BILLY CASPER G O L F Response To City of Fernandina Beach Request for Proposal RFP I 100 0 Proposal for Management and Operation of City Golf Course Fernandina Beach Golf Course August 2010 Billy Casper Golf 8300 Boone Boulevard Suite 350 22182 Vienna Virginia Telephone 703 76 f 1444 Fax 703 893 3504 vvww billycas ergolfcom Contact W Douglas White 703 1444 76 I dwhite@billycaspergolfcom 1 Fernandina Beach Golf Courses Fernandina Beach FL snit r c sr a Au st 2010 G O L f
Transcript
BILLY CASPER
G O L F
Response To
City of Fernandina Beach
Request for Proposal RFP I 1000
Proposal for Management and Operation of City Golf Course
Ms Deni Murray Purchasing Agent City of Fernandina Beach
204 Ash Street
Fernandina Beach Florida 32034
Dear Ms Murray
Billy Casper Golf BCG has provided a proposal for Fernandina Beach Golf Course FBGC BCG
fully understands the requirements ofthe specifications for the RFP 10100 Management and
Operation of the City Goof Courses RFP
Contact Information for BCG representatives for submittal Questionss
W Douglas White
Vice President Business Development 8300 Boone Blvd Suite 350
Vienna Virginia 22182 Phone 7037611444 x330
Direct7033446975 dwh bilhrgolfcomcas
We look forward to an opportunity to present our qualifications and plan for operation of FBGC We
are available to answer any questions you may have
Sincerely
r 9 RJoseph oodrich
Senior Vice President
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CORPORATE INFORMATION
Name of Party Billy Casper Golf LLC
Address 8300 Boone Boulevard Suite 350
Vienna Virginia 22182
7031444Telephone 76IFax 7033504893
Federal Tax ID 860923 1 61
December 2003Date of incorporation State of incorporation Virginia
Officers TreasurerPeter M Hill Chairman CEO Robert C Morris Vice Chairman Secretary
Shareholders Peter M Hill Herndon VA 50
Robert C Morris Great Falls VA 50
Golf is a Limited with for theBilly Casper Liability Corporation LLC Articles of Organization Corporation filed in the Commonwealth ofVirginia in December 2003 Prior to the formation of Billy
formed in 1989Casper Golf LLC BCG LLC Billy Casper Golf Management Inc BCG Inc was
and has been continuously doing business and performing golf management services since that time
BCG LLC was formed for the purpose of performing the same golf management services as BCG Inc The formation andbut limited to golf management engagements entered into after December 31 2003
in planning initiatives only this arrangement in nooperation of BCG LLC is response to corporatetaxor requirements of BCG Inc or BCG LLC under party agreement
BCG is currently authorized to conduct business in the state of way limits the obligation any thirdfor golf management services
Florida
PROPOSED OPTION A
BCG respectfully submits a proposal to the City of Fernandina Beach City for the operation of FBGC under Option A Our pro forma provides for the payment of all leases debt service and capital
reserve fund continued preferred access to members ofimprovements as outlined in the RFP a capital FBGC and additional revenue to the City
i
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G O L F
1 EXECUTIVE SUMMARY
evaluate the bestBCG understands and appreciates the amount of due diligence required to properly to for the of FBGC sterm operation BCGoperator partner with the City long operational plan
provides for facility improvements implementation of proven systems and enhancement of services for and residents Ourthe members golfers proven track record of improved financial performance
and success on a national level and more specifically in the Jacksonville Golfmunicipal experience Market reaffirms our ability as the best partner for the City
Our commitment to FBGC and growth of the game initiatives are exemplified through our impending relationship with Ron Philo School of Golf RPSG The RPSG in conjunction with BCG will utilize
as the North Florida Market tenFBGC the primary golf academy in For nearly years this academy at the Amelia Islandtaught instruction and provided golfer development clinics and golf related events
Plantation Our operating plan is inclusive ofboth golf operations and the new Ron Philo School ofGolf
Difference for FBGCMaking a
BCG has grown to become the largest operator of public golf courses in the United States Our scale
has provided cost savings and efficiencies for our clients Our attention to detail and guest service has
resulted in rounds and revenue growth across the portfolio BCG consistently delivers financial results
in a challenging economy and will do the same at FBGC
Goalsof the City
ITo provide year round quality affordable golf operations primarily to the residents of Fernandina
and to non residents of Fernandina Beach as well as a memberBeach secondarily maintaining friendly golf environment for the many members that have the supported FBGC for so many years
DistrictOur track record operating golf facilities for the City of Jacksonville Forest Preserve
Park District Cincinnati Recreation Commission CincinnatiChicago Chicago Chicago reinforces our ability to increase value to residents ofmunicipalities
2 To generate sufficient revenue to fully fund the facilities operations and perform timely capital improvements renovations and equipment replacements at the facility
BCG bucked the golf industry an increase in both rounds and revenues trend reporting for 2009 over 2008 over 2007 and can demonstrate the same for FBGC
costs3 To actively manage facility operations that controls without sacrificing services to the public and members
BCG can reference many municipal facilities that demonstrate our commitment to maintaining quality standards and superior playing conditions
4 To excellent guest service to the members and public in all areas and aspects of theprovide operation
sBCG commitment to guest service is reinforced with its proprietary training program ACETM the Guest Experience the best employee training program in the golf industry today BCG trained more than 0005 in ACET the in 2009 whichemployees Guest Experience focused on creating a fun and enjoyable experience for our patrons
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5 To maintain the facility and grounds at a level better than other local first class daily fee golf operations and consistent with levels expected ofother City owned facilities and grounds
Southwood Golf Club No 23 in Florida Golfweek
Wintonbury Hills Golf Course named No 2 in Connecticut Golfweek
Stonebridge Golf Course Top 50 under 50 Golf Digest Lederach Golf Course Top 50 Municipal Golf Courses Nationwide Golf Digest
6 To continually make improvements at the facility within the limitsof available funding
Throughout the capital planning process each year BCG shall constantly evaluate the property the members and increase valuation of the asset for thefor improvements that add value to
City
Current Challenges FBGC faces an economic challenge that requires a capital infusion from the City to offset the decreasing membership dues lagging revenues increasing expenses and deferred maintenance Therefore without
sound professional management FBGC will struggle to maintain a profitable and viable entity level of
standards and quality of services once afforded the membership and the City
debt service 150
200
The Citys debt of 13 million annual of 000 and property taxes of nearly 000 per year create a potentially risky proposition for the City in a lease structure with an
The two items combined 20 of total Gross Revenues Theoperator represent nearly America is illustrative of the risk the City wouldexperience of neighboring Royal
assume if any operator agrees to accept this liability
In order to source additional capital to renovate the golf course it may be proposed that the City add
to the current debt structure BCG feels this alternative is not economically viable for the City as the meet the debt service are to I Increase usage fees for residents andonly way to and repayment
members 2 Reduce operating and standards and 3 Assume a significant growth in new rounds on the distress of area courses It should be noted that the City couldwhich is not realistic based
refinance and effectively reduce the annual debt service without the assistance ofany firm
Solution The best solution for the City and FBGC is for BCG to operate FBGC thus revitalizing FBGC As
shown in our pro forma the management model will provide multiple benefits to the City to include I Increased income to the City for debt repayment 2reinvestment into future renovation 3 financial
return to City 4 control of operating standards 5 affordable rate structure and usage fees 5 nationally recognized Golf Academy 6 proven operator with local knowledge and support
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Section 2
SECTION 2
EXPERIENCE AND QUALIFICATIONS
BCG OVERVIEW
founded in 1989 Peter M Hill andBilly Casper Golf LLC BCG was by twotimeRobert C Morris in cooperation with PGA Tour legend Billy Casper
USOpen winner and Masters Champion
Headquartered in Northern Virginia the firm maintains regional offices across
theU a corporate presence in California Florida Hawaii IllinoisS giving BCG
Maryland New York New Jersey Ohio Texas Virginia and Washington State
the nation courseBCG is among s leading golf management firms and the expert in golf course
operations and marketing of municipal golf courses similar to FBGC We provide complete full facility and business management golf course maintenance sales and marketingservice golf course
development and consulting services to owners of public and private golf courses nationwide
BCG has a successful track record in the operation of golf coursesignificant experience and facilities including upscale municipally courses 70 golf courseproperties owned golf
9 18 27 and 36course portfolios and all sizes and types ofgolf courses
holes public daily private private practice and resort municipally owned multi
feesemi
100 facilities in 26 states the District of Columbia and CostaCurrently BCG manages more than
Rica Combined these facilities host in excess 7 million rounds of golf annually or about8of3 500 more than who are treated to a fun and400 enjoyable golf
experience by our team of approximately6per day played by 1000 guests
000 employees
approach to managing golf course facilities is Each ofs ourBCG progressive and innovative employees nationwide is trained and commits to delivering a phenomenal golfing experience to every
guest every day through the following pledge
1 am port ofa team prepared to create fun and enjoyment for our guests
My positive attitude is my rcsponsi6ilityi
1 choose to create loyal guests with
my team my attitude and my actions
This intense focus on enhancing the guests experience starts with our employees the best people in
golf
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1 resources inBCG invests significant selecting hiring and developing successful people whose first
addition to the specific job function for whichresponsibility is to interact positively with each guest in
they were hired to perform Working with the local team and utilizing the resources and expertise of a national firm BCG works closely with each of our clients to achieve the golf course facilitys financial goals Our sales and marketing programs make of the latest technologies to acquire anduse
We then deliverretain guests tracking their playing and spending habits preferences and activities
1 targeted direct communication of programs and offers to our golfing guests that grow our share of
revenues for our clientswallet with each resulting in increased
1 BCG best serveoperates each golf course facility as a partnership to the golfing needs of our
guests and the financial needs of our clients Exemplary performance is obtained through diligent corporate oversight of all aspects of operations accounting and personnel the professional execution
of established and the frequent full communication withbusiness agronomic marketing plans and
employees guests and our clients
BCG business philosophy is embedded in the belief that success in operating a golf course lays in thes
quality and consistency of the guest experience course conditions employees sales and marketing programs and operational systems offered at each facility We deliver the experience demanded by our
our BCG the best firm toguests and the results expected by clients making manage operate and revitalize FBGC
WHAT THE INDUSTRY fS SAYING ABOUT BILLY GASPER GOLF
Peter Hill CEO 5th Most Powerful Person in Golf Golf nc
Management Company of the YearThe Boardroom Magazine runOne of the most progressive and well organizations in golf Golf Business Magazine
influence stretches from the East Coast to Hawaii Golf IncBCGshard to beatsBCG sound management practices and expertise are Golfweek SuperNews
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QUESTIONS AND ANSWERS
A BCG has been providing professional management services to municipalities and private owners
since 1989
BCG operates nearly seventy municipal golf courses and can provide detailed information on those
courses requested by the City In the state of Florida BCG operates Bent Creek Golf Club for the City ofJacksonville
B BCG COURSES
BCG manages more than 100 facilities throughout the United States the District of Columbia and
Costa Rica including several multi 9 18 27course portfolios and all sized and types ofgolf courses
resort Unless otherwise noted theand 36 holes public daily private private practice andfeesemigolf facility is 18 holes More information about any of our courses is available upon request All
courses aremunicipal highlighted in bold print
SOUTHEASTERN US
Alabama Twin Bridges Golf Club City ofGadsden AL public
Florida Bent Creek Golf Course City ofJacksonville FL public Sanctuary Ridge Golf Club Clermont FL dailyfee SouthWood Golf Club Tallahassee FL dailyfee St Johns Golf Country Club Jacksonville FL semiprivate The Claw at USF Tampa FL public The Monarch at Royal Highlands Leesburg FL private Tomoka Oaks Golf Country Club Ormond Beach FL semiprivate Victoria Hills Golf Club Deland FL doilyfee Misty Creek Country Club Sarasota FL private St Andrews Golf Links Dunedin FL public
Georgia
Stonebridge Golf Club City of Rome GA public Jennings Mill Golf and Country Club Bogart GA private
Louisiana National Golf Club ofLouisiana City ofWestlake LA public The North Course at City Park Golf New Orleans LA public
Tennessee
Centennial GolfCourse City of Oak Ridge TN public City ofKnoxville TN
Knoxville Golf Course Knoxville TN public Whittle Springs Golf Course Knoxville TN public
The Legary GolfCourse City ofSpringfield TN public
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MIDSWESTERN U
Illinois
t Forest Preserve District of Cook County Billy Caldwell Golf Course Chicago IL public 9 Burnham Woods Golf Course Burnham IL public Chick Evans Golf Course Morton Grove IL public Edgebrook Golf Course Chicago IL public George W Dunne National Golf Course Oak Forest IL public Harry Semrow Driving Range Des Plaines IL public practice Highland Woods Golf Course Hoffman Estates IL public Indian Boundary Golf Course Chicago IL public Joe Louis The Champ Golf Course Riverdale IL public Joe Louis The Champ Driving Range Riverdale IL public practice Meadowlark Golf Course Hinsdale IL public 9 River Oaks Golf Course Calumet City IL public
Poplar Creek Golf Course Hoffman Estates 1L public Whisper Creek Golf Club Huntley IL dailyfee White Mountain Golf Park Orland Park IL dailyfee 9 Orchard Yalley Golf Course Aurora IL public Waters Edge Golf Course Worth IL public Chicago Park District of Cook County
Jackson Park Golf Course Chicago IL public Marquette Park Golf Course Chicago IL public Sydney Marovitz Golf Course Chicago IL public
t Robert Black Golf Course Chicago IL public Columbus Park Golf Course Chicago IL public South Shore Golf Course Chicago IL public Diversey Driving Range Chicago IL public practice
nsas
Cypress Ridge GolfCourse Topeka KS public
en c
Devou Park Golf Course Covington Kentucky public
Michin City ofTroy Michigan
Sanctuary Lakes Golf Course Troy Mi public Sylvan Glen Golf Course Troy MI public
Missouri Golf Club ofFlorissant Florissant MO public
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Ohio Cincinnati Recreation Commission
Avon Fields Golf Course Cincinnati OH public California Golf Course Cincinnati OH public Dunham Golf Course Cincinnati OH publiS 9 Glenview Golf Course Cincinnati OH public 27 Neumann Golf Course Cincinnati OH public 27 Reeves Golf Course Cincinnati OH publiS 27 Woodland Golf Course Cincinnati OH public 9
Heatherwoode Goff Club Springboro OH public Longaberger Golf Club Nashport OH public Valleywood Golf Club Swanton OH public Kennsington Golf Club Canfield OH public Briardale Greens Golf Course Euclid OH public
Oklahoma
City ofTulsa Oklahoma Mohawk Park Golf Course Tulsa OK public 36 Page Belcher GolfCourse Tulsa OK public 36
Texas Bear Creek Golf Club Dallas TX dailyfee36 The Village Golf Club City of Panorama Village TX public 27 Briarcrest Country Club Bryan TXsemiprivate
NoRTHEASTERN US
Connecticut The Golf Club at Oxford Greens Oxford CT semiprivate
Lyman Orchards Golf Club Middlefield CT dailyfee Wintonbury Hills GolfCourse Town of Bloomfield CT public
Massachusetts Falmouth Country Club Town ofFalmouth MA public 27 Wentworth Hills Golf Club Plainville MA dailyfee
New erseX Cranbury Golf Club West Windsor NJ semiprivate High Bridge Hills Golf Course Borough ofHigh Bridge NJ public Indian Spring Country Club Evesham Township Nj Qublic
fee 18Royce Brook Golf Club Hillsborough NJ private 18 daily
New York Pine Ridge Golf Club Coram NY dailyfee Westchester County NY
Hudson Hills Golf Course Ossining NY public Maple Moor Golf Course White Plains NY public Saxon Woods Golf Course Scarsdale NY public
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MIDSATLANTICU
Delaware Rock ManorGolf Course Wilmington DE public under development Delcastle GolfClub Wilmington DE public Porky Oliver Golf Course Wilmington DE public
District of Columbia Armed Forces Retirement Home GolfCourse Washington DC public 9
and
Anne Arundel County MD
Compass Pointe Golf Courses Pasadena MD public 36 Eisenhower Golf Course Crownsville MD public
P fee
M
BDye Golf Club Ijamsville MD dailyRocky Gap Golf Resort Cumberland MD public resort
North Carolina Brook Valley Country Club Greenville NC semiprivate
Pennsylvania Jack Frost National Golf Club Blakeslee PA public Lederach Golf Club Lederach Township PA public City of Philadelphia PA
Cobbs Creek OldeKarakung Golf Course Philadelphia PA public 36 FDR Golf Club Philadelphia PA public
John F Byrne Golf Club Philadelphia PA public
City Line Sports Center Philadelphia PA public
