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Backup Documents 05/26/2020 Item #11B - 3rd Amendment to the Sports ComplexORIGINAL DOCUMENTS CHECKLIST & ROUTING SLIP TO ACCOMPANY ALL ORIGINAL DOCUMENTS SENT TO 118 THE BOARD OF COUNTY COMMISSIONERS OFFICE FOR SIGNATURE Print on pink paper. Attach to original document. The completed routing slip and original documents are to be forwarded to the County Attorney Office at the time the item is placed on the agenda. All completed routing slips and original documents must be received in the County Attorney Office no later than Monday preceding the Board meeting. **NEW** ROUTING SLIP Complete routing lines # 1 through #2 as appropriate for additional signatures, dates, and/or information needed. If the document is already complete with the excention of the Chairman's signature_ draw a line through routine lines # I through #2. complete the checklist, and forward to the County Attorney Office. Route to Addressee(s) (List in routing order) Office Initials Date 1. 2. 3. County Attorney Office County Attorney Office f / 4. BCC Office Board of County Commissioners �Q 5. Minutes and Records Clerk of Court's Office R110 PRIMARY CONTACT INFORMATION Normally the primary contact is the person who created/prepared the Executive Summary. Primary contact information is needed in the event one of the nddreSCeeS ahnve may need to contact staff for additional or missing information. Name of Primary Staff Phone Number Contact / Department �C. Agenda Date Item was Agenda Item Number j Approved by the BCC i Type of Document ` \\ Number of Original Attached �d \� Documents Attached PO number or account number if document is to be recorded INSTRUCTIONS & CHECKLIST Initial the Yes column or mark "N/. C in the Not .Applicable column, whichever is Yes N/A (Not appropriate. _ (Initial) Applicable) 1. Does the document require the cb iirman's original signature? 2. Does the document need to be sei,t to another agency for additional signatures? If yes, %�tl provide the Contact Information (i+ ame; Agency; Address; Phone) on an attached sheet. 3. Original document has been signed/initialed for legal sufficiency. (All documents to be signed by the Chairman, with the exception of most letters, must be reviewed and signed by the Office of the County Attorney. 4. All handwritten strike -through and revisions have been initialed by the County Attorney's Office and all other parties except the BCC Chairman and the Clerk to the Board 5. The Chairman's signature line date has been entered as the date of BCC approval of the document or the final negotiated contract date whichever is applicable. 6. "Sign here" tabs are placed on the appropriate pages indicating where the Chairman's ,- signature and initials are required. 7. In most cases (some contracts are an exception), the original document and this routing slip should be provided to the County Attorney Office at the time the item is input into SIRE. Some documents are time sensitive and require forwarding to Tallahassee within a certain time frame or the BCC's actions are nullified. Be aware of your deadlines! 8. The document was approved by the BCC on and all changes made during the meeting have been incorporated in the attached document. The County Attorney's Office has reviewed the changes, if applicable. it 9. Initials of attorney verifying that the attached document is the version approved by the BCC, all changes directed by the BCC have been made, and the document is ready for th Chairman's signature. I: isOld.%41 BC§A.,i0gj_na1C.o0c.6ntRouting Slip WWS Orig �ak..04, Revis26`09-4evised �5eg12 1 1 Q Ann P. Jennejohn From: Ann P. Jennejohn Sent: Friday, June 26, 2020 12:11 PM To: Jenniferl-eslie Subject: Item #11 B (5-26-2020) Attachments: #18-7404 Amendment #3 (Sports Fields, Inc).pdf Hi Jennifer, A copy of tine Amendment *3, (Item #1113 5-2.6-2.0) to Professional Service Agreement #18-7404 w/Sports Fields, Inc. is attached for your records. Thank you! Ann Jennejohn 13MR Senior Deputy Clerk Clerk to the Value Adjustment Board Office: z3 9 -252 -8406 Fax: 2.39-252-8408 (if applicable) Ann.Jenneiohn@CollierClerk.com Office of the Clerk of the Circuit Court & Comptroller of Collier County 3299 Tamiami Trail, Suite -k401- Naples, FL 34112-5324 www.CollierClerk.com I I B THIRD AMENDMENT TO AGREEMENT # 18-7404 FOR "COLLIER COUNTY SPORTS COMPLEX MARKETING AND SUPPORT" THIS THIRD AMENDMENT to Professional Services Agreement # 18-7404 (this "Amendment") is made, entered into, and effective as of the day of May 2020 (hereafter, the "Effective Date"), by and between Sports Fields, Inc., of GA d/b/a Sports Fields, Inc., authorized to do business in the State of Florida, whose business address is 3760 Sixes Road, Suite 126-331, Canton, GA 30114 (the "Contractor") and Collier County, a political subdivision of the State of Florida (the "County" or "Owner") (collectively the "Parties"). WHEREAS, on October 23, 2018 (Agenda Item 16.F.2), the County entered into Professional Services Agreement # 18-7404 (the "Agreement") with the Contractor to obtain professional consulting services concerning the "Collier County Sports Complex (the "Complex") Marketing and Support" project with an initial contract award of $50,000 for Phase I of the project; and WHEREAS, on September 10, 2019, the County approved the First Amendment to Agreement # 18-7404, to enter Phase II -A for services related to the project in a not -to -exceed amount of $950,000 for Corporate Marketing and Consulting Fees, Operations Start-up Costs, and Limited Park Staffing; and WHEREAS, on April 6, 2020, due to the spread of the COVID-19 virus throughout the United States and Florida, the Parties extended the Phase II -A period through the Second Amendment to Agreement #18-7404 until September 30, 2020, or the date of substantial completion, turnover and opening of the Complex, whichever is later, without restrictions, to enter Phase II-B: Management Operation, Advertising, and Marketing of the Complex under these changed circumstances; and, WHEREAS, the Parties have worked diligently to prepare for the opening of operations in June 2020; and WHEREAS, the Parties desire to amend the Agreement to initiate Phase II-B: Management, Operation, Advertising, and Marketing of the Complex, as defined in the original Agreement, to be made as a Third Amendment to the Agreement. NOW, THEREFORE, in consideration of the mutual promises and covenants herein contained, it is agreed by the Parties as follows: 1. Services shall be provided in accordance with Exhibit A2 Phase II-B Scope of Services, attached hereto, which is hereby incorporated into the Agreement; 2. The estimated business income for the Complex is outlined in Exhibit B2 Phase II-B Estimated Operating Business Income Fee Schedule, attached hereto, which is hereby incorporated into the Agreement; !18 3. The estimated fixed costs of the Complex are outlined in Exhibit C Phase 11-B Estimated Facilities Fixed Cost Fee Schedule, attached hereto, which is hereby incorporated into the Agreement; 4. The minimum operating standards for the Complex are outlined in Exhibit D, Complex Operating Manual, attached hereto which is hereby incorporated into the Agreement; 5. All other terms and conditions of the Agreement shall remain in force, except where amended (as well as all prior Exhibits except where they are clearly designated as being Iimited to a particular phase/schedule of the project or superseded by a subsequent Exhibit), as follows below: TERM OF AGREEMENT. The Agreement shall remain in effect from the Effective Date he -€et -a five-(5) year periods seg-upert the date of Beard app e a) and termitwt+ng terminate on September 30, 2026 r until all outstanding Purehase Order(s) issued prior to t e e*pitetien e€ he Agreeme"eriod have +Mess the Agreement is renewed or extended as set forth below. The County may, at its discretion and with the consent of the Contractor, renew the Agreement under all terms and conditions contained in this Agreement for two (2) additional separate five 5 two-(22) year periods. The County shall give the Contractor six (6) months written notice of the County's intention to renew the Agreement term prior to the end of the Agreement term then in effect. The County Manager, or his designee, may, at his discretion, and with the consent of the Contractor, extend the Agreement under all terms and conditions contained in the Agreement for up to one hundred and eighty (180) days. The County Manager, or his designee, shall give the Contractor written notice of the County's intention to extend the Agreement term prior to the end of the Agreement term then in effect. The PaFties may amend the tet-m of this AgFeef:RORt, as part of negotiations foi- Phase . MensgemeRt,-Operation, Advert+SiRg-, 0 tcd-Maras,•^^ ^11�•', , memot-i lizea : ..;.:,,g and exeeuted by its authorized Fepresentatives. 10. TERMINATION. Should the Contractor be found to have failed to perform its services in a manner satisfactory to the County as per this Agreement, and should the Contractor fail to correct anv deficiencv in the performance of its services under this Agreement within thirty (30) days after its receipt of written notice from the County of such deficiency(or if such deficiency is not capable of being corrected within thirty (30) days, should the Contractor fail to commence and continue correction of such deficiency within thirty 30) days after its receipt of written notice from the County of such deficiency), the County may terminate said Agreement for cause; further, the EomAy--either of the parties may terminate Page 2 of 16 "Third Amendment to Agreement # 18-7404 Words Struek '12 weugl► are deleted; Words Underlined are added Ito this Agreement for convenience with a one hundred eighty (I 80) thirty (30) day written notice. The County shall be the sole judge of non-performance. In the event that this Agreement is terminated for convenience employed staff may be retained at the Complex at current salary structure for an additional one hundred and eighty (180) days following the termination period There shall be no restrictions on the Contractor for maintaining or rehiring of staff at any time after a termination event. In the event that the County terminates this Agreement, Contractor's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Contractor shall not be entitled to any other or further recovery against the County, including, but not limited to, any damages or any anticipated profit on portions of the set -vices not performed. 16. COMPONENT PARTS OF THIS AGREEMENT. This Agreement consists of the following component parts, all of which are as fully a part of the Agreement as if herein set out verbatim: Contractor's Proposal, Insurance Certificate(s), Exhibit A Scope of Services, Exhibit A2 Phase II-B Scope of Services, Exhibit B Phase I Fee and Project Schedule, Exhibit B2 Phase II-B Estimated Business Income Fee Schedule, Exhibit C Phase 11-13 Estimated Facilities Fixed Cost Fee Schedule, Exhibit D Complex Operating Manual, Invitation to Negotiate (ITN) # 18-7407, including Exhibits, Attachments, and subsequent Amendments to this Agreement. 28. ASSIGNMENT. Contractor shall not assign this Agreement or any part thereof, without the prior written consent of the County. Notwithstanding the foregoing the County hereby consents to the assignment of this Agreement by Contractor to Sports Force Parks Naples I I C or any other entity affiliated with Contractor and formed for purposes of operating the Complex. Any attempt to assign or otherwise transfer this Agreement, or any pall hereof, without providing advance notice to and obtaining the County's consent, shall be void. If Contractor does, with approval, assign this Agreement or any part hereof, it shall require that its assignee be bound to it and to assume toward Contractor all of the obligations and responsibilities that Contractor has assumed toward the County. 30. TAX MATTERS The County and the Contractor acknowledge that gat a portion of the costs of the Complex were financed with proceeds of certain tax-exempt indebtedness (collectively the "Bonds") and the County and the Contractor intend for this Agreement to comply in all respects with Revenue Procedure 2017-13. Accordingly, and notwithstanding any provision of this Agreement to the contrary, the County and the Contractor agree as follows: a. The County shall continue to exercise a significant degree of control over the Complex including but not limited to approving the annual budget of the Complex, Page 3 of 16 Third Amendment to Agreement It 18-7404 Words Stmek T wough are deleted; Words Underlined are added Ila approving any capital expenditures with respect to the Complex approving, tiny disposition of assets of the Complex approving the rates and charges for use of the Complex and approving thegeneral nature and type of use of the Complex. b. The County shall continue to the bear the risk of loss upon damage or destruction of the Complex; provided however, this shall not in any way reduce or eliminate or adversely impact the Countys ability to seek and be entitled to reimbursement or damages or costs from the Contractor or any other party whose actions or inactions may have caused such loss. The Contractor shall not take any tax position that is inconsistent with the Contractor's role as a manager or service provider of the Complex. Without limitint. the generality of the foregoing sentence the Contractor will not claim any depreciation or amortization deduction investment tax credit or any deduction for any payment as rent with respect to the Complex. in the event the tax-exempt status of the Bonds is challenged by any federal agency or any nationally i-ccognized bond counsel expresses the view that the tax-exempt status of the Bonds is in jeopardy as a result of this Agreement or the operation of the Complex the County and the Contractor will to the extent necessary or desirable renegotiate the terms of this Agreement in good faith to ensure that the tax-exempt status of the Bonds is not adversely affected. 31. BUSINESS INCOME USE, APPROPRIATION, AND CALCULATION. The Complex is expected to generate programmatic revenue or revenue driven by the programmatic aspects of the Complex This revenue includes but is not limited to, service fees rental fees usage fees sponsorships sales commissions food & beverage sales, merchandise sales and other miscellaneous revenues driven by the programmatic operation of the complex that are outlined in Exhibit B2 Phase II-B Estimated Business Income Fee Schedule. The Complex will also generate programmatic costs that are defined as costs driven by generating the revenues associated with the programmatic aspects described above and outlined in Exhibit B2 Phase 11-B Estimated Business income Fee Schedule. These costs include but are not limited to Cost of Goods Sold (COGS) related to tournament programming merchandise food & beverage event operations and sponsorships. The gross programmatic revenue less the COGS will comprise the business income (`Business Income) Business Income will be managed collected recorded reported, and retained by the Contractor, and will remain distinct and separate from any other proiects or operations of the Contractor. Business income is considered unrestricted funds and will be used for program cash flow or allowable program costs as detailed in the budget. Page 4 of IG Third Amendment to Agreement tl I8-7404 Words Sttuek T wouglt are deleted; Words Underlined are added 0 its On a quarterly basis the Contractor will calculate the Business Income from the Complex (less the Capital Reserve Contribution set forth in Section 34 below), and will distribute this Business Income to the County and the Contractor in accordance with the proportionate allocation set forth below ("Business Income Appropriation") "rhe County will first use its share of the Business Income Appropriation to offset the Approved Fixed Costs for the Complex payable by the County to the Contractor pursuant to Section 32 hereof. The calculation of Business Income Appropriation shall be as follows and contribute to the overall Management Fee (as hereinafter defined) of the Contractor: $0 - $1,500,000 1 50% 1 50% Should the Business Income exceed $1 5 million ($1 500 000) in any given fiscal year, the County and Contractor may renegotiate the split provision of the Business Income Appropriation for the income exceeding $1 5 million through a written amendment to the Agi-ecment that is mutually acceptable to and Signed by both the County and Contractor. In any given fiscal year should the Business Income be less than 70% of the approved budget the County and Contractor may negotiate a written amendment to this Agreement, that is mutually acceptable to and signed by both the County and Contractor; provided, however that this renegotiation shall only be applicable after the Complex is fully open and operational. In Fiscal Year 2020 if the Business Income is calculated negative the Contractor may invoice the County for the loss and the County shall reimburse the Contractor for the same upon receipt of a proper invoice Payments of invoices shall be processed and paid in accordance with the timeframes established in Florida Statutes $§ 218.73 and 218.74 (the "Local Government Prompt Payment Act") and the terms of this Agreement. In subsequent years there shall be no reimbursement of Business Income loss. During Fiscal Years 2020-2025 of the Agreement the County shall pay the Contractor a fixed corporate services management fee ("the Corporate Services Management Fee") in the amount set forth below. Starting in FY 2022 the Corporate Services Management Fee will begin to be phased out in line with the chart below: Fiscal Year Corporate Services Reduction Year over Year Management Fee FY 2020(partial) $92,400 - FY 2021 $350,000 - FY 2022 $245,000 -30% FY 2023 $171,500 -30% FY 2024 $120,050 -30% Page 5 of 16 Third Amendment to Agreement N I8-7404 Words Stmek'f- %ro are deleted; Words Underlined are added FY 2025 $60,025 -50% FY 2026 $0 -100% The Contractor's share of the Business Income Appropriation and the Corporate Services Management fee shall hereinafter be collectively referred to as the "Management Fee." If in any fiscal year, the Contractor's share of the Business Income Appropriation plus any portion of the Corporate Services Management Fee (if any) exceeds $500,000, the remaining portion of the Corporate Services Management Fee for such fiscal year (i.e., any portion of the Corporate Services Management Fee that if paid would cause the Contractor's total Management Fee for such fiscal year to exceed $500,000) will be waived. Notwithstanding, the foregoing in the event that the Complex is not complete by December 3 1202 I the County and Contractor may negotiate a written amendment to this Agreement that is mutually acceptable to and signed by both the County and Contractor. 32. FACILITIES FIXED COSTS SCHEDULE '('he Complex is expected to generate fixed costs associated with the baseline operation of the Complex These costs include, but are not limited to maintenance and janitorial full time employee salaries corporate services, and other general administrative expenses (the "Fixed Costs"). The initial estimates of the Fixed Costs for fiscal year 2020 and 2021 are outlined in Exhibit C Phase 11-B Estimated Facilities Fixed Cost Fee Schedule (as the same may be updated from time to time pursuant to the terms of this Agreement the "Budgeted Fixed Costs"). The Fixed Costs for the Complex shall not exceed the Budgeted Fixed Costs without the Contractor providing justification therefore and obtaining approval of the Board of County Commissioners. The Budgeted Fixed Costs and any other Fixed Costs approved by the County shall be deemed the "Approved Fixed Costs." The Approved Fixed Costs shall be reimbursed by the County to the Contractor monthly upon the provision of a valid invoice and submittal of monthly deliverables report Payments of invoices shall be processed and paid in accordance with the timeframes established in the Local Government Prompt Payment Act and the terms of this Agreement Notwithstanding the foregoing the Contractor will first offset ally Approved Fixed Costs payable by the County against the County's share of the Business Income Appropriation that is available to the County on a quarterly basis pursuant to Section 31 hereof 33. BUDGET REVIEW AND MODIFICATION Budgeted Fixed Costs budget will be subiect to an annual review and based upon actual costs of the previous year and the business plan proposed by Contractor. Modifications of any of the budget categories defined in Exhibits B2 or C may only be made if approved in advance by the County Manager, or his designee and if such modifications exceed Fifty Thousand Dollars ($50 000) then it will require an Amendment to this Agreement approved by the Board of County Commissioners. Page 6 or 16 Third Amendment to Agreement It18-7404 Words S"ek=F'w uglt arc deleted; Words Underlined are added 0 34. CAPITAL RESERVE Prior to the quarterly calculation and distribution of the Business income Appropriation pursuant to Section 31 hereof, the Contractor shall calculate and set aside, 5% of the Business Income as capital reserves for the Complex (the "Capital Reserve Contribution") Contractor shall remit to the County the Capital Reserve Contribution to be held in t► ist in a separate capital reserve account for the Complex maintained by the County, and the funds in such account shall be used exclusively for capital repairs or replacements at the Complex The budget schedule and plan for capital repairs and replacement for the Complex will be administered by the County, with the input of the Contractor. 35. ASSUMPTION CLAUSE In the event of the termination of this Agreement, the County will make best effo►•ts to accommodate any existin�y events that have an active reservation at the Complex or another County facility. 36. GENERAL OPERATING PROCEDURES The Contractor shall operate and maintain the, facility to the minimum standards outlined in the Complex Operating Manual, attached hereto as Exhibit D and incorporated herein by reference (the "Operating Manual"). The Operating* Manual includes but is not limited to general hours of operation, food and beverage standards standard operating, procedures for facility and recreational stuff minimum maintenance standards and guidelines general quality assurance and quality control procedures, guidelines for merchandise and food and beverage sales, standard workflows for programming and reservations and work methods and purchasing of goods and equipment for the facility. The Operating Manual will be considered approved by the Board of County Commissioners upon the execution of this Amendment. The County Manager, or his designee may, at his discretion and with the consent of the Contractor, amend the mini►num standards and procedures in the Complex Operating Manual based on programming demand. 37. PROJECT PUBLICITY Any news release Tpertaining �to the services performed by the Contractor pursuant to this Agreement must recognize the contribution of the County as a fimdin 7 source and should be coordinated with the County's Communications and Customer Relations Division prior to publication The Contractor shall recognize the County for its contribution in all promotional materials and at any event or workshop for which County funds are allocated. 38. SUBCONTRACTORS The Contractor shall be responsible for all work and all expenses ►egUired to perform the services set forth in this Agreement subject to reimbursement from the County pursuant to this Agreement. Page 7 or 16 'third Amendment to Agreement 1118-7404 Words St-ruek-T4waugh are deleted; Words Underlined are added 9 lie a. The Contractor may, as appropriate and in compliance with applicable laws, subcontract the delivery of the services for the Complex provided however, that the Contractor will be solely liable to the subcontractor for all expenses and liabilities incurred during such subcontract subject to appropriate reimbursement of Contractor pursuant to this Agreement. b. Any and all subcontracts executed for the Complex shall include provisions whereby the Contractor and the subcontractor agree to abide by all local, State and federal laws and indemni!' and hold harmless the County consistent with the same provisions required of the Contractor in the Agreement. 39. DATA & RECORDS MANAGEMENT The Contractor shall keep and maintain records required to operate and perform services to the Complex Upon request from the County, the Contractor shall make those records available for inspection. Upon expiration or termination of this Agreement the Contractor will transfer, at no cost, to the County all records with respect to the operation of the Complex by Contractor that are in possession of the Contractor or keep and preserve public records with respect to the operation of the Complex by Contractor during the term of this Agreement that are required by the County to perform the service If the Contractor transfers all public records to the County upon expiration or termination of this Agreement the Contractor shall destroy any duplicate public records that are confidential and exempt from public records disclosure requirements If the Contractor keeps and preserves public records upon expiration or termination of this Agreement the Contractor shall meet all applicable requirements for retainingLnlblic records All records stored electronically must be provided to the County upon request from the County's custodian of public records in a format compatible with the information technology systems of the County. 40. OPERATIONS. The Contractor shall use point -of -sale (POS) electronic cash machines or other similar electronic accounting control equipment for the proper control of all payments All sales transaction must be accompanied by a receipt to the customer. Daily Register receipts must be maintained and made available upon demand during the term of this Agreement All electronic cash equipment must be reviewed and approved by the County prior to use. All financial records with respect to the Complex are to be retained during the entire term of this Agreement and for aperiod of five (5) years following the termination of this Agreement The financial records described in the previous sentence consist of records documenting Specific receipts/revenues collected by Contractor through cash, checks, electronic fund transfers (EFT) credit and debit cards or other methods. This may include but is not limited to records such as cash collection records and reports, cash. receipt books cash register tapes deposit/transfer slips EFT notices credit and debit card Page 8 of 16 Third Amendment to Agreement i118-7404 WoMs Stmek 4'twou& are deleted; Words Underlined a►rc added records receipt ledgers receipt iournal transactions and vouchers, refund records, bad check records and other accounts receivable and related documentation. The Contractor may sell any concessions desired as long as such items are permitted under Florida state law and the Contractor has obtained the proper licensing/tax permits for such sales. Any and all tobacco products are not permitted. 