Agenda 07/23/2019 Item #16F1 (09/10/2019 Item #16F1D for 07/23/2019 Absentia)07/23/2019
EXECUTIVE SUMMARY
Recommendation to approve the first amendment to Professional Service Agreement # 18 -7404,
Collier County Sports Complex Marketing and Support, to Sports Fields, Inc. in the not to exceed
amount of $950,000, with a limited Notice to Proceed capping expenditures at $150,000 for
promotional activities until Board ratification of the entire amendment.
OBJECTIVE: To begin the initial startup, marketing, and, management phase of the Collier County
Sports and Special Events Complex through the approval of the first amendment to contract #18-7404 for
continued professional services from Sports Fields, Inc.
CONSIDERATIONS: Sports Fields, Inc. (SFI) has performed services under Phase I of Professional
Services Agreement #18-7404 that was awarded on October 23, 2018. The Phase I Scope of Services for
SFI included consulting and assistance during the design and construction of the complex using a fee
schedule not-to-exceed $50,000 and not-to-exceed 120 days in length. Specific deliverables were outlined
per the contract, which SFI has to fulfill prior to entering the next phase of the contract.
SFI has developed and delivered a business plan necessary to enter Phase II of the contract for
management, operation, advertising, and marketing of the complex. The plan, and draft 1-year, 5-year,
and 10-year pro-forma documents, have been reviewed with staff and used to construct the Phase II
approach to the County’s contract with SFI.
Per the Phase II Scope of Services, using the information gathered during Phase I, staff has been
negotiating the Phase II piece of the contract. In consultation with SFI, County staff is recommending that
Phase II be split into two (2) sub-phases. Phase II-A will comprise the operational startup of the facility,
to include marketing, advertising, and partial equipping and staffing of the complex up to commencement
of operations. Phase II-B will be brought forward in advance of construction completion to transfer the
complete management of the complex prior to opening day. This phased approach allows us to time the
transition from a predominantly marketing, consulting, and start-up operation to a full management
contract based on a negotiated operating agreement that meets the actual date of completion. While SFI
would prefer to incorporate the transition to the operating agreement into this contract, County staff
believes that we will achieve a better outcome through continued negotiations prior to opening day.
Phase II-A will start August 1, 2019 and end May 1, 2019, when it is anticipated that the complex will be
turned over to SFI to commence regular operations. The total cost of Phase II-A is not-to-exceed
$950,000.
Phase IIA includes the following cost categories:
• Category A: Corporate Marketing and Consulting/Management Fees (not-to-exceed $444,000)
• Category B: Operations Start-up Costs (not-to-exceed $341,000)
• Category C: Limited Park Staffing (not-to-exceed $165,000)
Costs incurred in Phase II-A will be pass-through costs, fully reimbursable, and auditable at any time by
the County. Contract exhibits are provided for budgeting and scheduling purposes, the timing and
adherence of actual expenditures to identified spending categories may differ.
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07/23/2019
Phase II-B is anticipated to begin May 1, 2020. The details of Phase II-B will be negotiated with SFI over
the course of the operational startup phase and presented as an amendment to this contract at a later Date.
Due to the issuance of this contract amendment coming during the summer in absentia, the contractor will
be issued a limited Notice to Proceed that limits any costs incurred to $150,000 until the Board is back
and can ratify the amendment in September. It is essential that SFI begins the marketing, management,
and operational consulting phase on as soon as possible so that the County has the highest positive
exposure when the facility opens in the spring/summer of 2020.
Most sports events in the industry are organized, scheduled and booked a minimum of one year in
advance. The importance of beginning the operational start-up items identified in this phase immediately
is to start getting the necessary information in front of potential end-users as soon as possible. This
includes attendance at industry leading trade shows, such as Connect Sports in Louisville, Kentucky
taking place August 25 - 28, 2019.
Along with the marketing aspects of the park come the operational start-up tasks ranging from staffing
and hiring to standard operating procedure manuals, website, branding and social media account
activation. All of these items take time in their own silo, however as you incorporate all of the items
together with the necessary chronological order, it is imperative that the process begins as soon as
possible.
Approval of this item by the County Manager is subject to formal ratification by the Board of County
Commissioners. If the decision by the County Manager is not ratified by that Board, the Amendment
shall be enforceable against Collier County only to the extent authorized by law in the absence of such
ratification by that Board.
FISCAL IMPACT: Phase II-A of the contract with SFI will not exceed $950,000. Funding for the FY19
portion of Phase II-A of the Contract is currently available in Amateur Sports Complex Fund (759). Fund
759 is comprised of transfers from the General Fund (001) and TDC Promotions fund (184). Funding for
the FY20 portion of the contract is budgeted in the proposed FY20 Sports Complex budget.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
action.
LEGAL CONSIDERATIONS: This item is approved for form and legality and requires a majority vote
for Board action. - JAK
RECOMMENDATION: That the Board of County Commissioners approve the first amendment to
Professional Service Agreement # 18-7404, Collier County Sports Complex Marketing and Support, to
Sports Fields, Inc. in the not to exceed amount of $950,000, with a limited Notice to Proceed capping
expenditures at $150,000 for promotional activities until Board ratification of the entire amendment.
Prepared by: Sean Callahan, Executive Director, Corporate Business Operations
ATTACHMENT(S)
1. 18-7404 Sports Complex Amendment CAO approved (PDF)
2. Collier Business Plan Final (PDF)
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07/23/2019
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.F.1
Doc ID: 9665
Item Summary: Recommendation to approve the first amendment to Professional Service
Agreement # 18-7404, Collier County Sports Complex Marketing and Support, to Sports Fields, Inc. in
the not to exceed amount of $950,000, with a limited Notice to Proceed capping expenditures at $150,000
for promotional activities until Board ratification of the entire amendment.
Meeting Date: 07/23/2019
Prepared by:
Title: Executive Secretary to County Manager – County Manager's Office
Name: MaryJo Brock
07/23/2019 11:17 AM
Submitted by:
Title: County Manager – County Manager's Office
Name: Leo E. Ochs
07/23/2019 11:17 AM
Approved By:
Review:
County Attorney's Office MaryJo Brock Level 3 County Attorney's Office Review Skipped 07/23/2019 11:17 AM
Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 07/23/2019 11:17 AM
County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 07/23/2019 12:12 PM
Board of County Commissioners MaryJo Brock Meeting Pending 07/23/2019 9:00 AM
16.F.1
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Packet Pg. 40 Attachment: 18-7404 Sports Complex Amendment CAO approved (9665 : Sports Complex Marketing and Support)
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Packet Pg. 47 Attachment: 18-7404 Sports Complex Amendment CAO approved (9665 : Sports Complex Marketing and Support)
SFI BUSINESS PLAN
COLLIER COUNTY SPORTS PARK
& YOUTH SPORTS TOURISM
Created For:
16.F.1.b
Packet Pg. 48 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
July 17, 2019
Sean Callahan
Executive Director
Corporate Business Operations
Naples, FL 34104
Dear Mr. Callahan:
In 2018, the Board of County Commissioners of Collier County entered into an agreement with Sports
Fields, Inc. (SFI) to provide consulting services for the new Collier County Sports Complex. As part of
these services, SFI has worked closely with the project team to assist with a number of deliverables
throughout the design phase of the project that we believe will have a long lasting positive impact on
the project in a number of different ways, including but not limited to: guest experience, community
impact, economic impact and profitability.
As part of our agreement, SFI was also engaged to complete it’s own business plan, financial analysis
and economic impact report for the project. SFI’s unique approach of self-operations and creative
management has a long and proven track record of creating facilities that deliver an immense amount
of economic impact, increase local resident opportunities and quality of life, and drive profitability. The
business plan included in this package looks at the first ten years of operations at both the new sports
complex as well as tournament operations at North Collier Regional Park.
As you will see, the approach is a creative one, with our structure starting as a management entity and
evolving into an operations team. The purpose of this strategy is to not overspend or overuse assets
in the initial years while the complex is being phased in; while still creating opportunities for events
that will drive visitation and in-market spending. This systematic approach allows the complex to
grow its operations effectively and efficiently while creating a solid long-term foundation and positive
reputation in the local, regional and national landscapes of youth sports tourism.
We are excited to explore this business plan with you and your team and look forward to continuing our
partnership as we work together on what we are confident will be one of the best sports complexes
in the entire country.
Sincerely,
Jim Arnold
Director of Business Development
Sports Fields Inc.
3760 Sixes Rd.
Suite 126-331
Canton, GA 30114
16.F.1.b
Packet Pg. 49 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2019START-UPSCHEDULE
16.F.1.b
Packet Pg. 50 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2019 START-UP
It is anticipated that SFI will enter into a Phase 2A agreement with Collier County by August 1, 2019.
Phase 2A will cover all of the necessary operational start-up tasks for the park to have a successful
opening on or around May 1,2020. It is important to note that these services will take place parallel
to the construction of the facility, and include a variety of operational tasks that are time sensitive and
need to happen in a chronological order.
Most sports events in the industry are organized, scheduled and booked a minimum of one year
in advance. The importance of beginning the operational start-up items identified in this section
immediately is to be able to start getting the necessary information in front of potential end-users
as soon as possible. Along with the marketing aspects of the park come the operational start-up
tasks ranging from staffing and hiring to standard operating procedure manuals, website, branding
and social media account activation. All of these items take time in their own silo, however as you
incorporate all of the items together with the necessary chronological order, it is imperative that the
process begins as soon as possible.
A full schedule break down of these tasks can be found at the end of this section. It is important
to note that one of the first key dates is the CONNECT sports trade show that is scheduled for the
week of August 26th. While the date is a few weeks after the anticipated schedule for the activation
of Phase 2A; SFI has already started to put the planning in place for this event as the who requires
materials, schedules, and event set up to happen far in advance of the event date.
Phase 2A is broken up into three sections:
• Corporate Marketing and Consulting/Management Fees
• Operations Start-up Costs
• Limited Park Staffing
Descriptions of these phases can be found on the following pages, along with brief descriptions of
items included in each section.
16.F.1.b
Packet Pg. 51 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
CORPORATE MARKETING & CONSULTING FEES
During the Category A time-frame, Sports Fields, Inc (SFI) will perform a variety of services via the
corporate staff to prepare for the launch of the sports complex in May of 2020. This will include a
range of individuals based out of our Canton, GA office that will provide services including project
management, accounting, sales, marketing, and operations support. These services include, but are
not limited to:
Branding
SFI will provide consulting support for the design and development of key branding elements to
include, but not limited to: website, logo, marketing materials.
