golf Club (“Club”) and supporting the City’s recreation objectives. 3. Eligibility • Permanent residents within the City of Ocoee municipal limits. • Proof required annually: valid driver’s license or state ID showing an Ocoee address and a current utility bill in the same name. • Up to two (2) additional household members (spouse/partner or dependents under (25) years old may be added under one primary account. 4. Enrolment •Application fee: US $25 per household; renewable annually on the anniversary date. • Enrolment handled at the Golf Shop or online portal; digital “Resident Advantage” card issued. 5. Core Benefits 5.1 Green-Fee Discounts • Weekday (Mon-Thu): 25 % oƯ posted rack rate. • Weekend/Holiday (Fri-Sun & holidays): 15 % oƯ posted rack rate. 5.2 Range & Practice •20 % oƯ bucket prices; free small bucket with any 18-hole Resident tee time. 5.3 F&B & Retail •10 % oƯ all non-alcoholic F&B purchases. •10 % oƯ soft-goods merchandise bearing the Club or City logo. 5.4 Events & Clinics • Priority registration and resident-rate entry fees for junior camps, family golf nights, and club-run tournaments (minimum 10 events/year). 6. Booking Window Residents may book tee times 10 days in advance (public booking window = 7 days). 7. Revenue Reporting Resident rounds, fees, and discounts tracked separately in the POS system; reported monthly to the City in the standard revenue statement. 8. Annual Review & Adjustment Lessee will present an annual ORAP report to the City each January, detailing participation levels, rounds played, revenue impact, and recommended adjustments to pricing or benefits. Any substantive changes require City approval. 9. Compliance & Misuse Fraudulent use (e.g., non-resident play under resident ID) results in immediate suspension of privileges and forfeiture of fees. Lessee may audit proof-of-residency records at any time. 10. Termination or Suspension The City or Lessee may suspend or terminate the Program with 90 days’ written notice if the Program materially undermines financial performance or conflicts with City policy; existing resident memberships honored through the end of their annual term. RFP25-006 Lease & Operation of the Forest Lake Golf Club 74 Attachment “I” Proposer’s Questionnaire The Proposer recognizes that in selecting a company/agent, the City of Ocoee shall rely, in part, on the answers provided in response to this questionnaire. Accordingly, Proposer warrants to the best of its knowledge that all responses are true, correct, and complete. The City of Ocoee reserves the right to contact each and every reference listed below and shall be free from any liability to Proposer for conducting such inquiry. Company Profile 1.Number of Years in Business: ______ 2.Number of Employees: _____ (company wide) Number of Employees: _____ (servicing location) 3.Annual Sales Volume: ______ (company wide) Number of Employees: _____ (servicing location) 4.State that you shall provide a copy of your company’s audited financial statements for the past two (2) years. 5.Is your company currently for sale or involved in any transaction to expend or to become acquired by another business entity? If yes, please explain the impact both in organizational and directional terms. 6.Provide any details of all past or pending litigation or claims filed against your company that would negatively impact your company’s performance under an agreement with the City of Ocoee. 7.Is your company currently in default on any loan agreement or financing agreement with any bank, financial institution, or other entity? If yes, specify date(s), details, circumstances, and prospects for resolution. 11 years FTE 50 FTE45 $3.6mm FTE45 Audited Finanial Statement will be uploaded along with the proposal None No 5. Answer: Our company has obtained a significant invstment from an accredited institutional investor on July 25, 2025, as a result of this investment we now have significantly boosted the capital thats available to us to enable us to continue to grow in the golf space See below blank space RFP25-006 Lease & Operation of the Forest Lake Golf Club 75 Attachment “J” City of Ocoee Execution of Offer Form Request for Proposal THIS FORM IS TO BE COMPLETED, SIGNED AND RETURNED WITH YOUR PROPOSAL. PROPOSER AGREES TO PERFORM ALL WORK AS SET FORTH IN THIS REQUEST FOR PROPOSAL, AND IN ACCORDANCE WITH THE TERMS AND CONDITIONS AT THE PRICES SUBMITTED. If requested, the Proposer shall furnish bonding with the following company as surety: Name of Surety Company: _______________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Insurance Agent: ________________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Contact Person: ________________________________ Ben Brown Insurance 3731 S tuttle Ave Sarasota, FL 34239 941-366-9373 Evan Brown Insurance RFP25-006 Lease & Operation of the Forest Lake Golf Club 76 THE PROPOSER IS HEREBY NOTIFIED THAT THIS DOCUMENT SHALL BE SIGNED IN INK IN ORDER FOR THE PROPOSAL TO BE ACCEPTED. BY SIGNING, THE PROPOSER CERTIFIES THAT HE/SHE SHALL COMPLY IN EVERY ASPECT WITH THE REQUEST FOR PROPOSAL, ADDENDUMS, PROPOSAL, ANY AND ALL EMAILS/LETTERS OF CLARIFICATION, BAFO, AND CONTRACT. The proposal, if submitted by an individual, shall be signed by an individual; if submitted by a partnership, shall be signed by such member or members of the partnership as have authority to bind the partnership; if submitted by a corporation the same shall be signed by the President and attested by the Secretary or an Assistant Secretary. If not signed by the President as aforesaid, there must be attached a copy of that portion of the bylaws, or a copy of a Board resolution, duly certified by the Secretary, showing the authority of the person so signing on behalf of the corporation. In lieu thereof, the corporation may file such evidence with the administration, duly certified by the Secretary, together with a list of the names of those officers having authority to execute documents on behalf of the corporation, duly certified by the Secretary, which listing shall remain in full force and effect until such time as the administration is advised in writing to the contrary. In any case where a proposal is signed by an attorney in fact, the same must be accompanied by a copy of the appointing document, duly certified. If an Individual: RFP25-006 Lease & Operation of the Forest Lake Golf Club 77 If a Partnership: If a Corporation: Aureus Greenway Holdings Inc 2995 Remington Blvd Kissimmee, FL 34744 99-0418678 Nevada 07/29/2025 ChiPing Cheung CEO JONATHAN LIM KING HEAN RFP25-006 Lease & Operation of the Forest Lake Golf Club 78 Remittance Address (if different than above): (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 79 Attachment “K” Acknowledgement of Addenda 1.ACKNOWLEDGMENT OF ADDENDA: Respondent acknowledges receipt of the following addenda: No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ (Remainder of page left blank intentionally.) RFP #25-006 Addendum #1 June 5, 2025 RFP #25-006 Addendum #2 June 20, 2025 RFP #25-006 Addendum #3 June 27, 2025 RFP #25-006 Addendum #4 July 11, 2025 RFP 25-006 Opening - Webex Virtual Meeting Information.pdfJuly 14, 2025 RFP25-006 Lease & Operation of the Forest Lake Golf Club 80 Attachment “L” RFP #25-006 Conflict of Interest Disclosure Form The award of this contract is subject to the provisions of Chapter 112, Florida Statutes, and all applicable federal, state, and local laws. All Bidders must disclose within their bid: the name of any City of Ocoee employee, Mayor or City Commissioner, other City Official, or City Consultants, who owns assets or capital stock, directly or indirectly, in the Bidder’s firm or any of its branches, or would directly or indirectly benefit by the profits or emoluments of this Bid. (Indirect ownership or benefit applies to any members of his or her immediate family.) Bidder certifies that no member of the entity’s ownership or management is presently applying for an employee position or actively seeking an elected position with the City. In the event that a conflict of interest is identified in the provision of services, Bidder agrees to immediately notify the City in writing. The purpose of this disclosure form is to give the City the information needed to identify potential conflicts of interest for the City Commission, Staff, and other key City employees and consultants involved in the award and administration of this contract. According to Chapter 112, Florida Statutes, the term “conflict of interest” “means a situation in which regard for a private interest tends to lead to disregard of a public duty or interest”, and refers to situations in which financial or other personal considerations may adversely affect, or have the appearance of adversely affecting, an employee’s professional judgment in exercising any City duty or responsibility in administration, management, instruction, research, or other professional activities. Please check one of the following statements and attach additional documentation if necessary: ____ To the best of our knowledge, the undersigned firm has no potential conflict of interest for this RFP. ____ The undersigned firm, by attachment to this form, submits information which may be a potential conflict of interest for this RFP. Acknowledged by: Firm Name Signature Name and Title (Print or Type) Date Aureus Greenway Holdings Inc ChiPing Cheung, CEO 07/29/2025 RFP25-006 Lease & Operation of the Forest Lake Golf Club 81 Attachment “M” Non-Collusion Affidavit , being first duly sworn deposes and says: 1.He/She is the (Owner, Partner, Office, Representative or Agent) of , the Bidder that has submitted the attached Bid; 2.He/She is fully informed respecting the preparation and contents of the attached Bid and of all pertinent circumstances respecting such Bid; 3.Such Bid is genuine and is not a collusive or sham Bid; 4.Neither the said Bidder nor any of its officers, partners, owners, agents, representatives, employees, or parties in interest, including this affidavit, have in any way, colluded, conspired, connived or agreed, directly or indirectly, with any other Bidder, firm or person to submit a collusive or sham Bid in connection with the Contract for which the attached Bid has been submitted; or to refrains from bidding in connection with such Contract; or have in any manner, directly or indirectly, sought by agre ement or collusion, or communication, or conference with any Bidder, firm, or person to fix the price or prices in the attached Bid or of any other Bidder, or to fix any overhead, profit, or cost elements of the Bid price or the Bid price in any other Bidder, or to secure through any collusion, conspiracy, connivance, or unlawful agreement any advantage against (Recipient), or any person interested in the proposed Contract; 5.The price or prices quoted in the attached Bid are fair and proper and are not tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of the Bidder or any other of its agents, representatives, owners, employees or parties in interest, including this affidavit. By: Title: STATE OF COUNTY OF Sworn to and subscribed before me by means of ☐ physical presence or ☐ online notarization, this ____ day of ____________, 202___, by ___________________ who ☐ is personally known to me or ☐ has presented _________________ as identification. Notary Public My Commission Expires: ChiPing Cheung CEO Aureus Greenway Holdings Inc ChiPing Cheung CEO Texas Harris July28th 5 ChiPing Cheung PASSPORT 08/13/2028 Electronically signed and notarized online using the Proof platform. RFP25-006 Lease & Operation of the Forest Lake Golf Club 82 Attachment “N” Drug-Free Workplace Certification The undersigned Bidder, in accordance with Florida Statute 287.087, hereby certifies that it has a drug-free workplace program. In order to have a drug-free workplace program, a business shall: 1.Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations o f such prohibition. 2.Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a drug-free workplace, and available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon em ployees for drug abuse violations. 3.Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1). 4.In the statement specified in subsection (1), notify the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or pleas of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction. 5.Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program is such is available in the employee's community, by any employee who is so convicted. 6.Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements. Bidder: Signature By: (Print or Type Name) Title: Date: Aureus Greenway Holdings Inc ChiPing Cheung CEO 07/29/2025 RFP25-006 Lease & Operation of the Forest Lake Golf Club 83 Attachment “O” Sworn Statement under Section 287.133(3)(A), Florida Statutes, on Public Entity Crimes THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1.This sworn statement is submitted to City of Ocoee, Florida by by . (Print individual's Name & Title) whose business address is 2.I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any public entity or with an agency or political subdivision of any other state or with the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material representation. 3.I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, non-jury trial, or entry of a plea of guilty or nolo contendere. 4.I understand that an "affiliate" as defined in Paragraph 287.133(1)(a), Florida Statutes, means: a.A predecessor or successor of a person convicted of a public entity crime: or b.An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case ChiPing Cheung, CEO 2995 Remington Blvd, Kissimmee, FL 34744 RFP25-006 Lease & Operation of the Forest Lake Golf Club 84 that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. 5.I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes, means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids o r applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity. 6.Based on information and belief, the statement I have marked below is true in relation to the entity submitting this sworn statement. (please indicate which statement applies). Neither the entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, nor any affiliate of the entity have been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, or an affiliate of this entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, or an affiliate of this entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding concerning the conviction before a Hearing Officer of the State of Florida, Division of Administrative Hearings. The final order entered by the Hearing Officer determined that it was not in the public interest to place the entity submitting this sworn statement on the convicted vendor list. (Please attach a copy of the final order.) I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH . I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF CHANGE IN THE INFORMATION CONTAINED IN THIS FORM. 07/29/2025 ChiPing Cheung RFP25-006 Lease & Operation of the Forest Lake Golf Club 85 (Signature) Date: Name of Bidder (Contractor) STATE OF COUNTY OF Sworn to (or affirmed) and subscribed before me by means of ☐ physical presence or ☐ online notarization, this ____ day of ____________, 20 , by ___________________ in the state of _________________ County of ________________________. Notary Public My Commission Expires: Aureus Greenway Holdings Inc 07/28/2025 Texas Harris July 202528th ChiPing Cheung Texas Harris 08/13/2028 Electronically signed and notarized online using the Proof platform. RFP25-006 Lease & Operation of the Forest Lake Golf Club 86 Attachment “P” Certification of Non-Segregated Facilities Bidder certifies that he/she does not maintain or provide for its employees any segregated facilities at any of its establishments, and that employees are not permitted to perform their services at any location, under this control, where segregated facilit ies are maintained. Bidder certifies further that it will not maintain or provide for employees any segregated facilities at any of its establishments, and that Bidder will not permit its employees to perform their services at any location under Bidder’s control where segregated facilities are maintained. Bidder agrees that a breach of this certification will be a violation of the Equal Opportunity clause in any contract resulting from acceptance of this Bid. As used in this certification, the term "segrega ted facilities" means any waiting rooms, work areas, restrooms and washrooms, restaurants and other eating areas, time clocks, locker rooms and other storage and dressing areas, parking lots, drinking fountains, recreation or entertainment area, transportation, and housing facilities provided for employees on the basis of race, color, religion, or national origin, because of habit, local custom, or otherwise. Bidder agrees that (except where Bidder has obtained identical certification from proposed subcontractors for specific time periods) Bidder will obtain identical certifications from proposed subcontractors, if any, prior to the award of subcontracts exceeding $10,000 which are not exempt from the provisions of the Equal Opportunity clause, and that Bidder will retain such certifications in its files. The nondiscriminatory guidelines as promulgated in Section 202, Executive Order 11246, and as amended by Executive Order 11375 and as amended, relative to Equal Opportunity for all persons and implementations of rules and regulations prescribed by the United States Secretary of Labor are incorporated herein. The penalty for making false statements in offers is prescribed in 18 U.S.C. 1001. Date , 20___. By: (Title) Official Address (including Zip Code): July 29 25 ChiPing Cheung, CEO 2995 Remington Blvd, Kissimmee, FL 34744 RFP25-006 Lease & Operation of the Forest Lake Golf Club 87 Attachment “Q” Certification Regarding Scrutinized Companies’ Lists Bidder certifies that the company is not participating in a boycott of Israel. Bidder certifies that Bidder is not on the Scrutinized Companies that Boycott Israel List, not on the Scrutinized Companies with Activities in Sudan List, not on the Scrutinized Companies with activities in the Iran Petroleum Energy Sector List, and is not engaged in business operations in Cuba or Syria, as those terms are used and defined in sections 287.135 and 215.473 of the Florida Statutes. In the event that Bidder is unable to provide such certification but still seeks to be considered for award of this solicitation, Bidder shall, on a separate piece of paper, clearly state that it is on one or both of the Scrutinized Companies lists and shall furnish together with its prop osal a duly executed written explanation of the facts supporting any exception to the requirement for certification that it claims under Section 287.135 of the Florida Statutes. Bidder agrees to cooperate fully with the City in any investigation undertaken by the City to determine whether the claimed exception would be applicable. City shall have the right to terminate any contract resulting from this solicitation for default if Bidder is found to have submitted a false certification, or to have been placed on the Scrutinized Companies that Boycott Israel List, or to have been placed on the Scrutinized Companies for Activities in Sudan List, or the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, or has been engaged in business operations in Cuba or Syria. Bidder: ___________________________________ By:__________________________________________________ (Authorized Signature) Printed Name and Title:___________________________________ Date:_________________________________________________ Aureus Greenway Holdings Inc ChiPing Cheung, CEO 07/29/2025 RFP25-006 Lease & Operation of the Forest Lake Golf Club 88 Attachment “R” Human Trafficking Affidavit The undersigned, on behalf of Contractor, hereby attests as follows: 1.Contractor understands and affirms that Section 787.06(13), Florida Statutes, prohibits the City of Ocoee from executing, renewing, or extending a contract to entities that use coercion for labor or services. 2.Contractor hereby attests, under penalty of perjury, that Contractor does not use coercion for labor or services as defined in Section 787.06(2), Florida Statutes. I, the undersigned, am an officer or representative of the non-governmental entity named below, and hereby represent that I: make the above attestation based upon personal knowledge; am over the age of 18 years and otherwise competent to make the above attestation; and am authorized to legally bind, and make the above attestation on behalf of, the Contractor. Under penalties of perjury, I declare that I have read the forgoing document and that the facts stated in it are true. By: Print Name: Print Title: _____________________________ Company Name: STATE OF COUNTY OF The foregoing instrument was sworn to and subscribed before me by means of ☐ physical presence or ☐ online notarization, this ____ day of ______________ , 202__ , by ______________________, as _______________________ of __________________ , who is ☐personally known to me or ☐ produced _______________________________ as identification. Notary Public Signature (Seal) Print Notary Name: ______________________ My Commission Expires: ChiPing Cheung CEO Aureus Greenway Holdings Inc July 5 Texas Harris 28 ChiPingÊCheung CEO AureusÊGreenwayÊHoldingsÊInc PASSPORT QinÊChen 08/13/2028 ElectronicallyÊsignedÊandÊnotarizedÊonlineÊusingÊtheÊProofÊplatform. RFP25-006 Lease & Operation of the Forest Lake Golf Club 89 Attachment “S” Company Not an Entity of Foreign Country of Concern In accordance with Florida Statute 287.138 and for purposes of this affidavit, "foreign country of concern" means the People's Republic of China, the Russian Federation, the Islamic Republic of Iran, the Democratic People's Republic of Korea, the Republic of Cuba, the Venezuelan regime of Nicolas Maduro, or the Syrian Arab Republic, including any agency of or any other entity of significant control of such foreign country of concern. The undersigned, on behalf of the entity listed below hereby attests under penalty of perjury as follows: 1.I am an officer or representative of ________________________ (hereinafter “Entity”), and I am authorized to provide this affidavit on its behalf. 2.Entity is not owned by the government of a foreign country of concern. 3.No government of a foreign country of concern has a controlling interest in Entity. 4.Entity is not organized under the laws of or has its principal place of business in a foreign country of concern. 5.If, at any time in the future, Entity does become owned by a foreign country of concern, if a foreign country of concern acquires a controlling interest in Entity, or Entity becomes organized under the laws of or relocated to a foreign country of concern, Entity will immediately notify the City of Ocoee and no contracts may be executed, renewed, or extended between the parties. 6.I have read the foregoing affidavit and confirm that the facts stated in it are true, and are made for the benefit of, and reliance by the City of Ocoee. Authorized Signature: Printed Name: Title: STATE OF COUNTY OF The foregoing instrument was acknowledged by physical means / by electronic means before me this day of 20__, by , who is personally known to me / presented as identification and who did / did not take an oath. Notary Public, Commission Seal: Print Name: Aureus Greenway Holdings Inc ChiPing Cheung CEO Texas Harris July28th 2025 ChiPing Cheung PASSPORT Qin Chen Electronically signed and notarized online using the Proof platform. Kissimmee Bay Country Club Profit and Loss June 2025 Accrual Basis Wednesday, July 30, 2025 01:27 PM GMT+08:00 1/6 TOTAL Income 10 Dues and Fees 4000 Dues 4010 Single 4012 Family 4013 Corporate 4014 Member Trail Fee Monthly Dues 4015 Trail Fee Revenue Total 4000 Dues Total 10 Dues and Fees 12 Green Fees 4030 Greens Fees 4031 WD 18 Hole 4032 WD 9 Hole 4035 WD Member 4038 WD Package/Motel 4039 WD Specials 4040 WD Outings 4041 WD League Total 4030 Greens Fees Total 12 Green Fees 13 Cart Fees 4042 Cart Fees 4043 9 Hole Member Cart 4046 18 Hole Member Cart Total 4042 Cart Fees Total 13 Cart Fees 14 Merchandise Sales 4050 Merchandise Sales 4051 Shoe Sales 4052 Men's Wear 4053 Ladies' Wear 4054 Golf Balls 4055 Gloves 4056 Clubs 4057 Bags 4058 Miscellaneous Merchandise 4059 Headwear Total 4050 Merchandise Sales Total 14 Merchandise Sales Kissimmee Bay Country Club Profit and Loss June 2025 Accrual Basis Wednesday, July 30, 2025 01:27 PM GMT+08:00 2/6 TOTAL 15 Other Pro Shop 4060 Other Pro Shop 4064 Club Rental 4067 Miscellaneous 4068 Range Bucket Total 4060 Other Pro Shop Total 15 Other Pro Shop 17 Food & Beverage Sales 4081 Beer and Liquor Sales 4085 Rest Beer Revenue 4086 Rest Wine Revenue 4087 Rest Liquor Revenue 4189 Banquet Liquor 4190 Banquet Wine 4191 Banquet Beer Total 4081 Beer and Liquor Sales 4082 Food & Banquet Sales 4083 Rest Snacks & Sweets 4084 Rest Food Sales 4186 Restaurant Beverage Revenue 4192 Banquet Non Alco Beverage Rev Total 4082 Food & Banquet Sales Total 17 Food & Beverage Sales 19 Other Income 4091 Other Income 4088 Banquet Sales - Other 4094 Miscellaneous Income 4096 Finance Charges 4098 Interest Income Total 4091 Other Income Total 19 Other Income Total Income Kissimmee Bay Country Club Profit and Loss June 2025 Accrual Basis Wednesday, July 30, 2025 01:27 PM GMT+08:00 3/6 TOTAL Cost of Goods Sold 22 Cost of Merchandise 6070 Merchandise COGS 6072 Cost of Bags 6076 Cost of Clubs 6078 Cost of Gloves 6080 Cost of Ladies' Wear 6082 Cost of Men's Wear 6084 Cost of Misc Merchandise 6086 Cost of Golf Balls 6088 Cost of Shoes 6089 Cost of Headwear Total 6070 Merchandise COGS Total 22 Cost of Merchandise 24 F&B Cost of Goods Sold 7052 Food & Beverage COGS 7056 Cost of Food Sales 7060 Cost of Non-Alcoholic Food 7062 Cost of Snacks & Sweet Sales 7070 Employee Meals Total 7052 Food & Beverage COGS 7053 Cost of Beer and Liquor Sales 7054 Cost of Beer Sales 7058 Cost of Liquor Sales 7068 Cost of Wine Sales Total 7053 Cost of Beer and Liquor Sales Total 24 F&B Cost of Goods Sold Total Cost of Goods Sold GROSS PROFIT Expenses 25 Pro Shop Labor 20120 Wages-Assistant Pro #1 20140 Wages-Clerks 20170 Wages-Cart Labor Total 25 Pro Shop Labor 26 Food & Beverage Labor 20210 Wages-Banquet Staff Bus Boy 20230 Wages-Banquet Sales 20240 Wages-F&B Manager 20250 Wages-Cooks Kissimmee Bay Country Club Profit and Loss June 2025 Accrual Basis Wednesday, July 30, 2025 01:27 PM GMT+08:00 4/6 TOTAL 20260 Wages-Servers Total 26 Food & Beverage Labor 29 Course Labor 20510 Contract Labor - Course Maint Total 29 Course Labor 31 Administrative Labor 20410 Wages-Manager 20440 Wages - Housekeeping Total 31 Administrative Labor 35 Pro Shop Expenses 6000 ProShop Expenses 6002 Auto Expenses 6006 Cart Leases 6014 Equip Repairs & Maintenance 6030 Oil and Gas for Equipment 6042 Range Balls 6052 Signs/Displays 6056 Supplies - Operational Total 6000 ProShop Expenses Total 35 Pro Shop Expenses 36 Restaurant Expense 7000 Restaurant Expenses 7004 Cleaning/Dishwashing 7006 Cleaning/Housekeeping Service 7008 Dining RM/Bar/Banquet Supplies 7016 Flowers/Decorations 7020 Kitchen Fuel and Fuel Oil 7024 Linen 7030 Paper/Disposables 7036 Printing and Stationary 7040 Repairs and Maintenance 7046 Supplies - Operational Total 7000 Restaurant Expenses Total 36 Restaurant Expense 39 Course Maintenance 9000 Course Upkeep Expenses 9024 Equipment Leases 9042 Repairs and Maintenance Total 9000 Course Upkeep Expenses Total 39 Course Maintenance Kissimmee Bay Country Club Profit and Loss 40 Marketing Expense 6136 Marketing Expenses -Membership 6144 Directory Advertising Total 6136 Marketing Expenses -Membership Total 40 Mar1<eting Expense 41 Administrative Expense 10000 Other Ad min Expenses 1 0006 Bank Charges 10012 Car Telephone 10024 Credit Card Processing Charges 10026 Dues & Subscriptions 1 0028 Electricity 10031 Employee Meals 10032 Equip Repairs and Maintenance 10048 Homeowners' Association 10054 Liability Insurance Expense 10057 Management Fees 10059 Wages-HK employee 10062 Meals and Entertainment 10070 Outside Services 10072 Personal Prop/RE Tax Consulting 10076 Pest Control 10086 Professional Fees Accounting 10116 Supplies -Office 10118 Supplies -Operational 10120 Telephone/Internet 10124 Travel Expense 10126 Waste/Trash Removal 10127 Water Potable/Clubhouse 10128 Workmans' Comp Insurance Total 10000 Other Admin Expenses Total 41 Administrative Expense 42 Other Expense 10130 Other Expenses 10136 Real Estate Taxes 10138 Payroll Taxes 10139 Payroll Fees Total 10130 Other Expenses Total 42 Other Expense June 2025 Accrual Basis Wednesday, July 30, 2025 01 :27 PM GMT +08:00 TOTAL 5/6 Kissimmee Bay Country Club Profit and Loss June 2025 Accrual Basis Wednesday, July 30, 2025 01:27 PM GMT+08:00 6/6 TOTAL RFP25-006 Lease & Operation of the Forest Lake Golf Club 90 Attachment “T” Contractor E-Verify Affidavit I hereby certify that [insert contractor company name] does not employ, contract with, or subcontract with an unauthorized alien, and is otherwise in full compliance with Section 448.095, Florida Statutes. All employees hired on or after January 1, 2021 have had their work authorization status