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TDC Agenda 04/17/2017
TDC WORKSHOP MEETING APRIL 17, 2017 April i8, 2017 TOURIST DEVELOPMENT COUNCIL WORKSHOP AGENDA APRIL 18, 2017, BCC CHAMBERS 1:00 PM —4:00 PM I. CALL TO ORDER II. PLEDGE OF ALLEGIANCE III. CHANGES/APPROVAL OF AGENDA IV. NEW BUSINESS 1. Workshop Discussion Topics a. Reallocation of the Tourist Development Tax i. Modeling Research ii. TDT Reallocation as of 2013 iii. TDT Allocation History iv. TDT Visitor Spend&TDT Revenue History v. Coastal Resiliency Discussion b.Amateur Sports Complex Development i. Sports Complex Addendum Report ii. Hunden Proforma of Proposed Complex V. QUESTION&ANSWER PERIOD VI. DISCUSSION VII. NEXT MEETING DATE/LOCATION 9:00 AM April 24, 2017 TDC Monthly Meeting, BCC Chambers VIII. ADJOURNMENT C O C +O• W W W W c } } } } Z o U U ' u ca C 0 Z 0 Z 0 Z > Y o n &I 1 o a` .,.,.'■'.,," Y L. a+ asa IIIIIIIFIII H u Z • O u. 0 4. N 0 ei 0 N 1 e-.1 c C Fri,, N,.. W W W Z 1111 0 cj fa 1 O Q C L lililil 7 ' ii U'J3 m a-,, N 0F O } Zf0 V uy N m a 4.1 111iiiiiIiIiI!II1' Ci NVIEL COa aFv Q. ! u O Al O -O ch 0 c to a O N 7 w O N 7 N fl Ca _ v } Z m ' C 2 0 cu u C a`) _ a al Y a0 r N O E o Q c°0' LL )-ILI Z N 3 0.1 m `1 A 3 1, V 11 42 N O C C C C M } N u u u u u .--i N GIEA a a a a Cr) m w V O t L 0 O ey-I Al M V In F- Z TDT ALLOCATIONS AS OF 2013 FY 16 TDT REVENUE %OF TDT BEACHES $9,017,484 41.29% RENOUR=36.81%/BCH PKS=4.48 PROMOTION $10,202,650 46.72% MUSEUMS $961,877 11.99% 100.00% TDT ALLOCATIONS AS OF 2013 $961,877 ,4 $9,017,484 $9,017,484 $10,202,650 BEACHES # PROMOTION MUSEUMS TDT Allocation History 1992-2 cents with 60%to beaches,25%Advertising,15%Promotions&Projects 1995-3 cents with 60%to beaches,25%Advertising,15%Promotions&Projects 1996-3 cents with 60%to beaches,33%Promotion,7%County Museums 1998-Non-County Museum Grants(C-2)added to Museum allocation 1999-3 cents with 60%to beaches,25%Promotion,15%Museums&Museum Grants 2001-3 cents with 50%to beaches,23.236%Promotion,26.764%Museums&Museum Grants 2005-4 cents with 50%to beaches,(or 33.5%to beach,Inlets+Piers,and 16.5%to Beach Park Facilities),23.236%Promotion,26.764%Museums&Museum Grants 2013-4 cents with 41.29%to beaches,(or 36.81 to beach,Inlets+Piers,and 4.48%to Beach Park Facilities),46.72%Promotion,11.99%Museums&Museum Grants C O C N N I W W z > O Y Y >. Y c v O U U .V 0 z z z Y O 0. VI 2 a Y I 6 RI n.Ts vtH vt O I In O Y Y Y z eao o N i O 1 e-I I 0 N tilUN E V1 0 in 0 0 N V L1 I 1 c 41 TO i c c m 3 co 2 . mom, I co c . a.+ W W W in II O > N w o Y Y Y Z Z o C 7 V UAn 01 N CO U 7 Q bD cc c v COO. O W W W W W N O X U Y Y Y Y Y u U O V► O a To C c N 70 CL u m O 0 M N n) o d 'e S' 0 N C O p_ N V II(A HY E Y Y Y,• UO j c y a v s V1 VI In O O v 6 a -y Y T I z z N j m 7 t N O u c m an 01 d 01 CO 0° 3 7 Q, U P c c c cCVu V U Vva ai ar n. m a aYV I _c L G e.-INm V N ~ I strategic pa rtne rs Collier County Market and Needs Assessment Addendum Submitted to: Jack Wert Executive Director Florida's Paradise Coast Convention & Visitors Bureau 2800 N. Horseshoe Drive Naples, FL 34104 April 9, 2017 strategic partners April 9,2017 Jack Wert Executive Director Florida's Paradise Coast Convention&Visitors Bureau Naples, FL 34104 Dear Mr.Wert: Collier County Board of County Commissioners Purchasing Department, Collier County Tourism Division and the Sports Marketing section of the Naples, Marco Island, Everglades Convention & Visitors Bureau engaged the Hunden Strategic Partners to perform an addendum to its 2016 report regarding the potential for a tournament sports complex in Collier County. As part of the analysis, HSP assessed three potential development sites, profiled the realities and trends associated with indoor sports facilities and showed the visitation impacts of other large sports complexes around the U.S. The attached is the amendment to the 2016 report. This deliverable has been prepared under the following general assumptions and limiting conditions: • The findings presented herein reflect analysis of primary and secondary sources of information that are assumed to be correct. HSP utilized sources deemed to be reliable, but cannot guarantee their accuracy. • No responsibility is taken for changes in market conditions after the date of this report and no obligation is assumed to revise this report to reflect events or conditions occurring after the date of this report. • HSP has no control over construction costs or timing of construction and opening. • Macroeconomic events affecting travel and the economy cannot be predicted and may impact the development and performance of the project. We have enjoyed serving you on this engagement and look forward to providing you with continuing service. Sincerely yours, Hunden Strategic Partners strategic partners TABLE OF CONTENTS Executive Summary Chapter 1 Collier County Facilities Overview Chapter 2 Economic and Demographic Analysis of Collier County Chapter 3 Local Sports Facility Supply and Demand Analysis Chapter 4 Regional Sports Facility Supply Analysis Chapter 5 Tournament Opportunity Analysis Chapter 6 Hotel Market Overview Chapter 7 Recommendations Chapter 8 Sports Marketing Plan Chapter 9 Demand and Financial Projections Chapter 10 Economic, Fiscal and Employment Impact Analysis Addendum 1 Extension Study—Site Analysis and Indoor Facility Analysis strategic partners EXTENSION STUDY- SITE ANALYSIS AND INDOOR FACILITY ANALYSIS Since the original study was completed in 2016,additional work has been done to narrow down the site options for the recommended facilities.Also,additional information was requested regarding the costs of indoor sports facilities. This chapter provides an analysis of the three proposed sites that are being considered for the recommended outdoor sports complex. Additionally, this chapter provides indoor youth sports development trends and will identify and profile several youth sports complexes that are similar in size and have established reputations as premier sports complexes. Site Analysis, Site Concept and Parking Plan Analysis The following section provides a more detailed assessment of three proposed sites for the development of the recommended outdoor sports complex.The three identified sites are the Collier County 305 site,the City Gate site and the Magnolia Pond Drive site.This section also provides a detailed assessment of the site concept and parking plans, provided by the county, for the development of the recommended outdoor sports complex at each potential site. As stated in Chapter 7, HSP provided the proposed outdoor sports complex recommendation below. • Minimum of 60 acres • Eight multipurpose fields(16 fields for future growth needs) • One championship field • Lighted and turf fields • Eight diamonds • One championship field • Lighted and turf infields • Field overlay plans for outfields of diamonds The complex is intended to balance the needs and accommodations for local activities while being flexible enough to accommodate tournaments and events that will attract visitors from outside the Collier County area. Below,the positive and negative aspects of each site,site concept plans and parking plans under consideration will be discussed as they relate to the recommended outdoor sports complex. Site Analysis The following table shows a summary of the three identified sites. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 2 strategic partners Table A-1 Collier County Site Summary Access& Potential for Mitigation Est.Time to Hotels Site Ownership Development Size F&B Nearby Visibility Expansion Costs Development Closest Node #of Hotels #of Rooms Collier County 305 Collier County New Excellent 305.6 Yes TBD Mid-to Long-term <1.5 miles 7 832 Yes City Gate Private New Excellent 153.0 Yes TBD Short-term <1.5 miles 7 832 Yes Magnolia Pond Drive Private New Excellent 45.9 No TBD Long-term <1.5 miles 7 832 Yes Source:Collier County Property Appraiser Office,Hunden Strategic Partners The Collier County 305 site is owned by the county and at more than 305 acres, is the largest site of the three proposed sites. The City Gate site is owned by one private owner and is approximately 153 acres. Both the Collier County 305 and City Gate sites provide adequate acreage for the development of the recommended outdoor sports complex. The Magnolia Pond Drive site is the smallest site at nearly 46 acres and does not provide for future expansion to accommodate growth in demand. However, the Collier County 305 and City Gate sites provide the footprint for future expansion. The following figure illustrates the sites for the recommended outdoor sports complex and their relative locations. Fit ure A-1 ,,,.:,,,ii.,,,iit t'.q g..h4° ,4 - �• `: '' 11101111 . e i ‘ n ie w City Oat.? jy _„„� ' aWG.=i1lSurtn 'Ili y. . ..-Itt Ati0.5 44-7,4,.'1.-7--,' ';. 3'.1,---.' Ilf, 7, , - -..-- , , 1 fsr . r..., , 7 40) f' = I a e4 1 d tS. - The following section describes each site,site concept plan and parking plan. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 3 strategic partners Site 1 —Collier County 305 Site The Collier County 305 site is owned by Collier County and is located on the northeast corner of the 1-75 and Collier Boulevard intersection.The site is approximately 306 acres and is the largest site of the three proposed sites.At this size,the site provides more than adequate acreage for the recommended complex as well as other development.Access and proximity to County amenities,such as hotels and dining options,makes the site very attractive to tournament organizers. The site presents challenges in investment needed to improve site infrastructure and mitigation for development. HSP suggests Collier County consider this site for the sports complex. The following illustrates the recommended site plan for the Collier County 305 site. Figure A-2 Figure 2B-Collier County 305 Sports Complex Conceptual Plan 1N\ iii •, • II ii . 