Elizabethton Municipal Golf Course

SEPTEMBER 29, 2017

Golf Course Management Proposal Elizabethton Municipal Golf Course

A Premier Club, Golf Course, and Amenity Management Company

Table of Contents Letter of Transmittal

4

Executive Summary

5

Proposed Management Services Golf Operations

8

Golf Course & Facility Maintenance

12

Improvements, Renovations & Upgrades

14

Clubhouse and Food & Beverage

15

Marketing Support & Assistance

16

Marketing Plan

17

Qualifications & Experience Company Overview

24

Organizational Structure

25

Experience with Public Entities

26

References 26 Current Clientele

27

Past Clientele

27

Qualifications of Key Personnel Key Management

36

Employee Recruitment & Training

38

On-Site Team

39

Cost of Proposed Services Cost of Proposed Services

43

3

INTRODUCTION

ELIZABETHTON MUNICIPAL GOLF COURSE

Letter of Transmittal September 27, 2017 City of Elizabethton Attn: Greg Workman, Purchasing Director 136 S. Sycamore Street Elizabethton, Tennessee 37643 RE: Request for Proposal – Contract Management of the Elizabethton Municipal Golf Course Dear Mr. Workman: On behalf of Hampton Golf, Inc. (“Hampton Golf”), thank you for the opportunity to submit our enclosed proposal (this “Proposal”) in response to the Request for Proposal (“RFP”) issued by the City of Elizabethton (the “City”). Hampton Golf fully understands and possesses the experience to successfully achieve the City’s goal of finding an operator who will provide a high level of service to the public while it operates, manages, and maintains the Elizabethton Municipal Golf Course (the “Golf Course”) in a fiscally responsible manner that produces the most revenue for the City. This Proposal will describe our clear understanding of the services to be provided, and we are confident the City will acknowledge our enthusiastic and positive commitment to the mission of achieving profitability and improved customer experience at the Golf Course.

As you will see, our extensive experience in golf course operation and management provides Hampton Golf the necessary knowledge, skill, and resources to successfully manage the Golf Course. In addition, Hampton Golf’s technological advancements and continued success in competitive golf markets throughout the country qualifies Hampton Golf to provide the level of management services the City deserves and should receive. Hampton Golf is committed to delivering the highest standard of excellence in design, service, and course conditions at each golf course it serves.

Hampton Golf also wants the City to know we pride ourselves on being more than a “service provider,” we are your partner! As described in this Proposal, the City can see that Hampton Golf is 100% committed to the Golf Course by our offer to discount our fee by 50% if we do not meet financial benchmarks as promised in the annual budget. Our belief is that our client should have a partner willing to bet on them as much as you are betting on us.

Please note our authorized representative handling this matter is: Kamli Abdulghani, Esquire General Counsel and Director of Business Affairs 10401 Deerwood Park Boulevard, Suite 2130 Jacksonville, Florida 32256 (904) 564-9129 kabdulghani@hampton.golf We hope this Proposal meets all your expectations for what the City needs in its new partner at the Golf Course. I look forward to the opportunity to meet with you to discuss this Proposal in greater length. Should you have further questions, please feel free to contact Kamli Abdulghani directly.

Sincerely,

M.G. Orender M.G. Orender President

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INTRODUCTION

ELIZABETHTON MUNICIPAL GOLF COURSE

Executive Summary Hampton Golf firmly believes we can provide a high level of service to the public while we operate, manage, and maintain the Golf Course and related facilities in a fiscally responsible manner that produces the most revenue for the City.

Qualifications & Experience

After reviewing the RFP and evaluating the Golf Course, Hampton Golf firmly believes we can provide a high level of service to the public while we operate, manage, and maintain the Golf Course and related facilities in a fiscally

As required by this RFP, Hampton Golf meets the minimum qualifications for

responsible manner that produces the most revenue for the City. In particular,

each respondent. In particular, Hampton Golf has:

Hampton Golf will greatly assist the City in reaching its goals of:

1. Over 15 years of experience in golf course management and operations.

• Maximizing the return on its asset and minimize the City’s financial risk;

For the last 11 years, Hampton Golf has managed Eagle Harbor Golf Club,

• Provide golf facilities and amenities that are better in quality than the

an 18-hole municipal golf course. Hampton Golf requires members of its

current state of the facilities and amenities; and

management staff at its golf courses to possess the designation of a PGA

• Ensuring the long-term financial profitability of the Golf Course.

Professional.

In order to achieve these goals, Hampton Golf is prepared to implement its full

2. Over 15 years of experience in golf course food and beverage services.

complement of services at the Golf Course in order to accomplish the above

3. Full-time golf course superintendents with at least 5 years of experience

referenced goals and successfully strike the desired balance of operating the

throughout its portfolio of golf courses, and Hampton Golf shall place a full-

Golf Course at a profitable level and providing customers an affordable City-

time, GCSAA-certified golf course superintendent who has at least 5 years of

owned amenity.

experience within the last 5 years at the Golf Course.

Vision Statement

4. The ability and demonstrated experience to provide golf course maintenance

““

5. Successfully managed similar projects to the Golf Course, and Hampton

(as further described below).

To create an unparalleled experience at

Golf’s “success” is directly attributable to its ability to conform to budgetary constraints, which is evident by Hampton Golf’s offer of discounting its

the Golf Course through our passionate

“management fee” by 50%, if Hampton Golf fails to “succeed.”

dedication to superior service, consistency,

6. The technical ability to manage the Golf Course (as further described below).

quality and integrity in every facet of the

7. The capability to design a marketing plan for the City to promote the use of the Golf Course, including without limitation, the ability to provide

business.

programming opportunities to youth and adults alike.

8. Possess the financial resources and credit rating to unequivocally fulfill the

Firm Overview

obligations expressed in this Proposal.

Hampton Golf is truly a full service golf management company as we perform

Founded in 1999, by M.G. Orender, a former president of The PGA of America,

the services requested by the City “in-house,” which means the City will not

Hampton Golf has become one of the top 25 largest golf management companies

incur additional charges or expenses and can rest assured that the “flat fee”

in the world with golf course in states across the country. Over the last 18

described below is the total amount the City would owe Hampton Golf for such

years, Hampton Golf has been involved with the management and operation

services. Although many management firms promise they do the same, the sad

of more than 100 golf courses and over 30 golf course constructions and/or

truth is most do not. In an effort to prevent confusion, our advice is to evaluate

renovations. Hampton Golf has a wealth of experience in all aspects of the

each proposal by determining what services are performed by the management

golf course management industry, including those specific areas described in

company itself and what services are subcontracted out.

the RFP, such as pro shop, golf cart and driving range operation; merchandise; lesson, membership and concession sales; golf course, grounds, equipment

As you can see, Hampton Golf has the required experience in the total

and facilities maintenance; and marketing, tournament, human resource, and

management and operation of golf facilities similar to the quality required to

accounting experience. Hampton Golf currently operates and manages all types

operate the Golf Course. We truly believe Hampton Golf’s qualifications and

of golf courses, including municipalities, semi-private and private golf facilities.

background (as further described below) demonstrate adequate experience to ensure prompt and efficient services to the City and the Golf Course.

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Proposed Management Services

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Golf Operations Hampton Golf manages and operates at a level consistent with modern management trends in the golf industry.

Our history of generating profits at public golf courses while also continually improving golf course standards is why Hampton Golf is the best choice. Our approach to managing the day-to-day operations of the Golf Course will be one that involves a group of highly skilled, experienced, and dedicated team members whose goal each and every day is to grow the bottom line of the Golf Course while ensuring that guests receive a first-rate experience.

Golf Shop Hampton Golf believes that there is no need to compete with the private market or suffer the cost of carrying inventory of hard goods and should capitalize on selling convenience items to the customers of the Golf Course.

Convenience Items Hampton Golf is a firm believer in limiting golf shop inventory to an almost “convenience items” only practice. Of course there are exceptions, but for the most part, there is no reason to incur the cost associated with carrying expensive inventory items.

Hampton Golf intends to increase sales of “convenience items” at the Golf Course by customizing said items and imploring the customers to purchase said items in their support of the City-owned asset. For example, by reducing the SKUs from 200 to 50 and private labeling some of the items (e.g. gloves), Blue Sky Golf Club experienced increased sales and much better margins in the sale of Golf Shop merchandise.

Demo Days To still be able to provide customers the opportunity to purchase golf clubs from the Golf Course, Hampton Golf will utilize its relationships within the industry to increase the amount of “demo days” at the Golf Course, which will decrease the cost associated with carrying golf clubs in the Golf Shop. For example, M.G. Orender, President of Hampton Golf, is a Board of Director of Callaway Golf, which provides Hampton Golf a huge and exclusive advantage in succeeding with such initiatives for our clients.

Buying Programs Hampton Golf will reduce the “cost of goods sold” for golf shop and other areas of the asset by placing the Golf Course in our “group buying program.” By using our relationships within the industry and combining the Golf Course with our other courses in the portfolio, the Golf Course will appreciate savings never

““ Our efforts at Blue Sky Golf Club resulted

before available.

in a positive net operating income within

NOTE: Although many respondents to the RFP can make similar promises, Hampton Golf believes its ability to negotiate and manage purchases for the Golf Course will be very competitive within the industry. Hampton Golf will use

12 months of completion of the redesign

our national account partners to provide lower pricing, extended terms, free or discounted fixtures and furnishings, and access to special closeout merchandise

of the golf course and remodel of the

for the Golf Course. Hampton Golf’s professional relationships with equipment manufactures and merchandise providers will allow the Golf Course to receive

clubhouse.

greatly discounted equipment and products along with credits and rebates.