41. FINANCIAL REVIEW, RECORDS, AUDIT. The Contractor shall provide, at its expense an annual independent review of the Contractor's financial records. The purpose of this review is to substantiate that the County has been compensated in accordance with this Agreement. During the term of this Agreement the Contractor shall establish and maintain such records as now exist and may hereafter be prescribed by the County in the future to provide evidence that all terms of this Aareement have been and are being observed. The Contractor grants to the County the right and authority to audit all records, documents, and books pertaining to the Complex operation. Such audit will be conducted at a frequency determined by the County and communicated to the Contractor. The Contractor agrees _ to provide materials for the audit at the place designated by the County within three (3) business days after the County's notice to do so is received by Contractor, all at no cost to the County. The agreement to provide materials for audit extends to the Office of the Clerk of the Circuit Court, as "ex-officio clerk of the Board of County Commissioners, auditor, recorder, and custodian of all county funds." All other terms and conditions shall remain in force. Page 9 of 16 Third Amendment to Agreement 11I8-7404 Words 84vvelFFlwougl► are deleted; Words Underlined are added 118 IN WITNESS WHEREOF, the Parties have executed this Amendment on the date and year first written about by an authorized person or agent. ATTEST: CRYSTAL KINZEL, Clerk of Courts arirtglter 4M t� I3y•��: tJ est as r y lerk Contractor's F' B 4�10 /al Print Name Contractor's Second Witness: Bye�wOblt,�J Print Name Approved as to form and legality: Scott R. Teach BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA C- -, By:__/ Z� Burt L. Saunders, Chairman CONTRACTOR: Sports Fields, Inc., of GA d/b/a Sports Fields, Inc. %- ram!"► !j*' Deputy County Attorney ��•' Item # 1 y Agendar�- .: ' , Date Date„-= Reed --� Page 10 of 16 ....� «.,... .� . Third Amendment to Agreement #f 1 R-7404 Words Siruek Thr000 are deleted; Words Underlined are added O EXHIBIT A2 PHASE II-B SCOPE OF SERVICES ORGANIZATION: Sports Fields, Inc. PROJECT: Paradise Coast Sports Complex OBJECTIVE: Project Administration Performance Criteria The Contractor shall provide the supporting documentation to substantiate the following activities for reimbursement: Deliverable 1: Maintain staff which shall be comprised of a General Manager, Assistant General Manager, (2) Sports Managers, Hospitality Manager, EventsManagw, Maintenance Manager, Superintendent, and a two (2) Local Use Coordinators based on the compensation model included in the COMPLEX Operating Manual. Progress and detail of this deliverable will be evidenced by providing the County with a monthly payment record, including a direct deposit transaction detail report for each employee receiving payment during the period. All such monthly records/reports shall be provided to the County by the close of business no later than five (5) days after the end of each month. Deliverable 2: Provide a monthly report of all receipts to support the expenses being submitted for reimbursement and a transaction detail report. All such monthly records/reports shall be provided to the County by the close of business no later than five (5) days after the end of each month. Deliverable 3: Maintain and update a search engine optimized website and social media accounts which highlight the COMPLEX, Collier County, and Paradise Coast region. Monthly, the Contractor will provide an analytics report for the period along with Deliverables 1 and 2. All such monthly records/reports shall be provided to the County by the close of business no later than five (5) days after the end of each month. Deliverable 4: Quarterly review of the Complex including the events held at the Complex during the quarter, a look ahead to the next quarter, and a profit and loss statement. This profit and loss statement will calculate the quarterly remittances to the County. This report will be prepared and submitted within 30 days of the conclusion of the quarter. Each quarterly report will be presented to the Tourist Development Council at the next available meeting. Deliverable 5: Development and submission of a preliminary annual budget for the following fiscal year by May 1 of each year for review for inclusion in the County budget process. Deliverable 6: Submittal of an annual business plan for the Complex by October 31 after the closing of each fiscal year. The annual report shall include a year-end review of the concluding Page 11 of 16 Third Amendment to Agreement # 18-7404 Words StrzuekThrough are deleted; Words Underlined are added MIJ 11B year and goals, and also outline the budget, and strategy for the upcoming fiscal year. The annual business plan will be presented to the Tourist Development Council and Board of County Commissioners at the next available meeting. EXHIBIT B2 - PHASE 11-B ESTIMATED BUSINESS INCOME FEE SCHEDULE FY 20 Mid -Year Full FY 20-21 Income Event Income Tournament Fees $ 30,700.00 $ 300,000.00 Event Retail $ 4,240.00 $ 32,312.00 Event F&B $ 35,000.00 $ 295,695.00 Event Hotel $ 0 $ 120,000.00 Event Gate $ 0 $ 64,456.00 Total Tournament Income $ 69,940.00 $ 812,463.00 Great Lawn/Local Use Event Fees $ 750.00 $ 15,550.00 Rental Revenue $ 11,500.00 $ 39,780.00 Food & Beverage $ 30,000.00 $ 200,000.00 Total Local Income $ 42,250.00 $ 255,330.00 Other Income Sponsorship $ 30,000.00 $ 120,900.00 Discounts $ (867.18) $ (2,540.42) Refunds $ (2,677.50) $ (10,800.00) Total Income $ 138,645.32 $ 1,174,452.58 Cost of Goods Sold Game Support $ 32,400.00 $ 120,900.00 Retail Costs $ 2,035.20 $ 15,509.76 Food Cost $ 26,000.00 $ 198,278.00 Hotel Costs $ 0 $ - 12,000.00 Partner Split $ 15,720.00 $ 54,060.00 Marketing, Sales, Accounting, HR $ 120,000.00 $ 240,000.00 Part -Time Staff $ 90,000.00 $ 370,668.70 Taxes $ 18,000.00 $ 74,133.74 Page 12 of 16 Third Amendment to Agreement #18-7404 Words StFuek:Rrengh are deleted; Words Underlined are added 0 116 Sponsorship COGS $ 6,000.00 $ 12,000.00 Event COGS $ 225.00 $ 4,665.00 Total COGS $ 310,380.20 $ 1,102,215.20 Business Income $ (171,734.88) $ 72,237.38 Page 13 of 16 "third Amendment to Agreement 018-7404 Words Strueli hrough are deleted; Words Underlined are added 0 lie EXHIBIT C PHASE II-B ESTIMATED FACILITIES FIXED COST FEE SCHEDULE FY 20 Mid -Year Full FY 20-21 Advertising and Marketing $ 60,000.00 $ 165,000.00 All Other Expenses Auto Expense $ 600.00 $ 2,400.00 Background Checks $ 1,550.00 $ 3,000.00 Bank Charges $ 1,000.00 $ 3,000.00 Computer Expense $ 1,200.00 $ 3,600.00 Contract Labor $ 0 $ 30,000.00 Copier/Printer/Scanner $ 1,200.00 $ 3,600.00 Courier $ 400.00 $ 1,200.00 Cred Card Fees $ 13,000.00 $ 63,000.00 Events -Fanfare $ 15,000.00 $ 36,000.00 Medical Expense $ 782.27 $ 2,160.00 Minor Equipment $ 12,000.00 $ 12,000.00 Miscellaneous Expense $ 1,200.00 $ 3,600.00 Office Expense $ 4,000.00 $ 12,000.00 POS/Revel Hosting $ 5,100.00 $ 20,400.00 Postage & Delivery $ 800.00 $ 2,400.00 Professional Fees $ 0 $ 255.00 Staff/Team Equipment $ 400.00 $ 6,300.00 Taxes and Licenses $ 0 $ 2,000.00 Total All Other Expenses $ 58,232.27 $ 206,915.00 Insurance $ 33,000.00 $ 100,000.00 Maintenance $ - $ - SFI Maintenance $ 35,200.00 $ 139,500.00 Repairs & Maintenance $ 25,000.00 $ 53,200.00 Supplies $ 24,500.00 $ 23,275.00 Maintenance Salaries Full Time $ 35,384.62 $ 110,576.92 Maintenance Salaries Part Time $ 57,000.00 $ 120,000.00 Page 14 of 16 Third Amendment to Agreement 1118-7404 Words Stmek T--1wough are deleted; Words Underlined are added Taxes $ 9,238.46 $ 21,057.69 Insurance -Health $ 5,307.69 $ 16,586.54 Retirement Contributions $ 1,769.23 $ 5,528.85 Total Maintenance $ 193,400.00 $ 489,725.00 Payroll $ - $ - Salary Full Time $ 116,000.00 $ 377,000.00 Great Lawn/Fitness Staff $ 0 $ 24,000.00 Taxes $ 11,600.00 $ 40,100.00 Insurance -Health $ 17,400.00 $ 56,550.00 Retirement Contributions $ 1,617.84 $ 4,789.82 Payroll Expenses $ 423.50 $ 723.75 Total Payroll $ 147,041.34 $ 503,163.57 Travel Entertainment $ - $ - Meals $ 5,200.00 $ 2,880.00 Airline/Airport Parking $ 33,150.00 $ 18,000.00 Hotels/Lodging $ 15,600.00 $ 8,400.00 Rental Car/Cabs/Rideshare $ 11,050.00 $ 6,000.00 Total Travel $ 65,000.00 $ 359280.00 Total Expenses $ 556,673.61 $ 1,500,083.57 Net Income $ (728,408.49) $ (1,427,846.19) Business Income Split $ 0 $ 36,118.69 Management Fee $ 92,400.00 $ 350,000.00 Total Cost to County $ 820,808.49 $ 19813,964.88 Page 15 of 16 Third Amendment to Agreement # 18-7404 Words Siruek Through are deleted; Words Underlined are added 110 0 11 EXHIBIT D COMPLEX OPERATING MANUAL Page 16 of 16 Third Amendment to Agreement # 18-7404 Words Strueli Thrsugk are deleted; Words Underlined are added 0 SPORTS. FAMILY. FUN. MANUAL fie 0 110 E FORERKS CASH CONTROLS OPENING & CLOSING CHECKLIST Opening Date: o Safe Count: Opening Manager: Verify the petty cash/coins are at $ o Drawers: ■ Verify tills are at correct amount labeled on the till drawer ■ Fill out the Safe Count Sheet, along with using the weighing machine, print and initial o If till is +/-, investigate and report on Safe Count Sheet o Ensure tills are labeled with their destination. Take all needed tills to proper location with envelope for receipts, and receipt paper if needed o Open registers at amount in each till ■ After researching why, the till is +/-, open register at the exact amount reflected in till o Check deposit for small deposits from previous day o Combine all small deposits to create a collective deposit (large deposit in colored -top bag) ■ Add all receipt summaries from small deposit bags to determine the total before counting the collective, large deposit o Always count deposit with another staff member o If no discrepancies, fill out one deposit slip including the bag number and initials at the bottom of the slip. o Place all currency into large deposit bag, along with white copy of the deposit bag- keep the carbon copy o Seal bag, and fill out date, bank, company, amount in bag o Fill out the deposit log in the black binder o Drop deposit into safe, verify safe is locked o Attach carbon copy to the receipt summaries, and to adding machine tape of deposit count. Place into the file for the current day Notes: RQPOPERATI 118 OPERATIONS MANUAL CASH CONTROLS OPENING & CLOSING CHECKLIST CONT'D Closing Date: Closing Manager: o Count each till at its register ■ Login, Settings, Tills, Till Drawer 1, Open Cash Drawer, Checkout, Count, Done, Print Summary, Submit "If any discrepancies, recount, investigate potential issue, close register as is o Retrieve all receipts: Credit/ Returns/ Voids/ Cash Counts- Take back to safe room and place in current day's file o Create individual deposits from tills and place into small bags with white toppers o Balance tills to amount labeled on drawer o Recount each till using the weighing machine to verify correct deposit was removed and till is at the correct starting amount o If till is +/-, still balance till to the labeled amount making the deposit o Print and initial receipt o Fill out bag with date, location, amount and initials. Seal bag with currency and summary receipt o Drop deposits into safe o Put tills back into safe o Complete the Safe Count Form -filling out completely o File all forms into current day file o Verify Safe is closed and locked pg. 4 G 118 Rep.OPERATIONS CASH CONTROLS OPENING & CLOSING CHECKLIST CONT'D To ensure proper handling of cash flow within Sports Force Parks Full-time Staff o Creating a safe environment for conducting safe counts, prepping, and closing tills for the business o Follow procedure for completing a safe count and setting tills o Following rotations for transporting tills for safety, and efficiency Lead or Additional Full-time Staff o Assisting full-time staff in safe counts o Assisting with transportation of tills Opening o A part-time team member is permitted to be in the safe room accompanied by a full-time staff member o The door must remain closed for the entire duration of the safe being opened o The safe must be counted each time cash is being added or removed from the safe o Using the weighing machine, weigh the tills and the petty cash ■ Print the count from the weighing machine, initial the bottom, and staple to the Safe Count Form o Complete the Safe Count Form o Only transport tills needed for that day - Transport tills in sealed green bag ■ Two employees must be present in order to transport tills • Transporting tills in a sequential way for the park • Ticket office, then mobile units, then in a sequential order to be as efficient as possible • Upon leaving each location, lock the location if staff is not present to remain • Tills are not to be left unattended pg. 5 9 lie ReIPpOPERATIONS MANUAL CASHCONTROLS OPENING & CLOSING CHECKLIST CONT'D Location Deposits o When a specific location closes, a member of full-time staff and another staff member will shut down the location o The full-time staff member will close out the tills while the other staff member completes closing procedures o The full-time staff member will verify the till is the correct amount provided by Revel o After closing procedures have been finished, the two staff members will lock the location, and take the till in a green sealed bag back to the safe room o The full-time staff member will balance the till to $300/$500 and complete a small deposit ■ Use the weighing machine to verify that the cash till is at the amount labeled on the till drawer ■ Print the count, initial, and place into the till drawer o The small deposit with the receipt from Revel will go into a small white bag, sealed and then dropped into the safe o Repeat these steps for all tills Final Deposit o Final deposit is to be created by the following morning o Two full-time staff members will create the final deposit o One staff member will collect all the small deposit bags and combine them, then begin weighing the deposit o The other staff member will collect all receipts from the small deposit bags and total them together o Once the first staff member determines the amount of currency, they will tell the second member if that is the amount represented by all the receipts ■ If the totals do not match, the full-time staff members will switch roles and repeat the counting process ■ If they still do not agree on a total, they should investigate the receipts and other areas where currency may have been missed • i.e. Reweigh the entire safe ■ If problem still occurs, consult General Manager o Create a large deposit with a colored top o Fill out deposit slip, add initials and bag number at the bottom of the deposit slip o Place top deposit slip into the deposit bag and seal. o Attach carbon copy to the receipts from the small deposit bags and file with the current day folder *Retain: in compliance with Florida Statutes, Chapter 119, the Florida Public Records Law and Rule 1 B- 24.003(1)(a), Florida Administrative Code, the General records Schedule. Retain for three years. pg. 6 e I I B .w_ ._ pQRTS FoR OPERATIONS =- CASH CONTROLS OPENING & CLOSING CHECKLIST CONT'D Misc. Safe Drop Throughout the Day At times there will be too much money in the till to safely manage the drawer. Follow the appropriate steps as outlined: o A lead or full-time staff member will perform safe drop o It is required to have two people present to perform safe drops o Log into register, open the cash drawer, and take out the overflowing money o Take money to the safe room and weigh the money, print the count, initial, and place into s small deposit bag o Log back into register, and select current till o Select cash drop o Enter in the total amount that was removed from till o Shut register drawer when it opens o File receipt with daily paperwork Change Throughout the Day o Team members will notify a full-time staff member o The full-time staff member will complete a paid out to accommodate for the change needed ■ Tills, Paid Out, enter the amount being removed o Take cash in a money bag and retrieve from safe o Complete paid in and put the change into the till P9. 7 9 118 SPORT� OPERATIONS "PRRKS. TICKET OFFICE OPENING & CLOSING CHECKLIST Opening Date: Opening Team Member: o Clean and dry all counter tops, inside and outside o Clear all spider webs o Fill all wristbands -with correct color for day and event o Extra Receipt tape o Fill brochures Notes: Closing Date: Closing Team Member: o Clean off all counters o Remove trash and replace bag o Lock all windows o Fill all wristbands with correct color for following day o Fill brochures Notes: • SPBRTSF0R(!E OPERATIONS a PARKS. FACILITY OPENING & CLOSING CHECKLIST Opening Date: Opening Team Member: o A -frames out with proper information displayed o Snap frame has correct sign displayed (by Tournament Central/Welcome Center) o Cobwebs cleaned off front of park building and benches o Ticket office outdoor counter clean o Music playing o Tills set at each location o Tournament Central/Welcome Center prepped and ready o Tourney Machine on TVs o CTTA ready to open, product displayed, heat presses and lights on o Retail ready to open, lights and TVs on (ESPN) o Market/ F&B areas ready to open o Promenade ready- rocking chairs, yard games, TVs, etc. o Reserved Parking tent set up and staffed o Service gate tent set up and staffed o Officials Room unlocked o Officials cart at official's lounge unlocked o Employee breakroom unlocked o Attractions hours posted o Fan Fare lineup posted o Confirm Attractions inspections are completed, binder filled out properly (before they open) ■ Varies from all parks G P9. 9 Ila SPORTS FORCE .. . , PARKS.- FACILITY OPENING & CLOSING CHECKLIST CONT'D Closing Date: Closing Team Member: o Attraction(s) equipment stored and secure o Attraction(s) secured o Doors/gates locked o Trash removed from all buildings/attraction areas o Promenade cleaned up- chairs away, yard games put away, TVs off, lights under concessions off, bathrooms checked o Retail checklist completed, equipment and lights off, building secure o Market checklist completed, equipment and lights off, building secure o F&B locations checklists completed, lights and equipment off, building secure o Snap frame flipped to CLOSED o Speakers inside, charging o Laptop charging o Tills/ deposits completed and safe count form completed o Ticket office windows locked o Tournament Central/Welcome Center secure o Lights off in park o Lights off in buildings o All guests/ employees out of facility o Gate secured pg. 10 'fin �poRr� FoR� OPERATIONS FOOD & BEVERAGES OPENING & CLOSING CHECKLIST Opening Date: Opening Team Member: o Turn on lights o Refresh and login to all POS stations o Check receipt paper in printers, refill if necessary o Confirm till count in each register o Check each station and refill any station as necessary o Wipe down all counters and service areas o Sweep all floors o Turn on all digital menu boards, inside and outside o All POS merchandise is stocked, clean, and organized Notes: Closing Date: Closing Team Member: o Turn off lights o Check receipt paper in printers, refill if necessary o Check each station and refill any station as necessary o Wipe down all counters and service areas o Wipe down all food service equipment and back splashes o Ensure all food products have been properly labeled, dated, and stored o Wash and sanitize all dishes o Sweep all floors o Remove all trash o Refer to cash handling procedures for closing out all POS stations o Secure building Notes: I I B SppRrS �oR�� OPERATIONS RETAIL OPENING & CLOSING CHECKLIST Opening Date: Opening Team Member: o Clean and dry all counters o Clean all windows inside and outside o Clean all mirrors o Floors swept including under racks o Organize all apparel by gender/ style/ colors/ size o Organize all other merchandise/ displayed neatly o Make sure the SFP shopping bag mount is full o Place any racks outside and lock wheels o Dust shelves o Be aware of item of the day o Turn on all TVs — inside and outside to sports channels o Make sure hangers are kept neat throughout entire shift o Clean and organize all areas of retail store Notes: Closing Date: Closing Team Member: o Sweep carpet o Sweep floors o Clean and organize all counters- top and bottom o Candy filled o Clean and wipe down candy fixtures o Clean Powder drop o Have extra receipt tape on hand o Make sure hangers are neat and organized o Swiffer (wet) as needed o Pull in racks and leave wheels unlocked o Organize all apparel by gender/ style/ color/ size o Organize all other merchandise/ displayed neatly o Remove all trash and replace the bags o Turn off all TVs — inside and outside Notes: pg. 12 �!+ 11B SppRTS FoiRUpd OPERATIONS CUSTOM THREADS TOURNAMENT APPAREL OPENING & CLOSING CHECKLIST Opening Date: Opening Team Member: o Turn on heat presses to correct temp — o Goof proof 360, Stretch Litho 280 o Clean counters and keep free of clutter o Sweep floors - including under shelves o Organize all apparel by gender/ style/ color/ size o Roll shirts in totes o Organize other merchandise o Make sure the SFP shopping bag mount is full o Display apparel o Stock order forms and have working pens available o Ensure pricing display is visible for guests o Post hours Notes: Closing Date: Closing Team Member: o Clean counters - free of clutter and trash o Turn off all heat presses and all other machines o Stock extra receipt tape o Pull in all displays o Organize all apparel by gender/ style/ color/ size o Neatly roll all shirts o Sweep floor- including under shelves o Remove trash and replace bags o List any additional items needed Notes: pg. 13 C�' Ir'- SLPRP06ROTESFdRLE OPERATIONS MANUAL RRS FIRST AID OPENING & CLOSING Opening Date: Opening Team Member: o Clock in at Tournament Central/Welcome Center with Manager o Retrieve First Aid/Medic Keys o Open First Aid room o Check to make sure ice is stocked o Check AED for proper charge o Ensure First Aid travel bag is stocked and ready for the day o Ensure First Aid cart is clean and fully gassed/charged Notes: During Shift o Check all medical products for expiration o Inventory Check Date: Closing Team Member: o Ensure all incident/injury reports are filed appropriately and submit to General Manager o Clean and organize the First Aid room o Clean First Aid cart o Dump any excess ice from cooler o Remove trash and take to dumpster area o Secure room and return keys to Tournament Central/ Welcome Center o Clock out for the day Notes: Gp�o pg. 14 118 SPORTS rORCOPERATIONS RESERVED PARKING CHECKLIST Opening Date: Opening Team Member: o Obtain key, unlock parking barricades located in the parking lot o Store chain with barricades in parking lot o Set up barricades (with secured weights) o Distribute parking cones and A -frames (with secured weights) on drive leading up to Reserved Parking ■ Make sure arrows are pointing in the right direction o Set up parking attendant's tent on right side of the drive into the parking lot (with secured weights, attach sides if appropriate) o Ensure Reserved Parking station is clean o Obtain parking clipboard from MOD ■ Start-up cash in money apron ■ Mobile POS charged and ready ■ Parking Passes wl proper expiration date Notes: Closing Date: Closing Team Member: o Tear down parking lots, place weights, cones and A -frames inside on barricades to designated area o Chain all barricades, cones and A -frames together through openings o Lock and return key to MOD o Collect clipboard from staff member o Verify remaining parking spaces match remaining tags o Deposit start-up cash and sales cash into petty cash drawer Notes: G p9. 16 A� fig sipoRrSFO OPERATIONS WpARxS!7 RESERVED PARKING CONT'D Once Reserved Parking is logged and ready to go for start of event: o Parking Attendants take parking bin and parking clipboard out to event parking area ■ Weather permitting, parking jackets are available in Safe room ■ The Parking Bin and Clipboard will be located in Tournament Central/Welcome Center o Set-up barriers in designated areas to create the Reserved Parking zone o Set-up white cones and directional A -frame signage leading from park entrance towards the Reserved Parking area o Parking will open 30 minutes prior to gates open, arrival time for employees is 15 minutes prior to parking open Operating Reserved Parking o When a guest arrives, ask them for their name to verify their order ■ If their name is on the list, give the guest their parking tag and direct them to place parking tag on rear view mirror, and to park in the reserved lot • If they are not on the list, request proof of purchase. When verifying proof of purchase, make sure guest purchased parking for the correct event ■ If purchased for correct event, and they are not on the list, add guests name to list, and give them their parking tag, and direct them to park in reserved lot ■ If guest purchased for wrong event, verify the amount paid matched the current event's price, allow to park in reserved lot after adding to the list and receiving a parking pass ■ Report to manage on duty ■ If guest purchased wrong event, and the price is incorrect, seek manager assistance o During shift, walk reserved parking lot, and make sure tags are hanging on rear view mirror o If a vehicle is in reserved parking lot, and does not have a tag, report to manage on duty o If reserved lot is sold out, direct vehicles to free lot At the Conclusion of Day: o If there unclaimed or unsold parking tags, return them to the parking bin ■ Return all parking cash directly to manage on duty ■ If there are no remaining tags to be claimed or purchased, parking clipboard pack and bin can stay inside for the remainder of the event, individuals need only check -in once Remainder of event: o Set-up parking tent, cones, and barriers o Retrieve parking bin, parking wands, and if necessary, starting cash, cash aprons, and clipboard ■ If there are parking spaces still available, unsold and unclaimed tags will need to be taken to the parking check -in for the remainder of the event. This will happen until all spots are sold. The same parking list will then be left in the clipboard so that the same in -person procedures can take place throughout the event ■ Starting cash will need to be balanced at the end of the evening and prepped for the next day o Guests do not need to check -in twice. If their tag is displayed in their window, wave them through ■ If you cannot see tag, please ask them to present it before entering, then ask them to clearly display it in their vehicle throughout the day • If they do not have a pass and Reserved Parking is full, direct them to the free parking o Parking attendant will make occasional trips around the lot to ensure parking tags are displayed in window areas pg. 17 0 �P�PRMR FORq' OPERATIONS REi PHONE ANSWERING As this may be the first contact the caller has with Sports Force Parks, it is important to make a positive and professional first impression. Key points to keep in mind as you answer the phone: o This is a touch point for our company and our brand o Always answer with a smile, kind tone, and remain courteous at all times o Always answer any work -related phone call on your cell phone with the same professionalism SCRIPT FOR ANSWERING PHONES Answering phone call at Sports Force Parks (your park name) o "Good morning/afternoon, this is _insert name_ with Sports Force Park ---your park name . How may I help you?" Answering work related phone call on your cell phone o Hello, this is , how may I help you? 11B QQW. •- -. • FACILITY RULES Sports Force Parks rules are established and enforced to help ensure guest safety while participating in events at our facilities. It is each team member's responsibility to help enforce the rules and address any violations appropriately and immediately. Sports Force Parks team members reserve the right to refuse service to any participant and/or spectator who violates any policy, procedure or engages in any verbal and/or physical abuse of the Sports Park/Complex or its team members. UNAUTHORIZED USERS WILL BE ASKED TO LEAVE. OUTSIDE FOOD & BEVERAGE No unauthorized outside food or beverage is allowed on property at Sports Force Parks. Approved single bottles of water and sports drinks for athletes are acceptable. COOLER POLICY Coolers o Only coolers with ice are permitted (they may have their towels in there) o Permitted items besides ice are medications, baby food/formula o Any other item will need to be kept in vehicle o All coolers, wagons, strollers, and buggies will be checked for content Controlling o Check point for all coolers, wagons, strollers, and buggies o Front gate leads will mention that they must get the above checked o SFP Team members at gates to conduct checks need to be engaging o Preferred verbiage to use: "Sports Force Parks have a no outside food or beverage policy. While you are allowed to bring in a cooler with ice, you are not permitted to bring in cases of beverages. Please leave cases of beverages, and other items in your vehicle". PET POLICY Pets are not allowed on property of Sports Force Parks, with the exception of service animals. TOBACCO POLICY Smoking and other tobacco products, including e-cigarettes, are allowed ONLY in designated smoking areas, outside of the park/complex. 