YirginAa Bay Creek Resort and Club Cape Charles VAsemiprivate Ocean View Golf Course City of Norfolk VA public The Ospreys Golf Club Woodbridge VA dailyfee Reston National Golf Course Reston VA doilyfee Stoneleigh Golf Club Round Hills VA private
Virginia Oaks Golf Club Gainesville VA semiprivate 1757 Golf Club Dulles VA public Heritage Hunt Golf Country Club Gainesville VA private Westham Golf Course Richmond VA doilyfee
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l WESTERN US
California Alta Vista Country Club Placentia CA private Ashwood Golf Course Apple Valley CA dailyfee 27 Birch Hills Golf Course Brea CA dailyfee Brea Creek GolfCourse Brea CA public 9 Lincoln Hills Golf Club Lincoln CA dailyfee 36 Shadow Hills Golf Club Indio CA dailyfee
Yucaipa Valley Golf Club Yucaipa CA dailyfee Cathedral Canyon Golf Club Cathedral City CA resort City ofVictorville CA
Green Tree Golf Course Victorville CA public Westwinds Golf Course Victorville CA public 9
Hawaii
Kaanapali Golf Resort Maui HI resort 36 Kukuiolono Golf Course Kauai Hl dailyfee Puakea Golf Course Kauai HI resort
Nevada Desert Rose Golf Course LasVegas Nevada public
Washin on
Sumner Meadows Golf Course City ofSumner WA public TriMountain Golf Course Ridgefield Clark County WA public
over 35In 2004 prior to BCG the property was performing marginally at just 000 rounds and
2M in
In 2005 BCG and the City ofJacksonville reallocated resources to improve the performance of
the facility In under BCG increased in of 40
1 revenue while under another management company
s rounds excess 000 and2005 management the property
14M in revenue
Since Bent Creek has 50 rounds and revenues of2006 consistently played 000 of golf 7M a 41 increase in revenueapproximately1 in four 4 years
D Annual Maintenance Expenses Bent Creek 450000
E Location and Market Overview Bent Creek Golf Club Jacksonville FL
Built in the The Club of1989 by city of Jacksonville Golf
Jacksonville quickly established itself as a public golf course
Bobby Weed designed the golf course with the help of Mark
McCumber The Tour Players Company an affiliate of the PGA
Tour managed the golf course for 16 years Under their
guidance many yearsthe course flourished for The course
experienced a rapid growth in rounds played and total revenue for
most of this time However the latter years led to some financial
problems causing the PGA Tour to move decide against renewing their management lease contract
fn 2005 Bi11y Casper Golf Management took advantage of this opportunity and assumed management responsibilities BCG changed the name to Bent Creek which mirrors the housing community that
surrounds the course The transition from the PGA Tour to BCG was not an easy transition Patrons
were concerned about a new BCG tocompany properly maintaining the course Immediately began improve the standards of the course by renovating all of the sand bunkers By making some minor
improvements to course conditions instilling strong guest service values and building on the healthy established by the PGA Tour Bent Creek has become a course inreputation premier public golf
F Golf Partnerships Teaching Academy Ron Philo School of Golf
Ron Philos School of Golf Inc a family golf business Operated by Ron Philo Sr and
Ron Philo Jr with significant contribution from Laura PhiloDiaz and her husband Kevin
they have been providing golf instruction and related golf products and services since
1993 The Philo family has based its operation and has provided the bulk of these
services from its home office in Fernandina Beach FL since 1992 They have served both residents and visitors of the community during this period During this same
period the Philos have raised and continue to raise families in this community
Diaz a two time LPGA Tour winner and a four time Solheim Cup Team Member Ron Philo Jr 2006 PGA Professional National Champion and five time PGA
of both Ron
Through the golfing exploits of Laura Philo
Section Champion and the recognized teaching acumen
the Best Teachers in State byPhilo Jr and Ron Sr listed as among Golf Digest in Florida Vermont and NY and recognized as Teacher ofthe Year by the PGA Section the Philo family golf reputation hassgrown and today is recognized throughout the golf community
In addition to his competitive exploits and instructional experience Ron Philo Jr has spent a significant amount of time working in golf operations His experience includes oversight of golf course renovation
000 project in which 92 bunkers were rebuilt plusprojects at Country Club of Vermont in 2002 700drainage and teeing ground work and additional renovation work at the Robert Trent Jones golf club
at Sugarbush Resort in Vermont over the past three years He is currently the Club Manager and Head
Professional at Stowe Mountain Club in Stowe Vermont
The Philo family is heavily invested in and committed to the
Fernandina Beach All members ownCommunity of the family real estate on the Island and have a personal stake in improving the golf offering in the community During their nearly twenty years in the community they have put down roots and established
relationships with residents businesses and visitors They have all
course Srsspent time playing the golf Ron Philo experience dates back to the late 1960 when he played the golf course ins
the Florida Tour events held there
By joining with Billy Casper Golf the leading management company in the industry Ron Philos School of
Golf and the entire Philo family is convinced that they can reinvigorate the golf offering provided at the
Municipal Golf Club in Fernandina Beach Such a team will be able to hit the ground running The Philos
Capital Investmentare not only proposing to work with Billy Casper Golf but make a in the practice facilities in order to establish their Golf Academy here on a year round basis The operational expertise of Billy Casper Golf the instructional experience expertise relationships and commitment of Ron Philos
School of Golf and the Philo family ensure a commitment to this project that can not be matched
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GOALPEF AugYSt 2010
G Marketing Analysis Marketing Plan
BCG develops an Annual Marketing Plan for each of its 100 facilities incorporating the unique and
property specific aspects as noted in the Marketing Plan Overview provided below
MARKETING PLAN OVERVIEW
part marketing strategy at FBGCBCG will create and implement afour
Systems FBGC will possess the best marketing technology and sales management programs available
R initiativesto fulfill its marketing sales and P
FBGC will utilize successful directAcquisition marketing techniques supplemented limited high mass mediaby return communication and extensive PR to acquire new guests The new
guest acquisition process focuses on New to our course golfers by capturing zip code data and player information the golf facility is able
to also addressidentify these golfers The acquisition process wi11
to Welcome Back lost guestsprograms designed By identifying the lost guests the staff can proactively communicate with them in an
attempt to encourage repeat visits
Retention FBGC will utilize proven database management systems to track guest reservation playing and spending history develop programs and offers that best meet the expressed needs of those guests
Retention programs areand utilize direct marketing techniques to communicate individually with them
designed to New Guest Retention and Existing Guest Retention The program will allow the staff to
identify new guests experiencing the course and the staff can recognize and communicate with them
post visit as a form of reinforcement New Guest Retention might focus on a Welcome Back
program for members who have decided to leave the club with the uncertainty of future conditions
FBGC will attainLoyalty loyal guests through the delivery of a golf experience that is fun enjoyable and fulfills their expressed needs The
marketing focus is on the growth of the Guest Share ofWallet programs to increase the number of rounds and thespecifically designed played
amount of spending during each guest visit This is done through analysis and each behavior to are moreof velocity rates guest predict whichs
likely to increase their portion of annual golf rounds at FBGC
at allThis four BCGpart strategy is successfully implemented managed golf facilities nationwide and will be introduced to each club for the
benefit ofall
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H Elevating the Image Two Case Studies
BCG can provide many examples of elevating the image of destination and municipal properties Below
and direction inanis of two BCG provided comprehensive oversight example properties of which
elevating the image
FOREST PRESERVE GOLF CptK64 tJ N T Y
133 Growth in Year 2
1zo
110
100
90
0 so
70
so
so
ao 02 03 04 05 06 07 OS
rotMropuator
wnap eyec danapw syae
The goal of BCG was to manage tfiis portfolio of courses back to tfie prominence of the luster
years when Goff Digest rated their flagship course a Top 25 Public Golf Course similar to the
needs of FBGC By placing our corporate operations maintenance and marketing team in Chicago a
full five months before the contract began BCG birthed what could be the nationsgreatest municipal golf course portfolio turnaround
Course and clubhouse revitalization were BCGs first priorities in early 2003 with guest service and
marketing improvements Upon opening of theclose behind re portfolio golfers experienced fully and onstocked Ashworth priced menus course beveragegolf shops snack bars and grills with value
7service golf courses aggressively and professionally maintained a new 24 reservation service via the
telephone and Internet and welltrained helpful employees welcoming them back to Forest Preserve
Golf
Media coverage of the courses improvements was and continues to be extensive and positive guest feedback is widespread with written comments such as 1009 improvement very professional staff
great service all around and much improved course putting pleasure back into myconditions is
game
The results speak for themselves Rounds went up 649 from 2002 and continued to climb each year
thereafter This in a market that encompasses more than 180 golf courses open to the public The
have exceededrevenues returned to the City through our economic partnership their expectations economic and recreational successturning a once moneylosing portfolio into an
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CITY OF WILMINGTON AND BCG FORM A SUCCESSFUL PARTNERSHIP
BCG and the City ofWilmington Delaware entered into along private partnership byterm publicjoining forces to commit several million dollars to the redevelopment ofRock Manor Golf Club
This 85 aging eyesore to a magnificent asset and ayear old course was successfully transformed from an
source of pride for the City the community and BCG
Lester George ASGCA was retained to completely remodel and lengthen the 18 coursehole golf and expand the practice and teaching facilities The historic clubhouse was gutted and modernized and
new maintenance and cart storage facilities were constructed
New resident programs have been introduced including a First Tee program targeting innercityyouths a welcome addition to the City recreation landscapeThe new and improved Rock Manor is s
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1 1 REFERENCES
clients with similar facilities who can firmour s operating public golf facilities BCG can
BCG provides the following references from speak to our s and to key management personnel capabilities in provide additional references if deemed necessary
William S Montgomery President Rock ManorGolf Corporation City of Wilmington Louis LReddingCityCounty Building 800 French Street
3537Wilmington DE 198013025762100Telephone
Service Full Service Management Client Since 2006 includes Renovation and Grow In Course Rock Manor Golf Course 2006 Ed Oliver Golf Course 2009
26 PTEssEmployees 4 FTE
joe Walsh Director
City of Knoxville Parks and Recreation
400 Main Ave Suite 699
Knoxville TN 37902 865215Telephone 2267
Client Since 2006 Service Full Service Management Course Whittle Springs Golf Course 2006 Knoxville Municipal Golf Course 2008
s 22s5PTEEmployees 10 FTE
Dan Davis City Councilman
City ofJacksonville 117 West Duval Street
Jacksonville FL 32202
9046301380Telephone Client Since 2005 Service Full Service Management Course Bent Creek Golf Course
13 FTEs 22 PTEsEmployees
Stephen Patella PGA Superintendent of Recreation Administration
Cincinnati Recreation Commission
805 Central Avenue Suite 800
Cincinnati OH 45202
513352496ITelephone Client Since 2003
Service Full Service Management Courses Avon Fields Golf Course California Golf Course Dunham Golf Course Glenview Golf
BCG has never been in default with respect to any management agreements or contracts for golf management services We would be pleased to submit additional information regarding past contracts
at the City request should it be necessarys
In the past ten 10 years BCG LLC has not had any litigation claim or contract disputes filed againstsus which are related to the services provided in the regular course of business
FINANCIAL QUALIFICATIONS
BCG possesses and can demonstrate the nancial ability to meet the terms of the proposed BCG is heldbusiness that was founded inAgreement aclosely 1989 by its current Chairman Peter Hill
and Yice Chairman Bob Morris The firm recognizes the importance of demonstrating a secure and
meaningful financial standing with its clients and creditors BCG has consistently been able to satisfy the
numerous government clients and will continue to do so BCGin the future sassetsrequirements of its
exceed 29 million and its working capital exceeds 6 million
BCG will provide the City with supplemental financial information if needed at a later stage of the
selection process
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Section 3
1
SECTION 3
BUSINESS PLAN
BCG Operational Plan format is inclusive of both golf operations new Ron Philo School ofs and the Golf BCG Business Plan for both lease and management are consistent and provide expertise in alls areas of the operation to include golf course golf shop operations retail food and beverage administration etc
t IC GOLF OPERATIONS
BCG will professionally manage the golf operation at the FBGC in a manner consistent with
comparable first facilities nationwide BCG will schedule tee times collect fees provideclass public starter marshal bag and cart services In addition to selling merchandise renting golf equipment and
maintaining pace of play BCG will offer and promote outings leagues and learning programs The golf shop shall These and other golfalso operate the driving range and provide USGA handicap service
operation services will be performed in a professional manner from daybreak to sunset 365 days a year
to achieve the goals of the facility under the direction of the General Manager
BCG will the EZLinks POS and Tee Time Reservation to utilizeexpertly manage System telephone Internet golf shop and hotelpackager reservations to completely capture guest data and
playing activity on the tee sheet to accurately record and track all cash and credit transaction data to
tomaintain an perpetual inventory of merchandise and allow for gift certificate andaccurate cardaccount book management
BCG will provide guest assistance through starters and marshals on
the course when and where and cart attendants atand appropriate bag checkin of the round BCG will aand completion manage Pace of Play program starting golfto maintain accurate times maximize course
courseutilization and maximize enjoyment of the all golfers Thespace of
play will be accurately measured and communicated to all golfers at the time
of play All golf shop staff starters marshals mobile concession attendants and maintenance staff will be trained on this program and work closely together on its successful implementation
Driving Range BCG the with a on providing convenient and effectiveoperates driving range particular emphasis practice and learning opportunities for guests Special programs and offers are developed in order to
maximize utilization of the range and to provide the beginner or novice golfer maximum opportunity to
build confidence in learning the game
The City benefits from BCGswelldeveloped and professional golf operation practices and guidelines by each experience from reservation throughout their round of golf exceed hishershaving guest
andexpectations The City and BCG possess the knowledge that the golf operation is being managed operated professionally and that all guests are having their individual needs met satisfactorily
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League PIaX BCG will actively seek and create new golf leagues for professionals couples and seniors
BCG will work closely with the Leagues officers and members to support their programs while
sheet for all Numerous business andmaintaining fair and equitable access to the tee golfers are located near the FBGC will schedule bothorganizations that be approached to competitive and
social golf leagues for their employees associates clients and families
Tournaments Outings anBCG will develop and implement aggressive sales program for
tournaments targeting local and regional businessesgolf outings and
charities associations churches community groups schools and
individuals to pre business at the FBGCbook group
oriented individual employed atAn experienced sales the facility will utilize BCGsestablished proven system of prospecting sales closing and sales fulfillment to acquire and retain events BCG will create and implement online telephone printed and inperson sales programs sales collateral lead tracking programs and sales presentations for the FBGC
Fulfillment ofgolf tournaments and outings will emphasize the Guest Experience over all else with
professional tournament services player pairing customize rules and administration personalized score cards and cart upprofessional scoring andsigns player registration contest hole signage and set
special event management included with al contracted group outings
Special Events BCG will develop and implement a full regular schedule of special events for golfers at the FBGC with all programs designed to create fun and enjoyment for golfers Events will include both competitive and social formats including such programs as Open Tournaments Night Golf Scrambles 9hole
Mixers and the like
events formats and timing will be determined in concert withSpecific tee sheet availability and input from golfers and staff at the FBGC
Club Play BCG will create a FBGC Women and sClub currently the coursesClubs Men s
As ambassadors of the course and among itsMost Important Guests most loyal guests these golfers expect and deserve a golf professional staff that will