verified through the E-Verify system. A true and correct copy of [insert contractor company name] proof of registration in the E-Verify system is attached to this Affidavit. Print Name: Date: STATE OF ___________________ COUNTY OF _________________ The foregoing instrument was acknowledged before me by means of □physical presence or □online notarization, this (date) by (name of officer or agent, title of officer or agent) of (name of contractor company acknowledging), a _________ (state or place of incorporation) corporation, on behalf of the corporation. He/she is personally known to me or has produced ____________________ (type of identification) as identification. [Notary Seal] Notary Public Name typed, printed or stamped My Commission Expires: ______ Aureus Greenway Holdings Inc Aureus Greenway Holdings Inc ChiPing Cheung 07/28/2025 Texas Harris 07/28/2025 ChiPing Cheung Aureus Greenway Holdings Inc PASSPORT Qin Chen 08/13/2028 Nevada Electronically signed and notarized online using the Proof platform. SAM LUI HKICPA, ACCA Email: LWSSAM1120@GMAIL.COM Mobile: +852 9470-6636 PROFILE Over 8 years of working experience as CFO/ Financial Controller and Company Secretary for MNCs and listed companies on the Stock Exchange of Hong Kong Limited (“HKEX”). Member of HKICPA and ACCA with 7 years professional experience in auditing field. WORKING EXPERIENCE Nov 2023- Present Aureus Greenway Holdings Limited (Nasdaq symbol: AGH), CFO Participated in the Company’s initial public offering. Duties included drafting and reviewing relevant sections (management discussion and analysis and financial statements) in the prospectus. The Company was successfully listing on the Nasdaq Capital Market in February 2025 Prepare consolidated financial statements, financial analysis for management’s and board’s review, and deal with auditors for quarterly and annual reporting Perform monthly bank reconciliation for the group companies Jan 2018- Present Guan Chao Holdings Limited (stock code: 1872), Company Secretary Participated in the IPO engagement for the Company. Duties included drafting and reviewing relevant sections in the prospectus, attending all parties’ meeting and dealing with professional parties prior the Company’s listing on the Main Board of HKEX on 28 February 2019 Handling all matters of company secretarial duties for the listed Group and its subsidiaries, including preparation and vetting announcements, circulars, annual and interim reports Organising board meetings, board committee meetings and general meetings & preparing board papers, board minutes and resolution Mar 2024- Jan 2025 Synertone Communication Limited (stock code: 1613), Company Secretary Handled all company secretarial duties for the listed Group and its subsidiaries, including preparation and vetting of announcements, circulars, annual reports and interim reports Participated in corporate transactions such as subscription/placing of new shares, grant and exercise of share options Organised board meetings, board committee meetings and general meetings, and prepared board papers, board minutes and resolutions Dealt with auditors for audit issues, arranged site visits and other professional parties for the annual audit Dec 2020- Sep 2023 Zeal Technology Solutions Limited, Financial Controller Prepared monthly consolidated financial statements, financial analysis and reporting pack for management review Led the finance teams and managed group finance operations to ensure departmental efficiency Participated in financial and tax strategies, capital requests and budgeting processes, cash flow forecasts and performance measures to support the strategic direction Managed the treasury functions, including cash management, liquidity planning, and banking relationships SAM LUI HKICPA, ACCA Email: LWSSAM1120@GMAIL.COM Mobile: +852 9470-6636 WORKING EXPERIENCE - CONTINUED Mar 2017- Sep 2020 Cool Link (Holdings) Limited (stock code: 8491), Financial Controller & Company Secretary Interacted with all professional parties for drafting of the prospectus for the Company’s IPO, successfully listed on the GEM Board of HKEX on 22 September 2017 Prepared consolidation spreadsheets and reviewed subsidiaries’ financial statements Drafted and finalised announcements, annual reports, interim reports, quarterly reports, monthly returns, circulars and proxy forms Managed board meeting documentation, including agendas, notices, minutes and statutory registers Jan 2015- Jan 2017 Deloitte Touche Tohmatsu, Senior Auditor Year 3 Auditor-in-charge for listed clients which are engaged in gaming and hotel operations in the Russian Federation including a high level of responsibility for client liaison and portfolio management, audit planning, developing deliverables, writing reports and presentation as well as performing audit fieldwork in Russia Participated and supervised IPO engagement in which the client is a property developer principally engaging in property development of industrial buildings for sale or rental in Hong Kong and was successfully listed on the Main Board of HKEX Jun 2011- Jan 2015 BDO Limited, Assistant Manager Engaged in a Placing/ Very Substantial Acquisition Project for client which provides corporate credit and performance guarantee services to SMEs in PRC and was successfully listed in the GEM Board of HKEX in less than one year Auditor-in-charge for various listed companies on HKEX which are principally engaged in (i) property investment, development and property leasing in PRC; (ii) asset management and direct investment; and (iii) research, manufacturing, sales and trading of pharmaceutical and health care products EDUCATION AND QUALIFICATION Member of ACCA - Association of Chartered Certified Accountants Member of HKICPA - Hong Kong Institute of Certified Public Accountants Bachelor of Business Administration (Accounting) - Lingnan University, Hong Kong SKILLS AND CAPABILITIES Languages Cantonese (native), Mandarin (fluent), English (fluent) Computer Microsoft Word, Excel, PowerPoint, QuickBooks, MYOB, Dynamic CHIPING CHEUNG 2995 Remington Blvd, Kissimmee, FL 34744 EXPERIENCE Aureus Greenway Holdings Inc (Ticker: AGH) CEO, Jan 2024 – present In charge of all operations of the company Public face of the company Interact with potential investors Chrome Fields I, Inc and Chrome Fields II Inc Managing Partner, Dec 2014 – Dec 2023 Manage and operate commercial and residential properties Deutsche Bank AG, New York, May 1999 – April 2014 COO Americas, Loan Exposure Management Group (“LEMG”) LEMG actively manage DB’s global loan portfolios utilizing CDS and securitization (CLO) Responsible for capital optimization for very large commercial loan portfolios Manage group wide portfolio cost of funding and optimization Responsible for staff personnel expense management Bear Stearns & Co., Aug 1994 – May 1999 Financial Analytics and Structured Transaction Group Interest rate swap, Equity Swap and CDS trading Soros Associates, March 1993 – Aug 1994 Commodities transportation logistics and modeling EDUCATION University of Connecticut, Stamford, EMBA Deutsche Bank sponsored executive MBA program University of California, Berkeley, CA 1989 – 1992, Bachelor of Science Industrial Engineering and Operations Research Monterey Peninsula College, Monterey, CA 1988 – 1989 English as Second Language programs, Associate Degree St. Stephen’s College, Hong Kong, 1987-1988 Form IV – VI, HKCEE From:ChiPing Cheung To:Tolbert, Joyce Cc:Stokych, Olena Subject:Re: City of Ocoee RFP for the Lease and Operations of the Forest Lake Golf Club Date:Wednesday, August 6, 2025 11:43:16 PM Importance:High Dear Joyce To answer your questions below 1. E-Verify. We use ADP at our own courses. According to ADP, E-Verify is a service that can be purchased at $170 per month. I am happy to subscribe to that service tof FLGC if we are selected as the next lease operator 2. References. Insofar, we have only owned and operated our own courses so I am not able to get you other references. This is our first endeavor in leasing municipality asset. AS I said in our lease I will look after this asset like my own asset. 3. Our proposal can become a public record except the financial terms we offerred you for this RFP including but not limited to whats on the term sheet. Our company’s financial records are public information. Regards On Aug 7, 2025, at 4:58 AM, Tolbert, Joyce <JTolbert@ocoee.org> wrote: Good afternoon, Mr. Cheung: RE: Notice of Missing Information requested by the RFP for the Lease and Operations of the Forest Lake Golf Club. Please provide proof of registration in E Verify. Please provide references from entities other than properties you own and operate. Confidentiality Notice included in your Proposal: Per the RFP pp.15, 26, 28, and 35, your proposal will become a public record under Florida Statute Chapter 119, except for your Financial Statements as they are exempt from the Florida Public Records law. You must identify specially any information contained in your proposal which you consider confidential and believe to be exempt from disclosure and cite specifically the applicable exempting law. Please email the requested information requested above to my attention or to Olena Stokych by tomorrow, August 7, 2025, at 12:00 p.m. Noon. Should the City not receive this requested information, the Evaluation Committee will proceed with evaluating your proposal accordingly. Please contact me or Olena with any questions regarding the above, or if you are unable to meet the deadline above. Thank you. Joyce Tolbert, NIGP-CPP, CPPB Procurement Manager <image001.png> City of Ocoee 1 N. Bluford Ave. Ocoee, FL 34761 8jtolbert@ocoee.org (407.905.3100 x1516, Direct 407.554.7103 :https://link.edgepilot.com/s/456ab44e/51lbdE6bZEqHgFcqFRFSfA? u=http://www.ocoee.org/323/Purchasing P Go Green: Please consider the environment before printing this email. PLEASE NOTE: Florida has a very broad public record law. Most written communications to or from City officials regarding City business are public records, available to the public and media upon request. Under Florida law, e-mail addresses are public records. From:ChiPing Cheung To:Tolbert, Joyce; Amber Adams Cc:Stokych, Olena Subject:Re: City of Ocoee RFP for the Lease and Operations of the Forest Lake Golf Club Date:Thursday, August 7, 2025 9:59:04 AM Attachments:image001.png image001.png Joyce In light of the urgent situation, I would like you to contact the regional chair person for our bank Southstate bank for references you need. I included Amber in this email and pls do feel free to reach out to her directly for the reference you need for us. Amber This is for the purpose of our proposal to lease the forest lake golf course and the city of ocoee needs a reference for our us as an entity. We submitted our bid using our corporate entity Aureus Greenway Holdings Inc Kind regards Sent from my iPhone Mobile: +1-914-843-1982 On Aug 7, 2025, at 4:58 AM, Tolbert, Joyce <JTolbert@ocoee.org> wrote: Good afternoon, Mr. Cheung: RE: Notice of Missing Information requested by the RFP for the Lease and Operations of the Forest Lake Golf Club. Please provide proof of registration in E Verify. Please provide references from entities other than properties you own and operate. Confidentiality Notice included in your Proposal: Per the RFP pp.15, 26, 28, and 35, your proposal will become a public record under Florida Statute Chapter 119, except for your Financial Statements as they are exempt from the Florida Public Records law. You must identify specially any information contained in your proposal which you consider confidential and believe to be exempt from disclosure and cite specifically the applicable exempting law. Please email the requested information requested above to my attention or to Olena Stokych by tomorrow, August 7, 2025, at 12:00 p.m. Noon. Should the City not receive this requested information, the Evaluation Committee will proceed with evaluating your proposal accordingly. Please contact me or Olena with any questions regarding the above, or if you are unable to meet the deadline above. Thank you. Joyce Tolbert, NIGP-CPP, CPPB Procurement Manager City of Ocoee 1 N. Bluford Ave. Ocoee, FL 34761 8jtolbert@ocoee.org (407.905.3100 x1516, Direct 407.554.7103 :https://link.edgepilot.com/s/85e3d3a2/mUJfY-iSo0yjsQsaclP7LA? u=http://www.ocoee.org/323/Purchasing P Go Green: Please consider the environment before printing this email. PLEASE NOTE: Florida has a very broad public record law. Most written communications to or from City officials regarding City business are public records, available to the public and media upon request. Under Florida law, e-mail addresses are public records. FOREST LAKE GOLF CLUB RFP PACKET PREPARED BY THE CITY OF OCOEE REQUEST FOR PROPOSALS RFP #25-006 FOR THE LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB RFP25-006 Lease & Operation of the Forest Lake Golf Club 1 RFP25-006 Lease & Operation of the Forest Lake Golf Club 2 RFP25-006 Lease & Operation of the Forest Lake Golf Club 3 RFP25-006 Lease & Operation of the Forest Lake Golf Club 4 RFP25-006 Lease & Operation of the Forest Lake Golf Club 5 RFP25-006 Lease & Operation of the Forest Lake Golf Club 6 RFP25-006 Lease & Operation of the Forest Lake Golf Club 7 RFP25-006 Lease & Operation of the Forest Lake Golf Club 8 RFP25-006 Lease & Operation of the Forest Lake Golf Club 9 Table of Contents Section 1 – Introduction and Instructions 1.01 Purpose of the RFP……………………….……………….…………………………11 1.02 Contact Information & Question Submittal Instructions…..………12 1.03 RFP Schedule of Events………………………………………………………….…12 1.04 Proposal Submission Instructions…………………………………………....13 1.05 Mandatory Preproposal Conference/Tour of Course……………….15 1.06 Submittal of Questions…………………………………………………………….15 1.07 Addendum…………………………………………………………………………….…15 1.08 Legal Advertisement…………………………………………………….………….16 Section 2- Scope of Services 2.01 Scope………………………………………………………………………………………17 2.02 Operating Experience/Minimum Qualifications.………………………18 2.03 Lease Agreement Criteria…………………………………………………………18 Section 3 – Proposal Format and Content 3.01 Submittal Requirements………………………………………………………...…18 Section 4 – Review of Proposals and Evaluation Criteria 4.01 Selection Criteria………..………………………………………………………..……27 Section 5 – Standard Proposal Information 5.01 Authorized Signature…………………………………………………………………29 5.02 City Not Responsible for Preparation Cost…………………………………29 5.03 Conflict of Interest…………………………………………..……..…………………29 5.04 Request for Proposal as Part of Contract…………………….…………….29 5.05 Proposer’s Certification………………………………………………………….…30 5.06 No Contact Policy………………………………………………………………………30 5.07 Special Conditions……………………………………………………………………..30 5.08 Special Provisions………………………………………………………………………32 5.09 General Conditions……………………………………………..…………………….33 RFP25-006 Lease & Operation of the Forest Lake Golf Club 10 Section 6 – Attachments Attachment A City Goals……………………………………………………………….48 Attachment B Performance Expectations……………………………………..49 Attachment C Lease Agreement Draft Terms and Conditions……….55 Attachment D Operating Performance History………..……………………59 Attachment E Current Green Fees Schedule….…………………………….60 Attachment F Golf Course Maintenance Standards……….……………..61 Attachment G Building Maintenance Standards………………..………….69 Attachment H Capital Improvement Needs…………………………………..72 Attachment I Proposer’s Questionnaire*…………………………………….74 Attachment J City of Ocoee Execution of Offer Form*………..……….75 Attachment K Acknowledgement of Addenda*…………………………….79 Attachment L Conflict of Interest Disclosure Form*………………………80 Attachment M Non-Collusion Affidavit*………………………………………….81 Attachment N Drug-Free Workplace Form*……………………………………82 Attachment O Sworn Statement on Public Entity Crimes Form*…….83 Attachment P Certification of Non-Segregated Facilities Form*…….86 Attachment Q Scrutinized Companies’ Lists Form*…………………………87 Attachment R Human Trafficking Affidavit*…………………………………..88 Attachment S Not an Entity of Foreign Country of Concern*…………89 Attachment T E-Verify Affidavit*………………………………………………….90 * Submit forms with your proposal End Table of Contents RFP25-006 Lease & Operation of the Forest Lake Golf Club 11 Request for Proposal: Lease and Operation of the Forest Lake Golf Club Section 1 – Introduction and Instructions 1.01 Purpose of the RFP This Request for Proposals (this “RFP”) is issued by the City of Ocoee (the “City”) and unless otherwise designated. The purpose of this RFP is to secure a lease agreement with a qualified golf operator as the new tenant (the “Proposer” or “Respondent” or “Firm” or “Bidder”) to operate, maintain, and market the city’s municipal golf course and related facilities known as Forest Lake Golf Club, which is comprised of an 18-hole championship golf course, driving range, practice green(s), maintenance facility and cart barn, clubhouse, golf shop, restaurant, and other related facilities and improvements, all as further specified and designated by the City, in the City’s sole discretion. The Proposer shall perform all services identified in this RFP including all services set forth in the Attachments. The Attachments are a part of this RFP unless indicated otherwise. Services are to include, but not be limited to: 1. Provide a high-quality golf experience with an emphasis on excellent course playability and exceptional customer service. 2. Properly maintain the golf course and all facilities to preserve and enhance the City’s investment. 3. Effectively and efficiently operate the Club golf operations, pro shop, restaurant, and grounds maintenance facilities to achieve acceptable profitability. 4. Market and promote the Club to increase market share and profit potential, including family and youth golf participation programs. 5. Develop and implement recommendations for a capital improvement master plan to update, enhance, and expand facilities to attract additional play and usage of clubhouse amenities. RFP25-006 Lease & Operation of the Forest Lake Golf Club 12 The City has made significant capital investments in the Club and related land since the early 90’s and is looking for firms or individuals to partner with the City who share its vision for maintaining and operating a top-quality public golf course and community venue. 1.02 Contact Information & Question Submittal Instructions All questions regarding this RFP shall be in writing and directed to Olena Stokych, Purchasing Analyst, ostokych@ocoee.org with a copy to Joyce Tolbert, NIGP-CPP, CPPB, Procurement Manager jtolbert@ocoee.org, or through the Bonfire platform. Any clarifications/changes to the RFP requirements will be made by written addenda only, issued by Purchasing and posted on Bonfire. The deadline for RFP questions is July 8, 2025, at 2 p.m. local time. The Proposer, legal counsel, or anyone affiliated with the Proposer are prohibited from communicating or lobbying in any manner about this project with any other City employee, elected official, City consultants, or evaluation team members from the date of issuance of this RFP until the final selection unless at a duly noticed public City meeting. Other means of communications or contact may disqualify the Proposer. Submittals must be signed by a duly authorized official of the Proposer. Consortiums or joint ventures submitting proposals must establish that all contractual responsibility rests solely with one legal entity. Each submittal should indicate the entity responsible for the execution on behalf of the proposal team. 1.03 RFP Schedule of Events This schedule of events represents the City’s best estimate of the schedule that will be followed for this RFP. If a component of this schedule such as deadline for receipt of proposals is delayed, the rest of the schedule will be shifted by an approximate number of days. The approximate RFP schedule is as follows; all dates are subject to change at the City’s discretion: RFP Issued June 1, 2025 Mandatory Preproposal Meeting June 16, 2025, 2pm Deadline for Questions July 8, 2025, 2pm RFP25-006 Lease & Operation of the Forest Lake Golf Club 13 Proposals Due August 5, 2025, 2pm Review of Proposals and Shortlisting August 28, 2025 Interviews, Selection and authorization to negotiate with selected firm October special comm mtg date TBA Lease Negotiations Dates TBA between October selection/approval & Dec Comm mtg Lease Approval Operations commence with selected firm December Commission Mtg date TBA January 1, 2026 1.04 Proposal Submission Instructions Proposals will ONLY be accepted electronically through the Bonfire Platform until August 5, 2025, at 2 p.m. local time. Respondents shall submit one (1) complete electronic copy, preferably in a single file, of their Proposal on the Bonfire Platform. Proposals must be received by Bonfire no later than the proposal submission deadline. It shall be the sole responsibility of the Respondent to have its Proposal uploaded and submitted on the Bonfire Platform prior to the due date and time. Any attempt to submit a Proposal after the submission deadline will not be accepted under any circumstances. Any uncertainty regarding the time a Proposal is received will be resolved against the Respondent. A virtual public bid opening will be held at approximately 2:01 pm. or as soon thereafter. Once available, the details on how to access the virtual bid opening will be posted in the project file on Bonfire and available on the City’s website at https://www.ocoee.org/959/Public-Bid- Meetings. File Uploads – Submission materials should be prepared in the file formats listed under Requested Information for this opportunity in the Bonfire Platform. The maximum upload file size is 1000 MB. Documents should not be embedded within uploaded files, as the embedded files will not be accessible or evaluated. All electronic files uploaded must be in a common format accessible by software programs the City uses. Those common formats are generally described as Microsoft Word (.doc or .docx), Microsoft Excel (.xls or .xlsx), Microsoft Power Point RFP25-006 Lease & Operation of the Forest Lake Golf Club 14 (.ppt or pptx), or Adobe Portable Document Format (.pdf). Respondents will not secure, password protect or lock uploaded files; the City must be able to open and view the contents of the file. Respondents will not disable or restrict the ability of the City to print the contents of an uploaded file. Scanned documents or images must be of sufficient quality, no less than 150 dpi, to allow for reading or interpreting the words, drawings, images or sketches. The City may disqualify any Submittal Response that does not meet the criteria stated in this paragraph. The City is ONLY accepting electronic solicitation responses online through the City’s Bonfire platform at https://ocoee.bonfirehub.com. This link can also be accessed through the City’s website at https://www.ocoee.org/323/Purchasing under the Current Open Solicitations menu. All Proposals for this RFP MUST be submitted electronically through the Bonfire Platform. Proposals received in any other format will not be accepted; no paper, fax, or e-mailed submissions will be accepted. There is no charge for prospective respondents to use the Bonfire e - procurement platform. The Bonfire platform’s minimum system requirements: Microsoft Edge, Google Chrome, Safari, or Mozilla Firefox. JavaScript and browser cookies must be enabled. Registration with Bonfire is free and is required prior to submitting a proposal. It is suggested that prospective respondents register no later than 24 hours in advance of the submission deadline to ensure proper registration. For assistance with registering, contact the Bonfire Support Desk by emailing support@gobonfire.com. Support by email is provided Monday to Friday from 8:00 a.m. – 8:00 p.m. EST/EDT. Upon completing the registration with Bonfire, bidders will be able to submit a bid securely, any time before the bid submission deadline, at https://ocoee.bonfirehub.com by clicking the “PREPARE YOUR SUBMISSION” under the solicitation. An instructional video is provided for an overview of the submission process. Once the bid has been submitted, the Bidder will receive a date/time stamp confirmation within the Bonfire platform and an email confirmation of the bid submission. Bids submitted on the Bonfire Platform will remain locked and inaccessible by City staff until the bid deadline. Bidders are encouraged to allow ample time to upload and submit their Bid as the system will automatically lock upon the bid submission deadline. The actual contract award will be made by the Ocoee City Commission at a later date. Please be aware that all City Commission RFP25-006 Lease & Operation of the Forest Lake Golf Club 15 meetings are duly noticed public meetings and all documents submitted to the City as a part of a bid constitute public records under Florida law. 1.05 Mandatory Preproposal Conference/Tour of Course A MANDATORY PREPROPOSAL CONFERENCE IS SCHEDULED FOR JUNE 16, 2025 AT 2 P.M. LOCAL TIME AT FOREST LAKE GOLF CLUB. PROPOSER IS ENCOURAGED TO TOUR THE GOLF COURSE PRIOR TO THE MEETING. PROSPECTIVE RESPONDENTS MUST ATTEND THIS MANDATORY PRE-PROPOSAL CONFERENCE IN ORDER FOR THEIR PROPOSAL TO BE ACCEPTED, REVIEWED AND CONSIDERED FOR SELECTION. PROPOSALS FROM NON-ATTENDEES WILL NOT BE ACCEPTED. THE PURPOSE OF THIS CONFERENCE IS FOR ACCESS TO TOUR THE GOLF COURSE AND FACILITIES AND REVIEW THE RFP PACKET. ADDITIONALLY, CITY REPRESENTATIVES WILL BE AVAILABLE TO ANSWER QUESTIONS AT THIS MEETING REGARDING THE PROJECT. 1.06 Submittal of Questions Proposer must submit any questions in writing no later than 2 p.m. local time on July 8, 2025 per the instructions listed in Section 1.02. Oral answers to questions relative to the interpretation of the requirements or the proposal process will not be binding on the City. The City reserves the right to include questions and responses in the form of written addendums, as it deems necessary. 1.07 Addendum To ensure fair consideration for all Proposers, any interpretation made to prospective Proposers will be expressed in the form of an addendum to the specifications, if such information is deemed necessary for the preparation of proposals or if the lack of such information would be detrimental to the uniformed Proposer. Any clarifications/changes to the RFP requirements will be made by written addenda only, issued by Purchasing and posted on Bonfire. RFP25-006 Lease & Operation of the Forest Lake Golf Club 16 Please note that it is the Proposer’s responsibility to check this site frequently for addendums, which may impact pricing, this document’s requirements, terms, and/or conditions. Any response by the City to a request by a prospective respondent for clarification or correction will be made in the Bonfire RFP file or in the form of a written addendum which will be distributed via Bonfire. It shall be the responsibility of each Respondent to obtain a copy of all issued Addenda. The City reserves the right to issue Addenda concerning the date and time when proposal acceptance shall close at any time up to the date and time set for proposal closing. In case any Respondent fails to acknowledge receipt of any such Addendum, its proposal will nevertheless be construed as though the Addendum had been received and acknowledged. Submission of a proposal will constitute acknowledgment of the receipt of the RFP Documents and all Addenda. Only interpretations or corrections provided by written Addenda shall be binding on the City. Respondents are cautioned that any other source by which a Respondent receives information concerning, explaining, or interpreting the RFP Documents shall not bind the City. 1.08 Legal Advertisement Request for Proposals, Legal Advertisement The City of Ocoee, Florida (the “City”) is soliciting sealed proposals for RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB. Proposals will only be accepted electronically through Bonfire, a free e-Procurement platform, until 2:00 p.m., local time, on August 5, 2025. Proposals received after that time or through any other method will not be accepted under any circumstances. Proposals that have been timely received will be publicly opened virtually online and the name of the responding firms read aloud at that time; instructions will be provided at https://www.ocoee.org/959/Public-Bid-Openings. A MANDATORY PRE- PROPOSAL CONFERENCE and site visit will be held at 2:00 p.m. local time on June 16, 2025, at the Forest Lake Golf Club, 10521 Clarcona-Ocoee Road, Ocoee, FL 34761. Prospective Respondents must attend this Mandatory Pre-Proposal Conference to be considered for selection. The purpose of this conference is for access to tour the golf course and facilities and review the RFP packet. Additionally, City representatives will be available to answer questions at this meeting regarding the project. All questions regarding this RFP shall be in writing and directed to Olena Stokych, Purchasing Analyst, ostokych@ocoee.org with a copy to Joyce Tolbert, RFP25-006 Lease & Operation of the Forest Lake Golf Club 17 NIGP-CPP, CPPB, Procurement Manager jtolbert@ocoee.org, or through the Bonfire platform. Prospective respondents may secure a copy of the documents required for submitting a proposal at no charge through Bonfire by accessing the City’s published solicitation page at https://ocoee.bonfirehub.com. For more information, please visit https://www.ocoee.org/323/Purchasing. Prospective respondents will be provided with all information regarding this RFP, addenda, and changes to the project requirements through the Bonfire platform. Melanie Sibbitt, City Clerk, Orlando Sentinel, June 1, 2025. Section 2 – Scope of Services 2.01 Scope The City is seeking individual operators, joint ventures, or firms who are not just interested in operating and maintaining the golf course, but also to see the benefits of enhancing the current course condition and clubhouse facilities that will provide the opportunity to create a community venue platform, utilize for events and expand long-term revenue opportunities. Proposals from responsible firms or teams must include a comprehensive business plan and industry standard structured budget for managing golf operations and related services (including but not limited to golf course, pro shop, concessions and special events), handling all maintenance needs (including detailed maintenance standards and specifications), excelling at customer service, effectively marketing the golf facility, hiring and supervising all staff, making facility improvements, and implementing strategies to ensure the long-term success of the facility. Proposer must demonstrate substantial experience in the operation and maintenance of golf courses, and sufficient financial capability to operate and maintain the facilities. The lease agreement will be administered by the city in conjunction with the City’s designated representative, including its asset manager (if applicable). Please see Attachment A for City goals. The city expects that the course will feature excellent playing conditions and continue to be operated as an accessible, affordable, and user-friendly golf facility for players of all ages and skill levels. RFP25-006 Lease & Operation of the Forest Lake Golf Club 18 The key goals of this process are to identify a lessee that will maximize financial performance, provide excellent value and affordable access for citizens, and enhance these valuable community assets. Please see Attachment B for general performance expectations. 