0 I I B LP TSFOR�E ARNS - pg. 20 OPERATIONS MANUAL TOURNAMENTS No 119 R pORT FORE • • PAR KK MANAGER'S TOURNAMENT CHECKLIST To ensure coordinators collect all the necessary information for a smooth team check -in prior to the tournament, please refer to the Manager's Checklist below. MANAGER'S CHECKLIST o Tournament Payment via League Apps o Hotel booking (if non -local) o Team Roster through League Apps account (SFP tournaments) or through our Tournament Partner o Insurance Certificate with 3 entities listed as "Additional Insured", NOT NAMED INSURED o IE Sample for Vicksburg: Sports Force Parks on the Mississippi ■ Sports Force Parks Vicksburg, LLC ■ Sports Fields, Inc. ■ City of Vicksburg, MS o Parental Waiver through park designated process o Coaches are required to have player Birth Certificates on site during tournament but ARE NOT required to send them to Sports Force Parks pg. 21 110 SpQRTS FORE OPERATIONS PARKS w. AMBASSADOR PROGRAM Ambassador Reference Ambassadors are team coaches who help us spread the word about the power of Sports Force Parks. These accomplished men and women use their voice to spread a positive message about our facilities, identify and recruit teams, assisting Sports Force Parks to ensure each tournament is a success. Who: Sports Force Parks Coordinators/Managers will identify contacts who are good coaches to be part of the SFP Ambassador Program. Goal: Minimum four coaches per sport Sports: Sports specific to each parks business (Baseball, Soccer, Softball, Lacrosse, and Football) Ambassadors Receive: o Provide apparel piece with SFP logo with "Ambassador" on them o At Coaches Conventions or at some other time during the year give away the SFP Coach/Ambassador of the Year Award per sport o If/When possible take them out to dinner Expectations: o Be our cheerleaders, talk up the park, get other teams to sign up for tournaments o Promote Sports Force Parks and tournaments/events o Encourage teams to sign up for Sports Force Parks tournaments/events Incentives: New Teams Only (Teams that have not played in a tournament at SFP) ■ 5 to 9 Teams = 50% off one weekend tournament fee for their team ■ 10+ Teams = 100% off one weekend tournament fee for their team pg. 22 !iB SPORTS FoRCE IOPERATIONS �RR�S. FILLER -ADD TEAM SOP Filler/Add teams for tournaments when the need arise to replace or fill a bracket for competitive and/or tournament experience Sports Coordinator When the need arises to filVadd teams for scheduled tournament: o A team drops out of tournament after paying their deposit which is forfeited o At a predetermined date (outlines based on seasonality) the need exists to fill a bracket to create competitive balance Filler/ Add Team Action Steps If a team drops out and does not receive a refund of their deposit o Utilize the wait list teams first ■ They are offered to play at full price • Can offer tournament at discounted price (no deposit) • Partner with Sales team or GM about other solutions o Fill with a local" team as price to cover game costs o Example: Baseball (Officials, Awards and Balls) at a cost of $250.00 Give all filler/add teams opportunity o If a team accepts to fill in, they will move to the bottom of the list for the next time the opportunity arises A younger team may play up an age division if they wish to. An older team, may not play down an age division Filler/ Add Team Action Steps If we need teams to balance a bracket o At predetermined date (2, 3 or 4 weeks out), or at the direction of the Sales team or GM, staff will reach out to the network of local' coaches o Fill with a local* team at price to cover game costs *Local is considered within a 60-mile radius- or those who would not need hotels" pg. 23 I I B SpQRTS FQR�� OPERATIONS M, ,PARK�: PHONE SCRIPT FOR TOURNAMENT REGISTRATION ASSISTANCE To ensure team coordinators are consistent with phone calls to coaches regarding their registration and team manager's checklist Coordinator o Reach out to teams when missing items on the manager's check list o Create list of missing items on manager's check list o Verify teams have secured their lodging through park/event hotel booking partner Phone Call Script o Initial Call- Leave a Message Hello, this is with Sports Force Parks (your location). am following up on your registration for the with us this season. I want to make sure your planning and preparation goes smoothly. Feel free to give me a call back at ext. when you have a minute and we can go over everything. Thanks for your time, and we look forward to hosting your team this season! o Initial Call- Speaking with Coach Hello, this is with Sports Force Parks your park location_. I am following up on your registration for the with us this season. I want to make sure your planning and preparation goes smoothly. There are a few pieces we need to complete your managers checklist before arriving to Sports Force Parks (your location). The documents we need are and ■ Explain any documents they have questions regarding ■ If they have not booked hotels, speak about booking with park/event hotel booking partner before rooms sell out If you have any other questions, please feel free to give us a call. Thanks for your time, we look forward to having your team this season. Missing Items on Manager's Check List o Be familiar with the manager's check list that needs to be submitted before teams arrive o Have list created before initial call so team can be notified in one phone call ■ Tournament Payment via League Apps ■ Hotel booking (if non -local) ■ Team Roster through League Apps account (SFP tournaments) or through our Tournament Partner o Insurance Certificate with three entities listed as "Additional Insured", NOT NAMED INSURED ■ Sports Force Parks (your location) ■ Sports Fields, Inc. ■ Other entities based on location o Parental Waiver through park specific online program pg. 24 U lie Q it FOR�� OPERATIONS MANUAL PARKS MAIL CHIMP Sports Force Parks utilizes Mail Chimp to distribute mass emails. Please utilize the following instructions for compiling the emails. Designated SFP Coordinators o Every Thursday, email blasts will be sent out to parents o Coordinators will download appropriate data Parental Waiver through park specific online program o and create/edit Lists in MailChimp o Existing templates will be utilized to send email blasts o Edit templates based on tournament details All Coordinators o Understand how to download data from Parental Waiver through park specific online program and create/edit Lists in MailChimp o Understand how to edit and use existing templates in MailChimp to send weekly emails o Send email blasts if Designated SFP Coordinator are unavailable Email blasts to parents will be sent on Thursdays. Emails are sent out 4 weeks, 3 weeks, 2 weeks, 1 week in advance and week of or the Code of Conduct email and thank you email on Thursdays. Dates are pre -determined in Drop Box under Calendars. 4 Weeks out Email o This is the first email blast parents will receive o There are no edits to this template 3 Weeks out Email o This is the second email blast parents will receive o There are edits to make in this template o Tournament Logo needs to be changed according to the tournament being advertised ■ Open template, click on image ■ Select Replace ■ Select Upload ■ Find correct tournament logo in Drop Box, select the PNG image Select Open Once the logo is uploaded, if there is a yellow warning image, the image needs to be resized _rAT-1 VZ`,,11 011618 SPRING KICKOFF FINAL.03.png 2564 - 2216 Replace • Edit • Link • Aft This in'iage is so big it may obliterate inboxes, •+ images should be around 600px to 800px wide. Lets #ix ii ■ To resize, select Edit, and Resize ■ Change width to 300 and select Apply, then Save ■ The image will be successfully changed pg. 25 Ito SpoRT� FoOPERATIONS MAIL CHIMP CHIMP CONT'D o Tournament pre -sale deadline will need adjusted ■ Check the Email Blast Calendar to see pre -determined deadline ■ Select the tournament logo ■ In the right dialogue box, edit the text ■ Enter in the correct deadline ■ Select Save & Close o No more edits will be made to this template 2 Weeks out Email This is the third email blast parents will receive o There are edits to make in this template o Tournament pre -sale deadline will need adjusted ■ Check the Email Blast Calendar to see pre -determined deadline ■ Select the image of the Custom Threads Tournament Apparel trailer • In the right dialogue box, edit the text ■ Enter in the correct deadline ■ Select Save & Close o No more edits will be made to this template 1 Week out Email o This is the fourth email blast parents will receive o There are no edits to this template Two Days before Event (Code of Conduct) o This is the fifth email blast parents will receive o There are no edits to this email Thank You Email o This is the final email parents will receive o There are edits to make in this template o Tournament Logo needs to be changed according to the tournament being advertised ■ Open template, click on image ■ Select Replace ■ Select Upload ■ Find correct tournament logo in Drop Box, select the PNG image ■ Select Open o Once the logo is uploaded, if there is a yellow warning image, the image needs to be resized �� _ 011618 SPRING KICKOFF FINAL.03.png 504 M 2216 'e._# Replace . Edit • Link • Alt This image is so big it may obliterate inbaxes. (D images should'. be around 600px to 800px wide. 1 C_Ur .x i ■ To resize, select Edit, and Resize ■ Change width to 300 and select Apply, then Save ■ The image will be successfully changed pg. 26 qpokfi FoAC OPERATIONS MANUAL PRRKS_:: MAIL CHIMP CONT'D Lists One list will be created for each tournament (4 weeks out email blasts) o Using Parental Waiver through park specific online program, download all parental waivers o Filter through park specific online program list to have the following order ■ Email, Last Name, First Name o Separate the column of First Name and Last Name into their own columns ■ First click on the column with both First and Last Name ■ Select Data tab ■ Select Text to Columns ■ Select Delimited, and select Next ■ Select Tab, and Space, followed by Next • General should be the only item selected ■ Select Finish o Read through the list and make appropriate changes to have only two columns • Some names (John Doe III, or Jane R. Doe) will take up three columns or more, edit the columns to utilize only two columns (add suffix to last name column, delete middle initial, etc.) o Copy Email, First Name, and Last Name ■ Log into MailChimp • Select Lists ■ Select Create List (twice) ■ Fill in appropriate data for List Details ■ Change Contact info to park specific info ■ Select Save ■ Select Add Contacts ■ From the dropdown menu, select Import Contacts ■ Select Copy/paste from file and select Next ■ Paste in Email Address, First Name, and Last Name ■ Select I understand that my billing plan by be automatically upgraded and select Next • Edit the column headers selecting Save in each column, followed by Next ■ Subscribed should be selected, then Select Import Lists that are already created will have contacts added each week (3 weeks out- thank you email blasts) o Log into MailChimp ■ Select Lists ■ Select the appropriate tournament list that needs to have contacts added ■ Select Add Contacts ■ From the dropdown menu, select Import Contact ■ Select Copy/paste from file and select Next • Paste in Email Address, First Name, and Last Name • Select I understand that my billing plan by be automatically upgraded and select Next ■ Edit the column headers selecting Save in each column, followed by Next ■ Subscribed should be selected, then Select Import AO G pg. 27 118 SPORTSFORC I E OPERATIONS MAIL CHIMP CONT'D Sending Email Blasts After updating Lists from park specific online program select the appropriate template o Make sure template has been edited to the appropriate information o Select the dropdown menu located to the right of the template and select Create Campaign o Change the title to the tournament name o Edit the To, From, and Subject rows ■ In the To field, select the appropriate list, select Personalize the "TO" Field with first name, select Save ■ From field should contain Sports Force Parks for name and your email, select Save • Subject field should be titles what email you are sending, and a preview text should be entered ■ Subject: Three Weeks until the SFP Spring Kickoff ■ Preview text: We are excited to share that .......... o Send a test email to General Manager and yourself o After approval, select Send in the top right corner pg. 28 I�ppRr� �oRCE OPERATIONS , �PARKS INCLEMENT WEATHER POLICY Sports Force Parks is committed to keeping all athletes, guests, and staff safe, including from the dangers of weather and environment. It is important to know the harms, risks, and appropriate ways to react to a weather emergency or situation. Knowing when to seek shelter and recognizing potential weather hazard is essential. The following are the policies and procedures that should be followed in the event of inclement weather. All Staff o In event of emergency, dial 911 from any landline, or 911 from a cell phone • *Some phones require you to dial "9" then phone number. Ex: 9-911 • Some what is happening, and the location o Local Police o Local Fire Department _ o Electric Company o Gas Company • General Manager - Park Superintendent - General Manager o The General Manager must maintain a current Park Emergency Contact List o Retain one copy in a secure Location in the General Manager's Office o Retain a second copy (or electronic equivalent) off -site in a secure location Emergency Preparedness o The General Manager is responsible for the implementation and training of park specific emergency procedures o All team members must be thoroughly familiar with all emergency procedures o The Manager on Duty will act as the park's point of contact in the event of a disaster • They are responsible for all decisions relating to guest and employee safety • They must always know to follow proper contact procedures o Each park must perform emergency evacuation drills quarterly when the park is in operation- January, April, July and October; in addition, before the first tournament of the opening month Exit Locations/ Park Map Identify from Park Map o Emergency Exits o Emergency Evacuations Assembly Area ce, P9. 29 lib SoRrS FORE OPERATIONS INCLEMENT WEATHER POLICY CONT'D Safe Shelter Area o Each park must designate a "safe shelter" inside the park where team members and guest should congregate in case of an emergency o Safe shelters should be located away from glass, mirrors, and heavy objects which could fall, or move the objects to the floor o The area should be concrete reinforced if possible, or at least sheltered by ceiling and walls Sports Force Parks - Safe Shelter for Lightning o Guests should evacuate to cars o In the event of a camp or case cars are not on site, guests are to go to nearest building o Restrooms, Retail buildings, Maintenance building, or Tournament Central/ Welcome Center Assembly Area o Designate an Assembly area outside the park, at least 500 feet away o This is where all team members should meet following an emergency Evacuation o Announce evacuation directions using the overhead PA system "Attention guests. We have received notification requiring us to evacuate the park. Please leave the park immediately, moving in a calm, orderly fashion to the neatest park exit. We appreciate your understanding and cooperation." o Establish that the park has been cleared of all team members and guests o If no threat to safety, secure cash registers/ POS locations and lock buildings and gates o Manager on Duty should take the following items upon exit: ■ Team Member contact information ■ Team Member schedules ■ Emergency Procedures ■ First -Aid Kit o Account for all team members at Tournament Central/ Welcome Center and/or at maintenance building o Provide first -aid for any injured team members or guests o Assign a manager or lead to ensure no unauthorized re-entry into the park o Refer any media requests to bstorm@fields-inc.com o Maintain clear access to the park for emergency responders o Communicate situation status to Regional Manager and General Manager if not on site pg. 30 col( 110 cppRrS FoR�� OPERATIONS PARKS INCLEMENT WEATHER POLICY CONT'D Advance Preparation o Understand the types of disasters for which your park is vulnerable o Know which team members on staff are trained in basic first -aid, CPR, AED and fire extinguisher use o Prepare a pocket phone list of all Park Managers, Regional Manager, local first responders and utility numbers and have updated in Emergency Manual o Prepare and maintain an emergency contact list of all team members phone numbers that is accessible inside and outside the park location o Monitor the Weather Sentry application if a weather emergency has occurred ■ When signal sounds, listen for severe weather alerts and instructions ■ Have backup batteries for flashlights ■ Have airhorn o Maintain a fully stocked First Aid and Blood Borne Pathogens kit o Ensure all managers know the location and operation of ventilation, gas, water, electric, and sprinkler systems o Managers understand what types and how to operate electrical equipment in the park- power doors, electric overhead doors, light systems o Fire extinguishers are provided but not intended for team members use unless the team member is trained on proper operation and the hazards involved in fighting a fire o All managers must know the location of all the fire extinguishers ■ Hourly team members should know location of two closest fire extinguishers near their work area o Managers must inspect fire extinguishers quarterly and ensure they are tested annually by the contracted service o Managers must test manual operation if power is out o Ensure flashlights are working and available in each building Notification The manager on duty will immediately notify the following people (as conditions permit) when any emergency occurred or weather impacts park operations: o Notify the General Manager: ■ An emergency affecting park operations for an extended period of time is suspected or discovered ■ Expected hazardous conditions threaten the ability for team members and guests to travel o Notify Team Members after an emergency when: ■ Conditions permitting, attempt to contact all team members scheduled to work to inform them of the park closure status o Notify Guests after an emergency when: ■ Conditions permitting, post signs at each entrance indicating park closure status CAn pg. 31 110 SppRTS FORE OPERATIONS M, INCLEMENT WEATHER POLICY CONT'D General Damage When there is high value property damage caused by weather, fire, or other destructive forces to buildings, fixtures, and/or inventory, the Manager on Duty must immediately notify local emergency services, the General Manger and Regional Manager. o After the police department has completed a written report and with approval from Regional Manager, take necessary measures to secure the park, assets and inventory from further damage. This may include: ■ Removing inventory from the building and securing it in off -site storage ■ Contacting the proper authorities or outside vendors for assistance with clean up and damage control ■ Photographing all damage for insurance purposes ■ Maintaining accurate records of all expenses necessary to protect the property ■ Identifying and separating damaged goods ■ Cooperating with designated insurance carriers to investigate claims ■ Diverting all public relations issues to bstorm@fields-inc.com ■ Partner with the Manager for emergency recovery and clean up services pg. 32 118 SPORTSFORCE:1 OPERATIONS PRRKS WEATHER REFUND POLICY Self -operated Event In the rare event weather impacts the tournament schedule and requires Sports Force Park officials to cancel (not postpone) scheduled games, our weather refund policy allows teams to receive a full or partial refund of their tournament entry fee, based on the following breakdown 3 Game Format 4 Game Format 6+ Game Format Play 0 Games: Full Refund Play 0 Games: Full Refund Play 0 Games: Full Refund Play 1 Game: 50% Credit Play 1 Game: 70% Credit Play 1 Game: 75% Credit Play 2 Games: 25% Credit Play 2 Games: 40% Credit Play 2 Games: 60% Credit Play 3 Games: 20% Credit Play 3 Games: 45% Credit Play 4 Games: 25% Credit Play 5 Games: 10% Credit Partner Events Refer to information outlined in signed agreement pg. 33 118 1 ki SPORTS FORE OPERATIONS PR RK5 BIRTH CERTIFICATES Sports Force Parks policy requires all coaches to have player Birth Certificates on site during the tournament but ARE NOT required to send them to us prior to the event. CLEATS Players may wear sneakers, turf shoes, or molded cleats, but metal cleats are NOT allowed on the turf fields. POST TOURNAMENT REPORTING After each completed tournament, there are several close-out steps that need to be taken immediately. Sports Force Parks Tournament (No Partner Organizations) 1) Complete the post -tournament budget worksheet, located on Dropbox 2) Complete the umpire or referee settlement 3) Send out the post -tournament email to attendees one day after the tournament Partner Tournament 1) Complete the post -tournament budget worksheet, located on Dropbox 2) Complete the umpire or referee settlement 3) Complete the settlement report worksheet, located on Dropbox 4) Send the post tournament email to attendees one day after the tournament p9. 34 0 Ito SppRrSoR�OPERATIONS MANUAL pg. 35 �poRrS FoR� OPERATIONS DEPOSIT/SPONSORSHIP/PAYMENT To ensure proper reporting and accountability for payments received at SFP for business transactions Full-time Staff o Follow procedure for completing transactions o Follow proper steps to complete processes General Manager o Ensure all full-time staff is trained on this process o Hold accountable to any variances All Payments received in park are to be captured in the POS system o Payments made in park may include but are not limited to: ■ Sponsorship Payments ■ Hotel Commissions ■ Vendor Commissions • Tournament Deposits ■ Game Cost Refunds ■ Any Other payment received against any invoice ■ NOTE: Before processing make sure is for your specific park o Process ■ Ring a transaction on the POS ■ Choose the correct category for the payment ■ Enter the amount > choose OK ■ Choose the Item in the product list screen on the right side of the transaction screen ■ A dialog box opens ■ Choose Add Special Instructions ■ Enter the following information ■ Who the Payment is from and information if applicable • Name of Sponsor and Year • Team Name, including age group and tournament • Any Commission payment include business and event/tournament name • Rebate payment include business and event/tournament name • If any other payment supply as much information as available • Choose ADD ■ Complete the transaction per policy ■ Staple the receipt to any received paperwork, copy of agreements, check stub ■ Paperwork is to be kept with daily sales records filings ■ Balance till per policy ■ Deposit payment per policy p9. 