1 j 1-1 Jl_ ; l: i $i s 2 11 i The Collier County 305 site plan includes a championship multipurpose field and a championship diamond.The site plan has two access points,one to the north and one to the east,which is ideal for tournament organizers. Collier County Sports Market&Needs Assessment Study Addendum 1 -Page 4 strategic partners This site plan features an ease of wayfinding by both vehicle and pedestrians throughout the complex, with a vehicle access road that surrounds the complex,which is ideal for high-usage times.The design and layout of the sports facilities is ideal for a tournament-quality facility. By placing similar sports facilities adjacent to each other,the plan keeps tournament traffic contained and centralized around relevant sports facilities.Overall,the Collier County 305 site plan is ideal and incorporates design requirements and expectations of nationally- relevant sport complex developments. The following table shows a summary of the Collier County 305 site concept's parking plan. Table A-2 Collier County 305 Parking Summary Required Provided Parking Ratio Units Parking Parking 15 Fields/1 Fieldhouse 50 spaces/Field 16 Fields 800 859 3,000 seat Championship Venue 1 Space/3 Seats 3,000 Seats 1,000 1,000 Bus Parking -- -- -- 8 Total - -- 1,800 1,867 Source:Davidson Engineering,Hunden Strategic Partners The Collier County 305 parking plan features an allocation of nearly 110 parking spaces per field.At a total of nearly 1,900 spaces, this parking plan provides more parking spaces than are necessary for the expectations and requirements of tournament organizers.The design and layout of the parking plan features a vehicle access path that surrounds the entire complex and connects all parking lots. Although a few fields and diamonds do not have immediate parking access,walkways and directional signage would allow for ease of access to fields. Overall, at nearly 110 parking spaces per field and vehicle access surrounding the complex, this parking plan is most desirable for a tournament-quality complex. HSP recommends that Collier County considers a parking plan design like this one. Site 2—City Gate Site Located to the east of and adjacent to the Collier County 305 site is the 153-acre City Gate site.The City Gate site is a privately-owned parcel and is part of a larger development site.The site provides Collier County with flexible and contiguous space for development of the recommended sports complex and amenities plus ability to expand.The City Gate site has access to and is near hotels,dining options and other support amenities that tournament organizers desire. The lack of County control and acquisition costs of the site present challenges for the County. However, based on conversations with the landowner, ownership is willing and eager to work with the County to sell the site. Additionally, its ownership has provided an option to allow Collier County the ability to acquire additional land throughout a phased development. HSP suggests that the City Gate site be considered for the development of the recommended sports complex. The following illustrates the potential sports complex site plan for the City Gate site. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 5 strategic partners Figure A-3 Figure 2A—City Gate Commerce Center Sports Complex Conceptual Plan O ' I .t u 4,I I i The City Gate site plan is sited on a contiguous plot of land,which is ideal for tournament organizers.The site plan features two access points,one to the north and one to the west,which allows tournament organizers the ability to control gate fees in a more efficient manner.The ease of pedestrian connectivity illustrated in the site plan, by both vehicle and pedestrians, is ideal for tournament-quality sports complex developments. The site plan is designed to allow for multiple events to be programmed at the same time.While not critically impactful, the disconnect between the two four-wheels of diamonds could present challenges for event organizers to manage and program tournaments in an efficient way.Overall,the City Gate site plan features a sports complex that includes all features currently required for tournament-quality sports complexes. HSP recommends Collier County consider the City Gate site plan for the recommended sports complex development. The following table is a summary of the parking plan in the City Gate site plan concept. Collier County Sports Market&Needs Assessment Study Addendum 1 -Page 6 strategic partners Table A-3 City Gate Parking Summary Required Provided Parking Ratio Units Parking Parking 15 Fields/1 Fieldhouse 50 spaces/Field 16 Fields 800 801 3,000 seat Championship Venue 1 Space/3 Seats 3,000 Seats 1,000 1,000 Bus Parking -- -- -- 8 Total - -- 1,800 1,809 Source:Davidson Engineering,Hunden Strategic Partners The City Gate parking plan features more than 1,800 parking spaces, which is approximately 106 parking spaces per field. At this ratio, the parking plan accommodated the general per-field need of 75 to 100 parking spaces at large sports complexes. The design and layout of parking allows for ease of access to all fields and surrounds the entire sports complex. HSP recommends that Collier County consider the City Gate parking plan for the recommended sports complex. Site 3—Magnolia Pond Drive Site The Magnolia Pond Drive site is adjacent to the east of Golden Gate High School, approximately three miles west of the City Gate and Collier County 305 sites.The site is the smallest of the three identified sites,at nearly 46 acres and is made up of ten parcels of land on the north and south of Magnolia Pond Drive.The ten parcels include one ownership group that owns seven of the ten parcels, and three ownership groups that each own one parcel. The Magnolia Pond Drive site's access is ideal for the recommended sports complex, if all ten parcels were acquired and combined.The proximity to hotel and dining options make this site attractive for large tournaments. However,the site presents challenges for the County and the development of the recommended sports complex.The largest challenge to development is the existence of multiple owners and parcels. In order for the County to purchase the site, it must negotiate with four site owners. Strategic, price, timing and complexity constraints are present at this site. In addition, the size and potential for additional developments are limited. Additionally, challenges exist related to conservation and drainage for a sports complex. HSP suggests that the Magnolia Pond Drive site not be considered for the recommended sports complex. Collier County provided HSP with two site plan developments for the Magnolia Pond Drive site, Exhibit F-4 and Exhibit F-5.Below is a discussion of each. Magnolia Pond Drive Exhibit F-4 Site Plan The following illustrates the site plan development, Exhibit F-4,at the Magnolia Pond Drive site. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 7 strategic partners Figure A-4 r �".. Magnolia Pond Park rr."' ;. .^fie * : UM t r Feasibility Study ` - ;, f' ,.,,,6. Conceptual Site Exhibit F-4 _ __ f q /• n Y .f f; CIUMMONM � "'may'- 1e 1' ,. reyt+•d Y:.- /MI sf-e.,' k.. -,.. ,i 'fi'�"�.r/' IL g `• . auMnonflar a - 4 t g • } • -i Mi •r ' m ,: f ,, IIISIYf tlfY:la" .rw410110..4,44 ,.. r wtY«3 7`!"*"'''' om ,. .a.._*.T,.lioofA,,., .^ 4r s k; . i.m..�=...rv ..«ems e <'" 2 ; . 1 e w y - 1111; S}�•4` ,r .. ika.'.a -F ',a 4: 'o.cte /,, a Ni77.71 � aomens " ' 1 .' ye- $gtl flix •r '.. i , , a s The site plan's proximity of fields provides ease of operations for large tournaments. The dedicated parking spaces for the championship facilities allow for multiple events to be programmed throughout the complex. However, it limits the use of both championships fields at the same time.The site plan presents challenges that are not ideal for tournament-quality sports complexes and tournament organizers. The location of the championship fields across an active street from the multipurpose fields and diamonds present traffic flow and access issues for pedestrians crossing the active street.The site plan has multiple entry points and the complex is not enclosed by a vehicle access path,which provides a challenge for event organizers to control and collect gate fees.At 46 acres,the site and site plan does not allow for expansion or the addition of other amenities. The following table is a summary of the parking plan in the Magnolia Pond Drive Exhibit F-4 site plan concept. Table A1-4 Magnolia Pond Drive Site Parking Summary-Exhibit F-4 Required Provided Parking Ratio Units Parking Parking 7 Multipurpose Fileds 50 spaces/Field 7 Fields 700 348 7 Diamonds 55 spaces/Field 7 Diamonds 700 386 Championship Field/Diamond 166 spaces/Field 2 Units 200 333 Total - -- 1,600 1,067 Source:Agnoli Barber&Brundage,Hunden Strategic Partners Collier County Sports Market&Needs Assessment Study Addendum 1-Page 8 strategic partners The Exhibit F-4 site plan includes a parking plan that features 1,067 parking spaces. The parking plan has an allocation of 67 spaces per field, which is less than ideal for a tournament-quality sports complex. Generally, tournament-quality sports complex developments require 75 to 100 spaces per field to accommodate demand from state, regional and national tournaments.The parking location in relation to fields is not ideal and requires spectators and participants to walk distances that are not typical in sports complex developments. Typically, event organizers prefer smaller parking areas for every four fields. Overall,the site plan and parking plan presented in Exhibit F-4 are generally challenging for large tournaments and should not be considered for the development of the recommended sports complex. Magnolia Pond Drive Exhibit F-5 Site Plan The following illustrates the Exhibit F-5 site plan for the Magnolia Pond Drive site. Figure A-5 r; .