2.02 Operating Experience/Minimum Qualifications The Proposer must be an established firm in business of providing golf course operations. Upon request, during the proposal evaluation phase, the Proposer shall furnish to the City such additional information necessary to satisfy the City that the Proposer has the necessary experience, expertise, financial capacity, competent and qualified personnel, and adequate equipment to perform all requirements of the work in the event of an award. 2.03 Lease Agreement A comprehensive summary of the terms and conditions of the applicable lease with the City for the Club, including requirements and expectations related thereto are described in Attachment C. Section 3 – Proposal Format and Content 3.01 Submittal Requirements The City of Ocoee requests comprehensive responses to every section within this RFP. To facilitate the review of the responses, Respondents should follow the described proposal format. The intent of the proposal format requirements is to expedite review and evaluation. It is not the intent to constrain Respondents with regard to content, rather to ensure the specific requirements set forth in this RFP are addressed in a uniform manner amenable to review and evaluation; any missing information will be evaluated accordingly. In order to provide Proposers with an equal opportunity for consideration, adherence to a standardized proposal format is strongly requested. The format of the proposal should contain the following elements organized into separate RFP25-006 Lease & Operation of the Forest Lake Golf Club 19 chapters and sections. Failure to adhere to this format may result in the disqualification of Proposal(s). Consortiums, joint ventures, or teams submitting proposals must establish contractual responsibility that rest solely with one company or one legal entity. Each submittal should indicate the entity responsible for execution on behalf of the proposal team. The Proposer’s offer must be good for 180 days. These elements parallel the basis of the City’s proposal evaluation criteria. The City is not responsible for failure to locate, consider, and evaluate qualification factors presented outside this format. The following paragraphs provide guidelines to each firm for information to include for information to include in the proposal. A. Title Page and Table of Contents The proposal should begin with a title page bearing the name and address of the Proposer and the name and number of the RFP. This should be followed by a table of contents for the proposal. Information, which is claimed to be confidential, is to be identified after the Title Page and before the Table of Contents. B. Transmittal Letter The purpose of this letter is to transmit the proposal and acknowledge the receipt of any addenda. The letter should include the address of the office that would provide the services requested, telephone number, fax, email address, and website, if applicable. The letter shall be signed by an individual who is authorized to commit the Proposer to the services and requirements as stated in this RFP. C. Operations/Business Plan Proposer is to include a proposed budget and plan describing applicable expense/revenue projections for the first 5 years of the Lease. Said plan shall include an operating budget containing estimates of all gross revenue and operating expenses for the applicable year, including detailed expenditures for (i) property operation and maintenance, (ii) annual tree trimming and RFP25-006 Lease & Operation of the Forest Lake Golf Club 20 over seeding plan, (iii) repairs, replacements, and alterations which do not constitute Capital Improvements, (iv) personal property, and (v) a capital improvement plan for said year. 1) Annual Operating Budget: Proposer is to include proposed expense/revenue projections for the first three years of operations under the contract. Information is provided in Attachment D related to historical financial data. 2) Staffing Plan: Proposer is to include an estimated number of full-time and part-time employees respectively, and the positions these employees will fill. a. An organizational chart showing the number of full-time and part-time positions planned and noting the salary ranges or wage scales and the employee benefits for each position. b. A detailed resume of the experience, education, and certifications of all supervisory staff. c. A detailed timeline for the hiring of all employees. 3) Capital Improvement Plan: a. Proposer is to include a proposed capital improvement plan that includes improvements to the golf course, practice facility, maintenance facility, and clubhouse during the term of the Lease. b. Proposer is to describe all proposed capital work and provide cost estimates for each distinct project. In addition, include a preliminary capital/design timetable that clearly outlines proposed improvements and the anticipated commencement and completion dates for these improvements (i.e., the expected duration of each improvement). c. In addition to everyday facility maintenance and repairs, the lessee shall be expected to perform capital improvements to the RFP25-006 Lease & Operation of the Forest Lake Golf Club 21 golf course, practice facility, maintenance facility, and clubhouse during each year the lease, and on an ongoing basis as needed thereafter. Improvements to the golf facility may include tee-box renovations, cart paths, greens and bunker renovations, as well as other desired projects. A brief listing of basic capital improvement needs is listed in Attachment H. d. Proposer is to describe all intended capital work and provide preliminary cost estimates for this capital work in your proposal submission. In addition, include a preliminary capital/design timetable which clearly outlines proposed improvements and the anticipated commencement and completion dates for these improvements (i.e., the expected duration of each improvement). e. All capital work by the successful Proposer shall be completed in such a manner so as to create a minimum amount of interference with golf course availability to customers. The successful Proposer may be required to provide a construction security deposit, in an amount and format approved by the City, to ensure that all renovation work is completed satisfactorily. This security deposit, preferably in the form of a letter of credit, must be in place before any facility improvement work commences. Prior to commencing construction of any alteration, addition or improvement exceeding the statutory limits for competitively bid work and where the successful Proposer intends to use an outside non-affiliated third-party contract, the successful Proposer shall obtain and provide the City with a copy of payment and performance bonds in as approved by the City. The City makes no representations regarding the adequacy of site utilities currently in place at the site. f. Proposer shall be required to connect to and/or upgrade any existing utility service or create a new utility system and obtain the appropriate permits and approvals. RFP25-006 Lease & Operation of the Forest Lake Golf Club 22 g. The successful Proposer shall be required to indicate how it plans to account for environmental considerations in its capital improvement and maintenance plan. All capital improvements shall require City approval. All capital improvements and fixed equipment become the property of the City upon installation, at the City’s option. h. In the event the lease agreement is terminated, unless negotiated otherwise, the City shall not consider proposals for reimbursement of successful Proposer’s unamortized capital improvement cost as of the date of termination. i. All capital improvement costs shall be amortized over the life of the contract. All remaining debts or obligations related to the improvements shall remain with the successful Proposer, and the City shall not be responsible for any of these debts or obligations. ALL CAPITAL IMPROVEMENT PLANS SUBMITTED BY PROPOSERS PURSUANT TO THIS RFP SHALL INCLUDE CONCEPTUAL RENDERINGS, DRAWINGS, SITE PLANS, AND OTHER PLANS CREATED, DESIGNED, AND PRODUCED BY PROPOSER’S CIVIL ENGINEER(S) AND ARCHITECT(S) RETAINED BY THE APPLICABLE PROPOSER. 4) Other Required Elements: a. Marketing and promotion plan, including yield management. b. Customer service plan (tee time reservations, pace of play, surveys, etc.). c. Food and beverage operating plan (hours of operation and policies/procedures for the sale of alcoholic beverages). Plan should include both Clubhouse and on-course F&B services. d. Pro shop operating plan (hours of operation, merchandising, and services). RFP25-006 Lease & Operation of the Forest Lake Golf Club 23 e. Maintenance and clubhouse equipment plan. Is the equipment going to be leased or purchased? f. Transition Plan. A plan to ensure a smooth and efficient transition from the current interim operator to the applicable tenant that will outline Proposer’s overall transition process. g. Executive Summary. A summary of Proposer’s goals and objectives for the Club operations, including key performance indicators. h. Operations Plan. A detailed plan for day-to-day operations, including maintenance schedules, hours of operation, and customer service standards. i. Marketing Plan. A projected marketing plan for the Club, which shall include a competitive course assessment, a market and tourism study, product positioning analysis, and review of the Club’s strengths, weaknesses, opportunities and threats, along with strategies for increasing rounds played, memberships, tournament bookings, food and beverage sales, and other revenue-generating activities. j. Merchandise Plan. An inventory list of merchandise and offerings to be sold from the Golf Shop that shall ensure that the Golf Shop is maintained and operated in accordance with the Golf Club quality standard. k. Community Engagement Plan. A strategy for community involvement, including programming, partnerships, and public outreach. l. Environmental and Sustainability Practices. Proposed practices to ensure responsible use of resources, environmental compliance, and sustainability of course operations. m. Risk Management Plan. Safety protocols, insurance coverage, and procedures for incident response and liability management. RFP25-006 Lease & Operation of the Forest Lake Golf Club 24 n. Performance Metrics and Reporting. Key metrics by which the Manager will evaluate and report on the success of operations and progress toward objectives, including proposed reporting intervals. D. Operating Experience Proposer should submit a resume or detailed description of the Proposer's professional qualifications, demonstrating extensive experience in the management, maintenance, and operation of golf and food and beverage facilities. Include the names and addresses of all corporate officers of the entity submitting the proposal. Failure to provide the requested information in sufficient form necessary to satisfy the City that the Proposer has the ability to perform the work will result in its proposal being rejected. The City may make such investigation as deemed necessary to determine the responsibility of the Proposer and the ability of the Proposer to perform the work. Proposer shall furnish the City with all such information and data for this purpose as the City may request. The City reserves the right to reject a proposal if investigation of Proposer fails to satisfy the City that the Proposer is properly qualified to carry out the obligations of the contract. E. References Proposer is to attach a list of professional references associated with municipalities with which the Proposer is currently managing or leasing. Reference should be able to describe such matters as the Proposer’s financial and operational capability. Include the name of the reference City and course, a description of the nature of the listed reference’s experience with the Proposer and the name, title, address, telephone number, and email address of a contact person at the reference entity. Proposer is to attach a list of all golf facilities that they have managed/leased in the last ten years, including current contracts. Include: the name, type (municipal, daily fee, private), and location of the facility; a description of the RFP25-006 Lease & Operation of the Forest Lake Golf Club 25 nature of the business relationship with the facility; length, current status of the contract, and reason(s) for termination (if applicable). Additionally, Proposer is to have and demonstrate in its proposal: • Minimum of three years’ experience in the following golf related fields: o Marketing and promotion of golf courses, marketing of courses and facilities for community activities and events - municipal courses preferred. o Customer service including Internet based and mobile application tee time reservations and pace-of-play improvement strategies. o Pro shop operations. o Golf instruction programs. o Merchandise sales. o Golf cart operations. o Eco-friendly golf course maintenance practices. o Food & beverage operations. o Financial reporting. • Class A PGA Golf Professional or equivalent professional through related experience and education to operate, manage and supervise the Pro Shop, Pro Shop employees, and to plan and implement tournaments, outings, merchandise selection and sales, and the go lf instruction programs. • A competent record of employment or history of contract service in the operation of similar golf facilities as verified and supported by references, letters, and other necessary evidence from all employers public or private. All reference types should include current emails and cell numbers. References should be alerted to ensure timely responsiveness to inquiries. F. Subcontractors Proposer is to clearly state if it is proposing to subcontract any of the work herein. List any subcontracting disciplines needed to provide any and all RFP25-006 Lease & Operation of the Forest Lake Golf Club 26 requirements of this RFP and identify all subcontractors and describe what portions of the requirements they would perform along with their experience, qualifications, and capabilities to provide the specified services. The successful Proposer assumes full liability for the performance of all subcontractors. Proposer is to include an executed copy of LOI agreement with the intended subcontractor. The City reserves the right to require the successful Proposer and any third- party (sub) contractors to indemnify and hold harmless the City at no additional cost. All subcontractors assigned to this project shall adhere to and deliver the required Certificates of Insurance. G. Financial Capability The Proposer shall have a demonstrated record of financial responsibility commensurate with the obligations under this RFP. Proposer should include: • Previous two years of certified or audited financial statement or statements prepared in accordance with standard accounting procedures. • To include P&L and balance sheet • (Note: Include financial documents as a separate electronic file on Bonfire. The financial statements will be kept confidentia l as these statements are exempt from the Florida public records law). H. Financial Reporting and Accountability Proposer shall demonstrate how they propose to ensure full deposit and accountability for all revenue and provide sample reports. I. Other Miscellaneous Required Forms listed on the Table of Contents 1) Complete and return the enclosed Execution of Offer form (Attachment J) with your proposal. RFP25-006 Lease & Operation of the Forest Lake Golf Club 27 2) Complete and return the attached Proposer’s Questionnaire Form (Attachment I) with your proposal. Failure to complete and return this document may result in the disqualification of your proposal. 3) Complete and return Acknowledgement of Addenda (Attachment K) 4) Complete and return Conflict of Interest Disclosure Form (Attachment L) 5) Complete and return General Conditions Certification forms (Attachments M, N, O, P, Q, R, S, T) Section 4 – Review of Proposals and Evaluation Criteria 4.01 Selection Criteria Proposer is advised that the City intends to select the Proposer that the City determines is the most responsive and responsible and will provide the City with the highest quality management, efficient services, and highest revenue based on the criteria set out below. Upon receipt of the proposals, the City’s Owner’s Representative will review the proposals and provide a report to the Evaluation Committee will determine the best proposal deemed most qualified. The evaluation team will rely on the information contained and presented in the proposals and the reference checks made. Selection criteria will be based on the following: Evaluation Criteria (100-Point Potential Score) The evaluation committee members will independently evaluate the proposals based on the following criteria and associated point values: A. Proposed Operations and Business Plan 20 B. Operating Experience 15 C. Compensation (Rent Offer) 20 D. Financial Capability/Reporting and Accountability 15 E. Capital Improvement Plan 30 RFP25-006 Lease & Operation of the Forest Lake Golf Club 28 Based on the City’s evaluation of the proposals, an ordinal ranking will be developed which indicates the committee’s collective ranking of the highest ranked proposals. The City intends to award a single contract to one (1) firm deemed to be the most highly qualified to perform the required services. In determining whether a firm is qualified, the City shall consider the Evaluation Criteria set forth in this RFP. Proposals will be reviewed by an evaluation committee appointed by the City Manager and will be ranked in accordance with the established evaluation criteria. Date, time, and location of any scheduled evaluation committee meeting(s) for this RFP will be noticed publicly and on Bonfire. The evaluation committee shall supply a ranked list of the proposing firms and a recommendation regarding which firm should be awarded the contract by the City Commission. The City Commission’s decision to endorse or modify the ranking by staff shall be final. Please be aware that all City Commission meetings are duly noticed public meetings and that all documents submitted to the City as a part of a proposal, excluding exempt financial statements, constitute public records under Florida law. Upon review of the proposals, the City will score the proposals and may shortlist and interview the highest-ranking Proposer. Upon completion of the interviews, the highest-ranking Proposer will then be asked to enter into contract negotiations with the City. If an agreement cannot be reached with the highest ranked Proposer, the City will move to the next highest ranked Proposer. The same process will be repeated with the other ranked Proposers if no such agreement can be reached. The City reserves the right to not select a Proposer as part of this process if an agreement cannot be reached with the interviewed Proposer. The City reserves the right to accept or reject any or all responses, to waive formalities, technicalities or irregularities, to request clarification of information submitted in any response, or to re-advertise for new proposals. The City may accept any item or group of items of any response, unless the Respondent qualifies its response by specific limitations. The City may accept one or more responses if, in the City’s discretion, the City determines that it is in the City’s best interest to do so. The City reserves the right to award the contract to the Respondent which, in the City’s sole discretion, is the most responsive and responsible Respondent. The City RFP25-006 Lease & Operation of the Forest Lake Golf Club 29 reserves the right, as an aid in determining which response is responsible, to require a Respondent to submit such additional evidence of Respondent’s qualifications as the City may deem necessary, and may consider any evidence available to the City of the financial, technical, and other qualifications and abilities of a Respondent, including past performance and experience with the City and others. The City shall be the final authority in the selection of any and all responses. Section 5 – Standard Proposal Information 5.01 Authorized Signature An individual authorized to bind the Proposer to the provisions of the RFP must sign all proposals. 5.02 City Not Responsible for Preparation Cost The City will not pay any cost associated with the preparation, submittal, presentation, or evaluation of any proposal. 5.03 Conflict of Interest Proposer must disclose any instances where the Proposer or any individuals working on the contract has a possible conflict of interest and, if so, the nature of that conflict (e.g., employed by the City). The City reserves the right to cancel the award if any interest disclosed from any source could either give the appearance of a conflict or cause speculation as to the objectivity of the Proposer’s proposal. The City’s determination regarding any questions of conflict of interest is final. Proposer is to submit the attached Conflict of Interest Disclosure form. 5.04 Request for Proposal as Part of Contract Part or all of this RFP and the successful proposal may be incorporated into the contract. RFP25-006 Lease & Operation of the Forest Lake Golf Club 30 5.05 Proposer’s Certification By signature on the proposal, the Proposer certifies that it complies with: • The laws of the state of Florida • All applicable local, state, and federal laws, codes, and regulations. • All terms that the proposal submitted were independently arrived at without collusion. • A condition that the offer will remain open and valid for the period indicated in this solicitation and any question that the Proposer and/or any individuals working on the contract do not have a possible conflict of interest. (e.g., employed by the City). If any Proposer fails to comply with the provisions stated in this paragraph, the City reserves the right to reject the proposal, terminate the contract, or consider the Proposer in default. 5.06 No Contact Policy Any contact with any City representatives, related officials, or representatives other than those outlined in the RFP is prohibited. Such unauthorized contact may disqualify your proposal from this procurement. 5.07 Special Conditions Special conditions include the following: Proposer is expected to raise questions, exceptions, or additions they have concerning the RFP document. If a Proposer discovers significant ambiguity, error, conflict, discrepancy, omission, or other deficiency in this RFP, they should immediately notify the Purchasing Agent of such error and request modification or clarification of the RFP document. Failure to complete or provide the information requested in this RFP may result in disqualification by reason of “non - responsiveness.” RFP25-006 Lease & Operation of the Forest Lake Golf Club 31 All information submitted in response to this RFP shall become the property of the City. This RFP does not commit the City to procure or award a contract for the scope of work described herein. The City has sole discretion and reserves the right to reject any and all proposals received with respect to this RFP and to cancel the RFP at any time prior to entering into a formal agreement. The City also reserves the right to reasonably request additional information or clarification of information provided in the proposal without changing the terms of the RFP. Proposer acknowledges and agrees that the City will not be liable for any costs, expenses, losses, damages (including damages for loss of anticipated profit), or liabilities incurred as a result of, or arising out of, submitting a proposal, negotiating changes to such proposal, or due to the City’s acceptance or nonacceptance of the proposal. The City shall determine at its sole discretion and provide the release of all public information concerning this RFP process, including selection announcements and contract awards. Those desiring to release information associated with this RFP to the public must receive prior written approval from the City’s authorized representative. Proposer is encouraged to independently verify the accuracy of any information provided. The use of any of this information in the preparation of a response to the RFP is at the sole risk of the Proposer. Proposer shall not collude in any manner or engage in any practices with any other Proposer(s), which may restrict or eliminate competition or otherwise restrain trade. Violation of this instruction will cause the City to reject the Proposer’s submittal. This prohibition is not intended to preclude joint ventures or subcontracts. The City reserves the right to: • Amend, modify, or withdraw this RFP. RFP25-006 Lease & Operation of the Forest Lake Golf Club 32 • Revise any requirements under this RFP. • Require supplemental statements of information from any responding party. • Extend the deadline for submission of responses hereto. • Negotiate or hold discussions with any Proposer to correct insufficient responses that do not completely conform to the instructions contained herein. • Waive any technicalities or irregularities with this RFP. • Cancel, in whole or in part, this RFP if the City deems it is in its best interest to do so. • Request additional information or clarification of information provided in the response without changing the terms of the RFP. • Waive any portion of the selection process in order to accelerate the selection and negotiation with the top-ranked Proposer. • Not to award a contract as a part of, or result of, this RFP process. The City may exercise the foregoing rights at any time without notice and without liability to any Proposer, or any other party, for expenses incurred in the preparation of responses hereto or otherwise. 5.08 Special Provisions 1. Compliance with Contract. The City will decide all questions, which may arise as to the quality, or acceptability of work performed, the manner of performance and the rate of progress of the work, the interpretation of the requirements, request for proposal, successful Proposer’s proposal and contract, as well as acceptable fulfillment of the contract on the part of the successful Proposer. RFP25-006 Lease & Operation of the Forest Lake Golf Club 33 2. Financial, Building and Grounds Audit. The successful Proposer will be required to undergo an annual independent financial and maintenance audit, inclusive of all records, structures and grounds. Recommendations to the successful Proposer may be made from these audits for future implementation. Failure to be responsive and meet all requirements of the annual audit process could result in financial penalties and/or termination of the agreement. 3. On-site Employees. Head golf professional/manager and superintendent shall be full-time employees dedicated to these facilities. The company with its proposal shall provide a staffing matrix identifying the key personnel and the timeline for the hiring of such employees. The City has the right of reasonable rejection and approval of the head golf professional/manager by the successful Proposer. 