36 OCA SpoRrS FoR�E OPERATIONS DEPOSIT/ SPONSORSHIP/PAYMENT CONT'D Completing the Transaction o Tournament Deposits ■ Record payment properly in Registration Platform File any paperwork o Sponsorship Payments ■ Scan all paperwork and email to: GM, Regional Manager, Business Development, Partnership Developer, Accounting o Hotel Commissions ■ Scan all paperwork and email to: GM, Regional Manager, Business Analyst, Sales, Accounting o All Other Commissions, Game Cost Refunds or Rebates ■ Scan all paperwork and email to: GM, Regional Manager, Accounting PAYABLE VENDOR INVOICE CREATION PROCESS To ensure proper reporting and accountability for payments received at SFP for business transactions. General Manager/Park Superintendent o Collect Invoices to be paid by business unit and submit and code in a timely manner o Accountable to accuracy and proper coding o Submitted weekly via mail to directed method of delivery All Invoices to be paid by business unit o All invoices are to be hard copy o All invoices are to be approved in the following format • Approval Signature • (General Manager, FM Superintendent, Corp Staff) • Business Unit • (Park Location) Date Chart of Accounts number ■ (Refer to current Chart of Accounts) Retain copy for your recorder o Scan to Drop Box o File In park financials folder by year Mail to: Jan Ivey 501 Ralph Garrison Rd. Jefferson, GA 30549 pg. 37 118 SpDRTS FORS OPERATIONS VENDOR INVOICE CREATION PROCESS To ensure proper reporting and accountability for payments received at SFP for business transactions General Manager o Ensure proper staff is trained to create invoices in a timely manner o Accountable to accuracy and proper coding o Submitted as needed, within 48 hours post event, or in advance if possible All Invoices to be created by business unit o Access Fields Inc. intranet at http://www.fieldsforce. net o Standards, Policies and Forms choose: o SFP Invoice Generator ■ Complete Form including all required fields ■ Choose correct business unit ■ Enter Invoice date ■ Enter amount ■ Enter and terms (if none type NA) ■ Choose Net (when due) ■ Select proper account code If other type correct chart of accounts code ■ Notes (Include any important notes including any breakdown that may support the total amount) Submit An electronic copy will be sent to you, the GM, RM and the appropriate accounting team member Retain copy of email o Keep a copy for your records pg. 38 11B SpoRrS FoR�E OPERATIONS MANUAL DO moo I" to Iff"Ice Omjmny Narn, Attention: Address' Street Addres, Address Line 2 City ZIP I Postal Code email' dusinrss Unit Invooce Date I—orct Amount Terms {1f mstiill—vts} Net• Account Code Not" pg. 39 State; Province i Region Country 0 pORT� FORE OPERATIONS PARKS.Y LOST AND FOUND POLICY To ensure lost items are stored and documented properly within Sports Force Parks Staff Turn in lost items to a manager or coordinator at Tournament Central/Welcome Center Coordinator or Manager o Lost items with unknown owner need to be placed in appropriate area based on value of items o For items over $20 value fill out Lost and Found Log to ensure items are documented o Notify coordinator or manager who is in Tournament Central/Welcome Center o For items less than $20 value (unless cash) store in Tournament Central /Welcome Center in a tote for the duration of the tournament Handling Lost and Found Items Occasionally you or a guest will find an item that was lost in the park. These items include, but are not limited to: handbags, wallets, cash cell phones, sporting goods, etc. Sometimes you will be able to determine the owner and contact the owner. At other times, you may not be able to determine the owner. When unable to determine order, follow this process: Found Items valued less than $20 (unless cash) o Give the item to the area supervisor or full-time staff on duty. o The supervisor or full-time staff is to then put the item in the Lost and Found storage bin in Tournament Central/ Welcome Center o If able to determine owner o The supervisor or full-time staff is to notify the owner of the recovered property immediately o If unable to determine owner o Place the property in the Lost and Found storage bin in Tournament Central/Welcome Center o If item is not claimed after 30 days, the item can be turned over to the finder or donated to a local organization at the discretion of the general manager Found items valued more than $20 o Give the item to the area supervisor or full-time staff on duty o The supervisor or full-time staff is to then list the item on the "Lost and Found" log. Include date and location where item was found, and who found the item, as well as who secured the item o If able to determine owner ■ The supervisor or full-time staff is to notify the owner of the recovered property immediately o If unable to determine owner ■ Place the property in the safe for ten days. If an item is too large to fit in the safe, area supervisor or full- ■ time staff who receives the item must place the property in the locked storage bin until the item is ■ returned to the owner ■ If the item is not claimed by the owner within ten days, the item will be turned over to the local police ■ Under no circumstances may an item valued at $20 or greater be turned over to the finder unless the police departments return the property to that individual pg. 40 �� I SpoRT�aicE OPERATIONS PARKS -.. CASH HANDLING POLICY WITH WEIGHING To ensure proper handling of cash flow within Sports Force Parks Full-time Staff o Creating a safe environment for conducting safe counts and prepping and closing tills for the business o Follow procedure for completing a safe count and setting tills o Following rotations for transporting tills for safety, and efficiency Lead or Additional Full -Time Staff o Assisting full-time staff in safe counts o Assisting with transportation of tills Opening o A part-time team member is permitted to be in the safe room accompanied by a full-time staff member o The door must remain closed for the entire duration of the safe being opened o The safe must be counted each time cash is being added or removed from the safe o Total cash in the safe is the tills and the safe cash o Using the weighing machine, weigh the tills and the petty cash ■ Print the count from the weighing machine, initial the bottom, and staple to the Safe Count Form o Complete the Safe Count Form o Only transport tills needed for that day - Transport tills in green bag, sealed ■ Two employees must be present in order to transport tills ■ Transporting tills order: • Ticket office> mobiles then is a sequential order to be as efficient as possible • Upon leaving each location, lock the location if staff is not present to remain Location Deposits o When a specific location closes, a member of full-time staff and another staff member will shut down the location o The full-time staff member will close out the tills with the other staff member completes closing procedures o The full-time staff member will verify the till is as the correct amount provided by Revel o After closing procedures have been finished, the two staff members will lock the location, and take the till in a green sealed bag back to the safe room o The full-time staff member will balance the till to $300/$500 and complete a small deposit ■ Use the weighing machine to verify that the cash till is at the amount labeled on the till drawer ■ Print the count, initial, and place into the till drawer o The small deposit with the receipt from Revel will go into a small white bag, sealed and then dropped into the safe o Repeat these steps for all tills 0pg. 42 C�pORTS FO�� OPERATIONS PARKS . CASH HANDLING POLICY WITH WEIGHING CONT'D Final Deposit o Final deposit is to be created the following day o Two full-time staff members will create the final deposit o One staff member will collect all the small deposit bags and combine them, then begin weighing the deposit o The other staff member will collect all receipts from the small deposit bags and total them together o Once the first staff member determines the amount of currency, they will tell the second member if that is the amount represented by all the receipts ■ If the totals do not match, the full-time staff members will switch roles and repeat the counting process ■ If they still do not agree on a total, they should investigate the receipts and other areas where currency may have been missed • i.e. Reweigh the entire safe ■ If problem still occurs, consult General Manager o Create a large deposit with a colored top o Fill out deposit slip, add initials and bag number at the bottom of the deposit slip o Place top deposit slip into the deposit bag and seal. o Attach carbon copy to the receipts from the small deposit bags and file with the current day folder *Retain in compliance with Florida Statutes, Chapter 119, the Florida Public Records Law and Rule 1 B- 24.003(1)(a), Florida Administrative Code, the General records Schedule Safe Drop Throughout the Day At times there will be too much money in the till to safely manage the drawer. Follow the appropriate steps as outlined: o A lead or full-time staff member will perform safe drop o It is required to have two people present to perform safe drops o Log into register, open the cash drawer, and take out the overflowing money o Take money to the safe room and weigh the money, print the count, initial, and place into small deposit bag o Log back into register, and select Current Till o Select Cash Drop o Enter in the total amount that was removed from till o Shut register drawer when it opens o File receipt with daily paperwork Change Order Throughout the Day o Team members will notify a full-time staff member o The full-time staff member will complete a paid out to accommodate for the change needed • Tills, Paid Out, Enter the amount being removed o Take cash in a money bag and retrieve from safe o Complete paid in and put the change into the till pg. 43 118 AS FORq spo RKS .E: OPERATIONS EMPLOYEE SCHEDULE AND BREAK POLICY To accommodate the needs of our customers and the seasonality of our business, your work schedule may vary from week to week. Work schedules are posted weekly in each park, and it is your responsibility to know the days/times you are scheduled to work each week. Deviations from the posted schedule are not permitted unless they are pre -approved by a member of park management. Time Off requests are due one month in advance of the requested date. Taking Breaks Employees should obtain authorization from your Manager/Coordinator/Supervisor prior to taking a break in order to ensure adequate coverage for your area during your absence. You will receive periodic paid breaks according to the following guidelines: o You should not record an in/out time in conjunction with your paid breaks o You must remain on the premises while on a paid break. You can smoke outside on your break as long as you do so in the designated smoking areas for your location o Your paid breaks cannot be broken up into multiple shorter breaks o You cannot combine multiple paid breaks into one paid break of a longer duration o Paid breaks cannot be combined with unpaid meal periods Some states have break period requirements that vary from these guidelines and those requirements will be followed. If you have a question about break period guidelines for your location, refer to your applicable state - specific supplement of the Associate Handbook or contact your Manager or Human Resources for further information. Meal Periods Depending on the length of your scheduled shift, employees may be eligible for an unpaid meal period. Employees should obtain authorization from their Manager/Coordinator prior to taking a meal period in order to ensure adequate coverage for their area during the absence. Meal periods are regulated by state law and may vary from state to state. Employees should refer to the state - specific supplement for meal period requirements in your state. If you have a question about the specific meal period guidelines for your location, contact your Manager or Human Resources for further information. The following guidelines apply to all unpaid meal periods: o Record an in/out time in conjunction with your unpaid meal periods o Employees do not have to remain on the premises while on an unpaid meal period o Meal periods may not be used to reduce the workday or combined with other breaks o If you are asked to perform work of any kind while you are clocked out for your unpaid meal period, you must clock back in before performing the work. If you are not able to do so for any reason, you must notify a Manager/Coordinator as soon as possible so your time worked is recorded. SPORTS FORCE PARKS do not offer "smoke breaks" or additional time off periods other than those described above CAt� pg. 44 SPORTS FORCE PARKS 0116 pg. 45 OPERATIONS MANUAL 7 FORCE ALL-STARS W400 OPERATIONS FORCE ALL-STARS VOLUNTEER DESCRIPTION Volunteer Information Be a part of a great STAFF! "Be part of something bigger than yourself" Sports Force Parks seeks high -quality, dedicated staff for our Force All -Stars program. You'll help run our Force All -Stars Baseball and Kickball Leagues in the months of April, May and June. You'll discover just how rewarding it can be to serve others. Volunteer at Sports Force Parks! Some benefits of volunteering for the Force All -Stars include: o Having fun and enjoying our awesome facility o Receiving community service/ volunteer hours for school o Preparing you for a future in Education or Special Education programs o Helping make a difference in the lives of others Qualifications o Staff must be at least 14 years old to apply for a volunteer position at Sports Force Parks o All staff that turn in an application will be required to do a phone interview or attend an in -person interview with the Adaptive Programming Coordinator o If hired, staff will also be required to attend Staff Training Job Title: Force All -Stars Volunteer Assist Sports Force Parks full-time employees run sporting events for kids with special needs. Volunteers will be on the field, setting up games, organizing teams and helping where needed. Need to be outgoing, friendly, patient and helpful. Need to be dressed properly in sportswear and closed -toe shoes. FAQS About Volunteering for the Force All -Stars: What kind of people do you look for to be staff? The answer is all kinds! Because we do not serve only one type of athlete, we do not look for one specific type of person to work here. Special needs experience is great, but really, we want people who are ready to spend their summers serving others and giving our kids the time of their life! We can teach just about anyone the ins and outs of the program, but we can't teach people to care. Do I have to attend the staff training? Yes- we hope and try to have everyone at staff training! It's important to know what to expect and what is expected from you. What do we do in staff training? We go over the curriculum and how to best help the athletes. We try making training fun, active, and educational. Do I need to work every session? No; because this is a volunteer position, we appreciate you giving any time that you an. However, we appreciate advance notice of when you will not be in attendance, so we can staff properly. Do we work in the same sport each week? 0pg. 46 IIB SppRrSFoR�E OPERATIONS The sports will change from month to month. We will host baseball in April and May and kickball in June. pg. 47 0 I I B 5ppr5 FoR�� OPERATIONS �a.PRRKS FORCE ALL—STARS HANDBOOK Dear Volunteer, Sports Force Parks Force All -Stars is a free program for area kids with special needs and without the help of volunteers like you, we would not be able to provide this wonderful program. Thank you for volunteering! Every summer, Force All -Stars come together, with their families, to have fun and hone their athletic skills. This volunteer handbook will give you some basic information about Force All -Stars as well as information about volunteering and working with athletes. Please do not hesitate to ask questions or call the Sports Force Parks office if you have comments or concerns. Again, we thank you for giving your time to Force All -Stars. Enjoy the experience! Sincerely, Signature Name Force All -Stars Coordinator Sports Force Parks (9 SPORTS FDR�E OPERATIONS MPARKS. FORCE ALL-STARS HANDBOOK CONT'D What are Force All -Stars? The mission of Force All -Stars is to provide sports training and athletic competition for children with special needs, giving them continuing opportunities to develop physical fitness, demonstrate courage, experience joy and participate in the sharing of gifts, skills and friendship with their families, other Force All -Stars athletes and the community. When did Force All -Stars begin? Force All -Stars began in the Spring of 2017 during the inaugural season of Sports Force Parks at Cedar Point Sports Center. Sports Force Parks is all-inclusive and wants to create the same experience for all children. President and CEO of Sports Force Parks, Brian Storm, built the Adaptive Baseball Field, front and center of the facility, so that it was the first thing people saw when they arrived. The Adaptive Program is a passion and mission of Mr. Storm, along with the entire staff. The first season of Force All -Stars included a dedicated group of around 20 local athletes and the program is looking to build upon itself every year. Force All -Stars as a whole: Local Level: Force All -Stars at SFP is a community -based organization located in each park. You can work one-on-one with an athlete in your community as a volunteer in the sports leagues, or you can assist with our Adaptive Programming special events and camps. National Level: Sports Force Parks will instill a Force All -Stars program at all future parks. What sports are offered? As of now, Force All -Stars is a three-month program, which includes baseball and kickball. More sports will be offered in the future. Along with sport programs, Sports Force Parks offers a variety of activities for the kids to enjoy, Sports Force Parks also has two playgrounds: The Pros and The Minors. Our playgrounds are ADA- accessible and include sports -specific features for kids of all ages! Who is eligible to participate? Any child with special needs is eligible to participate in Force All -Stars. The program also encourages family members to participate as well, so they can enjoy the experience with their loved ones. pg. 49 0 110 SPORTS F0FJ( OPERATIONSMANUAL PARK5 .N FORCE ALL-STARS HANDBOOK CONT'D Working with Athletes o You represent Force All -Stars and Sports Force Parks while you perform your assignment as a volunteer. You will be asked to show photo identification upon application, always wear your name tag visibly and conduct yourself in a professional manner relating to athletes, other volunteers, families, the general public and the media o Talk with the athletes in the same way you would to any other person. Use conversational tone, give individual eye contact, and let the person know that you are interested in them. Always assume that the person understands what you are saying o Some athletes will be very outgoing, others are shy and reserved. Have patience and respect for them as individuals. All athletes enjoy being congratulated after an event with a "high five", handshake, a pat on the back or a hug if initiated by the athlete o Use the term athletes rather than kids You will find that most athletes whom you will meet will be very friendly and will enjoy your attention. Along with fun, we try to encourage behavior that is appropriate to sports events. If you have questions, just remember that behavior that is not appropriate among non -special needs persons is not appropriate among persons with special needs either. Enjoy the warm interactions that are part of the Force All -Star experience but don't be afraid to establish limits. As a volunteer, you will want to do everything you can to respect the dignity of the athletes you will meet. Above all, relax and enjoy yourself. pg. 50 it jWjj1,- F;R •P•PARKS_.�..1. FORCE ALL-STARS HANDBOOK CONT'D Language Guidelines Words can open doors and words can create barriers and stereotypes. Please use the following correct terminology: o A person has intellectual disabilities, rather than suffering from, afflicted with, or a victim of intellectual disabilities o A person is physically challenged or disabled rather than crippled o Someone who is partially sighted is visually impaired rather than blind o A person is hearing impaired rather than deaf or mute o A person uses a wheelchair rather than is confined or restricted to a wheelchair o Do not sensationalize the accomplishments of people with intellectual disabilities. While these accomplishments should be recognized and applauded, people in the disability rights movement have tried to make the public aware of the negative impact of referring to the achievements of physically or intellectually challenged people with excessive hyperbole o Do not overuse the word "special" when referring to persons with intellectual disabilities. Their accomplishments should not be trivialized by using cute words to describe their efforts Dealing with Emergency Situations The basics in dealing with emergency situations are as follows o Seek medical and or law enforcement assistance for the person(s) immediately through onsite medical personnel or by calling 9-1-1. If you call 9-1-1, be sure you are prepared to explain all the details to the operator o Notify your Force All -Stars Coordinator or Sports Force Parks full-time staff in Tournament Central o Inquiries from the media or family members should be referred to Tournament Central where Sports Force Parks full-time staff should handle the situation Adverse Weather Plan Adverse weather is defined as high winds, snow, thunderstorms (with lightening), heavy rain, hail. o Decisions Prior to Competition - Please show up to your volunteer assignment. Sports Force Parks Management will consult Weather Sentry regarding severity and longevity of current or predicted weather conditions and inform all programs and volunteers involved with event if event/competition is delayed (at 30-minute intervals) or cancelled o Decisions During Competition — Sports Force Parks full-time staff will consult with Tournament Director and Head Official. Sports Force Management will consider "safety" concerns in determining if play is delayed or discontinued. Everyone in the park will be notified of decision Contact us! For more information on Force All -Stars and Sports Force Parks, please call park number or visit us on the web at your park website pg. 51 LEM %OPERATIONSWm FORCE ALL-STAR KICKBALL Overview 1. Check in Volunteers, Players & Family Members o Create Name Tags for New Players, Check that each player has received his/her Under Amour t-shirt, hat and signed a waiver o Early arrivals can take kicking practice from a predetermined spot, one at a time, or play catch in the outfield. Volunteers: One at home plate, One in outfield 2. Start Session Sitting in a Large Circle o Coach Introduction, Volunteer Introduction, Player Introduction, Family Introduction o Make sure everyone is wearing proper attire and footwear to prevent injuries 3. Warm Up o Run two warm-up laps around the bases to get loose o Get in a circle and have a volunteer lead group stretching o Hold each exercise for 10-20 seconds 4. Choose Teams o If teams are not already set in place, divide players evenly, so there are an equal number on both teams. More than nine players can play at a time. Extra players can fill in bare spots in outfield. Each team and bat through the lineup o A coin flip can be used to determine the home and visiting teams o Hand out pinnies in one color to the home team and pinnies in a different color to the visiting team to wear o Have each team choose a dugout o Make sure each dugout's water cooler is full and there is a plethora of disposable cups 5. Play Ball o The visiting team will take the field first (top of inning). You will need: a pitcher, catcher, first baseman, second baseman, third baseman, left fielder, center fielder and right fielder. Extra players can play left -center and right -center. Family members may take the field with the players to assist and join the fun o The home team will determine a kicking order and kick through the lineup, stopping at three outs o A volunteer, or parent, may help pitch, if needed o Players can stay in the box until a fair ball is kicked. No limit on strikes o Teams will switch and the home team will take the field and visiting team will kick (bottom of inning) o Game will resume until a winner is determined at the end of seven innings, or until the time limit has expired 6. Cool Down o A volunteer will lead the kids through a modified version of the warmup o Volunteers will thank all players and families for participating and congratulate everyone with a round of applause o Volunteers will remind players and families when the next game is and encourage everyone to come back and spread the word to their friends and classmates pg. 52 Ito C�ppRTS F01�� OPERATIONS FORCE ALL-STAR BASEBALL Overview 1. Check in Volunteers, Players & Family Members o Create Name Tags for New Players, Check that each player has received his/her Under Amour t-shirt, hat and signed a waiver o Early arrivals can take kicking practice from a predetermined spot, one at a time, or play catch in the outfield. Volunteers: One at home plate, One in outfield 2. Start Session Sitting in a Large Circle o Coach Introduction, Volunteer Introduction o Volunteer Introduction, Player Introduction, Family Introduction o Make sure everyone is wearing proper attire and footwear to prevent injuries 3. Warm Up o Run two warm-up laps around the bases to get loose o Get in a circle and have a volunteer lead group stretching o Hold each exercise for 10-20 seconds 4. Choose Teams o If teams are not already set in place, divide players evenly, so there are an equal number on both teams. More than nine players can play at a time. Extra players can fill in bare spots in outfield. Each team and bat through the lineup o A coin flip can be used to determine the home and visiting teams o Hand out pinnies in one color to the home team and pinnies in a different color to the visiting team to wear o Have each team choose a dugout o Make sure each dugout's water cooler is full and there is a plethora of disposable cups 5. Play Ball o The visiting team will take the field first (top of inning). You will need: a pitcher, catcher, first baseman, second baseman, third baseman, left fielder, center fielder and right fielder. Extra players can play left -center and right -center. Family members may take the field with the players to assist and join the fun o The home team will determine a kicking order and kick through the lineup, stopping at three outs. o A volunteer, or parent, may help pitch, if needed o Players can stay in the box until a fair ball is kicked. No limit on strikes o Teams will switch and the home team will take the field and visiting team will kick (bottom of inning) o Game will resume until a winner is determined at the end of seven innings, or until the time limit has expired 6. Cool Down o A volunteer will lead the kids through a modified version of the warmup o Volunteers will thank all players and families for participating and congratulate everyone with a round of applause o Volunteers will remind players and families when the next game is and encourage everyone to come back and spread the word to their friends and classmates pg. 53 fib SpORTs FORCE -C_ PARNS> pg. 54 OPERATIONS MANUAL FOOD & BEVERAGE SPORTS FQ� OPERATIONS M• PARKS .