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Golf Lessons & Player Development Hampton Golf will implement golfer development programs to meet the needs of men, women, juniors, beginners, seniors, families, individuals with disabilities, avid players, minorities, and disadvantaged youth.

Hampton Golf’s philosophy for all of its learning programs is to provide fun, safe, and inexpensive opportunities that encourage all golfers to participate in the game of golf. Many potential golfers are intimidated by the game’s price, length of play, skill level, etiquette and culture. With this realization, Hampton Golf develops programs to reduce the intimidating nature of learning the game. Each program, including junior and adult levels, has been designed to break down these obstacles and bring potential golfers permanently into the game. Some examples of successful and innovative player development programs that will be implemented at the Golf Course include, but not limited to:

Junior Golf Programs Hampton Golf is truly focused on the promotion of the game of golf amongst our youth in order to ensure future generations of golfers are developed.

Although Hampton Golf creates and promotes its own junior programs, we also participate in many other golf initiatives such as: Get Golf Ready, Play Golf America, and First Tee.

““ Play Golf America, a

program founded by the President of Hampton Golf, M.G. Orender, during his role as

Family Golf Programs

President of The PGA of

Hampton Golf understands that families are interested in activities that provide

America, was designed

enjoyable and cost effective recreational opportunities for all family members.

In an effort to meet the needs of families, Hampton Golf promotes the use of “family tees,” which makes it possible for an entire family to enjoy a round of golf together.

to provide lessons, playing opportunities and equipment fittings for free or at affordable prices

Women & Minority Golf Programs

from PGA and LPGA

As the game of golf has seen an influx of women golfers over the past 10 years, Hampton Golf has continued to develop programs and events aimed specifically at women. Many of Hampton Golf’s programs are designed to teach interested women the golf skills necessary to play the game competitively and for business and recreational purposes. For too long, this great game has only been available for a certain demographic, but Hampton Golf continues to create programs, which will attract minorities and remove the associated stigma.

Public School Program Participation Hampton Golf participates in various public school programs to promote the game of golf. Currently, Hampton Golf is working with an elementary school to design an afterschool program that not only teaches the students the basics of the sport, but also the associated etiquette.

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Professionals.

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Cart Rental Through Hampton Golf’s “Cart Rental” policies and procedures, our clients receive more efficient processes related to the rental of golf carts at their facilities. Although Hampton Golf promotes “walkers” on its golf courses, we institute rules prohibiting walkers during peak times in order to maximize revenue in heavy traffic periods of the day. This practice results in better pace of play, better customer satisfaction, and better overall bottom line.

Food & Beverage As further referenced below, Hampton Golf adamantly believes improvements to the clubhouse could dramatically increase revenue by selling food and beverage items at the Golf Course. In relation to the “Golf Shop,” Hampton Golf capitalizes on impulse purchasing decision by its customers during check-in, whereby, we promote pre-packaged snacks, beverages and other items in the Golf Shop. For example, Hampton Golf’s practice of reducing inventory and applying effective merchandising strategies equates to an estimated 35% reduction in “cost of goods sold” for the City.

Hampton Golf will also revamp the “beverage cart” program at the Golf Course through better sales training and incentivizing its staff. For example, the beverage cart at Blue Sky Golf Club has experienced a 30% increase in sales versus prior performance before Hampton Golf took over.

Banquets, Tournaments & Lifestyle Events One of the biggest mistakes most golf courses make is the lack of focus and attention they place on “outing, tournament and league recruitment and retention programs.”

Hampton Golf understands the importance of such

programs, and as a result, we have created an entire division of our company that solely focuses on outing, tournament and league recruitment. As described in the Marketing Plan, it is reasonable to assume the Golf Course could achieve a substantial increase in special event revenue, e.g., golf tournaments and outings (24 people or more), and corporate events, once improvements to the clubhouse are made. Hampton Golf is impressed with the City’s efforts in attracting events and organizations such as the Carter County Bank East Tennessee Amateur, but we are confident even more can be accomplished and intend to do so.

““ One of the biggest mistakes most

golf courses make is the lack of focus and attention they place on “outing, tournament and league recruitment and retention programs.”

Driving Range

In addition to tournament procurement programs, Hampton Golf’s Lifestyles

Hampton Golf believes the driving range is in great shape and only needs

Team builds a thorough offering of world-class lifestyle events that are

minor aesthetic enhancements as outlined below. Hampton Golf will focus

vibrant and enhanced.

the business practice at the Golf Course’ driving range at attracting patrons

ship” programming attitude by offering invigorating programs across the full

who visit the facility for reasons other than golf such as lunch, dinner, happy

spectrum of interest, which promotes high participation.

hour, etc. For example, Hampton Golf will promote advertising campaigns that

proud to announce that our Lifestyles Team holds over 2,000 unique lifestyle

include other benefits and even entertain launching “driving range leagues”

events annually and do an incredible job of involving the entire surrounding

similar to bowling leagues. These efforts will result in an increase in driving

community of each golf course, which obviously creates an invaluable sense of

range-related revenue.

“community” amongst those within the City.

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Hampton Golf’s Lifestyles Team promote a “cruise Hampton Golf is

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Tee Sheet Provider Another area of concern that Hampton Golf will address immediately is the industry-wide problem that may apply to the Golf Course’s current arrangements with its tee sheet provider and point of sale system that may be compensated through barter.

Please be advised we feel that such an arrangement can

negatively impact the customer’s perceived value of the Golf Course and result in a catastrophic destruction of rate integrity. If selected, Hampton Golf will analyze the current arrangement, and if needed, will negotiate a better rate or switch providers all together. Currently, Hampton Golf has one of the best compensation structures with its tee sheet providers in the industry.

Technology Hampton Golf firmly believes we are more technologically advanced in the industry than any of our competitors. For example, our Hampton Connect platform provides our clients a real time look into the minute-by-minute operation of their beloved asset. The main difference between Hampton Golf and our competitors is Hampton Golf created the software for a problem we witnessed in the industry, and thus, we have a better understanding of the intricacies involved in operating a technologically advanced golf software and its associated applications. In comparison, by simply subcontracting this technology out to a third-party, operators and other management companies fail to see how the problem was addressed and eventually resolved.

Millennials Hampton Golf is at the forefront of the industry in marketing and catering to the “Millennial Generation.” For example, as referenced by the National Golf Foundation’s 2015 Report titled “Golf & the Millennial Generation,” Hampton Golf was celebrated for its work at Blue Sky Golf Club and the successes it has achieved in creating an atmosphere that the Millennials are embracing.

If selected, Hampton Golf intends to apply the same business model to the Golf Course that has been so successful at Blue Sky Golf Club. Hampton Golf also believes this model is not only what Millennials want to see, but the industry as a whole, which should only provide further assurance to the City that Hampton Golf can instill a renewed excitement in the Golf Course by our proven track record in addressing one of the biggest issues facing the golf industry today.

In order to be successful in attracting Millennials, Hampton Golf will also promote other activities at the Golf Course such as “cornhole” tournaments and trivia nights.

Pace of Play Pace of play is a critical element that can tip the balance between a guest’s expectations and their actual experience on the course. Pace of play must be managed effectively in order to exceed the guest’s expectations. Members of Hampton Golf’s Executive Team will work with the City to develop a pace of play matrix that optimizes the number of rounds played while continuing to provide guests of the Golf Course with a seamless golfing experience. Hampton Golf will also implement Hampton Connect at the Golf Course in order to ensure that the staff, starters, marshals, mobile concession attendants, and maintenance staff consistently engage all the Golf Course customers in a friendly and accommodating manner while enforcing our “pace of play” policy.

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Golf Course & Facility Maintenance Hampton Golf will redesign and improve the maintenance practices at the Golf Course. Accordingly, Hampton Golf’s redesigned maintenance program will conform with practices and procedures that require its staff to monitor the greens, fairways, tees, driving range and all other areas of the Golf Course on a daily basis and maintain such to United States Golf Association (“USGA”) standards and those expressed in the RFP, but also demand a “higher level of maintenance” (as further described below).

Sectionalized Maintenance

Environmental Sustainability

Hampton Golf is able to achieve a higher level of maintenance by utilizing its

Hampton Golf is committed to environmentally sensitive golf course

“Sectionalized Maintenance Program,” which consists of dividing the golf course

management.

into sections that are then placed in a categorized schedule for the maintenance

“Hampton Green,” was designed to help our organization proactively find ways

staff. This program results in increased efficiency and maximization of human

to leverage new technologies and best management practices as a way to enhance

capital. See below for an example of our Sectionalized Maintenance “Game

the golfing experience of our patrons, reduce environmental risk, promote

Plan” board that is placed in the maintenance barn at all of our golf courses.

conservation, and increase profitability for our clients. Hampton Green draws

Hampton Golf’s corporate sustainability strategy, known as

from well-known environmental and sustainability frameworks within the golf

Agronomic Reporting and Compliance

industry, most notably the Audubon Sanctuary Program. Hampton Green is unique because it goes beyond the Audubon Sanctuary Program by also drawing from other less conventional frameworks, such as the Department of Energy’s

In addition to the foregoing, Hampton Golf requires its maintenance

Energy Star Program, to address building energy performance and the Carbon

departments at all Hampton Golf-managed clubs to maintain on-site records

Disclosure Project to address environmental risk and disclosure. Hampton Golf

and documentation in order for our team to verify maintenance activities.

will implement sound environmental management practices at the Golf Course,

Hampton Golf assures the City that its staff at the Golf Course will comply with

making a valuable contribution to conservation and improving the facility’s

and adhere to all applicable laws, regulations, and ordinances regulating the

environmental quality to enhance the customers’ experiences, resulting in the

City and the golf and hospitality industries.

City reaping the benefits of Hampton Golf’s commitment to preservation of the environment.