+ gn Ma olia Pond Park . Feasibility Study q Conceptual Site Exhibit F-S ♦ . ce. . i HAO h Ot _! w - * e.+tt f +#1i s; , � l¢ ; fe i i r * � {` t. ,,: yt aA ' r , i 4.. .... . ,,...: t . ... , ,.._ ..;. . ..0. . ,,„ ._, ,4._.1 .c. 11.. . ,, .,, ,,... .. :44! ,. . ,...i„......, iii,, , _.461. — 4,._;II_ .4– '4';'-.4r .' _ ... '''' '..:,..7,,,, -- '-' ' yq...+:tr?.,.:..-.t5 3524404.,.44""4P.4*...Y rte. moi. '� _ j lr[n 4W .'. J\ 1f a ,/ A,...- -,,,v§7,:o. i. 1, , ...*1'44,,,k,4., , . , ,, „ Fe ° i !.,,,,tr.,,,,,,:;1:7), ,,,f1..,.,.;c, ..... ,,,,: *tiLtts,,411,jqi ,,, , - ' ,_ 1.,....;, ,i i;' .,, „, ,,, ,..,. `,Alli.".' ,,,, 7°.,"......... naaa a..n.w.nnro , La,Iipx i -® a :q #'G . $ �v • W The Exhibit F-5 site plan does not feature HSP's recommended sports complex. The plan includes six multipurpose fields,while HSP recommended at least eight multipurpose fields.The disconnect between fields and diamonds with no clear access and the need for pedestrians to utilize an active road presents challenges in safety and tournament play.As with Exhibit F-4,Exhibit F-5 does not allow for future expansion or the addition of other amenities. Overall, Exhibit F-5 is not ideal for a tournament-quality complex. The following table is a summary of the parking plan in the Magnolia Pond Drive Exhibit F-5 site plan concept. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 9 strategic partners Table A1-5 Magnolia Pond Drive Site Parking Summary-Exhibit F-5 Required Provided Parking Ratio Units Parking Parking 7 Multipurpose Fileds 75 spaces/Field 5 Fields 500 373 7 Diamonds 47 spaces/Field 7 Diamonds 700 329 Championship Field/Diamond 166 spaces/Field 2 Units 200 333 Total - -- 1,400 1,035 Source:Agnoli Barber&Brundage,Hunden Strategic Partners The parking included in Exhibit F-5 features 1,035 parking spaces throughout the complex, or 74 spaces per field.The location of parking in relation to fields is not ideal and this lack of connectivity to the three parking lots throughout the complex presents challenges for tournaments, as well as events that have overflow parking needs. Overall, the site plan and parking allotment presented in Exhibit F-5 are not ideal for accommodating the full, recommended sports complex. It is possible that it could accommodate a portion of the recommended facilities, perhaps focused on one sport or field type. Indoor Facility Development Trends HSP was requested to provide insight into indoor sports development building trends.The focus of the original study was primarily outdoor sports and fields. The discussion below rounds out the analysis to include a perspective on indoor youth sports facilities. Development of indoor sports facilities over the years has shifted towards multipurpose facilities that provide the ability to accommodate many types of sports and events. Generally, indoor sports facilities will include a mix of basketball courts, volleyball courts and/or multipurpose turf fields to accommodate a wide variety of indoor sports.In addition,indoor sports facilities include support amenities such as seating,parking,concession and more. HSP has provided a detailed description of support amenities and general trends for each amenity below. • Parking. A common challenge expressed among tournament organizers is that facilities do not have enough parking. Ample parking should be provided for the facility whether it is accommodating sports tournaments or league play, meetings, conventions, consumer shows or concerts. • Concessions. An efficient concessions operation should be included in the facility. Given that events can often be held over a full day, concession options should go beyond the basics and provide more robust options, especially until more nearby walkable restaurants are developed (depending on site). Concessions can be a significant revenue source for venues if events and food and beverage policies are properly implemented.Venues and events are restricting outside food and beverages in an effort to maximize onsite spending during events. • Seating. Seating expectations for youth sports as well as non-sporting events are based on feedback from user groups and event organizers. There are minimal seating expectations for Collier County Sports Market&Needs Assessment Study Addendum 1-Page 10 strategic partners tournaments for youth sports such as volleyball and basketball based on the feedback from user groups. The two typical seating arrangements are folding chairs around the court (approx. 90 seats)or the use of three-to five-row portable bleachers.Sporting events such as wrestling,cheer, dance and gymnastics prefer and, in some cases, require spectator seating that can accommodate as many as 2,500 people. Non-sporting events such as concerts,graduations and others prefer raked or arena-style seating to provide improved site lines.The seating configuration of a facility can impact the types and size of events. • Locker/Changing Rooms. Generally, recent indoor sports facility developments have included two to four locker/changing rooms, at least one for players and one for officials. Facilities are transitioning towards changing rooms in order to eliminate shower facilities(plus associated utility and maintenance costs) and program the rooms based on the events. For example, men- and women-only locker rooms limit their use. However, if they are unisex changing rooms,the facility can make more rooms for women during a girls'volleyball tournament. • Restrooms. These should be provided and designed in concert with changing rooms and concessions. • Multipurpose Rooms.These include areas for event organizers and staff.Event organizers need locations for event headquarters to conduct their business and meetings. Also, tournament officials and referees do not regularly have a base location to change or operate from. Two multipurpose rooms, with bathrooms are generally recommended. In addition, these rooms can act as group fitness or meeting rooms during non-event times, providing an additional revenue source. • Scoreboards.Provide space for scorekeepers and a visible scoreboard for courts. • Internet/Wi-Fi. Event organizers lose capacity and effectiveness when they do not have access to sufficient Internet bandwidth.The facility should host a specific Internet connection (preferably wireless). The following table shows development cost ranges for indoor sports facilities. Table A-6 Development Cost Ranges for Indoor Sports Facilities* Minimum Site Size Basketball Building Size Likely Building Cost Range Cost Range Parking Suggested Courts for Courts Size Low High Suggested (Acres) 4 28,800 40,000 $10,000,000 $12,000,000 200 3 6 43,200 60,000 $15,000,000 $18,000,000 300 5 8 57,600 81,000 $20,250,000 $24,300,000 400 7 10 72,000 101,000 $25,250,000 $30,300,000 500 8 12 86,400 121,000 $30,250,000 $36,300,000 600 10 *Costs do not include site or parking Source: Hunden Strategic Partners Collier County Sports Market&Needs Assessment Study Addendum 1-Page 11 strategic partners The average cost per court for indoor sports facilities is approximately $2 to $3 million. These costs do not include any site or parking costs. A four-court facility can have a development cost range from $10 million to $12 million. Larger indoor sports facilities with ten to 12 courts can range from$25 million to$36 million. Indoor Facility Case Studies Four indoor facility case studies are profiled. Of the four facilities,three(UW Health Sports Factory, LakePoint Indoor Facility and Jonathon Byrd's Fieldhouse)all opened in 2016 and one(Fieldhouse USA)opened in 2009. Fieldhouse USA, LakePoint Indoor Facility and Jonathon Byrd's Fieldhouse are all part of a larger sports complex.All the facilities profiled provide quality athletic facilities for local youth sports while also serving as a host for regional and national tournaments.Analysis of these facilities focuses on the physical program of each complex as well as the historical demand. The following table provides an overview of the comparable facilities. Table A-7 Indoor Youth Sports Facilities-Case Studies Cost Facility Name Complex Name Location Ownership Operator Opened (millions) SF Basketball Volleyball Parking Spa Fieldhouse USA Sports Village USA Frisco,TX City of Frisco Private 2009 $18 144,000 12 14 581 UW Health Sports Factory -- Rockford,IL City of Rockford Public 2016 $24 108,000 7 14 451 LakePoint Indoor Facility LakePoint Sporting Community Emerson,GA Private Private 2016 $37 170,000 12 24 650 Jonathon Byrd's Fieldhouse Grand Park Westfield,IN City of Westfield Public 2016 $9 88,000 8 16 300 Average •- — -- -- 2009 $22 127,500 10 17 496 Source:Hunden Strategic Partners The number of basketball courts range from seven to 12,while the volleyball courts range from 14 to 24.Three of the facilities are publicly owned and one is privately owned. The UW Health Sports Factory and Jonathon Byrd's Fieldhouse are both publicly operated, while the other two facilities are privately managed. These complexes host several tournaments that attract thousands of participants and spectators.The majority of these large tournaments have a significant impact on the local markets of each respective community. Sports Village USA/Fieldhouse USA—Frisco, TX The Sports Village USA in Frisco, Texas is a public-private, mixed-use development. The$100 million mixed- use project was developed through a joint partnership between the City of Frisco and Sports Village USA.The 62-acre complex includes a variety of uses, including a retail area, office space, multi-unit residential, a sports facility,a hotel and restaurants. Fieldhouse USA is the sports facility that is situated on 14 acres of the 62-acre Sports Village development and opened in March 2009. The following figure is an illustration of Fieldhouse USA and the Sports Village USA. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 12 strategic partners Figure A-6 g _ r, - / Fieldhouse USA -'1 y '` _, '' cat , - y lit .t.ci -,.. . - , ' Z ..,,,-.-'7°i .* _ * ,- , --r"'11 All - „ r Frisco is a suburb in the Dallas-Fort Worth area, approximately 25 miles north of Dallas. The population of Frisco in 2014 was approximately 145,035 (a significant increase from its 2000 population of 33,700) and the estimated population in the Dallas-Fort Worth-Arlington MSA was 6.7 million. The table below is a summary of information for the Fieldhouse USA facility. Table A-8 Fieldhouse USA Key Data Points Location Frisco,Texas Ownership City of Frisco Operator Sports Village Holdings,LLC Year Opened 2009 Facilities 12 full-sized hardwood basketball/volleyball courts Regulation indoor soccer turf 5 pitching/batting cages Cost $17.5 million Funding Private/Public Source:Fieldhouse USA,CASE Commercial Real Estate Partners, City of Frisco,HSP The centerpiece to the sports complex is the$17.5 million indoor facility, named"Fieldhouse USA,"a 146,000- square foot complex.The facility has an indoor turf field designed for indoor soccer, football, and lacrosse and 12 full-sized hardwood basketball/volleyball courts.The facility also has 13,200 square feet of designated space for a food court,retail space and meeting space as well as a 10,000-square foot training facility.The Fieldhouse also house an EXOS(formerly Athletes' Performance)training facility. EXOS is an industry leader in integrated performance training, nutrition and physical therapy for elite and professional athletes. EXOS offers programs and services for professional,amateur,tactical,collegiate,high school and youth athletes, business executives and industry professionals. The figure below is a layout of the Fieldhouse. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 13 strategic partners Figure A-7 URGENT CARE r 9 ® I -1a I 161 L5a I 541 4 .Q "MEM. ---) r V o 2a 2b_ _6a 6b_ 10 o I Food Court. T3brlC r Th , , r- m _ J o . (--- o � o r- 6'"""' arameri 4a 4b_ _8a 8b_ 12a j 126- ¢?"c AAA. flANfa Wont = 1 wsMUMS I New ,A. s INDOOR TURF OutdoorK Sports Village USA, LLC (SVUSA), the developer of the project, donated the acreage for Fieldhouse USA, valued at$5 million.The City of Frisco issued $12.5 million in municipal bonds for development of the facility. SVUSA leases the facility from the city for an annual fee that will pay the debt service on the bonds. SVUSA operates the facility as a for-profit enterprise and receives all revenue for rentals and concessions. The following figure shows the basketball courts at the Fieldhouse. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 14 strategic partners Figure A-8 m+ , — w l _ - .+rte 4#F 1 ### P r- -,. - - — '' — , :. r,: x 4.. u— h. A The following figure shows the courts and spectators during basketball and volleyball events. Figure A-9 G � s e A LN. �`X .�.1it� { F. The following figure shows the turf field and EXOS (formerly Athletes' Performance training facility). Collier County Sports Market&Needs Assessment Study Addendum 1-Page 15 strategic partners Fi•ure A-10 sitrIn 2011 and 2012 the Fieldhouse averaged 35 events, with approximately 3,360 participating teams, over 80 tournament days. These two years have drawn an average of 220,500 spectators. However, the initial projections for the number of events were greater.As a result of the lower than expected performance and a resulting inability to meet rent payments, Sports Village Holdings requested to renegotiate its lease agreement with the city in 2011. The new agreement states that Sports Village Holdings, LLC will pay the city$110,000 quarterly,which began in 2012.The quarterly payments increased to$260,150 beginning in 2016.By 2033,the lease payments to the city are anticipated to total $25.8 million. Based on conversations with the city, it has taken four years for the Fieldhouse to generate a profit and meet the terms of the renegotiated lease agreement. As of 2016, the fieldhouse has had more than 13,000 hotel bookings and more than 62,000 room nights generated from tournaments and events since its opening. The facility averages more than 31 tournaments and more than 25,000 participants each year. UW Health Sports Factory—Rockford, IL The city of Rockford, Illinois is actively taking steps to reestablish its downtown as a destination for robust economic activity, and as a catalyst to improve the community's economic health, quality of life and grow the identity of Rockford. In addition to other development projects such as a downtown hotel,downtown residential units and retail/restaurant storefronts, the city purchased the Ingersoll manufacturing building in 2002 for approximately$2 million and later identified it as a venue to repurpose into an indoor sports complex.The sports complex is anticipated to be a catalyst to the revitalization along the east bank of the Rock River. The UW Health Sports Factory is a 108,000-square foot indoor sports facility that opened in May 2016.Owned by the City of Rockford, the$24.4-million facility is operated by the Rockford Park District. In 2016, the City of Rockford agreed to sell the naming rights for$1.9 million to UW Health and is now called the UW Health Sports Factory. UW Health agreed to pay a base of$175,000 per year for ten years (with escalators following the consumer price index)to the Park District. The following figure is a rendering of the outside of the UW Sports Factory along the Rock River. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 16 strategic partners Figure A-11 5 �W OkiN FACTORY .. MI MIMI . d - . _ ,,, , The UW Health Sports Factory offers 96,000 square feet of hard court surface, which includes the following configurations; 16 volleyball courts (two being championship courts); eight basketball courts (one being a championship court); 16 wrestling mats;42 pickleball courts.Additionally, the facility includes seating for up to 3,700 spectators, five meetings rooms and trade show space.Also, included in the 108,000 square feet is an event plaza, restaurant/bar and a riverfront boardwalk. The following figure shows the basketball courts with volleyball nets at the UW Health Sports Factory. Figure A-12 ' - '-f -- ' 1118—Ird5— '-:.*: :------------ ---.. ,.. .- .,.,;may, T -,, ;', ., zr 1 3 , - ...„.._____- -- , , -- -_-_-„,., „ _ ___, .-4*,114., 4,--', ai 11_ iiiiiiku''' , M 4., ......,,-- � ®b - - ams , - NI - . ... a _.. r t e UW Health Sports Factory is intended to accommodate local groups, while offering tournament-level facilities to host and attract larger regional and national tournaments. Prior to opening, UW Health Sports Factory staff Collier County Sports Market&Needs Assessment Study Addendum 1-Page 17 strategic partners had pre-booked more than 25 event days from the middle of May through the end of 2016. Rockford Hoops, which offers youth basketball tournaments,had more than 5,600 teams from ten states and three countries last year and will be using UW Health Sports Factory as the home for all tournaments. In addition to these tournaments, the Rockford Park District offers adult and youth volleyball leagues, lessons and camps year- round. UW Health Sports Factory had more than 60 tournaments and 80,000 visitors in its first year. LakePoint Sporting Community—Emerson, GA The LakePoint Sporting Community is located in Emerson, Georgia,west of 1-75 and east of SR-43 off Old 41 Highway NW. LakePoint is 35 miles north of Atlanta and is the largest sports complex in the Atlanta MSA.The tournament-first facility opened in 2014, and is on privately-owned land with state-funded infrastructure. The development is phased and features outdoor and indoor sports facilities,hotels,dining options, retail and other support amenities throughout a campus of 1,400 acres. The following shows the master plan development plan at LakePoint Sporting Community. Not all of the fields have been developed. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 18 strategic partners Figure A-13 MASTER DEVELOPMENT PLAN N,--0 SC,F 4.TF rt#N 4 iFti,,C,4,li;F,L pCHAN.; I: Or :," .::::;"."*1 I.....--r'* %1111r. 4/ : Pkv 4 a � Qx. a �' ill 0.a !! 1 %NI '* : *;44 .--.- Atm , . __,, °v LRKFP©inr TH1 PhET1 f P`,PCr :Af,AT+,)N )E',,* 7NATION The 1,400-acre campus is divided into a North Campus and a South Campus.The South Campus includes the current facilities that have been developed,while the North Campus is planned for future developments. The following figure illustrates the South Campus layout and amenities. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 19 strategic partners Figure A-14 . - } ^\\ 31 : T rir�ran'k� � � \ J ` s‘cet N t , ' ifs► Elsier ..,.... ),..if:, � \�®' 283 \\ JlfiJI _Ai ay / ,1\ \. ,\, 74Fli.t.:::::1:\-;:;;;-„, 4,4 ...,,,.- /.0.„' '' ''...:-..„‘ \ \\\\ r • :. '''\\ \\ ) f-n ,>':0"11 , N' 4 , c SPORTS CQI A� i��\ ' "u' '•,�u. 