- OPERATIONS- UPDATE in Process Opening Checklist o Turn on lights o Refresh and login to all POS stations o Check receipt paper in printers, refill if necessary o Confirm till count in each register o Check each station and refill any station as necessary o Wipe down all counters and service areas o Sweep all floors o Turn on all digital menu boards, inside and outside o All POS merchandise is stocked, clean, and organized Notes: Closing Checklist o Check receipt paper in printers, refill if necessary o Check each station and refill any station as necessary o Wipe down all counters and service areas o Wipe down all food service equipment and back splashes o Ensure all food products have been properly labeled, dated, and stored o Wash and sanitize all dishes o Sweep all floors o Remove all trash o Refer to cash handling procedures for closing out all POS stations o Turn off lights o Secure building Notes: pg. 55 11B �poOPERATIONS PARKS OPERATIONS CONT'D Operations Sports Force Parks is charged with managing an outstanding level of quality service to its guests. It is the expectation that the manager will be ultimately responsible to meet and/or exceed its guests' expectations. Communications Staff Meetings It is recommended that a meeting of the managers and supervisors be conducted weekly to review all activities where the venue is open to the public and/or any scheduled special events using a two -week rolling window. Vendors and Subcontractors The Manager should get to know and meet regularly with all the Complex's vendors and subcontractors. Concessions KIS The acronym stands for KEEP IT SIMPLE. It means that the business is based on certain basic operating fundamentals. Sometimes we tend to over -engineer and over -complicate our operations. At times we get "talked into" an operation or plan that our common sense and experience suggest may not work well. While variety is important to our clients and guests, the Manager must act with reason to ensure a successful event and to maximize revenue and profit opportunities. Be sure that any new plans or ideas consider the space required, the skill level of employee, and the demand for a particular item beforehand. Maximizing Points of Sale As managers our success is sometimes reliant on our ability to have enough points of sale. Some venues with older equipment and limited points of sale can adversely impact our ability to continuously improve the guest to sales ratio. Nevertheless, sound management practice requires us to make the best of these unsolved opportunities. Creativity and ingenuity are great assets, however, having well -placed and easily identifiable signage can go a long way helping distribute guests to less trafficked locations. Creating staging areas in strategic locations where vendors can re -supply and work from can greatly ease the crunch of peak demand. Something basic but encountered frequently — staff all points of sale whenever and wherever possible! Having a single cashier station unattended at an event break period might mean a loss of hundreds of dollars of revenue and guests not getting served in a timely manner. POA — Planning, Organizing and Acting POA describes a process that all managers consider when organizing an event. The first step is to set a Plan. Second, Organize the plan. Have your colleagues and supervisors' critique and revamp the plan if necessary. Act. Do the work according to the plan. There are usually adjustments that may need to be made during the execution phase, but if the plan is well -thought-out and being acted upon, rarely will one need to re -engineer the plan during an event. r� pg. 56 SpoRrS �o�E OPERATIONS PRRK5.= OPERATIONS CONT'D Event Planning An event plan is an easy task when one has historical information to back financial projections. A much more difficult task is to develop a forecast based on "hearsay" or client guesstimates. Nevertheless, it is imperative to use a standard event template when planning for a concession event. The steps to event planning are as follows: o Project Attendance • While perhaps the most crucial component, it is also the hardest to obtain without prior event history or a sellout projection o Estimate Per Caps • Most facilities will share this information. Check to see where the event has occurred and call your counterparts at the venue for information o Determine Menu and Sales Mix • Obviously outdoor venues have a more difficult challenge when weather factors are added to the forecast o Forecast Labor • Use fixed and variable labor components where appropriate. For instance, volunteer group labor is a variable factor unless a guaranteed reimbursement rate is agreed to o Identify and Plan for the Unexpected o Take into consideration any special pricing, discount or client services that will affect your projections Once the sales mix is determined, one can make a reasonable estimation of the labor that will be required for execution. Labor should be split into variable and semi -variable components. According to this model, the total event labor is forecasted below 15%. The type of show and service requirements can greatly impact the labor dollars expended. Keep in mind that establishing a maximum labor cost should be a targeted goal but should not necessarily be viewed as an intractable number. Managers must make decisions reflecting the conditions encountered during the event and adjust as necessary. Further, a post event evaluation of projections against outcomes will result in greater proficiency each time you have an event. The data calculated in the tables above will help to provide you with the information to forecast menu items by quantity (shown below). When considering product distribution, remember that you must have ample product to provide for the number of stands open plus enough back-up to account for over -production, increased demand, employee meals, etc. The sales mix percentages can be derived from historical data from a previous or similar event, information from the last venue where the event occurred or from a professional assessment. Menu Engineering The 80/20 rule tells us that in general, at least 80% of concession sales are driven by only 20% of the menu. While it is important to offer variety, one does not have to offer every menu item at every location. Some menu items achieve higher sales when highlighted or sold at a portable location. Too much variety at the same outlet confuses the guest and reduces efficiency. 0 pg. 57 I I B SPORTSFOR_M! OPERATIONS OPERATIONS CONT'D Standard Concessions Menu There are certain essentials to any concession menu that people expect. From popcorn, hotdogs, pretzels, soft drinks and beer, guests have come to anticipate the food as much as the event. When event history and databases are readily available, it is easy to track the high -volume items, even in new accounts. The challenge for most managers is weighing the marginal or less popular items as a function of our ability to serve properly and make a profit. Remember, in some ways we are a manufacturing business — not unlike an automobile plant - endeavoring to match production with demand. In considering what items to serve a manager must contemplate: o Is there enough variety available to satisfy guests and client requirements? o Is there sufficient equipment and human resources to produce the menu? o Does the menu mix meet per cap spending and profit objectives? o Does the product meet quality objectives? For new items additionally questions should be asked: o Will the item cannibalize sales of some other higher profit item? o Can production requirements be maintained with existing equipment? o Is a short test period or trial period appropriate to determine how well the product will work and be received by the guests? pg. 58 IIB SPORTS Fo�� OPERATIONS PARK5. FOOD TRUCKS Opening Checklist o Turn on lights o Refresh and login to all POS stations o Check receipt paper in printers, refill if necessary o Confirm till count in each register o Check each station and refill any station as necessary o Wipe down all counters and service areas o Sweep all floors o Turn on all digital menu boards, inside and outside o All POS merchandise is stocked, clean, and organized Notes: Closing Checklist o Turn off lights o Check receipt paper in printers, refill if necessary o Check each station and refill any station as necessary o Wipe down all counters and service areas o Wipe down all food service equipment and back splashes o Ensure all food products have been properly labeled, dated, and stored o Wash and sanitize all dishes o Sweep all floors o Remove all trash o Refer to cash handling procedures for closing out all POS stations Notes: Moving Food Trucks & In -Park Positioning To be completed once food truck designs are in place Food Prep To be completed once food truck designs are in place Using Food Trucks Off -Site To be completed once food truck designs are in place pg. 59 0 Ito 5ppttr5 FoR�E OPERATIONS M. wPARKS - SALES & MARKETING Control Items A control item is used frequently in the concession business to reduce the time needed for attaining accurate product consumption through an inventory process. A control item is a product that is uniquely and solely used for one item being sold from a fixed or portable retail location. Examples of control items might include soda and beer cups and colored foil wrappers for burgers. In one example the 16oz soda cups are the control item. The stand supervisor is issued an opening inventory of 100 cups. Upon counting the closing inventory, it is determined that there are 50-16oz cups remaining. Therefore, there were 50-16oz sodas sold. A second example may be the use of a silver wrapper for hamburgers. Counting the wrappers in and our may be less complicated than counting the buns or meats. As long as the control items are securely handled and properly counted in and out, and only used for one item, their use can significantly reduce the time it takes to do opening and closing inventory and for the determination of the consumed products and theoretical cash sales. Menu Costing Menu costing can sometimes be an arduous task. However, the process is very important to profitability. Even in a basic concession operation where items remain constant, the menu must be reviewed, and costs updated at regular intervals — recommended at least twice per year. Check supplier invoice pricing on a weekly basis. Managers should have access to the current cost of each product and the associated mix to evaluate a theoretical or perfect product cost. The steps to this evaluation are as follows: o Prepare a menu explosion that lists the individual cost components and ingredients for each menu item ... e • As a standard, include menu components that are part of, or used in every item. Many concession operations choose to include in its menu cost paper goods that are included automatically with the sale of a menu item, such as the cup for a beer or soda, a foil wrapper for a hot dog or hamburger, or the boat that nachos are served in. Some items such as napkins, stir sticks, and condiments that are provided at self- service stations can also be included in a menu items cost analysis using estimates for average consumption per item o Compare the net sale of each item to the total unit cost on a percentage basis o Apply the projected units sold from the mix evaluation to determine the theoretical COGS 0 11B SPORTS FARE OPERATIONS -�PARKS SALES & MARKETING CONT'D Per Capita Sales Comparisons In evaluating the performance of a concession operation, the most standardized measure of improvement is the per capita spending figure. "Per Caps" are widely used throughout the industry and reflect the dollars spent per guest and are often reported by the press and various trade publications after an event. Measuring a true per cap is simply the total net sales divided by the number of guests in attendance. One challenge in using per caps as a measure of your performance, compared to other facilities, is the lack of an industry standardized measurement. Some facilities quote per caps on the basis of gross sales including subcontractor payout, while others report on the net sales. Some facilities measure attendance by total guests while others use only "paid" attendees, excluding "comps". Variations in comparison also occur as there are differences in tax rates, products measured and the reliability factor of the attendance count. It's generally best to establish a comparative standard and apply it consistently to each event. The facility management should also institute a consistent formula of determining guest counts, which may include "comps" and staff. Once a historical database of per caps is developed, the evaluation becomes meaningful and results in a strong measurement of sales improvement, whether from price increases, marketing efforts or improved productivity. For a stadium or arena, per caps comparison would typically be completed for the basic sales categories listed in the table below. Product, Pricing, Promotion and Place (AKA the 4 P's) All of us have learned a few tricks of the trade with the marketing of concession products, particularly as we spend time observing our guests and working different types of events. At a crafts fair, guest demographics typically indicate a preference for more healthful types of food so we can include salads and low -fat entrees in our menu mix. When a baseball game comes to the facility, the concession stands should be stocked full of beer, hot dogs and pretzels. As the first step to successful menu marketing, it is essential to know your target market and consider the group's demographics, the time of day, expected weather etc. Selecting the appropriate Products is the next step in marketing the menu to your guests. Then, determine the appropriate Price points that give value and meet our profit objectives. Show and tell guests what you're serving. In other words, Promote the product. Never use an unprofessional menu that was printed at the last minute and is difficult to read or even worse — handwritten! Whenever possible, display the product so the guests know what it is. Always keep your display cabinets and refrigerators filled! No one likes to purchase items from small or half- filled displays. Often, a contest amongst your staff to see who can set up the most attractive display will yield great results. Make sure to photograph the best work and make it a standard throughout your facility. Highlight specialty items at areas like portables and roving carts. Vendors with a distinctive personality are often as much a part of the show as the event itself. Encourage tasteful self - promotion and get the word out! "Exhibition cooking" is a great way to market and promote any food product. Guests can be incented by the aroma of a freshly grilled bratwurst or steak sandwich. They are more Inclined to wait patiently for products they perceive as a freshly made and high in quality. There are several other ways to promote products, some of which may be a cooperative effort with our guests and suppliers. Ito pg. 61 118 SpoRrSFaiOPERATIONS MANUAL .p�xx5�E SALES & MARKETING CONT'D Other Creative Promotional Ideas o Bundling meals with event tickets. Getting guests to the facility is the first consideration. Slower weeknight events may require some special incentives to get people in the door o In partnership with your beverage supplier, create a contest where guests seek a special decal on the bottom of the "large souvenir cup" that can be redeemed for prizes. Sometimes a grand prize drawing at the end of the season can have a major impact o Get suppliers to sponsor a premium item to be obtained at a concession stand. Tie in a purchase o Be creative. Nothing ventured, nothing gained For a small retailer in a strip mall, Place means having a great location. For the Sports Force Parks there is little opportunity to modify where we distribute products from, but we can ensure that our place is clean and staffed by well-groomed personnel. Most guests will visit our concession stands. It's what we provide and promote when they get there, that will determine how much they spend. To keep our guests coming back, always make sure that there is sufficient product that is attractively displayed in a clean environment. Food & Beverage Presentation & Merchandising It is always important that all fixed and portable retail locations be kept clean and orderly, well presented with its products merchandised in an eye appealing manner. Guests are generally uncomfortable purchasing food and beverage items from a sloppy or disorganized location. The staff should be well trained, knowledgeable of the products being sold, be wearing the appropriate uniform and ready to greet the guests with a warm salutation and a smile. G pg. 62 I I B SpQRTS FOR�� OPERATIONS - PARKS w- HUMAN RESOURCES/LEGAL/SAFETY/PR Beverage Liquor Controls It is the expectation that the Manager will ensure strict controls when liquor is served in either a hosted or cash program. Consumption records must be completed for each bartender and must include opening inventory, additions or subtractions from the opening inventory, and a closing inventory. It is vital for the controls to be effective that the consumed product from the inventory calculations be converted into financial terms. This is the critical mechanism to determine how much to bill your guest for a hosted beverage service, or how much cash is due from each bartender for cash beverage services. The recording of the consumption data should be completed and/or verified by an authorized supervisor or manager. It is recommended that Bartenders who do not balance their consumption to cash within a 1 % margin be counseled. The access to liquor storage areas should be very secure with very limited access by non -essential personnel. No guest should be issued more than two alcoholic beverages per transaction. Any guest not obviously over the age of forty should be asked for appropriate age verification identification. Service Standards Alcoholic beverage service standards typically provide one bartender per 250 guests at a normal concessions event. For special events that ratio should be 1 bartender per 100 guests for a hosted event or one bar per 150 guests for a cash bar. These are general guidelines and should be modified when appropriate based on the needs of the guest or special circumstances of event. The application of revenue minimums for special events is common. When the revenue target is not met, it triggers modest labor fees, which can help offset the higher labor cost associated with lower than expected sales. Whether a concessions event or hosted or cash bar, the appropriate number of service locations should be provided to minimize lines and maximize profitability. The bartenders should be well trained, in appropriate uniform, and eager to serve our guests with a greeting and a smile. Alcoholic Beverage Control & Regulations The liquor laws of each state are varied. In common with all states, however, are rigid regulation and severe penalties for non-compliance. The liquor code for each state is a public document and should be downloadable from the "state".gov web site. The Manager should read and understand the contents of this document carefully and ensure, on an on -going, basis that the licensed premises are always in 100% compliance. In many cases a simple clarification, interpretation or knowledge of past practices in your state can be obtained by a representative of the State Restaurant Association. The Manager should always be knowledgeable of events in his or her facility that utilize donated, sponsored, and or sampled alcoholic products. There are generally strict and complex regulations involved and are frequently the cause of non-compliance. The liquor license at an entertainment or sporting complex is a very valuable asset, one of which should not be put at risk at any time. I I B SpoRrS FoR� OPERATIONS PARKS ..� HUMAN RESOURCES/LEGAUSAFETY/PR CONT'D Alcohol Awareness Certification It is strongly recommendation that all employees who handle alcoholic beverages complete and be certified in an appropriate alcohol awareness program such as TIPS or ServSafe Alcohol. The courses should be made available to all alcoholic beverage handlers at your complex at least twice per year. The courses are generally available online for easy access by staff. Culinary Quality Standards In order to meet and/or exceed guest expectations regarding food quality it is essential to start with quality ingredients, a respect for food, and possess an understanding for the fundamentals of cooking. One cannot achieve high quality outcome with inferior ingredients. Not every Manager is an expert on food and cooking techniques, however, the ability to know the difference between quality and inferior ingredients and tasty, well presented foods compared with those that are average is an important factor for success. Incorporating local ingredients and regional menu items that are indigenous to your area is recommended. This process can easily transform a typical menu to one that is highly creative and imaginative, not to mention creating a higher perceived value for your guest that can add incremental revenues. Temperature Standards Hot food should be served at temperatures in excess of 140°F. Cold Food should be served at temperatures below 40°F. Any foods served between 40°F. and 140OF (this temperature range is referred to as the "Danger Zone") is a potential hazard and could be the cause of food borne illness. Never hesitate to keep a pocket thermometer nearby and to use it regularly. You are protecting Sports Force Parks and its guests. Presentation Standards Whether the application is a concession stand, a portable cart, or a meal at a special event, the way food and beverage are presented and merchandised can make the difference between a happy or unhappy guest. Presentations should be creative and ingenious (does not always mean expensive). They should be diverse in color and height and feature varied textures and flavors. It is recommended to keep a supply of tasteful props on hand to decorate concessions and food displays. Industry publications and trade magazines can be a great resource to learn new presentation ideas and trends. Most importantly, get out often and know what your competitors and other foodservice operators are doing. pg. 64 00P 11 cppRTS F�R�E OPERATIONS a paRxS HUMAN RESOURCES/LEGAVSAFETY/PR CONT'D Set Times It is recommended that every event will be completely set up and fully staffed thirty minutes prior to its published starting time. This is referred to as the "set time". The manager should plan to inspect all events prior to opening to ensure the "set time" has been met HACCP Standards Hazard Analysis and Critical Control Points (HACCP) is a process -based system to reduce the risk of food borne illness among employees and guests. It is recommended that all food handlers be required to possess a valid State food handler certificate as a condition of employment. It is also recommended that at least one manager with a "ServSafe Manager" credential be on site during all hours of operation. Information regarding the state food handler certification and ServSafe can be obtained from the local state restaurant association. Equipment The foodservice equipment, small wares, and supplies are important and valuable assets. They should be handled and treated with respect and always stored in a clean and organized manner. Cleaning & Maintenance Janitorial & Housekeeping The overall responsibility for maintaining a clean, well -organized and safe facility is that of the Manager. It is recommended that daily, weekly and monthly task assignments are created and maintained and are regularly monitored for compliance. The Manager should walk the facility from time -to -time to seek and record areas for improvement. Repairs and Maintenance Sports Force Parks is equipped with a diverse equipment inventory that needs to be maintained and kept in good working condition. It is recommended that an equipment repair and maintenance log be kept current by the Manager and indicates when each piece of equipment was repaired, what repairs took place, and the vendor invoice number. For certain pieces of equipment that may be on a preventative maintenance program, notations in the log indicating when PM has taken place can prove to be very helpful should problems occur with a piece of equipment in the future. Environmental Programs "Green & Sustainability" programs require that personnel are appropriately trained on the use and handling of products, systems, and programs designed as to meet environmental sustainability goals. Recycling, product biodegradability, composting and the use of locally grown organic products are some of the many programs commonly practiced at sports and entertainment venues. G� pg. 65 I I B C�pQRTS FORE OPERATIONS ,:..PARKS HUMAN RESOURCES/LEGAUSAFETY/PR CONT'D Pull Sheets For special events, it is recommended to make use of pull sheets. This document lists the small ware and supplies needed for an event along with the location, day, and time to be delivered. Generally, pull sheets will be generated for the special event needs well in advance of the event. This allows ample time to organize and deliver the various supplies for each event in the most cost-effective manner possible. It also helps keep the facility organized. Front -Line Training On -going training is an essential need for a successful operation and for the growth of the supervisors and its employee base. Recommended training programs include: Workplace Safety, Alcohol Awareness, Equal Employment Opportunity, Discrimination and Guest Service. The Manager should encourage a life-long learning philosophy at the Sports Force Parks and make best efforts to provide training to the supervisors and employees of the facility Recruiting The Manager will be expected to recruit supervisors and employees from the within the local area using traditional and non-traditional sources and means. These techniques may include print and electronic based employment advertising, working with the career directors at local hospitality and culinary programs, schools, colleges and universities, through professional associations, workforce development programs, hosting or participating in job fairs, and through other direct networking opportunities. Remember, finding good employees and managers is difficult. Maintaining strong and positive employee relationships along with a nice environment to work in will increase retention, thereby keeping valuable resources for on -going recruitment efforts at its minimum. Hiring Hiring part-time employees in a sports and entertainment operation is a frequent process. It is the expectation at Sports Force Parks that the Manager will provide written approval for each new hire and to ensure that the employment application is completely filled out with all required documents and copies of appropriate identification. Safety It is the responsibility of the Manager to maintain a safe workplace environment. Accidents in the workplace are not only costly in financial terms but also in human resource terms. It is recommended the Manager form a safety committee that meets on a regular basis. Some important activities the committee should undertake are: regular inspections of the facility to identify and suggest corrections to potential safety hazards; to select and schedule safety training programs, and to monitor compliance. Minutes should be recorded and filed. QO G !iB �pORTS FORE OPERATIONS MANU• . PARK5 .