4. Public Information Requests. Information, documentation, and other materials submitted under this proposal may be subject to public disclosure under various open records acts. The successful Proposer is hereby notified that the City strictly adheres to this open records requirement and the interpretations thereof rendered by presiding courts and tribunals. The successful Proposer shall be deemed to have knowledge of these laws and how to protect the legitimate interests of the City. 5.09 General Conditions 1. Federal Tax ID Number: Each Proposer shall state its federal tax identification number on the line provided on the Execution of Offer form. The City is required to report to IRS on Form 1099 all payments involving labor or services provided by vendors, and lack of this number may delay contract payments until the number is provided. 2. Bid Protests All Bid Protests shall be submitted in the following manner to the Purchasing Analyst at ostokych@ocoee.org with a copy to the Procurement Manager at jtolbert@ocoee.org: RFP25-006 Lease & Operation of the Forest Lake Golf Club 34 A. A bidder shall file a written bid protest under this Article or be barred any relief; oral protests shall not be acknowledged. B. A bid protest shall be limited to the following grounds: (1) Issues arising from the procurement provisions of the RFP, its addenda, and other bidding documents; and/or (2) Applicable federal, state, or local law. No bid protest may be based upon questions concerning the design documents (drawings and specifications), if any. The Respondent shall clarify all questions concerning the design documents of the project prior to submitting its bid. C. The content of the bid protest shall fully state the factual and legal grounds for the protest and the legal basis for the relief requested. D. The bid protest shall be filed with the Purchasing Technician and Procurement Manager not later than five (5) calendar days after the posting of the notice of intent to award or recommendation of award by staff, whichever is earlier. The Purchasing Analyst/Procurement Manager, on behalf of the City, shall make a determination of the merits of the protest not later than five (5) business days after receipt of the protest. If the City denies the protest, the City may proceed with award of the contract unless enjoined by order of a court of competent jurisdiction 3. CONVICTED VENDOR LIST (PUBLIC ENTITY CRIME): A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a proposal on an award to provide any goods or services to a public entity, may not submit a proposal on an award with a public entity for the construction or repair of a public building or public work, may not submit proposals on leases of real property to a public entity, may not be awarded or perform work as a Contractor, Supplier, Subcontractor, or Consultant under a award with any public entity, and may not transact business with any public entity in excess of the threshold amount provided in § 287.017, Florida Statutes, for Category Two for a period of 36 months from the date of being placed on the convicted vendor list. See § 287.133 (2) (a), Florida Statutes. RFP25-006 Lease & Operation of the Forest Lake Golf Club 35 4. FLORIDA PUBLIC RECORDS LAW: In accordance with Chapter 119 of the Florida Statutes, and, except as may be provided by Chapter 119 of the Florida Statutes and other applicable State and Federal Laws, all Respondents should be aware that the proposal and the responses thereto are in the public domain and are available for public inspection. Respondents are requested, however, to identify specifically any information contained in their proposal which they consider confidential and/or proprietary and which they believe to be exempt from disclosure, citing specifically the applicable exempting law. All proposals received in response to this request of proposal become the property of the City of Ocoee and will not be returned. In the event of an award, all documentation produced as part of the contract will become the exclusive property of the City. 5. PUBLIC RECORDS COMPLIANCE: The City of Ocoee (City) is a public agency subject to Chapter 119, Florida Statutes. The Contractor agrees to comply with Florida’s Public Records Law. Specifically, the Contractor shall: 1. Keep and maintain public records required by the City to perform the service. 2. Upon request from the City’s custodian of public records, provide the City with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in chapter 119, Florida Statutes, or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from the public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the City. 6. Upon completion of the contract, Contractor agrees to transfer at no cost to the City all public records in possession of the Contractor or keep and maintain public records required by the City to perform the service. If the Contractor transfers all public record to the City upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all RFP25-006 Lease & Operation of the Forest Lake Golf Club 36 applicable requirements for retaining public records. All records stored electronically must be provided to the City, upon request from the City’s custodian of public records, in a format that is compatible with the information technology systems of the City. 5. A Contractor who fails to provide the public records to City within a reasonable time may be subject to penalties under section 119.10, Florida Statutes. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT 407-905-3105, ccdl@ocoee.org, WITH AN OFFICE LOCATED AT 1 NORTH BLUFORD AVENUE, OCOEE, FLORIDA 34761. 6. PROHIBITION AGAINST CONSIDERING SOCIAL, POLITICAL OR IDEOLOGICAL INTERESTS IN GOVERNMENT CONTRACTING: Respondents are hereby notified of the provisions of section 287.05701, Florida Statutes, as amended, that the City will not request documentation of or consider a Respondent's social, political, or ideological interests when determining if the Respondent is a responsible Respondent. Respondents are further notified that the City's governing body may not give preference to a Respondent based on the Respondent's social, political, or ideological interests. 7. PATENT INDEMNITY: Except as otherwise provided, the successful respondent agrees to indemnify the City and its officers, agents, and employees against liability, including costs and expenses for infringement upon any letters patent of the United States arising out of the performance of this Contract or out of the use or disposal by or for the account of the City or supplies furnished or construction work performed hereunder, to the extent caused by the negligence, reck lessness, or intentional wrongful misconduct of the Respondent and persons employed or utilized by the Respondent in the performance of this contract. RFP25-006 Lease & Operation of the Forest Lake Golf Club 37 Further, the Respondent shall fully indemnify, and hold harmless the City and its officers, agents, and employees from any suits, actions, damages, and costs of every name and description, including attorneys’ fees, arising from or relating to violation or infringement of a trademark, copyright, patent, trade secret, unpatented invention, or intellectual property right. If the bidder uses any design, device, or materials covered by letters, patent, or copyright, it is mutually agreed and understood without exception that the bid price shall include all royalties or cost arising from the use of such design, device, or materials. 8. CONFLICT OF INTEREST/NON-COLLUSION CERTIFICATION: a) Respondent declares that the only persons or parties interested in their proposal are those named herein, that this proposal is, in all respects, fair and without fraud and that it is made without collusion with any other vendor or official of the City of Ocoee. Neither the Affiant nor the above-named entity has directly or indirectly entered into any agreement, participated in any collusion, or otherwise taken any action in restraint of free competitive pricing in connection with the entity’s submittal for the above project. This statement restricts the discussion of pricing data until the completion of negotiations and execution of a contract for the described services. b) Respondent certifies that no City Commissioner, other City Official, or City employee directly or indirectly owns assets or capital stock of the Responding entity, nor will directly or indirectly benefit by the profits or emoluments of this proposal. (For purposes of this paragraph, indirect ownership or benefit applies to any members of his or her immediate family) c) Respondent certifies that no member of the entity’s ownership or management is presently applying for an employee position or actively seeking an elected position with the City. In the event that a conflict of interest is identified in the provision of services, Respondent agrees to immediately notify the City in writing. d) Respondent further declares that a careful examination of the scope of services, instructions, and terms and conditions of this RFP has occurred, and that the proposal is made according to the provisions of the RFP documents, and RFP25-006 Lease & Operation of the Forest Lake Golf Club 38 will meet or exceed the scope of services, requirements, and standards contained in the RFPQ documents. e) Respondent agrees to abide by all conditions of the negotiation process. In conducting negotiations with the City, Respondent offers and agrees that if this negotiation is accepted, the Respondent will convey, sell, assign, or transfer to the City all rights, title, and interest in and to all causes of action it may now or hereafter acquire under the anti-trust laws of the United States and the State of Florida for price fixing relating to the particular commodities or services purchased or acquired by the City. At the City’s discretion, such assignment shall be made and become effective at the time the City tenders final payment to the Respondent. The proposal constitutes a firm and binding offer by the Respondent to perform the services as stated. Submit the attached form with proposal. 9. DRUG-FREE WORKPLACE: Provide a statement concerning the Respondent’s status as a Drug-Free Work Place or evidence of an implemented drug-free workplace program. Submit the attached form with proposal. 10. PUBLIC ENTITY CRIME STATEMENT: a) All invitation to bid, as defined by Section 287.012 (16), Florida Statutes, requests for proposals, as defined by Section 287.012 (23), Florida Statutes, and any contract document described by Section 287.058, Florida Statutes, shall contain a statement informing persons of the provisions of Section 287.133 (2)(a), Florida Statutes, which reads as follows: “A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a bid, proposal, or reply on a contract to provide any goods or services to a public entity; may not submit a bid, proposal, or reply on a contract with a public entity for the construction or repair of a public building or public work; may not submit bids, proposals, or replies on leases of real property to a public entity; may not be awarded or perform work as a contractor, supplier, RFP25-006 Lease & Operation of the Forest Lake Golf Club 39 subcontractor, or consultant under a contract with any public entity; and may not transact business with any public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36 months following the date of being placed on the convicted vendor list.” b) All Respondents that submit a Proposal or a Bid to the City of Ocoee guarantee they have read the above statement and by signing the submitted documents are qualified to do so under Section 287.133 (2)(a), Florida Statutes. Submit the attached form with proposal. 11. CERTIFICATION OF NON-SEGREGATED FACILITIES: a) Respondent certifies that it does not and will not maintain or provide any segregated facilities for the Respondent’s employees at any of the Respondent’s establishments, and that Respondent does not permit Respondent’s employees to perform their services at any location under the Respondent’s control where segregated facilities are maintained. Respondent agrees that a breach of this certification will be a violation of the Equal Opportunity clause in any contract resulting from acceptance of its Proposal. As used in this certification, the term “segregated facilities” means any waiting room, work areas, time clocks, locker rooms, other storage and dressing areas, parking lots, or drinking facilities provided for employees that are segregated on the basis of race, color, religion, national origin, habit, local custom, or otherwise. Respondent agrees that (except where Respondent has obtained identical certification from proposed contractors for specific time periods) Respondent will obtain identical certifications from proposed subcontractors prior to the award of such contracts exceeding $10,000 that are not exempt from the provisions of the Equal Opportunity clause, and that Respondent will retain such certifications in Respondent’s files. b) The non-discriminatory guidelines as promulgated in Section 202, Executive Order 11246, and as amended by Executive Order 11375 and as amended, relative to Equal Opportunity for all persons and implementations of rules and regulations prescribed by the U.S. Secretary of labor, are incorporated herein. Submit the attached form with proposal. RFP25-006 Lease & Operation of the Forest Lake Golf Club 40 12. SCRUTINIZED COMPANIES: Respondent certifies that the company is not participating in a boycott of Israel. Respondent certifies that the Respondent is not on the Scrutinized Companies that Boycott Israel List, not on the Scrutinized Companies with Activities in Sudan List, not on the Scrutinized Companies with activities in the Iran Petroleum Energy Sector List, or has been engaged in business operations in Cuba or Syria, as those terms are used and defined in sections 287.135 and 215.473 of the Florida Statutes. In the event that Respondent is unable to provide such certification but still seeks to be considered for award of this solicitation, Respondent shall, on a separate piece of paper, clearly state that it is on one or both of the Scrutinized Companies lists and shall furnish together with its proposal a duly executed written explanation of the facts supporting any exception to the requirement for certification that it claims under Section 287.135 of the Florida Statutes. Respondent agrees to cooperate fully with the City in any investigation undertaken by the City to determine whether the claimed exception would be applicable. The City shall have the right to terminate any contract resulting from this solicitation for default if Respondent is found to have submitted a false certification, or to have been placed on the Scrutinized Companies that Boycott Israel List, or to have been placed on the Scrutinized Companies for Activities in Sudan List, or the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, or has been engaged in business operations in Cuba or Syria. Submit the attached form with proposal. The City reserves the right to accept or reject any or all proposals, to waive formalities, technicalities or irregularities, to request clarification of information submitted in any proposal, or to re-advertise for new proposals. The City may accept any item or group of items of any proposal, unless the Respondent qualifies its proposal by specific limitations. The City may accept one or more proposals if, in the City’s discretion, the City determines that it is in the City’s best interest to do so. The City reserves the right to award the contract to the Respondent which, in the City’s sole discretion, is the most responsive and responsible Respondent The City RFP25-006 Lease & Operation of the Forest Lake Golf Club 41 reserves the right, as an aid in determining which proposal is responsible, to require a Respondent to submit such additional evidence of Respondent’s qualifications as the City may deem necessary, and may consider any evidence available to the City of the financial, technical, and other qualifications and abilities of a Respondent, including past performance (experience) with the City and others. The City Commission shall be the final authority in the selection of any and all proposals. 13. HUMAN TRAFFICKING: Pursuant to Florida Statute, §787.06(13), when a contract is executed, renewed, or extended between a nongovernmental entity and a governmental entity, the nongovernmental entity must provide the governmental entity with an affidavit signed by an officer or a representative of the nongovernmental entity under penalty of perjury attesting that the nongovernmental entity does not use coercion for labor or services as defined in §787.06(2)(a) Florida Statutes. Submit attached affidavit with proposal. 14. FOREIGN COUNTRIES OF CONCERN: Pursuant to Florida Statute 287.138(4)(a), a governmental entity may not accept a bid on, a proposal for, or a reply to, or enter into, a contract with an entity which would grant the entity access to an individual’s personal identifying information unless the entity provides the governmental entity with an affidavit signed by an officer or representative of the entity under penalty of perjury attesting that the entity does not meet any of the criteria in Florida Statute 287.138(2)(a)-(c). Submit attached affidavit with proposal. 15. E-VERIFY REGISTRATION AND USE: By entering into the Contract, the awarded Contractor is obligated to comply with the provisions of § 448.095, Fla. Stat., "Employment Eligibility." This includes, but is not limited to utilization of the E-Verify System to verify the work authorization status of all newly hired employees, and requiring all subcontractors to provide an affidavit attesting that the subcontractor does not employ, contract with, or subcontract with, an alien unauthorized to work in the USA. Failure to comply will lead to termination of this contract, or if a subcontractor knowingly violates the RFP25-006 Lease & Operation of the Forest Lake Golf Club 42 statute, the subcontractor must be terminated immediately. If the Contract is terminated pursuant to Section 448.095, Fla. Stat., such termination is not a breach of contract and may not be considered as such. Any challenge to termination under this provision must be filed in the Ninth Judicial Circuit Court of Florida no later than 20 calendar days after the date of termination. If the Contract is terminated for a violation of Section 448.095 Fla. Stat., by the Contractor, the Contractor shall be liable for any additional costs incurred by the City as a result of the termination of the Contract. Nothing in the E-Verify Certification shall be construed to allow intentional discrimination of any class protected by law. A. Pursuant to section 448.095, Florida Statutes, Contractor shall register with and use the U.S. Department of Homeland Security's E -Verify system, https://e- verify.uscis.gov/emp, to verify the work authorization status of all Contractor employees hired on and after January 1, 2021. B. Subcontractors (i) Contractor shall also require all subcontractors performing work under this Agreement to use the E-Verify system for any employees they may hire during the term of this Agreement. (ii) Contractor shall obtain from all such subcontractors an affidavit stating the subcontractor does not employ, contract with, or subcontract with an unauthorized alien, as defined in section 448.095, Florida Statutes. (iii) Contractor shall maintain a copy of all subcontractor affidavits for the duration of the Agreement. C. Contractor must provide evidence of compliance with section 448.095, Florida Statutes. Evidence shall consist of an affidavit from the Contractor stating all employees hired on and after January 1, 2021 have had their work authorization status verified through the E-Verify system and a copy of their proof of registration in the E-Verify system. D. Failure to comply with this provision is a material breach of the Agreement, and shall result in the immediate termination of the Agreement without penalty to the City. Contractor shall be liable for all costs incurred by the City to secure a replacement Agreement, including but not limited to, any increased costs for the same services, any costs due to delay, and rebidding costs, if applicable. Complete the attached Contractor E-Verify Affidavit and submit with proposal package. RFP25-006 Lease & Operation of the Forest Lake Golf Club 43 16. INSURANCE TERMS AND CONDITIONS: The successful Respondent shall be required to provide evidence of both General (Public & Property) Liability and Professional Liability Insurance (Design Errors and Omissions in the amount of $1,000,000) in the form of a certificate of insurance issued on behalf of the City of Ocoee and naming the City as an additional insured, by companies acceptable to the City at the minimum limits and coverages listed below with deductible amounts acceptable to the City. The selected consultant shall not commence any work in connection with an Agreement until all of the following types of insurance have been obtained and such insurance has been approved by the City, nor shall the consultant allow any subconsultant to commence work on a subcontract until all similar insurance required of the subconsultant has been so obtained and approved. Policies other than Workers’ Compensation shall be issued only by companies authorized by subsisting certificates of authority issued to the companies by the Department of Insurance of Florida which maintain a Best’s Rating of “A” or better and a Financial Size Category of “VII” or better according to the A.M. Best Company. Policies for Workers’ Compensation may be issued by companies authorized as a group self- insurer in accordance with Ch. 440 of the Florida Statutes. 1. Loss Deductible Clause: The City shall be exempt from, and in no way liable for, any sums of money which may represent a deductible in any insurance policy. The payment of such deductible shall be the sole responsibility of the Consultant and/or subconsultant providing such insurance. 2. Workers’ Compensation Insurance: The Consultant shall obtain during the life of this Agreement, Worker’s Compensation Insurance with Employer’s Liability Limits of $500,000/$500,000/$500,000 for all the Consultant’s employees connected with the work of this project and, in the event any work is sublet, the Consultant shall require the subconsultant similarly to provide Workers’ Compensation Insurance for all of the latter’s employees unless such employees are covered by the protection afforded by the Consultant. Such insurance shall comply fully with the Florida Workers’ Compensation Law. In case any class of employees engaged in hazardous work under this contract for RFP25-006 Lease & Operation of the Forest Lake Golf Club 44 the City is not protected under the Workers’ Compensation statute, the Consultant shall provide, and cause each subconsultant to provide adequate insurance, satisfactory to the City, for the protection of the Consultant’s employees not otherwise protected. Include Waiver of Subrogation in favor of the City of Ocoee. 3. Consultant’s Public Liability and Property Damage Insurance: The Consultant shall obtain during the life of this Agreement COMMERCIAL AUTOMOBILE COVERAGE, this policy should name the City of Ocoee as an additional insured, and shall protect the Consultant and the City from claims for damage for personal injury, including accidental death, as well as claims for property damages which may arise from operations under this Agreement whether such operations be by the Consultant or by anyone directly or indirectly employed by the Consultant, and the amounts of such insurance shall be the minimum limits as follows: 4. Automobile Bodily Injury Liability & Property Damage Liability • $1,000,000 Combined single limit per occurrence (each person, each accident) • All covered automobile will be covered via symbol 1 • Liability coverage will include hired & non-owned automobile liability • Include Waiver of Subrogation in favor of The City of Ocoee 5. Comprehensive General Liability (Occurrence Form) - This policy should name the City of Ocoee as an additional insured and should indicate that the insurance of the Consultant is primary and non-contributory. • $2,000,000 GENERAL AGGREGATE • $2,000,000 PRODUCTS-COMPLETED OPERATIONS AGGREGATE • $1,000,000 PER OCCURRENCE • $1,000,000 PERSONAL & ADVERTISING INJURY • Include Waiver of Subrogation in favor of the City of Ocoee 6. Professional Liability Insurance RFP25-006 Lease & Operation of the Forest Lake Golf Club 45 • Design Errors and Omissions in the amount of $1,000,000 7. Subconsultant’s Comprehensive General Liability, Automobile Liability and Worker’s Compensation Insurance: The Consultant shall require each subconsultant to procure and maintain during the life of this subcontract, insurance of the type specified abov e or insure the activities of these subconsultants in the Consultant’s policy, as specified above. 8. Owner’s Protective Liability Insurance: As applicable for construction projects, providing coverage for the named insured’s liability that arises out of operations performed for the named insured by independent consultants and are directly imposed because of the named insured’s general supervision of the independent consultant. The Consultant shall procure and furnish an Owner’s Protective Liability Insurance Policy with the following limits: $1,000,000, and per occurrence, $2,000,000. Aggregate and naming the City of Ocoee as the Named Insured. 9. Contractual Liability: If the project is not bonded, the consultant’s insurance shall also include contractual liability coverage to insure the fulfillment of the contract. NOTE: PUBLIC LIABILITY INSURANCE AND AUTOMOBILE LIABILITY INSURANCE, THE CITY SHALL BE NAMED AS ADDITIONAL INSURED. • $1,000,000 PER OCCURRENCE • $2,000,000 AGGREGATE Commercial Umbrella: • $1,000,000 PER OCCURRENCE • $2,000,000 Aggregate • Including Employer’s Liability and Contractual Liability Builders Risk: (Not Applicable). • $100,000 Any (1) Location • $1,000,000 Any (1) Occurrence RFP25-006 Lease & Operation of the Forest Lake Golf Club 46 10. Certificates of Insurance: Certificate of Insurance Form (see sample, below), naming the City of Ocoee as an additional insured will be furnished by the Consultant upon notice of award. These shall be completed by the authorized Resident Agent and returned to the Office of the Purchasing Analyst. This certificate shall be dated and show: • The name of the Insured consultant, the specific job by name and job number, the name of the insurer, the number of the policy, its effective date, and its termination date. • Statement that the Insurer shall mail notice to the Owner at least thirty (30) days prior to any material changes in provisions or cancellation of the policy, except ten (10) days written notice of cancellation for non -payment of premium. (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 47 Section 6 – Attachments Attachment A: City Goals Attachment B: Performance Expectations Attachment C: Lease Agreement Draft Terms and Conditions Attachment D: Recent Operating Performance History Attachment E: Current Green Fees Schedule Attachment F: Golf Course Maintenance Standards Attachment G: Building Maintenance Standards Attachment H: Capital Improvement Needs Attachment I: Proposer’s Questionnaire Attachment J: City of Ocoee Execution of Offer Form Attachment K: Acknowledgement of Addenda Attachment L: Conflict of Interest Disclosure Form Attachment M: Non-Collusion Affidavit Attachment N: Drug Free Workplace Form Attachment O: Sworn Statement on Public Entity Crimes Form Attachment P: Certification of Non-Segregated Facilities Form Attachment Q: Scrutinized Companies’ Lists Form Attachment R: Human Trafficking Affidavit Attachment S: Company Not an Entity of Foreign Country of Concern Attachment T: E-Verify Affidavit RFP25-006 Lease & Operation of the Forest Lake Golf Club 48 Attachment “A” City Goals The City desires to continue to provide a high -quality and well-maintained public golf and clubhouse facility with competitive fees and a customer service level commensurate with the best public access golf course venues in the State of Florida. The City has identified the following goals: 1) Provide a guaranteed annual payment to the City for the operation of Forest Lake Golf Club. 2) Provide the residents of Ocoee with a community amenity that offers an enjoyable golf and recreational venue experience, including without limitation, attractive food and beverage services and offerings. 3) Achieve revenue growth through increased rounds played and the enhancement of ancillary revenue opportunities. 4) Ensure that the golf course assets (existing and future) are properly maintained to industry standards and schedule. 5) Work with the City to develop a comprehensive master plan and capital improvement plan to ensure continued success and viability of the Club. 6) Develop highly effective marketing and promotional communications to encourage the use of the community amenity. 