Marketing
SFI will provide consulting support and real marketing services including, but not limited to: digital
advertising, print advertising, trade shows and conferences, and CRM/email marketing.
Partnerships
SFI will prepare a partnership sales package and begin the sales process by engaging local business,
delivering proposals, and working with Superlative Group to avoid any conflicts of interest and ensure
fulfillment of partnership assets.
Sales Support
SFI will provide as needed sales support for major events and to attract potential business to the
sports complex in future years.
Operations Manual & Standard Operating Procedures
SFI will take the best practices and standard operating procedures from our other existing facilities to
create an Operations Manual for the facility in Collier County. While some practices translate directly,
every sports park is different. T his i s a critical step t o ensure o ur s taff, as we ll as th e County, are set
up for success from Day 1.
Travel
SFI’s corporate team will be heavily involved in the pre-opening phase. As such, there will be substantial
travel between Atlanta and Collier County during this time period. While the exact schedule will be
determined by needs, it is expected that members of SFI’s team will be in market throughout the
fall, winter, and spring prior to the May 2020 opening.
16.F.1.b
Packet Pg. 52 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
OPERATIONS START-UP COSTS
Category B will entail pre-opening costs necessary to open an operational sports park that coincides
with the substantial completion of the construction phase. In order to maximize the assets once
completed, there is a significant amount of groundwork that must be completed on the operations in
order to be operational. These include, but are not limited to:
Hiring
There are hiring costs that go along with the start up of a park this size with three major cost centers.
Every employee, part time and full time, must undergo a background check and drug screen before
they will be hired by SFI. This is core to our mission of providing a safe environment for families, but
does come at a cost, particularly when hiring an entire staff. Future years will be considerably lower
as we supplement our staff in certain positions that turnover.
SFI also strives to identify and hire the best possible candidates for the available positions and doing
so requires posting job listings on top networking sites that charge membership or listing fees. Finally,
while a unique situation, there can be relocation fees if the perfect candidate does not already live in
the local area. While rare and on a case-by-case basis, this will be addressed throughout the staffing
process. Hiring costs are all those costs associated with bringing full-time, part-time, and hourly staff
on board at the park. These costs will include items such as background checks and job postings.
Marketing
There are a variety of marketing avenues that SFI will explore in the pre-opening phase in order to create
awareness and buzz around the sports complex. These include digital advertising, print advertising,
and CRM/email marketing. One of the biggest marketing costs during this time period will also be
trade shows and conferences. December, January, and February are the primary times for many sport-
specific trade shows such as the American Baseball Coaches Association, United Soccer Coaches
Convention, LaxCon, National Fastpitch Coaches Association, and more. Additional start-up items
that fall under this broader category include, but are not limited to:
• Logo, Branding & Website Development: The park’s branding and the website will likely
be the first touch point for most potential customers and is a critical component of a
successful business. The website will drive interest, but is also the primary sales tool for
tournaments and any E-commerce products that are available for sale.
• Printing in Park: This includes a wide range of printing needs in the park that range from
in-park items such as park maps and temporary signage to in-market fliers and marketing
materials.
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Packet Pg. 53 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
• Staff Apparel: It is important that both the park staff and corporate staff represent the
park when in the community and across the country marketing and promoting the facility.
Staff Apparel also includes uniforms for hourly employees for retail, food and beverage,
maintenance etc. Staff uniforms and apparel will be included in the branding of the park
as well as outlined in the standard operating procedures.
Partnerships
SFI will design, produce, and print a partnership sales package necessary to begin the sales process.
Once this document has been created, SFI will begin engaging local business, delivering proposals, and
working with Superlative Group to avoid any conflicts of interest and ensure fulfillment of partnership
assets.
Insurance, Licenses & Permits
These are all the costs associated with SFI securing the necessary permits and licenses to run the
day-to-day operations of the sports complex.
F&B Consulting
F&B operations will be handled by SFI throughout the duration of the agreement. The F&B consulting
services are third party services that include front-end start up items such as recipe preparation
and staff training. Staff training includes a wide variety of items ranging from health and food safety
certifications to actual cooking orientation and training.
Inventory & Smallware
Inventory and smallware costs include two major categories inside the operations at the park – retail
and food & beverage. Inventory is defined as the initial stocking of the actual items being sold, for
instance: shirts and hats for retail and hot dogs, drinks for food and beverage locations. Smallware
includes the items that are needed to display or serve these items, i.e. hangars and manikins for retail
and containers, mixing bowls, serving utensils for food and beverage. All of the initial items to stock
the inventory and provide smallware necessary to open are considered operational start-up items.
Any replacement of these items once the park opens would be considered a cost of goods sold.
Maintenance & Janitorial Supplies
Much like the inventory described above, maintenance and janitorial supplies include the necessary
items to open the new sports park on Day 1. These items include user items such as toilet paper, and
paper towels and actual janitorial tools such as brooms, mops, buckets, etc. The initial start up item
acquisitions are included start-up costs, while the replacement of these items will be considered a
park expense.
Travel
Start-up travel includes costs for park employees to attend select conferences, shows and meetings
throughout the area and industry.
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Packet Pg. 54 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
PARK STAFFING
Based on the updated Phase 1 operating structure, staffing will occur at a slower pace than SFI would
normally recommend for a facility of this size. This will reduce the operating costs in the pre-opening
phase and allow for a more phased approach. Starting with the execution of this agreement, SFI will
immediately begin soliciting, identifying, and hiring a General Manager and Sales Representative. SFI
believes these positions will be critical in driving the pre-opening operations while also marketing and
seeking events to come to the park during the first phase.
Pending the completion of this agreement, SFI will target September or October to hire a General
Manager and Sales Representative. However, SFI will not rush this process as finding the appropriate
fit is more important than hitting a specific date on hiring. Once in place the General Manager will take
the lead in hiring the remainder of the staff, in-market sponsorship sales and community relationships,
and implementing the Sports Force Parks Standard Operating Procedures.
Once the General Manager and Sales Representative have been hired, the remainder of the staff
hiring will not occur until January or February of 2020. SFI plans to bring on an Assistant General
Manager, Sports Coordinator, and Hospitality Manager in this time frame. This will allow time to find
the appropriate candidates for these positions, undergo training and orientations, and be in position
prior to the May 2020 opening, without carrying significant salaries throughout the construction phase.
Finally, SFI plans to bring on an Events Coordinator just prior to the opening of the complex in 2020.
16.F.1.b
Packet Pg. 55 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Week 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8Week 9Week 10Week 11Week 12Week 13Week 14Week 15Week 16Week 17Week 18Week 19Week 20Week 21Week 22Week 23Week 24Week 25Week 26Week 27Week 28Week 29Week 30Week 31Week 32Week 33Week 34Week 35Week 36Week 37Week 38Week 39Week 405-Aug12-Aug19-Aug26-Aug2-Sep9-Sep16-Sep23-Sep30-Sep7-Oct14-Oct21-Oct28-Oct4-Nov11-Nov18-Nov25-Nov2-Dec9-Dec16-Dec23-Dec30-Dec6-Jan13-Jan20-Jan27-Jan3-Feb10-Feb17-Feb24-Feb2-Mar9-Mar16-Mar23-Mar30-Mar6-Apr13-Apr20-Apr27-Apr4-MayOPERATIONS START-UP SCHEDULE
Job Descriptions & Job Board Account
Park Logo & Branding
Advertising Targets
Website
Database Development
Heat Press Equipment
Bank Account & Processes
Local/Regional Club Outreach
Sport Partner & Programming Outreach
Existing Programming Outreach
Pricing Development
Tournament Partnerships Negotiation
Tournament Schedule Development & Release
General Manager Hiring
Park Sales Rep Hiring
Facility Guidelines & SOP Development
Facility Marketing & Show Materials
CONNECT Sports Conference
MailChimp
Park Rental and Event Sales
Registration Platform Launch
Social Media Account Set Up
Trade Show Booth Production
Weekday Operations/Champions RFP
CTTA Equipment
Awards Production
Tournament Rules
Sponsorhsip Package & Outreach
New Events (Secondary Sports, College, HS)
Giveaways/Promotional Items
Wirstbands/Admission
Drone Video/Photo #1
Liquor & Food Licenses
Menu Development
National Fast Pitch Association
Sports Coordinators Hiring
Recipe Development
Stripe POS
Uniforms Full Time Staff
Hospitality Manager Hiring
AGM/Retail Manager Hiring
Maintenance Manager Hiring
American Basbeall Coaches Association
United Soccer Coaches Convention
In Park Signage
Orientation #1
Food Distributor Contract
Purchasing
Drone Video/Photo #2
Scheduling Platform Launch
Medical Staff Hiring
Seasonal Staff Hiring
Printed Materials
F&B Consultant
Events Coordinator Hiring
Food Service Training
Online Store Launch
Weather System
Computer Ordering, Delivery, Setup
Field Maintenance Lead Hiring
Janitorial Lead Hiring
Orientation #2
Phone Number
Auto Attendent
Amenities Procedures
Drone Video/Photo #3
Heat Transfer Ordering, Production, Delivery
Uniforms Seasonal Staff
Orientation #3
Orientation #4
OPERATIONAL START-UP TIME-LINE
Green items represent operations tasks, orange represent staffing tasks, and red identify key event
dates on the industry calendar.
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Packet Pg. 56 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2020BUSINESS PLAN
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Packet Pg. 57 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2020 ANTICIPATED FACILITIES & AMENITIES
Fields
1. Four (4) Synthetic Turf Rectangle Fields
2. One (1) Stadium Turf Rectangle Field (end of year)
Buildings
1. Welcome Center
a. Administrative Offices
b. Tournament Central
c. Restrooms
d. Retail Store
2. Market Building
3. South Entry Gate
4. Great Lawn Restroom Building
5. Great Lawn Bar/Food Truck Shelter
6. Maintenance Building
8. Stadium (end of year)
a. Locker Rooms
b. Food Commissary
Amenities
1. Great Lawn
Other
1. Two (2) Food Trucks
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Packet Pg. 58 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2020 OVERVIEW
2020 will be the first year of operations at the new sports complex. With only four (4) synthetic turf
rectangular fields along with support buildings and the great lawn; the complex operations will focus
on a number of major areas:
1. Creative programming opportunities
2. Fine tuning operations and gaining full understanding of great lawn
3. Developing relationships throughout the industry to create the foundations of long-term
operating partnerships.