- FINANCE & ACCOUNTING Reporting Accurate and timely reporting is a basic tenet of fiscal responsibility. It is the expectation of the Sports Force Parks that the Manager will maintain the highest standards of business ethics and comply with generally accepted accounting principles. It is also an expectation that the Manager will make every effort to meet all reporting deadlines consistently. In business, everything does not always go according to plan. If a problem exists or a mistake was made, corrections and improvements for the future can only be effective by disclosing your concerns right away to the appropriate leaders. Forecasting It is the expectation of the Sports Force Parks that upon request the Manager will submit a current and accurate forecast for the current week or period. Important information in your comments include, explanations for any variances of revenue and/or costs and EBITDA, significant information with regard to guests and clients, the current inventory valuation for the complex and total accounts receivable with explanations for any receivable over 90- days past due. Event Pro-Formas There is a frequent need in the catering business to customize food and beverage programs and/or special events for our guests based on their specific budgets. In order to maximize profitability while meeting or exceeding guest expectations, an operating plan and a financial plan need to be well thought out in advance of the program or event. For these purposes it is recommended that an event pro -forma should be prepared to record the plan and provide financial guidelines to follow. Cost of Merchandise The cost of merchandise is generally one of the largest expenses the Complex will incur and as such should be monitored very closely each week by the Manager. The Complex has a published menu for concessions, beverage and catering with the most requested food and beverage products. Since the prices on these menus are posted and/or published and should not be changed without the approval of the Manager. It is recommended that a perfect product cost notebook be assembled that contains a product cost analysis for every item listed on your unit's menus. The perfect product costs updated semi-annually. By doing so, perfect cost report can be compared to the actual cost of merchandise for the Complex and used as an analytical tool for continuous improvement. pg. 67 I I B SppRTS F�F�� OPERATIONS PARI{5 := FINANCE & ACCOUNTING CONT'D Cost of Labor The cost of labor is also a very large expense the complex. Labor costs must also be monitored very closely each week by the Manager. Labor is split into 2 basic categories —variable and semi -variable. Semi -variable labor represents the total costs of payroll for yourself and any other salaried exempt team members. Variable labor represents the total cost of labor for your unit other than the salaried exempt personnel The very best way to control and monitor your unit's variable labor expenses is through the process of departmental labor forecasts. Generally, this would include the functional departments — Culinary & Stewarding, Beverage, Catering, and Concessions. The following procedural example is recommended to be completed each week and approved by the Manager prior to posting schedules for the front-line staff. • Monday — Each functional department should create schedule shells based on the subsequent fiscal week's planned events. • Tuesday — Each department supervisor should cost out the proposed schedule and compare to forecasted revenue. The Manager should determine if the cost of the scheduled labor is within budgeted parameters before approving • Wednesday — Labor forecast review and revisions • Thursday — Manager to approve labor forecast • Friday — Post work schedules effective for the following week Once the labor plan has been approved and posted, the supervisors and the Manager should monitor costs closely and adjust the labor plan as needed based on business levels. It should be the expectation of the Manager that the actual labor spending by each department will closely follow the approved labor forecast with appropriate adjustments for increases or decreases of business levels. Overtime for front line staff should always be minimized or negated where and whenever possible. When crafting schedule shells the use of pre -planned overtime should be discouraged unless the cost of the overtime premium is less than the cost of adding another employee. An example of this would be when a 9-hour shift is needed. In this example, paying one employee one hour of overtime would be less expensive than paying a four-hour minimum shift for an additional employee. However, if it is possible to accomplish the event with two employees each working a consecutive shift of 41/2 hours you would have planned for the least possible variable labor expense. Other Expenses There are a variety of other expenses that the Complex will incur in its day-to-day operations. Some expenses such as telephone service and armored car service are fixed, while others such as office supplies and chemicals are variable and should go up and down based on the business volume of the Complex. Other expenses should be reviewed each week and monitored closely by the Manager. TQ 11D �ppRTS FORE OPERATIONS M, �_ PARKS FINANCE & ACCOUNTING CONT'D Accounts Receivable Accounts receivable reports should be reviewed by the Manager on a weekly basis. Even though payment for most events are collected in advance, on site additions and pop-up events can lead to an outstanding balance at the end of the event. The Manager should review any account that has not been collected in an appropriate timeframe and to establish a plan for collection. Accounts Payable It is recommended that each week all the vendor invoices are collected by the Manager and organized for payment. Typically, the Manager will attach an accounts payable summary. It is suggested that the Manager look at each invoice; ensure it is listed on the A/P summary and that the assigned general ledger account number/s is correct. Once you are satisfied that all the invoices on the summary are correct and valid, the accounts payable summary should be signed by the manager and submitted to the accounting department. 110 SPDRTSFORCE OPERATIONS PRRKS INVENTORY It is required that the Manager complete a physical inventory for all food, beverage, chemicals, and operating supplies on a bi-monthly basis. This inventory is best scheduled between the close of business at the end of the period and before the opening of business for the subsequent period. It is recommended that the Manager conduct a comprehensive equipment and small wares inventory at least twice per year. This will limit costly last-minute surprises when supplies and small wares assumed to be on hand are not available in the needed quantities when needed for an event. Tips for an accurate inventory: 2. 3 11 • Take your count the same way every time, starting from the left and working to the right. • Keep inventory periods consistent • Always take inventory while closed for business • Properly train employees in inventory counting to ensure accuracy Start in dry storage. Count the items the way they're positioned and, if needed, filter them alphabetically on a spreadsheet when you're done. Include the product's type, brand, name, and case or package size. Also include a column for your prep area, freezer, walk-in, or any other areas where food or kitchen related items are kept Visually take note of how much product is in each package or container, separating it into tenths. This is an estimate whether the package is half full (0.5), a third full (0.3), etc. This works for product that is based on weight, but if you are counting product that has individual pieces, i.e. hamburgers, count the actual "units." Repeat this process of counting for every product, and enter the numbers onto the sheet, separating them into produce, dairy, protein, or other categories you want to arrange by Repeat this process for the prep area, freezer, and walk-in cooler. Your counts will likely vary here, based on a mix of cases and units, rather than just individual units only, so you may need to add another column to your sheet to account for this. For instance, if a case comes with 12 pieces, you might want a column in the excel sheet that can convert from case to units and vice -versa Finally, take your sheet and add up the totals for each category At the end of the inventory period you'll take all these counts again, repeating the exact same process. This will leave you with a beginning and an ending inventory count pg. 70 M 11B SpoRrs FORCE PR 5 > OPERATIONS MANUAL pg. 71 a, Ito SPORTSFORCE OPERATIONS := HOW TO PRESS HEAT Custom Threads Tournament Apparel Quick References Use this sheet as a reminder of key aspects when operating Custom Threads Tournament Apparel Annlir_atinns Temneratures Time Peel Goof Proof 360 Degrees 6-8 Seconds Hot Peel Stretch Litho 280 Degrees 13 Seconds Cold Peel Numbers 360 Degrees 4-6 Seconds Hot Peel Names 360 Degrees 6-8 Seconds Cold Peel Determining Type of Transfer o Goof Proof- sandy feel that sheds a little, has opaque transfer paper o Stretch Litho- smooth feel, should not shed, has transparent transfer paper o Numbers o When transferring a double digit- verify the numbers line up directly on their transfer paper ■ 'You may have to cut some off to make sure numbers are aligned Placing Numbers o Numbers should be placed 4-6 inched down the shirt. This is typically about an inch above the seams for the arm pits. o Always place name first. Then roughly 1-2 inches below, place the number(s) pg. 72 Ito ' OPERATIONS MANUAL HOW TO PRESS HEAT CONT'D Follow the below guide for placement of applications in various places Polo shirts 5' to 9" frorn vie sho,.rder s teft sears and =' to 6" from th- center, in One vita t'te solar meeting the shoulder searr,. ..�'X i 5hnts 7.5' to 9' irr._r. r,e shoo#der's left seam arrd »'to 6`frorn the center. Sweatshirts -cp of the design 3'to 15' from the bottom "The image to the left is the standard for large logos on -iecx'seagng chests of t-shirts as well. 3,45 5, When transferring a second application onto the same side of the item, make sure to use a clean sheet of transfer paper to protect the first laid item to make sure the application does not stick to the heat press pg. 73 I I B SPpRTS FoROPERATIONS M• PARKS PRODUCT ORDERING, RECEIVING, REPORT GUIDES Custom Threads Tournament Apparel o Ordering apparel is completed on Monday following a tournament o Ordering heat transfers is completed no less than two weeks out of tournament o Always try to place orders in a timely notice and the least amount of separate orders to limit shipping costs Ordering Tournament Logos, Numbers, Names and Basic Apparel o Use Transfer Express to place orders for Tournament Logos and Numbers ■ https://transferexpress.com/ ■ username: • password: o To order Tournament Logos ■ Design Center > Upload Your Own Artwork > Choose File • After selecting your logo • Verify logo does not have a white background (rectangle). If it has the white background, ask Will Spence for the image to have the background removed pg. 74 Adjust the size ➢ Average size is around 10 x 11. o Do not exceed 11 inches in width (due to youth shirt) o Do not distort image. Adjust one factor, and it will automatically adjust the other Make sure the image still fits in the size guidelines Configure the colors on the map If the color is a special color, and Transfer Express does not display that color, type in the Pantone C code o Pantone C codes should be in the tournament logo folder, if not, ask Will Spence • Verify: ➢ Print Method: Screen Print ➢ Transfer Type: Goof Proof ➢ Fabric: 50/50 Blend ➢ Cut Apart: No ➢ Number of Colors: represents the amount of colors in Logo ➢ Background color: Select Other or Various Determine Quantity needed (Image Qty) ➢ Based on last year's results with increase for this year ➢ Round up to the nearest 50 or 100 ➢ Gain approval from GM before placing Review Order and Add to Cart • Place Order or order other supplies as needed ➢ Other supplies include the cover sheets used to protect numbers and names when pressing on the garment o There should be at minimum 10 on hand during a tournament 0 118 PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT. Ordering Numbers o Transfers > Numbers > Individual Number Packs > Champ (Goof Proof) > 8 inch > Colors > Enter in Numbers and quantities needed (6 and 9 can be used interchangeably) > Add to cart o Repeat for different colors if needed o Place order o Print Invoice for GM's records Ordering Names o Transfers > Letters & Express Names> Format = Straight > Full Block > Letter Height = 2 Inches > Width = 14 inches > Select Color > enter as many letters are you can until it says squished (can add more lines) remove a few letters so squished goes away > Add to cart (green button) repeat for other colors as needed Ordering Apparel o For Solid Hoodies and Tees/Long sleeves o Use Transfer Express Wholesale Apparel ■ Tee shirts are Gildan 50/Cotton /50 Poly T Shirt 8000b (Kids) and 50 Cotton/ 50Poly T Shirt 8000 (Adult) • Colors are predetermined per park location ■ Long Sleeves are Gildan 50 Cotton/ 50 • Colors are predetermined per park location ■ Sweatshirts are Gildan Youth Heavy Blend Hooded Sweatshirt 18500B (youth) and Gildan heavy Blend hooded Sweatshirt 18500 (adult) • Colors are predetermined by park location ■ Add items to card that are needed o Tie Dye is purchased through Tie Dye USA, Colortone ■ Tie Dye hoodie colors are predetermined by park location pg. 75 5 FOREqphOPERATIONS MANU -u PRRKS PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT'D Receiving Ordered Apparel and Inventory o Verify shipment has correct pieces ■ Use invoice and order sheet to verify correct shipment of colors and sizes o Add quantities to Revel *Sort by item, color, and size for faster inventory ■ Log into Revel > Inventory > Find item > Select Box icon located under Actions on right hand side > Fill in Quantity, Cost/ Unit and date in Remarks box, select receive *Repeat for all sizes and colors o Next select the Products tab, and at middle left, select Push Changes and select Accept to verify the push to register terminals ■ Verify no one is logged into POS stations so POS can update ■ If POS is being used, finish sale, then log out for items to update, then log back in o Stamp invoice sheet and fill out blanks o Put invoice in GM's top filer on desk o Any merchandise missing, email supplier the invoice number, along with units missing ■ CC GM on email o Damaged Items ■ Send picture of damage to supplier and ask for replacement. Supplier will determine what is to be done with damaged item ■ CC GM on email o Put items in correct locations Maintenance The heat presses sometimes start to stick or grind when pulling down the handle for the top platen to meet the bottom platen. When this happens, spray the grease directly into the joint of the arm of the top handle and open and close a few times to make sure the platen lowers smoothly. Ordering Product o Run Revel report for Current Inventory levels ■ Log into Revel and select Inventory ■ Filter by vendor o Order product when inventory is less than desired threshold pg. 76 I I B �pORT� FORE OPERATIONS MANU• PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT'D Receiving Product o Verify shipment has correct items ■ Use invoice and order sheet to verify correct shipment of candy/ food/ medications o Add quantities to Revel ■ Log into Revel > Inventory > Find item > Select Box icon located under Actions on right hand side > Fill in Quantity, Cost/ Unit and date in Remarks box, select Receive Repeat for all candy/ food/ medications o Next select the Products tab, and at middle left, select Push Changes and select Accept to verify the push to register terminals o Stamp invoice sheet and fill out blanks o Put invoice in GM's top filer on desk o Price candy/ food/ medications if needed o Put out candy/ food/ medications in Retail Space in appropriate areas Registers Updates The day before a tournament or event, check the register for updates o Apple Updates ■ From home screen select the gear -icon (setting) check the general tab for updates ■ Update if needed Apple ID: Password: o Revel Updates ■ From home screen, select the A -icon (App store) and select the Update tab ■ Update revel if needed League Apps Running Reports o Reporting > Product Orders > Show Filters > select product ■ Running a filtered report works best for wristbands, tent rentals, and reserved parking. Due to League Apps not categorizing all CTTA orders together. The best option is to download all items and filtering in Excel Closing Orders It is important to close orders because that means the order was taken care of and the guest is good to go. Leaving them open will cause confusion especially with wristband sales o Reporting > Product Orders > search through the orders o Once the product order is found, click Close Order on the right side, and refresh the webpage o Continue to do this for all completed orders G0 p9. 77 I I B C�PQRTS FOR�� OPERATIONS '-PRRKS .... PRODUCT ORDERING, RECEIVING, REPORT GUIDES CONT'D Mailing Address Invalid o If a wristband is sent back due to wrong mailing address, log into league apps to get the guests email address o Email directly from League Apps to save time, their response will come to your direct email account. ■ Reporting > Product Orders > search through the orders to find the guests names ■ Click on the guests' name and at the top click Message. Explain to them that their wristband was sent back due to invalid address and determine solution (if not enough time to mail, have pick up at TC or reserved parking if they purchased reserve parking. Add/ Remove Products o When a CTTA deadline is here, or a Not Too Late Email is sent you must add/ delete products. You will also need to delete wristbands a whole week before the event. Remove tent rentals the Day before a tournament and Reserved Parking To Add Products o Log into Leagues apps > Manage (in blue section) > E-commerce Products > Select items you wish to change one by one > Edit Details > Custom Fields > Add Item under Tournament Name, fill in both blanks that populate with the identical Phase (example Label: Golden Spikes Value: Golden Spikes) > press Save. Repeat for all items necessary To Remove Products o Log into Leagues apps > Manage (in blue section) > E-commerce Products > Select items you wish to change one by one > Custom Fields > Edit Details > Custom Fields > Delete Item o DISCLAIMER- WRISTBANDS there is one step before selecting Custom Fields ■ Select Price and Inventory Options > select the X under actions next to the wristbands you wish to remove. Then click the Custom Fields Tab and follow the steps as mentioned before U p9. 78 SPORTS FORC OPERATIONS PRRKS PRE -SALES PROCESS Sports Force Parks will focus heavily on guest services through the pre -sale opportunities for guests. Fulltime staff will help ensure orders are being tracked and fulfilled in a timely manner. Guest Experience Coordinator or Events Coordinator o The Guest Experience Coordinator and Events Coordinator will check the online portal for new orders daily to ensure orders are tracked appropriately o Coordinators will fill out tracking sheets located in Drop Box under Tournaments o Orders will be fulfilled daily, as supplies are available o In the event that the Guest Experience Coordinator or Events Coordinator is unavailable, any available coordinator will track the new orders and fulfill in a timely manner o The Guest Experience Coordinator will send out wristbands and fulfill CTTA orders General Manager o Twice a week, Tuesdays and on day prior to the event start date, the General Manager will run the pre - sale report on the online portal o General Manager will cross reference League Apps reports to verify all orders have been accounted for Online Portal Daily, log into the online portal to check pre -sales o League Apps is Sports Force Parks current provider o Log into the portal, select Reporting, and under Ecommerce select Product Orders o From this page, staff and filter orders or look at all existing orders Custom Threads Tournament Apparel When a pre -sale is created, the following steps will occur: o Open Custom Threads Tournament Apparel Pre -Sales excel document in DropBox o Log all information in the correct tournament sheet ■ Date the sale was placed, the purchaser name and email, items and customization o A team member will create the item when apparel and heat transfers are in stock o After pre -sale is completed, the Guest Experience Coordinator will update the tracking log, and close out the sale on the online portal Event Long Wristbands When a pre -sale is created the following steps will occur: o A team member will mail out wristbands daily as orders are placed o After order is mailed, Guest Experience Coordinator will Close the order in the online portal pg. 79 110 SPORTSFORCE1 OPERATIONS PARKS PRE -SALES PROCESS CONT'D Reserved Parking When Reserved Parking is purchased on the online portal the following steps will occur: o Open the Preferred Parking Sales excel document in Drop Box ■ Each tournament will have its own tab, go to the proper tournament tab at the bottom of the file for the tournament that the pass was purchased ■ Log all information in correct tournament sheet of the new purchase • Date, Purchaser, and Quantity ■ Double-check the downloaded excel file to ensure that the same number of parking passes for the tournament match those in the Reserved Parking Pre -Sales excel document. Once you have recorded the new purchase, the same number of purchases should be displayed on both excel files o After this has been entered, Coordinator will close out the sale on the online portal o Coordinator will print the sheet for the event, acquire the correct amount of parking tags for the specific event, and date the tag for the purchaser's window o The tags, check -in sheet, and a pen will be placed in the Reserved Parking clipboard for the team member to utilize during the event OG� Pg• 80 SPORTSFORqE OPERATIONS �:PRRKS w PRE -SALES PROCESS CONT'D Once Reserved Parking is logged and ready to go for start of event: o Parking Attendants take parking bin and parking clipboard out to event parking area ■ Weather permitting, parking jackets are available in Safe room ■ The Parking Bin and Clipboard will be in the Events Coordinators Office o Set-up barriers in designated areas to create the Reserved Parking zone o Set-up white cones and directional A -frame signage leading from the Cleveland Road Entrance towards the Reserved Parking area o Set-up 5x5 parking tent in Sports Force Parks Main Entrance, towards Cleveland Road o Parking will open 30 minutes prior to gates open, arrival time for employees is 30 minutes prior to parking open Once set-up is complete there will be 2 parking attendants. One will help direct cars to proper parking spots, the other will check guests in as they arrive: o When a guest arrives, ask them for their name and to present the confirmation email, which they should have printed or may show you digitally on their electronic device • If everything is in order, place a check mark in the "Checked -in" column, hand them their parking tag and explain that they may now come and go as they please for the remainder of the event. Remind them to leave the parking tag hung in plain sight ■ If they did not make a reservation, but wish to purchase one they may do so, only if extra spots remain. Collect the proper payment from them, record the Purchaser First and Last Name, a contact email, place a check mark in the Checked -in column, hand them their parking pass, and explain rules and regulations. Leave the Order Number column blank on sheet, the car is good to go ■ If they do not have proof of reservation, but their name is on the list, please make note of this on any extra space on the page, give them a parking tag, and allow them to enter ■ If they claim to have a reservation and insist that they have paid for a spot, but cannot show proof and their name is not on the list please notify the MOD or the Events Coordinator to resolve this issue, have vehicle pull to the side so that you can further assist other vehicles o Second parking attendant will also make occasional trips around the lot to ensure parking tags are displayed in window areas ■ If no tag is displayed, please keep track of that vehicle, when owner returns have them display tag o Once all tags are sold, both attendants will help cars come and go into Reserved Parking throughout the event ■ Help guide and instruct other cars that Reserved Parking is sold out, then direct them where to go for free parking 118 CLP�RT ICE .. RRR5k INVENTORY It is required that the Manager complete a physical inventory for all merchandise, apparel, and small wares on a bi-annual basis. This inventory is best scheduled between the close of business at the end of the period and before the opening of business for the subsequent period. Tips for an accurate inventory: o Take your count the same way every time, starting from the left and working to the right. o Keep inventory periods consistent o Always take inventory while closed for business o Properly train employees in inventory counting to ensure accuracy 1. Count the items the way they're positioned and, if needed, filter them alphabetically on a spreadsheet when you're done. Include the product's type, brand, name, and case or package size. 2. Repeat this process of counting for every product, and enter the numbers onto the sheet, separating them into merchandise, apparel, or other categories you want to arrange by. 3. Finally, take your sheet and add up the totals for each category 0 118 C�pQRTS FORS OPERATIONS PRRKS... FIRST AID pg. 83 :Z- 11B SpQRRE OPERATIONS INCIDENT & INJURY POLICY Policy When Injuries or Incidents occur in the park, during tournaments, during events including non -operating days, injuries and incidents that affect the park are to documented using the SFP/FM forms. Overview: When an injury or incident occurs, the team member witnessing or making first contact is to alert the manager on duty and/or medical personnel to the situation so they can assess and act accordingly. The Medical Personnel or Manager will ensure that the incident report is complete and accurate. Action Steps Injuries: Any bodily injury to a guest, player, coach, partner, team member or visitor During a Tournament or Event: Medical Staff and Manager are to be notified so they can assess the situation and act accordingly On non-event days a manger is to be notified so they can assess the situation and offer support as needed Incidents: Types of incidents but not limited to: Lightning Fire Burglary Tornado Explosion Robbery Wind Damage Electrical Issue Terrorism Snowstorm Haz Mat Spill Civil Disturbance Flood Gas Leak Bomb Threat Tsunami Conduct Violation Active Shooter Hurricane Code Adam These will have a physical impact on tournament/event functions, park operation, amenities operations and more. A manager is to be notified immediately