7) Implement leagues, attract FSGA, FHSAA, NCAA tournaments and other types of organized play and programming while maintaining good public access to the course. Host multiple junior golf clinic/summer camps annually. 8) Develop a plan to create a non-golf venue platform that can support activities such as weddings, group events, etc., to enable the community to activate this property for optimum usage and enjoyment. RFP25-006 Lease & Operation of the Forest Lake Golf Club 49 Attachment “B” Performance Expectations 1.01 Philosophy, Intent, and Expectations It is the philosophy, intent, and expectation of the City to provide for its residents a quality golfing environment with course playing conditions and a customer service level commensurate with other quality golf courses in the area. The daily fees are to be comparable to those fees charged by other competing municipally owned golf courses for similar services and facilities. Create an experience that is accessible to all levels of player ability, disability, or age. Increase facility usage for underrepresented groups (e.g., women, minorities). The City fully expects the facilities to be operated within golf industry standards from both the management of the operations as well as the maintenance of the putting surfaces, tees, fairways, landscaping, overall turf quality and agronomy. These high standards can be met only through a professional operator that has adequate staffing, training, and experience to provide these services on behalf of the City. The Proposer will be required to procure all goods and services necessary for the operation of the facilities, and to develop plans for any needed facility improvements. Proposer will be expected to plan, implement, and fully fund improvements at the facility and will work with the City to plan and implement capital improvements. The intent of this RFP process is to award a contract to lease and operate the City’s municipal course. Under such lease, the lessee will be responsible for the day-to- day operation and management of the golf course; including, but not limited to, golf course maintenance, golf course operations, clubhouse operations, retail operations, concessions, special events, promotion/marketing, and facility improvements, and the rate structure which may be subject to City approval. Under a lease, all operating and capital costs (including equipment costs) shall be the responsibility of the lessee. The City shall also have the right to implement and approve certain annual budgetary expenditures as well as any proposed capital improvement expenditures for the Club, including capital equipment prior to implementation by the lessee. RFP25-006 Lease & Operation of the Forest Lake Golf Club 50 1.02 General Golf Course Requirements A. Responsibilities, Policies, and Procedures The successful Proposer shall: 1) Provide a level of service (customer service, maintenance standards, etc.) at least equal to or superior to the standards of comparable public access golf clubs in the region (See Attachment F). 2) The course shall be operated as a public facility. 3) Be responsible to develop and implement a robust and effective marketing promotion program that produces positive results in terms of growth of golf rounds purchased, cart rentals, restaurant, concession, event sales, pro shop sales, and instructional programs. 4) Employ state-of-the-art maintenance practices in an environmentally friendly manner. 5) Ensure that the golf course, restaurant, and concession operations shall be open on a daily basis, from dawn to dusk, with the exception of closures due to inclement weather conditions, or emergency course repairs. 6) Be responsible for maintenance and daily custodial cleaning of the clubhouse and maintenance facilities at quality standards, see Attachment “G”. 7) Be responsible for regular pest control inspections and extermination in compliance will all Florida Department of Agriculture regulations concerning pesticide applications and nutrient management. 8) Be responsible for maintaining environmental air quality that meets the minimum health department requirements. RFP25-006 Lease & Operation of the Forest Lake Golf Club 51 9) Smoking in any building is strictly prohibited, and the Proposer shall be required to adhere to and enforce this policy. 10) Repair and maintain items which include seeding, reseeding, and other general landscaping, tee box revisions and extensions, bunker reconstruction and restoration, and cart path repair, paving, and repaving all of which shall be the sole responsibility of the Proposer. B. Operations and Programming The successful Proposer shall: 1) Create and maintain a high-quality golfing experience for the public. 2) Implement customer service practices that shall enhance and maintain the satisfaction of patrons, including but not limited to, ideas to promote faster speeds of play. These practices shall be outlined in the proposal. 3) Not permit use of the golf course without reasonable charge for such use. 4) Develop and implement marketing and promotion programs that shall effectively improve the City’s market share in the local/regional golf market and employ yield management strategies to encourage play during traditional slow play periods. 5) Provide high-quality golf instruction programs for players of all ages and abilities, including individual and group lesson opportunities with well qualified instructors. 6) Enhance leagues as a mechanism to promote increased activity and group experiences at the facility. In addition, the Proposer is expected to host other tournaments and outings. RFP25-006 Lease & Operation of the Forest Lake Golf Club 52 7) Offer a convenient Internet and mobile application-based tee time reservation with customer service benefits comparable to systems offered within the local/regional market. 8) Be required to utilize a golf specific point-of-sale (POS) system that has the ability to maintain a database of customer information (e.g., zip codes, emails), electronic marketing, electronic tee sheet management, retail management, reporting, and accoun ting. 9) Provide competent and neatly attired employees in the following areas: golf pro shop, golf course maintenance, starters, rangers, food & beverage, and driving range. 10) Provide revenue diversification from non-traditional revenue streams, such as: • Lighted Driving Range • Golf Simulator Bays • Event Venues 11) Focus on sustainability in all aspects of golf and F&B operations, and course maintenance. Create “best practices” policies that will reduce energy and water consumption and keep the environment clean. 12) Incorporate technology by utilizing technology that improves the pace of play to improve the player experience. 13) Encourage partnerships with local schools, FSGA, or NCAA for tournaments. 14) Provide family-friendly programming to increase youth participation. C. Operating Revenues and Expenses – Reporting and Audit 1) Submit monthly financial reports at a level of detail and in a format approved by the City. Within 30-days after the end of each operating RFP25-006 Lease & Operation of the Forest Lake Golf Club 53 year, the Proposer is required to provide the City audited financial statements. 2) The Proposer shall establish and maintain cash handling and revenue control systems to ensure the accurate and complete deposit and recording of all revenues, in a form and manner acceptable to the City. 3) Provide all accounting procedures requested by the City. D. Food and Beverage Operation 1) Offer a quality food & beverage operation, including an indoor and outdoor patio dining operation at the clubhouse and on the golf course. 2) Explain in detail its plans for operating these facilities, including proposed hours of operation and the types of food and beverages that will be sold. Provide a sample restaurant menu along with individual offerings, promotions, and specials, including without limitation, monthly calendar of events pertaining to food and beverage operations. 3) Provide a comprehensive policy covering the distribution and consumption of alcoholic beverages as part of this proposal. E. Pro Shop 1) Operate and manage the pro shop that provides a quality shopping environment and experience for customers. 2) Explain in detail the pro shop operating plan, including proposed hours of operation and details of merchandise available for sale. F. Capital Improvements Prepare an annual assessment of business needs and develop plans, including implementation strategies, for necessary and desirable capital level improvements RFP25-006 Lease & Operation of the Forest Lake Golf Club 54 to the golf course, training facility, clubhouse, pro shop, food and beverage facility, and maintenance facility to enhance the customer experience and increase revenue growth opportunities. 1) Proposer shall annually submit a proposed five-year plan for capital improvements. Any capital improvement, which may include building construction, cart path construction, and golf hole design changes shall be subject to City approval. 2) Be responsible for all planning, expenses, permits, contracting, etc. for capital improvement projects. Major renovation and improvement projects will be subject to City review and approval. G. Golf Course and Clubhouse Security and Safety Provide and maintain procedures and systems to ensure the security of the golf course and the clubhouse, including but not limited to a fire and burglar alarm system. 1) Provide a centrally monitored security system to protect Club assets. 2) Ensure player safety by properly marking/signage of areas on the course that may pose a potential risk hazard (e.g., poisonous snakes, alligators, non-potable water irrigation, etc.). 3) Routinely inspect public access areas from a customer safety perspective (e.g., trip hazards, electrical shock, lighting, etc.) H. Compliance with Laws Comply with all City, State, and Federal requirements to provide safe and accessible recreational opportunities for everyone, including persons with disabilities; in addition, the successful Proposer is encouraged to exceed accessibility requirements whenever possible and not simply provide the minimum level required. The successful Proposer shall also comply with all environmental laws in the operation and maintenance of the golf courses. RFP25-006 Lease & Operation of the Forest Lake Golf Club 55 Attachment “C” Lease Agreement Draft Terms and Conditions The following illustrates the substantive terms and conditions regarding a potential lease of the Club pursuant to this RFP, all of which may be revised, changed, and otherwise modified hereafter by the City, in the City’s sole discretion. All Proposers hereby acknowledge these terms and conditions as a base for continued negotiations and only a written lease agreement, executed with proper approval by the City, and delivered to the applicable tenant will bind the parties. Initial Term: 10 years. Renewal Term: Four 5-year renewal options. Commencement Date: January 1, 2026 Minimum Annual Guaranteed Rent: Proposer shall propose a minimum annual guaranteed rent amount that will be due annually and payable monthly to the City by the applicable tenant. Percentage Rent: Proposer shall propose a percentage rent structure based on monthly gross revenues of the Club to be paid to the City by the applicable tenant. Expenses: The Lease shall be a “triple net” lease, with the Rent to be paid being absolutely net to the City and with the applicable tenant paying all costs, expenses and obligations of every kind or nature whatsoever (whether capital or non-capital) relating to the Club, including all taxes related thereto, which may arise or accrue during the Term, except as expressly stated herein. Security Deposit: An amount equal to 3 months of the Minimum Annual Guarantee Rent. Delivery Condition: AS-IS, WHERE-IS BASIS. Capital Improvement Plan: Proposer shall submit a plan describing all capital improvements to be completed by Proposer. RFP25-006 Lease & Operation of the Forest Lake Golf Club 56 Initial Capital Investment: Proposer shall specify whether Proposer is willing to make an initial capital investment into the Club, including the amount and related payment schedule of said amount. Annual Capital Investment: Proposer shall specify a minimum amount to be invested by Proposer, on an annual basis, for the completion of certain capital improvements and other qualified items, which shall be in addition to the Initial Capital Investment stated above and other capital improvement requirements of the Lease. Guarantor: The City may require a personal and/or corporate guaranty from the applicable tenant. Letter of Credit: The City may require an irrevocable letter of credit or other security in the amount of the Initial Capital Investment or other amount as security for the completion of the initial capital improvements pursuant to the Capital Improvement Plan, which such letter or other security shall be returned and/or released to the applicable tenant within thirty (30) days after the completion of the capital improvements. Asset Manager: To ensure the responsible operation of the Golf Course and protection of the City’s interests, the City reserves the right, upon written notice to Lessee, to designate a City representative or qualified third-party consultant (the “Asset Manager”) to monitor, oversee, and evaluate Lessee’s performance under the Lease. The Asset Manager shall have access to financial records, the premises, personnel, and all required reports, subject to reasonable notice and applicable confidentiality protections. If the City elects to implement an Asset Manager, Lessee shall pay to the City, or to the Asset Manager as directed by the City, a fee equal to two percent (2%) of gross revenue of the Club, calculated and paid on a monthly basis, concurrent with any other reports or payments due under the Lease. This fee shall be deemed an operating expense of the Club and shall not be deducted from gross revenue for purposes of determining any other amounts due to the City. Residents: Proposer shall design and implement a “resident” golf program, which provides residents of the City discounted golf and other benefits at the Club. RFP25-006 Lease & Operation of the Forest Lake Golf Club 57 In furtherance of the foregoing stated in this Exhibit C, all Proposers acknowledge and agree to the following responsibilities of the applicable tenant under a lease with the City: (1) Submitting a viable business plan along with a written request for documents and schedules to be prepared by City staff, and the dates by which such items are required. (2) Formulating and implementing operating and maintenance programs, business plans, staff recruiting, and budgets. (3) Supplying and maintaining/repairing all equipment used in operation of the golf facilities, including golf carts, maintenance vehicles and mowing equipment, and irrigation system etc. (4) Developing a rolling 5-year master capital improvement plan for facility improvements, including implementation strategy, timing, and financing, if applicable, and a description of all proposed capital work and provide cost estimates for each distinct project. In addition, include a preliminary capital/design timetable that clearly outlines proposed improvements and the anticipated commencement and completion dates for these improvements (i.e., the expected duration of each improvement). (5) The applicable tenant shall provide the City with written evidence, satisfactory to the City, in its sole discretion, demonstrating that said tenant has sufficient committed funds to perform its obligations under the Lease, including, without limitation, funding all required capital improvements and operating expenses. The City shall have the right to request updated proof of funds from the applicable tenant at any time during the Term upon reasonable notice. The key goals of this process are to identify a lessee that will maximize financial performance, provide excellent value and affordable access for citizens, and enhance these valuable community assets. Please see Attachment B for general performance expectations. RFP25-006 Lease & Operation of the Forest Lake Golf Club 58 The Forest Lake golf course is governed by a Florida Department of Environmental Protection Wastewater Permit. The golf course is within the Wekiwa and Rock Springs Basin Action Management Plan (BMAP), which will be implementing new guidelines and requirements related to nutrient loads and nutrient load reduction targets. We will provide more detail to those firms that are shortlisted. (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 59 Attachment “D” Operating Performance History 2020-2024 RFP25-006 Lease & Operation of the Forest Lake Golf Club 60 Attachment “E” Current Green Fees Schedule Winter Season Rates January 10 – April 20, 2025 FLGC Member Florida Resident Non-Resident Monday – Thursday Open – 10:22 am $54 $65 $76 After 10:30 am $48 $58 $68 After 1:30 pm $39 $46 $57 After 3:30 pm $29 $33 $39 Friday Open – 10:22 am $54 $65 $76 After 10:30 am $48 $58 $68 After 1:30 pm $39 $46 $57 After 3:30 pm $29 $33 $39 Sat, Sun & Holidays Open – 10:22 am $60 $71 $88 After 10:30 am $50 $61 $74 After 1:30 pm $41 $49 $62 After 3:30 pm $30 $34 $39 Driving Range Balls Small Bucket Small Bucket Member $6.00 $5.00 Current Annual Membership Fees New Member Returning Member Ocoee Resident $150 $125 $15 RFP25-006 Lease & Operation of the Forest Lake Golf Club 61 Attachment “F” Golf Course Maintenance Standards The work includes maintenance of grass on greens (including putting greens and perimeter slopes), tees (including practice tees), approaches, collars, ditches, fairways, roughs, sand traps, driving range, lakes and maintenance of trees, shrubs and landscaping throughout the entire acres covered by this contract. Note: Where specific fertilizers, chemicals, seed, supplies, products, or techniques are specified below, similar items or techniques of equal or better effectiveness that are without additional cost to the City may be used if preapproved by the City’s designated representative. The maintenance practices included in this section are intended to be an overall outline for the agronomic, horticultural, and recurring service practices of successful Proposer’s golf course maintenance operations. While the guidelines are detailed, they are intended to be only minimum rules of operation. The successful Proposer’s primary responsibility is for ensuring the integrity of the golf course. Variances from the guidelines shall be necessary at times to allow for adjustments resulting in climatic conditions, pest infestations, golf course traffic, tournaments, and other unforeseen problems. A. Mowing: 1) Greens shall be mowed every day the course is open for play at a height of cut that is acceptable to the City without causing undue stress to the turf. Typically, a cutting height between 5/32 inches to 1/4 inch shall be maintained unless adjustments for turf health. Greens should be maintained to achieve at least an 8-10 foot "stimpmeter" reading. The integrity of the original size of greens shall be maintained. 2) Tees shall be mowed three times per week. A mowing height of 1/4 inch to 1/2 inch shall be maintained. No more than 33 percent of the leaf surface shall be removed at anyone mowing. The integrity of the original size and design of tees shall be maintained. 3) Fairways, approaches, and collars shall be mowed three times per week during the active growing season and two times per week during the cooler RFP25-006 Lease & Operation of the Forest Lake Golf Club 62 periods. A height of cut of 1/2 inch to 3/4 inch shall be maintained. There may be certain times during the summer when this frequency may increase due to changes in climatic conditions. The frequency of cut during the cooler periods may also be increased to three times per week when the fairways are overseeded. No more than 33 percent of the leaf blade shall be removed at anyone mowing. The integrity of the original size of fairways shall be maintained. 4) Tee and green slopes and roughs shall be mowed weekly during the active growing season and as needed the balance of the year. A height of cut of 1 - 1/4 inch to 1-1/2 inch shall be maintained. 5) Growth regulators shall be utilized in wet areas during the summer months when excessive rainfall is predicted to keep the turf in a manageable condition. B. Aeration: 1) Greens shall be aerated as needed to provide the soil with the proper air, water, and soil ratio required for healthy putting surfaces. Two to three conventional core aerations (2 inches deep on 2-inch centers, minimally) coupled with one deep tine aeration during the summer months shall be performed annually. Spiking of all greens shall be performed between aerations to maintain proper water infiltration. 2) Tees shall be aerated two times, minimally, during the year with a conventional aerator to alleviate compaction and help control thatch. 3) Fairways/roughs shall be aerated one time, minimally, during the summer months to alleviate compaction. Also, supplemental aerations shall be done on the heavily compacted areas and may be accomplished with a deep -tine aerator. C. Verticutting/Spiking: 1) Greens shall be vertically mowed during the active growing season to help promote quality putting surfaces. Typically, every two weeks during the RFP25-006 Lease & Operation of the Forest Lake Golf Club 63 active growing season would be considered minimal. A deeper verticutting shall be accomplished following aerations in two to three directions to help promote the healing of the damage on the putting surfaces caused by aerations. Spiking of the greens shall be performed regularly. 2) Tees shall be vertically mowed in conjunction with the aeration services during the summer. The frequency of vertical mowing shall be adjusted accordingly should the playing areas become "spongy." 3) Fairways and roughs shall be vertically mowed or scalped, if necessary, in order to prevent matting and/or build-up of thatch in these areas. D. Top Dressing: 1) Greens shall be top dressed in conjunction with the verticutting/spiking and aeration operations. This shall be accomplished with a soil mix or sand that is similar to the make-up of the existing soil profile. 2) Greens shall be top dressed every two weeks during the active growing season to help maintain a smooth putting surface. In addition to this, during the inter-seeding period, the greens shall be "dusted" with top dressing. 3) Tees shall be top-dressed two times during the summer in conjunction with the aeration operations. In addition, the divots shall be filled in on a weekly basis, minimally, to ensure an even playing surface. 4) Green sand shall be made available to all three facilities for top dressing of the practice range tee and to fill sand buckets on the golf carts. E. Fertilization: 1) Greens shall be fertilized at a rate of 1.5 pounds of nitrogen per month with an analysis or ratio of N, P, and K determined by soil and tissue testing. Only "miniprill" and materials specifically used on putting surfaces shall be utilized. Minor nutrients shall be applied as a foliar application in addition to what is available in the granular fertilizer. Only fertilizer specifically formulated for putting greens shall be applied. RFP25-006 Lease & Operation of the Forest Lake Golf Club 64 2) Tees shall be fertilized at a rate of one pound of nitrogen per month with a fertilizer analysis to be determined by soil testing. During overseeded months, the applications of fertilizer shall be adjusted as necessary to ensure that quality teeing areas are present. 3) Fairways, irrigated roughs, and slopes shall be fertilized with 6 to 8 pounds of nitrogen annually through either granular or liquid applications that shall be applied throughout the course of the year. Supplemental amounts of fertilizer shall be applied to weak and thin areas. Any additional amounts of N, P, and K shall be determined by soil tissue tests and adjusted accordingly. 4) Dolomite lime applications, in conjunction with aeration, shall be used as necessary to assist in keeping the pH at a desirable level. F. Overseeding: 1) Greens shall be overseeded as needed each fall with an initial seeding rate of 18 pounds of seed per 1,000 square feet. Additional seed shall be added as necessary to ensure good germination and juvenile development. Standard industry guidelines shall be followed during this procedure. City is open to discussing best practice options on this topic. 2) Tees shall be overseeded each fall with a perennial ryegrass blend at a seeding rate of 15 pounds per 1,000 square feet on par 4 and par 5 and a 20- pound per 1,000 square feet seeding rate shall be utilized on par 3. Regular seeding and sanding of divots shall be performed throughout the overseeded months. 3) Fairways shall be overseeded and an option based on direct competition and financial benefit each fall with a perennial ryegrass blend at a seeding rate of 300 pounds per acre. Regular seeding and sanding of divots shall be performed throughout the overseeded months. City is open to discussing best practice options on this topic. RFP25-006 Lease & Operation of the Forest Lake Golf Club 65 G. Bunker Maintenance: 1) Mechanical raking of the bunkers shall be performed five times per week. Bunkers shall be raked every day with the exception of Tuesday and Sunday, or as designated by the City contract manager. In addition to mechanical raking, the bunkers shall be spot hand raked during the days the bunkers are not mechanically raked. The integrity of the original size and design of each bunker shall be maintained. 2) Edging of the bunkers shall be performed monthly to ensure a manicured appearance at all times. 3) Mowing of the bunker faces shall be performed weekly throughout the growing season and as needed throughout the remainder of the year. 4) Additional sand shall be added as needed throughout the year to maintain an average depth of 4 inches in all parts of the bunkers. 5) To help ensure the bunkers drain properly, redirect water flow and/or incorporate french drain(s) in and around a bunker. H. Equipment Maintenance: The Proposer shall follow all manufacturers’ guidelines in the maintenance and repair of equipment. All of the Proposer’s equipment technicians shall be qualified and are encouraged to attend industry workshops and seminars to stay updated on the latest trends and repairs of equipment. I. Irrigation: 1) The irrigation and treated wastewater system shall be repaired and maintained on a regular basis by qualified staff of the Proposer. These employees may be required to attend service seminars to keep updated on the latest irrigation development and trends in the industry. RFP25-006 Lease & Operation of the Forest Lake Golf Club 66 J. Pest Management: 1) The goal is to have the City of Ocoee golf course as weed and insect free as possible and to prevent any damaging outbreaks of pests. The Proposer's approach to the control of damaging pests and weeds shall include curative and preventative types of control measures using the most appropriate products available. 2) The Proposer shall be responsible for the implementation of an integrated pest management (IPM) program for all playing areas of the courses including roughs via regular monitoring, problem and potential problem identification, preventative measures, diagnosis and treatment. All greens shall be inspected daily for the presence of damaging pests, insects, or fungus. All greens shall be treated as required to prevent or control fungus and insect activity and damage to the turf. All fairways shall be inspected weekly for the presence of damaging pests, insects, or fungus and treated appropriately to prevent turf damage. K. Other Maintenance/Service: The Proposer shall be responsible for properly moving the cups and tee markers and repairing ball marks every day the courses is open for play. In addition, all trash shall be removed, divot buckets shall be filled, and the ball washers checked for clean towel and soap solution daily. The ball washer soap shall be changed a minimum of once per week throughout the year. L. Trash and Debris Removal: During the course of the day, any trash or nonorganic debris on the golf courses shall be picked up. This shall be hauled to a legal disposal site and disposed of. Removal from the property, when necessary, shall be the responsibility of the Proposer. M. Organic Materials and Tree Debris Removal: During the course of the day, any tree debris or organic materials on the golf courses shall be picked up. This shall be hauled to a legal disposal site and disposed RFP25-006 Lease & Operation of the Forest Lake Golf Club 67 of. Removal from the property, when necessary, shall be the responsibility of the Proposer. N. Deep Rough/Natural Areas: 1) The Proposer shall maintain the natural areas within the boundaries of the play areas. These areas are to be kept free of fallen limbs, sucker growth, undesirable vegetation, trash, and weeds. Any removal of trees greater than 2 inches in caliper is not the responsibility of the Proposer unless the trees are leaning at more than a 45-degree angle. 