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Fleet Maintenance & Golf Carts

Maintenance of Club Facilities

Hampton Golf has policies and procedures for our preventative maintenance

Hampton Golf accepts responsibility to insure all facilities and buildings

and equipment operator training programs, which are of higher standard

at the Golf Course are maintained in a manner consistent with a first-class

than currently being applied at the Golf Course. Our efforts will help protect

destination and a premier municipal golf course.

warranty coverage and extend the life of each piece of the equipment.

routine maintenance programs are designed to keep all premises in a good state

Hampton Golf’s normal

of repair, and free from hazardous conditions and deterioration. Cleanliness

Renewal & Replacement Program

of the grounds and the interior and exterior of the buildings of the Golf Course is extremely important to us, and our policies and procedures (e.g., Hampton Connect), will positively contribute to ensure the Golf Course is in a better state

Hampton Golf is very experienced in the process of negotiating renewal

than ever before.

agreements with the cart manufacturers and lessors. If a replacement program is needed, Hampton Golf will utilize its relationships with various golf cart

Hours & Days of Operation

companies to replace the golf carts, as needed. Hampton Golf will follow all manufacturers’ guidelines in the maintenance and repair of equipment.

Hampton Golf equipment technicians will be qualified and are encouraged to

Hampton Golf will operate the Golf Course seven days a week during the spring,

attend industry workshops and seminars to stay updated on the latest trends

summer and fall seasons, including holidays.

and repairs of equipment. Hampton Golf will perform a thorough evaluation of

Hampton Golf will operate the Golf Course in accordance with the needs of

all owned and leased equipment currently at the Golf Course. Upon completion

the City and its residents. Hampton Golf has sufficient experience in operating

of the evaluation, Hampton Golf will promptly present its findings and

golf facilities affected by harsh winters, as indicated by our management of

recommendations on replacement equipment to the City.

Hampshire Country Club in Mamaroneck, NY, and Northland Country Club in

During the winter months,

Duluth, MN. At all times during the operation of the Golf Course, a full staff will be present unless otherwise desired by the City.

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Improvements, Renovations & Upgrades Hampton Golf believes it is prudent to ask all proposers whether they have visited the property they are submitting bids for and in our experience, most do not. In our opinion, choosing not to visit the Golf Course is a disservice to the City in its search to find a responsible firm and team for the management and operation of the Club.

On September 2, 2017, Justin Kuehn, Vice President of Marketing and Sales, visited the Club to see the Golf Course in person and experience the Golf Course as a customer. His visit has provided Hampton Golf with the necessary information to provide the City our best offer and recommendations in this Proposal for the management and operation of the Club. We believe the golf course itself is in great shape and only needs minor aesthetic improvements, such as updated tee markers and bag stands. We commend the City on maintaining the golf course in such good condition.

Per our initial evaluation of the clubhouse building of the Golf Course, we strongly feel an improvement to the routine maintenance of said building must be instituted immediately. Although the building seems sound structurally, the building suffers from “cosmetic” neglect. As the operator of the Golf Course, we will pay more attention to the “little things” as each one contributes to the overall customer experience and value. Based on our staffing model, Hampton Golf will be able to maintain the clubhouse building to a higher standard without causing the City to expend additional resources to do so. Again, our ability to utilize Hampton Connect to guarantee proper maintenance and hold our staff accountable for each assigned task will allow us to improve the overall efficiency of maintenance and customer service programs to a level never before reached at the Golf Course.

Hampton Golf has identified several improvements that we will complete “inhouse,” including without limitation: • Renovating the parking lot; • Painting the exterior and interior of the clubhouse; • Improvements to cart paths surrounding the clubhouse; • Interior clean-up and improvements; • Golf shop organization; • New paint and improvements in restrooms and locker-rooms; and • On-course and driving range aesthetics (e.g., improved tee markers and bag stands).

We are open to discussing additional upgrades with the City upon being awarded the contract and after further assessment of the Golf Course.

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Clubhouse and Food & Beverage Clubhouse Hampton Golf believes the clubhouse needs aesthetic improvements (e.g. fresh paint) and other small repairs pending a further assessment of the facility. Such minor repairs would result in an increase of revenue and customer satisfaction. In the event the City desires to make renovations to the clubhouse, Hampton Golf is confident it can handle the task because within the last 3 years, we have successfully performed renovations at Blue Sky Golf Club, Eagle Harbor Golf Club and are currently renovating The Country Club of Ocala and SummerGlen Golf Club. Moreover, the renovation of Blue Sky Golf Club improved food and beverage sales by 200% and Eagle Harbor has improved by 76%.

Food & Beverage

Eagle Harbor Clubhouse Renovation

Hampton Golf is aware that the Golf Course is not offering food and beverage

Before

(“F&B”) services at this time. After reviewing the RFP, we acknowledge the City’s interest in continuing restaurant operations at the Golf Course and we look forward to working with the City to accomplish this goal after a further assessment of the F&B equipment and former operations is made.

Hampton Golf is supremely confident that our proven F&B model applied at Blue Sky Golf Club will be successful at the Golf Course should the City desire continued F&B operations. For example, as a result of Hampton Golf’s efficiencies in buying and menu design, Blue Sky Golf Club experiences an impressively low cost of food at 32% and cost of liquor at 20%.

Hampton golf is supremely confident that our service plan will accomplish the city’s goal of operating the golf course in a manner that provides the public with excellent playing conditions and affordable services and products.

We also feel that our service plan will generate additional

revenue at the golf course and increase customer satisfaction.

After

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PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Marketing Support & Assistance As you will see in our Marketing Plan, Hampton Golf believes there is enormous potential at the Golf Course, and we are confident that our Marketing Plan will undoubtedly succeed in increasing revenue and improving customer satisfaction at the Golf Course.

Rebranding

Website

Hampton Golf will rebrand the Golf Course similar to our efforts at Blue Sky

Hampton Golf will redesign the Golf Course’s website in order to increase traffic,

Golf Club. From our initial market analysis, we believe the Golf Course requires

improve communication and provide a better overall depiction of the City’s golf

the image package (logo, branding, etc.) to be updated to a more contemporary

asset. Per our initial analysis, we noticed a user has to click on several links in

design. The market, as a whole, is outdated in regards to branding, website

order to locate information on weddings and other special events. Hampton

design, graphics design, and more. Consumers, in general, are attracted to what

Golf will redesign the Golf Course’s website in order to increase traffic, improve

is new and fresh thus a rebranding of the Golf Course will assist in attracting new/

communication and provide a better overall depiction of the City’s golf asset. In

repeat customers while competitively distancing the facility from its peers. As

addition, Hampton Golf’s Director of Social Media will ensure the Golf Course

you will read below, the success of our rebranding campaign at Blue Sky Golf Club

has a consistent presence on all social media platforms and promote golf events

has exceeded all expectations.

to enhance player engagement.

Sports Partnerships

Hotel Partnerships

Hampton Golf has been successful in creating partnerships with various sports

Similar to our partnerships with 3H Group Hotels (as referenced below),

organizations in order to provide more value to our customers and increased

Hampton Golf will make every effort to create similar partnerships with local

revenue to our clients. We believe the same can be done at the Golf Course

hotels and the Golf Course.

given its close proximity to the Johnson City Cardinals and the East Tennessee State University Buccaneers.

For example, Hampton Golf has partnered

with the Jacksonville Jaguars and the PGA Tour in various promotions and marketing campaign.

Success Stories Hampton Golf is very proud of the success stories as told by our clients and partners themselves.

“

Hampton Golf took over the operation and management of the former Mill Cove Golf

“

The City of Miamisburg has been very pleased with Hampton Golf and our experience with

“

The partnership between our organization and Hampton Golf has outperformed all of

Course (now Blue Sky Golf Club) in the fall of

the management team. Hampton brought in a

our projections. Whether it’s Hampton Golf

2013, and from the initial negotiations, through

professional team that stressed the appearance

providing our customers with “Stay & Play”

construction, renovations, and reopening as

of the golf course and the professionalism

packages or just single tee times, Hampton Golf

a newly branded public course, Hampton met

and service of the staff. Pipestone Golf Course

delivers first-class service each and every time,

or exceeded our expectations. They delivered

is truly one of the finest golf courses in the

which has resulted in many of our customers

on their commitments in a timely manner and

Miami Valley because of the course operations

staying with us again in order to reap the

have been very professional in their handling

and the new focus on service and customers

benefits of our Hampton Golf partnership. We

of a very challenging project under tight time

satisfaction. Hampton Golf has looked at some

had many options in selecting a golf partner,

constraints. Today, the course is ahead of

unique ways to attract both new golfers and

but I can unequivocally say we chose the right

projections and the improvements have been

generating non-golf revenue at Pipestone. The

one!

well received by the community.

City is very enthusiastic about our partnership

— JAY CUNIO, JACKSONVILLE AVIATION AUTHORITY

with Hampton Golf as we move to the future.