Coordinate their varying tee time schedules
Develop programs events contests and socials Track scores special achievements and participation Attend their groups meetings
Develop sweeps or credit programs that meet their needs
Celebrate individual successes throughout the year
BCG will work closely with the Clubs officers and members to support their programs while
maintaining fair and equitable access to the tee sheet for all golfers
1 Golf Cart Fleet Operations BCG will maintain power golf carts and keep them in good working order at all times BCG
18 or oldermaintains standard golf cart rental policies at its managed golf courses Only persons aged possessing a valid driver rent a power golf cart after signing a rental agreement and liabilitys license may waiver A copy of the signed rental agreement is maintained in the golf shop Anyone operating a cart
inappropriately or in a dangerous manner will not be allowed to operate golf carts in the future
sitemechanicEquipment operators outside services personnel and the on
will be trained in proper use and care of golf carts BCG works
closely with golf cart distributors to ensure technical support and training are of the highest quality Proper servicing and maintenance enhances the
golfer extends the useful life of carts and increases afters experience
0 markettradeinvalues
BCG will work with the City to determine the proper number of carts to be maintained storage and
course foodpower electric or gas needs for those carts and the addition of a beverage cart foron
beverage service
BCG utilizes an established proven system for cart management including the use of weekly cart
maintenance logs including but not limited to battery meter readings tire pressure brakes unnecessary tire wear cleaning each cart after use by a golfer and servicing each cart to the manufacturers
All carts willspecifications be stored and rotated in a manner that prolongs the life of each vehicle and
BCG will work with the City and Lessororprovides the best possible golf cart experience to the guest of the carts to ensure that all warranty service is performed per the operating lease
site mechanic will be trained in proper useEquipment operators outside services personnel and the on
and care ofgolf carts
24 Fernandina Beach Golf Courses n Fernandina Beach FL
ICI l l O tAPE F August ZO I O
i
1
1
1
Player Development Programs BCG will implement successful golfer development programs to meet the learning needs of men
andwomen seniors juniors beginners avid players low handicappers disadvantaged As an sphilosophy in all learning programs is
and that retain youth active participant in the Golf 2020initiative BCG
threatening inexpensive opportunities all golfersto provide fun non bring and
permanently into the game of golf
BCG believes that the game of golf is facing a serious dilemma At a time when
golf is arguably more prominent and popular than it has ever been the rate at
which new players are coming into and staying committed to the game has remained are intimidated by thestatic or declined Many potential golfers game price of play skill level etiquette and culture With thiss length
to reduce the nature ofrealization BCG develops programs intimidating Each level to adult level has beenlearning the game program from junior
designed to break down these obstacles and bring potential golfers permanently into the game
BCGsmost successful and innovative Player Development Programs will be
implemented at the FBGC including
Women in Gold This program also known as Getting in on the Game
provide women and girls a welcoming introductory golf experience to be
shared in a group environment with people much like themselves Beginning with a week programa seminar and concluding with league the multi helps participants gain confidence in approaching learning and playing the game
Beginning with aclassroom and men golfersstyleseminar led by both women
participants learn answers to golf most basic questions including
How Do I Get Started Will I Feel Welcome at the Course
Do I Make a Tee TimeWhat Equipment Will I Need Will I Ever Understand theJargonDo I Have to Be Good to Enjoy It Much Does it Cost to Play GolfWhen Will I be Ready to Play
How Much Time Does ItTake Will I Learn the Rules
The seminar continues with time on the lesson tee learning the basics ofgrip stance and swing with a
FREE7iron to keep provided by the course It concludes with the opportunity for participants to
purchase an Instant Golfer Kit all of the equipment basic set of clubs pair of golf shoes golf glove tees and balls a that a new golfer needs to approach the game with confidence and style for the low
price of 199
weekThe program continues with aseven group lesson program comprised of participants from
the seminar and leads into a weekly noncompetitive league
Samples of Player Development Programs follow
25 Fernandina Beach GolfCourses w x Fernandina Beach FL
entr cesee Au st 2010 G O L F
YLC1iAltLLYJiLrrniviLVr1411 vtisiivvi
1soop Both indudes6 hoursofinstrnctioo dub fitting and asummary ofprograu
ibroiM fllof5 ibondiir bNndwi11TbIo dw SfiNffIoA ia flyNfbflr ha rrbabr ours nN A1f6arrinflioioiwNr6oxii
fwrirwrfrodosi ObfNq deli iil GJiNqtl MibMY itlls ffrfaMAY MII Od1falir qeMUdr NY1Jr
i etffsra f5oa awaaaf AA iA nwwAixDydMarbrdarknea Taesuf iyqayarows anwrpndbrrfar nr4oro InMd aei M nf M4 awfiaq nwgr sort e a0 ai N MW Ptan rvpy Af sM V3W tWfav saR1w9ad
4rhOrMdr ex Ai Owroir AirraaornM mwrasaNpwaadbraNadaoiraiaxxx w tonbRaa nartirh Hor MtarMnarlsmnr4e1n
1 Youth Programs will forBCG develop customized golfer development programs junior
Individual Clinics and sgolfers including Lessons Group Lessons Camps BCG
1 affiliations and programs which the firm participates nationally include the Nike Golf
Learning Center The First Tee National School Golf Program the Hook a Kid on
Golf Program the Executive Women Golf Association and Take Your Daughter tos
the Course Week
Lessons Clinics In addition to specialized programs for women and junior golfers BCG will offer individual lessons group lessons and clinics for all golfers of all
abilities both for afee and for FREE throughout the year
Community Involvement The facility will serve as hosts as appropriate to high school and college golf team practices andor matches Such programs will be coordinated with and promoted through the City Department ofs Parks and Recreation local schools and colleges community organizations and centers and senior
centers BCG will work to provide complimentary programs to the existing Junior Programs BCG
of our golf courses by area access and opportunityroutinely encourages usage schools providing equal for the junior golfers
BCG itswill also actively promote the golf facility and learning programs through local elementary middle and high schools in cooperation with physical education and health teachers even bringing teaching the game into the schools during class times at after school programs and during the summer
as will also offer and run junior tournaments and other contests for areaappropriate BCG golfers BCG recognizes the importance of the growth of the game and actively promotes the game to junior golfers
29 Fernandina Beach Golf Courses a Fernandina Beach FL 61114CASIEA Au ust 2010SG O L F
Retail Merchandising BCG will offer for sale high quality competitively priced golf retail merchandise at the FBGC Under the direction of BCG National Merchandise Manager Gary Roeder BCG will develop an annuals
buying plan maintain national accounts with preferred partner vendors design exceptional displays and establish promotion and sales guidelines for the facility
BCG will prepare and implement an annual Retail Buying Plan of OTB Plan for shirts shorts socks outerwear golf balls gloves shoes accessories drivers woods irons
putters and utility clubs Appropriate quantities and selection
of merchandise including logo items will be purchased throughout the year and inventory levels will be accounted for monthly
BCGs National Account partners will provide lower
pricing extended terms free or discounted fixtures and access closeto outand furnishings special
merchandise Existing retail partners with which BCG has
national accounts include Ashworth Nike Cutter Buck Izod Tommy Hilfiger Ahead Headwear Sunderland Etonic TitleistFootjoy Precept Top Flite Wilson Callaway Ping and Cobra among others
BCG will stock and retailappropriately display merchandise using attractive displays prominent and tasteful rotation ofsignage appealing pricing merchandise throughout the shop easy availability of impulse items and package pricing Utilizing both
the national schedule of holidays and the local market the FBGC will develop and implementsseasons
appropriate promotions to increase sales of retail merchandise during higherusualshopping timesthan
GOLF ACADEMY RON PHILO SCHOOL OF GOLF A Community Teaching Learning Academy
BCG long term vision for FBGC is inclusive of a state of the art teaching and golf academy led by thesRon Philo School of Golf The current range will enhanced to include a renovated andbe greatly expanded s programstee surface for member use as well as a focal point for the City recreational
With the Ron Philo School of Golf FBGC will set the bar for player development programs junior a destination for residents and resort guests to The new FBGC led by aprogramming and practice
new Ron Philo School of Golf will become the envy ofprofessional operating entity and the many
municipalities throughout the US
30 Fernandina Beach GolfCourses
Fernandina Beach FL 611tT ASiER G O L F
Au st 201Q
1 GUEST SERVICE
BCG will continue to train all employees through our innovative ACE the Guest Experience Training ProgramTM ACET is aprofessionallydeveloped series of training observation and feedback lessons to
teach all semployees how to act out BCG Guest Experience Vision
a1 amport of team prepared to create
fun and enjoyment for our guests
My poaijtive attitude is my rrsponsibifity
1 choose to create byol guests with
yteam my attitude and my actionsrr
The ACE ProgramT includes trainer filmedDVD below anddirected sessions using aprofessionallyworkbooks to teach our BCG
ii employees how to deliver great guest experiences semployees wrote
directed and starred in the custom30 sservice standards and behaviorsminute DVD to promote BCG
Each managed course has at one trainedBCG least professionallyemployee trainer who leads the ACE ProgramT observes
employees interacting with guests and provides feedback to improve guest service The DVD training materials and training guidelines are
updated annually to ensure authenticity1
The ACE starts with an introduction the firmsProgram T
by namesake Billy Casper left and the values our firm has instilled
from his career of putting his fans his guests first
are every guest contact is s Service StandardsThen employees taught that guided by BCGService Standards right designed to empower each to makeemployee the right decision in any circumstance For example the safety ofour guests and employees is always the first priority if clearing the course for Courtesyeven
lightening may inconvenience some golfers Another example the courtesy Responsiveness of waiting for a group to finish putting trumps the efficiency of a beverage Efficienry cart moving onto the next group
Next BCG Service Behaviors below specific observable behavior guidelines that communicatesthe minimum requirement for every guest interaction are introduced Examples ofboth good and bad
interactions are demonstrated and discussed role playing of common interactions is done and review of
positionspecific best practices for interacting with guests throughout their journey at the golf course is
eachcompleted Employees practice interacting with each other using these guidelines and then hold
other accountable beyond the training to exhibit them every day
i
3 I Fernandina Beach Golf Courses Fernandina Beach FL
Gttat August 2010LVef
Service Behaviors Acknowledge all guests with eye contact
and a smile each and every time Greet and welcome every guest using their name ifpossible Dress in aprofessional manner and wear a
nametag at all times econtactand offerActively seek out gu
assistance Provide immediate service resolution
Display appropriate body language at all
times
Promote the facility in a positive and
professional manner
Thkand invite back every guest using their name ifpossible
our areFinally employees guided through the Guest tosJourney from beginning to end
help them understand how each and every
guest interaction with an employee influences the s We ourgolfer experience teach
employees to em ize with each golfers personal situation anticipate their needs service their needs and then introduce the
of theirgolfer to the next portion journey creating a positive seamless golfing experience
The formal training sessions are followed byupregular review of the guest vision statement
service standards service behaviors and guest in both alland staffjourney department
meetings The course teamsmanagement provides employees with timely feedback on
and interactions that arepositive negative each hasobserved and course regular Mystery istacttonoverau Gntomers
Shopping right conducted ooactsiaby professional independent evaluators Results and feedback from the 71 f0
management team incentivized to deliver the best possible w v w w wa w w w
experiences
are afforded several means to share comments andAdditionally guests s
Commentsi Suggestionsl suggestions to BCG management including freetoll Guest
Pienesuyc based Feedback Forms and periodiceComment Lines left web sitecdr
Guest Surveys All designed to help BCG understand the importance18665897757 of each to and how we arepart of the guest experience our golfers
performing relative to our competition and our own expectations
32 Fernandina Beach Golf Courses ti Fernandina Beach FL
61L11CASPEA AuSust 2010G O l F
Information Technolol BCG is unique among golf facility management firms providing information technology services through its Director of Information Systems Nick Keefe and his staff
BCG will manage the information technology systems including the EZLinks POS and Tee Time Reservation System Web Sites and Broadcast Email functions for FBGC through our marketing area
due to the importance of technology in revenue generation and guest retention
BCG will operate the EZLinks POS and Tee Time Reservation System at the FBGC to integrate a series and revenue into a seamless tosuccessfully of operational generating modules easyuse
program available inventory of tee times merchandise and food beverage servicesto sell an The
system modules includes
Electronic Tee Sheet
Guest Database with Activity History Facility Web Site Reservation Portal
Reservation CenterOperatorStaffed Partner Reservation Portal Guest ID Gift Card Program PointSale SystemOf
Loyalty Retention Program Database Marketing and Analysis Tools
s BCG site Director of GolfBCG Marketing Technology Team will work closely with son General
Manager and the Marketing Team to install and implement all appropriate modules provide training to
facility staff on the most effective use of those modules manage the relationships with software and
hardware vendors and establish and communicate best practices learned from BCG mosts successful facilities BCG will also develop and utilize a complete Web Site Marketing and Dynamic Broadcast E as revenue as theirmail Messaging System part of our marketing plan with generation primary purpose
Capturing Guest Data to Drive Revenue BCG is unique among golf facility management firms in our use of technology to integrate golf operations and marketing Every BCG utilizes an Electronic Reservation and Smanaged facility System to identify and track the purchasing habits of individual guests This data allows us to develop and directedimplement specific marketing programs toward individual guests targeting specific sales benefits
Mw
rand communications based on individual andplaying The to increase revenuepurchasing habits end goal is
through retention of our facility most valuable assetsguests o
M
w rm
All golfer reservations and their contact data are v
w A
recorded on an Electronic Tee Sheet see left with wrw wncwate rmrw
w
access given to guests 24hours a day via both Internet ww wnrnraurrwrwcwrswrpe
and Telephone t
inhe a unique scanableAs each golfer checks she is provided ID card see below for an example that which encourages a golfer return to the courseis tied to a program s
inthe card is scanned providing for complete capture of that guestand habits That data is transferred to sBCG proprietary industryAt each subsequent check s playing
purchasing leading data mining for analysis of individual guest behavior trends retention and growthprogram The data is compared
to tee sheet utilization across days and times to determine where and when marketing efforts need to
be concentrated for special offers
s usesBCG nineperson marketing team the unique guest data to
personally target communications to individual guests based on their past behaviors predicted trends and the needs of the golf facility This in turn
leads to higher revenues through better retention and growth of existing guests
BCG has extensive experience with capital projects including development and construction of courses at managed facilities nationwideCapital spending typically exceeds 3 million annually BCG
toBCG places significant emphasis on planning and executing projects ensure the physical integrity and
enhanced and maintainedcompetitive position of its courses are This process is critically important in
increasingly competitive golf markets All BCGmanaged facilities undergo capital planning reviewsemiannually
BCGsrole in the prioritization and completion of capital projects is to ensure that a proven systematic or BCGapproach is taken in designing building and realizing those projects uses a team approach
with collective participation of the project architect contractors and the client to create a successful
wellplanned improvement
Budgeting Planning BCG takes into account all planned and contingency costs possible changes in the scope ofwork the
timeliness of receiving all necessary approvals permits and licenses possible weather conditions and
funding sources in the budgeting and planning of all capital projects
Plans Review BCG conducts preproject meetings with architects engineers and planners to review and provide commentary on drawings and plans with respect to the impact of the improvement on the golf facility
areasand functionality and flow of the golf operation allowing for appropriate contingencies in all