4. Develop local-use programming and local champion operating structures.
5. Engaging with the surrounding market to create the foundation for sponsorships and partnerships.
6. Driving the marketing plan and installing the necessary items in order to drive self-operated
events across the new sports complex and NCRP in 2021.
While the lack of facilities does create a challenge from a programming standpoint, the silver lining is
that it provides the park the opportunity to engage with the market and the industry while also working
out some of the more unknown areas of the business plan and pro-forma (i.e. great lawn operations,
market reaction to self-operations, and local champion structure and usage).
NORTH COLLIER REGIONAL PARK
SFI will not operate any park related programming or partner programming at North Collier Regional
Park (NCRP) in 2020. The reason for this is that NCRP already has events booked throughout the
year in 2020. Rather than insert SFI operations into the park and deal with renegotiations and event
management; this business plan proposes SFI programming and tournament operations beginning at
North Collier in 2021. With that said, this business plan assumes that SFI will take control over the
booking process for 2021 and beyond at North Collier Regional Park. This calendar control would
include all event dates after January 1, 2021.
Controlling the booking of North Collier in 2021 and beyond will protect programming at the new park
and spur partnership conversations between existing events and the new sports complex.
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Packet Pg. 59 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
STAFFING
While SFI has already started identifying potential internal and external candidates, the official search
will begin upon the execution of Phase 2A. An initial staff team will be in place as soon as possible
to include a General Manager and a Park Sales Director. These positions will immediately begin to
implement programming and activation of both NCRP as well as the new sports complex.
With the complex being built in phases, staffing offers a significant challenge as the complex only has
one chance to make a first impression. This impression is made through off and on-site experience
throughout the year, both of which are heavily influenced by customer service. We believe the staffing
model in 2019 and 2020 outlined can create amazing experiences while being mindful of the budget
and providing a spring board into 2020 operations and beyond as the facility grows to capacity. A
projected staffing chart is included below.
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Packet Pg. 60 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SALES & MARKETING
Facility Advertising
As part of our partnership with the CVB and the SFP network across the country, we will activate and
market the park at all major industry shows. It would be our intent to work together with the CVB at
industry shows such as NASC and CONNECT Sports as we can collectively promote the park as well
as the entire area. Our team would then represent the park along with our other locations at sports
specific shows such as ABCA, NSCAA, etc.
Our park staff and tournament coordinators will work to develop a list of all regional coach, league, and
organizational meetings/conferences that they can also attend to market the park to Florida teams in
order to develop relationships through each different sports category.
Social Media
As one of the first marketing tasks, SFI will launch social media accounts for the park on all major
platforms. These accounts will immediately begin marketing the park throughout the state, region and
country. Our marketing team will begin canvassing social media to find coaches, teams and leagues
that have social media accounts and begin reaching out and creating relationships. In the first year of
operations, the goal of social media will be to raise as much local, regional and national attention for
the park and the future full build out.
OPERATIONS
Events
2019 will have a major focus on partner events and outside operated events. With only four (4) fields
to work with SFI will have four main opportunities to drive programming at the park and additional
economic impact and visitation to Collier County. SFI will focus on four event types in 2020:
1. Overflow & Existing Events
SFI will work with the Collier County Sports Tourism and Parks and Recreation to identify potential
NCRP events that may require additional fields and/or want to expand to the new sports complex. SFI
will look for opportunities to create revenue, but these events will be geared toward creating exposure
for the new sports complex and the future build out of the park.
With existing events; we do not want to cannibalize NCRP, but there may be certain events that make
more sense to be moved to the new sports complex, i.e. FBU.
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Packet Pg. 61 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2. Partner Events
SFI will work diligently to identify potential partner events that provide long-term partnership
opportunities. These events include the aforementioned existing and overflow events that could
become partner events at the new sports complex and new events with a small base that have growth
potential. For example, lacrosse and football events can take advantage of a smaller complex in its
initial years and grow as the complex expands over the next three years. The first year of operations
will be used to work with partners to get an agreement structure right for all involved, rather than
rushing into long-term commitments.
3. One-Off Events
Not all events are multi-year commitments. The complex will promote itself and market to potential
one-year events or programs looking for a facility.
4. Non-Sporting Events
With a minimal number of fields, it will be imperative to look at additional event opportunities. While
2020 will be limited without the stadium, it will provide the opportunity to soft open/soft-market events.
These events could include artfests, craft beer or food festivals, and concerts. The opportunity to
expand these events will increase upon the completion of the stadium while the expansion of the east
side of the park will allow for event expansion and/or the ability to run non-sporting events and sports
tournaments at the same time.
It is important to note that the current 2020 plan does not incorporate any self-operated SFI events.
Based on a number of factors including schedule, NCRP’s current bookings, and facility build-out; it
is our recommendation that the self-operated events at the facility be pushed out until 2021 which
provides SFI the adequate time, facility control and amenity/field package to be successful.
16.F.1.b
Packet Pg. 62 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SPORTS
Football
Football events will be able to be 100% hosted at the new sports complex. In addition to hosting FBU,
the facility will explore opportunities to host and operate additional football events, including tackle,
7v7, camps, and flag football events. Flag football is the only event that we anticipate potentially
needing more than five or six fields at full capacity. However, based on the growth curve of these
events in new markets, we anticipate that the event would grow along with the complex.
Soccer
There are currently a number of successful events being run out of NCRP that we believe have the
opportunity to be split between NCRP and the new sports complex (overflow events). In 2019 SFI
will begin negotiations with potential soccer partners and the local Champions in an attempt to create
a partnership that can make all groups “whole,” while also returning a profitable event for the park.
Through this process, we will be able to thoroughly verify and identify true partners for the future
new facility versus event rights holders who are simply out to make as much money as possible for
themselves. This will help dictate future programming and scheduling decisions in 2021 and beyond.
Lacrosse
In terms of structure and functionality between parks, lacrosse is a bit of a hybrid between our approach
with football and soccer. As with soccer, events can grow rather large and there are opportunities to
market to national events that will likely require both NCRP and the new sports complex in 2020
and 2021. We believe Naples has the market conditions to support growth among lacrosse teams,
organizations and event organizers.
However, like football, there is an opportunity in the market place to find the right partners and begin
organically growing events exclusively at the new park. The lacrosse market is one of the smallest travel
sports segments and is a close-knit industry that typically follows brands, events and markets that
they trust. With a smaller travel calendar than other sports, it is imperative to begin growing lacrosse
in the market immediately. In 2020, SFI will begin conversations with a number of our contacts in the
lacrosse industry as well as existing local groups about the potential to host yearly destination and/or
championship events in Naples.
Baseball/Softball
The 2020 business plan does not account for any baseball or softball programming.
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Packet Pg. 63 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
FOOD & BEVERAGE
Food & beverage will be more of a puzzle through the first year of operations than at any other time
throughout the operations of the park. Food & beverage operations areas are highlighted below:
1. Market
The market will be the main hub of a majority of in-park food and beverage sales at the park in 2020.
The creative and unique layout of this area allows for strategic staffing that can both address smaller
events as well as weekday local programming. The market’s ability to provide long shelf-life products
and control labor expenses will be crucial to the operational success of the park in 2020.
2. Food Trucks
The current plan calls for two (2) food trucks to be included in the first phase. The food trucks provide
a number of added benefits over static concession stands.
• Food trucks in general provide a festive atmosphere and drive traffic more than static
general layout concession buildings.
• The flexibility of food trucks allow us the opportunity to move points of sale throughout the
park during events that may focus more heavily on certain spaces while also blending in to
larger non-sports events to drive additional revenue.
• Food trucks also offer upside to be taken to other areas throughout Collier County when not
in-use by the park. SFI will examine all in-market events and sales opportunities in the market
in order to drive additional F&B revenues. NCRP is currently engaged in a food and beverage
agreement, but there may also be opportunities to bring the food trucks over to events if this
arrangement can be worked out.
• Another benefit to the flexibility of the food trucks will be their ability to assist other operations
in the case of emergency or need. These operations could include other sporting events in the
area or larger scale emergency situations.
3. Portable Concessions
Portable concessions include golf carts and portable stands that are typically used to services areas
that are a far distance from a traditional point of sale. With only four fields, these portable units will
only be utilized on the largest events (i.e. FBU).
4. Great Lawn
Great Lawn will be explored further in this business plan. However, the current plan will be to utilize
the park food trucks as well as “guest trucks” to outfit this space along with selling beer and wine. It
will be critical to the long-term success of this area to figure out the proper operational hours and days
for the Great Lawn facility in 2020.
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Packet Pg. 64 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Merchandise
Merchandise is a small part of the 2020 business plan. With the structure and types of events that
will be brought in during the 2020 season, there may be limited opportunities for custom merchandise
sales. The retail store will provide sales for outside or partner events while also looking for options for
more traditional retail items such as sunscreen, hats, umbrellas, etc.
Sponsorships & Partnerships
While the complex will not have all of the amenities of a full park in 2020, it will be critical to develop
relationships in the area and region surrounding the park. As part of their responsibilities, certain park
staff will be in charge of getting out into the market and identifying/closing potential short-term and
long-term sponsors and partners. In the first year, many of these targets will be more local as regional
and national brands may be more valuable once the entire complex comes on-line.
1. Traditional Sponsors
Sponsors will be targets that provide cash or trade in return for marketing presence at the
park and/or through digital marketing assets. Typical targets will include restaurants, retail
stores, entertainment attractions, and other organizations in which both local and out of town
park users will frequent.
2. Hotels
While programming at NCRP and the new park will potentially fill up hotels throughout Collier
County, it is important to have as much time as possible working with hotels who want to be a
part of the project in order to create a seamless booking process protects the hotel, provides
benefits to park guests and also provides a stream of revenue back to the park.
One major revenue opportunity at the park will be Spring Training programming which also falls
during one of the most popular and expensive times of the year for the market. These programs
are vital to the upside at the new sports complex but also require affordable rates for high
school and college teams. SFI will spend the first year working with potential hotel partners to
develop strategies to accommodate these programs while also creating value for those partner
hotels.
While every sponsor and partner commitment will help the bottom line; the first year of operations
does not project a high dollar return in operating revenue for this line item. Just as important as it
is to get sponsors; it is equally important that our park staff gets out in the community and begins to
create long-term relationships.
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Packet Pg. 65 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Great Lawn
One of the biggest unknowns in 2020 is the Great Lawn. The area has plenty of potential as an
open public space and a revenue generator for the park. By pushing our self-operations of sports
programming until 2021; we are affording ourselves the opportunity to focus on driving business and
notoriety to this space.