— KEITH D. JOHNSON, CITY MANAGEMENT

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— NICK DESAI, 3H GROUP HOTELS

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Marketing Plan Make it a fresh start. Our suggestion, with respect to marketing the the Golf Course, is basically to “start over,” not just in how we market the Golf Course, but in how we manage the customer experience. Unless we constantly focus on and improve customer experience fundamentals, marketing efforts will fail to have long lasting, positive financial impacts. Our proposed marketing strategy has three key themes and numerous topics to follow:

Study, focus, and improve the customer experience

Improve Image, Packaging and Marketing Impacts

Strategic and more impactful use of marketing tools/vendors

The first step must be a commitment to improve

Hampton Golf will work with the City to improve

For too long the golf course/club industry has

the entire customer experience from shopping

the image and impact of the Golf Course’s marketing

operated on “I think” rather than pragmatic,

for a tee time to post transaction communication

efforts. Shedding the vestiges of the “muni” image

tangible, and quantifiable processes in regards

and surveying. A club can spend significant time,

that may have been developed is important as

to sales and marketing efforts. All marketing and

resources, and money on attracting new customers

a focus on value and experience enhancement

advertising campaigns and initiatives will have

to play the facility. If the investment in that potential

advances. A cohesive marketing plan to tell the

specific unique phone numbers, promotional

new customer is not cared for by executing flawlessly

story and sell the improved experience and product

codes, reporting and associated ROI for best

with pre, at, and post transaction communications

points efforts in the direction to grow current and

understanding of the campaign’s efficacy. The Golf

and experiences, the expense associated is a sunk

new customer usage.

Course will be more strategic and effective with

cost.

Without great communications, a good

each of the marketing efforts.

product, and an exceptional experience, the most creative marketing programs can fail to produce lasting results.

Marketing Strategy The Golf Course is uniquely positioned in the market, having a value focused facility in the area with multiple amenities to support many different customer segments.

Two interdependent revenue channels will be the focus of this

proposed marketing strategy; daily fee/resort golf play and membership sales growth.

A strategic focus on growth in the daily fee/resort golf play sector will increase rounds sourced from the local community and neighboring hotels/rentals.

During shoulder-season, the Golf Course will refocus and increase round counts sourced from the full-time local community through increased value propositions and golf programming. Both guest categories provide quality leads for membership, as they are known golfers and have experienced the Golf Course.

Membership sales growth will be a consistent focus of our marketing strategy, providing an adopted customer set and revenue channel no matter difficulties in weather, maintenance practices, or unforeseen disturbances. Referral membership initiatives will provide qualified leads while, at the same time, increasing incidental spending during off-peak periods.

Having programs and services to fit many in the market will be an important part of the Golf Course’s pricing strategy. The Golf Course will maintain rate integrity by implementing creative promotions that will peak the interest of the consumers without jeopardizing rate integrity.

17

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Products & Services We will provide a wide range of programs and services to accommodate everyone’s golfing and event needs. We feel having a broad spectrum of programs and services is an important part of the sales process.

QuickStart Program

Banquets

A free program that offers hour and a half clinics to introduce people to the

Weddings, Birthdays, Bar Mitzvahs, Anniversaries or any other special occasion

game of golf.

are welcome at the Golf Course.

Membership Offerings

Corporate Outings

The multiple categories allow for unlimited golf without green fees, in advance

Group lessons, leagues, tournaments, meetings and memberships are all

tee times, reciprocal playing privileges, special discounts for guests, access to

available. The Golf Course provides one stop shopping for all corporate needs

practice facility, access to handicap service and access to all Club functions and

including custom apparel, food and beverage packages, and charity fundraising

tournaments.

tools to name a few.

Advertising Media Digital marketing improvement is paramount. The website will be redesigned to better tell the story of the golf experience. Website optimization will take priority to better position the club with today’s consumer buying behaviors.

Local and regional publications will be used to focus on daily fee/resort play and membership sales as needed. Use of local radio will play an important role in our annual plan with consistent refreshing of club messaging (full analysis of each media forms results to be done after each 30 day period).

New forms of media such as tripadvisor.com, yelp, urbanspoon, golfadvisor. com and golfnow will grow market reach, exposure and ultimately usage. It is imperative we stay ahead of both the competitive set via usage of new media.

Billboard campaigns, both directional and promotional, may assist in generating awareness of the tremendous facility.

More analysis of traffic counts and

Website

expense will be necessary.

Hampton Golf utilizes a state of the art website that receives over 4,000 hits a day. The site, www.Hampton.golf , features information about the clubs, weather, directions, Club calendars, data collection portals, golf lesson video feeds, links to real estate sites and is capable of booking on-line reservations.

The Golf Course will have a new, state of the art, website constructed during management transition.

The website will tell the story and experience of

the Golf Course while collecting customer data, booking customer tee times, gathering information on wedding/event requests and much more. Digital exposure is lacking and will be an immediate need for the Golf Course.

Initiatives will be focused on driving web traffic to the new website. Web traffic will be monitored consistently to ensure pages are delivering content needed and expected by visitors. Above is an example of a website we created for our club, MetroWest Golf Club.

Search Engine Optimization Hampton Golf utilizes a third-party Search Engine Optimization company to improve our websites reach and organic listings on all major search engines. The SEO company creates campaigns based on continual analysis of our websites, a comparison of competitor websites and industry and keyword research. Having our websites displayed in top positions on search engines for targeted keywords helps the Golf Course reach prospective golfers and event planners.

18

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Social Media Social media is all about increasing and maintaining goodwill in your business.

Through Hampton Golf’s Director of Social Media, the Golf Course will be well connected on all social media platforms. Some of the focuses are sharing event photos, recent news, current specials and new services offered at the Golf Course.

All of these things help generate goodwill and form bonds with customers. Many initiatives will focus growth of social media interaction with the customer set. A constantly moving target, social media is essential to impactful story telling of a facility and has far reaching affects.

Usage of new mobile applications and other social media platforms will be a strategic focus throughout each year. Customer habits change rapidly along with how they choose their next golf tee time. Hampton Golf will work ahead of the competitive set making certain that the Golf Course is positioned properly on all new and current social media platforms.

Email Marketing

Resident Rewards

The Golf Course will regularly send attractive, professional-looking email

The Golf Course will mail a special Resident Rewards voucher to residents

messages to a 100% opt-in database.

of the surrounding community during the shoulder/off-season.

This inexpensive solution keeps

The

the Golf Course in regular touch with its members and customers while

vouchers will include a free round of golf (mandatory promotional cart

building strong customer relationships.

fee not included), appetizer, draft beer, etc. This promotion will increase loyalty and incidental spending by residents at the Golf Course.

Growth of the Golf Course’s database is a major focus. Through data collection campaigns in the local market, out of market golf expos, and online, the database will see significant growth thus providing a more expansive reach to current and potential users of the Golf Course.

19

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Direct Mail Campaigns The Golf Course will utilize direct mail services to systematically invite targeted demographics to experience the Golf Course.

This is a proven method for

creating awareness and play at the property. The Golf Course also utilizes a Variable Data Printing method that actually personalizes each postcard to the recipient, creating a much higher response rate. All participating golfers’ data will be collected by Hampton Golf and will be retained and organized to assist the Golf Course in future marketing endeavors.

Direct mail campaigns provide a significantly higher ROI than traditional and new media. Offers will be seasonally and demographically specific to ensure highest possible average round rates for the time of year.

Hotel Strategy With Hampton Golf’s expertise in tee sheet management, the Golf Course

Data Management

will aggressively seek out hotel/resort business. Hampton Golf’s hotel/

Data collection will be the key for generating prospects. Hampton Golf will

resort marketing strategy includes hotel sales kits that include collateral,

utilize enter-to-win promotions at local businesses to collect data from core

in-room table tents, lobby signage and education for the concierge staff.

golfers. Promotional Teams will also be utilized in the market for collection

The Golf Course will prospect for large group outings through relationships

at sporting events, local chamber functions, and other promo-opportune

with the hotels’ group sales department. This is an ongoing relationship

events. Hampton Golf also implemented a Guest Registry Program that

building process as hotel employee turnover can be high.

collects data from all guests that play the Golf Course.

In an effort to garner the largest share of hotel business, the Golf Course will enter into agreements with hotel operators to share revenue for referred rounds. All rounds will be tracked through unique promotion codes and “referred by” collateral. This partnership will reward those that reward the Golf Course while maintaining high average round rates based on season.

20

PROPOSED MANAGEMENT SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Annual Membership Sales Strategy • The Golf Course will offer referral bonuses such as greens fees credit to our existing Annual Members. By doing this we grow our sales team through empowerment of our current Annual Members.

• Utilize inquiry cards to ensure that all leads are documented and distributed to the appropriate Team Member.

• Develop monthly promotions to peak interest for consumers and start the selling process.

Trial Membership The Golf Course will offer a Referral Trial Membership program that will allow a current Member to refer a friend or family member with no dues and no initiation for up to 60 days. They may attend Member events, reserve tee times, enjoy meals at the restaurant and experience all of the other great aspects of the Golf Course with no strings attached – they’ll simply pay the applicable usage rates for golf, dining, merchandise and events.

Should the Trial Member choose to keep their membership at the end of the trial period, the Golf Course will have an opportunity for them to become an annual Member. If they remain a Member, the referring member will receive a special referral bonus (still to be determined).

The Experience Program The Experience Program has been designed by Team Leaders to provide their individual Team Members with the necessary tools to deliver superior customer service through an intense training and rewards program. Hampton Golf’s “Experience Director” will focus on the following:

Education Continuity in the initial training from Hampton Golf trainers. Monthly Experience Training sessions to be held at the Golf Course.

Evaluation An outside team of Experience Shoppers will evaluate their experiences at our facilities on a monthly basis.

Regional VPs and Senior Execs will evaluate the Golf Course monthly on physical attributes and aesthetics.

Comment cards will be distributed on all golf carts.

Ranking System The Clubs will be ranked quarterly through the evaluation processes Annually, the top performing Club will receive the coveted Hampton Golf Experience Trophy to be displayed at their Club for one year!

Rewards Program Quarterly, annually, and individually Team Members/ Clubs will be rewarded through gifts and cash!

21

Qualifications & Experience

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

Company Overview Founded in 1999, by M.G. Orender, a former president of The PGA of America, Hampton Golf has become one of the top 25 largest golf management companies in the world with golf courses in states across the country.