cations Bid Review and Contractor SelectionDesign Bid Spec Utilizing our experience in evaluating and analyzing construction costs and estimates for the golf facility and building projects BCG designs bid specifications and provides analyses of submitted bids We work
together with the architect to select the best and most appropriate contractor
Project Oversight BCG reviews and analyzes contractor requisition submissions conducting periodic site visits prior to
and throughout all phases of project completion We also negotiate with construction contractors and
oversee the interaction ofthe architect contractors and clientall facility equipment suppliers and
s
capital projects Both the City and BCG possess planned The City will benefit from BCG extensive experience and knowledge in planning for and completing
the knowledge that all projects will bewellexecuted allowing for increased revenueandwell generation at the facility
35 Fernandina Beach Golf Courses
Yv Fernandina Beach FL
tC1l lO ALP E F August 201
1
CAPITAL PRQJECTS FBGC
BCG has spent a considerable amount of time evaluating future capital projects and has provided additional information regarding the timing and potential costs associated with such improvements In
section 7 BCG has a provided a proposed 5 Plan Our first priority is equipment toyear Capital course conditions FBGC needs new equipment to maintain superior cuts and groomimprove the golf
course
u Golf Course Maintenance Equipment
The golf course maintenance equipment was found to be
the frequency greens mowers tee mowers fairway units and rough significantly aged primarily high units
mowers
The Model for an initial leaseManagement provides purchase of350 golf course equipment which is000 in
reflected in annual lease of 000 and
1 payment 68
additional lease expense for replacement of equipment on
anongoing basis in Year 6
Greens Renovations
BCG intends on evaluating the 29 putting surfaces during the 2010 season as renovation can not take place until201 I summer of 201 I Extensive soil analysis and past cultural
practices will be reviewed to determine if the greens need
willto be replaced or if more intensive cultural practices restore to more and disease tolerantthe greens playable surfaces A proposed greens renovation plan has been
provided in Section 7of this response
Bunker Renovations BCG has theBCG has incorporated funds in the Capital Plan to address problematic bunkers in house
resources and expertise to address any bunkers that have draining integrity compromised In addition needed tools to maintain the bunkers in betters of new
condition
BCG purchase equipment will provide the
Rebuild Tees
BCG intends to immediately address level tee surfaces the resources and expertise toun BCG has
address the tee complexes For those tees that can not be improved through improved cultural
practices BCG shall address in future capital planning
i
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u 36 Fernandina Beach Golf Courses
Trv Fernandina Beach FL FILLY EASPEA
G O L F August 2010
1
1 Practice Range Improvement BCG and its partner Ron Philo School of Golf will work together to renovate expand and upgrade the
existing practice facility The costs for such upgrades are projected at 60000000 and include751 replacing the netting regressing and expanding the practice teealong with the addition oftarget greens
Cart Path Improvements1 Some cart paths may need to be rerouted due to the overwhelming presence of roots FBGC is fortunate to have a very mature tree
landscape however the roots become problematic with asphalt and
1 concrete cart paths Proposed timing of future cart path improvements has been incorporated into the proposed Capital Plan
Solar Chargina BCG will evaluate the cost This cost will bebenefit analysis of installing solar panels for charging carts
weighed against the technology in the industry onoffpeakpeakcharging systems
One area that will not the clubhouse FBGC has built a very functionalneed capital improvement is
clubhouse that will more than service the needs of the residents and golfers ofFBGC BCG will instill a
true sales culture to ensure new events and functions are booked throughout the year to take
This strategic plan outlines the initial marketing action items BCG anticipates implementing during the
first year of operation of FBGC The primary objective of the Marketing Plan for FBGC is to
increase the and retention to increased of Grosssignificantly acquisition of guests leading growth Revenue and profitability
BCG will have installed and manage the EZLinks POS and Tee Time Reservation System that
integrates telephone Internet golf shop and hotelpackager reservation booking groups through one
reservation portal as well as provides for complete capture of guest data and playing activity on the tee
sheet The guest making a reservation will be guided through a simple efficient data capture process and hisher reservation playing and purchasing history will be saved for analysis
BCG will establish a FREE City Player Card and usesGolfRewards Card for all golfers to carry in
order to maximize their connection to the facility The card will track each guest play act as ansincentive for repeated plays well as in This card will be tiedimprove the speed of check for the guest to a specific rewards or discount program to be determined
BCG will and use this valuable data toexpertly analyze develop specific marketing programs and promotions to maximize tee sheet utilization thereby enhancing rounds and revenue
includeExamples of such programs
underTargeting players during statistically utilized times
i early bird mailed and mailed to golfersee rate special who play the golf course on weekdays but have not in the
past thirty days
based offers to who are moreOffering package guests s retail and foodlikely to make beverage purchases ie
emailed and mailed tolunch and golf package rate special golfers who typically play during the midday hours and
creating programs targeted only to golfers who play the1 course infrequently ieI3FREE2Play 3 times in Xtime
period and receive your 4 round for Free
1 on historical and future play andSpecific promotions and programs will be developed for the clubs based
reservation data
BCG will create and implement afivepart marketing strategy
Marketing Systems Guest Acquisition Programs Guest Retention Programs Sales Programs
Quality Assurance Programs
38 Fernandina Beach GolfCourses
wMm
1 Fernandina Beach FL
GLLOCAPEf August 2OIO
i
1
1
7
MARKETING SYSTEMS
BCG Marketing Team wilt establish reliable integrated and guests focused Marketing Systems that generate the results anticipated by the City
on
market conditions and and Together with site personnel BCG will thoroughly review current
develop plan for implementation of our
effective and proven marketing systems including web siteamail e
commerce broadcastamail reservation system guest database POS graphic design collateral and photography to provide the City with a
rolloutplan for FBGC Our team will work to successfully implement BCG in to maintain of service ands ordersystems continuity communication with the guests and residents of the City
BCG utilizes best ourinclasstechnology and design partners in Marketing Systems including EZLinks Hot Banana Silverpop McMurry Advertising salesforce and Agilone By utilizing these partnerscom FBGC courses will into BCG as well as intobe fully integrated soperating systems and procedures BCG Tracsproprietary guest data warehouse Guest
a manner that benefits FBGC as well as theAll Marketing Systems will be designed and implemented in
City
Web Site Establish aconsumerto The webfriendlyeasynavigate web site specifically for FBGC
site will be designed to provide the visitor easy access to reserving tee times finding directions
learning more about the City inquiring about group business and contacting the club
mail service for FBGC and staff mail will beEmail Establish reliable easy s Eto manageruseaused as a communication tool but also as a branding opportunity with marketing messagesnot only
semailsand web site links embedded into the signatures ofFBGC
mail Establish mail send relevantBroadcast E permission toa based amarketing system Emessages regularly to guests ofFBGC mails will be designed to connect the guest directly to our
site as well as the City web sites
Reservation System Guest Database POS Establish an integrated functionalfullyreservation system with guest database and point BCGs
Golf includes services fora 24staffed reservation center online tee time reservations of preferred system EZLinkssale system
7operatorpartner reservation portals tracking of guest data loyalty rewards programs and recording of daily financial transactions
Graphic Design Establish professional design guidelines and templates for graphics needed for
FBGC advertising direct marketing and systems All graphics will be designed and implemented insa manner that benefits the overall image of the City and brand and will follow any existing guidelines established by the City
Collateral Design and print business and sales collateral to support marketing and sales strategies This includes score cards yardage books rack cards brochures sales flyers and folders business
stationary and cards thank you notes and posters
39 Fernandina Beach Golf Courses
Fernandina Beach FL illlY CASEA
o F August 2010
1
Photography Establish a library ofhi shotphotographs toresolution professionally support marketing and sales strategies
Sales Systems Establish an electronic sales management tool for lead generation management salesand closing for group
GUEST ACQUISITION PROGRAMS
BCGsMarketing Team will establish measurable effective and guestfocused Acquisition Programs that
attract guests to FBGC
as wellAll Acquisition Programs will be designed and implemented in a manner that benefits FBGC as
the City Markets advertising mediums and lists will be used that provide the best measurable Return on
Investment ROI
Advertising Design and implement a comprehensive advertising campaign that targets and attracts
new guests All advertising will be appropriately messaged for the intended productlservice local play stay and play group business geographic target local regional national and guest type trial group leader
Direct Mail Design and implement a comprehensive direct mail campaign that targets and attracts
new guests in regional markets providing incentive for trial use All direct mail will be appropriately messaged for the intended productlservice local play stay and play group business geographic target local regional national and guest type trial group leader
Broadcast Email Design and implement comprehensiveamail marketing campaign that targets and attracts new guests in regional markets providing incentive for trial use mailAll broadcasta
intendedwill be appropriately messaged for the productJservice local play stay and play group
business geographic target local regional national and guest type trial group leader
Promotional Offers Establish and implement promotional offers designed to attract new guests to be the first to play The creation of specific promotional offers requires thorough knowledge of
the market area a thorough understanding the golfer segment as well as andtrialerrorwith
differing options For example BCG employs ABtesting eione group of guests receives offer A
and another of similar guests receives offer B in order to determine which offer may be thegroup
best for full implementation
Careful attention will be paid to the impact positive and negative of any promotional offer on volume total revenue and average revenue per round Promotional offers tied to specific advertising or direct
marketing campaigns will be measured in order to ascertain the ROI of the campaign A fullscale direct and will beseason program including advertising partnershipslong acquisition marketing
implemented for the FBGC
1 40 Fernandina Beach GolfCourses
Fernandina Beach FL ILLY tASPEA
o F August 2010
i
1
1 GUEST RETENTION PROGRAMS
BCGsMarketing Team will establish measurable effective and guestfocused Retention Programs that
help to ensure FBGC guests return and increase their visits resulting ins a more stable golf segment for
growing revenues
Communication Establish and implement regular communication with guests via broadcast e
FBGCmail direct mail and telephone based on guest behavioral Withsegment and guest type utilizing the Marketing Systems established by BCG for the club they will be able to personalize communications based on
o guest type local visitor group leader o geographic area local regional national o reservation behavior initiator player o play behavior volume frequency o retention status new steady atrisklost
BCG will implement GRIP Golfer Retention Improvement Program at FBGC in order to increase the
eretention of guests to the club Specifically new golfers and steady golfers will each receive periodic mail messages Segmenting of guests into these two categories will allow for more appropriate messages to be delivered to guests based on their past and potential interactions with the Club
SALES PROGRAMS
BCG Marketing Team will establish measurable effective and guests focused Sales Programs that help to ensure that guests continue to visit FBGC
Staffing Establish designated individuals onsiteto manage the sales process for all events including of sales be made by BCG in ouroutings and banquets Specific assignment responsibilities will
Annual Business Plan
anSates System As previously mentioned BCG will establish electronic sales management tool
salesfor lead generation management and closing for group
Outing Sales The outing salesperson will actively seek group outings and tournaments via web
site leads community and vendor partners and events held at competitive golf courses
Active marketing of outing sales will be done with existing daily as well as leaders offee guests regional areaorganizations and businesses in the local
41 Fernandina Beach Golf Courses H Fernandina Beach FL
eircsret Au st 2010G L F 8u
1
QUALITY ASSURANCE PROGRAMS
s Marketing will establish and guest QuaBCG Team measurable effective focused ity Assurance
Programs that help to ensure the guest experience matches established throughs the brand promise marketing sales and PR programs
The following programs will be implemented at FBGC to receive feedback that allows management to
best train stiff to exhibit the brand promise as well as s Guest Vision Results will be usedBCG to
improve the experience for the current guests prospective guests and to train employees
Guest Surveys and Feedback BCG will implement guest surveying and feedback mechanisms to
maintain a constant understanding of how well we are doing at meeting guests needs freeBoth atoll
guest comment line and webamail forms will be established
Site Visits BCG willMystery Shopping On implement a regular Mystery Shopping program
with independent unbiased guests rating their experience based on how BCG trains our employees to deliver that experience
Sales Calls BCG will a secret sales callsMystery Telephone implement regular shopper to test response times and information provided of sales peopleprogram
at all managed golf facilities nationwide and will
be introduced to achieve appropriate market share for FBGC
This fivepart strategy is successfully implemented BCG
PUBLIC RELATIONS
BCG will publicize and manage media relations for FBGC utilizing the skills and resources of
consistently well Relations Manager Nick Lashinsky time golf publicists who leverage their longstanding
position our facilities in the news Public
will direct our public relations efforts for FBGC
anBuffalo will develop and implement in concert with the Marketing Plan aggressive comprehensive and on as agoing local regional and national publicity campaign to expose each golf course
must play in the region Buffalo publicity plan includes writing a series of newsworthy and timelys
press releases pitching feature stories securing reviews of the golf course and ghostwriting articles FBGC Buffaloswordsmiths will position the courselauding golfers high to bequality experiences at
consistent with the themes ofother marketing initiatives
Buffalo will work closely with the Manager to integrate him with local media in an effort to further
the course in Buffalomuch scourse reviews to coincide with optimal course conditions promote special events where media
attendance is desired and retain close contact with media writers and editors in order to ensure
engage desired publicity and media coverage publicists will schedule golf
optimal placement and coverage
42 Fernandina Beach Golf Courses a Fernandina Beach FL
ICIIIOCALPEF August 21
MEMBER5HIP ANNUAL PLAYER PROGRAMS
BCG has implemented successful Annual Player Programs in many comparable markets These
programs in noway compromise the value of the existing members as the membership retains
Lower Cart Fees Player Pass programs pay a portion of the greenscartfees Advanced Tee Times
Member Tournaments
This type program significantly increases the market opportunities for FBGC and attracts players at
various frequency levels BCG value is in our ability move the players up in the developments to
sprogram BCG Player Development programs are well suited to the entry level beginning golfer all
the way to the avid most frequent player Sales nationwide continue to demonstrate the compatibilityof such a diverse membership offering in many markets similar to that of Fernandina Beach
43 Fernandina Beach GolfCourses
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7
ii
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RELATIONSHIP WITH OUR CLIENTS
BCGs philosophy in working with our municipal partners is to ensure always that our shared financial and guest service goals are aligned perfectly that philosophy guiding BCGWith s
relationship with the FBGC BCG will implement the following systems and methods ofmanagement all
of which are available for review and comment by the City at timeany
sWith all BCG facilities the City provides BCG their approval on rates and their expectations for net
operating income goals staffing levels and capital reserve requirements BCG uses that information to
develop an achievable and realistic budget that maximizes gross profit and net operating income for the
City while delivering an outstanding guest experience The final budget is approved by the City
BCGs General Manager and his her department heads will work closely with their BCG Regional Operations and Marketing Team to develop an achievable realistic budget and plans Upon
both BCG and bereview and approval by Senior Management and the City the budget plans will
implemented to achieve the facility goalss
Financial
Daily Revenue Tracking to Budget and Prior Year
Monthly Review of Revenues MidMonth and Final Monthly Financial Summary Letter and Review Meeting with City Monthly Site Visits