'v\ ,,,,,—,k, ,ate; , ) 1. �� r, i :4s / + V Ki \\ \ \ N. . .'' N. ti 11 \\ r--",..., \, SOUTH CAMPUS 1 LONCfail/+_4't(hAN ` , LakePoint's South Campus currently features eight baseball diamonds, three multipurpose fields, ten beach volleyball courts, three cable wakeboarding pools and a 170,000-square foot indoor facility. The indoor facility includes 12 basketball courts that convert to 24 volleyball courts. In addition to the sports facilities, LakePoint includes three on-site hotels,four dining options and an entertainment venue(LakePoint Station). Collier County Sports Market&Needs Assessment Study Addendum 1-Page 20 strategic partners The baseball diamonds are all turf fields and are programmed by Perfect Game and include an entrance walkway that features converted storage containers for companies to utilize as a merchandise store.Throughout the spring, summer and fall the baseball complex is utilized nearly every weekend with Perfect Game events. In June and July collegiate teams program the facility every week. In addition to field rental fees,LakePoint also charges rent for the storage units as well as revenue share of sales generated from each storage unit. The multipurpose fields are turf fields that include Hydro Chill,an evaporative cooling solution that cools the synthetic turf in the hot,summer months.This technology cools surface temperatures by 30 to 50 degrees.The feedback from participants, teams and spectators have all been positive since Hydro Chill was installed. The baseball and multipurpose facilities feature LED Philips lighting,which keeps the light focused on the sports facilities and not bleed out to nearby areas. The following image shows the hardwood courts at the indoor facility. Fi'ureA-15 r .,e •-.: ill ..,, --. .--.--: -- t::-..4- -2-;,./.._ .--_-_:.-2,_,-_ --,,---- .-.7.-..i, . -_ - i.t"NI pu.{,ym , 7 ainit `It.' - i ��if is/_ 'II! i The$37-million, column-free indoor facility has 170,000 square feet.The facility is equipped with its own fiber network for broadcasting and 2,500 removable/slide out seats. The equipment for volleyball and the court dividers both come down from the ceiling.Staff at the indoor facility has the ability to cover the hardwood courts to program other floor sports and to utilize the removable seating.The facility has a third-party agreement with a concession vendor,but management is interested in taking over concessions in the future.Sponsorships have been lower on the priority list,but management indicated sponsorships will be a focus going forward.The facility does not currently have a naming sponsor but does have agreements with Coca-Cola, Kia and a local health organization. The indoor facility programs tournaments and events for basketball, volleyball, wrestling, cheerleading and dance, martial arts and other indoor sports. From conversations with management, cheerleading is the most profitable tournament type programmed at the facility and younger-aged girl events and tournaments have the highest spectator to participant ratio. Management prefers to own the events that are programmed in the facility to capitalize on revenues and eliminate expenses.However,the majority of tournaments programmed are third- Collier County Sports Market&Needs Assessment Study Addendum 1-Page 21 strategic partners party tournaments. The facility is averaging two tournaments per month and has more than 175 event days booked for 2017,which includes daily usage by local groups. Since its opening, the LakePoint Sporting Community has had more than two million visitors. The events that are booked at both the indoor and outdoor facilities require a need for approximately 7,000 hotel rooms during peak months (June and July). The campus has developed 500 of the 1,400 acres as of 2016, which includes two hotel developments. June and July's need for 7,000 hotel rooms is forcing participants and spectators to book hotel rooms outside of the sports campus and even the county. Management indicated that the complete development of the 1,400 acres will include 25 hotels on campus with approximately 4,500 rooms. In addition, the complete development will include 12 additional baseball fields and ten more multipurpose fields as part of the North Campus development. Westfield Grand Park— Westfield, Indiana The Westfield Grand Park is located in the city of Westfield, Indiana, on the suburban fringe north of Indianapolis. The city has designed, developed and constructed a comprehensive sports campus to meet the needs of the growing youth sport programs in the community and to host major tournaments.The first phase of the Westfield Grand Park development began construction in the fall of 2011 and opened in 2014. Grand Park is located on a 400-acre site north of State Road 32 and west of U.S.31. The following figure is a map of Grand Park including both of its indoor facilities. Figure A-16 i Az0srtae E3a1 STREET — dP-k mg *+ f • 4"11.1-:. HtlTEI Q` vrva Naltx Af}4AIh P' fi€iu6 4IFlEirSPORTS P EVENTS C4NTEA 431,ISGK+ *„®�w HEADQUARTERS 4,.M+ b e O c:t ma F i ttt g 11111 I.5Datf _ r *Itet lot ,� gr j{ 1 N f fi "'Mit UM it Omr.uaN,AW f,ao ,tom 4 < ( flESIFG' .OAMGNU Q m V90 CNM1MH]N- p 1 TM 'Tr SR32 vi ..` E_186z'4 STREET T SR3't S Inn In phase one,the campus included a variety of championship-level outdoor facilities as well as a multi-purpose indoor facility. Phase one included: • 12 baseball fields, including two championship fields with spectator stands, synthetic turf and lights,as well as seven other fields with synthetic turf and lights; • 14 dedicated softball fields with dirt infields; Collier County Sports Market&Needs Assessment Study Addendum 1-Page 22 strategic partners • 31 soccer/football/lacrosse fields, including one championship field with spectator stands, synthetic turf and lights, as well as seven fields with synthetic turf and lights; • Two multi-purpose indoor facilities with a multi-use floor for basketball, volleyball, indoor soccer and other indoor uses. Grand Park has 24 Kentucky Bluegrass multipurpose fields that are 120 by 90 yards each, seven synthetic fields that measure 120 by 80 yards each and eight lighted fields, which include one championship/stadium field.The park also includes 18 grass diamonds,four full-size synthetic diamonds and four junior-size synthetic diamonds.The synthetic turf allows for increased usage of the fields and diamonds.Other important amenities at Grand Park include centralized concession areas,restroom facilities and extensive parking.The indoor sports facilities that were developed after the outdoor fields will allow soccer and baseball training to continue year- round, as well as provide indoor sports opportunities such as basketball and volleyball.A new highway and a 24-hour care center were developed simultaneously with the complex to accommodate visitors and provide emergency care for events. The City of Westfield developed relationships with various sports entities in the Westfield area,two of which are the primary tenants. These tenants generate the majority of events and participants at the park, both through leagues and by hosting tournaments at the facility. The tenants also book or allow other organizations' events/leagues to book. The Indiana Soccer Association (ISA) is the primary tenant for the soccer fields and the Indiana Bulls baseball club is the primary tenant for the baseball/softball fields. Phase two of the complex included the development and construction of two indoor facilities: the Jonathon Byrd's Fieldhouse that opened in January 2016 and the Grand Parks Events Center that opened in July 2016. The following figure shows a rendering of the inside of the Fieldhouse. Figure A-17 8 COURTS 5 Ea tp. y. .--z-z,• ' , ,..__ is7,# 7.,,- •, ,-,,,k, dr i ., if k o • 3 The$8.1-million Jonathon Byrd's Fieldhouse opened to the public in 2016.The 88,000-square foot fieldhouse includes eight basketball and eight volleyball courts. Also, included in the facility are a sports rehab, strength and conditioning facility,Jonathon Byrd's restaurant and elevated seating for up to 400 people.Jonathon Byrd's, a local catering company, executed a ten-year agreement with the City of Westfield to be the naming sponsor Collier County Sports Market&Needs Assessment Study Addendum 1-Page 23 strategic partners of the indoor court facility. Grand Park indicated that the fieldhouse was booked throughout 2016, before the facility officially opened. In 2017, Jonathon Byrd has pulled its partnership with Grand Park and is evaluating the extent of the relationship going forward. The Indiana Juniors volleyball club and the fieldhouse established a five-year agreement to move the club's headquarters to the fieldhouse and lease nearly 5,000 square feet of space. In addition, the Indiana Youth Basketball League(IYBL)now programs all league, games and tournaments at the fieldhouse. The Grand Park Events Center had its grand opening ceremony in July 2016. The$20-million facility features 370,000 square feet and three full-sized multipurpose turf fields.The facility also includes office space, locker rooms, meeting rooms and a Jonathon Byrd's family dining restaurant. In 2016, Indiana Soccer Association (ISA)announced that in November, ISA would relocate its headquarters to the Grand Park Events Center and offer a variety of indoor soccer leagues. Max Lax, a central Indiana-based lacrosse league, also announced that Grand Parks Events Center would be the home facility for all league games and tournaments. The Grand Park Events Center was built by the South Bend-based Holladay Properties and has executed an agreement with the City of Westfield to lease the facility to the City. The City of Westfield will pay Holladay Properties$53 million,with interest,to lease the facility over 25 years.The City of Westfield intends to generate the lease payments from subleases and user fees form sports leagues and events; however, if this revenue does not cover the payment,tax dollars will back the lease. The figure below shows an organization chart of the primary users of the Grand Park. Figure A-18 Westfield Grand Park Tenants and Local Clients LCity of Westfield Tenant-Indiana Soccer