Over the last 18 years, Hampton Golf has been involved with the management and operation of more than 100 golf courses and over 30 golf course constructions and/or renovations. Hampton Golf has a wealth of experience in all aspects of the golf management industry, including those specific areas described in this RFP, such as pro shop, golf cart and driving range operation; merchandise; lesson, membership and concession sales; golf course, grounds, equipment and facilities maintenance; and marketing, tournament, human resource, and accounting experience. Hampton Golf currently operates and manages all types of golf courses, including municipalities, semi-private and private golf facilities.

Information Legal Name Hampton Golf, Inc.

Principal Address 10401 Deerwood Park Blvd.

Hampton Golf’s success is directly contributable to our commitment in being a “trendsetter” within the golf and hospitality industries. For example, when Hampton Golf witnessed a need for a higher level of customer service, Hampton Golf created its “Centralized Management Program” as a response to the needs of the ever-changing industry. As a result, a Hampton Golf facility receives a more responsive manager while providing customers with first-class service and our client with a truly committed partner to the success of their asset. Hampton Golf’s centralized management style and successful track record provide it with the ability to quickly adapt to the changing needs of the golf industry, while at the same time experimenting with new and creative ways to increase customer satisfaction and improve profitability.

Suite 2130 Jacksonville, Florida 32256

Phone (904) 564-9129

Facsimile (904) 564-1568

Authorized Representative Kamli Abdulghani, Esquire kabdulghani@hampton.golf

Financial Accounting & Capability

Business Form

Hampton Golf has sufficient resources and capabilities to meet the financial and operational requirements

Hampton Golf is a Florida corporation licensed

necessary for the successful management and operation of the Golf Course. Hampton Golf manages golf

to do business on a national-level. Hampton Golf

course facilities with a combined golf and related income in excess of $65,000,000.00. Hampton Golf

was incorporated March 11, 1999.

possesses and can demonstrate the financial ability to meet the terms of the RFP. Hampton Golf recognizes the importance of demonstrating a secure and meaningful financial relationship with its clients and

Major Divisions

creditors, and Hampton Golf has consistently been able to satisfy the requirements of its government clients

Executive Team

and will continue to do so in the future.

Accounting Marketing

Hampton Golf has no known financial issues that will prevent it from providing, implementing and

Human Resources

maintaining the proposed system for the term of the contract. Hampton Golf is no involved in an ongoing

Legal

bankruptcy as a debtor, or in a reorganization, liquidation, or dissolution proceeding, and a trustee or

Lifestyles

receiver has not been appointed over all or a substantial portion of the property of Hampton Golf under federal bankruptcy law or any state insolvency law.

Parent Company Hampton Golf is the parent company.

Accordingly, Hampton Golf welcomes a request from the City for Hampton Golf’s balance sheet and income statement for the past two (2) years and any additional financial information it deems necessary and

Number of Staff

appropriate. Please contact the references below in order to obtain the requested financial information

Hampton Golf has 39 professional staff members

related to Hampton Golf.

employed at its corporate office and a total of over

Bank of America

Dixon Hughes Goodman, LLP

Nicoletta Koratsis, VP of Business Banking

James L. Smith, Jr. CPA/PFS, Partner

50 North Laura Street, Suite 2300

6622 Southpoint Drive South, Suite 495

Jacksonville, Florida 32202

Jacksonville, Florida 32216

(904) 791-4202

(904) 428-1185

24

1,400 employees.

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

Organizational Structure In order to understand all that we provide our clients, please see below for a brief description of each department within Hampton Golf:

Accounting

Marketing

Hampton Golf’s Accounting Team utilizes a well-established system

The main focus of Hampton Golf’s Marketing Team is to increase

for managing the accounting practices of each of our golf clubs.

revenue at our clubs by creating demand among targeted consumers

Our approach to risk management, insurance, licensing and other

while maintaining rate and membership integrity. Our Marketing

governmental requirements are tracked and managed daily to

Team is committed to achieving direct, measurable revenue

ensure the clubs remain compliant with all regulations and are

results by utilizing cutting edge technologies to better understand

protected at all times. Hampton Golf provides each client with real-

consumer behaviors and best manage our customer relationships.

time reporting of all applicable financial information related to the

This is accomplished by concentrating on:

client’s facility. Services to be provided by our Accounting Team, include without limitation:

• Revenue growth strategies • Performance tracking

• Annual budgeting and pro forma forecasting

• Customer surveying

• General ledger maintenance

• Broadcast emails

• Accounts payable / receivable

• Yield management

• Cash control and reconciliation

• Membership sales initiatives

• Inventory management

• Full service graphic department

• Payroll processing

• Daily fee promotions

• Leases, insurance, permits and licenses

• Brand recognitions • Media buying and planning

Legal

Lifestyles

The mission of Hampton Golf’s Legal Team is to protect and preserve

Hampton Golf’s Lifestyles Team builds a thorough offering of

the legal, ethical and financial integrity and reputation of our clubs

world-class lifestyle events that are vibrant and enhanced. Our

by providing efficient, reliable and professional legal advice to

Lifestyles Team promote a “cruise ship” programming attitude by

foster sound decision-making in all areas of club operation and

offering invigorating programs across the full spectrum of interest,

administration. Our Legal Team’s duties, include without limitation:

which promotes high participation.

Hampton Golf is proud to

announce that our Lifestyles Team holds over 2,000 unique lifestyle • Minimize legal risk and costs

events annually and do an incredible job of involving the entire

• Reduce litigation exposure

surrounding area of each golf course, creating an invaluable sense

• Ensure legal compliance

of “community.”

• Implement policies and procedures • Administer enforcement of rules and regulations, bylaws and other governing documents of the club

Human Resources Hampton Golf expects every customer to leave our properties with not just a favorable impression of the course, but with a favorable impression of the entire facility, its staff and its operating procedures. This is why one of the major focuses at every Hampton Golf-managed club is the training of our staff to provide an interactive and customer-oriented experience. Hampton Golf employs professional, customer-focused operators who encourage customers to play more, spend more and who will serve as an advocate for the Golf Course within the local community. To ensure our staff exemplifies the “Hampton Golf Way,” we conduct extensive background checks on applicants to ensure our missions are supported by qualified team members and that our clubs are safe and drug-free. Hampton Golf builds its teams by actively recruiting the most qualified individuals in the golf and hospitality industries and trains them to delivery outstanding customer service. We invest in our team members by celebrating their commitment and rewarding their performance.

25

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

Experience with Public Entities City of Miamisburg, Ohio

City of Port Orange, Florida

Hampton Golf manages this City-owned asset on behalf of the City of Miamisburg.

Hampton Golf worked with the City of Port Orange in the construction of Cypress Head Golf Club, which included Hampton Golf’s involvement from the very start

Jacksonville Aviation Authority

of breaking ground until the grand opening of the facility.

Hampton Golf leases Blue Sky Golf Club from the Jacksonville Aviation Authority.

During the first two years of the lease, Hampton Golf completely renovated the

Universal City, Texas

clubhouse of Blue Sky and redesigned the golf course.

Hampton Golf helped Universal City construct and open the Olympia Hills Golf Course.

The Crossings at Fleming Island Community Development District

In addition, Hampton Golf has worked with other public entities in the

Since 2008, Hampton Golf has managed and operated Eagle Harbor Golf Club

development and construction of golf courses, which provides Hampton Golf

on behalf of The Crossings at Fleming Island Community Development District.

invaluable experience in working with public entities and understanding the

Hampton Golf recently remodeled the clubhouse of Eagle Harbor Golf Club and

associated statutory restrictions and requirements.

the resulting improved performance of the club has been very impressive.

References PipeStone Golf Club

As Miamisburg City Manager, Mr. Keith Johnson has worked directly with Hampton Golf since we

Keith Johnson

began managing this municipal golf course in 2014. Hampton Golf has been in charge of managing

4344 Benner Rd., Miamisburg, OH 45342

every aspect of the club, including its state-of-the-art practice facility, golf shop and full service bar

(937) 847-6456 | keith.johnson@cityofmiamisburg.org

and restaurant. Hampton Golf continues to contribute to tournament and special event sales through innovative marketing initiatives and promotions.

Blue Sky Golf Club

As Director of Business Development for the Jacksonville Aviation Authority (“JAA”), Mr. Jay Cunio

Jay Cunio

has been working with Hampton Golf since the first day we began operating Blue Sky Golf Club.

1700 Monument Rd., Jacksonville, FL 32225

Hampton Golf has made extensive renovations to Blue Sky’s clubhouse, driving range and golf course.

(904) 741-2004 | jay.cunio@flyjacksonville.com

The amenities Hampton Golf manages for JAA include: an 18-hole championship golf course offering 3-hole, 6-hole, 9-hole, and 18-hole rounds; fully updated clubhouse with new design features, layout and restaurant; full service bar; updated driving range with day and night play capabilities; and new practice chipping and putting greens.

Eagle Harbor Golf Club

Hampton Golf has managed every aspect of Eagle Harbor Golf Club for the past 9 years and continues to

Dave deNagy

exceed customers’ expectations. The club is a major part of the surrounding Eagle Harbor Community

2217 Eagle Harbor Pkwy., Fleming Island, FL 32003

for which Mr. Dave deNagy represents. Hampton Golf has had great success in managing this municipal

(904) 228-9130 | ddenagy@govmgtsvc.com

golf club, while maintaining an established and beneficial relationship with the Eagle Harbor CDD.

AV Homes

Mr. Dan Fitzpatrick represents AV Homes and has worked with Hampton Golf on a myriad of projects,

Dan Fitzpatrick

the most current being Stone Creek Golf Club in Ocala, Florida, and Stonegate Golf Club at Solivita in

404 Village Drive, Kissimmee, FL 34759

Kissimmee, Florida, which are both AV Homes communities.