Annual Audit if contractually required by Citys Independent Auditor
AnnualPlanOaerational BCG will direct an annual planning process that includes development of an Annual Plan including
The 2010Annual Budget Business Plan Marketing Plan and Agronomic Plan for review by the City Annual Plan will be completed during the transition period and first month of operation Thereafter the
Annual Plan will be completed in the fall of each year for the upcoming calendar year
The General and his heads will work with their BCGManager her department closely Regional Operations and Marketing Team to develop an achievable realistic budget and plans Upon
BCG and bereview and approval by both Senior Management and the City the budget plans will
implemented to achieve the facility goalss
BCG welcomes the level of involvement desired by our City to provide necessary feedback direction to achieve our shared financial and service goalsguidance or
44 Fernandina Beach Golf Courses
Fernandina Beach FL sitarcsrEt G O L F August 2010
1
C2 MAINTENANCE SERVICES
AGRONOMIC OVERVIEW
BCG agronomic team tackles the quest to deliver an outstanding playingsto more thanexperience each golfer every day To BCG agronomy is
just growing grass Its about creating a playing environment for our
to enjoy time and time again to rave about well after they leftgolfers vethe 18th green
With our golf courses Islands of Hawaii toextending from the tropical the Atlantic Cape Cod from the forests of the Pacific Northwest tos
sthe deserts ofCalifornia and from America heartland into the Deep South our Agronomic Teams face a wide of course conditions round Each GCSAA usesrange year certified Superintendent a
unique blend of scientific and practical agronomic knowledge compiled with years of handson
experience to deliver superlative playing surfaces amid beautiful settings
We are committed to achieving agronomic excellence by utilizing and improving upon reliable proven the use of nature and prudent chemicaltechniques Our approach encourages friendly compounds
applications to achieve turf health at the most reasonable cost while ensuring our golf courses remain
sanctuaries for native plants and wildlife managed golf courseIn fact every BCG registers with
the Audubon International Cooperative Sanctuary Program our way of ensuring that each
course contributes to the health of its community
BCG agronomic services includes
Agronomic Planning Water and Irrigation Technologies Environmental Planning Equipment Maintenance and Repair
course term and long TheThe agronomic and conditioning plan wil focus on both short term goals is conditions within fiscalplan developed to provide the desired playing of management the given
guidelines
going MaintenancenBCG will maintain the FBGC in a high quality manner consistent with the quality expected of a public access golf course BCG and our onstaff will perform all of the work and will continuously improve existing conditions at the Courses Specifically BCG will
Provide as aexpert oversight needed by proven superintendent familiar with the conditions of
maintaining local turf grasses in the area
Work with the to the to andCity acquire necessary equipment improve turfgrass health
playability Implement modern agronomic practices with improved efficiencies utilizing highly qualifieda
and expertly trained professional staff Provide an overall attention to detail in all areas of facility maintenance and care including areas
seen and not seen by the golfer
45 Fernandina Beach Golf Coupes
Fernandina Beach FL
GLP August 2010OP
1 Create definition between such andcontour areas as andplaying fairways rough improve mowing patterns to enhance both aesthetics and playability Work closely with the City to deliver overall highan quality golf experience that serves to
maximize revenue for the golf course
To do this BCG will develop and implement an Annual GolfCourse Maintenance Program The orProgram will meet and exceed the maintenance standards established by the City and the conditions
The City will benefit from BCGexpected of our guests sextensive knowledge of agronomic practices and programs how the golf and maintenance operations work together on a daily basis to deliver
an exceptional golfing experience and having the Course maintained in strict compliance with all
maintenance and environmental standards
Management Staffing BCG will hire a Golf Course who is a certified member of the Golf CourseSuperintendent Superintendent Association of America GCSAA This individual has a thorough knowledge ofsand experience with golf course maintenance and turf management practices appropriate to the climate and type of turf at each course The Superintendent will oversee a professional maintenance staff that handles the daily maintenance of the Course and maintains responsibility for
overall quality of course conditions every day He is in constant communication with the maintenance
staff receiving regular reports and updates
Turf Management BCG will specific Maintenance for the care and maintenance of theimplement acourse Program Course The program will exceed the Minimum Maintenance Standards established by BCG the client and the agronomic practice procedure and program guidelines established by the United States Golf
Association USGA and the GCSAA BCG approach to maintaining the FBGC will emphasize thes
quality of course conditions attention to detail throughout the properties efficiency in staffing and full
compliance with all environmental regulations
Environmental Stewardship BCGs sensitive environmentalexperience regarding areas
environmental wetlands andincluding planning wildlife water conservation and waterhabitat management quality
management resource conservation waste reduction and
outreach and education is notable BCG will implement sound environmental at eachmanagement practices
a valuable contribution to conservation andfacility making senvironmental quality to enhance theimproving the Course
golfers experiences All BCGmanaged facilities participate in
Audubon InternationalsCooperative Sanctuary Program
46 Fernandina Beach Gotf Courses
Fernandina Beach FL aurcASEA
Au ust 2010G O L F S
Audubon Certification Each course is committed to iiBCG registered andmanaged T i if T Or attaining Audubon Cooperative Sanctuary certification L iU V B
is anAchieving certification quite honor recognizing the I N T E R V A T C O N r1 L agronomic team for the environment andprotecting preserving the natural heritage of golf In attaining certification
from the conservation group Audubon International the courses maintain soundsuccessfully environmental practices in six key areas
Environmental planning Chemical use reduction
Water conservationWildlife and habitat management Outreach and education Water quality management
The programs initiate the creation of wildlife habitats corridors connecting these varying habitats and
wildlife control tactics to minimize an adverse impact on the wildlife or the golf course
msi1 Equipment and S
BCG will properly maintain all equipment and systems utilizing manufacturersinstructions and recommendations in order to maximize the
effectiveness efficiency and duration of use of each piece and system BCG will work closely with the client to determine the effectiveness and lifespan of each piece of equipment and system and prioritize the needs for
orreplacement and repair ofthat equipment or system
GreenEcoFriendlyTechniques BCG a and turf condition as our Green maintenanceexpects positive impact on the presentation program is instituted In many instances BCG has seen dramatically improved course conditions and
positive impact on the natural resources The natural resources that are benefited through a Green
friendly maintenance program are as follows
of the and withWater Conservation Reduced watering greens or fairways the fertilizers and chemical applications Thereby by reducing chemical applications the golf course will decrease
unnecessary usage Irrigation practices employed gearedor excessive water are to maximize water
areabsorption and minimize water loss to evaporation and runoff Soil properties and turf health
maintained in optimum range to assure efficiency Many golf courses subject their turf to extremean
conditions to provide playing conditions desired by their members or clientele This often leads to
inefficient absorption and water usage by the turf and leads to increased leaching and water runoff
as the chemicals and fertilizers are filtered through naturalWater Quality Water quality will improve buffer zones This will blooms Nutrientreduce the nutrient loading and corresponding unwanted
loading reduce natural aquatic activity and plant life Best Management Practices tocan ensure water
orquality include using slow feeding filtering drainage through vegetativerelease fertilizers spoonmechanical filters prior to entering water bodies etc
Wildlife The immediate benefit to the existing wildlife is the improvement of water quality and a
BCG IPM program play shorelines withamount of water s ofaquatic and shoreline wildlife is most abundant when shallow water includes greater provides for naturalizing outemergent plants since
I use canHuman Risk Improper chemical have serious consequences for people the environment and
the game of golf Risks are not only limited to chemicals and their liquid gas or particulate form
Thereby the reduction of chemical applications inherently reduces the health hazards and harmful health
effects illness chronic disease sub can be caused directly from chemicalslethal impacts
Wildlife Interaction or Management is predicated on a thorough understanding of the native habitat and
a commitment for the golf course to seamlessly coexist and complement the wildlife Specifically prior to managing or controlling the wildlife interaction it is imperative to identify the core habitats that exist
and the basic needs of the wildlife Consideration should be given to the connection of the wildlife
habitats and corridors that facilitate the ease of movement and access for the wildlife to food and water
to areas to thrive in whileBCGs Wildlife Management goal is provide and designate for the wildlife an environment conducive for the golfing public Hence the delineation of the golf courseproviding
zones allows the golf course or visceral interactioninto dedicated operator to maximize peripheral points between golfers and wildlife
Chemical Usage The chemical and fertilizer usage for the golf course versus themost critical aspect of balancing proper protection of the natural Integrated Pest Management Program that isresource is commitment to an
friendly to the environment Provided below is sa direct excerpt from BCG Training Manual outlining our as it pertains to the proper management of chemicals BCG divides our chemicalpolicy management program into five goals Igeneral knowledge 2 cultural practices and IPM Techniques 3 Best Practices 4 Communication and Education 5 Storage Procedures Our main goal in this
category is to minimize pesticide In the first year ofoperation thereusage contouring of the fairways at the golf courses to minimize pesticide and fertilizer inputs BCG could decrease the fairway acreage
nonby an average of 20 by increasing the width of the landing areas and decreasing the width of the areas This reduced potential overall pesticide and fertilizer inputs by about 15landing
Implementing standard practices of integrated pest management 1PM and best management practices BMP is ongoing process BCG continuously explores alternative pest controlan measures to minimize
In addition the creation of buffer zones between treated turf areas and allpesticide inputs even further
water bodies as a means to filter potential runoffof harmful chemicals and fertilizers
Ecafriend Products BCG utilizes ecofriendly products in a company wide initiative to minimize our footprint and impact on
the environment These products are green certified products to include soaps cleaners paperseal towels toilet paper and paint as appropriate Energy Conservation initiatives include the installation of
energy efficient compact fluorescent light bulbs
BCG is oil as a for fluid in theevaluating the usage of high grade vegetable replacement hydraulic mowing equipment The vegetable oit is more environmentally friendly and will not impact the ground wildlife and soils in case of a leak on the mower The vegetable oil is more costly on front end
however the savings in case of a leak can be immeasurable
BCG is currently evaluating the usage of chlorine free biodegradable products to be utilized in our grille room and snack bar is services to of foodoperations Also BCG undertaking composting dispose waste thus minimizing the waste produced with an additional benefit of rich soil for plantings
48 Fernandina Beach GolfCourses k Fernandina Beach FL
GEOALPEF August 2010
1 PROPERTY MAINTENANCE
BCG will provide complete property and facility management services for FBGC utilizing the skills and resources of a talented team of operations professionals led by Senior Vice President Bill
Rehanek PGA Vice President Tony Cianci and the GM
BCG utilizes an established proven system for property management including the use of consistent procedures for managing insurance coverage risk management and licensing requirements including all claims filing renewals and the meeting ofall regulatory regulations All licenses evidence of
and other important property documents are maintained both on site and at BCGcoverage scorporate office BCG utilizes an established proven system of facility management including physical plant maintenance procedures housekeeping facility audits capital planning and beautification
AIf buildngsare maintained in good repair and condition at all times to ensure thatprograms facilities arethe facilitys guests presented with the highest quality golfing experience Routine and preventive
maintenance for the entire facility is performed as needed to ensure the longterm viability of physical assets
SUPPORT s staffBCG Southeast Agronomic Team will provide support to the superintendent and maintenance
Periodic visits of a Sectionincorporate the generation Site Summary Report See sample report in
current agronomic practices and conditions Pictures actionwhich includes detailed narrative describing plans resource requirements and timelines are included in these reports to inform the client GM regional staff and corporate personnel of the progress at each facility This level of support ensures the
desired product is produced for the client and guests at all of our managed golf courses
CONCLUSION BCG has the resources and staff to provide the level of golf course maintenance desired by the City
resources toThe BCG Agronomic team is unparalleled in the industry and provides the expertise and
support the superintendents on a local level
Our Vision for FBGC Today and Tomorrow
Current Future
Fernandina Beach Golf Course Bent Creek Jacksonville
49 Fernandina Beach Golf Courses
Fernandina Beach FL Illl CASfA Au ust 2010 G O L F 8
1 BCG ENVIRONMENTAL SENSITIVITY PROGRAM
We are committed to reducing our environmenul footprint improving our ourgreen practices and keeping these principals at the core of Environmental Program
Reduce reuse and recycle Adhere to all pertinent regulations and strive to surpass compliance Create ways to reduce or eliminate pollution and waste
Always strive to be an environmentally responsible member of the
community
Wildlife and Habitat Management
The purpose of this category is to protect and improve native habitats and the wildlife that depend on
them for survival A complete inventory should be completed of bird species mammal species and
core habitat areas on the golf course should alsoindigenous plant species Complete map highlighting be completed
In addition to protecting what was already in place you should begin to create additional wildlife habitat
at your golf course to expand the amount of existing wildlife species and also to add more diversity to
the wildlife Next season should on a more diverse habitat to attract even a wideryou plan adding diversity
In addition to the above mentioned training our staffs to understand the importance of wildlife and
habitat management is just as important Training checklists should be implemented to aid in this
process
A summary of our goals in wildlife and habitat management follows
Goal IGeneral Knowledge our general knowledge of the plants wildlife species and habitats found Continually expand on our golf
course
Goa12 Wildlife Habitat Space Food Cover and Water Enhancements
Provide a habitat for a variety ofwildlife species in non areasplay and landscaped Goal 3 Habitat Protection and Biodiversity Conservation Preserve the rich biological diversity of our region by protecting existing native habitats and species and
landscaping primarily with indigenous plants
Chemical Use Reduction and SafetX The is to ensure safe and of chemicals andpurpose of this category storage application handling reduced actual or potential environmental contamination associated with chemical use Much of the
work toward certification in this category will be training of pesticide applicators
In firstYour main goal in this category is to minimize pesticide usage your year of operation you should considerrecontouring of atl of the fairways at the golf course to minimize pesticide and fertilizer inputs You should be able to decrease fairway acreage by an average of 20 by increasing the width of the
canlanding areas and decreasing the width of the nonlanding areas This potentially reduce overall
pesticide and fertilizer inputs by about 15
50 Fernandina Beach GolfCourses n Fernandina Beach FL ILIY CASPEA G O L F August 2010
1
1 Implementing standard practices of integrated pest management IPM and best management practices BMPs will be an ongoing process Also you should explore alternative pest control measures to
minimize pesticide inputs even further In addition you can create buffer zones between treated turf
areas and all water bodies as a means to filter potential runoff of harmful chemicals
Another key aspect in the establishment of economic thresholds to as tothis category is guide you when to apply pest control products Pest damage to existing turf areas is economically tolerable to a
certain point You should establish economic thresholds at certain levels where we believe turfdamage can cause an economic impact to the facility if action is not taken This strategy has been successful in
minimizing chemical inputs at other facilities in the past
to over time is the installation containment areas for our
spray application equipment These areas are used to mix and load chemicals and for the cleaning of