Assn. Tenant-Indiana Bulls Soccer/Multi-Use Fields BasebalVSoftball Fields 1 Westfield Youth Soccer Assn.Soccer Westfield Youth Sports,Inc. Westfield Youth Sports,Inc. Football,Lacrosse,Rugby Baseball,Softball As the chart above shows, the two tenants, the ISA and the Lids Indiana Bulls, will cooperate with the local clients in the scheduling and use of the fields. The local groups, the Indiana Fire Juniors (merger between Westfield Youth Soccer Association and Carmel United Soccer Club) Westfield Youth Sports, Inc., primarily provide league play for a variety of sports.The Indiana Fires Juniors Club will have more than 2,600 youth and adult players using the Grand Park as their home facility.The newly formed club is an affiliate of the Chicago Fire MLS team. ISA oversees maintaining fields and operating and marketing soccer and other field events,and it is responsible for funding these operations.Therefore, ISA receives all revenues from event fees and rental fees of the fields Collier County Sports Market&Needs Assessment Study Addendum 1-Page 24 strategic partners they operate. ISA also receives 35 percent of parking fees collected at Grand Park, concessions revenue for certain field events and $8.40 per room night generated as a result of its events. The $8.40 per room night comes from a $15 per room night hotel use fee that the city levies against users of Grand Park. ISA is also contractually obligated to contribute $400,000 annually to a capital improvements fund used for any non-City controlled areas.The Bulls have a similar fee structure. The Bulls are responsible for funding the maintenance of the baseball/softball diamonds at Grand Park, including utilities, and holding and promoting events. The Bulls, too, receive all revenues from its events, 35 percent of parking fees and concessions for certain events.The Bulls do not receive any revenue from the hotel use fee; instead, their portion goes directly to the City. The Bulls must also contribute $320,000 annually to a capital improvements reserve for any diamond-related repairs or improvements. The City of Westfield manages and maintains all common areas of Grand Park, including restrooms, concessions, parking and other areas not directly related to the fields or diamonds. It also pays to irrigate the fields.The City is charged with managing and producing sponsorships and naming rights,from which it receives all revenues. Westfield also takes 30 percent of gross revenues for all parking fees and all concessions revenues that are not given to ISA or the Bulls during special events, as they contract these services through Urick Concessions, a third-party concessionaire. Lastly, the City of Westfield receives $3.60 per room night generated by ISA events and$12 per room night for Bulls events. The first season of baseball games from April to October 2014 had more than 5,000 games scheduled. Each tournament,mostly sponsored by the Indiana Bulls,averaged 60 teams from 15 states and two countries.Other tournaments included the Midwest High School Classic,with teams representing four states.The very first game took place on March 8, 2014,when DePauw University and Manchester University played a collegiate game. The City of Westfield issued a $45-million bond to fund the construction of Grand Park's fields, diamonds and other necessary facilities.However,these funds proved to be less than needed after complications arose during construction and less-than-expected revenues from sponsorships and naming rights.The City decided to lend the project$6 million,which came from the sale of its water and wastewater utilities to Citizens Energy Group, from its city infrastructure fund. With Grand Park's development completed, it is expected to attract more than 500,000 people annually. The facility is also expected to generate$3.5 million in surrounding area shopping,$4.8 million in meals purchased, and$2.2 million in hotel revenue annually,and produce 2,300 jobs in the first three years,.Several hotels, retail and entertainment developments are near the complex, but were well established prior to Westfield Grand Park's development. Grand Park has averaged 70 to 80 events per year since opening. Soccer and baseball events program the majority of the events each year. Weekdays for the indoor facilities are primarily programmed with local use, with tournament use on the weekend. The number of events is expected to increase with the addition of the Fieldhouse and Event Center. The following table shows visitor data at Grand Park from 2014 through 2016(estimated). Collier County Sports Market&Needs Assessment Study Addendum 1-Page 25 strategic partners Table A-9 Grand Park Event Visitor Data-2014.2016 Soccer& Baseball& Field Sports Softball Grand Opening Yearly Total Overnight Visits 2014 161,982 100,360 -- 262,342 2015 247,952 402,735 -- 650,687 2016* 272,747 426,235 698,982 Day Trip Visits** 2014 139,037 108,610 -- 247,647 2015 163,823 183,480 -- 347,303 2016* 180,205 191,323 -- 371,528 Local Visits 2014 209,863 177,444 9,500 396,807 2015 225,619 158,026 -- 383,645 2016* 248,181 190,067 -- 438,248 Total Visits 2014 510,882 386,414 9,500 906,796 2015 642,041 744,241 -- 1,386,282 2016* 706,245 807,625 -- 1,513,870 2015%Non-Local 64% 79% -- -- *Estimate **Visitors from outside of Hamilton County Source:City of Westfield The park had nearly 1.4 million visitors in 2015,which is up from 906,796 in 2014 and represented a 53 percent increase.A majority of the visitors came from outside of Westfield;nearly 80 percent of the baseball and softball visitors were from other cities and 64 percent of soccer visitors were not local. Of the total visitors in 2015, nearly 47 percent were overnight visits. The increase in visitors also brought an increase in spending.The City of Westfield indicated that spending in 2015 increased nearly 115 percent compared to 2014. The City of Westfield expected visitor spending to increase eight percent in 2016. Area businesses have experienced the intended impacts of Grand Park with the events and daily activities taking place at the complex. The local surrounding restaurants have experienced noticeable effects such as extended wait times when events are occurring at the complex. In addition,the local hotels attribute 90 percent of weekend guests to Grand Park. Large Sports Complex Impact Data e Large sports complexes with dozens of fields and/or a large indoor facility are a fairly recent trend. Many have only been open for under three years. However,early results show the impact of these facilities on hotel room nights and overall visitors. HSP has gathered data on several of these large complexes and presents the latest available information below. Collier County Sports Market&Needs Assessment Study Addendum 1-Page 26 strategic partners Table A-10 Comparable Facilities Summary Outdoor Indoor AOt Year f Visitors per Facility Location Opened #Visitors* sitors al 4 Courts s/ Field/Court ��." Other National Sports Center Blaine,MN 1990 4,250,000 63 67,460 52 — Yes — 2 8 Golf Course,Velodrome Maryland Soccerplex Boyds,MD 2000 650,000 33 19,697 24 — Yes 8 2 -- Reach 11 Sports Complex Phoenix,AZ 2006 n/a 23 n/a 18 4 Yes — -- -- - Scheels Overland Park Overland Park,KS 2009 700,000 13 53,846 12 — -- 1 -- -- Skate Park,Tennis Courts Premier Sports Campus Lakewood Ranch,FL 2011 n/a 22 n/a 22 — -- — -- -- Training Center Irvine Great Park Irvine,CA 2016 -- 39 — 18 12 Yes 4 -- 4 Tennis,Sand Volleyball,Golf Course Westfield Grand Park Westfield,IN 2014 2,000,000 68 29,412 31 26 -- 8 3 -- Event Center Average 2007 1,900,000 37 42,604 25 14 1 5 2 6 'Includes participants and spectators Source:Various Facilities,Hunden Strategic Partners As shown, the average number of visitors in this wide array of complexes is 1.9 millon per year. That figure includes players, coaches and spectators. That equates to approximately 43,000 per field or court per year. While exact hotel room night figures are not available, the Westfield example suggests that the hotel room nights to total visitor ratio is about 1:3. If this were applied to the average,then a generic situation could expect about 14,000 room nights per field/court per year. HSP has made very specific projections for the complex proposed in Collier County, but these figures show how real these complexes are and suggests major impacts. Collier County Sports Market&Needs Assessment Study Addendum 1 -Page 27 1 . 