2) The successful Proposer shall be responsible for pruning any plant material and clearing debris that obstructs the cart paths throughout the golf courses. O. Cart Path Maintenance: All golf cart paths shall be kept clean of cut grass and shall be edged monthly during the active growing season and as needed the balance of the year. Standing water problems on cart paths shall be promptly corrected by the successful Proposer. The Proposer shall repair or is responsible for repair to cart path breaks due to irrigation repairs. P. Lakes and Ponds Maintenance: All aquatic weed control is the responsibility of the Proposer. The successful Proposer’s personnel shall remove litter and trash from the water bodies on a regular basis. All lakes and ponds shall be kept free of all unwanted aquatic plant life. Q. Landscape Bed Maintenance: The Proposer shall install and maintain flowering plants in select landscape beds throughout the golf course and around clubhouse and patio. This shall include weed control, watering, fertilization, and pest control. The Proposer shall work with the City in determining planting designs. RFP25-006 Lease & Operation of the Forest Lake Golf Club 68 R. Buildings: The Proposer shall maintain the landscape surrounding the maintenance buildings, halfway houses, and clubhouse buildings on the golf courses in a good, operable, and sanitary order. Any required repairs, replacement, rebuilding, and restoration would be brought to the attention of the City’s designated representative immediately. All such repairs, replacements, rebuilding, and restoration shall be the responsibility of the Proposer. (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 69 Attachment “G” Building Maintenance Standards 1.01 Custodial Duties and Requirements A. Daily: 1) Empty waste receptacles and replace plastic liners as needed. Refuse removal is the responsibility of the Proposer. 2) Clean and sanitize the interior and exterior surface of all trash containers. 3) Vacuum all areas of the building’s interior carpet. Vacuum any floor mats and entry mats located at entry/exit doors. Spot clean areas as needed. 4) Dust mop all non-carpeted floors then damp mop afterwards. 5) Clean and sanitize drinking fountains and remove encrustations, watermarks, etc. Polish as needed, using appropriate metal cleaner/polish. 6) Remove cobwebs on walls, ceiling corners, or any other places. 7) Dust around cleared areas of furniture tops, desktops, vacant shelves, windowsills, ledges, chairs, benches, etc. without moving items located on these areas. 8) Vacuum all fabric upholstery on chairs. Spot clean as necessary. 9) Vacuum behind equipment using vacuum wand disturbing electrical cords and wires. 10) Pick up litter, trash, and debris at entryways, parking lots and grounds as needed. 11) At entryways, remove cobwebs, mud daubers, from doors, siding, ceiling as necessary. RFP25-006 Lease & Operation of the Forest Lake Golf Club 70 12) Clean entry door surfaces, door glass, adjacent windows and frames, to include door handles, push plates, and kick plates. 13) Clean surface of area of patio tables and chairs. 14) In break rooms, clean sinks and counter tops, table and chair surfaces. Fill paper towel and soap dispensers. 15) In restrooms, clean mirrors, counter tops, sinks, and fixtures using germicidal solution. 16) Clean toilet seats, inside bowl, bowl rims, base (including hold-down bolts). Use of sanitary disposable gloves is mandatory. Gloves are to be changed for each restroom cleaning. 17) Spot clean ceramic tile/concrete walls, remove stains, heavy soil, graffiti, candy, gum, or any other foreign material. Clean stall partitions in like manner. 18) Mop bathrooms and locker rooms with germicidal solution. Spot clean baseboards. Clean and polish all stainless steel and chrome. 19) Report needed building repairs to building maintenance supervisor. B. Weekly 1) Vacuum or dust blinds and window coverings. 2) Clean all washable non-fabric seating. 3) Clean interior and exterior glass surfaces. 4) Spot clean walls and partitions. 5) Heavy sweep all loose soil, rocks., debris etc. from patio areas, vestibules, building stairwells/steps, and entry ramps. RFP25-006 Lease & Operation of the Forest Lake Golf Club 71 C. Monthly 1) Dust wall artwork, photographs, white boards, bulletin boards, plants. 2) Vacuum and clean HVAC supply, return vents and surrounding ceiling. 3) Machine scrub and apply sealer/finish to all VCT floors. 4) Remove floor finish, dirt, or other foreign matter from all baseboards. 5) Clean stair rails, landings, steps, and entry ramps. 6) Clean all exterior surfaces of lockers. D. Quarterly Clean ceiling and light diffusers/covers (only if diffusers and covers are removable without tools). Dust/wipe bulbs. E. Semiannual Hot water extraction and shampoo all carpeted areas F. Additional Duties as Needed (but not limited to) 1) Paint and/or repair interior sheetrock. 2) Replace base covers. 3) Strip and wax har-surface floors. 4) Change lightbulbs in building and patio. 5) Minor plumbing repairs. RFP25-006 Lease & Operation of the Forest Lake Golf Club 72 Attachment “H” Capital Improvement Needs The following is a limited, basic perspective on Capital Improvement needs 1.01 Course and Facilities: 1) Clubhouse: a. Does not have the capacity or layout to accommodate group events. b. Environmental analysis has identified numerous types of mold. c. Furnishings and equipment in many cases are old, outdated, and inefficient. d. Roof – Inspection recommended. e. Ensure ADA Compliance. 2) Playability/Turf: a. Greens - Multiple types of bermuda grass, replacing / regressing may be required. b. Tee Boxes – Multiple types of bermuda grass. c. Bunkers – Damaged edges and poor drainage. 3) Cart Paths: a. Ensure ADA compliance. b. Eliminate potential trip hazards and golf cart wheel damage. 4) Golf Carts: a. Lease Terms b. Replacement Schedule 5) Practice Facility: a. Drainage needs to be reviewed. b. Consider adding lights to increase revenue and attract younger golfers. c. Consider moving the tee box back and adding length to the back of the practice facility (will require minor re-positioning) to accommodate players who hit tee shots greater than 300 yards. d. Consider adding elevated artificial turf around pin targets to create a more realistic practice experience. RFP25-006 Lease & Operation of the Forest Lake Golf Club 73 6) Parking: a. Asphalt Surface Condition – Resurfacing is needed. b. Inefficient Layout – Current parking space arrangement is inefficient and does not have capacity to accommodate non -golf functions/events. 1.02 Maintenance 1) Equipment Storage – Not in good condition. 2) Golf Cart Storage and Wash Pad – Dated and not efficient, does not perform to environmental standards. 3) Irrigation – The current system is approximately 32 years old; a cost/benefit analysis should be conducted to ensure adequate coverage and efficiency. 4) Mowed/Maintained Fairway and Tee Box Grass Areas – Evaluate current layout to determine if there are areas to eliminate turf grass to reduce water consumption and maintenance. 1.03 Stormwater Drainage and Ponds 1) Review Course Drainage – During periods of heavy rain, standing water/wet areas appear in many areas of the course. 2) Pond Detention Capacity – Ponds are not lined and do not retain water in an efficient manner. 3) RIBS Functionality/Condition – Located on approximately 10-12 acres, these areas support overflow of grey water. The RIBS current condition is unknown. (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 74 Attachment “I” Proposer’s Questionnaire The Proposer recognizes that in selecting a company/agent, the City of Ocoee shall rely, in part, on the answers provided in response to this questionnaire. Accordingly, Proposer warrants to the best of its knowledge that all responses are true, correct, and complete. The City of Ocoee reserves the right to contact each and every reference listed below and shall be free from any liability to Proposer for conducting such inquiry. Company Profile 1. Number of Years in Business: ______ 2. Number of Employees: _____ (company wide) Number of Employees: _____ (servicing location) 3. Annual Sales Volume: ______ (company wide) Number of Employees: _____ (servicing location) 4. State that you shall provide a copy of your company’s audited financial statements for the past two (2) years. 5. Is your company currently for sale or involved in any transaction to expend or to become acquired by another business entity? If yes, please explain the impact both in organizational and directional terms. 6. Provide any details of all past or pending litigation or claims filed against your company that would negatively impact your company’s performance under an agreement with the City of Ocoee. 7. Is your company currently in default on any loan agreement or financing agreement with any bank, financial institution, or other entity? If yes, specify date(s), details, circumstances, and prospects for resolution. RFP25-006 Lease & Operation of the Forest Lake Golf Club 75 Attachment “J” City of Ocoee Execution of Offer Form Request for Proposal THIS FORM IS TO BE COMPLETED, SIGNED AND RETURNED WITH YOUR PROPOSAL. PROPOSER AGREES TO PERFORM ALL WORK AS SET FORTH IN THIS REQUEST FOR PROPOSAL, AND IN ACCORDANCE WITH THE TERMS AND CONDITIONS AT THE PRICES SUBMITTED. If requested, the Proposer shall furnish bonding with the following company as surety: Name of Surety Company: _______________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Insurance Agent: ________________________________ Address: ________________________________ ________________________________ ________________________________ Phone Number: ________________________________ Contact Person: ________________________________ RFP25-006 Lease & Operation of the Forest Lake Golf Club 76 THE PROPOSER IS HEREBY NOTIFIED THAT THIS DOCUMENT SHALL BE SIGNED IN INK IN ORDER FOR THE PROPOSAL TO BE ACCEPTED. BY SIGNING, THE PROPOSER CERTIFIES THAT HE/SHE SHALL COMPLY IN EVERY ASPECT WITH THE REQUEST FOR PROPOSAL, ADDENDUMS, PROPOSAL, ANY AND ALL EMAILS/LETTERS OF CLARIFICATION, BAFO, AND CONTRACT. The proposal, if submitted by an individual, shall be signed by an individual; if submitted by a partnership, shall be signed by such member or members of the partnership as have authority to bind the partnership; if submitted by a corporation the same shall be signed by the President and attested by the Secretary or an Assistant Secretary. If not signed by the President as aforesaid, there must be attached a copy of that portion of the bylaws, or a copy of a Board resolution, duly certified by the Secretary, showing the authority of the person so signing on behalf of the corporation. In lieu thereof, the corporation may file such evidence with the administration, duly certified by the Secretary, together with a list of the names of those officers having authority to execute documents on behalf of the corporation, duly certified by the Secretary, which listing shall remain in full force and effect until such time as the administration is advised in writing to the contrary. In any case where a proposal is signed by an attorney in fact, the same must be accompanied by a copy of the appointing document, duly certified. If an Individual: RFP25-006 Lease & Operation of the Forest Lake Golf Club 77 If a Partnership: If a Corporation: RFP25-006 Lease & Operation of the Forest Lake Golf Club 78 Remittance Address (if different than above): (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 79 Attachment “K” Acknowledgement of Addenda 1. ACKNOWLEDGMENT OF ADDENDA: Respondent acknowledges receipt of the following addenda: No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ No._____________ Dated _____________________ (Remainder of page left blank intentionally.) RFP25-006 Lease & Operation of the Forest Lake Golf Club 80 Attachment “L” RFP #25-006 Conflict of Interest Disclosure Form The award of this contract is subject to the provisions of Chapter 112, Florida Statutes, and all applicable federal, state, and local laws. All Bidders must disclose within their bid: the name of any City of Ocoee employee, Mayor or City Commissioner, other City Official, or City Consultants, who owns assets or capital stock, directly or indirectly, in the Bidder’s firm or any of its branches, or would directly or indirectly benefit by the profits or emoluments of this Bid. (Indirect ownership or benefit applies to any members of his or her immediate family.) Bidder certifies that no member of the entity’s ownership or management is presently applying for an employee position or actively seeking an elected position with the City. In the event that a conflict of interest is identified in the provision of services, Bidder agrees to immediately notify the City in writing. The purpose of this disclosure form is to give the City the information needed to identify potential conflicts of interest for the City Commission, Staff, and other key City employees and consultants involved in the award and administration of this contract. According to Chapter 112, Florida Statutes, the term “conflict of interest” “means a situation in which regard for a private interest tends to lead to disregard of a public duty or interest”, and refers to situations in which financial or other personal considerations may adversely affect, or have the appearance of adversely affecting, an employee’s professional judgment in exercising any City duty or responsibility in administration, management, instruction, research, or other professional activities. Please check one of the following statements and attach additional documentation if necessary: ____ To the best of our knowledge, the undersigned firm has no potential conflict of interest for this RFP. ____ The undersigned firm, by attachment to this form, submits information which may be a potential conflict of interest for this RFP. Acknowledged by: Firm Name Signature Name and Title (Print or Type) Date RFP25-006 Lease & Operation of the Forest Lake Golf Club 81 Attachment “M” Non-Collusion Affidavit , being first duly sworn deposes and says: 1. He/She is the (Owner, Partner, Office, Representative or Agent) of , the Bidder that has submitted the attached Bid; 2. He/She is fully informed respecting the preparation and contents of the attached Bid and of all pertinent circumstances respecting such Bid; 3. Such Bid is genuine and is not a collusive or sham Bid; 4. Neither the said Bidder nor any of its officers, partners, owners, agents, representatives, employees, or parties in interest, including this affidavit, have in any way, colluded, conspired, connived or agreed, directly or indirectly, with any other Bidder, firm or person to submit a collusive or sham Bid in connection with the Contract for which the attached Bid has been submitted; or to refrains from bidding in connection with such Contract; or have in any manner, directly or indirectly, sought by agre ement or collusion, or communication, or conference with any Bidder, firm, or person to fix the price or prices in the attached Bid or of any other Bidder, or to fix any overhead, profit, or cost elements of the Bid price or the Bid price in any other Bidder, or to secure through any collusion, conspiracy, connivance, or unlawful agreement any advantage against (Recipient), or any person interested in the proposed Contract; 5. The price or prices quoted in the attached Bid are fair and proper and are not tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of the Bidder or any other of its agents, representatives, owners, employees or parties in interest, including this affidavit. By: Title: STATE OF COUNTY OF Sworn to and subscribed before me by means of ☐ physical presence or ☐ online notarization, this ____ day of ____________, 202___, by ___________________ who ☐ is personally known to me or ☐ has presented _________________ as identification. Notary Public My Commission Expires: RFP25-006 Lease & Operation of the Forest Lake Golf Club 82 Attachment “N” Drug-Free Workplace Certification The undersigned Bidder, in accordance with Florida Statute 287.087, hereby certifies that it has a drug-free workplace program. In order to have a drug-free workplace program, a business shall: 1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations o f such prohibition. 2. Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a drug-free workplace, and available drug counseling, rehabilitation, and employee assistance programs, and the penalties that may be imposed upon em ployees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under bid a copy of the statement specified in subsection (1). 4. In the statement specified in subsection (1), notify the employees that, as a condition of working on the commodities or contractual services that are under bid, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or pleas of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction. 5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation program is such is available in the employee's community, by any employee who is so convicted. 6. Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. As the person authorized to sign the statement, I certify that this firm complies fully with the above requirements. Bidder: Signature By: (Print or Type Name) Title: Date: RFP25-006 Lease & Operation of the Forest Lake Golf Club 83 Attachment “O” Sworn Statement under Section 287.133(3)(A), Florida Statutes, on Public Entity Crimes THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO ADMINISTER OATHS. 1. This sworn statement is submitted to City of Ocoee, Florida by by . (Print individual's Name & Title) whose business address is 2. I understand that a "public entity crime" as defined in Paragraph 287.133(1)(g), Florida Statutes, means a violation of any state or federal law by a person with respect to and directly related to the transaction of business with any public entity or with an agency or political subdivision of any other state or with the United States, including, but not limited to, any bid or contract for goods or services to be provided to any public entity or an agency or political subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material representation. 3. I understand that "convicted" or "conviction" as defined in Paragraph 287.133(1)(b), Florida Statutes, means a finding of guilt or a conviction of a public entity crime, with or without an adjudication of guilt, in any federal or state trial court of record relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, non-jury trial, or entry of a plea of guilty or nolo contendere. 4. I understand that an "affiliate" as defined in Paragraph 287.133(1)(a), Florida Statutes, means: a. A predecessor or successor of a person convicted of a public entity crime: or b. An entity under the control of any natural person who is active in the management of the entity and who has been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The ownership by one person of shares constituting a controlling interest in another person, or a pooling of equipment or income among persons when not for fair market value under an arm's length agreement, shall be a prima facie case RFP25-006 Lease & Operation of the Forest Lake Golf Club 84 that one person controls another person. A person who knowingly enters into a joint venture with a person who has been convicted of a public entity crime in Florida during the preceding 36 months shall be considered an affiliate. 5. I understand that a "person" as defined in Paragraph 287.133(1)(e), Florida Statutes, means any natural person or entity organized under the laws of any state or of the United States with the legal power to enter into a binding contract and which bids o r applies to bid on contracts for the provision of goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity. 6. Based on information and belief, the statement I have marked below is true in relation to the entity submitting this sworn statement. (please indicate which statement applies). Neither the entity submitting this sworn statement, or one or more of its officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, nor any affiliate of the entity have been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, or an affiliate of this entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders, employees, members, or agents who are active in management of the entity, or an affiliate of this entity has been charged with and convicted of a public entity crime subsequent to July 1, 1989. However, there has been a subsequent proceeding concerning the conviction before a Hearing Officer of the State of Florida, Division of Administrative Hearings. The final order entered by the Hearing Officer determined that it was not in the public interest to place the entity submitting this sworn statement on the convicted vendor list. (Please attach a copy of the final order.) I UNDERSTAND THAT THE SUBMISSION OF THIS FORM TO THE CONTRACTING OFFICER FOR THE PUBLIC ENTITY IDENTIFIED IN PARAGRAPH 1 (ONE) ABOVE IS FOR THAT PUBLIC ENTITY ONLY AND, THAT THIS FORM IS VALID THROUGH . I ALSO UNDERSTAND THAT I AM REQUIRED TO INFORM THE PUBLIC ENTITY PRIOR TO ENTERING INTO A CONTRACT IN EXCESS OF THE THRESHOLD AMOUNT PROVIDED IN SECTION 287.017, FLORIDA STATUTES FOR CATEGORY TWO OF CHANGE IN THE INFORMATION CONTAINED IN THIS FORM. RFP25-006 Lease & Operation of the Forest Lake Golf Club 85 (Signature) Date: Name of Bidder (Contractor) STATE OF COUNTY OF Sworn to (or affirmed) and subscribed before me by means of ☐ physical presence or ☐ online notarization, this ____ day of ____________, 20 , by ___________________ in the state of _________________ County of ________________________. Notary Public My Commission Expires: RFP25-006 Lease & Operation of the Forest Lake Golf Club 86 Attachment “P” Certification of Non-Segregated Facilities Bidder certifies that he/she does not maintain or provide for its employees any segregated facilities at any of its establishments, and that employees are not permitted to perform their services at any location, under this control, where segregated facilit ies are maintained. Bidder certifies further that it will not maintain or provide for employees any segregated facilities at any of its establishments, and that Bidder will not permit its employees to perform their services at any location under Bidder’s control where segregated facilities are maintained. Bidder agrees that a breach of this certification will be a violation of the Equal Opportunity clause in any contract resulting from acceptance of this Bid. As used in this certification, the term "segrega ted facilities" means any waiting rooms, work areas, restrooms and washrooms, restaurants and other eating areas, time clocks, locker rooms and other storage and dressing areas, parking lots, drinking fountains, recreation or entertainment area, transportation, and housing facilities provided for employees on the basis of race, color, religion, or national origin, because of habit, local custom, or otherwise. Bidder agrees that (except where Bidder has obtained identical certification from proposed subcontractors for specific time periods) Bidder will obtain identical certifications from proposed subcontractors, if any, prior to the award of subcontracts exceeding $10,000 which are not exempt from the provisions of the Equal Opportunity clause, and that Bidder will retain such certifications in its files. The nondiscriminatory guidelines as promulgated in Section 202, Executive Order 11246, and as amended by Executive Order 11375 and as amended, relative to Equal Opportunity for all persons and implementations of rules and regulations prescribed by the United States Secretary of Labor are incorporated herein. The penalty for making false statements in offers is prescribed in 18 U.S.C. 1001. Date , 20___. By: (Title) Official Address (including Zip Code): RFP25-006 Lease & Operation of the Forest Lake Golf Club 87 Attachment “Q” Certification Regarding Scrutinized Companies’ Lists Bidder certifies that the company is not participating in a boycott of Israel. Bidder certifies that Bidder is not on the Scrutinized Companies that Boycott Israel List, not on the Scrutinized Companies with Activities in Sudan List, not on the Scrutinized Companies with activities in the Iran Petroleum Energy Sector List, and is not engaged in business operations in Cuba or Syria, as those terms are used and defined in sections 287.135 and 215.473 of the Florida Statutes. In the event that Bidder is unable to provide such certification but still seeks to be considered for award of this solicitation, Bidder shall, on a separate piece of paper, clearly state that it is on one or both of the Scrutinized Companies lists and shall furnish together with its prop osal a duly executed written explanation of the facts supporting any exception to the requirement for certification that it claims under Section 287.135 of the Florida Statutes. Bidder agrees to cooperate fully with the City in any investigation undertaken by the City to determine whether the claimed exception would be applicable. City shall have the right to terminate any contract resulting from this solicitation for default if Bidder is found to have submitted a false certification, or to have been placed on the Scrutinized Companies that Boycott Israel List, or to have been placed on the Scrutinized Companies for Activities in Sudan List, or the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, or has been engaged in business operations in Cuba or Syria. Bidder: ___________________________________ By:__________________________________________________ (Authorized Signature) Printed Name and Title:___________________________________ Date:_________________________________________________ RFP25-006 Lease & Operation of the Forest Lake Golf Club 88 Attachment “R” Human Trafficking Affidavit The undersigned, on behalf of Contractor, hereby attests as follows: 1. Contractor understands and affirms that Section 787.06(13), Florida Statutes, prohibits the City of Ocoee from executing, renewing, or extending a contract to entities that use coercion for labor or services. 2. Contractor hereby attests, under penalty of perjury, that Contractor does not use coercion for labor or services as defined in Section 787.06(2), Florida Statutes. I, the undersigned, am an officer or representative of the non-governmental entity named below, and hereby represent that I: make the above attestation based upon personal knowledge; am over the age of 18 years and otherwise competent to make the above attestation; and am authorized to legally bind, and make the above attestation on behalf of, the Contractor. Under penalties of perjury, I declare that I have read the forgoing document and that the facts stated in it are true. By: Print Name: Print Title: _____________________________ Company Name: STATE OF COUNTY OF The foregoing instrument was sworn to and subscribed before me by means of ☐ physical presence or ☐ online notarization, this _____ day of ______________ , 202__ , by ______________________, as _______________________ of __________________ , who is ☐ personally known to me or ☐ produced _______________________________ as identification. Notary Public Signature (Seal) Print Notary Name: ______________________ My Commission Expires: RFP25-006 Lease & Operation of the Forest Lake Golf Club 89 Attachment “S” Company Not an Entity of Foreign Country of Concern In accordance with Florida Statute 287.138 and for purposes of this affidavit, "foreign country of concern" means the People's Republic of China, the Russian Federation, the Islamic Republic of Iran, the Democratic People's Republic of Korea, the Republic of Cuba, the Venezuelan regime of Nicolas Maduro, or the Syrian Arab Republic, including any agency of or any other entity of significant control of such foreign country of concern. The undersigned, on behalf of the entity listed below hereby attests under penalty of perjury as follows: 1. I am an officer or representative of ________________________ (hereinafter “Entity”), and I am authorized to provide this affidavit on its behalf. 2. Entity is not owned by the government of a foreign country of concern. 3. No government of a foreign country of concern has a controlling interest in Entity. 4. Entity is not organized under the laws of or has its principal place of business in a foreign country of concern. 5. If, at any time in the future, Entity does become owned by a foreign country of concern, if a foreign country of concern acquires a controlling interest in Entity, or Entity becomes organized under the laws of or relocated to a foreign country of concern, Entity will immediately notify the City of Ocoee and no contracts may be executed, renewed, or extended between the parties. 