(863) 427-7150 | d.fitzpatrick@avhomesinc.com

26

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

Current Clientele Client

Type

Location

Holes

Start Date

Contact

Blue Sky Golf Club

Municipal

Jacksonville, FL

18

2013

(904) 446-2899

The Country Club of Ocala

Public

Ocala, FL

18

2016

(352) 237-6644

Eagle Harbor Golf Club

Public

Fleming Island, FL

18

2008

(904) 269-9300

El Rio Golf Club

Daily Fee

Mohave Valley, AZ

18

2015

(239) 694-4229

Falcon’s Fire Golf Club

Public

Kissimmee, FL

18

2014

(407) 239-5445

Golf Club of the Everglades

Private

Naples, FL

18

2015

(239) 354-4727

Hampshire Country Club

Private

Mamaroneck, NY

18

2012

(914) 698-4610

MetroWest Golf Club

Public

Orlando, FL

18

2017

(407) 299-1099

Northland Country Club

Private

Duluth, MN

18

2017

(218) 525-1941

The Palencia Club

Private

St. Augustine, FL

18

2012

(904) 599-9040

Panther Run Golf Club

Semi-Private

Ave Maria, FL

18

2014

(239) 304-2835

PipeStone Golf Course

Municipal

Miamisburg, OH

18

2014

(937) 866-4653

River Hall Country Club

Semi-Private

Alva, FL

18

2010

(239) 313-4653

Southern Hills Plantation Club

Private

Brooksville, FL

18

2011

(352) 277-5000

Stone Creek Golf Club

Public

Ocala, FL

18

2015

(352) 854-1272

Stonegate Golf Club

Semi-Private

Kissimmee, FL

36

2016

(863) 427-7150

SummerGlen Golf Club

Semi-Private

Ocala, FL

18

2016

(352) 307-1766

The Plantation Golf and Country Club

Semi-Private

Fort Myers, FL

18

2009

(239) 561-8650

The Verandah Club

Semi-Private

Fort Myers, FL

36

2012

(239) 694-4229

Victoria Hills Golf Club

Semi-Private

Deland, FL

18

2010

(386) 738-6000

Past Clientele Client

Type

Location

Holes

Laughlin Ranch Golf Club

Semi-Private

Bullhead City, AZ

18

3

Change of Ownership

(866) 684-4653

Oldfield Club

Private

Okatie, SC

18

5

Change of Ownership

(843) 645-4601

The Golf Club at Sanctuary Cove

Semi-Private

Waverly, GA

18

3

Change of Ownership

(912) 466-0080

Tarpon Woods Golf Club

Public

Palm Harbor, FL

18

5

Change of Ownership

(727) 784-7606

The Golf Club at North Hampton

Semi-Private

Fernandina Beach, FL

18

10

Change of Ownership

(904) 548-0000

The Golf Lodge at the Quarry

Private

Naples, FL

18

5

Change of Ownership

(239) 304-0172

Williams Country Club

Semi-Private

Weirton, WC

18

3

Change of Ownership

(304) 748-8455

27

Years of Service Termination Reason

Contact

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

MUNICIPAL • 18 HOLES • SINCE 2013

Blue Sky Golf Club Hampton Golf oversees all areas of operation for this municipally owned golf course. Hampton Golf developed and supervised the entire renovation and redesign of the clubhouse and golf course in order to create a more open and customer-friendly experience.

1700 Monument Rd., Jacksonville, FL, 32225

(904) 446-2899

PUBLIC • 18 HOLES • SINCE 2016

The Country Club of Ocala Hampton Golf oversees all areas of operation for this municipally owned golf course. Hampton Golf developed and supervised the entire renovation and redesign of the clubhouse and golf course in order to create a more open and customer-friendly experience.

6823 SE 12th Cir, Ocala, FL, 34480

(352) 237-6644

PUBLIC • 18 HOLES • SINCE 2008

Eagle Harbor Golf Club Hampton Golf manages all aspects of this municipal golf club, including the state-of-the-art practice facility, range, a unique island putting green, the community pools and tennis courts. The Eagle Harbor Golf Club is also part of the surrounding Eagle Harbor Community and has been awarded the Florida Association of Realtors’ coveted ENVY award for outstanding environmental achievements.

2217 Eagle Harbor Pkwy., Fleming Island, FL, 32003

28

(904) 269-9300

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

DAILY FEE • 18 HOLES • SINCE 2008

El Rio Golf Club An 18-hole daily fee championship golf course. Hampton Golf manages every aspect of this upscale golf course, including its state-of-the-art driving range and putting greens.

Hampton Golf also manages the clubhouse,

increasing banquet and wedding reservations through promotional efforts.

The clubhouse features a full bar and dining area, patio, private meeting room and a fully-stocked golf shop with the latest in golf apparel, accessories, and golf equipment for both men and women.

1 Paseo El Rio, Mohave Valley, AZ, 86440

(239) 694-4229

PUBLIC • 18 HOLES • SINCE 2014

Falcon’s Fire Golf Club Falcon’s Fire has been recognized both regionally and nationally as one of the finest public golf courses in Orlando, FL. Hampton Golf maintains the golf course year round, operates full-service dining at the Falcon’s Nest Restaurant and offers the latest technology, equipment and apparel at the club’s award-winning Golf Shop. Due to its close proximity to Walt Disney World Resort, Orlando National Airport and the Orange City Convention Center, Hampton Golf offers a variety of special Florida golf vacation packages to attract new customers and improve profitability.

3200 Seralago Blvd., Kissimmee, FL, 34746

(407) 239-5445

PRIVATE • 18 HOLES • SINCE 2015

Golf Club of the Everglades Located on 261 acres, additional facilities include an elegant clubhouse and expansive practice facilities. The championship golf course features sculptured bunkers, rolling fairways, expansive lakes and native grasses.

Hampton Golf was heavily involved in the redesign of the golf course in order to introduce a residential development component to the project, relocating several existing holes onto adjacent land. As a result, the golf course has become more profitable with an increase in membership.

8835 Vanderbilt Beach Rd., Naples, FL, 34120

29

(239) 354-4727

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

PRIVATE • 18 HOLES • SINCE 2012

Hampshire Country Club Hampton Golf manages all areas of this high-end private golf club. Upon obtaining the management contract, Hampton Golf immediately began developing programs to attract new clientele and improve the club’s image and reputation for poor customer service, such as the rerouting of all calls to Hampton Golf’s corporate office and the implementation of an aggressive and specialized marketing campaign.

1025 Cove Rd., Mamaroneck, NY, 10543

(914) 698-4610

PUBLIC • 18 HOLES • SINCE 2017

MetroWest Golf Club MetroWest is one of the newest facilities in Hampton Golf’s portfolio of managed golf courses. Since April of 2017, Hampton Golf has managed all aspects of the clubhouse, including the golf shop and highly-acclaimed Westerly’s Restaurant, and Robert Trent Jones Senior signature design golf course, which has been voted the best golf course in Orlando, FL! 2100 S. Hiawassee Road, Orlando, FL, 32835

(407) 299-1099

PRIVATE • 18 HOLES • SINCE 2014

The Palencia Club Hampton Golf was heavily involved in the development and supervision of the entire renovation and redesign of the clubhouse and recent improvements to the golf course such as the resurfacing of bunkers and the replacement of some greens. Furthermore, Hampton Golf oversees the entire operation of the golf club and its employees. Hampton Golf has managed the The Palencia Club since 2012.

600 Palencia Club Dr., St. Augustine, FL, 32095

30

(904) 599-9040

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

SEMI-PRIVATE • 18 HOLES • SINCE 2014

Panther Run Golf Club Under Hampton Golf’s management and with the help from Hampton Golf’s Agronomy Team, Panther Run Golf Club has developed into one of the most superior golf playing surfaces in Southwest Florida while also maintaining its commitment to the preservation of the area’s significant environmental resources and its rural and agricultural heritage.

6005 Anthem Pkwy., Ave Maria, FL, 34143

(239) 304-2835

MUNICIPAL • 18 HOLES • SINCE 2014

PipeStone Golf Course Hampton Golf manages all aspects of this municipal golf club, including the state-of-the-art practice facility and Arthur Hills-designed golf course with rolling terrain and undulating greens. PipeStone has been designated with a 4 Star rating by Golf Digest, recognized as a “Best Places to Play,” and is renowned for having the best greens in the Miami Valley.

4344 Benner Rd., Miamisburg, OH, 45342

(937) 866-4653

SEMI-PRIVATE • 18 HOLES • SINCE 2010

River Hall Country Club Hampton Golf manages all aspects of the golf club and has dramatically improved many of the club’s operational inefficiencies through its employee training and experience program.

3500 River Hall Pkwy., Alva, FL, 33920

31

(239) 313-4653

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

PRIVATE • 18 HOLES • SINCE 2011

Southern Hills Plantation Club Hampton Golf participated in the construction of the golf course and associated amenities. Since construction, Hampton Golf has continued to manage the club and grow the club’s membership base year after year through creative marketing campaigns and improved customer service.

Southern Hills continues to be a highly desired venue for special events and tournament play.

4200 Summit View Dr., Brooksville, FL, 34601

(352) 277-5000

PUBLIC • 18 HOLES • SINCE 2015

Stone Creek Golf Club An 18-hole public golf course. The 7,221-yard golf course is laid out over 187 acres, showcasing rolling hills, 419 Bermuda fairways, undulating Champions Bermuda greens and lakes integrated throughout the course.

Hampton Golf manages every facet of Stone Creek Golf Club, including: the championship golf course, driving range, practice putting green, chipping green, a full-service restaurant and large golf shop.