1 1 • I strategic partners ---- mp „; , CLANCY'S architects SPORTS PROPERTIES The following document is an excerpt from the Collier County Market and Needs Analysis presented to the Collier County Tourism Development Council on May 23, 2016 Submitted to: Jack Wert Executive Director Florida's Paradise Coast Convention & Visitors Bureau 2800 N. Horseshoe Drive Naples, FL 34104 May 17, 2016 May 23, 2016 New Business 7-a 30 of 39 strategic partners The following figure shows estimated magnitude of costs for the 1-75 County Tract site. Table 14 I.75 County Tract Sports Complex Estimated Order of Magnitude Costs Item Unit Quantity Price Subtotal Site Preparation(60%of Site) CYSY 294,575 $5C $14,728,750 Fill,demucking,clearing I grubbing(assumes 3 ft depth-no geotechnical) 514,728.750 Fields Field 16 $600,000 $9,600,000 Sub-grade,drainage,profile,irrigation,seeding,lighting,fencing,miscellaneous $9,600,000 Infrastructure I Support Irrigation building Building 1 $12,000 $12,000 Field House Building 1 $600,000 $600,000 Baseball Tower Building 2 $450,000 $900,000 Electrical Distribution on Site(40%of Site) SF 1767,454 $2 00 $3,534,908 Parking Space 1,440 $3,000 $4,320,000 Roadway LF 4,195 $1,900 $7,970,500 General Landscaping SF 2,458,176 $2 25 $5,530,896 Hardscape(non-vehicular) SF 30,000 $12 00 $360,000 General Site Lighting(parking/roadway/walkway areas) SF 809,730 $4.00 $3,238,920 Site Signage Allowance Lump Sum 1 $100,000 $100,000 $26,567,224 Subtotal $50,895,974 Contingency(15%) $7,634,396 Total Allowance $58,530,370 'Other Costs Not Included:Off-Site Utilities,Design,Permit Fees Reports,Investigations Environmental,Mitigation Tree,Widlite Protection Water Features, Drainage Features(wells,retention)Artificial Tun,Scoreboards Source:BEA Architects Inc,Hurden Strategic Partners The recommended full build out development cost is estimated to be$58.8 million. The site preparation costs are estimated at nearly$15 million.The assumption of wetlands and other environmental issues are expected to add costs to development of a site like the 1-75 County Tract.The field costs are estimated at$9.6 million, while infrastructure and support costs are estimated at$26.5 million. The estimated costs are assumed to be accounted for in the site work, infrastructure and contingency costs. It is important to note, the costs are estimations and it is highly recommended the appropriate environmental studies are conducted to determine the amount of wetland and imperiled species mitigation is required on the site.Above costs are general allowances for"order-of-magnitude"construction costs for preliminary budgeting only.The cost information is not based on a sufficiently developed site-specific project design, nor has it been vetted with Collier County local contractors. Site preparation costs may increase due to site conditions and recommendations of geotechnical engineer. Phased Development The construction of sports complexes across the country is on the rise. However, municipalities are developing sports complexes differently either all at once or through phasing different portions over time. There are numerous factors such as overall project cost, financing, land control, single sport vs. multi-sport Collier County Sports Market&Needs Assessment Study Executive Summary-Page 27 May 23, 2016 New Business 7-a 31 of 39 I II . strategic partners facility, expansion vs. new build, demand growth and others that impact the decision-making process on whether to phase the construction of a sports facility. A phased development of the recommendations is an option. The phased development could include a modest expansion of an existing facility such as North Collier Regional Park before making a larger investment into a new tournament facility. For example,this would allow the County to increase multipurpose and/or diamonds at North Collier Regional Park in order to improve the park's competitiveness regionally and ability to accommodate larger events at one site. A phased development will not immediately provide the "home-run" facility necessary to enter the ultra- competitive pursuit to secure regional and national events. However, it will provide Collier County the opportunity to accommodate growth in demand, secure more events, and provide more time to develop a strategic plan to fund and develop a destination tournament facility, if sports facility development is a priority for the community. Governance and Management These types of facilities are significant businesses and must be responsive to the needs of the market. When well run, they can generate net income for the owner. If treated as a public amenity,they can cause significant financial deficits, which would be covered by the owner— in most cases the public sector. The goal for the complex will be to both generate economic and fiscal impacts as well as maximize revenue and minimize expenses. The management staff of the sports complex will be one of the most critical elements to the success of the facility. Management must be as good of external marketers and champions for the facility as they are operators. The ability to maximize hotel usage is key to the economic and fiscal impact of the facility within the boundaries of Collier County. The tourism arm of the city and county, Florida's Paradise Coast Convention & Visitors Bureau, should continue to enhance the symbiotic relationship area sports complexes to orchestrate tournament bids, housing (hotel) management and destination packages that funnel spending and impact to area hotels and other businesses. One option that can help bring some clarity to the sales and management process would be a funding source from hotel room nights. Other sports facilities have created options where local hotels offer a combined room block and for every hotel room purchased in the block,a portion of the room rate is directed toward the sports complex. It is assumed the sports complex would receive a portion per room night for each 'local' room night generated. Given that the sports complex is generating the room nights,finding ways to return some of these impact funds to the sports complex will help sustain it financially. These proactive, market-based and tourism-responsive steps will help the sports complex succeed as a competitive market-based operation,even if owned publicly. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 28 May 23, 2016 New Business 7-a 32 of 39 I I ,I: strategic partners Sports Marketing Plan The review of facilities and the conversations with the key stakeholders in Collier County exposed some facility and seasonality weaknesses but also provided some strong opportunities to strengthen Collier County as a great place to "live and play" as well as to "visit and play". The challenge in putting together recommendations on impactful marketing and business development tactics rests in one word that becomes a thread in objectives..."Clarity". For Collier County this will mean: • Clarity in Vision • Clarity in Goals&Objectives • Clarity in Responsibilities • Clarity in Evaluation Metrics In order to strengthen Collier County sports tourism and develop the reputation of the community as both a premier leisure and sports tourism destination, a comprehensive and long-term marketing and public relations strategy needs to be devised and implemented by a combination of stakeholders,which may include leaders from the City, Convention and Visitors Bureau, Park District and other key members of the community.Collier County has the opportunity to be known as a destination of important sports events, enhance the appeal of the area and drive economic impact to the county, region and state. Demand and Financial Projections Based on the feedback provided by club directors, national governing bodies and tournament organizers,the demand and financial projections assumed the following. • Eight multipurpose fields. • Eight baseball/softball diamonds. • Site should allow for future expansion of at least eight more multipurpose fields and four diamonds. • Operating Assumptions • The facility will be municipally owned. • The facility will be managed by a third-party entity. This entity will be charged with proactively programming the facility as well as oversee the day-to-day operations. • The facility is assumed to be operated in a first-class manner by the parties who have operated similar facilities. • User groups and event organizers will be proactively engaged to utilize and host events at the facility. • Programming Assumptions • All eight multipurpose fields will be artificial turf.The diamonds will have artificial turf. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 29 May 23, 2016 New Business 7-a 33 of 39 1 strategic partners • All fields will have lights to allow for evening use. • Demand assumed a mix of newly created and existing events. Existing events assume an event that already occurs annually in the market is relocated to or hosts a portion of the event at the new sports complex. • Programming and demand considered the seasonality of sports, the primary tournament weekends throughout the year, as well as the existing annual events in the Collier County area. • Programming and demand considered the seasonality of the hotel market occupancy, rate and overall performance. Projections assumed hotel market conditions are conducive to accommodating youth sports tourism demand. The following table shows the number of annual events assumed for each user group. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 30 May 23, 2016 New Business 7-a 34 of 39 I is ' strategic partners Table 15 Projected Number of Events-Collier County Sports Complex Years Year2 Year3 Year4 Year5 Year Year? Year8 Your Year10 Soccer Competitive Existing Tournament 3 3 3 4 4 4 4 4 4 4 Competitive New Tournament 2 2 2 3 3 3 3 3 3 3 Local New Tournament 1 2 2 2 3 3 3 3 3 3 Youth Soccer Leagues(Spring&Fall) 24 24 24 24 24 24 24 24 24 24 Camps/Programs 6 8 10 10 10 10 10 10 10 10 Practices 28 28 28 28 28 28 28 28 28 28 Adult Soccer Leagues(Spring&Fall) 20 20 20 20 20 20 20 20 20 20 High School Regional/State Soccer Events' 2 2 3 3 3 4 4 4 4 4 Total 86 89 92 94 95 96 96 96 96 96 Stabil Competitive Existing Tournament 3 3 3 3 3 3 3 3 3 3 Competitive New Tournament 4 4 5 5 6 6 6 6 6 6 Local New Tournament 2 2 3 3 4 4 4 4 4 4 Youth Baseball Leagues(Spring&Fall) 24 24 24 24 24 24 24 24 24 24 Camps/Programs 6 10 12 12 12 12 12 12 12 12 Practices 28 28 28 28 28 28 28 28 28 28 High School Regional/State Baseball Events' 2 2 3 3 4 4 4 4 4 4 Total 89 73 76 78 81 81 81 81 81 81 SolbeS Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2 Competitive New Tournament 2 3 4 5 6 6 6 6 6 6 Local New Tournament 2 2 2 3 3 3 3 3 3 3 Youth Softball Leagues(Spring&Fat) 24 24 24 24 24 24 24 24 24 24 Camps/Programs 6 8 10 10 10 10 10 10 10 10 Practices 28 28 28 28 28 28 28 28 28 28 Adult Softball Leagues(Spring&Fall) 20 20 20 20 20 20 20 20 20 20 High School RegionalStale Softball Events' 2 2 2 2 3 3 3 3 3 3 Total 86 89 92 94 96 96 96 98 96 96 Football Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2 Competitive New Tournament 2 2 2 3 3 3 3 3 3 3 Local New Tournament 1 1 2 2 3 3 3 3 3 3 Youth Football Leagues(Spring&Fall) 20 20 20 20 20 20 20 20 20 20 Camps/Programs 6 8 10 10 10 10 10 10 10 10 Practices 24 24 24 24 24 24 24 24 24 24 High School Regional/State Football Events' 0 0 0 0 0 0 0 0 0 0 Total 55 57 60 81 62 62 62 62 62 62 Lacrosse Competitive Existing Tournament 1 1 1 1 1 1 1 1 1 1 Competitive New Tournament 0 0 2 2 2 2 2 2 2 2 Local New Tournament 0 1 1 2 2 2 2 2 2 2 Youth Lacrosse Leagues(Spring) 16 16 16 16 16 16 16 16 16 16 Camps/Programs 4 6 8 8 8 B 8 8 8 8 Practices 24 24 24 24 24 24 24 24 24 24 High School Regiana9State Lacrosse Events' 1 1 2 2 2 2 2 2 2 2 Total 48 50 54 55 55 55 55 55 55 55 Other Other Sporting Events 4 6 8 8 8 8 6 8 8 8 Collier County Events 1 1 2 2 3 3 4 4 4 4 Other Non-Sport Events 2 2 3 3 4 4 5 5 5 5 Total 7 9 13 13 15 15 17 17 17 17 Total Events 351 367 389 395 404 405 407 407 407 407 'Tournament Events 31 33 40 45 51 52 52 52 52 51 • Source:Various Sports Otganizations.Hunden Strategic Parlors As shown, there are projected to be approximately 407 events in the stabilized year, including approximately 52 tournaments. Each season, practice and league event is considered one event occasion. A 12-week season would account for 12 events. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 31 May 23, 2016 New Business 7-a 35 of 39 I I4 • 1 strategic partners The next table shows the total number of visitors (participants and spectators) expected at the sports complex. Table 16 Projected Total Visitors(Players,Coaches,Families)-Collier County Sports Complex Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Soccer Competiive Existing Tournament 6160 8,323 8,490 11,546 11,777 12,012 12,253 12,498 12,748 13,003 Competitive New Tournament 3,754 3.866 3,982 6,152 6,337 6,527 6,723 6,925 7,132 7,346 Local New Tournament 1,711 3,525 3,631 3,740 5,778 5,951 6,130 6,314 6,503 6,698 Youth Soccer Leagues(Spring 6 Fall) 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612 Pradices 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 Adult Soccer Leagues(Spring&Fal) 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5.148 5.148 High School Regional/Slate Soccer Events' 377 377 566 566 566 754 754 754 754 754 Total 61,971 64,367 65,257 70,607 73,076 73,879 74,509 75,155 75,818 76,498 Baseball Competitrve Existing Tournament 8,160 8,323 8,490 8,659 8,833 9,009 9,189 9,373 9,561 9,752 Competitive New Tournament 7,066 7,278 9,370 9,651 11,929 12,286 12.655 13,035 13,426 13,829 Local New Tournament 3,422 3,525 5,446 5610 7,704 7,935 8,173 8,418 8,671 8831 Youth Basebal Leagues(Spring&Fal) 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 Camps/Programs 884 1,489 1,804 1,822 1,841 1,859 1,878 1,896 1,915 1,935 Practices 6,699 6,699 6,699 6,699 6,699 6.699 6699 6,699 6,699 6,699 High Smoot Regional+Slate Baseball Events' 386 386 580 580 773 773 773 773 773 773 Total 49,802 50,884 55,573 56,205 60962 61,746 62,551 13,379 64,228 65,102 Softball Competitive Existing Tournament 4.760 4,855 4,952 5,051 5,152 5,255 5,361 5,468 5,577 5,689 Competitive New Tournament 3.533 5,458 7,496 9,651 11,929 12,286 12,655 13,035 13,426 13,829 Local New Tournament 3,422 3,525 3,631 5,610 5,778 5,951 6,130 6,314 6,503 6,698 Youth Softball Leagues(Spring 6 Fall) 21.324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612 Practices 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 Adult Softball Leagues(Spring 8 Fall) 17,280 17,280 17,280 17,280 17.280 17,280 17,280 17,280 17,280 17,280 ilsO Scholl ReganaliSlata Softball Events' 359 359 359 359 538 77,808 78,475 79162 79,567 80 593 Total 66,105 67,615 70,160 14,416 77,156 77,108 78,475 79.162 19,687 80,553 Football Competitive Existing Tournament 2,208 2,252 2,297 2,343 2,390 2,438 2,487 2,536 2,587 2,639 Competitive New Tournament 1,584 1,632 1,680 2,596 2,674 2,754 2,837 2,922 3,010 3,100 Local New Tournament 792 816 1,680 1,731 2,674 2,754 2,837 2,922 3,010 3,100 Youth Footbal Leagues(Spring 6 Fall) 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 Camps/Programs 1,056 1,422 1,795 1,813 1,831 1,850 1,868 1,887 1,906 1,925 Practices 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 Nigh Schots Regional/Slate Football Events' 0 0 0 0 0 0 0 0 0 0 Total 12,337 12,618 14,150 15,180 16,267 16,453 16,726 16.964 17.209 17.461 Lacrosse Competitive Existing Tournament 1,581 1,612 1,645 1,678 1,711 1,745 1,780 1,816 1,852 1,889 Competitive New Tournament 1,382 1,424 2,933 3,021 3,112 3,205 3,301 3,400 3,502 3,607 Local New Tournament 672 685 699 1,426 1,455 1,484 1,514 1,544 1,575 1,606 Youth Lacrosse Leagues(Spring) 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 Camps/Programs 352 533 718 725 733 740 747 755 762 770 Practices 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 High School Regional/Stale Lacrosse Events' 193 193 386 386 386 386 386 386 386 386 Total 10,437 10,705 12,638 13,494 13,653 13,817 13,986 14,158 14,335 14,516 Other Otter Sporting Everts 730 1,116 1,518 1,549 1,579 1,611 1,643 1,676 1,710 1,744 Caller County Events 1,550 1,550 3,100 3,100 4,650 4,650 6,200 8,200 6,200 6,200 Other Non-Sport Events 1,200 1,200 1,800 1,800 2.400 2,400 3,000 3,800 3,000 3,000 Total 3,430 3,866 6,418 6,449 8,629 8,661 10,843 10,876 10,910 10,944 Total Visitation 203,212 210,258 224,204 236,351 249,745 252,404 257,090 259,694 262,368 265,113 'Total Tournament Vsitatiun 53,523 58,416 68,313 80,356 91,495 94,048 96,476 98,971 101,534 104,168 Source:Various Spats organizations.Hurden Strategic Partners Total attendance is projected to increase from more than 200,000 to approximately 265,000 by stabilization, depending on the number of tournaments held. Nearly 105,000 attendees are projected from tournaments by the tenth year. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 32 May 23, 2016 New Business 7-a 36 of 39 I . # strategic partners Financial Projection The next table is a consolidated estimate of revenue and expense for the sports complex. Table 17 Collier County Sports Complex•Financial Projections(thousands of inflated dollars) Fiscal Year Item Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Operating Revenue Rental Fees $604 $673 $752 $802 $855 $881 $912 $940 $968 $997 Net Concessions $34 $38 $46 $53 $62 $65 $70 $74 $77 $82 Net Novelties $2 $2 $3 $3 $4 $4 $5 $5 $5 $5 Advertising and Sponsorship $48 $67 $103 $106 $109 $113 $116 $119 $123 $127 Total Revenue $689 $780 $904 $965 $1,031 $1,063 $1,103 $1,138 $1,173 $1,211 Operating Expense Fixed Salary-Permanent Staff $290 $299 $308 $317 $326 $336 $346 $357 $367 $378 Salary-Part-lime/Seasonal Staff $100 $103 $106 $109 $113 $116 $119 $123 $127 $130 Benefits-Permanent Staff $96 $99 $102 $105 $108 $111 $114 $118 $121 $125 General and Administrative/Other $92 $95 $98 $101 $104 $107 $110 $113 $117 $120 Marketing Advertising $45 $46 $48 $49 $51 $52 $54 $55 $57 $59 Utilities $120 $124 $127 $131 $135 $139 $143 $148 $152 $157 Facility Maintenance $331 $341 $351 $362 $373 $384 $395 $407 $419 $432 Security $25 $26 $27 $27 $28 $29 $30 $31 $32 $33 Insurance $45 $46 $48 $49 $51 $52 $54 $55 $57 $59 Operating Expenses $1,144 $1,178 $1,213 $1,250 $1,287 $1,326 $1,366 $1,407 $1,449 $1,492 Facility Reserve $34 $37 $43 $47 $51 $52 $54 $55 $57 $59 Net Operating Income(Deficit) c,' S'g' Source:Hunden Strategic Partners The model assumes events will pay daily, hourly or complex fees to use the facility, based on fees charged at comparable facilities as well as current Collier County Parks and Recreation Department fee schedules. However, anchor tenant leagues may pay a lower rental rate, similar to how an anchor retail tenant in a mall pays lower rent per square foot as they guarantee consistent usage and demand. This is assumed to be negotiated on a case-by-case basis due to different needs of fields and time as well as amount of usage. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 33 May 23, 2016 New Business 7-a 37 of 39 i strategic partners Summary of Impacts The table below shows the summary of impacts from new spending and visits to the Collier County area. Table 18 Summary of Impacts 20•Years Stabilized Year Net New Spending (millions) Direct 5320 $'4.8 Indirect 582 $3.8 Induced $66 $3.0 Total $468 $22 Net New Earnings (millions) From Direct $118 $5 4 From Indirect $7 $0 3 From Induced $5 $0.2 Total $129 $6.0 Net New FTE Jobs Actual From Direct 362 345 From Indirect 13 13 From Induced 36 35 Total 412 392 Collier County Taxes Collected (000s) Tourism Development Tax(4,0%) $5.301 $249 Collier County Total $5,301 $248 Construction Impact (000s) Total Spending $18,614 Direct Labor Spending $21,071 Job-Years,Actual 114 Source: Hunden Strategic Partners In total, the sports complex is estimated to generate $468 million in total spending over 20 years. New earnings are projected to total $129 million over the period, supporting 412 full-time equivalent positions during that time. The local taxes collected over the period are projected to total approximately$5.3 million in Collier County. The construction impact totals more than $18.6 million in impact from materials spending locally and more than$21 million in spending from earnings as well as 114 construction job-years. Conclusion There is an opportunity to capture a piece of the burgeoning youth sports tournament activity at a new development in Collier County. The focus is on building an efficient and smart operating that maximizes revenue and impacts while minimizing operating expenses.This will ensure the net impact on the community is positive and long lasting. Collier County Sports Market&Needs Assessment Study Executive Summary-Page 34