so they can give direction and support. Local first responders, utilities companies or other may be contacted. pg. 84 0 11B �ppRRO OPERATIONS INCIDENT & INJURY POLICY CONT'D Forms Process o The Medical Personnel or Manager will ensure that the incident report is complete and accurate including securing video if available. Communication of incident, if necessary, to proper partners and filed monthly by year in the GM office. MEDICAL PROTOCOL Sports Force Parks will focus heavily on guest services and safety. The level of care that we offer through First Aid is established by SFO Policy and a Medical Director if required by state law. General Manager o To make sure Medical Director has been procured if required and schedule meetings with staff as required o General Manager will communicate any concerns to SFP Corporate MedicaVFirst Aid Personnel involved in the treatment of athletes, participants and spectators EMT/Paramedics/Nurses operate under protocols established by their medical director and the state in which they are certified. They do not administer drugs or do invasive procedures (start IVs or intubate) unless under the direction of these protocols or under the direction of a physician who is acting as their medical director. EMT/Paramedic/Nurses teams are used to the situation in which a person comes up and identifies themselves as a physician —often trying to be helpful or get involved in the care of the patient. The Paramedics/EMT/ Nurses operate under specific medical protocols under the direction of their medical director. They cannot take orders from just anyone who walks up and says, "I am a doctor." Remember that most physicians are not trained in pre -hospital care, the Paramedics are. If additional care is needed beyond acute care, recommend a visit to Urgent Care or Hospital. If needed call 911 110 IPHRKSRCE OPERATIONS MANUAL EMERGENCY pg. 86 0 110 �pQRTS FOREOPERATIONS -...PARKS Sports Force Parks is committed to keeping all athletes, guests, and staff safe, including from the dangers of weather and environment. It is important to know the harms, risks, and appropriate ways to react to a weather emergency or situation. Knowing when to seek shelter and recognizing potential weather hazard us essential. The following are the policies and procedures that should be followed in the event of inclement weather. spo FORE OPERATIONS - PARKS EMERGENCY CALL LIST o In event of emergency, dial 9-911 from any landline, or 911 from a cell phone • Explain what is happening, and the location o Local Police o Local Fire Department o Electric Company o Gas Company General Manager - Park Superintendent - 0 I I B SPORTS FDR�� OPERATIONS 6ARKS'l-3n EMERGENCY PREPAREDNESS o The General Manager is responsible for the implementation and training of park specific emergency procedures o All team members must be thoroughly familiar with all emergency procedures o The Manager on Duty will act as the park's point of contact in the event of a disaster • They are responsible for all decisions relating to guest and employee safety • They must always know to follow proper contact procedures o Each park must perform emergency evacuation drills quarterly when the park is in operation- January, April, July and October, In addition, before the first tournament of the opening month Exit Locations/ Park Map Identify from Park Map o Emergency Exits o Emergency Evacuations Assembly Area Safe Shelter Area o Each park must designate a "safe shelter" inside the park where team members and guest should congregate in case of an emergency o Safe shelters should be located away from glass, mirrors, and heavy objects which could fall, or move the objects to the floor o The area should be concrete reinforced if possible, or at least sheltered by ceiling and walls Sports Force Parks - Safe Shelter for Lightning o Guests should evacuate to cars o In the event of a camp or case cars are not on site, they are to go to nearest building • Restrooms, Retail building, Maintenance Building, or Tournament Central/Welcome Center Assembly Area o Designate an Assembly area outside the park, at least 500 feet away o This is where all team members should meet following an emergency Evacuation o Announce evacuation directions using the overhead PA system • "Attention guests. We have received notification requiring us to evacuate the park. Please leave the park immediately, moving in a calm, orderly fashion to the neatest park exit. We appreciate your understanding and cooperation." o Establish that the park has been cleared of all team members and guests o If no threat to safety, secure cash registers/ POS locations and lock buildings and gates o Manager on Duty should take the following items upon exit: • Team Member contact information • Team Member schedules • Emergency Procedures • First -Aid Kit pQRTS FOR�� OPERATIONS EMERGENCY PREPAREDNESS CONT'D o Account for all team members at tournament central and/or at maintenance building o Provide first -aid kits for any injured team members or guests o Assign a manager or lead to ensure no unauthorized re-entry into the park o Refer any media requests to -,,tormt�X?fi,elcl irn.-c.czor7l o Maintain clear access to the park for emergency responders o Communicate situation status to Regional Manager and General Manager if not on site Advance Preparation o Understand the types of disasters for which your park is vulnerable o Know which team members on staff are trained in first -aid, CPR, AED and fire extinguisher use o Prepare a pocket phone list of all park managers, region manager, local first responders and utility numbers and have at Tournament Central, Locker Room, Ticket Shack, and Maintenance Building o Prepare and maintain an emergency contact list of all team members phone numbers that is accessible inside and outside the park location o Monitor the Weather Sentry application if a weather emergency has occurred • When signal sounds, listen for severe weather alerts and instructions • Have backup batteries of air horns o Maintain a fully stocked First Aid and Blood Borne Pathogens kit o Ensure all managers know the location and operation of ventilation, gas, water, electric, and sprinkler systems o Managers understand what types and how to operate electrical equipment in the park- power doors, electric overhead doors, light systems o Fire extinguishers are provided but not intended for team members use unless the team member is trained on proper operation and the hazards involved in fighting a fire o All managers must know the location of all the fire extinguishers. • Hourly team members should know location of two closest fire extinguishers near their work area o Managers must inspect fire extinguishers quarterly and ensure they are tested annually by the contracted service o Managers must test manual operation if power is out o Ensure flashlights are working and available in each building. Also ensure backup batteries are available GAO SPOTsi FORE OPERATIONS PRRKS....._ EMERGENCY PREPAREDNESS CONT'D Notification The Manager on duty will immediately notify the following people (as conditions permit) when any emergency occurred or weather impacts park operations. o Notify the General Manager: • An emergency affecting park operations for an extended period of time is suspected or discovered • Expected hazardous conditions threaten the ability for team members and guests to travel o Notify Team Members after an emergency when: • Conditions permitting, attempt to contact all team members scheduled to work to inform them of the park closure status o Notify Guests after an emergency when: • Conditions permitting, post signs at each entrance indicating park closure status. General Damage When there is high value property damage caused by weather, fire, or other destructive forces to building, fixtures, and/or inventory, the Manager on Duty must immediately notify Perkins Police department, the General Manger and Regional Manager. o After the police department has written a report and with approval from Regional Manager, take necessary measures to secure the park, assets and inventory from further damage. This may include: • Removing inventory from the building and securing it in off -site storage • Contacting the proper authorities or outside vendors for assistance with clean up and damage control • Photographing all damage for insurance purposes • Maintaining accurate records of all expenses necessary to protect the property • Identifying and separating damaged goods • Cooperating with designated insurance carriers to investigate claims • Diverting all public relations issues to bstorm@fields-inc.com • Partner with the Manager for emergency recovery and clean up services ICE/SNOW When there is a projection of dramatic snowfall or ice accumulation which can cause unsafe travel conditions, limit access to and from the park, and cause damage to the facility, or impact the operation of a scheduled event. Action Steps Manager on Duty will: o Contact the General Manager when forecast ice/snow conditions threaten the ability for team members and guests to travel safely or Local Authorities declare a winter weather travel advisory. o Keep the General Manager informed about any local storm related closings, delays, or evacuations o Contact Fields Maintenance if there are excessive amounts of snow accumulation on the rooftop or if structural integrity of the building is questionable o Ensure all exit doors can open freely o Partner with the General Manager on early closure o Follow all regular nightly closing procedures pg. 91 0 pQRTS FORC� OPERATIONS SEVERE WIND/TORNADO The National Weather Service defines a tornado as" ... a violently rotating column of air in contact with the ground and originating from a thunderstorm." A thunderstorm is the first step in the creation of a tornado. If conditions are right, a thunderstorm may produce one or more tornados. Usually the National Weather Service sends out alerts the day before dangerous weather is likely to occur. The Weather Sentry system is the best way to stay tuned in to dangerous weather. Tornado Preparation The General Manager will: o Conduct annual training sessions highlighting the following: o Emergency exit locations o Emergency Safe Shelter/Assembly Area o Evacuation Routes o Fire extinguisher locations o Designate Safe Shelter Area inside the park in the event of tornados or severe winds o Test emergency lighting systems, back-up portable lights, and flashlights available for emergencies Action Steps When high winds/tornado warnings are issued the Manager on Duty will: o Assign a team member familiar with local geography to monitor the weather alert system, or other emergency service announcements o Make an announcement over the P.A. system patterned after the National Weather Service warning, stating: "Attention guests. The National Weather Service has issued a tornado warning for this area. If further advisory information is received, you will be notified immediately." o Encourage guests and team members to remain in the building during a tornado warning. If a guest or team member wishes to leave the park, comply with their decision o Make every effort to keep team members and guests calm o If a tornado is imminent, make an announcement directing all guests/team members to the safe shelter area and go immediately to that location o Check all areas of the park (e.g., restrooms, retail, F&B, etc.) to make sure everyone heard the announcement and is responding in a calm and efficient manner o If conditions allow, lock the gate to the front entrance o If conditions allow assess guests and team members condition and notify 911 if needed o Notify Regional Manger if the structural integrity of the building is questionable or any damage to the building has occurred o Decide when to resume normal operations and announce over the P.A. system o Team members will gather in tournament central or maintenance building, if team members decide to leave, they are to let the manager on duty know their decision pg. 92 Gp.O 11B SppRrS FoR�E OPERATIONS PARKS LIGHTNING Weather Resources Weather Sentry shall be utilized as the determining source for lightning, temperature, precipitation, wind speed and wind chill factor verification. Monitoring Personnel The manager on duty shall be the individual(s) responsible for weather observation and current conditions. The fulltime staff should check Weather Sentry for current weather conditions. Current conditions shall be monitored prior to and all throughout events. Lightning Safety Policy The following Emergency Lightning Safety plan is based on current recommendations given by the NCAA Sports Medicine handbook. The full-time staff present shall be the individual(s) responsible for weather observation, including using the evacuation plan implementation. In the situation where lightning is detected in a 10-mile range on the Weather Sentry station or an observation of 30 seconds (or less) between seeing the lightning flash and hearing its associated thunder, the following shall occur: Full-time staff shall alert the guests in the following manner: SCRIPT FOR CONVERSATION PRIOR TO LOCAL ISSUE/PLACED ON TVS "May 1 have your attention please? In the event of inclement weather approaching, we have a lightning detector which we will use to monitor lightning. In accordance to NCAA recommendations, lightning detected within 8-20 miles is considered to pose an imminent threat. Per Sports Force Parks lightning safety policy, when the lightning detector reveals strikes within the 10-mile range we will suspend activity until the danger of a lightning strike has passed. We will be in communication over the PA again if this occurs." PA Announcement for ALL CLEAR: `In monitoring our lightning detector service, it appears the threat of lightning has diminished. Please report back to your fields for further direction on resuming play." Team Member Procedures: When inclement weather is anticipated, all staff will meet before the beginning of the tournament to discuss procedures if an incident should occur. The GM or Events Coordinator will assign areas to each team member to control if an incident does occur. pg. 93 0 Ito SPORTS FO IOPERATIONS M, �- LIGHTNING CONT'D In the event of a weather incident: The GM or Manager on Duty shall read the Lightning Safety Statement on the public address system to help with guests and staff evacuation during events. o As the lightning safety statement is being read over the PA system the staff members designated at the pre -tournament meeting should be opening the gates to allow additional points of exit o Clear everyone off the attractions, assure they are with their parents and able to exit calmly o All staff shall assist the guests in navigating out of the park. Direct them to the vehicles o Recommend guests exit the bathrooms, concessions and retail areas and do not use them as shelter areas o Full-time staff should walk through assigned areas. MOD will assign each person an area to clear o Equipment should be left on the field or amenities area and retrieved once deemed safe. If able and safe to do so, but any equipment away that requires protection o While indoors, stay away from all walls, windows, plumbing and electronic devices attached to the walls (including landline telephones). If in a vehicle, avoid contact with the metal frame and avoid radio use. o Designate a weather watcher to monitor the weather from a safe location o No outdoor activities are to be resumed until 30 minutes after the last sign of lightning/thunder. For every sign observed, the 30-minute timer is reset o When the threat has diminished and games can resume, the sports coordinator will update the tourney machine schedule and send it out to all those effected. The remaining staff can walk to the gates and allow re-entry Management of Lightning Storm- Induced Injuries Individuals that are struck by lightning do not carry residual charge and may be handled without danger to the medical or assisting personnel. The medical or assisting personnel should: 1. Evaluate whether the scene is safe. On -going lightning may still be a threat 2. Safely move the injured individual to a safe shelter 3. Activate emergency medical response systems if deemed necessary 4. Apply any first aid necessary- AED if in cardiac arrest Activate EMS call 911. The following should be considered when developing a strategy of safety during a lightning storm: 1. A longer time to clear the venue should be anticipated due to congestion 2. Avoid being near the highest point of a venue 3.Individuals who feel their hair stand on end should assume the lightning safety position; crouched on Ground, weight on balls of their feet, head lowered, and ears covered *Avoid lying flat on the ground pg. 94 GAO 118 C�pQRTS FORE OPERATIONS MANU• _p�RxS HURRICANE A severe tropical cyclone usually associated with heavy rains and winds above 74 mph. Hurricane season generally runs from June 1 st through November 30th. Definitions: Hurricane Watch: A storm may threaten a specific area. When a hurricane watch is in effect, all employees should be on guard. Ensure all department personnel are familiar with the hurricane plan. Hurricane Warning: A hurricane is expected to strike an area within 24 hours. Categories: Category l - Winds of 74-95 mph. Damage primarily to shrubbery, trees, foliage, and unanchored mobile homes (no real damage to other structures). Category 11- Winds of 96 to 110 mph. Considerable damage to shrubbery and foliage; some trees blown down; major damage to exposed mobile homes; extensive damage to poorly constructed signs; some damage to roofing materials; window and door damage; no major damage to buildings. May have storm surges 6- 8 feet above normal; coastal roads and low-lying evacuation routes inland cut by rising water 2-4 hours before arrival of hurricane center; considerable damage to piers; marinas flooded; small craft anchored in unprotected areas torn from moorings; evacuation of some shoreline residences, mobile homes and low-lying island areas required. Category Ill - Winds of 111 to 130 mph. Foliage torn from trees; large trees blown down, poorly constructed signs blown down; some damage to roofing materials on buildings; some window/door damage; structural damage to small buildings; mobile homes destroyed; storm surge 9-12 feet above normal; serious flooding at coast and many smaller structures near coast damaged by battering waves and floating debris; low-lying evacuation routes inland cut by rising water 3-5 hours before hurricane center arrives; flat terrain five feet or less above sea level flooded inland eight miles or more; evacuation of mobile homes and low-lying residences within several blocks of shoreline possible required. Category IV- Winds of 131-155 mph. Shrubs and trees blown down; all signs down; extensive damage to roofing materials, windows and doors; complete failure of roofs on many small residences; complete destruction of mobile homes; storm surge 13-18 feet above normal; flat terrain ten feet or less above sea level flooded inland as far as six miles; major damage to lower floors of structures near shore due to flooding and battering by waves and floating debris; low-lying evacuation routes inland cut off by rising water 3-5 hours before hurricane center arrives; major beach erosion; massive evacuation of all residences within 500 yards of shore possibly required and of mobile homes/residences on low ground within two miles of shore. pg. 95 @ 118 SppRTS FOt��E OPERATIONS �4 PARKS HURRICANE CONT'D Category v- Winds Greater Than 155 mph. Shrubs and trees blown down; considerable damage to roofs or buildings; all signs down; very severe/extensive damage to windows and doors; complete failure of roofs on many residences and industrial buildings; extensive shattering of glass in windows/doors; some complete building failures; small buildings overturned or blown away; complete destruction of mobile homes; storm surge greater than 18 feet above normal; major damage to lower floors of all structures less than 15 feet above sea level within 500 yards of shore; low-lying evacuation routes inland cut by rising water 3-5 hours before hurricane center arrives; massive evacuation of mobile homes and residential areas on low ground within 5-10 miles of shore possible required. No matter what category is forecasted, all hurricanes require the same amount of preparation and communication. Hurricane Preparation Operational procedures and associated responsibilities according to the stages of a hurricane are outlined in the Hurricane Planning Guide. Copy the Hurricane Planning Guide and check all that apply. Annotate the date when the task is completed. Action Steps When there is potential for a hurricane, the Manager on Duty will: o Ensure that the Hurricane Planning Guide is complete o Always designate a team member to monitor the weather system . Once the hurricane is over the Manager will: o Conduct employee welfare checks to understand the status of team members o If the park and/or buildings has sustained damage, ensure no one enters the park until the authorities or SFP manager verifies it is safe to do so o Contact the Police if any looting has occurred. Do not try to apprehend or stop any looters. Do not put any Sports Force Parks/Fields Maintenance team members at risk o Once it is safe to return to the park, assess any damage and refer to the Damage Checklist o Once power is restored, breakers need to be checked and reset o Take photographs to document structural and property damage, loss of merchandise/property and keep all paid service receipts o Separate damaged goods from non -damaged goods, if possible o Document non-scheduled team members working hours spent cleaning up any damage o Be aware of flood possibilities as the storm moves inland. If sewer water is present (or possibility exists) take appropriate precautions Direct any media inquiries: it pg. 96 I I B SPORTS FOR OPERATIONS MANUAL TASK Completed Date When a Tropical Storm develops and the long term forcast may Impact your location, accomplish the following: Make Provisions to work with limited cash, water, sewer and no power Make provisions for alternate communications Tune to local Radio and TV for updated responses for your community Log onto the National Hurricane Center Website at www.NHC.NOAA.gov for storm updates It may be a good idea to keep cell phones fully charged at all times Follow all instructions given by local authorities. Communicate those instructions to your RM Be prepared to evacuate the park, if necessary. Review both your safe shelter and assembly areas with all associates Check rooftops for any signs of damage and make necessary arrangements for repair prior to storm impact. Remove loose debris from rooftop. Check for signs of obvious roof defects, loose flashing, torn seams, loose sign panels, loose HVAC panels, and materials around HVAC curbs. Be sure all roof mounted equipment is properly strapped down. If necessary ask the property manager to confirm this has been done. Ensure all downs ots/ roof drain/ loading dock exterior drains are free of debris and working properly Confirm all fire exits and receiving door are properly locked and secured Establish an alternate meeting location, and a time for team members in case damage is severe and communications are disrupted Update your emergency contact list and distribute to all park leaders. Have primary and secondary contact information for all of your team members especially if evacuation is required. Establish who your first responders are. First Responders are generally those team members who live closest to the park. Those who don't have far to drive, can walk or ride a bike Ensure you have a current copy of your emergency rocedures Ensure all battery -powered emergency lighting is in working order Have flashlights and batteries on hand and easily accessible for all team members Ensure your park has a battery powered weather radio, if not now is the time to purchase one Ensure emergency First Aid is stocked Check hurricane evolution level and FEMA flood maps to determine if the store is vulnerable to storm surge or freshwater flooding Communicate regularly with your RM on storm and park status When a hurricane develops and the projected path shows the potential for land fall In your region with 72-92 hours, determine with the RM at what point the park will stay open before projected landfall, for safe evacuation. Once this Is determined, take the following steps to close the park: Cover and move any necessary equipment If covering doors/windows with plywood is necessary for proper storm protection, partner with Fields Maintenance prior to doing so Within.48 hours of a hurrican landfall, accomplish the following: Protect com uters/POS/cash register/electronic equipment near doors/windows Protect park paperwork by moving to upper shelves. Wrap in garbage bags for added protection. Move merchandise away from doors/windows towards the middle of the building. Retrieve all vending racks, portable signs, tables, signs, trash cans, etc. and secure. Prior to evacuating the park, and it Is safe to do so: Ensure every item above is addressed Communicate to the RM where and how park management can be reached after the storm pg. 97 �pQRTS FotUpd OPERATIONS EARTHQUAKE Unlike other emergencies, earthquake procedures are much less specific. Since earthquake magnitude cannot be predetermined, everyone must initiate emergency precautions within a few seconds following the initial tremor. Earthquake Preparation The General Manager will: o Identify exits, doorways and hallways to determine alternate escape routes o Avoid narrow exits or enclosed areas where people could become trapped or not seen by rescue personnel o Know how to shut off electricity, gas and water at the main fuse box or valve o Check the park for potential risks o Keep flammables and toxic chemicals isolated Action Steps If an earthquake occurs the Manager on Duty must remain calm and instruct guests and team members to: If Indoors: o Drop, Cover, and Hold On o Seek refuge under a heavy desk, table inside wall or in a doorway o Stay away from windows, glass, shelves and hanging objects o Cover face and head o Avoid use candles, matches or open flame either during or after the tremor as there is a possibility of gas leaks If Outdoors: o Move quickly away from buildings, utility poles, overhead wires, and 0 other structures o Avoid downed power or utility lines as they may be energized. Do not attempt to enter buildings until advised to do so by proper authorities. o If it is safe to do so, gather all team members at the Assembly Area After the initial shock the Manager on Duty must: o Be prepared for aftershocks which can cause further structural damage o Check for injuries and persons trapped by falling objects. Do not attempt to o move seriously injured people unless they are in immediate danger of further injury. If trapped, do anything to attract attention to your location o Determine