These new containment areas will insure pesticide spills will be confined and not negatively
One important item be completed of spill
equipment affect the environment
A summary ofour goals in chemical use reduction and safety is as follows
Goal I General Knowledge our of chemical use bestContinually expand knowledge integrated pest management issues
management practices and alternative pest control measures
Goa 2 Cultures Practices and IPM Techniques Maintain turfgrass in a vigorous and healthy through sound cultural practices and integrated peststate
management techniques Goa13 Best Management Practices for Chemical Use
a manner that minimizes harmful environmental impactsApply all chemical products in
Goal 4 Communication and Education Ensure that maintenance staffs are properly trained and supervised Goal 5 Maintenance Facility Chemical Storage and Wash Pad Make certain that chemicals are properly stored and handled and equipment is properly maintained to
reduce the potential for negative environmental impacts
Water Conservation The purpose of this category is to ensure adequate water supplies not only for irrigation but also for
the healthy ecological functioning of water bodies such as rivers streams wetlands lakes and ponds Special focus should be given to judicious water usage by managing and maintaining the irrigations system for maximum efficiency and minimal water waste
Your irrigation practices to be employed should be geared to maximize water absorption and minimize
water loss to and turf health are maintained in anevaporation and runoff Soil properties optimum torange assure efficiency Many golf courses subject their turf to extreme conditions to provide playing
conditions desired by their members or clientele This often leads to inefficient absorption and water
usage by the turf and leads to increased leaching and water runoff
You should also employ a program ofdaily monitoring of the golf course by our onsitestaff to evaluate
on a daily basis transpiration of plant water are typically determined by the day weather conditions or more specifically temperature supplemental irrigation needs Evaporation of soil water and evapo
s humidity and photoperiods
5 I Fernandina Beach GolfCourses n r Fernandina Beach FL Blllr CASPEA G O L f Au St 2OIO
1
1
1
1
1
u
A summary of our goals in water conservation is as follows
Goal I General Knowledge Identify water resources of the golf course and make a commitment to judicious water use
Goal 2 Water Conservation Irrigation Equipment and Plumbing Fixtures Maintain irrigation equipment for maximum efficiency and minimal water waste
Goal 3 Water Conservation Watering Practices and Turf Care
Implement water conservation practices To maintain soil and turf health that maximizes water
absorption and minimizes water loss to evaporation and runoff
Water Quality Management The to ensure cleanpurpose of this category is water supplies and protect the
health and integrity of water bodies such as oceans rivers streams wetlands lakes and ponds This is accomplished by routine monitoring and employing best
management practices to reduce erosion and chemical fertilizer runoff
As mentioned earlier you should have already begun to establish buffer zones
along water bodies to minimize and filter runoff to improve water quality Water
quality testing through an independent lab should be implemented to establish
base data to compare future water Thisline testsquality requires quarterly testing during the first year and subsequent annual tests thereafter
Also important is to be cognizant of potential weather conditions that could favor or increase the likelihood of runoff A two inch thunderstorm occurring hours after a fertilizer or
chemical application will increase the chances of water pollution This is due to the fact that the material hasnthad a chance to break down into a useful chemistry by the turf and is not being filtered
by the underlying soil
are licensed through the local ThisIt should be noted that all of your pesticide applicators jurisdiction ensures they have the basic use They should also be versed inknowledge of chemical and disposal proper chemical storage and mixing and loading techniques
A summary of our goals in water quality management is as follows
Goal 1 General Knowledge as it relatesImprove our general knowledge regarding water quality protection and pollution prevention
to golf course management chemical storage and use and equipment maintenance
Goal 2 Best Management Practices
Employ best management practices or structural controls near alt water bodies to eliminate the
potential for chemical runoff nutrient loading and drift
Goal 3Water Quality Management Monitoring Monitor the health of all water features to detect possible movement of nutrient and chemical inputs into water sources and correct problems as needed
52 Farnandina Beach GaIfCourses
Fernandina BeahFL CASPEA61UCLL August 2010
o L F
Outreach and Education The topurpose of this category is implement management practices that ensure ongoing support for
local connections and extend instewardship initiatives strengthen community participation environmental conservation activities You should initiate the process of creating a Resource Advisory Group at your facility to aid our certification efforts
In the near future you should be installing displays in your clubhouses to communicate your involvement
in the BCG Environmental Sensitivity Program to our clientele and the general public The display should include updates in each category along with pictures showing whatyou accomplished to dateveYou should anticipate a lot of positive feedback
This will alsoAn annual newsletter should also be distributed in communities surrounding your facility be a to showcase efforts and communicate sensitivegreat opportunity your your environmentally approach to maintaining your golf course
A summary of our goals in outreach and education is as follows
Goal IGeneral Knowledge Improve our ability to communicate our commitment to environmental stewardship and implement conservation activities
Goal 2Education
on theEducate patrons staff decision makers and community members about programs and projects golf course which improve environmental quality Goal 3 Outreach and Involvement
decision makers to be involved inProvide opportunities for patrons staff and community members
environmental projects on the golf course
53 Fernandina Beach Golf Courses
Fernandina Beach FL tIlL1 CASPEA G O l F August 2010
D FOOD AND BEVERAGE OPERATIONS
BCG wilt offer for sale high quality competitively priced food and beverage menu items at
sFBGC Under the guidance of BCG experienced Food Beverage Directors nationwide BCG will
develop an annual buying and operating plan to provide for a healthful and efficient operation develop an
attractive menu and design attractive displays and promotions for both grill operations and
banquet operations menu development operations and increased efficiencies catering This will be especially critical in the new clubhouse facility in the areas of
Food and beverage services will be delivered as appropriate for the kitchen and dining facilities at FBGC including food and beverage inventory management food preparation and service regular oncourse
beverage cart service and banquet operations All licenses and permitscatering appropriate necessary to run a food service facility in the City County and State are obtained and kept current all
maintained inhealth standards and regulations are strictly followed and all equipment and fixtures are
good working order
BCG will a menu based ondevelop input from members and residents frequent players and others
into account the kitchen andtaking scapabilities1 design Surveying of guests employedfinal is for
regular feedback on improvement and enhancement
of service food and andlevels beverage quality
1 BCG menus to allow formenu options develops multiple uses of stocked food items and reduce waste
BCG will implement the attractive use of display elements prominent and tasteful signage appealing
of items andpricing easy availability impulse package pricing Promotion of food and beverage is
included at sale course
and in golf and events packages the golf shop pointofon
Parties and Events
With FBGC banquet area pictured above BCG will market and promote the use ofall areas of
the clubhouse using an established proven system of sales management including prospecting sales
closing and sales fulfillment
person sales salesBCG will create and implement specific online telephone printed and in programs room acollateral lead tracking programs and sales presentations for the banquet This will require
new the use of the room with more emphasis placed on room cleanliness and orderapproach to
quality of presentation quality of food beverage and service levels
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i1 ANNUAL SUMMARY ANALYSIS
4
Femandina Beach GoN Course BILLY fASPER G O L F CLUB SUMMARY
TOTAL ROUNDS OF GOLF BB000 89080 89806 70504 71209 YEAR 1 2 3 4 S Yeas 1S
2011 2012 2013 2014 2015 TOTAL REVENUES Greens Fees Member Surcharge 550 per 9 hol 398432 407993 410441 414545 418681 S 2477208 Cart Fees S 794780 807403 815886 824045 632285 4923414 Driving Range 40800 41448 S 41883 42302 42725 252745 Activity or Pass Card Sales 34500 35190 35542 35897 38256 S 214004 Pro Shop Sales or Historical Pro Shop Rent S 238224 249268 259443 S 269899 280776 1589701 Food Food 8 SoftDrinks S 204400 213876 222607 231578 S 240910 S 1363989 BeveragesAlcohoq S 104200 109031 113481 118055 122812 S 898341 Other Food Beverage ReverweSnackBar ReM 15of Sales S Other Golf Revenues dub rental harxlicap locker bag storage S 1800 1836 1854 1873 1892 S 11165 Other GoV Revenues Surcharge S S Dues Income Mordhy Dues S 238800 S 243576 248012 248472 S 250957 S 1481282 Irritiafion Fee Income Annual Membership Fees S S S S Others AmenitiesHistorical Fadlity Rental Income S S S MLscellaraous Income Historical Interest Income S
TOTAL REVENUE S 2055938 S 2109620 S 2147150 S 2186668 2227304 13008848
COST OF SALES
COGS Pro Shop Merch B7 159610 167009 173827 180832 S 188120 S 1065100 COGS Food food and soft drinks 35 S 64328 74857 77912 81052 84319 470184
35 050 38 39 41 S 984 S719 319 42COGS Beverage alcohol S 211 S 161 232949
TOTAL COST OF SALES S 249988 S 280 291 303 315 S 7661027 458 204 423 233
GROSS INCOME 1805948 f 1829593 S 1855692 1883462 S 1911882 S 11240615
LA R
Golf Operations Labor
General arilAdmlristrative Labor
Golf Course Maintenance Labor
Food arilBeverage labor PooUFitness Tennis Labor Sales and Markedna Labor
Incnase
S 257180
320524 S 96430 S S S 3400
1tyb 261047 E
325332 97876
3451
15X
264963
330212 99345
3503
18
268938 S
335165 100835
3555
187E
272972 S
S 340193 S 102347 S
S 3609 S
1603540
1998424 601227
21199
Total Direct Labor
Total Payroll Taxes Total MedicaVHeatth Benefits
Insurance Workers Como
S
S
677544 S
67754 61335 20326
687707 68771 62255 20631 S
698023 S 69802 63189 S 20941 S
708493 S 70849 S 64137 21255
719120 S
71912 S 85098 S 21574 S
4224390 422439 382417 126732
TOTAL LABOR Labor as Xof Revenue
S 828960 40X
639364 40
S 851955 40
864734
40
S 877705 S
39 5155978
4096
OTHER OPERATIONAL EXPENSES
Golf Operations Expense General 8 AdminisVative Expense GdF Course Mairrterrance Expense Food and Beverage Fense PodFitness Tennis Expense Sales and Marketing Expense GoIF Cart Lease Feedsfrom LeaseTab EXISTING Equipment LeasesFeeds from LeaseTab FF and ENEW FINANCED ITEMS Items financed by dub ratArts or maiMenarrce
Taxes Real Estate Insurarrce P and C
Increase
38602 S 157281
228082 S 60600 S S S 34727
63212
S 9408 S S
29000
16
39181 159620 229473 61509
S 35248
63212 S
9408 S
S 29435
1tP16
39786 162015 232915 62432
35777 133212
9406 i
29877
15Y 40385 S 184445 236409
63388
36313 63212 S
S
30325 S
15
40970 S 166911 S 239955 S
84319 S
36858 S 83212 S
S
30780 S
240676 980502
1408589 377832
216518 379269
28224
180811 TOTAL OTHER OPERATIONAL EXPENSES S 618892 627086 635403 834436 643005 S 3813422
TOTALEXPENSES f 1445852 S 1468450 1487357 S 1499171 1520710 S 89694Q0
EBITDAR CUMULATIVE EBITDAR OPERATING MARGIN
S S
380098 i
360096 S
1a
383143 S
723240 17
388334 S
1091574 S 17
384292 1475866
18
391772 S 1887037
18
2271215
17X
CAPITAL EXPENSES BCG MamagemeM Fee
Principle kxpense Debt 6 Interest
Prindple Expense Coital Leases
S
S
78000 149513 68124 S
78000 149439 88124
79170 148988 68124 S
80358 148459 68124
S 81563 1497110 88124
S 480285 895154 389120
Capital Reserve 007orat Rarenua S 119 192 943 S 43 S 5413 2602 41 42 42 733 44 177 TOTAL CAPITAL INVESTMENT S 336756 S 755 S 339 S 874 S 343 S 024337 225 340 993 7362
NET CASH FLOW DEP 8 AMORT ADDED BACK S 341 25 S 109 43 S 47179 S 14623 S 588 29 S 618 480 CUMULATVE NCF S 341 48 i 83823 S 728 77 S 121456 186634
2011 Femandina Beach Budget v5xls
All Sales and Use Taxesassumed to be apass through not shown for budget purpc Approved by OwneNAgent Beginning Year Cash Balarae should be netof aq AccarMs Payable aM other rxr
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c a a C ca o ca
C mC7CU
I ACCOUNTING COST CONTROL PROCEDURES
BCG possesses and can demonstrate complete competency in the areas of cost controls accounting cash controls personnel management property maintenance safety emergency management budgeting and financial planning and guest service among many other areas
COST CONTROLS
sBCG handles purchasing at the firm managed golf facilities through a series of local regional and
national and clientsprocedures those required of our municipal While daily purchasing General Manager the Regional and Senior Vice Presidents playauthority lies with the Director ofGolf
in the securing and maintenance s Nationalsignificant roles of preferred pricing and terms from BCGAccount Vendor partners
All planned purchases are included in the facility operating budget approved by the client withsunplanned purchases requiring approval from the Regional Vice President and client dependingor on
the circumstance
Use ofApproved Suppliers BCG provides our facilities with a list of national account vendors and
to for each localtheir pricing and terms BCG is sensitive local vendors and provides opportunities Vendors if applicable to participate BCG receives purchasing history reports from these vendors
listing all BCGmanaged facilities with quarterly and YTD purchase totals
BCG consults with Director of GolfDevelopment of Product Standards General Managers the bestnationwide to determine which vendors provide products and service and review sales
histories to determine guest demand These standards for productreports assist them in developing purchasing
Products Delivered Matching Order The General Manager upon delivery ofDirector of Golf
product matches the purchase order and shipping documents and then later compares those numbers
to the invoice All paperwork is maintained in the general ledger
s sMonitoring of Purchases Each order invoice will be processed through the facility general ledger and the City requirements including review and approval by the Director of Golfs General Manager
maintained BCG with detail reviewed by a SeniorThe general ledger is by sAccounting Department Accountant and the Regional Vice President
General Manager is
his In limited Purchasing Authority Each Director ofGolf granted purchasing authority for
her facility within the approved annual budget and business plan cases other department heads are limited for line based hisgiven authority specific planned item purchases on her job responsibilities
ACCOUNTING
BCG provides complete accounting and financial management services to assist the facility manager in
the successful operation ofhis BCG utilizes an established system for financial managementher facility at al managed facilities into account needs of the City including theBCG taking any specific establishment and maintenance of consistent procedures for the collection receipt and deposit of all
revenues cost estimating and maintenance and payment of invoices and preparation ofreporting budgets and reports
establishesManagement Entity BCG a separate incorporated management subsidiary for the operation and management of the facilities eg Fernandina Beach Golf Management LLC
FBGM The subsidiary FBGMssole activity will be the management of the An operating account at a local bank wilt be established in the name of BCG alls management entity transactions will be handled through this operating account in accordance with the
account are discrete to FBGM and arerequirements of the City The funds in the operating other BCGsfunds sor BCG fundsnot commingled with any managed facility All accounting
and general ledger functions are discrete to this subsidiary
aSecurity and Internal Controls BCG implements series of security methods and internal controls to prevent employee and guest theft including POS security controls cash handling and deposit requirements video required receipts random safe and drawer countscameras
POSreconciliation and payroll record verifications amongrandom inventory counts tee sheet
others
by BCG SeniorAccounting Functions The accounting and payroll functions are directed s
Accountant Stephen Nicholson who is based in Vienna Virginia Mr Nicholson will review and asprovide oversight of the general ledger confirm deposits and perform auditing functions
necessary Local accounting functions performed by the onsite bookkeeper and administrative
assistant will include writing all checks from the local operating account maintaining the
general ledger and reconciliation of cash deposits The Director ofGolfGeneral Manager will
Reports All revenue and expense records are available to the City at its request with BCG asproviding daily weekly monthly and annual reports to the City requested Financial
statements and reports are prepared and delivered in accordance with procedures and formats to the on an accrual basis andreasonably acceptable City generally accepted accounting
principles
Cash Controls BCG procedures for cash handling procedures make certain that internal controls are in place at alls
managed golf facilities to protect its financial assets
Cash Banks FBGC will have cash banks for use in These banks vary in number andcash registers value depending on the property but cash banks are never to be used as petty cash Cash banks must
always be maintained at their starting values
Daily Close Reconciliation of daily sales and resetting ofthe Point of Sale POS system for a new day is done daily allowing for comparison of daily sales activity as shown on reports from the POS to actual
daily receipts of cash credit cards checks and gift certificates If there is an error verifying transaction
details assist in identifying and fixing that mistake If a close of any instance or day reveals an error in