There are a number of examples of similar venues creating critical mass, but each of these venues
created a following and unique events in order to get to the place where they currently are. Once
such example would be “The Hub” in Watersound Beach, FL. Working out the proper type of events,
operating hours, etc. will be a main focus in 2020. As part of our staff and our commitment to this
space, our staffing model includes a position dedicated to the Great Lawn from the very beginning of
our operations.
Local Use Programming
Tenant/Champion Operations
As part of the park programming, SFI will work with Collier County to release, review, and award a
“Local Champion” RFP for each sport. Once these champions are in place, SFI and the County will
sit down with each and start to develop a schedule as well as financial impact analysis to the park.
Each Champion will be expected to support SFI tournament programming in exchange for the ability
to utilize the park during non-tournament hours. All Local Champions will be required to schedule their
field usage through SFI and tournament programming. Once these schedules are developed, SFI will
work to market any additional capacity to other end-users for potential field usage.
The Local Champion structure is currently a work-in process that the County has requested as part of
the project to ensure that local residents and organizations have the opportunity to have access to the
facility without paying full market rental rates. During the early years, the process of either selecting
or tiering Local Champions will be important as there will be a limited number of fields, and thus
availability. It would be our long term intent to activate multiple Local Champions at the park as field
inventory increases. The actual structure and local champion process (including the RFP process) will
be one of the early items that SFI and the County work on together in Phase 2A.
Open-Public Use
In 2020, we will focus on open-public use primarily in the Great Lawn area of the park. This will mostly
be due to the limited number of fields and the anticipated usage requirements of the Local Champions.
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Packet Pg. 66 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Business Planning and Income Statement Development
As described throughout this 2020 business plan, there are a number of sports and non-sports
events that our staff will focus on throughout the year. Many of these discussions and potential event
partnerships will begin in 2019 and continue into the 2020 operational year. While all of these items
are a priority and we believe the park is well positioned over the long-term, we believe it is not prudent
to predict financial revenue, profit or economic impact off of unknown events that could happen in the
park.
We have built a pro-forma and 2020 plan based off of revenue goals that we believe are attainable and
will bring the operational profitability of the park close to a break even. With dedicated and talented
marketing staff, and a continued strong economy, the park could easily reach operational profitability
(defined as operating revenue less operating COGS).
Starting in 2021, when SFI takes over control of both NCRP and the new sports complex and begins
to introduce self-operated programs; we are much more comfortable predicting a fully broken out
income statement and economic impact analysis.
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Packet Pg. 67 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2021BUSINESS PLAN
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Packet Pg. 68 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2021 ANTICIPATED FACILITIES & AMENITIES
ANTICIPATED FACILITIES & AMENITIES
Fields
1. Four (4) Synthetic Turf Rectangle Fields
2. One (1) Stadium Turf Rectangle Field
3. NCRP Fields
Buildings
1. Welcome Center
a. Administrative Offices
b. Tournament Central
c. Restrooms
d. Retail Store
2. Market Building
3. South Entry Gate
4. Great Lawn Restroom Building
5. Great Lawn Bar/Food Truck Shelter
6. Maintenance Building
7. Northeast Restroom Building
8. Stadium
a. Locker Rooms
b. Food Commissary
Amenities
1. Great Lawn
2. Miniature Golf Course
3. Climbing Tower/Course or Similar
4. West Playgrounds
Other
1. Two (2) Food Trucks
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Packet Pg. 69 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2021 OVERVIEW
2021 will be a high profile year for both NCRP and the operations of the new sports complex as it will
be the first year that the facilities introduce self-operated programming as a major tenant source at
both facilities. While the groundwork for this programming will be laid out starting in 2020; 2021 is the
first year of actual operations for these programs.
Operations in 2021 will focus on growing relationships with long-term partners identified in early
vetting, while also focusing a large effort on direct to consumer marketing. One of the largest shifts in
operations that will be reflected in this year’s strategy and business plan is the transition from facility
marketing aimed at organizations and event rights holders to program marketing aimed at the end
consumer (coaches, parents, players).
It will be imperative that our staff, marketing and promotion are front in center with our audience
throughout the year to not only bring in teams for the facility, but more importantly position the park
for success in 2022 and beyond when the entire complex is built out.
NORTH COLLIER REGIONAL PARK
The SFI pro-forma and business plan are built around having programming control over tournament
events at North Collier Regional Sports Park (NCRP) beginning in 2021. Event schedule and business
plan are based on SFI having booking control of the 2021 calendar year and beyond beginning in
2019. This would allow SFI to create partnerships with current and potential tournament operators
while also starting to establish ourselves as a tournament operator in the market place.
As part of this structure, Parks and Recreation/Collier County Sports Tourism, would forward any
potential event organizer to SFI to negotiate the rental rates/structure of their programs. When
and where possible, SFI would develop our own self-operated tournament programming. All park
management, league play, and local usage would still be handled by Parks and Recreation. SFI’s
calendar and booking control would only be as it relates to groups specifically renting the park to run
for-profit youth sports tournaments.
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Packet Pg. 70 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
STAFFING
The only change to the staffing model in 2021 is the addition of a sports coordinator. With the takeover
of NCRP, the responsibilities for the sports coordinators will increase dramatically. This staffing
addition will allow us to have a sports coordinator at both locations during large events or multi-event
weekends. The 2021 staffing model is below.
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Packet Pg. 71 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SALES & MARKETING
The biggest shift in the sales and marketing strategy at the park is the switch from facility management
to event operator. While the budget is still in place to market the facility itself to larger regional
and national events, tournament and program Marketing will be a major focus for the park and its
staff. Whereas facility marketing is aimed at event organizers and governing bodies, tournament and
program marketing is aimed directly at the end-user consumer (coaches, teams, parents, etc.)
Email Marketing
SFI uses Mailchimp as our database and email marketing tool. SFI will identify major milestones for the
park development and create an email marketing strategy around these dates. Our e-mail marketing
campaign will target Florida and the Gulf Coast region heavily as well as our entire database throughout
the United States. With databases built on more than 15 years of operating sports tournaments,
including the facility’s we currently manage, SFI has a huge reach across the entire country with a
heavy focus on the Southeast, Midwest, Mid-Atlantic, Northeast, and Ohio Valley.
Email marketing will also capture all participants from 2019 events at the new sports complex as well
as any capture we can receive from events at NCRP.
Digital Advertising
SFI will work to identify all pertinent digital advertising space, with a heavy focus on targeted advertising
through Google Adwords, social media, and other proven media channels. Additional opportunities
range from large national sites to local and regional message boards and forums. This advertising
during the start-up of the park is directly related to driving awareness of the park/programming as well
as creating traffic on our social media accounts and website. We will be focusing on industry specific
content and pages.
Social Media
Immediately following the completion of a management agreement, SFI will launch social media
accounts for the park on all major platforms. These accounts will immediately begin marketing the
park throughout the state, region and country. Our marketing team will begin canvassing social
media to find coaches, teams and leagues that have social media account and begin reaching out
and creating social relationships. As we have a heavy emphasis on self-operated programming, it is
this “in the trenches” marketing and lead cultivation that creates success in the first few years of a
complex’s operations.
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Packet Pg. 72 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
In-Person/Print Marketing Materials
While the bulk of advertising and marketing is done through digital and social media, there are still a
number of opportunities for our team to get out in front of players, coaches, leagues and families to
have direct interaction with our customers. These opportunities include state and regional team/league
meetings, national conferences and industry trade shows. Our team will identify these opportunities
and create marketing materials for the programs (included in start-up costs as well as yearly marketing
budget). These marketing materials include but may not be limited to:
Print Materials
Having physical handouts that highlight the park and the programming are essential to these
environments. The intent of these items are to provide enough information and intrigue for the
recipient to want to learn more by visiting our website or calling our sales team.
Booth Materials
For many of these opportunities, our staff/the park will have the opportunity to have a table or
booth set up to draw attention to the facility. As part of the start-up costs we have included
the creation of V-Burst displays and booth items to accommodate these shows. Yearly
marketing budgets include the cost of conference registrations, shipping, etc.
Partner Advertising
As we continue to grow our network of parks across the country, we are also growing our cross marketing
strength with each park. As part of all of our partnerships (both programming and sponsorship),
we actively work to secure the ability to market our entire park network. For example, Cedar Fair
Entertainment is our partner in Sandusky through their Cedar Point Amusement Park. As part of this
relationship, we work with their marketing team to strategically market additional parks through their
database that covers 11 amusement parks and millions of people. We also work marketing coverage
into our programming partnerships, ensuring that programming partners help us market and promote
all of our facilities through their local, regional, and national networks.
This partner advertising includes all of the parks in the SFI park network that co-market and brand
events together. Other Sports Force Parks locations have drawn teams from around the country, and
have shown a proven ability to cross-sell teams between markets. We anticipate Collier County being
a destination park that will be come a high-profile destination event facility in our marketing to guests
of other parks.
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Packet Pg. 73 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Pre-305 Marketing
One of the challenges in the sports tourism industry is convincing teams that a park will be open when
you say it will be. This hesitation is a direct reflection of an industry that is littered with organizations
promising facilities and even pre-selling tournaments, only to end up not opening on time. Due to
the “horror” stories that travel throughout youth sports, teams have rightfully been taught to take a
wait and see approach. We have identified a number of items below that can help with the start-up
marketing of the park:
Renderings & Video
3-D renderings and conceptual videos can be a great tool when selling the vision of the park.
Still renderings are the bare minimum while videos, add credence to the project, and receive
more engagement (i.e. many projects with renderings never happen, while the investment in a
video tend to make the general public a bit more comfortable). Renderings and videos are
still however taken with a grain of salt and a wait and see approach that is why we do recommend
combining them with:
Construction Cam
Construction cameras are a huge tool as you can send people directly to the action so they can
see that the project is actually happening and underway.
Photos, Drones & Videography
Photos and videography through a local company can do wonders to create marketing and
excitement for the park with relatively low investment. Ideally the project will work with a
company that can complete the photos and drone videos while also engaging videography,
interviews, commentary etc. leading up to the opening.
If these are already in place with the construction team, then SFI will work directly with them to leverage
important areas, dates, etc. If these items are not in place, it would be our recommendation to work
with the construction team to do so. While the construction camera provides a constant update and
real-time feeds; the drone work can be tailored toward important milestones to be highlighted through
digital marketing and social media. During the construction of the park, there should be constant
dialogue with teams and customers, but this also requires new and engaging content which can
sometimes be hard to find before a park opens.