6. I have read the foregoing affidavit and confirm that the facts stated in it are true, and are made for the benefit of, and reliance by the City of Ocoee. Authorized Signature: Printed Name: Title: STATE OF COUNTY OF The foregoing instrument was acknowledged by physical means / by electronic means before me this day of 20__, by , who is personally known to me / presented as identification and who did / did not take an oath. Notary Public, Commission Seal: Print Name: RFP25-006 Lease & Operation of the Forest Lake Golf Club 90 Attachment “T” Contractor E-Verify Affidavit I hereby certify that [insert contractor company name] does not employ, contract with, or subcontract with an unauthorized alien, and is otherwise in full compliance with Section 448.095, Florida Statutes. All employees hired on or after January 1, 2021 have had their work authorization status verified through the E-Verify system. A true and correct copy of [insert contractor company name] proof of registration in the E-Verify system is attached to this Affidavit. Print Name: Date: STATE OF ___________________ COUNTY OF _________________ The foregoing instrument was acknowledged before me by means of □physical presence or □online notarization, this (date) by (name of officer or agent, title of officer or agent) of (name of contractor company acknowledging), a _________ (state or place of incorporation) corporation, on behalf of the corporation. He/she is personally known to me or has produced ____________________ (type of identification) as identification. [Notary Seal] Notary Public Name typed, printed or stamped My Commission Expires: ______ Mayor Commissioners Rusty Johnson Scott R. Kennedy, District 1 Rosemary Wilsen, District 2 City Manager Richard Firstner, District 3 Craig Shadrix George Oliver III, District 4 City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 phone: (407) 905-3100 ▪ www.ocoee.org _____________ June 5, 2025 ADDENDUM NO. ONE (1) CITY OF OCOEE RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB This addendum shall modify and become a part of the original RFP Documents for RFP #25-006. This addendum consists of two (2) pages. Respondents should acknowledge receipt of this addendum in the space provided on Page 79 of the RFP. Failure to do so may subject the Respondent to disqualification. The RFP due date remains the same. Amendments to the RFP documents are as follows: The Mandatory Pre-Proposal Conference address has been amended. The corrected address is Forest Lake Golf Club, 10521 Clarcona-Ocoee Road, Apopka, FL 32703. Section 1.08 of the RFP, Legal Advertisement has been amended to reflect this corrected address. Request for Proposals, Legal Advertisement The City of Ocoee, Florida (the “City”) is soliciting sealed proposals for RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB. Proposals will only be accepted electronically through Bonfire, a free e-Procurement platform, until 2:00 p.m., local time, on August 5, 2025. Proposals received after that time or through any other method will not be accepted under any circumstances. Proposals that have been timely received will be publicly opened virtually online and the name of the responding firms read aloud at that time; instructions will be provided at https://www.ocoee.org/959/Public-Bid-Openings. A MANDATORY PRE-PROPOSAL CONFERENCE and site visit will be held at 2:00 p.m. local time on June 16, 2025, at the Forest Lake Golf Club, 10521 Clarcona-Ocoee Road, Apopka, FL 32703. Prospective Respondents must attend this Mandatory Pre-Proposal Addendum 1 - RFP25-006 Lease & Operation of the Forest Lake Golf Club 2 Conference to be considered for selection. The purpose of this conference is for access to tour the golf course and facilities and review the RFP packet. Additionally, City representatives will be available to answer questions at this meeting regarding the project. All questions regarding this RFP shall be in writing and directed to Olena Stokych, Purchasing Analyst, ostokych@ocoee.org with a copy to Joyce Tolbert, NIGP-CPP, CPPB, Procurement Manager jtolbert@ocoee.org, or through the Bonfire platform. Prospective respondents may secure a copy of the documents required for submitting a proposal at no charge through Bonfire by accessing the City’s published solicitation page at https://ocoee.bonfirehub.com. For more information, please visit https://www.ocoee.org/323/Purchasing. Prospective respondents will be provided with all information regarding this RFP, addenda, and changes to the project requirements through the Bonfire platform. Melanie Sibbitt, City Clerk, Orlando Sentinel, June 1, 2025. Olena Stokych Olena Stokych Purchasing Analyst Mayor Commissioners Rusty Johnson Scott R. Kennedy, District 1 Rosemary Wilsen, District 2 City Manager Richard Firstner, District 3 Craig Shadrix George Oliver III, District 4 City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 phone: (407) 905-3100 ▪ www.ocoee.org _____________ June 20, 2025 ADDENDUM NO. TWO (2) CITY OF OCOEE RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB This addendum shall modify and become a part of the original RFP Documents for RFP #25-006. This addendum consists of three (3) pages. Respondents should acknowledge receipt of this addendum in the space provided on Page 79 of the RFP. Failure to do so may subject the Respondent to disqualification. The RFP due date remains the same. Answers to questions received and/or amendments to the RFP documents are as follows: QUESTIONS & ANSWERS Q1. In order for me to prepare for the proposal, could you please provide me with the detailed historical financial performances at your earliest convenience? A1. In attachment D of the RFP, the City provided a cumulative roll up financial recap for the 5 years from 2020-2024. This report was generated from the Tee Snap software platform and is the only financial information available. We are now providing all proposers the attached financial recap for each individual year of Tee Snap reports from 2020 – 2024 for your review. There is no additional financial information available. Q2. I would like to visit the property along with my colleagues during this upcoming weekend. Specifically I would like to visit the property on June 21 and 22 if possible. 2 Addendum 2 - RFP25-006 Lease & Operation of the Forest Lake Golf Club A2. Each proposer is encouraged to visit the site and play the golf course. We had one guided tour on June 16th at the mandatory pre-proposal meeting. We will not be providing any additional individual guided tours. AMENDMENTS Section 4.01 of the RFP, Selection Criteria, has been replaced in its entirety to revise the following language underlined below: Proposer is advised that the City intends to select the Proposer that the City determines is the most responsive and responsible and will provide the City with the highest quality management, efficient services, and highest revenue based on the criteria set out below. Upon receipt of the proposals, the Evaluation Committee comprised of City staff, the City’s Owner’s Representative and their professional consultants will review the proposals and provide a report to the City Commission that will determine the best proposal(s) deemed most qualified. The evaluation team will rely on the information contained and presented in the proposals and the reference checks made. Selection criteria will be based on the following: Evaluation Criteria (100-Point Potential Score) The Evaluation Committee members will independently evaluate the proposals based on the following criteria and associated point values: A. Proposed Operations and Business Plan 20 B. Operating Experience 15 C. Compensation (Rent Offer) 20 D. Financial Capability/Reporting and Accountability 15 E. Capital Improvement Plan 30 Based on the City’s evaluation of the proposals, an ordinal ranking will be developed which indicates the committee’s collective ranking of the highest ranked proposals. The City intends to award a single contract to one (1) firm deemed to be the most highly qualified to perform the required services. In determining whether a firm is qualified, the City shall consider the Evaluation Criteria set forth in this RFP. Proposals will be reviewed by the Evaluation Committee appointed by the City Manager and will be ranked in accordance with the established evaluation criteria. Date, time, and location of any 3 Addendum 2 - RFP25-006 Lease & Operation of the Forest Lake Golf Club scheduled Evaluation Committee meeting(s) for this RFP will be noticed publicly and on Bonfire. The Evaluation Committee shall supply a ranked list of the proposing firms and a recommendation regarding which firm should be awarded the contract by the City Commission. The City Commission’s decision to endorse or modify the ranking by the Evaluation Committee shall be final. Please be aware that all City Commission meetings are duly noticed public meetings and that all documents submitted to the City as a part of a proposal, excluding exempt financial statements, constitute public records under Florida law. Upon review of the proposals, the City will score the proposals and will shortlist and interview the highest-ranking Proposer(s). Upon completion of the interviews, the highest- ranking Proposer will then be asked to enter into contract negotiations with the City. If an agreement cannot be reached with the highest ranked Proposer, the City will move to the next highest ranked Proposer. The same process will be repeated with the other ranked Proposers if no such agreement can be reached. The City reserves the right to not select a Proposer as part of this process if an agreement cannot be reached with the interviewed Proposer. The City reserves the right to accept or reject any or all responses, to waive formalities, technicalities or irregularities, to request clarification of information submitted in any response, or to re-advertise for new proposals. The City may accept any item or group of items of any response, unless the Respondent qualifies its response by specific limitations. The City may accept one or more responses if, in the City’s discretion, the City determines that it is in the City’s best interest to do so. The City reserves the right to award the contract to the Respondent which, in the City’s sole discretion, is the most responsive and responsible Respondent. The City reserves the right, as an aid in determining which proposal is responsible, to require a Respondent to submit such additional evidence of Respondent’s qualifications as the City may deem necessary, and may consider any evidence available to the City of the financial, technical, and other qualifications and abilities of a Respondent, including past performance and experience with the City and others. The City shall be the final authority in the selection of any and all responses. Olena Stokych Olena Stokych Purchasing Analyst Attachment: Tee Snap reports for individual years 2020-2024 Sales and Cash Overview: 01/01/2020 12:00:00 AM to 12/31/2020 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2020 Custom Start Date Time 12/31/2020 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $175,769.48 $16.76 Sales Tax 6.50%Y ($530.07)$0.00 SUMMARY 2 rows – 7 columns $175,239.41 Total Tax Amount $16.76 Total Exempt Tax Cash Flow Transactions (...Total Amount Sales & Tax Revenue $2,872,681.48 Gift Card Purchases $14,109.89 Other Transactions ($87,539.84) Grand total $2,799,251.53 Expected Cash $444,884.38 User Out Cash Amount $433,083.85 Over/Short in Cash ($11,800.53) Expected Checks $5,873.89 User Out Check Amount $5,690.18 Over/Short in Check ($183.71) Total Over/Short ($11,984.24) Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 164,731 $2,328,470.04 $76,004.33 $151,419.30 $0.00 $2,479,889.34 Restaurant 97,460 $368,972.03 $76,015.01 $23,820.11 $0.00 $392,792.14 Grand total 262,191 $2,697,442.07 $152,019.34 $175,239.41 $0.00 $2,872,681.48 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Old Gift Cards Rain Check Grand total Sales & Tax Revenue $66,551.13 $492,895....$5,873.89 $4,257.68 $2,273,609...$10,356.30 $11.72 $19,125.95 $2,872,681.48 Tips Collected $72.36 $47,577.06 $47,649.42 Gift Card Purchases $1,245.00 $12,864.89 $14,109.89 Pay Out ($1,592.20)($1,592.20) Club Credit Adjustments ($2,211.18)($2,211.18) Tip Out ($47,663....($47,663.94) AR Transfers & Adj ($83,721.94)($83,721.94) Grand total ($17,098.45)$444,884....$5,873.89 $2,046.50 $2,334,051...$10,356.30 $11.72 $19,125.95 $2,799,251.53 Sales and Cash Overview: 01/01/2021 12:00:00 AM to 12/31/2021 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2021 Custom Start Date Time 12/31/2021 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $199,268.80 $0.00 Sales Tax 6.50%Y ($886.32)$0.00 SUMMARY 2 rows – 7 columns $198,382.48 Total Tax Amount $0.00 Total Exempt Tax Cash Flow Transactions (...Total Amount Sales & Tax Revenue $3,257,742.49 Gift Card Purchases $13,871.46 Other Transactions ($40,832.24) Grand total $3,230,781.71 Expected Cash $426,973.88 User Out Cash Amount $396,938.63 Over/Short in Cash ($30,035.25) Expected Checks $9,310.22 User Out Check Amount $8,753.40 Over/Short in Check ($556.82) Total Over/Short ($30,592.07) Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 182,668 $2,612,981.15 $93,021.00 $169,719.30 $0.00 $2,782,700.45 Restaurant 110,907 $446,378.86 $93,503.58 $28,663.18 $0.00 $475,042.04 Grand total 293,575 $3,059,360.01 $186,524.58 $198,382.48 $0.00 $3,257,742.49 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Rain Check Grand total Sales & Tax Revenue $46,330.93 $494,082....$9,310.22 $997.75 $2,677,769...$10,934.60 $18,317.62 $3,257,742.49 Tips Collected $16.00 $65,659.58 $65,675.58 Gift Card Purchases $415.00 $13,456.46 $13,871.46 AR Payments $320.00 $320.00 Club Credit Payments $50.00 $50.00 Club Credit Adjustments ($1,231.97)($1,231.97) Pay Out ($1,861.63)($1,861.63) AR Transfers & Adj ($38,122.38)($38,122.38) Tip Out ($65,661....($65,661.84) Grand total $8,224.55 $426,973....$9,310.22 ($234.22)$2,757,255...$10,934.60 $18,317.62 $3,230,781.71 Sales and Cash Overview: 01/01/2022 12:00:00 AM to 12/31/2022 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2022 Custom Start Date Time 12/31/2022 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $226,283.47 $140.14 Sales Tax 6.50%Y ($944.65)$0.00 SUMMARY 2 rows – 7 columns $225,338.82 Total Tax Amount $140.14 Total Exempt Tax Cash Flow Transactions (...Total Amount Sales & Tax Revenue $3,703,889.54 Gift Card Purchases $12,888.77 Other Transactions ($99,750.61) Grand total $3,617,027.70 Expected Cash $445,476.40 User Out Cash Amount $441,052.57 Over/Short in Cash ($4,423.83) Expected Checks $6,088.07 User Out Check Amount $6,028.14 Over/Short in Check ($59.93) Total Over/Short ($4,483.76) Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 197,359 $2,976,543.06 $103,549.25 $193,080.16 $0.00 $3,169,623.22 Restaurant 124,196 $502,007.66 $107,446.25 $32,258.66 $0.00 $534,266.32 Grand total 321,555 $3,478,550.72 $210,995.50 $225,338.82 $0.00 $3,703,889.54 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Rain Check Grand total Sales & Tax Revenue $87,822.53 $524,710....$6,088.07 $1,198.83 $3,055,569...$9,092.06 $19,407.69 $3,703,889.54 Tips Collected $77,822.36 $77,822.36 Gift Card Purchases $1,404.57 $11,484.20 $12,888.77 AR Payments $3,054.00 $3,054.00 Club Credit Adjustments ($1,340.00)($1,340.00) Pay Out ($2,811.27)($2,811.27) Tip Out ($77,827....($77,827.48) AR Transfers & Adj ($98,648.22)($98,648.22) Grand total ($10,825.69)$445,476....$6,088.07 ($141.17)$3,147,930...$9,092.06 $19,407.69 $3,617,027.70 Sales and Cash Overview: 01/01/2023 12:00:00 AM to 12/31/2023 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2023 Custom Start Date Time 12/31/2023 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $244,192.69 $337.40 Sales Tax 6.50%Y ($743.16)$0.00 SUMMARY 2 rows – 7 columns $243,449.53 Total Tax Amount $337.40 Total Exempt Tax Cash Flow Transactions (...Total Amount Sales & Tax Revenue $4,004,677.69 Gift Card Purchases $12,224.60 Other Transactions ($9,141.50) Grand total $4,007,760.79 Expected Cash $417,572.26 User Out Cash Amount $429,917.08 Over/Short in Cash $12,344.82 Expected Checks $3,390.92 User Out Check Amount $3,359.08 Over/Short in Check ($31.84) Total Over/Short $12,312.98 Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 200,710 $3,209,788.68 $111,185.27 $207,980.34 $0.00 $3,417,769.02 Restaurant 132,688 $551,439.48 $129,762.95 $35,469.19 $0.00 $586,908.67 Grand total 333,398 $3,761,228.16 $240,948.22 $243,449.53 $0.00 $4,004,677.69 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Rain Check Grand total Sales & Tax Revenue $94,294.87 $511,412....$3,390.92 $2,238.91 $3,358,407...$11,569.17 $23,363.69 $4,004,677.69 Tips Collected $89,849.68 $89,849.68 Gift Card Purchases $750.00 $11,474.60 $12,224.60 Club Credit Payments $937.20 $937.20 Club Credit Adjustments ($1,430.00)($1,430.00) AR Transfers & Adj ($3,907.86)($3,907.86) Pay Out ($4,763.79)($4,763.79) Tip Out ($89,826....($89,826.73) Grand total $90,387.01 $417,572....$3,390.92 $808.91 $3,460,668...$11,569.17 $23,363.69 $4,007,760.79 Sales and Cash Overview: 01/01/2024 12:00:00 AM to 12/31/2024 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2024 Custom Start Date Time 12/31/2024 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $236,469.57 $212.84 Sales Tax 6.50%Y ($1,124.92)$0.00 SUMMARY 2 rows – 7 columns $235,344.65 Total Tax Amount $212.84 Total Exempt Tax Cash Flow Transactions (...Total Amount Sales & Tax Revenue $3,868,346.71 Gift Card Purchases $21,320.77 Other Transactions ($186,252.16) Grand total $3,703,415.32 Expected Cash $371,289.51 User Out Cash Amount $379,645.04 Over/Short in Cash $8,355.53 Expected Checks $6,092.24 User Out Check Amount $6,162.00 Over/Short in Check $69.76 Total Over/Short $8,425.29 Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 185,545 $3,147,805.56 $112,209.87 $204,100.17 $0.00 $3,351,905.73 Restaurant 107,278 $485,275.67 $103,775.65 $31,244.48 $0.00 $516,520.15 Grand total 292,823 $3,633,081.23 $215,985.52 $235,344.65 $0.00 $3,868,425.88 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Online Store - Gift Card Rain Check Grand total Sales & Tax Revenue $99,111.55 $453,633....$6,092.24 $2,367.29 $3,273,032...$10,672.51 $59.63 $23,378.04 $3,868,346.71 Tips Collected $89.26 $80,628.93 $80,718.19 Gift Card Purchases $739.23 ($100.00)$13,581.54 $7,100.00 $21,320.77 AR Payments $477.00 $477.00 Club Credit Adjustments ($2,260.00)($2,260.00) Pay Out ($2,433.84)($2,433.84) Tip Out ($80,649....($80,649.10) AR Transfers & Adj ($182,104.41)($182,104.41) Grand total ($82,903.60)$371,289....$6,092.24 $7.29 $3,367,719...$10,672.51 $7,159.63 $23,378.04 $3,703,415.32 Sales and Cash Overview: 01/01/2020 12:00:00 AM to 12/31/2024 11:59:59 PM Forest Lake Golf Club, FL 05/13/2025 08:05:…Instructions * Custom Date Range Date Filter 01/01/2020 Custom Start Date Time 12/31/2024 23:… Custom End Date Time Forest Lake Golf Club, FL Property Name * Department Sales Rollup Lvl 1 Sub-Category 2 Sales Rollup Lvl 3 Sub-Category 1 Sales Rollup Lvl 2 * False F & B Alcohol Rollup T/F * Transaction … Payments Rollu… * Transaction … Payments Rollu… Select values Parent Department Select values Sub Department 1 Sales Transactions Payment Transactions Tax & Fee Breakdown Cash Flow Cash Over/Short Variance Tax Name Tax %Refund Y..Tax Amount Exempt … Sales Tax 6.50%N $1,081,984.01 $707.14 Sales Tax 6.50%Y ($4,229.12)$0.00 SUMMARY 2 rows – 7 columns $1,077,754.89 Total Tax Amount $707.14 Total Exempt Ta Cash Flow Transactions (...Total Amount Sales & Tax Revenue $17,707,337.91 Gift Card Purchases $74,415.49 Other Transactions ($423,516.35) Grand total $17,358,237.05 Expected Cash $2,106,196.43 User Out Cash Amount $2,080,637.17 Over/Short in Cash ($25,559.26) Expected Checks $30,755.34 User Out Check Amount $29,992.80 Over/Short in Check ($762.54) Total Over/Short ($26,321.80) Sales Rollup Sales Rollup 2 Sales Rollup 3 Quantity Total Sales $Cogs Sales Tax $Fee Amount Total Sales+Tax&Fees Proshop 931,013 $14,275,588.49 $495,969.72 $926,299.27 $0.00 $15,201,887.76 Restaurant 572,529 $2,354,073.70 $510,503.44 $151,455.62 $0.00 $2,505,529.32 Grand total 1,503,542 $16,629,662.19 $1,006,473.16 $1,077,754.89 $0.00 $17,707,417.08 Total Amount Payment Method Payments Rollup Payments R...Accounts Receivable Cash Check Club Credit Credit Card Gift Card Old Gift Cards Online Store - Gift Card Rain Check Grand total Sales & Tax Revenue $394,111.01 $2,476,73...$30,755.34 $11,060.46 $14,638,38...$52,624.64 $11.72 $59.63 $103,592.99 $17,707... Tips Collected $177.62 $361,537.61 $361,71... Gift Card Purchases $4,553.80 ($100.00)$62,861.69 $7,100.00 $74,415... AR Payments $3,851.00 $3,851.00 Club Credit Payments $987.20 $987.20 Club Credit Adjustments ($8,473.15)($8,473.... Pay Out ($13,462....($13,46... Tip Out ($361,629...($361,6... AR Transfers & Adj ($406,504.81)($406,5... Grand total ($12,216.18)$2,106,19...$30,755.34 $2,487.31 $15,067,62...$52,624.64 $11.72 $7,159.63 $103,592.99 $17,358... Mayor Commissioners Rusty Johnson Scott R. Kennedy, District 1 Rosemary Wilsen, District 2 City Manager Richard Firstner, District 3 Craig Shadrix George Oliver III, District 4 City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 phone: (407) 905-3100 ▪ www.ocoee.org _____________ June 27, 2025 ADDENDUM NO. THREE (3) CITY OF OCOEE RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB This addendum shall modify and become a part of the original RFP Documents for RFP #25-006. This addendum consists of one (1) page. Respondents should acknowledge receipt of this addendum in the space provided on Page 79 of the RFP. Failure to do so may subject the Respondent to disqualification. The RFP due date remains the same. Amendments to the RFP documents are as follows: The City’s e-procurement platform, Bonfire, will change its name to Euna Procurement effective June 29, 2025. The project link will remain the same, and both names may be referenced during this project. Questions & Answers: Q1. Do you expect us to offer benefits to the staff working at Forest Lake? Current and future employees, part time and/or Full Time? A1. The City does not require vendors to offer specific benefits to staff employed at Forest Lake, however, proposals should indicate the approach your company intends to take with respect to wages and benefits for current and future employees (both part-time and full-time). While not mandatory, proposals that demonstrate competitive compensation practices, particularly those that support employee retention, service quality, and alignment with industry standards, will be viewed favorably during evaluation. Proposals should include a description of your proposed staffing model and benefits approach as part of your submission. Q2. Could you please also advise the annual property tax amount for Forest Lake? A2. Property taxes for previous year were $46,000. Lessee will be responsible for the annual property taxes. Olena Stokych Olena Stokych Purchasing Analyst Mayor Commissioners Rusty Johnson Scott R. Kennedy, District 1 Rosemary Wilsen, District 2 City Manager Richard Firstner, District 3 Craig Shadrix George Oliver III, District 4 City of Ocoee ▪ 1 N. Bluford Avenue ▪ Ocoee, Florida 34761 phone: (407) 905-3100 ▪ www.ocoee.org _____________ July 11, 2025 ADDENDUM NO. FOUR (4) CITY OF OCOEE RFP #25-006 LEASE AND OPERATION OF THE FOREST LAKE GOLF CLUB This addendum shall modify and become a part of the original RFP Documents for RFP #25-006. This addendum consists of seven (7) pages plus the 3 (three) attached files. Respondents should acknowledge receipt of this addendum in the space provided on Page 79 of the RFP. Failure to do so may subject the Respondent to disqualification. The RFP due date remains the same. Answers to questions received and/or amendments to the RFP documents are as follows with Answers provided in Bold/Italics: Q1. Full detailed revenues by department for the past 3 years, including golf green fees, cart fees, f&b / alcohol sales, and other revenue • The City has provided the only financial information we have available for the 5 years from 2020-2024. This information came from the Tee Snap platform obtained from the previous operator. Q2. Full detailed expenses by department for past 3 years, including golf operations, golf course maintenance, food & beverage, general & administrative, etc. • The City has provided the only financial information we have available for the 5 years from 2020-2024. This information came from the Tee Snap platform obtained from the previous operator. Q3. Round Counts by Player Type/Time Period and associated GF revenue for past 3 years to tie to Financials provided, by course: • Weekday / Weekend • Senior / Junior / 9 holes / 18 holes / Twilight etc. • Which correspond to the approved rates The City has provided the only financial information we have available for the 5 years from 2020- 2024. This information came from the Tee Snap platform obtained from the previous operator. 2 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club Q4. Capital Needs by Department • What capital has been spent by department over the past 24 months The City received minimal information relative to recent (last 5-10 years) capital investments. We are aware of the following: • There has been some replacement of irrigation system heads • The bar in the restaurant was rebuilt in April, 2025 • Hole 16 was totally rebuilt and landscaped in early 2025 We have provided additional documents that highlight various capital improvements made in the 2006-2008 timeframe. Q5. Insurance • What are policy coverage requirements for property, specifically buildings. Minimum: 5% named storm deductible • $10k All Other Peril Deductible • Building Ordinance and Law (Full A, $250k or $100k combined B&C) • Business Interruption • Spoilage • Tee-to-Green of $250k, $100k trees, shrubs, or plants • What is the property coverage for buildings and requirement to rebuild in case of fire etc.? Insurance matrix attached • Provide loss runs for WC, GL and Property for past 3 years • This information is not available Q6. Please comment / provide a list of Equipment / FF& E by department which is staying at the Facility for example: • Maintenance • Fuel Tanks? Yes • Above Ground or Below? Above ground • Equipment Lifts? Yes • Square Footage of Maintenance Facility 4,650sf • Square Footage of Maintenance yard 1.5 Acres • Chemical Storage? Separate Wooded Building 2,645sf • Type and Location close to maintenance facility • Reel / Bed knife Grinders? Yes • Others • Golf Course Accessories 3 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club • Benches Yes / Ball Washers Yes / Trash Cans Yes • Tee Signage Yes • Golf Shop • Counters? Yes • F & B • Tables Yes • Chairs Yes • Kitchen Equipment Yes • Coolers Yes / Freezers? Yes • G & A • Security Systems Yes • Telephone Systems Yes • Camera Systems Yes • Range • Netting? No • Mats? Grass Tees • Dividers? Boards • Ball washing / dispensing? Balls dispensed from golf Shop • Target / Yardage Signage? Target Poles Q7. We request the following information: • F & B • Copy of latest Health Dept Report (attached) • Approved number of occupancy for clubhouse area 45 • Ordinances Limiting Use • Are there times which the facilities need to be closed by? No • Range / Lights or F & B? No lights or F&B • Plans – This information is not available • Copy of all verticals / building plans • Copy of any Alta or site survey 4 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club • Acreage and Turf Type – an aerial graphic of the golf course is attached which shows overall acreage; Type of Grass is 419 Bermuda • Greens Tiff Dwarf • Tees 419 Bermuda • Fairways / Approaches 419 Bermuda • Roughs / Intermediate 419 Bermuda • Bunkers: s/f, acreage n/a – order of magnitude info available via Google earth • Ponds/Lakes: s/f, acreage n/a – order of magnitude info available via Google earth • Recent Soil and Water Tests Results No • Irrigation System additional information attached • Age and Type of System Original with electrical upgrades • # of Heads Approx 900 or • Single vs double row? • In / Outs on Greens? No • Type of Control • Central / Box / Quick Coupler? • Pump Station • Type • VFD Yes • Flooded Suction? No • Direct Feed Reuse water pumped from holding pond. • Pump Description • # of Pumps 3, • HP for each 75 • Fertigation? No • Fert / Chemical • Fert / Chemical records for the past 2 years No • Water • Water Usage for the past 3 years by gallons • Potable 5 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club • 3-year consumption report for the 2 potable meter is attached • Effluent • 3-year spreadsheet for the FLGC flows is attached • Latest bill for each to show costs per 1,000 • Attached for potable. • Flyer for reclaimed rates attached any deviation from those rates will need to be negotiated in the lease agreement • Please comment on water rights / limits by volume per course • The Forest Lake Golf Club CUP from the water management district states that the golf course is permitted 0.370 MGD of reclaimed from Ocoee/WG and 0.094 MGD supplemental surface water. However, that is tied to the acreage under irrigation, if modifications are made to irrigated areas, the Operator can expect a modification be required. Addedly there are requirements from FDEP’s best management practices of Golf Course that can be expected to meet BMAP regulations in the future. • What is Irrigation Pond / Onsite storage capacity for the course • Only estimated information available in feet 550x245x5 roughly 5 million gallons. These measurements were taken from arial maps. The pond is narrower in spots and the depth fluctuates. Condition of Water Storage Source/Pond Liners • Storage pond has NO liner. 