9676 SW 62nd Loop, Ocala, FL, 34481

(352) 854-1272

SEMI-PRIVATE • 36 HOLES • SINCE 2016

Stonegate Golf Club Hampton Golf provides it full complement of services at Stonegate Golf Club, managing two 18-hole award-winning golf courses surrounded by pristine wetlands and woodlands.

During our tenure as Stonegate’s management

company, Hampton Golf has increased revenue through improved golf course operations, special events and increased membership.

404 Village Drive, Kissimmee, FL, 34759

32

(863) 427-7150

QUALIFICATIONS & EXPERIENCE

ELIZABETHTON MUNICIPAL GOLF COURSE

SEMI-PRIVATE • 18 HOLES • SINCE 2016

SummerGlen Golf Club Hampton Golf manages all aspects of the club including the SummerGlen Grill, a full service restaurant and bar.

1450 SW 154th Street Rd., Ocala, FL, 34473

(352) 307-1766

SEMI-PRIVATE • 36 HOLES • SINCE 2012

The Verandah Club Hampton Golf directs and supervises each department of the club. Hampton Golf has been able to significantly improve the operation and financial performance of the club by making substantial changes to day-to-day operations and restructuring the duties and reporting roles of the club’s employees.

12211 River Village Way, Fort Myers, FL, 33905

(239) 694-4229

SEMI-PRIVATE • 18 HOLES • SINCE 2010

Victoria Hills Golf Club An 18-hole semi-private golf course. Hampton Golf assumed management of all aspects of the club in 2010 and immediately made significant repairs to agronomic and operational issues including playing conditions, customer service and financial performance.

300 Spalding Way, Deland, FL, 32724

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(386) 738-6000

Qualifications of Key Personnel

QUALIFICATIONS OF KEY PERSONNEL

ELIZABETHTON MUNICIPAL GOLF COURSE

Key Management Hampton Golf employs a highly talented and qualified team that will oversee the management and operation of the Golf Course. Hampton Golf actively recruits the most qualified individuals in the golf and hospitality industries and the following is a list of its key officers and managers:

M.G. Orender President

A Professional Golfers’ Association of America Member since 1981, MG Orender began his career in 1974 as a shop assistant to a nonmember head professional at Diamond Hill Golf Club in Tampa, Fla. In 1976, the head professional departed and Orender was asked to temporarily fill the position while a replacement was sought. Over the next 15 years, he held the positions of head professional, prosuperintendent with a class “A” superintendent certification, pro-manager and eventually general partner.

During that time, Orender was approached regularly to consult for new and existing projects and developed a reputation as a turnaround specialist for owners and banks. Orender consulted for several clients who eventually contracted with him to manage their facilities. After selling Diamond Hill in 1989, Orender formed Golftrust and proceeded to build and manage several Florida golf clubs: Timacuan Country Club in Orlando, Cypress Creek Golf Club in Tampa, Schalamar Creek in Lakeland, DeBary Plantation in Debary, Cypress Head in Daytona Beach and the Country Club of Mount Dora in Mt. Dora. Orender served as his own secretary and a mentor through 1996, when he created Granite Golf.

Realizing small regional management firms were destined to be targets for consolidation and the limitations of fee management, Orender joined forces with two capital venture specialists who had purchased a public shell and did a reverse merger for Golftrust into that shell to become Granite Golf. Granite now manages, leases and owns nearly 30 facilities in 11 states, four of which are currently under various stages of construction. Orender left Granite to found Hampton Golf in December of 1998. Currently, Hampton Golf operates 13 golf facilities in the Southeast.

In 2003, Orender was named the 33rd president of the PGA of America, a not-for-profit organization comprised of more than 28,000 men and women that work to promote the game of golf while enhancing the standards of the profession.

First and foremost, Orender is a devoted father to his four children. He and his wife, Donna Orender, have been considered one of the golf industry’s most influential couples.

Overall, Orender has been involved and responsible for the construction of 11 facilities, and he opened and managed nearly 40 clubs in his 30 year career – a career he has used to give back to the golf industry. During his time as president of the PGA, he used his expertise to work to increase golf participation among new and occasional golfers, and left a lasting, positive impact on the golf world.

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QUALIFICATIONS OF KEY PERSONNEL

ELIZABETHTON MUNICIPAL GOLF COURSE

Travis Norman

insurance partners to secure comprehensive insurance coverage at competitive pricing, compliance, loss prevention, and reporting. She also oversees a number

Executive Vice President

of administrative functions and directs the Human Resources Department.

Over the last 20 years in the golf course management industry, Travis has directed and supervised numerous projects similar to the Golf Course, including the reconstruction of Blue Sky Golf Club and renovation of Eagle Harbor

Skip Wills

Golf Club. Travis assists in brand establishment and promotion, membership development, public relations, and overall marketing strategies. Travis also

Vice President of Accounting

evaluates each division of Hampton Golf for continual improvement of the efficiency and effectiveness of the organization, with an emphasis on attracting,

Skip has more than 35 years of experience in accounting and directs all

retaining and motivating individual team members with professional and

accounting and financial functions for Hampton Golf. Skip oversees general

personal growth opportunities. Travis also specializes in the transition process

ledgers, accounts receivable and payable, payroll functions, and the creation

of golf course facilities. A self-proclaimed excellent inshore fisherman, he and

of financial statements as well as budget and cash flow projections. Prior to

his wife, Tiffany, have one child, Tristan.

Hampton Golf, Skip was Treasurer and Partner in a computer software company and Controller for a business college with over 20 locations. A Navy Vietnam War veteran, Skip and his wife, Judith, have two children, Alec and Nicole, and three grandchildren, Evan, Max and Sammy.

Kamli Abdulghani

General Counsel & Director of Business Affairs

Ashley Larsen

As a licensed attorney, Kamli manages company-wide legal issues to reduce liability exposure for Hampton Golf and our clients. Kamli assists in the

Vice President of Corporate Operations

administration and enforcement of rules and regulations, bylaws and other governing documents of the golf clubs, and collaborates with golf course

Ashley oversees all vendor programs and relationships, supervises IT

operators to promote clear communication with club boards, advisory

throughout the company and creates strategic procedures for daily operational

committees and members. Kamli’s expertise and experience with NBC Sports

needs. Ashley is also responsible for the creation of new technological business

Group at Golf Channel also provides her the ability to secure new strategic

initiatives for Hampton Golf. In her spare time, Ashley enjoys spending time

partnerships with professional sports organizations and other corporate

with her family, sports and traveling.

entities resulting in increased revenue for our clients. Kamli also directs the Business Development Division of Hampton Golf by using creative financing models and capital raises to acquire new properties and to ensure profitability

Sam Cooper

for our clients. Kamli graduated with a bachelor’s degree in political science and Juris Doctor from the University of Florida.

Director of Agronomy

Sam directs Hampton Golf’s development and implementation of agronomic and maintenance programs. Sam is entrusted with overseeing major renovation

Justin Kuehn

projects and providing assistance to superintendents at Hampton Golf facilities.

Sam is a graduate of Florida Gateway College’s Golf Operations Program, is a

Vice President of Marketing

member of the Golf Course Superintendents Association of America, and has

Justin develops impactful, non-traditional membership and marketing strategies

been a “Class A” Superintendent for more than 10 years.

for Hampton Golf’s diverse portfolio of managed golf courses. His passion for the game of golf coupled with expert experience directing a national advertising agency and public relations firm has assisted him in making Hampton Golf one

Jamie Selby

of the most progressively marketed portfolios in the industry. Justin directs Hampton Golf’s development and implementation of all marketing, membership,

Regional Manager

sales and promotional strategies and activities company-wide. Justin and his sales and marketing team create and execute marketing plans with a focus on

Jamie has most recently served as Regional Manager for ClubCorp, overseeing

customer experience, design and technological innovation. Justin graduated

the largest private country club in the company as well as the nation, The

with a bachelor’s degree in political science from University of Central Florida

Clubs of Kingwood, located in Kingwood, Texas. Prior to working for ClubCorp,

and a bachelor’s degree in marketing from Jacksonville University.

Jamie served as Regional Manager for Hampton Golf Management while simultaneously serving as COO/GM for the private equity club and community, Oldfield Club, located just outside of Hilton Head, SC. During his six years with Hampton Golf, Jamie’s regional responsibilities extended to North Florida,

Susan Shannon

Georgia, Arizona, WV, NJ and NY while his expanded corporate duties included implementation and oversight of the company’s national vendor program as

Director of Administration & Human Resources

well as due diligence for acquisitions. While at Oldfield Club, he was responsible

Susan has 25 years of experience in the golf industry, first in the area of finance

for all club amenities and POA management of a 900 acre community, as the

with the Florida State Amateur Golf Association and as Controller of the South

sole COO and GM of the entire operation. He is a Graduate of Virginia Tech and

Florida Section of The PGA of America before joining Hampton Golf right after

holds degrees in Environmental Science and Horticulture with emphasis in Turf

the company was founded in 1999. As Vice President of Administration and

Science, Contracting and Business.

Human Resources, Susan is responsible for working with Hampton Golf’s

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QUALIFICATIONS OF KEY PERSONNEL

ELIZABETHTON MUNICIPAL GOLF COURSE

Employee Recruitment & Training Hampton Golf prides itself on its ability to recruit and retain the most talented professionals in the industry.

Accordingly, Hampton Golf actively participates in not only aggressive recruitment efforts, but also provides its employees constant continuing education.