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Packet Pg. 74 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SPORTS
Football
2021 will have a heavy focus on growing existing events at the new sports park. We believe that the
stadium will increase interest and notoriety in these events while also providing additional revenue and
broadcast opportunities. It is anticipated that the park will host 2 football events in addition to FBU
in 2021.
Lacrosse
Similar to football, 2021 will focus on growing existing events between the new sports complex and
NCRP. With full control over events at both facilities, there is a much better ability to capture revenues
from these events within the operations of the park. We anticipate introducing a minimum of one (1)
additional lacrosse event in combination with existing partner events from 2020.
Soccer
Soccer programming structure is most likely one of the biggest unknowns at this point for 2021 and
beyond. This business plan is built on the ability to negotiate a partnership between existing events
in the market while also working with local champions to create additional programming between the
new sports complex and NCRP. It is anticipated that we will introduce five (5) new soccer tournaments
while maintaining four (4) partner events.
Baseball/Softball
Access and tournament control of NCRP is critical to the long-term success of baseball and softball at
the new sports complex. Beginning with the winter of 2020; SFI plans to begin running self-operated
tournament programming using the five (5) fields at NCRP.
Baseball and softball will remain one of the most important elements to the profitability of the Collier
County sports properties, as they simply offer the most event opportunities. With the structure of
teams and decision makers, baseball and softball are also the easiest to introduce new programming
into a market place.
Softball and baseball offer a number of different programming options, ranging from simple weekend
tournaments to full week-long experiences. During 2021, these events will primarily be 2 and 3-day
tournaments with the potential for longer tournaments when the new sports complex reaches full
build-out.
The 2021 calendar includes fourteen (14) self operated baseball tournaments with the opportunity for
more based on the market reaction and partnership opportunities.
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Packet Pg. 75 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Spring Training
One of the largest areas for revenue growth and potential at the sports park is baseball and softball
spring training. These programs provide high school and college teams a location and trip for their
preseason training and games. While we will not have the ability host spring training in 2021, this
year will be critical to creating partnerships in the market with hotel groups as well as developing
relationships with high school and college programs throughout the country. There is also the potential
market for lacrosse spring training that will be explored as well. It is anticipated in our business plan
that the first spring training programming will begin in 2022.
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Packet Pg. 76 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
FOOD & BEVERAGE
2021 Food and Beverage opportunities are explored below.
1. Self-Operations and Staffing
With a majority of events being partner events and self-operated events, SFI will have a much better
opportunity to maximize staffing and facility hours. While the number of programs may not increase,
SFI will have a year of operations in the market to better understand the local use component as well
as create efficiencies in the cost of goods sold.
2. North Collier Regional Park
North Collier is currently under a concessions agreement. SFI will work with the County as well as the
existing concessionaire to explore opportunities at North Collier during SFI programming.
3. Commissary
A commissary is currently in the design of the stadium. In the first year of operations, SFI will have
limited food storage space which will result in a higher cost of goods and a smaller opportunity for
product. The addition of the commissary will provide a much needed space that will allow for quantity
discount opportunities as well as increased product and inventory opportunities.
Merchandise
Merchandise will become a much larger focus for SFI in 2021. With a calendar filled with self-operated
events, there will be a number of opportunities to push a number of merchandise lines. The largest
opportunity will revolved around individual tournament t-shirts and apparel. Apparel sales will be
handled locally at the park and supported by SFI’s corporate team.
Sponsorships & Partnerships
Several opportunists exist in 2021 that were not available to the programming in 2020. Two of these
opportunities are explored below.
1. Self Operated Programming
This is by far the largest opportunity for additional sponsor and partner opportunities. With the
switch over to self-operated events; SFI will immediately have the opportunity to speak and
market directly to all visitors coming to the park. This ability to directly promote to guests is
a huge value to potential sponsors.
2. Stadium
While the stadium naming rights are anticipated to be outside of SFI’s services, the stadium
does provide the opportunity to bring in larger and more notable events. Not only do these
events drive more recognition to the park; they also increase the number of people visiting the
park throughout the year. The more people the facility draws and the more attention the facility
gets; the more valuable and numerous the sponsorship opportunities are.
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Packet Pg. 77 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Great Lawn
SFI will continue to build on the successes and lessons learned in the Great Lawn from 2020. At this
point, it is our goal to have an understanding of not only what type of events work well in the area, but
also a better understanding of daily, weekly and seasonal usage. In 2021, SFI will continue to grow
special events while beginning to stabilize a calendar of events in the Great Lawn area.
Local Use Programming
Tenant/Champion Operations
As of 2021, local champion agreements will be in place. It is anticipated that the local champions will
continue to take up most of the open time at the facility as the park will still only feature five (5) fields.
We will however have a better understanding of what hours and times the park is available for rentals
or additional income generating opportunities. These opportunities will be revisited at the end of the
2020 operating year.
Open-Public Use
In 2021, we will continue focus on open-public use primarily in the Great Lawn area of the park as
there is still a lack of total fields. With the overall cost to open, clean and maintain the stadium; this
field will not add much general opportunity to open local use. The addition of the stadium does open
up additional opportunity for potential larger community events such as concerts and festivals.
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Packet Pg. 78 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
AMENITIES
Florida is filled with sports complexes that provide facilities to host tournaments with experiences
ranging from okay to excellent. As competition for teams increases, it is important to have factors
outside of the quality of the fields stand out in a crowded market place. While the location, field quality
and the operations will place the complex immediately in the top tier of complexes in the market; it
is often the non-sport amenities that push people over the edge when deciding what tournament to
attend.
SFI has spent time in the national and regional market engaging with teams participating at tournaments
in Florida in different locations. Most of the feedback trended in the same direction: teams were
traveling to an event but families were splitting up before or during the trip. The reasons were lack of
amenities for other kids to partake in, quality or price of food, and/or lack of comfort for spectators
(lack of shade, too much concrete, bad seating options, etc.). Two coaches we met with in Fort Myers
admitted that they had been in the market for three days and their daughters were yet to leave the
hotel.
This story is repeated over and over again, particularly in the Florida market. This creates two massive
problems for the longevity of the new sports complex:
1. Siblings and parents staying at home is a major revenue loss. In park spending such as
gate fees, concessions, and retail all drastically decrease. In almost every conversation
SFI has had in the market, parents said that they would all come together if prices were
reasonable and there were things for the other members of the family to do.
2. For the most part, families like doing things together. Kids who are participating in sports
want their families to be there to watch and cheer them on. Splitting families up for the
bulk of their trip does not accomplish the idea of creating a family vacation experience
that will keep teams returning year-in and year-out.
In combination with a stadium, we have recommended that the park look into an amenity zone that
will create opportunities for athletes and their entire families to have entertainment options on site.
We believe this zone will not only be a game changer and major differentiator in the market place
for tournaments, but also a major benefit to the long term success of stadium events, national event
procurement, local non-sporting events and the great lawn. The following page shows a schematic
layout of this area in the park.
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Packet Pg. 79 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
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Packet Pg. 80 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2022+BUSINESS PLAN
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Packet Pg. 81 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2022+ ANTICIPATED FACILITIES & AMENITIES
Fields
1. Fourteen (14) Synthetic Turf Rectangle Fields
2. Six (6) Multi-Purpose 90’ Baseball Diamonds
3. One (1) Stadium Turf Rectangle Field
4. North Collier Fields
5. Large Multi-Purpose Turf Flex Space
6. Sixteen (16) Full Size Batting Cages
Buildings
1. Welcome Center
a. Administrative Offices
b. Tournament Central
c. Restrooms
d. Retail Store
2. Market Building
3. South Entry Gate
4. Great Lawn Restroom Building
5. Great Lawn Bar/Food Truck Shelter
6. Maintenance Building
7. Northeast Restroom Building
8. Stadium
a. Locker Rooms
b. Food Commissary
9. 305 Entry Gate
10. 305 Scaled Market Building
11. Two (2) 305 Restroom Buildings
12. 305 Operations Room/Building
Amenities
1. Great Lawn
2. Miniature Golf Course
3. Climbing Tower/Course or Similar
4. West Playgrounds
5. East Playgrounds
6. Splash Pad
Other
1. Three (3) Food Trucks (one additional)
2. Additional Portable Concession Carts and Temp Facilities
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Packet Pg. 82 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2022+ OVERVIEW
The business plan created for years 2022 and beyond have been built based on having the full build-
out of the outdoor facility. The biggest change/upside in 2022 will be the addition of diamond sports
to the new facility. As explored in this business plan, rectangular fields offer opportunities for larger
events; however are typically constrained by the number of events possible. The diamond sports
create the opportunity for large scale events combined with a constant flow of traffic at the park
throughout the year.
While it is hard to predict the exact circumstances on an annual basis so far in advance, the plan takes
into account the following two items in order to make the best possible assessment of the strengths,
opportunities, weakness and threats over this time period:
1. The model is created using a combination of real in-park experiences at other complexes SFI is
currently operated and has operated in the past. While each park and each market is different;
the tourism segment does have a number of characteristics that are similar across the country,
including but, not limited to:
• Drive-time growth and reaction to a market based on amenities and opportunities
in the market
• Programming and participation growth curves
• Incremental event growth
2. The plan is built around predictions of a combination of self-operated programming and partner
events. While SFI and Collier County Sports Tourism will work to attract high end, large
third party events; these events are not built into the economic impact and pro-formas of this
plan. Attempting to guess at what events as well as what the financial ramifications/requirements
of these events is somewhat of a fools errand. Building the plan based on knowns vs. unknowns
provides the following benefits:
• The plan is built from the beginning around self-operated and partner events. Building
your base programming on these types of events rather than outside interests provides
higher levels of profitability and insulation against potential industry bubble bursts or
threats of new facilities in the region.
• Ultimately planning on knowns provides a baseline for expectations. Any outside, third
party event can then be assessed by SFI and Collier County Sports Tourism on a case
by-case basis. This process allows outside events to be added value to the park in all
scenarios, rather than guessing wrong on initial numbers and creating a negative
correlation to these events in the long-term park performance.
16.F.1.b
Packet Pg. 83 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
As with any business, the future is full of unknowns and variables that could affect any number of
areas of this business plan. SFI’s business model is built around creating sports and event facilities/
operations that offer ultimate flexibility. This flexibility in combination with our unique PPP models
work in tandem to create facilities and facility operations that are able to react and adapt to these
unknowns while continue to strive to maximize economic impact, local opportunity and profitability.