2024 estimates 46.6% loss of provided effluent • Irrigation pond 2.1 Acres • 6 pond 3.6 Acres • 14 15 pond 19.2 Acres • 16 17 pond 1.1 Acres • 1 18 pond .78 Acres • Range 1. Pond .35 acres 27 .13 total Acres Note: there is only one golf course…reference in these questions to “courses” • Number of parking spots at location • Hdcp 10 and non hdcp 75 • List of “clubs” for each course (i.e. - Mens Club, senior club, etc.) • # of members – there are approximately 500 regular members and 300 City of Ocoee resident members. Memberships allow for various levels of discounted greens fees. • Website if available https://forestlakegolf.com/ 6 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club • When they play and how many times usually N/A Q8. Do the buildings meet current building codes? ADA Accessibility codes? Yes Q9. Would the City consider an extension of 30 days for the RFP? We have worked diligently on this point but need a little more time to finalize our comprehensive proposal. • Due to the City’s goal of having the new operator in place no later than January 1st, 2026, the due date for proposals will remain August 5th at 2:00 pm. As detailed in the RFP schedule, there are numerous required steps that must be taken in order to meet this goal, including commission meetings and special meetings that are set on the calendar. We look forward to receiving proposals from all interested parties on August 5th, 2025. Q10. Can the city provide details on the water source for irrigation (e.g., reclaimed water, well, municipal)? Are there any restrictions on water use or access? • The Golf Course uses reclaimed water supplied by the City of Ocoee to an irrigation pond on the West Side of the 429. The water restrictions for the property are laid out in the FLGC Consumptive Use Permit from St. Johns Water Management District. Q11. The RFP mentions a “Waste Water Permit”. Can the city explain the permit’s requirements, operational implications, and any associated costs or responsibilities for the lessee? • The WW Permit identifies the FLGC as a reclaimed disposal site, the city is permitted to dispose of reclaimed water either on the Golf course or the on-site RIBS at 1.0MGD. That amount is based on available acreage. There are requirements of the City to adhere to regarding the RIBS site, signage, ground water monitoring, and water sampling which will require access to the property for those maintenance needs. Any transference of those responsibilities to the Golf course operator will be negotiated in the lease agreement. Q12. What are the operational utility costs for water, electricity and natural gas? • Information provided in attachments Q13. It is stated the irrigation system is 32 years old. What is the age of the pump station and is everything in good working order? • Pump station is between 15-20 years old and is in good working condition. Utility cost information included in attachments. Q14. Is there a central computer for the rainbird system? • Yes. Q15. Can the city confirm the full inventory of equipment (e.g., mowers, maintenance equipment, tools) included for the lessee’s use? Are there any conditions or restrictions on the use, maintenance, or replacement of this equipment? 7 Addendum 4 - RFP25-006 Lease & Operation of the Forest Lake Golf Club • The golf course/maintenance equipment is aged, not in “front line” condition and past it’s useful life. The full inventory of City owned equipment will be included for lessee’s use, with no restrictions. The equipment is between 20-25 years old, much of which is marginally useful; the current operator has temporarily supplemented existing equipment with newer equipment to maintain the golf course; the expectation is that the new operator will purchase new or nearly new equipment to appropriately take care of the golf course. Q16. Can the city provide details on the current lease terms for the 90 gas carts and the condition/age of the 20 owned electric carts? • Lease for the 25 electric carts is being provided; they are not owned by the City. The 90 gas carts are nearing the end of their useful life. Q17. Are capital improvements (e.g., parking lot expansion, clubhouse renovations, course upgrades) fully funded by the lessee, or will the city provide financial support or incentives? • The lessee will be fully responsible for all capital improvements, with no financial contribution from the City. Q18. Please provide a historical report of annual rounds of golf per year. • The City has already provided the past 5 years of Tee Snap information, which is all that is available. Q19. Is there any current or pending litigation involving Forest Lake Golf Club? • No. Olena Stokych Olena Stokych Purchasing Analyst Enclosures: The following files are available as separate files on Bonfire/Euna Procurement: FLGC Flows 2022-2024 MGD – Addendum 4, Internal Audit of FCCI Policy – Addendum 4, RFI Back up information 070925 – Addendum 4 2022 Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1 1554622363 0.373 1561272529 0.362 1569028468 0.389 1576337387 0.021 1587943839 0.549 1602248561 0.449 2 1555005863 0.384 1561628106 0.356 1569341050 0.313 1576337387 0.000 1588459961 0.516 1602360637 0.112 3 1555342073 0.336 1561952714 0.325 1569653032 0.312 1576981965 0.645 1589014851 0.555 1602931909 0.571 4 1555482820 0.141 1562327131 0.374 1570022159 0.369 1576981965 0.000 1589629585 0.615 1602952303 0.020 5 1555660309 0.177 1562585716 0.259 1570426936 0.405 1577156406 0.174 1590254190 0.625 1603319281 0.367 6 1556105873 0.446 1562640749 0.055 1570803828 0.377 1577309061 0.153 1590928501 0.674 1603898821 0.580 7 1556423541 0.318 1562690177 0.049 1571190509 0.387 1577449459 0.140 1591528859 0.600 1604485244 0.586 8 1556899228 0.476 1562745258 0.055 1571584873 0.394 1577449525 0.000 1592098484 0.570 1604991379 0.506 9 1557270926 0.372 1562756025 0.011 1571596490 0.012 1577449851 0.000 1592636254 0.538 1604991616 0.000 10 1557647188 0.376 1562756025 0.000 1571815949 0.219 1577470351 0.021 1593381258 0.745 1605594291 0.603 11 1558051349 0.404 1563132988 0.377 1571865956 0.050 1578083566 0.613 1593973944 0.593 1606106774 0.512 12 1558399020 0.348 1563403435 0.270 1571921396 0.055 1578556679 0.473 1594557346 0.583 1606585766 0.479 13 1558744912 0.346 1563656396 0.253 1571976528 0.055 1579027705 0.471 1594805398 0.248 1607137940 0.552 14 1558929131 0.184 1563909365 0.253 1572025145 0.049 1579498455 0.471 1595799731 0.994 1607652345 0.514 15 1558929131 0.000 1564290472 0.381 1572323608 0.298 1579944021 0.446 1596211935 0.412 1608151274 0.499 16 1559390960 0.462 1564670130 0.380 1572351312 0.028 1580380937 0.437 1596298906 0.087 1608595501 0.444 17 1559391329 0.000 1564976969 0.307 1572362930 0.012 1580821414 0.440 1596743976 0.445 1609139656 0.544 18 1559394329 0.003 1565290216 0.313 1572533970 0.171 1580821414 0.000 1597223479 0.480 1609636533 0.497 19 1559578108 0.184 1565606454 0.316 1572873381 0.339 1581113212 0.292 1597696869 0.473 1610110432 0.474 20 1559790841 0.213 1565905959 0.300 1573190434 0.317 1581610461 0.497 1598172285 0.475 1610546710 0.436 21 1560034839 0.244 1566206953 0.301 1573532475 0.342 1582152170 0.542 1598172285 0.000 1611042849 0.496 22 1560080013 0.045 1566536629 0.330 1573877743 0.345 1582689191 0.537 1598532000 0.360 1611558461 0.516 23 1560124970 0.045 1566902196 0.366 1574125032 0.247 1583207038 0.518 1598532162 0.000 1611969357 0.411 24 1560453121 0.328 1567243421 0.341 1574172880 0.048 1583856882 0.650 1598672198 0.140 1612468380 0.499 25 1560498967 0.046 1567584180 0.341 1574185344 0.012 1584510904 0.654 1599220916 0.549 1612930797 0.462 26 1560537493 0.039 1567971261 0.387 1574432131 0.247 1585156853 0.646 1599769782 0.549 1613357582 0.427 27 1560583132 0.046 1568322316 0.351 1574748756 0.317 1585712071 0.555 1600279590 0.510 1613813762 0.456 28 1560621363 0.038 1568660215 0.338 1575070555 0.322 1586229329 0.517 1600306753 0.027 1614355922 0.542 29 1560621363 0.000 1575499693 0.429 1586798735 0.569 1600764017 0.457 1614795030 0.439 30 1560621363 0.000 1575925251 0.426 1587394929 0.596 1601266766 0.503 1615213097 0.418 31 1560910401 0.289 1576316466 0.391 1601796652 0.530 JuneJanFebMarchAprilMay Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1615670322 0.457 1626276863 0.492 1634455940 1.662 1643331745 0.000 1655025729 0.567 1662112805 0.582 1616097583 0.427 1626622052 0.345 1634819078 0.363 1643331745 0.000 1655498827 0.473 1662518558 0.406 1616482629 0.385 1626634033 0.012 1635199299 0.380 1643331745 0.000 1655995849 0.497 1662708430 0.190 1616866500 0.384 1627143558 0.510 1634455940 -0.743 1644121111 0.789 1656537902 0.542 1662887060 0.179 1617294775 0.428 1627591523 0.448 1635817487 1.362 1644947988 0.827 1656537902 0.000 1663248802 0.362 1617789639 0.495 1627612678 0.021 1636145956 0.328 1644974044 0.026 1657416066 0.878 1663631155 0.382 1618235563 0.446 1627143558 -0.469 1636491360 0.345 1645359131 0.385 1657878146 0.462 1664048058 0.417 1618675278 0.440 1628040887 0.897 1636862765 0.371 1645849656 0.491 1658303757 0.426 1664471026 0.423 1619109559 0.434 1628457725 0.417 1636863054 0.000 1646253068 0.403 1658316514 0.013 1664920501 0.449 1619500244 0.391 1628837346 0.380 1636863247 0.000 1646690385 0.437 1658316514 0.000 1665120547 0.200 1619882018 0.382 1629281712 0.444 1636863318 0.000 1647060024 0.370 1658316705 0.000 1665325412 0.205 1620270412 0.388 1629738655 0.457 1636863429 0.000 1647470096 0.410 1658316789 0.000 1665463993 0.139 1620785535 0.515 1630238307 0.500 1637209291 0.346 1647849811 0.380 1658322399 0.006 1665643509 0.180 1621159792 0.374 1630276322 0.038 1637538351 0.329 1648180572 0.331 1658322644 0.000 1665845167 0.202 1621593923 0.434 1630713900 0.438 1637541681 0.003 1648530646 0.350 1658954917 0.632 1665912242 0.067 1621902127 0.308 1631125942 0.412 1637870061 0.328 1648872694 0.342 1659378440 0.424 1665953242 0.041 1621902127 0.000 1631516364 0.390 1638216251 0.346 1649219164 0.346 1659387345 0.009 1665967202 0.014 1621916682 0.015 1631901879 0.386 1638216316 0.000 1649581634 0.362 1659576894 0.190 1665912242 -0.055 1621922952 0.006 1632167415 0.266 1638562260 0.346 1649927291 0.346 1659859521 0.283 1666347175 0.435 1621943002 0.020 1632306682 0.139 1638918581 0.356 1650334903 0.408 1660129361 0.270 1666804072 0.457 1622365899 0.423 1632764005 0.457 1639250210 0.332 1650695760 0.361 1660130764 0.001 1666970439 0.166 1622951786 0.586 1633212274 0.448 1639594059 0.344 1651077453 0.382 1660197108 0.066 1666974430 0.004 1623369473 0.418 1633591835 0.380 1639594059 0.000 1651437712 0.360 1660204592 0.007 1666979604 0.005 1623800510 0.431 1633961753 0.370 1640369405 0.775 1651809150 0.371 1660214422 0.010 1666983034 0.003 1624290587 0.490 1633981791 0.020 1640767287 0.398 1652311922 0.503 1660397533 0.183 1666983034 0.000 1624789019 0.498 1634063813 0.082 1641158130 0.391 1652851188 0.539 1660634490 0.237 1666991564 0.009 1624809094 0.020 1634064406 0.001 1641513726 0.356 1652851188 0.000 1660819516 0.185 1667379373 0.388 1624809364 0.000 1634064527 0.000 1641513726 0.000 1653872866 1.022 1661115050 0.296 1667802856 0.423 1625005766 0.196 1634064760 0.000 1641513726 0.000 1653875470 0.003 1661440696 0.326 1668320167 0.517 1625363599 0.358 1634064927 0.000 1641553883 0.040 1653936217 0.061 1661716989 0.276 1668726068 0.406 1625784844 0.421 1634439317 0.374 1654458669 0.522 1668998329 0.272 DecemberJulyAugustSeptemberOctoberNovember 2023 Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1669184968 0.187 1685651832 0.375 1700478614 0.469 1710051742 0.000 1720581071 0.340 1669513998 0.329 1686204561 0.553 1700964487 0.486 1710076595 0.025 1720852044 0.271 1669856071 0.342 1686745821 0.541 1701516255 0.552 1710674454 0.598 1721260464 0.408 1670196506 0.340 DAMAGED METER 1687244283 0.498 1702115255 0.599 1711322652 0.648 1721658331 0.398 1670492148 0.296 1687249434 0.005 1702642335 0.527 1712070830 0.748 1722050624 0.392 1670715246 0.223 1687786689 0.537 1703206453 0.564 1712856530 0.786 1722448500 0.398 1670967169 0.252 1688434628 0.648 1703705829 0.499 1713380771 0.524 1722910596 0.462 1670968233 0.001 1688907591 0.473 1703803700 0.098 1714707664 1.327 1723285071 0.374 1670968233 0.000 1678644580 0.000 1689328153 0.421 1704199994 0.396 1714707664 0.000 1723690448 0.405 1671098051 0.130 1679067808 0.423 1689801993 0.474 1704199994 0.000 1715314357 0.607 1723999984 0.310 1671224161 0.126 1679067808 0.000 1690536809 0.735 1704765163 0.565 1715847593 0.533 1724293791 0.294 1671603974 0.380 1679067808 0.000 1690851900 0.315 1705165452 0.400 1715918656 0.071 1724298868 0.005 1671676975 0.073 1679067808 0.000 1691254035 0.402 1705218603 0.053 1715935866 0.017 1724558418 0.260 1671712729 0.036 1680463633 1.396 1691672080 0.418 1705698593 0.480 1715935866 0.000 1724938387 0.380 1671712729 0.000 1680924072 0.460 1692226010 0.554 1706144934 0.446 1715938769 0.003 1725300916 0.363 1672064584 0.352 1681334526 0.410 1692733490 0.507 1706689548 0.545 1716427289 0.489 1725650866 0.350 1672407936 0.343 1681726837 0.392 1693068535 0.335 1707148382 0.459 1716807120 0.380 1726005328 0.354 1672845473 0.438 1682895853 1.169 1693500892 0.432 1707157173 0.009 1717248118 0.441 1726005328 0.000 1682895853 0.000 1693935671 0.435 1707582631 0.425 1717815022 0.567 1726005328 0.000 1682895853 0.000 1694444316 0.509 1707997296 0.415 1718331674 0.517 1726337458 0.332 1683096116 0.200 1694990387 0.546 1708504379 0.507 1718897130 0.565 1726337458 0.000 1683319933 0.224 1695509051 0.519 1708958942 0.455 1719326710 0.430 1726337458 0.000 1683706367 0.386 1696023176 0.514 1709346793 0.388 1719326801 0.000 1726337458 0.000 DAMAGED METER 1683944876 0.239 1696565983 0.543 1709841055 0.494 1719332716 0.006 1726337458 0.000 1684258801 0.314 1697109099 0.543 1709841150 0.000 1719356889 0.024 1726456507 0.119 1684554541 0.296 1697735072 0.626 1709841505 0.000 1719356971 0.000 1726467533 0.011 1684934667 0.380 1697977712 0.243 1709851406 0.010 1719360590 0.004 1726835160 0.368 1685277357 0.343 1698503995 0.526 1709885181 0.034 1719674709 0.314 1727209372 0.374 1699083132 0.579 1709888509 0.003 1719981749 0.307 1727535935 0.327 1699531569 0.448 1710051742 0.163 1720106290 0.125 1727936940 0.401 1700008706 0.477 1720240980 0.135 Jan Feb March April May June Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1728402845 0.466 1736581188 0.233 1751112447 0.444 1762358549 0.504 1775198653 0.482 1782277385 0.446 1728818035 0.415 1736581188 0.000 1751157587 0.045 1762990396 0.632 1775749521 0.551 1782702275 0.425 1729223424 0.405 1736877476 0.296 1751247832 0.090 1763617333 0.627 1776235667 0.486 1783034980 0.333 1729240343 0.017 1737334732 0.457 1751803388 0.556 1764139250 0.522 1776728188 0.493 1783445172 0.410 1729252782 0.012 1737774679 0.440 1752162787 0.359 1764640038 0.501 1777273236 0.545 1783853285 0.408 1729681449 0.429 1738234154 0.459 1752482021 0.319 1765177248 0.537 1777853804 0.581 1784260291 0.407 1730094798 0.413 1738714683 0.481 1753316358 0.834 1765706631 0.529 1777860121 0.006 1784314490 0.054 1730439840 0.345 1739161827 0.447 1754161531 0.845 1766228769 0.522 1777860121 0.000 1784859473 0.545 1730753860 0.314 1739731190 0.569 1754244706 0.083 1766804411 0.576 1777860121 0.000 1785165233 0.306 1731140673 0.387 1740335101 0.604 1754246512 0.002 1767307182 0.503 1777860121 0.000 1785512897 0.348 1731160015 0.019 1740998049 0.663 1754613457 0.367 1767832483 0.525 1777860121 0.000 1785514595 0.002 1731506507 0.346 1741749682 0.752 1754812822 0.199 1768261615 0.429 1777860121 0.000 1785538856 0.024 1731758860 0.252 1742324973 0.575 1755206162 0.393 1768261768 0.000 1777860121 0.000 1785901733 0.363 1732148991 0.390 1742985329 0.660 1755596926 0.391 1768261965 0.000 1778434758 0.575 1786249568 0.348 1732466806 0.318 1743562538 0.577 1755996343 0.399 1768625309 0.363 1779132246 0.697 1786264643 0.015 1732826000 0.359 1744198864 0.636 1756506188 0.510 1768995030 0.370 1779671201 0.539 1786283761 0.019 1733209124 0.383 1744844178 0.645 1757132621 0.626 1769368724 0.374 1779864123 0.193 1786294676 0.011 1733244617 0.035 1745238819 0.395 1757738220 0.606 1769764850 0.396 1779878590 0.014 1786316666 0.022 1733278613 0.034 1745633497 0.395 1758239529 0.501 1770205780 0.441 1780253470 0.375 1786337282 0.021 1733639062 0.360 1746132030 0.499 1758738593 0.499 1770640472 0.435 1780287757 0.034 1786697269 0.360 1734002040 0.363 1746746069 0.614 1758739006 0.000 1771050892 0.410 1780547166 0.259 1787046720 0.349 1734326232 0.324 1746847063 0.101 1759229138 0.490 1771460884 0.410 1780565953 0.019 1787409935 0.363 1734678908 0.353 1747549029 0.702 1759731296 0.502 1771873595 0.413 1780594334 0.028 1787412457 0.003 1735041211 0.362 1748090544 0.542 1760239185 0.508 1771975204 0.102 1780611820 0.017 1787421814 0.009 1735072702 0.031 1748609318 0.519 1760742249 0.503 1772156113 0.181 1780626637 0.015 1787421814 0.000 1735106256 0.034 1748614479 0.005 1760749833 0.008 1772406431 0.250 1780718085 0.091 1787440587 0.019 1735473327 0.367 1749436408 0.822 1760757245 0.007 1772965241 0.559 1780925964 0.208 1787463062 0.022 1735506442 0.033 1750190940 0.755 1760757642 0.000 1773316537 0.351 1781003445 0.077 1787469750 0.007 1735841467 0.335 1750666823 0.476 1761275211 0.518 1773776214 0.460 1781208202 0.205 1787502948 0.033 1736175937 0.334 1750667341 0.001 1761854862 0.580 1774224437 0.448 1781831467 0.623 1787510941 0.008 1736578858 0.403 1750668204 0.001 1774716075 0.492 1787523650 0.013 DecemberJulyAugustSeptemberOctoberNovember 2024 Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1787544010 0.200 1791562197 0.281 1798782368 0.000 1810835847 0.000 1825606803 0.580 1842937896 0.111 1787902794 0.359 1791564005 0.002 1799159426 0.377 1811277930 0.442 1826357826 0.751 1843724341 0.786 1787905952 0.003 1791712377 0.148 1799569817 0.410 1811277930 0.000 1826889082 0.531 1844392761 0.668 1787911632 0.006 1791714902 0.003 1799978737 0.409 1811302772 0.025 1827366297 0.477 1844843799 0.451 1787931964 0.020 1791717717 0.003 1800356303 0.378 1811687228 0.384 1828039228 0.673 1845492306 0.649 1787957737 0.026 1791725502 0.008 1800363919 0.008 1812099160 0.412 1828793301 0.754 1846192557 0.700 1787990969 0.033 1792048285 0.323 1800726521 0.363 1812608904 0.510 1829295595 0.502 1846219078 0.027 1788072190 0.081 1792432885 0.385 1801137451 0.411 1813236411 0.628 1829965088 0.669 1846747253 0.528 1788074239 0.002 1792886850 0.454 1801519356 0.382 1813789171 0.553 1830649759 0.685 1847320571 0.573 1788076460 0.002 1793236426 0.350 1801893008 0.374 1814561232 0.772 1831130298 0.481 1847924293 0.604 1788079003 0.003 1793248920 0.012 1802307298 0.414 1814982829 0.422 1831527496 0.397 1848338552 0.414 1788081980 0.003 1793669886 0.421 1802762421 0.455 1814994193 0.011 1831787263 0.260 1848364508 0.026 1788084002 0.002 1794071632 0.402 1803283770 0.521 1814997621 0.003 1832519990 0.733 1848419754 0.055 1788088753 0.005 1794140917 0.069 1803733415 0.450 1815822006 0.824 1833131990 0.612 1848449735 0.030 1788113827 0.025 1794491614 0.351 1804223935 0.491 1816458360 0.636 1833206513 0.075 1849041572 0.592 1788131646 0.018 1794914497 0.423 1804608323 0.384 1817037454 0.579 1833206513 0.000 1849094017 0.052 1788135496 0.004 1795053284 0.139 1805052566 0.444 1817475451 0.438 1833848362 0.642 1849514673 0.421 1788490781 0.355 1795059491 0.006 1805479203 0.427 1818040040 0.565 1833879754 0.031 1849744488 0.230 1788604230 0.113 1795063688 0.004 1805900877 0.422 1818664926 0.625 1834366999 0.487 1850012437 0.268 1788604230 0.000 1795106250 0.043 1806437491 0.537 1819102890 0.438 1834997074 0.630 1850015838 0.003 1788604230 0.000 1795330538 0.224 1806876980 0.439 1819700648 0.598 1835683405 0.686 1850281027 0.265 1788913588 0.309 1795696090 0.366 1807054606 0.178 1820436463 0.736 1836388734 0.705 1850314899 0.034 1789088687 0.175 1796223696 0.528 1807082499 0.028 1821042976 0.607 1837051685 0.663 1850319668 0.005 1789551353 0.463 1796261146 0.037 1807445703 0.363 1821579952 0.537 1837765333 0.714 1850324127 0.004 1789921269 0.370 1796592216 0.331 1808043919 0.598 1822260120 0.680 1838253990 0.489 1850900988 0.577 1790226411 0.305 1797016602 0.424 1808556396 0.512 1822658697 0.399 1838942938 0.689 1851346679 0.446 1790464169 0.238 1797391779 0.375 1808989200 0.433 1823116973 0.458 1839792909 0.850 1851370489 0.024 1790466925 0.003 1797844545 0.453 1809261883 0.273 1823731378 0.614 1840427873 0.635 1852148047 0.778 1790718331 0.251 1798309503 0.465 1809670255 0.408 1824431477 0.700 1841041075 0.613 1852187857 0.040 1791002951 0.285 1810057216 0.387 1825026118 0.595 1841815662 0.775 1852191946 0.004 1791281169 0.278 1810385640 0.328 1841825760 0.010 JuneJanFebMarchAprilMay Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow Totalizer 24hr flow 1861473698 0.093 1868905030 0.379 1873790413 0.460 1883512835 0.000 1890424398 0.000 1861478372 0.005 1869287965 0.383 1874232769 0.442 1883512835 0.000 1890424398 0.000 1861478372 0.000 1869757296 0.469 1874604709 0.372 1883512835 0.000 1890424398 0.000 1861478372 0.000 1869761942 0.005 1874797876 0.193 1883512835 0.000 1890424398 0.000 1861478621 0.000 1869761942 0.000 1875053062 0.255 1883512835 0.000 1890424398 0.000 1861478775 0.000 1869761942 0.000 1875053062 0.000 1883575319 0.062 1890424298 0.000 1861483603 0.005 1869761942 0.000 1875053062 0.000 1883575319 0.000 1890424398 0.000 1861816845 0.333 1869761942 0.000 1875628234 0.575 1883986725 0.411 1890424398 0.000 1862172312 0.355 1869761942 0.000 1875629455 0.001 1884401474 0.415 1890424398 0.000 1862617359 0.445 1869761942 0.000 1875630184 0.001 1884719442 0.318 1890424398 0.000 1863101627 0.484 1869763944 0.002 1875630583 0.000 1885062568 0.343 1890424398 0.000 1863121542 0.020 1869780273 0.016 1875630583 0.000 1885377059 0.314 1890424398 0.000 1863602136 0.481 1869782652 0.002 1875667473 0.037 1885849028 0.472 1890424398 0.000 1864193218 0.591 1869784964 0.002 1875681086 0.014 1886319542 0.471 1890424398 0.000 1864727704 0.534 1869786380 0.001 1875718736 0.038 1886462779 0.143 1890424398 0.000 1865195100 0.467 1869792807 0.006 1876144306 0.426 1886928681 0.466 1890424398 0.000 1865672601 0.478 1869798415 0.006 1876370962 0.227 1887219165 0.290 1890424398 0.000 1866336528 0.664 1870117558 0.319 1876716383 0.345 1887564033 0.345 1890424398 0.000 1866796731 0.460 1870432289 0.315 1877065767 0.349 1887890119 0.326 1890424398 0.000 1867300029 0.503 1870910462 0.478 1877408838 0.343 1887933344 0.043 1890424398 0.000 1867697279 0.397 1871397731 0.487 1877420318 0.011 1888408438 0.475 1890424398 0.000 1868119207 0.422 1871855007 0.457 1878121313 0.701 1888408438 0.000 1890424398 0.000 1868234357 0.115 1872210596 0.356 1878121313 0.000 1889112210 0.704 1890424398 0.000 1868511920 0.278 1872749351 0.539 1878954134 0.833 1889609544 0.497 1890424398 0.000 1868511984 0.000 1872782927 0.034 1879401741 0.448 1890007797 0.398 1890424398 0.000 1868515592 0.004 1873282043 0.499 1879744102 0.342 1890386165 0.378 1890424398 0.000 1868515592 0.000 1873284145 0.002 1880076119 0.332 1890403337 0.017 1890424398 0.000 1868520490 0.005 1873286120 0.002 1880389857 0.314 1890424398 0.021 1890424398 0.000 1868522797 0.002 1873311575 0.025 1880389857 0.000 1890424398 0.000 1890424398 0.000 1868522835 0.000 1873329452 0.018 1880389857 0.000 1890424398 0.000 1890424398 0.000 1868525189 0.002 1880389857 0.000 1890424398 0.000 August Sept Oct Nov Dec Forest Lake Golf Club Insurance Audit January 27, 2024-25 Coverage:Covered Limit Schedule of Values Const.AOP W/H Coinsurance Property X $2,234,262 1 $1,000,000 Bldg JM $2,500 5%90% GL X $2m occ/$2m agg/$1m/$1m/$100k/5k $300,000 BPP JM $2,500 90% Liquor X $1m occ/$1m agg $145,000 BI/EE 100% Umbrella not included in packet 2 $250,000 Bldg JM $2,500 5%90% Inland Marine not included in packet $8,240 BPP JM $2,500 5%90% Cyber X 3 $250,000 Bldg JM $2,500 5%90% EPLI not included in packet $15,450 BPP JM $2,500 5%90% D&O not included in packet 4 $12,000 Bldg JM $2,500 5%90% Polllution excluded under GL $113,300 BPP JM $2,500 5%90% Pesticide / Herbicide incldued under GL 5 $40,000 Bldg JM $2,500 5%90% Hired & Non-Owned Auto not included in packet $25,750 BPP JM $2,500 5%90% 6 $48,000 Bldg JM $2,500 5%90% GL Rating :$26,522 BPP JM $2,500 5%90% 11138 - Golf Club Revenue $2,000,000 TOTAL TIV $2,234,262 16916 - Restaurants $395,000 Tee-to-Green $100,000 10000 18206 - Merchandise $135,000 Tee-to-Green Debris Removal Sublimit $100,000 44071 - Golf Driving Ranges $150,000 Tee-to-Green Deductible $10,000 58161 - Liquor Liability $110,000 Additional Club Property Limit $100,000 First Choice Cyber Suite included *see page 94 for coverages Outdoor Property Limit (incl debris removal $50,000 Outdoor Property Deductible $10,000 Additional Insured(s):$50k subj to $2.5k per bunker or sand trap $25,000 $500 ded Herc Rentals, Inc.$10k per green and/or $10k driving range or course improvement $10,000 $500 ded Debris Removal $10,000 $500 ded Notes:Fire Department Service Charge $2,500 $500 ded Public Golf Course Arson & Burglary $5,000 $500 ded City of Ocoee does not appear named as additional insured Fire Protective Equipment $1,000 $500 ded Beltway does not appear named as additional insured Inventory or Appraisal $10,000 $500 ded Lock Repair $10,000 $500 ded Coverage Requirements for Tenant:Employee Theft $15,000 $500 ded $10k deductible AOP Tenant meets requirement page 37 Forgery or Alteration $10,000 $500 ded GL Tenant meets requirement page 39 Fine Arts $10,000 $500 ded Liquor Liability Tenant meets requirement page 39 Back up of sewers and drains $5,000 $500 ded Auto - Hired & Non-Owned Liability Does not meet requirement page 39 Money and Securities - Inside $20,000 $500 ded Requirement of $2m per occurrence Does not meet requirement page 40 Money and Securities - Outside $25,000 $500 ded indemnification of Lessor Does not meet requirement page 40 Property in Transit $10,000 $500 ded Workers Compensation Does not meet requirement page 41 - see A 46 Electronic Data Processing $10,000 $500 ded Spoilage $50,000 Utility Services - Direct Damage $25,000 $1,000 ded Equipment Breakdwon incl in property limit Florida Department of Workers Compensation Database Information - No 2024-25 data FOREST LAKE GOLF CLUB LLLP 9060 1/1/2023 RIVERBEND GOLF CLUB INC 9082 1/19/2023 1/1/2024 ASSOCIATED INDUSTRIES INS CO I AWC1190127 1/19/2024 AMERICAN ZURICH INS CO WC230766 900 Forest Lake Golf Club Insurance Audit January 27, 2024-25 Coverage:Covered Limit Schedule of Values Const.AOP W/H Coinsurance Property X $2,233,262 1 - Public Golf Course / Restaurant $1,000,000 Bldg JM $10,000 90%w/h endorsement not included GL X $2m occ/$2m agg/$1m/$1m/$500k/5k $300,000 BPP JM $10,000 90% Liquor X $1m occ/$1m agg $145,000 BI/EE 100% Umbrella X $2m occ / $2m agg / $0 retention sits over liquor 2 - Cart Barn $250,000 Bldg JM $10,000 5%90% Inland Marine not identified $8,240 BPP JM $10,000 5%90% Cyber X 3 - Maintenance Building $250,000 Bldg JM $10,000 5%90% Crime & Fidelity X EPLI not included in packet $15,450 BPP JM $10,000 5%90% D&O not included in packet 4 - Irrigation Pump Station $12,000 Bldg JM $10,000 5%90% Polllution excluded under GL $113,300 BPP JM $10,000 5%90% Pesticide / Herbicide incldued under GL 5 - Feritlizer Building $40,000 Bldg JM $10,000 5%90% Hired & Non-Owned Auto not included in packet $25,750 BPP JM $10,000 5%90% 6 - Office Trailer $48,000 Bldg JM $10,000 5%90% GL Rating :$25,522 BPP JM $10,000 5%90% 11138 - Golf Club Revenue $2,500,000 TOTAL TIV $2,233,262 16916 - Restaurants $546,244 Tee-to-Green Endorsement not included 18206 - Merchandise $150,000 Tee-to-Green Debris Removal Sublimit 44071 - Golf Driving Ranges $175,000 Tee-to-Green Deductible Addition to prior 58161 - Liquor Liability $110,000 Additional Club Property Limit First Choice Cyber Suite included *see page 94 for coverages Outdoor Property Limit (incl debris removal Outdoor Property Deductible Additional Insured(s):$50k subj to $2.5k per bunker or sand trap Herc Rentals, Inc.not identified $10k per green and/or $10k driving range or course improvement Debris Removal Notes:Fire Department Service Charge Public Golf Course Arson & Burglary City of Ocoee covered under 25-26 CPKG30 DNOC Endorsement Fire Protective Equipment Beltway does not appear named as additional insured Inventory or Appraisal Lock Repair Coverage Requirements for Tenant:Employee Theft $10k deductible AOP Tenant meets requirement page 4 Forgery or Alteration GL Tenant meets requirement page 5 Fine Arts Liquor Liability Tenant meets requirement page1 Back up of sewers and drains Auto - Hired & Non-Owned Liability Tenant meets requirement page 7 Money and Securities - Inside Requirement of $2m per occurrence Tenant meets requirement page 9 Money and Securities - Outside indemnification of Lessor Tenant meets requirement 25-26 CPKG30 DNOC Endorsement Property in Transit Workers Compensation Does not meet requirement Electronic Data Processing Spoilage Utility Services - Direct Damage Equipment Breakdwon incl in property limit Florida Department of Workers Compensation Database Information - No 2024-25 data FOREST LAKE GOLF CLUB LLLP 9060 1/1/2023 RIVERBEND GOLF CLUB INC 9082 1/19/2023 1/1/2024 ASSOCIATED INDUSTRIES INS CO I AWC1190127 1/19/2024 AMERICAN ZURICH INS CO WC230766 900