Guiding Principles

Hampton Connect

Hampton Golf believes club management is far too situational to attempt to

Hampton Golf will require the staff at the Golf Course to participate in “Hampton

achieve a concerted effort through inflexible rules and policies. Instead of

Connect,” which is our proprietary software that provides not only Hampton

using the typical phone-book-sized customer service training manual to guide

Golf real time reporting of the performance of its maintenance programs, but

our decision making, at Hampton Golf, we use our Guiding Principles to keep

will also give the City the opportunity to review the same data as it happens.

everyone on track, focused and fulfilled as team members. With this combination

This technology enables Hampton Golf to monitor mowing schedules, control

of values-driven business philosophies and one-of-a-kind team members,

chemical applications, and even know when a garbage can is emptied. Hampton

Hampton Golf’s goal is to become the best provider of Club Management

Connect also promotes efficiency and demands accountability by each and every

Services in America. By understanding and supporting these principles and

staff member as Hampton Connect is made up of three parts:

philosophical guidelines – Be Safe, Be Fun, Be Present, Be Positive, Be Valuable – all team members can respond in unison to similar circumstances. In other

1. Reminders - digital shift checklists

words, act as a unit, all working in the same direction toward the same goal.

2. Tidbits - short educational videos 3. Snapshots - real time data streaming

It’s all of these wonderful Guiding Principles that, working together, create that

Survey

differentiated customer experience. Hampton Golf has found that customer experience is not just about any one thing; rather, it is a very complex and powerful mix of many things. The ultimate reward, the validation that the

The old adage the “customer knows best” cannot be underestimated in the

experience was successful, is shown in customer retention and reviews. It

golf business.

is everything about the customer experience that happens at the club and

Not only does Hampton Golf use sophisticated and fully-

customizable online survey software to conduct member and public surveys for

continues on after that customer gets home. Frankly, the customer feels an

all of its facilities, it gauges the satisfaction of all team members by conducting

emotional connection to “their club.” Hampton Golf believes the product – the

“employee” surveys. Once results are compiled, they are reviewed in detail and

experience – transcends value for the customer. It is the ultimate achievement

action plans are implemented if necessary to correct any issues.

in building a brand when the people associated with it don’t just enjoy the brand; they somehow feel a part of it.

Resumes & Job Descriptions

Hampton University

Upon selection by the City, Hampton Golf will finalize its evaluation of current staff members and begin drafting “job descriptions” for each position at the

Hampton Golf is proud of its “Hampton University.” Hampton Golf requires

Golf Course. Because Hampton Golf expects each team member to contribute

all of the “Department Heads” at a Hampton Golf course to attend “Hampton

on many facets of the operation, Hampton Golf does not use “template” job

University,” which is held at our corporate headquarters. During Hampton

descriptions or resume requirements, and will create new job descriptions and

University, each “student” participates in classes taught by our Executive Team.

resume requirements for each position at the Golf Course.

For example, all the students will attend the “Legal Class” as taught by Hampton Golf’s General Counsel, and this class provides our students a renewed level

““ Hampton Golf believes the product – the

of confidence that they are operating their golf course in accordance with the law, and they leave knowing that if a problem arises, Hampton Golf is there for

experience – transcends value for the

support.

customer. It is the ultimate achievement

Superintendent University

in building a brand when the people

Similar to Hampton University, Hampton also promotes “Superintendent

associated with it don’t just enjoy the

University” or better known by our team members as “Super U.” At Super U, each superintendent at a Hampton Golf facility is required to attend our

brand; they somehow feel a part of it.

educational program designed to provide our superintendents an avenue to receive continuing education, stay abreast of new industry practices, and possibly the most important, allows our superintendents an opportunity to create “best practices” through collaboration. This collaboration has resulted in an incredible improvement to our level of maintenance.

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QUALIFICATIONS OF KEY PERSONNEL

ELIZABETHTON MUNICIPAL GOLF COURSE

On-Site Team Overview & Organizational Structure of On-Site Management Team The following describes the organizational structure Hampton Golf would implement as its “on-site” management team at the Golf Course:

General Manager/Director of Golf

and implement any necessary changes to the operation of the Golf Course in

Hampton Golf will employ a General Manager having a minimum of “Class A”

order to improve performance. Hampton Golf’s Executive Team is constantly

PGA or CMAA Certification to be on staff at the Golf Course to manage the golf

focused on each of its managed golf course facilities, and agronomy, customer

operations.

service, revenue, expenses and all other components of the Golf Course will be monitored on a weekly basis by Hampton Golf’s Executive Team through our

Superintendent

required weekly reports procedure. Weekly reports not only review what took

Hampton Golf will employ a fully qualified and experienced golf course

place for the week prior (e.g., income, expenses, course conditions, weather,

superintendent with at least 5 years of experience as a superintendent with a

etc.), but more importantly, a forecast for the upcoming week is reviewed. This

minimum of “Class A” Certification, and this individual will be on staff at the

type of consistent forecasting will allow for Hampton Golf to adjust scheduling

Golf Course to manage golf course and grounds maintenance and meet the

and either reduce or increase labor hours based on usage of the Golf Course. The

requirements of the RFP. This individual will be knowledgeable and experienced

forecasting also provides the Hampton Golf Marketing Team with information

at maintaining golf courses in accordance with United States Golf Association

necessary to execute marketing initiatives based on tee sheet capaCity and

standards.

availability.

Regional Supervision

We hope this procedure provides reassurance to the City in knowing that a

In addition, Hampton Golf will provide senior management and oversight

“checks and balances” approach is implemented to the entire operation of the

of the operation and staff by assigning a regional level General Manager

Golf Course. The union of consistent forecasting through weekly reporting,

and Superintendent to the Golf Course who will report directly to Hampton

extensively detailed monthly reporting, real time reporting through Hampton

Golf’s Executive Team on a weekly basis.

The Regional General Manager

Connect (as described below), and oversight by the Hampton Golf Executive

and Superintendent shall oversee the Golf Course and all of its employees,

Team makes Hampton Golf’s internal oversight program one of the most

and shall be responsible for holding weekly meetings to discuss performance

respected and appreciated in the industry.

Transition Plan Transitioning a new facility and its staff in a manner that immediately improves

Introductory Period

customer service is essential to the profitability and sustainability of any golf

If the City selects Hampton Golf to manage the Golf Course, all current full-time

course. Hampton Golf’s transition philosophy is rooted in a belief that each new

employees will become employees of Hampton Golf. Our practice to rehire the

Hampton Golf Team Member is a valued component of the operation. Hampton

existing employees ensures a smooth transition with no interruption to service

Golf will begin by stabilizing the Golf Course through hands-on communication

and helps to reduce liability and labor costs. Per Hampton Golf’s policy, all newly

to both the current employees and valued customers.

Hampton Golf has

hired team members are subject to a 90-day introductory period. During this

successfully managed 15+ transitions over the last 3 years and knows that

time, work performance and conduct are evaluated, training opportunities are

the key to a positive transition is extensive and well-designed communication

identified and feedback is provided to each team member. All employees at the

campaigns.

Golf Course will be required to have a deep understanding of and commitment to the success of the City’s golf asset.

If selected by the City, Hampton Golf will immediately begin evaluation of the existing employees to determine strengths and weaknesses of each individual

Employee Communication

along with their individual contribution level and their ability to exceed

Hampton Golf will immediately bring together all employees at the Golf Course

Hampton Golf’s expectations for each position.

As part of the employee

for an informational meeting and discussion to assist with any job related

evaluation, Hampton Golf will spend significant time analyzing current work

anxiety and to explain Hampton Golf’s expectations of each employee at the

quality, adaptability, attitude, customer contact, individualism, and passion for

Golf Course. We will also hold an “employee orientation” for all employees to

improvement. More detail regarding our processes related to our Transition

explain Hampton Golf’s operating philosophies and begin to introduce them

Plan is described below:

to our employee training programs. Going forward, Hampton Golf will host departmental building events to promote a more cohesive unit.

Staffing Plan If awarded the contract, and upon further discussion with the City, Hampton Golf is prepared to provide a full staffing plan to include the number of employees to perform the required tasks as well as the employee pay rate classification. We believe that providing such information is premature without getting a better understanding of the City’s goals and without analyzing the current payroll register.

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Cost of Proposed Services

COST OF PROPOSED SERVICES

ELIZABETHTON MUNICIPAL GOLF COURSE

Cost of Proposed Services As requested by the RFP, the following describes the terms and conditions regarding the management fee structure which will be set forth in a management agreement between the City and Hampton Golf:

Management Fee The City will pay to Hampton Golf a flat fee of Four Thousand Dollars ($4,000.00) per month (“Management Fee”).

Discount of Management Fee In the event Hampton Golf fails to meet financial benchmarks as promised in the annual budget, Hampton Golf will discount the Management Fee by fifty percent (50%), provided, however, if, at the end of each fiscal year of the Term, Hampton Golf achieves the annual Net Operating Income in accordance with the approved annual budget, the City will pay to Hampton Golf the amount of the Management Fee that was discounted during the applicable fiscal year of the Term.

Marketing Fee In consideration for Hampton Golf’s marketing services, the City will pay to Hampton Golf a flat fee of One Thousand Dollars ($1,000.00) per month (“Marketing Fee”).

Accounting Fee (optional) In the event the City desires Hampton Golf to provide accounting services for the Golf Course, the City will pay a flat fee of Two Thousand Five Hundred Dollars ($2,500.00) for said accounting services (“Accounting Fee”). For the avoidance of doubt, the Accounting Fee will not be included in a management agreement between the City and Hampton Golf if the City does not desire Hampton Golf to provide accounting services for the Golf Course.

General Terms and Conditions Although Hampton Golf has its own management agreement that we use with our clients, the provisions set forth in the City’s draft management agreement are acceptable.

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10401 Deerwood Park Blvd., Suite 2130 Jacksonville, Florida 32256 (904) 564-9129 - Phone (904) 564-1568 - Fax info@hampton.golf http://www.hampton.golf