NORTH COLLIER REGIONAL PARK
For the purposes of this business plan, it is anticipated that SFI will maintain control of all tournament
bookings and operations at North Collier Regional Park and any other tournament facilities that may
be built in the County during this time. These items are imperative to the success of this business
structure and any changes to this will have large affects on the financial outlook of the facility.
STAFFING
2022 will be the first year where the entire complex is open. The 305 facilities more than double to
size of the complex, which will create an additional strain on staffing. The proposed staffing model
highlights what we believe will be the added positions for the complex at full run.
With an increase in programming and the potential to be run three separate events across two facilities
– there is a clear need for an additional sports coordinator. Our goal as an operator is to maximize
economic impact and drive towards profitability. These factors are both rooted in foot traffic in the
park(s). With this said, during peak season you could be in a situation where you have a baseball
tournament on the east side of the park, a soccer tournament on the west side and another event at
NCRP. In this scenario, it would be necessary to have a coordinator at each location ensuring that
each event is running smoothly. With the heavy load of programming and a year-round calendar,
weekends in which all three coordinators are not needed will provide a much-needed break for one of
the staff members.
Under the same scenario or a standalone tournament that takes up the entire facility; there is an added
emphasis on driving revenue through food and beverage, retail, amenities, etc. These areas will see
an increase in staffing as these positions have a direct positive impact on the bottom line.
The staffing model is meant to provide an overview of the potential growth in staff from 2022 through
2029 and additional staff positions will be created as needed. For instance, if there are not many
examples of weekend scenarios explained above in 2022; then an additional sports coordinator may
not be brought on until a future year. These positions should be viewed as “good expenses to have to
bring on board,” rather than “burdens on overhead.”
16.F.1.b
Packet Pg. 84 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
16.F.1.b
Packet Pg. 85 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SALES & MARKETING
Beginning in 2022, SFI will have the ability to market a complete park for the first time. Much of the
consumer marketing will maintain the same strategies, but simply cover a larger platform of end users.
Marketing to large-scale national and international events will begin to open up as an opportunity.
Many of these events want to see a complex open and operating before committing to the park to
avoid situations where events must be cancelled because of construction delays or budget cuts.
Email Marketing
Through our self-operated programming in 2021 and beyond, SFI will continue to grow the database
of current and potential customers to which the park is able to directly market to. Existing SFI facilities
traditionally generate in the neighborhood of 20 – 30,000 new real customer database entries per year.
With the size of the new sports complex, these numbers could significantly higher on a year-to-year
basis.
Digital Advertising
SFI will continue to have a heavy focus on targeted advertising through Google Adwords, social media,
and other proven media channels. As the complex grows, it will be important to focus on the areas
that are showing the best return while also striving to engage in new technology.
Social Media
As a self-operating park, social media will remain one of our best marketing and communication tools
for the foreseeable future. It is important that the park continues to have direct conversations and
interactions with end-users in an effort to promote new events, amenities and opportunities for teams
and their families at the facility.
In-Person/Print Marketing Materials
In-person and print marketing materials will be reworked once the entire park is complete and
professional photos are obtained. In 2020 and 2021 the park will primarily be using conceptual
renderings and progress photos for marketing. In 2022, it will be important to redo these materials so
that the entire complex can be marketed along with real action shots from events held at the complex.
Annual marketing pieces such as schedules, special events, etc. will be needed each year. With
regards to the overall branding and themes of the marketing materials, it is assumed a full overhaul will
be needed every four (4) years. These costs are accounted for in the income statement and business
plan.
Partner Advertising
Partner advertising will continue similarly to 2021 but will grow over the years as more partners and
more parks come on-line.
16.F.1.b
Packet Pg. 86 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
SPORTS
Football
It is anticipated that the same number of events will be held in 2022 with additional events being added
as opportunities present themselves. There is a large need in the football industry for a potential location
to be known as “the football event and championship” destination. With the Hall of Fame complex in
Canton, OH taking on a small piece of this role, we believe there is an opportunity for Collier County
to establish a presence in the football world. SFI has already begun strategic relationship discussions
with a number of highly influential groups in the sport. We believe these relationships will continue to
gain momentum each year at the park and there is added upside to football above and beyond what
our income statement projects.
Soccer
Soccer will continue to grow through a mix of self-operated new events and partner events. In terms
of tournament size, soccer offers an unmatched opportunity to growl large tournaments with the
combination of the new sports complex and NCRP. It is important to keep in mind that the most
successful rectangular complexes in the country max out at roughly 17 events. This is mostly due to
the travel nature and number of season programming opportunities for soccer and lacrosse. It will be
important to maximize soccer dates when possible while complimenting them and filling surrounding
weekends with other sports and events.
On are that SFI has begun initial conversations with a number of groups is the potential for Collier
County to host international training programs. With the location of the facility and the recognition
of the market place, we believe there is an opportunity here, but have not gone as far as to put it
into the income statement and programming plan. As of now we are looking at this as a high-profile
opportunity that will only bolster the overall business if it is available.
As of now, the current plans for rectangular events at the complex to grow to 15 events (not including
football). This is a conservative approach that will create a solid foundation for the operations while
also offering additional upside as we market and grow the new complex.
Lacrosse
Lacrosse will continue to be a market that SFI works to grow year in and year out. The Naples market
fits the traveling demographic perfectly within the lacrosse industry and lacrosse holds the highest
per-team upside of any sport. With this said, it will be critical to the success of the sport in Naples
to make the correct strategic relationships while also installing a “smart” growth plan. The business
plan calls for two (2) lacrosse events; however SFI believes there is upside in this space for more.
Any additional large lacrosse events that can be developed will have huge benefits on the impact and
profitability at the park.
16.F.1.b
Packet Pg. 87 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Baseball/Softball
2022 and beyond will see a huge revenue increase to the facility through baseball and softball
programming. We will continue to market the new facility as well as NCRP as the premiere diamond
sports destination in Florida and the Gulf Coast region. The addition of diamond fields is critical to the
long-term success of the complex as the travel demographics of baseball and softball are far better
than any other sport in terms of length of season, number of tournaments, and number of teams.
Rather than a set number of travel dates for a full club/program, baseball and softball tournaments
are typically decided on a team-by-team basis. The only big holes in tournament schedules will exist
during periods of the year in which local and regional travel teams are disbanding and restructuring.
We do believe that during the term of this partnership that a renovation should be explored at NCRP.
Putting synthetic turf infields and adding a small overhaul to the buildings and support system at the
park will continue to put the entire market ahead of anyone else in the region as a baseball and softball
destination.
The current plan calls for 28 baseball and softball events with 6 weeks of week-long programming. If
the week-long programming becomes successful, we would anticipate additional events being added.
Spring Training
2022 will be the first year for spring training programming at the new sports complex. SFI has had
success in the past driving a very successful Spring Training operation in Myrtle Beach and envisions
a similar growth pattern in Collier County. The conservative growth model is shown below.
While the team totals are not necessarily dramatic, it is important to remember that a number of variables
make these programs extremely important to the long-term operational upside of the complex:
1. These programs are typically 4 – 7 day stays that utilize the facility during traditional
downtimes at a sports park
2. Teams are large – many times brining upwards of 30 players per team. Events are
marketed as an all-inclusive package on a per player basis.
3. Spring training drives revenue while not dramatically increasing operational expenses.
It is also important to note that the projections are based on being able to find hotel partners that are
willing to negotiate hotel rates into the range necessary and acceptable to high school and collegiate
athletic programs.
16.F.1.b
Packet Pg. 88 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
FOOD & BEVERAGE
Food and beverage will continue to be one of the most important revenue line items at the park. As the
complex nearly triples in size; flexibility as well as product and staff flexibility will be key to maximizing
the opportunity of food and beverage. Below identifies
1. Satellite Market
It is anticipated that a satellite market will be built into Phase 305 in the smaller great lawn space in
between the quads. This market will be much smaller and not require the level of “back of house”
that the main market features. It is anticipated that the main market location will service the satellite
market.
2. Food Trucks
With a much larger park, it is anticipated that one to two additional food trucks would be included in
the Phase 305 capital costs. These food trucks would be in place of the concession stands originally
planned in the middle of the baseball quads. These quads will now feature all the necessary food
truck hook ups, but will allow for lower capital costs and higher operational flexibility and efficiency.
Ultimately the stable of food trucks at the park will also offer a number of long-term opportunities at
park, including but not limited to:
• Food trucks can continue to be taken off-site and throughout the community to other
events as opportunities present themselves; driving additional revenue to the park
operations.
• Food trucks can be re-branded with new looks and menus over the years. This can be
operationally turned into advantages for teams who come back to the park year in and
year out as it keeps the park offerings from becoming stale or outdated.
3. Portable Concessions
With a very large sports complex now in place in combination with NCRP; SFI’s business plan calls
for the addition of a number of portable concession solutions. These portable options include options
such as beverage and concession express stands to golf cart concessions (i.e. golf course carts).
These portable concessions allow the expansion of food and beverage points of sale as needed while
not creating staffing problems or a sense of a closed down park on smaller events.
4. Great Lawn
Much as described in the 2021 plan, SFI will continue to build events and create unique opportunities
at the Great Lawn while also creating a dedicated schedule around local usage trends. The Great Lawn
will continue to be a space where SFI staff will be as creative as possible to drive local participation as
well as revenue generating events.
16.F.1.b
Packet Pg. 89 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Merchandise
Merchandise will continue to be a staple revenue line item at the park throughout the business plan.
Over time, the profitability should raise as the park is able to react to trends, pre-sale opportunities,
additional product opportunities. As the park network continues to grow, this will also provide the
opportunity for bulk purchasing opportunities that will improve the bottom line performance.
Sponsorships & Partnerships
With a finished product and a huge increase in visitation; sponsorship and partnerships offer one of the
biggest growth areas in terms of revenue at the park. SFI will have dedicated staff at the park as well
as at our corporate office who are focused on selling packages at the sports complex. With naming
rights opportunities separated from our proposed sponsorship sales, we have conservatively planned
for a growth to $300k in annual sponsorship sales. This area has a great opportunity for growth,
however sponsorship sales across the industry outside of naming rights are seeing a downward trend
over the past few years. The upside in sponsorship lies in the ability of the local market to buy into
the park. While we believe the local use component mixed with the visitation the park will create is
a perfect combination for local activation; we do not believe that building a business plan around
aggressive sponsorship numbers is prudent.
