The Pellucid Perspective - August 2021 - 5

(Koppenhaver continues from page 4)
(Kessler continues from page 4)
(and value). This all, very reasonably, calls for a change in thinking,
operations and finances.
As in life in general, but exponentially so in my experience
when analyzing municipal or government programs or operations,
the devil is in the details. To an outsider (me), what follows
are the " bells and whistles " that are being added to this
process just for good measure. Undergirding the Strategy Plan
(and the RFP) are the County's 8 pillars:
* Community access integration - In a nutshell, how
do we " host " other non-golf activities within the golf
properties (i.e. hiking trails, community gatherings
etc.) and, of course, there's the obligatory insertion of
language " with a focus on equity and inclusion " . This
extends to the operators being required to host X number
of non-golf events/activities during each calendar
year and figuring out how to keep non-golfers safe if
things like walking trails are integrated into the courses
* Modern infrastructure - this is the nicer way of saying
" bring our properties up to current competitive market
standards " and also foreshadows the socialist (using
that descriptively, not pejoratively) running of the portfolio
with the wording of " Upgrade facilities to modern
(Koppenhaver continues on page 6)
municipal golf programs: The generation of sufficient capital
project dollars to keep the system viable over time, and the
protection of those dollars from government predation.
Because LA County let these contracts over the course
of 13 years, the capital improvement trust funds necessarily
ran with each individual lease agreement, otherwise known
as each individual facility. Of course, the big revenue generators
raised considerable amounts for improvements, the lesser
generators not nearly enough - the rich getting consistently
richer, the poor consistently poorer over time, particularly as
the cost of projects began to exceed the CIP and the cost of
water rose geometrically.
This " moonshot " RFP solves that
problem by pooling the monies captured by the trust fund
and making them available for multiple courses - spending
priorities guided by priority as opposed to availability. And
one of the priorities in the strategic plan referenced by Jim
is maintenance of those lesser and developmental facilities
without which the big revenue generators in the portfolio
would lose the engine that grows their numbers over time.
Jim's analysis is spot on with respect to this RFP's accommodation
of those changes in the LA County golf market
having nothing to do with demand issues, but everything to
do with the real dollar costs of delivering and improving mu(Kessler
continues on page 6)
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The Pellucid PersPecTive
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The Pellucid Perspective - August 2021

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