that instance or day the manager and only the manager may open an additional instance to ring correcting transactions Correcting transactions may include voids and rerings to correct quantity or
tender type errors Correcting transactions are not to be used to account for cash overages or
error can be traced and documentedshortages unless the specific nature of the original The daily close
documentation includes a copy of each instance close report a copy of the credit card batch settlement each instance reconciliation worksheet copy of all voids and the daily tender reconciliation including a
copy ofthe deposit ticket and the daily closing checklist
areDaily Bank Deposit Daily bank deposits mandatory The receipts are transported to the bank
each aday and deposited by walking into the bank and receiving receipt or by depositing in the night when the is made after hours Under no circumstances are todepository deposit daily deposits
accumulate in the safe or Assistant Golfat the property Either the Director of Golf facility manager Professional will prepare and deposit the daily cash and check deposit The Director ofGolfGeneral
up asManager will serve as a back necessary
Controls and Limits on Petty Cash Purchases sitechecks isSignature authority for on given only General Manager purchasing authority given emergencyto the Director of Golf with for minor
O Petty cash is reconciled at least monthly with randomDdeliveriesapprovedCsafe counts disbursements and unplanned purchases are limited purchases and pre
throughout the month Petty cash
through proper budgeting
Inventory Security and Controls BCG implements a series of standard inventory security and
internal controls at each managed facilities Specifically BCG installs security cameras throughout the
facility including the golf shop register merchandise area safe location food and beverage register and
parking lot with remote camera viewing and hard drive recording Inventory count procedures are
implemented including having the hottest items behind the counter and conducting if need be daily or
shift counts of these items
58 Fernandina Beach GolfCoupes vm Fernandina Beach FL dllU LASPEt Au ust 2010 G O L F S
Receipt Controls uses the Your Purchase Is Free Today If You DontReceive A Receipt program to
prevent clerks from not ringing in guest purchases Tee sheets POS records and starter sheets are
compared on a regular basis to reduce non on the coursepaying guests And for physical securityBCG adds cellular backups to all alarm systems and maintains tight security on who has access to alarm codes keys and POS logins
OTHER REPORTING REQUIREMENTS
MonthlyQuarterly Reporting
BCG provides monthly and quarterly financial and operating business plans to ensure financial goals are
realized A team of regional experts in marketing agronomy accounting and operations reviews the
operations daily weekly monthly and quarterly to meet the goals and objectives ofthe client
BCG clients are provided monthly financial statements quarterly forecasu quality assurance reports as
well as ongoing reporting necessary to meet the goals and objectives set forth in the Annual Plan
PERFORMANCE EVALUATION CRITERIA
BCG has established a variety of performance evaluation criteria with our municipal clients with
objectives and measurements based on the municipalitysspecific goals for the facility
BCG recommends the following performance objectives be measured with standards for performance agreed upon by both BCG and the City prior to the Term of the Agreement
Guest Service BCG shall provide excellent guest service to all guests of the course This objective will be measured by regular Mystery Shop Evaluations Guest Surveys and measures ofguest retention
Facility Appearance and Overall Maintenance BCG shall maintain the entire facility in a
professional competent and cost manner with BCG Minimum Maintenanceeffective consistent s Standards and the Citys expectations This objective will be measured by Mystery Shop Evaluations Guest Surveys and periodic facility audits and inspections
Facility Preventive Maintenance BCG shall provide preventative maintenance of the facilitys systems in a professional competent and costmanner consistent with BCG Minimumeffective s Maintenance Standards and the Citys expectations This objective will be measured by periodic facility audits and inspections
Gross Revenue Rounds Played NetOperating Income BCG will maximize the facility grosssrevenue rounds played and s objective of providing aor net operating income consistent with the City
maintained and amenity for residents and visitorshigh appointed golf and food servicequality well
or annual goals setThis objective will be measured by weekly monthly and forth in the Annual Budget
59 Fernandina Beach GolfCourses
Fernandina Beach FL eircsvf Au st 2010G O L F SV
SAMPLE FINANCIALAND OPERATIONS REPORT
60 Fernandina Beach Golf Courses
Fernandina Beach FL Billl GASPER G O L F AU St 2OIO
1
Bllll ASPER G O L F
TO
FROM
Peter Robert Denny Joe Bill Alex Tony John
Alan Tom Lance Jesse and Mark
DATE March 2010
RE Lincoln Hills Golf Club February 2010 Financial Operating Report
6Green on the Hills course
Y 1
Golf Operations
As ifwe needed another month ofbad weather to pound Lincoln Hills we received another tough start with EI Nino making Sacramento look like Seattle We continue to hold our breathe waiting with anticipation to unleash the fury ofexceptional golf in the Sacramento market but it never
really materialized February was almost a repeat ofthe weather we experienced in January with
the exception of one great week of weather which was instrumental in allowing us the chance to
1
t
t
get close to our budgeted goal for the month The week ofgood weather coincided with our trip to the annual meeting and if we thought that not being here would keep the nice weather around I think Jesse and I would be willing to stay away all year if it meant having San Diego like conditions 365 at Lincoln Hills the rain levels in Northern California have not been this good in
quite some time so its encouraging to know that we should avoid any concerns for drought this summer
The rounds in February 2010 missed budget by 272 rounds but beat last year by 815 Public rounds 433 are where we missed to budget as a result oftoo few nice days of weather to draw folks to Lincoln Hills Our other two round segments Members and Outings performed welt and both beat budget 141 and 20 rounds respectfully Because of the weather we limited our
exposure in print marketing due to the cost and potential for little return if the weather impactedInstead we focused our efforts to draw play from our web site offers as well as someour play
well It was evidenttimed email blasts that were targeted to our Prospector and Public golfers that when the weather is nice our play responds accordingly The cabin fever has affected our
golfers and the staff and once the weather finally straightens out we should see good results
February results were due to the following factors
1 Unfortunately the weather again dictated our results for the month ofFebruary 2 Membership revenue continued to drive the month both Summit memberships and PDP
memberships 3 Miss in Driving Range due to acombination ofPDP member use and Range cards given
to those who renewed their Gold RushProspector membership 4 Savings in Labor expense 9 to budget and Operations expense4to to budget helped
to offset revenue miss
17 Hills course
F B Operations
It spite of the rough weather our F8Boperation actually performed well and only slightly missed
budget for the month We had one of our refrigerators go out during the month which spoiled some deli meat cheese and lettuce that we had kept in the fridge We have since repaired this unit and fortunately it was not stocked full with product like it would have been had we been in the
middle ofour season We have been working with a skeleton crew so far this winter to get by and
minimize labor impact to our revenue especially on days when we have bad weather The staff has been very good about checking in first before coming to work if the weather is bad We have an experienced crew on the bf8 side and the ladies have always been a bright spot to our
operation
One area that we are looking at is replacing acouple ofour beverage carts as the ones we have in service right now are 5 years old and are beginning to show their age We own these units
Club cars outright and we have got a lot ofmiles out of them but itstime to look at some alternatives The same can be said of our 40x40 tent Years of sun fade and weather abuse have finally taken their toll on our tent It literally began falling apart as we took the tent down last fall twill need replaced this spring as we have several outings that will need to use our tent for their outing function thisyear
Always need a little practice on the driving range
Maintenance Operations
Maintenance operations continued to try to keep up with the amount of growth that skyrocketed during the month due to all the rain and cool conditions With the cool temps and rain the poa has started to sprout everywhere and we have been working hard to keep this in check especially out ofour greens The crew thus far has kept our greens spot free for the most part with the
exception ofa few greens that seem to be more susceptible to poa right now
Audubon certification and we should have thisThe finishing touches are coming together for our
project completed by the end of April if all goes according to plan The resident groups that we
have worked with have been very supportive and willing to lend a hand in helping us reach this
distinction For California it is very important for us to reach this honor and itwill bewellreceived
by the area golfers as well as the many environment folks who live in Northern Californiafriendly
Lake and Fairway on 8Hills course
Right up until the very end of the month it looked to be a photo finish on whether or not we could
get to the revenue budget number of 202607 At the end we missed hitting this goal by 3326 but all of our segments helped to get us very close at the end Had we obtained the 300 rounds that we missed budget by it would have made for a very interesting finish to the month and one
that I think we would have attained
Without sounding like a broken record the weather was not our friend for the second straight month and we missed our revenue goal by3326 The silver lining was the fact that we at least
000 As has been the case this year our Membership program ted the way and exceeded itsbudgeted goal of33 673this also included beat February 2009 by almost30
198 12the PDP memberships It just goes to show that we have a good product good service and the value wecreated will bring folks to play Lincoln Hills time and again if the weather is rightve
Our cost of goods sold in February was off in the pro shop due to an invoice that should have
been included in January over into Februarysbusiness but was not entered and thus carried
We also thought we had a credit from 2009 with Bridgestone that we found out in February that
we did not have In correcting this error our cogs were incorrectly stated The BFcogs were
continue to find the right mix of product to offer ourwithin acceptable levels for the month and we
guests particularly with a limited BFoperation
Cart Fees 8303 due toThe revenue segments that struggled in February included Green Fees
missing in rounds and weather related issues Driving Range 793 as mentioned before the ballsaddition of the PDP membership has put a damper on this segment as well as the free range
we offer our members when renewing their Gold Rush or Prospector membership Golf CardsPasses 3138 butwhen coupled with our Dues Income of memberships these two
segments together carried the month FBB981 due to shortage of rounds during the month and Other Goff Revenues 1930
1
1
1
1
1
5Hills Green
as has been a consistent theme we addressed the issue ofpoor weather conditions andAgain missed revenue by taking aproactive approach to minimize our shortfall with balancing the other
side ofthe ledger mainly expenses The staff has gotten very good at calling in first before
coming to work if the weather looks to be nasty for the day As a ourresult of monitoring this labor in every department saw savings to budget Golf Labor saw strong savings by reducing to
budget over 3300 in labor expense budget of22With a 111 we finished the month with a Golf 800 Even better is the fact that we saved in comparison to last
21 We looked for every opportunity to find savings with Bill T and myself running Labor expense of18 year
549 some counter time for many days during the month
The clubhouse leader for Labor savings during the month was the Maintenance department as
they focused a little harder this past month to reduce labor expense on their side ofthe fence The results showed savings of4 212vs 640 budget Putting a fewof428 to budget 48 52the winter projects on hold sending guys home early if the weather dictated or calling them off
altogether if the weather was really bad wasthe delivered results to minimize expense for the
month
With cost savings in Labor attained we also focused on Operational expenses and either delayed some expenses for later in the year ifwe could tighten the belt and hold offon larger expenses or
we eliminated the need for some expense and chose to do without for this year Golf Ops saw
a reduction of almost4great savings to budget with 000 to budget during the month Much of
this was in Handicap fees as we are waiting for a credit from the Northern California Golf
Association for an error in charging us for too many golfers for handicap fees
G Credit Cards fees 3266 due to missed opportunities because ofAOps expense saved inI the weather and in Education 2321 Annual meeting expense LegalAccounting was over
i
1 3500 due tono budget for this expense during the month of February Other than that we saved 3100 to budget in G8A
Our Maintenance Dept was the one area where we were over in Ops Expense This was due to an electric bill in Utilities 447 It seems that itElectricIrrigationwhich caused us to be over by 10is a Ewith their automated systems andconstant battle with Pacific Gas and Electric PG8government with their organization If you sawlikeattitude ofnot knowing what is right or wrong the movie Erin Brockovich that was the same organization that Julia Roberts wasfighting with in
the movie Telcowhich hadThe only overages that really stood out for the month were in Phonea bill that we did not receive in December over 583 Sand Top Dressing over 822Januaryand Gas over to budget in Maintenance OperationsDiesel over 649 The end result was being Expense by2 we remain under budget in this department by4 have159 so we 395 However been able to still keep our heads above water in this department to date
Overall our month was a success when looking at the bottom line The NOI resulted in a savings of8402 vs budget and helped to reduce our shortfall that we experienced in the month of
January We will continue to monitor expenses find ways to build revenues particularly when we
get great weather opportunities and still provide exceptional service great course conditions and the expected value and experience that folks have come to expect at Lincoln Hills
We all need a little instruction in our lives
Begin the process ofclimbing out ofthe hole we are in after the first 60 days ACE training begins in March continue to sharpen our focus to provide great service and
experience Trim expenses to build NOI to budgeted levels
as the weather improves continue tooffer value based offers whereUpsell PDP program needed to drive revenue particularly in offpeak hours of operation Push rounds in the upcoming Spring months to improve bottom line results and make up for the shortfall from January Smile and have fun
Lincoln Hills
Balance Sheet as of
February 28 2010
February YTD
ASSETS
Cash and Short Term Investments
CashOperating Account
Cash Depository Account CashOnSite
CashPetty CashMoney Market Primary
407466
3950007 146550
529426
16966210
19057
140000
29165475
Total Cash and Short Tenn Investments 3689091 48820188
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Section 5
l SECTION 5
FEES AND COMPENSATION
OPTION AMANAGEMENT CONTRACT
BCG submits structured asa proposal a management agreement between BCG and the City coveringthe management and operation of the City Courses BCG will provide complete turnkey management of each golf course including golf operations food and beverage operations golf course and facility maintenance marketing and promotion general and administrative functions operating and capital budgeting employee hiring and training and financial management and reporting All employees would be employees of BCG and notthe City BCG would be paid a fixed fee for its servicess
BCG proposes the following compensation for golf management services for the City Course BCGslooks forward to discussing our bid proposal with the City in order to develop the most advantageous
BCG reserve the right to engage in discussions with the Citypartnership for both the City and We with respect to this Response and Bid Proposal
Proposed Term 5 years with a 5 year renewal option at mutual consent
Structure BCG will form a single eg Fernandina Beach Golfpurpose subsidiary Management LLC for purposes of maintaining each course whose sole member
be BCG BCG shallshall remain solely responsible for all obligations of the
owners shall have full recourse to BCG for liabilities causedagreement and any
by this entity This entity will employ all of the staff at the Club This entity will be operated on a discrete basis and shall not commingle any assets or liabilities with any other BCG level financial statements will bemanaged property Club
in name BCG willprepared the of this single coordinatepurpose entity and
accounting interface with Owner entity that owns the real property assetss
an andCourse Operation BCG shall operate the Club pursuant to annual budget marketing agronomic plan agreed to and approved by Owner as outlined in this RFP All
rates fees and shall be defined in advance asexpenses part of the budget process BCG shall not deviate from this plan without Ownersconsent All
the Club shall be the of Owner Allexpenses of operating responsibility at the Club shallemployees be BCG employees and will work exclusively for
the benefit of the Club All costs shallemployee be part of the operating BCG will retain exclusive right to hire and terminateexpense of the Club
finalemployees Owner may participate in interviews with key management personnel if desired
Procurements BCG will all materials and for the Course via its existingpurchase supplies national account purchase programs including food retail merchandise course