Local Use Programming
Tenant/Champion Operations
With the completion of the full complex, SFI will work to identify additional local champion opportunities.
The additional fields will also open up the opportunity to drive revenue through field rentals, which was
not a realistic option in prior years due to lack of fields. Coordinating and maintaining schedules of
multiple local partners, field rentals and additional open public-use opportunities will be an added
lift on the park; however it does offer up the potential opportunity to break even on these expenses
through increased food and beverage spending during the week.
Open-Public Use
Based on local champions and field rental schedules, SFI will identify opportunities for open public use
of the facility. As a company, we believe strongly that sports facilities are only successful if they can
create economic impact while also providing opportunities for local use participation. SFI has a strong
track record at all of our facilities in terms of local programming opportunities including partnerships
with local recreational leagues, adaptive programming and at-risk youth opportunities.
16.F.1.b
Packet Pg. 90 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
AMENITIES
The main amenity zone was proposed for a 2021 installation at the new sports complex. We do
recommend adding amenities as the entire park gets built out. Based on the budget and opportunities
in the full build out, SFI proposes the addition of a splash park at the complex. Heat is one of the
biggest issues that the complex will deal with from both a player and guest standpoint. We believe
that the investment of the splash pad will return immediate benefits to the park in terms of number of
teams, revenue, and overall local-use opportunity. DEVELOPING SPORTS PARKS OF DISTINCTIONTM0’NORTH10’20’40’COLLIER COUNTY SPORTS FACILITYAMENITY AREA CONCEPT PLANMay 20, 2019PARK LEGEND1. MAIN ENTRANCE2. PICNIC GROVE3. PLAYGROUND (2-5 YEARS OLD)4. PLAYGROUND (6-12 YEARS OLD)5. SHADE SHELTER/CHANGING ROOMS6. WATER PARK7. SHADE CANOPY (FABRIC)8. 5 LEVEL CHALLENGE ROPES COURSE9. 9 HOLE MINI GOLF COURSE12234777689516.F.1.b
Packet Pg. 91 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
aquatix.playlsi.comDESIGN CONCEPT4Color Palette for:CranberryRedBlueMetallic SilverXColor selection approved- as shown aboveCustomer SignatureColor PaletteCollier Country Sports Complex SPLASH PAD Custom16.F.1.b
Packet Pg. 92 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
FINANCIALANALYSIS
16.F.1.b
Packet Pg. 93 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
FINANCIAL ANALYSIS
The financial analysis to follow is based on the business plan detailed in this report. It is important
to note that there are still a number of unknowns in this project and the projected revenues and
expenses are based on years of operating tournaments and events, industry trends and knowledge,
and real data from existing sports complexes. While it is our intent to provide real and achievable
numbers; there are numerous factors that take place that will affect these numbers in both positive
and negative ways. SFI’s park operations model is purposefully structured to ensure that the public
and private sector goals are constantly aligned throughout the life of the project to drive economic
impact, provide local use opportunities and drive profitability. The budget does not include line items
that will be covered by the County outside of SFI’s operations. As discussed earlier in this business
plan, the financial analysis does not include operations of the Great Lawn. This area will be managed
as a revenue driving area of the park by SFI; but without more detailed plans and discussions, we have
opted to leave this out of the analysis at this point.
Operations
During the course of Phase 1 services, SFI has worked with the County’s project team to put together
a model that will create the highest amount of economic impact, while also aligning the goals of
both SFI and the County. The current model that has been discussed is a hybrid model that will
maximize revenue for the complex and incentivize SFI in coherence with the private activity restrictions
of the facility. The goal of this structure is to drive revenue through high levels of programming to a
point where SFI’s management fee is eliminated, and the complex offsets the maximum amount of
its operating expenses. In the first few years, SFI will receive a management fee as the complex is
built out to full size. Once the full complex is open and under operation for an agreed-upon amount
of time, the management fee is eliminated for SFI and a revenue model is employed that protects the
tax-exempt status of the facility financing proceeds while also incentivizing park management to meet
the underlying economic goals the park was built for.
The financial analysis on the following pages does not take into account any split of revenue nor
agreed-upon services that the County will provide outside of the operations of the facility. While these
items will be finalized and fine-tuned during Phase 2A; they currently include landscape and common
area maintenance, building and structural maintenance, insurance, and utilities. These numbers are
also created with assumptions that will affect the operations of the park on a short term and long-term
basis (i.e. local champion requirements and usage, final sponsorship vs. naming rights definitions,
etc.).
The purpose of this financial analysis will be to allow for continued conversation in Phase 2A to put
together a PPP that provides the best opportunity for both SFI and Collier County. These financial
numbers will continue to evolve throughout the next phase. Through our initial conversations and
workshops with the County, we have no doubt that we will be able to create an amazing partnership
that will drive economic impact for years to come, create amazing local opportunities for residents,
and continue to drive towards the underlying goals the park was built for.
16.F.1.b
Packet Pg. 94 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
2020*202120222023202420252026202720282029OPERATING REVENUETeam Entry Fees & Facility Rental50,000$ 281,880$ 803,100$ 956,550$ 1,288,905$ 1,494,848$ 1,687,868$ 1,738,504$ 1,790,659$ 1,844,379$ Food & Beverage62,000$ 330,936$ 671,252$ 700,350$ 820,755$ 933,766$ 991,754$ 1,021,507$ 1,052,152$ 1,083,716$ Merchandise15,000$ 91,872$ 206,587$ 222,494$ 260,333$ 282,055$ 302,664$ 311,744$ 321,096$ 330,729$ Hotel Commissions-$ 30,000$ 40,000$ 50,000$ 51,500$ 53,045$ 54,636$ 56,275$ 57,964$ 59,703$ Gate Fee-$ 203,580$ 297,369$ 308,655$ 348,156$ 367,907$ 387,657$ 399,287$ 411,265$ 423,603$ Sponsorship50,000$ 50,000$ 200,000$ 220,000$ 242,000$ 266,200$ 292,820$ 301,605$ 310,653$ 319,972$ TOTAL OPERATING REVENUE177,000$ 988,268$ 2,218,309$ 2,458,049$ 3,011,649$ 3,397,820$ 3,717,400$ 3,828,922$ 3,943,789$ 4,062,103$ COST OF GOODS SOLDTournament COGS-$ 154,560$ 517,320$ 591,096$ 810,144$ 905,108$ 1,026,184$ 1,056,970$ 1,088,679$ 1,121,339$ Merchandise COGS23,490$ 41,342$ 92,964$ 100,122$ 117,150$ 126,925$ 136,199$ 140,285$ 144,493$ 148,828$ Food & Beverage COGS37,200$ 198,562$ 402,751$ 420,210$ 492,453$ 560,259$ 595,052$ 612,904$ 631,291$ 650,230$ Programming Hourly Staffing (F&B, Merch, Tournaments)62,400$ 101,760$ 12,800$ 12,800$ 12,800$ 13,600$ 14,400$ 14,976$ 15,575$ 16,198$ Event Operations COGS (HR, Accounting, Sales, Marketing, Etc.)75,000$ 359,738$ 536,481$ 548,130$ 586,520$ 614,576$ 652,266$ 671,586$ 691,703$ 712,649$ Sponsorship COGS17,500$ 17,500$ 70,000$ 77,000$ 84,700$ 93,170$ 102,487$ 105,562$ 108,728$ 111,990$ TOTAL COST OF GOODS SOLD215,590$ 873,462$ 1,632,317$ 1,749,359$ 2,103,767$ 2,313,638$ 2,526,588$ 2,602,282$ 2,680,469$ 2,761,234$ OPERATIONS NET INCOME-$38,590$114,807$585,992$708,691$907,882$1,084,182$1,190,812$1,226,640$1,263,320$1,300,869FACILITY EXPENSESSFI Facility Maintenance & Janitorial 358,680.00$ 563,510.00$ 726,974.00$ 494,711.40$ 507,695.63$ 824,860.24$ 869,059.07$ 896,503.33$ 924,865.25$ 954,176.89$ Salary/ FT Staffing & Benefits332,150$ 490,880$ 566,415$ 589,072$ 612,635$ 637,140$ 662,626$ 689,131$ 716,696$ 745,364$ Facility Marketing75,000$ 77,250$ 79,568$ 81,955$ 84,413$ 86,946$ 89,554$ 92,241$ 95,008$ 97,858$ Insurance50,000$ 51,500$ 53,045$ 54,636$ 56,275$ 57,964$ 59,703$ 61,494$ 63,339$ 65,239$ Legal35,000$ 36,050$ 37,132$ 38,245$ 39,393$ 40,575$ 41,792$ 43,046$ 44,337$ 45,667$ Corporate Services/Management Fee280,000$ 350,000$ 350,000$ 300,000$ 300,000$ -$ -$ -$ -$ -$ Travel-Transp., Lodging, Meals33,600$ 34,608$ 35,646$ 36,716$ 37,817$ 38,952$ 40,120$ 41,324$ 42,563$ 43,840$ General & Administrative facility expenses161,939$ 166,797$ 171,801$ 176,955$ 182,264$ 187,731$ 193,363$ 199,164$ 205,139$ 211,293$ TOTAL OPERATING AND MANAGEMENT1,326,369$ 1,770,595$ 2,020,580$ 1,772,290$ 1,820,492$ 1,874,167$ 1,956,217$ 2,022,902$ 2,091,947$ 2,163,438$ FACILITY NET INCOME(1,364,959)$ (1,655,789)$ (1,434,588)$ (1,063,599)$ (912,610)$ (789,985)$ (765,405)$ (796,262)$ (828,627)$ (862,570)$ * 2020 represents a pro-rated year from May 1 through December 31. Full income statement based on calendar year.** Income statement does not include line items that will be covered by the County outside of SFI’s operations. *** Income statement does not include gross profit sharing splits**** Income statement should not be treated as a final document. Numbers are conceptual and will change based on Phase 2A and 2B items. These numbers should be used for planning purposes only.16.F.1.b
Packet Pg. 95 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
ECONOMICIMPACT
16.F.1.b
Packet Pg. 96 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
ECONOMIC IMPACT
SFI’s economic impact analysis looks at the effect the recommended operating plan will have on the
local economy. Given the level of investment being put into the new facility, the project should have a
significant and measurable impact on the local community. By attracting new, out-of-market visitors,
the complex operations will generate new direct spending in the economy via hotel room nights and
tax revenue. Further, the complex should have a positive impact on the quality of life for local residents
by providing high quality field space for local groups, non-profit organizations and community events.