media and PR needs of the Club via BCG house media
and publicity division Buffalo Communications Media and PR BCG will handle all s in
r 61 Fernandina Beach Golf Courses
Fernandina Beach FL csreesots Au st 2010
G Q F
1
Financial
Reporting Financial statements be prepared by s house CPA willwill BCG ins BCG
furnish Owner with balance sheets income statements cash flow statements and bank reconciliations on a monthly basis BCG can also Ownersupply additional reports during the month as may be requested by Owner
Owner Oversight BCG will reportto the Owner its representatives or other Owner designee
BCGBCG Oversight soperation of the Club will be directed and overseen by a Regional Vice
President based from their office located within a defined proximity of the Club as well as additional support from personnel based at BCGscorporate office in
Vienna Virginia
Fees For its management services BCG would earn a base monthly fee of Six
Thousand Five Hundred Dollars6BCG may earn an annual incentive fee500 based upon achievement of performance metrics as agreed upon between the
parties The management fees are netto BCG
Travel Allowance BCG would be reimbursed for usual and customary travel expenses incurred in
connection with oversight of the Golf Courses The annual travel allowance would be capped at an amount not to exceed6000
Benefits to City
Revenue As shown in the Pro Forma the City would receive 360000 in year one to
contribute to debt and from of FBGC andcapital expenditures operations 2000 dollars in the first 5 years of the agreement to cover debt270
Capital Fund As shown in the pro forma BCG has budgeted 2ofTotal Revenues towards future capital improvements at the City Courses
62 Fernandina Beach GolfCourses P A Fernandina Beach FL sreR
G O L F August 2010Muir c
Section 6
1 SECTION 6
STAFFING AND PROFESSIONAL QUALIFICATIONS
A STAFFING ANDORGANIZATION
FBGC ORGANIZATIONAL CHART
63 Fernandina Beach Golf Coupes a Fernandina Beach FL
Guocve August 2010
1
KEY PERSONNEL AT FBGC
BCG anticipates placing an internal candidate via the HR Department as a Director of Golf upon award of the contract The candidate is an Golf Professional whose skills andexperienced experiences perfectly fit the needs of the golf course and who exemplifies the qualifications and approach necessary to be successful The Director of Golf is directly responsible for all operational functions including the hiring and training of all operational personnel budgeting and coordination of accounting functions coordination of marketing activities and working closely with and reporting to the City and others designated representatives on day to day operations
Personnel Management BCG will provide complete human resources and personnel management services for City Park
resources ofutilizing the skills and a talented team of HR professionals The General Manager will work
closely with the Human Resources Team to recruit hire train employ and evaluate individuals for all
positions
BCG utilizes local and national resources to recruit and hire the best individuals for all positions with particular attention paid toward employing local residents and current employees Where
appropriate BCG is sensitive of employment compensation and benefits issues for individual
BCG communicates fully and works effectively withemployees particularly during a transition period all affected employees in order to ease anxieties and assure a smooth transition
BCG expressly supports and is committed to the principle of Equal Employment Opportunity and
Affirmative Action It is our firm policy to recruit hire train and promote individuals that ares
qualified persons We implement and administer all personnel policies and other employment actions
without regard to race color religion creed age sex national origin ancestry maritalor status veteran
status status as a qualified handicapped or disabled individual or any impermissible factor in accordance
with applicable laws
committed to promoting aDrugprohibiting any form of impermissible harassment BCG strictly enforces all appropriate safety rules and practices state and local liquor laws and state and federal employment regulations BCG provides benefits to applicable full and offers professional growth opportunities for
BCG expressly supports and is FreeWorkplace and preventing and
time permanent employees all employees
64 Fernandina Beach GolfCourses
Fernandina Beach FL 8iur tsvee G O L F August 2010
BCG ORGANIZATIONAL CHART
65 Fernandina Beach Golf Coupes
m Nw Fernandina Beach FL ecesvEur August 2010 G O L F
1
1 PROJECT TEAM PROFILES
BCG led by a team of four senior managersSFlorida Region is
Senior Yice President Bill Rehanek Vice President Operations Tony Cianci
Regional Agronomic Specialist Jim Woodworth Vice President of Marketing John Seabreeze
This highly qualified team will serve as s primary personnel to oversee management andBCG the
operation ofFBGC Corporate oversight of all operations will be provided by Senior Vice President Bill
Rehanek and BCG will work closely and report as needed ensure into the City to that the facility is
compliance with all local state and federal regulations and that the anticipated needs and goals are
being met
based at BCGSenior Vice President Bill Rehanek who is scorporate office in Vienna VA directly and veteransupervises multiple municipal portfolios is a 19 year of the golf course management
industry Mr Rehanek the firm oversight of managed golf facilities in the Middirects s Western Southern and Western United States with overall responsibility for the performance of the facilities in
and leadthose regions He and his team ofVice Presidents of Operations regional managers managers BCGs facilities annual planning process staffing plans daily operations and client reporting He is a
member of the PGA ofAmerica MBA from thea graduate of George Mason University and holds an
University of South Florida
Mr Cianci has 15 managed golf facilitiesyears of experience overseeing daily operations of BCGincluding golf operations food and beverage maintenance marketing and sales accounting personnel management capital improvements budgeting merchandise buying inventory control golf course
equipment and cart procurement and financial reporting Mr Cianci is a graduate of the University of
Maryland
Mr Woodworth is based in sFlorida and directs the agronomic operations of the Southeast division
facilities He is a 15 year veteran of the golf course management industry and a long standing member of
the GCSAA
Mr Seabreeze is an 8 year veteran of the golf course management industry and a seasoned marketing 15 based at BCGprofessional with years experience scorporate headquarters He directs the team of
and sales a based who willmarketing professionals including Virginia Marketing Team implement for the golf coursesrevenueproducing programs
While BCG located in our offices visits otherscorporate office is Virginia the staff from regularly courses in our portfolio to provide oversight in the areas belov and will do the same with FBGC
66 Fernandina Beach GolfCourses
arK Fernandina Beach FL uur cASrE Au st 2010 G O L F
William Rehanek PGA
Senior Vice President Billy Casper Golf Vienna VA2006Present1 Direct the firm oversight of managed golf facilities in the Westerns MidSouthern and Western United States
all and atSupervise regional managers general managers superintendents managed facilities
the firms contractual annualManage obligations planning reporting client
communication and financial results for each facility
1 MidWest Regional Vice President Billy Casper Golf Chicago IL 2003 2006
Oversee daily operations of 12 BCG Illinois including golf operationsmanaged golf facilities in1 food and beverage maintenance marketing and sales accounting personnel management capital improvements budgeting merchandise buying inventory control golf course equipment and
cart procurement and financial reporting Supervise all general managers and golf course superintendents at managed facilities
Forecast cash flow and develop strategic positioning for each facility
EDUCATION BA1996 University of South Florida M1988 George Mason University BS Economics
1
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Fernandina Beach FL BIll7 ASPEA
G O L F August 2010
Tony CianciPGA
Vice President Operations Billy Casper Golf Orlando FL 2002Present managed golf facilities in the West Southeast
and Florida
Oversee daily operations of BCGmarkets including golf operations food and beverage maintenance
marketing and sales accounting personnel management capital improvements merchandise course andbudgeting buying inventory control golf equipment
cart procurement and financial reporting Supervise nine general managers and golf course superintendents Forecast cash flow and develop strategic positioning for each facility Manage contractual obligations annual planning reporting client communication and financial results for each facility
General Manager Springwood GolfClub York PA 19992002 Directed final phase ofgrow managed 18in and opening ofBilly Casper Golf hole facility Prepared and implemented Annual Business Plan for golf course and practice facility outlining the
direction of the rates andfacility marketing plan personnel requirements budget policy and
procedures for the golf shop grill room maintenance operations and instruction
Responsible for financial recording of 18 million in annual revenues and 21 million in annual
expenses hosting 28000 rounds ofgolf and supervising fifty employees
EDUCATION University of Maryland College Park MD
Business ManagementFinance Professional GolfersAssociation ofAmerica Philadelphia PA
Business School I II
Golf Academy ofthe South Orlando FL
AABusiness ManagementGolfComplex Operations Prince GeorgesCommunity College Largo Maryland
ScienceBusiness AdministrationComputer
68 Fernandina Beach Golf Courses
M fi Fernandina Beach FL IIll1 GASPER Au ust 2010 G O L F g
1 jim WoodworthGCSAA
Agronomic Specialist Billy Casper Golf Jacksonville FL2006Present Direct and coordinate all agronomic operations for Southeast BCG portfolio Supervise fourteen golf course superintendents Oversee golf course maintenance operations including business management
environmentalturfgrass science pest management compliance personnel management water and irrigation technologies and equipment maintenance and
repair and coordination among multiple facilities
Manage compliance with Audubon International Cooperative Sanctuary Program
Golf Course Superintendent Bent Creek Golf Course Jacksonville FL
20052006C Provide consulting for all Florida golf courses and construction projects while directing all
maintenance and golf operations at Bent Creek Golf Club and managing I I Full Time employees Oversaw financial operations and budgeting and agronomic standards at Bent Creek
Oversaw and managed complete bunker renovation and irrigation upgrade installation
r Initiated and implemented several improvements in management practices including an Agronomic Standards Manual which has been adopted at all company properties and Audubon Certification for
Bent Creek
Golf Course Superintendent Bay Meadows Golf Course 19972004 Responsibilities included oversight of golf course budget equipment lease agreements national
agreements and Agronomic Standards
Responsibilities included all aspects of agronomic functions for Bay Meadows Golf Course Golf
Club agronomic consultation for Fore Golf
Golf Course Superintendent Shadow Hills Golf Course CO I986 1994
EDUCATION 1996 GCSAA Member
1996 Kishwaukee College Malta IL Associate of Applied Science May 1996 summa cum laude
Ornamental HorticultureGolfCourse Management
69 Fernandina Beach Golf Courses v mY Fernandina Beach FL NL1Y CASPEA G O L f Au st 2OIOSu
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john R Seabreeze
Vice President Marketing Billy Casper Golf Vienna VA 2002Present1 Direct the firm development and implementation of all marketing saless
public relations and promotional strategies and activities nationwide more than 105 and in 20overencompassing public private properties
two
Golf IL and the71 states including municipal portfolios the facility12 Forest Preserve
the firmsManage golf course guest data capture and management surveying and analysis direct marketing and guest experience design programs Create and oversee and newcooperative marketing efforts marketing technology programs revenue strategies for the firm and its managed clubs1 Develop and coordinate training and professional development opportunities for the firmsAnnual
Meeting and quarterly Regional Meetings Direct the firm business development marketing prospecting and fulfillment activitiess
Assistant Director Marketing University of Maryland College Park MD 19962000 Marketing Coordinator University of Maryland College Park MD
1994 1996
EDUCATION graduate MBA coursework in Marketing and Statistics2000 Post1996 MAUniversity ofMaryland College Park MD
BCGs corporate personnel provide professional management services including personnel management oversight of all golf agronomic and maintenance and retail and food and beverage operations budgeting accounting and financial statement preparation and development and
implementation of marketing publicity sales and promotional activities BCG offers a team that is truly unrivaled among the other bidders as well as the incumbent all dedicated to the success of each
property Team members assigned to oversight and support of FBGC are highlighted below
Lance Merrihew
West Marketing Director Billy Casper Golf Lincoln CA
2006Present Mr Merrihew manages the implementation of marketing plans and activities for several
of BCGs managed golf facilities primarily in the Western US including advertising direct marketing promotions and sales Mr Merrihew is based at nearby Lincoln CA
I Nicholas Keefe
Director of Information Systems Billy Casper Golf Vienna VA
2004Present sMr Keefe develops and implements strategies to optimize BCG managed courses
use of marketing technology This includes overseeing installation training and Electronic Reservation Point andOfsupport for all Systems Sale Systems Direct
Marketing Tools Prior to BCG he served Computing Complex Manager atas a
American University Mr Keefe is a graduate of American University
Katie M Barongan SPHR Vice President Human Resources Billy Casper Golf Vienna VA
2002Present Ms directs all and club human resourceBarongan corporate matters including staffing benefits employee relations and employment law Prior to BCG she served in human resources roles for Deloitte Touche and Cap Gemini Ernst Young Ms Barongan is a graduate of Virginia Polytechnic University and is a Certified Professional in Human Resources SPHR
Stephen Nicholson CPA Senior Accounting Manager Billy Casper Golf Vienna VA
2005Present Mr Nicholson oversees to financial matters s manageddayday for several of BCG
golf facilities He is responsible for handling of clubs general ledger accounts
receivable accounts payable cash management and payroll functions Prior to BCG he served as a Director of Finance with several profit associations MrnonNicholson is a graduate of Fairmont State University
71 Fernandina Beach Golf Courses
Fernandina Beach FL eircsvea o a F Au st 20I0
B CURRENT EMPLOYEES
All current employees will have an opportunity to become employees of BCG During the transition
after the contract is awarded will be interviewed to assess their skill sets andperiod employees for their BCGqualifications positions At this initial interview policies procedures performance
standards and wage standards will be reviewed day review date for eachUpon hiring a 90 employee will be established At the 90day review the employee performance will be assesseds
Bent CreekGolf Course City ofJacksonville FL
72 Fernandina Beach Golf Courses w Fernandina Beach FL OIll1 tAfPEA G O L F
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Section 7
SECTION 7
SUPPLEMENTAL INFORMATION
EXCEPTIONS
BCG requests the following exception
60 for BCG has
I BCG has requested an exception as per a mandated 90 days of employment existing employees a very favorable track record in high retention of key employees but would like to interview candidates more extensively and structure and incentivecompensation programming supportive ofthe needs ofeach club
RFP COYER PAGE SIGNED
ADDENDUM 4 LAST ADDENDUM SIGNED
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73 Fernandina Beach GolfCourses
Fernandina Beach FLeitirtsre G O L F August 2010
1 City of Fernandina Beach GolfCourse RFF
UBMIT RFP TO
ty of Fernandina Beach
nY ClerksAffice RFP 10
1 100
04 Ash Street
rnandina Beach FL 32034
ttention ITYPURCHASING AGENT
1 ontact
Deni Murray Purchasing Agent 90427773I I Phone 9042777317Fax
dmurray@fbfLorg Location of Public Opening
1 ity of Fernandina Beach
Conference Room 2 Floor 04 Ash Street
Fernandina Beach FL 32034
Proposer Name
Billy Casper Golf LLC
C ling Address
8300 Boone Blvd Ste 350
ity State Zip
1 Vienna VA 22182
ype o ti Cade one orporatio Partnership
Proprietorship Joint Venture
ncorporated in the State of Virginia
l elephone Number 7031444761
oll Free Telephone Number 800 NA
893Fax Number 7033504
Email joodrich@billycaspergolfcom
gld
RFP 10loo lFernandinaBeach GolfCourse RFP
Bid Due Date July 28 2010
Bid Due Time 200 PM
Proposal Conference Conference Attendance is Mandatory
Date June 24 2010T30am
Pre
une9Fernandina Beach GolfCourse
2800 Bill Melton Road
Fernandina Beach PL 32034
All questions and responses from the Conference will be posted on the City website at wwwusfbll
Bids and Purchasing web page
Federal Employer ID Number
861092316 If returning as a NoSubm state reasonrctal ifso return only this page
J1 uthorized S lure Manual
sped Name R Joseph Goodrich
rcle Senior Vice President
Date 8104
I THIS FORM MUST BE COMPLETED AND RETURNED WITH YOUR PROPOSAL
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RF 100P 10
REQUEST FOR PROPOSALS
FERNANDINA BEACH GOLF COURSE RFP
ADDENDUM 4
July 30 2010
The following answers are in response to questions posed by interested firms All future
orgFirms mustquestions must be sent in writing to Deni Murray dmurray@fbflacknowledge all addenda in their RFP responses
QuestionsAnswers
QWould you please clarify Does the city require that C1 and C2 be bid as one or
can C and C2be bid separately
make aA Option C is an And option Meaning if you proposal on one you must
make a proposal on the other
Q Please provide how many memberships of each kind the course sellssoldyearly For
instance how many senior memberships were sold and for what total dollar amount
A 20092010Memberships Resident Single 45
Resident Senior 80
Non 41Resident Single Non 76Resident Senior Resident H 1W