Visitor Spending Profile
Based on first-hand data gathered through years of operating tournaments in multiple locations, SFI
has established an average per-day, per-person amount spent on local goods and services. The
categories which make up this visitor spending profile include lodging, transportation, food and
beverage, entertainment, shopping, event related expenses and other spending.
Projected Visitor Information
With the daily spending profile in hand and using the programming plan created for this business
plan, SFI is able to project the total number of visitors and their average length of stay in the area for a
tournament. In order to make these projections, several assumptions must be made regarding team
size and traveling party based on real-time data drawn from our other facilities. It is important to note
that the numbers below only take into account tournament participants and guests. These numbers
do not include local programming, great lawn visits or non-sports events.
In the second year of operations, SFI programming is projected to attract 1,008 teams, 92,000 visits and
over 22,000 room nights. As the complex continues to expand and increase its draw, it is expected to
generate over 3,000 teams per year, 370,000 visits and 50,000 room nights. Even before considering
the visitor spending profile, this is a substantial influx of new out-of-market visitors to the local area.
2020 2021 2022 2023 2024
- 1,008 2,082 2,174 2,390
- 15,120 32,196 33,660 37,200
- 28,728 60,097 62,610 68,530
- 43,848 92,293 96,270 105,730
- 92,916 218,527 232,774 259,296
- 22,401 29,751 32,181 37,236
2025 2026 2027 2028 2029
2,559 2,721 2,925 3,144 3,380
39,918 42,540 45,731 49,160 52,847
73,156 77,600 83,420 89,677 96,403
113,074 120,140 129,151 138,837 149,250
280,411 300,134 322,644 346,843 372,856
41,102 44,775 48,133 51,743 55,624
Total Complex Visits
Total Room Nights
Visitor Category
Total Complex Teams
Total Complex Part.
Total Complex Guests
Total Complex Visitors
Visitor Category
Total Room Nights
Total Complex Visits
Total Complex Visitors
Total Complex Guests
Total Complex Part.
Total Complex Teams
16.F.1.b
Packet Pg. 97 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
IMPACT
Using the visitor projections and visitor spending profile detailed earlier in this section, SFI is now
able to estimate the amount of new direct spending directly attributable to complex operations. SFI
estimates that the direct spending generated by sports programming will fall between $11 million and
$40 million per year during the first ten years of operations. The final step of the economic impact
analysis requires the use of RIMS II Economic Impact multipliers, compiled and supplied by the United
States Bureau of Economic Analysis (BEA). Using the direct spending related to sports operations, the
RIMS II Type-II multipliers can be used to calculate the following:
Direct Spending
For the purposes of this report, direct spending includes all real dollars spent on the following
categories by both visitors and the complex operations for an event hotel, entertainment, food
and beverage, retail, transportation and expenses related to event operations.
Economic Impact
The indirect impact includes the impact of local industries buying goods and services from
other local industries. The cycle of spending works its way backward through the supply chain
until all money is spent outside of the local economy.
Earnings Impact
This is the total wages created through the economic impact spending from the facility. Thes
are wages to current and existing jobs as well as jobs created through the impact.
Jobs Impact
Jobs impact is the additional jobs created as a result of the sports operation’s economic impact.
Local companies that provide goods and services to support facility visitors increase their
number of employees as purchasing increases. Jobs impact numbers in this report are inclusive
of full-time, part-time, and seasonal employment.
16.F.1.b
Packet Pg. 98 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Year 2 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 3,136,140$ $4,324,423 $1,092,631 34
Entertainment $21.77 2,022,781$ $3,047,725 $704,737 32
Food & Beverage $37.00 3,437,892$ $4,916,529 $1,421,568 63
Retail $16.65 1,547,051$ $2,099,349 $543,479 23
Transportation $7.12 661,562$ $1,009,543 $383,574 22
Event Related $5.27 489,667$ $752,864 $221,183 7
11,295,094$ $16,150,433 $4,367,172 179
Year 3 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 4,165,140$ $5,743,312 $1,451,135 44
Entertainment $21.77 4,757,337$ $7,167,880 $1,657,456 74
Food & Beverage $37.00 8,085,506$ $11,563,083 $3,343,357 147
Retail $16.65 3,638,478$ $4,937,414 $1,278,197 54
Transportation $7.12 1,555,914$ $2,374,324 $902,119 51
Event Related $5.27 1,151,638$ $1,770,644 $520,195 17
23,354,013$ $33,556,657 $9,152,459 388
Year 4 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 4,505,340$ $6,212,413 $1,569,660 48
Entertainment $21.77 5,067,481$ $7,635,174 $1,765,510 79
Food & Beverage $37.00 8,612,623$ $12,316,912 $3,561,320 157
Retail $16.65 3,875,680$ $5,259,298 $1,361,527 57
Transportation $7.12 1,657,348$ $2,529,113 $960,930 54
Event Related $5.27 1,226,717$ $1,886,077 $554,108 18
24,945,190$ $35,838,988 $9,773,056 414
Year 5 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $5,213,040 $7,188,261 $1,816,223 56
Entertainment $21.77 $5,644,874 $8,505,132 $1,966,674 88
Food & Beverage $37.00 $9,593,952 $13,720,311 $3,967,099 175
Retail $16.65 $4,317,278 $5,858,547 $1,516,660 64
Transportation $7.12 $1,846,188 $2,817,282 $1,070,420 61
Event Related $5.27 $1,366,490 $2,100,978 $617,243 20
$27,981,822 $40,190,510 $10,954,319 463
Year 6 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $5,754,210 $7,934,480 $2,004,767 61
Entertainment $21.77 $6,104,552 $9,197,728 $2,126,826 95
Food & Beverage $37.00 $10,375,214 $14,837,594 $4,290,151 189
Retail $16.65 $4,668,846 $6,335,625 $1,640,166 69
Transportation $7.12 $1,996,528 $3,046,701 $1,157,587 66
Event Related $5.27 $1,477,767 $2,272,067 $667,507 21
$30,377,117 $43,624,195 $11,887,004 502
16.F.1.b
Packet Pg. 99 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
Year 7 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $6,268,500 $8,643,635 $2,183,945 67
Entertainment $21.77 $6,533,926 $9,844,666 $2,276,420 102
Food & Beverage $37.00 $11,104,973 $15,881,222 $4,591,906 202
Retail $16.65 $4,997,238 $6,781,252 $1,755,530 74
Transportation $7.12 $2,136,957 $3,260,996 $1,239,008 70
Event Related $5.27 $1,581,708 $2,431,876 $714,458 23
$32,623,302 $46,843,647 $12,761,266 538
Year 8 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $6,738,638 $9,291,907 $2,347,741 72
Entertainment $21.77 $7,023,970 $10,583,016 $2,447,151 110
Food & Beverage $37.00 $11,937,846 $17,072,313 $4,936,299 217
Retail $16.65 $5,372,031 $7,289,846 $1,887,194 79
Transportation $7.12 $2,297,229 $3,505,571 $1,331,933 76
Event Related $5.27 $1,700,336 $2,614,267 $768,042 25
$35,070,049 $50,356,920 $13,718,361 578
Year 9 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $7,244,035 $9,988,800 $2,523,822 77
Entertainment $21.77 $7,550,768 $11,376,742 $2,630,688 118
Food & Beverage $37.00 $12,833,184 $18,352,737 $5,306,522 234
Retail $16.65 $5,774,933 $7,836,584 $2,028,734 85
Transportation $7.12 $2,469,521 $3,768,489 $1,431,828 81
Event Related $5.27 $1,827,862 $2,810,337 $825,645 27
$37,700,303 $54,133,689 $14,747,238 622
Year 10 Direct Spending Economic Impact Earnings Impact Jobs Impact
Hotel $140.00 $7,787,338 $10,737,960 $2,713,109 83
Entertainment $21.77 $8,117,076 $12,229,998 $2,827,989 127
Food & Beverage $37.00 $13,795,673 $19,729,192 $5,704,511 251
Retail $16.65 $6,208,053 $8,424,328 $2,180,889 92
Transportation $7.12 $2,654,735 $4,051,125 $1,539,215 87
Event Related $5.27 $1,964,951 $3,021,113 $887,568 28
$40,527,826 $58,193,716 $15,853,281 669
16.F.1.b
Packet Pg. 100 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)
The sheer volume of additional dollars reaching the area due to the addition of the sports park is
substantial. Upwards of $40 million currently being spent at other outdoor tournament destinations
elsewhere in the region will be spent locally on an annual basis, providing revenue and job growth
across multiple industries, especially in lodging, food services and entertainment.
This should come as no surprise. Many of the teams and families traveling to the tournament will stay
locally for the duration of the tournament, if possible. The majority of the new job creation may be
attributed to the development of additional hotels, to accommodate the increased traffic to the area or
simply additional staff hired at existing hotels to handle the extra room-nights that the sports park will
create. Similarly, the food industry will benefit tremendously from the influx of people that will come
to the area each weekend and seek two-to-three meals a day for the duration of the tournament. As
most teams have only a game or two each day, there is also the need to fill the rest of the day with
entertainment options for teams and families. Here the local industry gets another boost, as they are
treated to thousands of people looking for additional activities during their time in town.
Annual Tax Impact
The chart below looks at the estimated total tax impact that the complex will have on Collier County
and the State of Florida.
As shown in the table above the complex provides a significant amount of new tax opportunity for the
region – nearly $1 million in the second year, increasing to more than $2.4 million by the tenth year of
operations.
Tax Tax Rate Year 1 Year 2 Year 3 Year 4 Year 5
Tourism Tax 5.00%$0 $156,807 $208,257 $225,267 $260,652
Collier County Sales Tax 1.00%$0 $112,951 $233,540 $249,452 $279,818
State Sales Tax 6.00%$0 $677,706 $1,401,241 $1,496,711 $1,678,909
Total $0 $947,464 $1,843,038 $1,971,430 $2,219,380
Tax Tax Rate Year 6 Year 7 Year 8 Year 9 Year 10
Tourism Tax 5.00%$287,711 $313,425 $336,932 $362,202 $389,367
Collier County Sales Tax 1.00%$303,771 $326,233 $350,700 $377,003 $405,278
State Sales Tax 6.00%$1,822,627 $1,957,398 $2,104,203 $2,262,018 $2,431,670
16.F.1.b
Packet Pg. 101 Attachment: Collier Business Plan Final (9665 : Sports Complex Marketing and Support)