if anyone is caught on the amenities (if applicable) o If possible, locate and distribute First Aid supplies, flashlights, radios and batteries o Turn on battery -powered radio or television to monitor emergency information/instructions o Check utilities for broken gas, electrical and water lines. If you smell gas, open windows and shut off the main gas valve o Leave building and report any leaks to authorities. Do not re-enter the building until advised to do so by the proper authorities o Call 911 for emergency assistance, if necessary. o If a fire is present, implement fire procedures. o Contact your Regional Manager when it is safe to do so Direct any media inquiries it_c c: 0 lie SPORTSitRCE OPERATIONS PARKS --� TSUNAMIS A tsunami is a series of waves generated by an undersea disturbance i.e., earthquake. From the area of the disturbance, waves travel outward in all directions much like the ripples caused by throwing a rock into a pond. The time between wave crests may be from 5 to 90 minutes and the wave speed in the open ocean averages 450 m.p.h. As waves approach the shallow coastal waters, they appear normal and the speed decreases, then as the tsunami nears the coastline, it may grow to great heights and smash into the shore causing much destruction. Tsunamis Preparation o Know the height of your street above sea level and distance from the coast. (Evacuation orders may be based on these numbers) o Be familiar with tsunami warning signs o Train all team members on evacuation plans o Have emergency supplies on hand (e.g., flashlight with extra batteries, portable, battery - operated radio with extra batteries, First Aid kit and manual, etc.) and Emergency Manual Action Steps During a Tsunami or when there is a threat of a tsunami the Manager on Duty will: o Have a manager or lead monitor radio or television for the latest emergency information and prepare to evacuate o If there is an official tsunami warning or signs of tsunami, evacuate immediately and climb to higher ground o Return to the park only after authorities advise it is safe to do so o Understand that a tsunami is a series of waves. One wave does not mean danger has passed. The next wave may be larger than the first After the Tsunami the Manager on Duty will: o Monitor radio or television for the latest emergency information o Return to the park only when authorities say it is safe to do so o Help injured or trapped persons o Give First Aid (if applicable) o Stay away from damaged buildings o If injuries occur or there is damage to the building call 911 o Contact your Regional Manager when it is safe to do so pg. 99 s:r_, 118 SpDRTS FOR�� OPERATIONS M, �. PRRKS FIRE General Manager must develop a plan with the local fire department for handling emergencies at each park location. The park manager must hold quarterly fire drills to familiarize team members on evacuation procedures. Action Steps In the event of fire, the Manager on Duty will: o Take appropriate precautions to assure your personal safety o Call 911. Provide your name, the exact location of the fire (i.e., building, room, etc.) Stay on the phone until released by the 911 operator o Fire extinguishers are provided but not intended for team member use unless the team member is trained on the proper use of fire extinguishers and the hazards involved with fighting a fire o Immediately begin evacuating the park using the nearest, least busy exits o Once outside, move to the pre -determined safe shelter area o Keep streets and walkways clear for emergency vehicles and crews o Do not return to an evacuated area unless authorized by the fire department or authorities o Contact your Regional Manager when it is safe to do so After the Fire and the fire department determine it is safe, the Manager on Duty will: o Photograph damage before clean-up begins o Contact the Regional Manager to initiate salvage clean-up operations o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible Direct any media inquiries bstG�t�rt r? ti 1{�isjn c,o1 0 Ila W440 •- -, • TERRORISM Terrorism is an unlawful use of force, or threatened force, to deliberately create fear, panic, and intimidation for bringing about political, religious, or ideological change. While terrorist acts involving any of our parks is extremely remote, we recognize that should a threat occur elsewhere, the fallout of the attack could affect our park and team members. It is important that you are informed and know how to respond. Be particularly aware of any packages left unattended. If you suspect terrorist activity, immediately contact the local police department. Definitions Biological Attack This is the deliberate release of germs or other biological substances that can make you sick. Many agents must be inhaled, enter through a cut in the skin, or ingested to be toxic. Unlike an explosion, a biological attack may/may not be immediately obvious. You will probably learn of the danger through an emergency radio, TV broadcast, or some other signal used in your community. Public health officials may not immediately be able to provide information on what to do. It will take time to determine the type of illness, treatment, and risks. Monitor the local television station or radio for official news. Chemical Attack A chemical attack is the deliberate release of a toxic gas, liquid, or solid that can poison people and the environment. Possible signs of a chemical threat are: Many people suffering from watery eyes, twitching, choking, difficulty breathing, or lack of coordination or many sick or dead birds, fish, or small animals. Nuclear Blast A nuclear blast is an explosion with intense light and heat, a damaging pressure wave and widespread radioactive material that can contaminate the air, water, and ground surfaces for miles around. Radiation Threat A radiation threat or "dirty bomb" is the use of common explosives to spread radioactive materials over a targeted area. It is not a nuclear blast. The force of the explosion and radioactive contamination will be more localized. While the blast is immediately obvious, the presence of radiation will not be clearly defined until trained personnel with specialized equipment are on the scene. As with any radiation, you want to limit your exposure with shielding, distance and time. •1� 0 118 c�poRrS FoR�E OPERATIONS .PAKKS.=- TERRORISM CONT'D Action Steps In the event of a terroristic attack, the Manager on Duty will: o Instruct guests and team members to protect themselves from unknown substances and to cover their mouths and noses with layers of fabric that can filter the air but still allow breathing (e.g., three layers of cotton T-shirt, handkerchief, or towel) and to wash with soap and water and immediately o Contact the appropriate authorities immediately. Dial 911 o Quickly decide the fastest escape route away from the threat o If evacuation is impossible gather guests and team members and instruct them to go to the safe shelter area as far away from the threat area as possible o If contaminates are present, contact the fire department for further direction o Monitor TV and/or radio for situation updates and instructions from emergency managers o If evacuation is possible, follow the evacuation checklist o If a nuclear blast occurs, instruct guests and team members to take cover immediately, below ground if possible. Call 911 and provide your name and your exact location. Stay on the phone until released by the 911 operator o Contact your Regional Manager when it is safe to do so Direct any media inquiries hstorm( f eids-inc.c ( pg. 102 Ito SPORTSFOR - -. �PARKS �- BOMB THREAT Any calls indicating a bomb or other device intended for destruction has been placed on or near the property. All calls of this nature regardless of specific details will be treated as a real threat Action Steps Complete the Bomb Threat phone call checklist Bomb Threat Checklist INSTRUCTIONS: Be calm. Be courteous. Listen! Do not interrupt the caller. Complete this form during your conversation. Keep the caller talking if possible. Ask the caller: What is the threat? Describe (write on back if necessary): Phone Number calling, (if available): If a Bomb: ask the following: When will the bomb explode? Where is it right now? What kind of bomb is it? Is there more than one bomb? Did you place the bomb? What will cause it to explode? Why are you doing this? Characteristics: (Circle) Man Woman Child Calm Well Spoken Incoherent/Irrationa Angry ou an ua e Slurred is -'Rapid essa a Read by Caller Clearing Throat Sott Loud Deep Breathing Cracking oice nconvincing Backaround noises: Voices Clear arty Atmosphere Static Animal Sounds Music Mac inery Traffic ther: Try to ask: What is your name? Immediately Call 9-911 pg. 103 What is your address? its RE OPERATIONS �. PARKS M:-�- HAZARDOUS MATERIAUCHEMICAL SPILL Hazardous Materials are defined as any material, that because of its quantity, concentration, or physical or chemical characteristics, may pose a real hazard to human health or the environment. Hazardous materials include the following categories: o Flammable or combustible material o Aerosols o Toxic material o Compressed gases o Corrosive materials o Oxidizers Other materials considered hazardous include mercury, asbestos, propellants, bulk fuels, ammunition. Hazardous materials, when spilled, are uncontrolled. Use caution when handling hazardous materials and be vigilant for leaks and spills. During clean- up, wear appropriate equipment to the hazard. This includes gloves, chemical goggles, face shield, and respiratory protection (as appropriate). Spill Preparation Each park is equipped with spill kits to handle small hazardous material spills. The following two types of kits are required: o Acid, Caustic, Flammable. Clean up using polypropylene felt absorbent pads. Use cat litter to absorb liquid spills o Mercury. A special spill kit is required for mercury spills, which uses sulfur to react with mercury to produce a safer amalgam compound Action Steps When a small spill occurs (less than 1-2 quarts of material), the Manager on Duty will: Section off the area from guests and team members When a large spill occurs, the Manager on Duty will: o Section off the area from guests and team members o Immediately notify the fire department if the spill is from an unknown source, is outside your work area, or is larger than you can comfortably manage. o If the substance is known, contact 3E at: 1-800-451-8346for the MSDS. o When Emergency Crews arrive leave the immediate area but remain at the scene to provide other information as needed o Direct others away from the spill area o Team Members injured in a spill, leak, or explosion must seek immediate medical attention o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries: .tnrrnL fields- i c cc . �O G pg. 104 SPORTSFdRdE,OPERATIONS ZRKSO OPPI- GAS LEAK A leak or the suspect of a leak of natural gas or propane in the building. The leak could be detected by smell or by an alarming detector. Action Steps In the event of a gas leak or suspected leak the Manager on Duty will: o Cease all operations immediately and call the Park Superintendent o Discontinue use of the cell phones and two-way radios and other electric devices o Immediately and safely evacuate the area o Open doors to promote ventilation and keep walkways clear for emergency crews. o Call 911 promptly after leaving the area if the damage results in a natural gas leak that may endanger life or cause bodily harm or damage to the property o Ensure no one lights a match, candle or cigarette o Ensure no one turns electrical devices on or off, including light switches o Do not attempt to control the leak or repair the damaged pipe or meter o Do not use or turn off any equipment that could cause a spark. Motorized or electrically powered equipment or vehicles may create an ignition source if a gas leak is present o Safely abandon any motorized or powered equipment or vehicles. Gas leaking from a plastic pipe can create static electricity that can ignite the gas o Do not return to an evacuated building until authorized by proper authorities o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so o Direct any media inquiries: bstorm@fields-inc.com pg. 105 o �QRTS FORE OPERATIONS MANUAL r..PRRK� CIVIL DISTURBANCE Civil unrest is a disturbance that can occur within or near proximity of our park by multiple individuals, planned or spontaneous, which can include activities including Flash Mob or organized business disruptions. These events could be organized through social media networks to disrupt and interfere with normal business practices to encourage criminal activity or business disruptions. Financial losses are just one aspect; of greater importance are safety concerns. These types of incidents disrupt the flow of business, distract team members and create safety issues. Action Steps If there is any indication pre -event the Manager on Duty will: o Notify the General Manager and Regional Manager immediately In the event of a civil disturbance the Manager on Duty will: o Maintain safety of guests and team members as a primary priority o Provide excellent guest service o If it is safe to do so, immediately clean up any messes that could be potential safety issues o If a dangerous situation occurs, direct guests and team members to a safe location o Immediately call 911 and General Manager when it is safe to do so. o Do not confront or apprehend any suspects o Maintain strong team member presence in the POS areas o Observe and report any stolen or damaged property, injuries, and or pertinent suspect identification information to the local authorities, take photographs and notify the General Manager o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries: �*. 118 SpQRTS FoR�E OPERATIONS EXPLOSION A sudden release of energy most often associated with loud noise. Explosions can result in injury, fire and entrapment. Action Steps If there is an explosion nearby, the Manager on Duty will: o Immediately take cover under tables, or other objects that will provide protection from falling glass and debris o After the initial effects of the explosion have subsided, call 911. Provide your name, location and nature of the emergency o Evacuate the park and/or buildings using the nearest and safest available park exit o Once outside the park, direct all team members and guests to move to the predetermined assembly area o Keep streets and walkways clear for emergency vehicles and crews. Do not return to an evacuated park or buildings until authorized by properly authorities If the explosion caused entrapment the Manager on Duty will: o Make loud noises so rescue crews can locate you o Shout as a last resort to avoid inhaling dangerous amounts of dust o Avoid unnecessary movement o Cover your nose and mouth with dense -weaved cotton material like a shirt o Ensure that only trained rescue crews attempt to rescue people from a collapsed building o Wait for emergency personnel to arrive After the Explosion and the fire department determines it is safe the Manager on Duty will: o Photograph damage before clean-up begins o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries: ")stormy>fields inc.cc pg. 107 110 RiLQRT� Fo�� OPERATIONS �PARK� ELECTRICAL FAILURE Pre -planning, preparation, training, and factual communication to all key personnel are vital to prevent panic and protect team members, guests, and company assets during a power failure. A total power failure will often trigger hit/run tactics, looting, vandalism, and emotional apprehension. Manager on Duty must be aware of these tactics and take preventive action. If it is a significant power failure, the emergency generator will provide limited electricity to crucial areas of the building (including emergency lighting). Electrical Failure Preparation General Manager will: o Ensure the emergency Contact list is up to date o Review the park evacuation plan including safe shelter and assembly area with team members o Ensure working flashlights are in the cash office, at each POS position, office areas, buildings and restrooms Action Steps If an electrical failure occurs the Manager on Duty will: o Turn off all electrical equipment (including computers) o Using a cell phone notify the General Manager and Park Superintendent o Evacuate the park and/or buildings if the safety of guests or team members is threatened or at the General Manager's direction o Have Coordinators or Leads patrol their areas and assign a team member to stand by each POS position o Use the flashlights available at each POS location o Establish security patrols for fire and theft surveillance until power is restored or you have permission to leave the building o Call the local electric company to determine the estimated time before power is restored o Partner with the General Manager prior to making any decision to close the park o If a decision is made to close the park, the coordinators and leads must properly close each POS register and deposit all money in the cash office safe o Check all areas for "stay ins" and ensure all high -risk areas are secure If power is lost for an extended period of time, the Manager on Duty will: o Contact General Manager to assess situation 101 i1B poRrS FoR�E OPERATIONS .PARK5 WATER LEAKS/FLOOD Most flooding emergencies occur with enough time to respond effectively, therefore pre -planning with local emergency personnel is critical to limiting losses. Emergency action depends upon early flood warning and the use of available equipment, supplies, and personnel to limit damage. Please follow the below steps to assist you with planning and reacting to water leaks/flood Water Leaks Action Steps When a water lead occurs form rooftops or plumbing, the Manager on Duty will: o Tryto contain the water leak to minimize property and merchandise damage o Secure the areato prevent safety hazards to ourteam members and guests by placing wet floor signs, cones, etc. o Contact Park Superintendent for assistance and know the location of the domestic water valve shut off so you can turn off if needed o Segregate any merchandise or property that is affected bythe leak(s) and do not dispose of damaged product until proper documented and approval given o Catalog all damaged assets and merchandise and take photographs of damage o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Flood Action Steps When potential for a flood, the Manager on Duty will: o Begin to monitor local radio, TV and Internet for information and official instructions as it becomes available (Note: Local authorities may or may not be able to provide information as it is happening) o Ensure an updated emergency contact list printed and available o Secure all electronic devices and park paperwork at an elevated height to prevent water damage (tarps may be needed to cover property) o Prepare a plan if employees and managers cannot leave the park due to local restrictions (food, water, flashlights, battery operated radio) o Review with all employee current availability information o Notify Regional Manager of the flood potential and consider the use of sandbagging services 118 PORTS F01��E OPERATIONS WATER LEAKS/FLOOD CONT'D During a flood, the Manager on Duty will: o Monitor TV, radio and Internet for updated information as it is happening o Communicate all updates including evacuation orders to your Regional Manager o Keep the safety or guests and team members as your priority o If the park/buildings are closed during the incident, follow proper closing procedures and secure all funds o If the park must close during the flood, follow proper closing procedures and secure all funds After a flood the Manager on Duty will: o Return to your park only when authorities indicate it is safe to do so o Use extreme caution when entering buildings since there may be hidden o damage and unsafe conditions including damaged and arching electrical wires o Before entering park, assess the surroundings of the buildings for any obvious structural damage o Pay close attention to any downed power lines and ensure that you do not enter standing water o Report any hazardous materials that may have leaked to emergency personnel o Photograph damage before cleanup begins o Initiate salvage clean-up operations by appropriate parties o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so o Direct any media inquiries °isto rnQiz fi Ids-,ii1 .� �>..r�::�.. 0 i1B SPORTSFORCE:1OPERATIONS PRRx9 BURGLARY Breaking and entering a park location especially at night with intent to steal merchandise or cash; also: the act of entering and remaining unlawfully in a building with intent to commit a crime after park closing. Action Steps- Burglary Response When alerted to a burglary situation the responding manager will: o Respond to any alarm notifications or call from proper authorities received during non -park hours o Return the call to the police to verify validity and provide estimated arrival time with vehicle description. Note: This is important to prevent a false call and risk or robbery o Wait until the police arrive at the front of the park or buildings o Under no circumstances enter the park or buildings alone o If the police are not on site or do not arrive, call the local police department to verify dispatch and estimated arrival time When an actual burglary has occurred, the responding manager will: o Notify Regional Manager immediately o Make a sweep of affected areas and document potential missing items o Take photos of breach area (glass/door/trailer) o Secure any surveillance video o Follow direction of law enforcement to avoid interfering with the investigation o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries;: „ > . t:`, 0 lie L 5FORE RNS i � i i ROBBERY OPERATIONS MANUAL Robbery is defined as "the unlawful taking away of personal property from a person by violence or by threat of violence that causes fear; or larceny from the person or immediate presence of another by violence or threat of violence and with the intent to steal. Action Steps During a robbery the affected team member will: o Remain calm o Comply with robber's demands o Mentally note the physical description of robber, including any distinguishing characteristics. o Tell the robber ahead of time what you are going to do: (e.g., I am getting the keys out of my pocket") o Warn the robber if there is anyone else in the park o Observe the direction the robber exits the park (if possible) o Don't attempt to resist or apprehend the robbery suspect After a robbery, and the suspect is clear gone, the Manager on Duty will: o Call 911 o Check the safety of team members and guests o Secure the scene (do not disturb any evidence) o Write down any information from the robbery (e.g., description of robber, car description, direction of travel, etc.) o Separate the witnesses and have them write down a description of robber and any details of the event o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries i?rr{.<...ii[t�-� orr:I •• a lib PORTS FORE OPERATIONS MANU• PARKS.• ACTIVE SHOOTER Any event involving one or more subjects participating in a shooting to demonstrate their intent to continuously harm others. Their overriding objective is to cause multiple casualties rather than other criminal conduct. These events are unpredictable and usually last 10 - 15 minutes. Precautions An active shooter in the park may be a current or former team member or an acquaintance of a current or former team member. Intuitive managers and co-workers may notice characteristics of potentially violent behavior. Alert your manager, if you believe an associate/co-worker exhibits these characteristics. Indicators of Potential Violence by a Team Member Team Members typically do not just "snap" but display indicators of potentially violent behavior over time. If these characteristics are evident, they can often be managed and treated. Some potentially violent behaviors may include one or more of the following: o Increased use of alcohol and/or illegal drugs o Unexplained increase in absenteeism; vague physical complaints o Noticeable decrease in attention to appearance and hygiene o Depression/withdrawal o Resistance and over -reaction to changes in policy and procedures o Repeated violations of company policies o Increased severe mood swings o Noticeably unstable emotional responses (i.e., explosive outbursts of anger or rage without provocation) o Suicidal; comments about "putting things in order" o Paranoid behavior characteristics ("everybody is against me") o Increasingly talks of problems at home o Escalation of domestic problems into the workplace; talk of severe financial problems o Talk of previous incidents of violence o Empathy with individuals who commit violence o Increase in unsolicited comments about firearms, dangerous weapons and violent crimes pg. 113 0 118 pORTSFOR�� OPERATIONS �PARKS �.- ACTIVE SHOOTER CONT'D Active Shooter Preparation Manager on Duty will: o Read and understand these procedures to ensure successful response and prompt resolution for these types of Incidents o Understand their pivotal role in making our parks, guests and team members feel safe o Understand their role in ensuring successful investigation and resolution of each Incident o Partner with local law enforcement to conduct ALICE drill annually Active Shooter Outside the Park Action Steps When an Active Shooter situation occurs outside the park team members will: o Put personal safety first o Listen to assess the location of the shooter o If notified by a guest, listen to the guest o Using the two-way radios, immediately notify the manager on duty of the emergency o Immediately move from the impacted area of the park, away from entrances or any place that can be seen from outside the park o If guests are present, instruct them to follow you to a safe place o Be cautious in selecting the safe place to ensure safety and options for escape When an Active Shooter situation occurs outside the park the Manager on Duty will: o Put personal safety first o Without exposure to the shooter, lock external perimeter access gates to the park o Using the public announcement system and two-way radios, make an announcement directing all team members and guests to a safe place inside the park o If necessary, Use the following script: "Attention guests. We have received notification that requires everyone move to a safe area inside the park." o Please set down any product and follow the nearest Sports Force Parks team member to a designated safe area." o Keep team members and guests away from the affected area or points in view of the outside pg. 114 0 110 SPORTSFORUP OPERATIONS PRRKS ._.._ ACTIVE SHOOTER CONT'D o Understand that First responders (police) may be in different uniforms or plain clothes, but all will be identifiable as law enforcement. There will be a lot of yelling from officers. Listen to and follow their commands and answer any questions they may have. If instructed, stay on the floor with your hands open and in plain view. Do not run towards officers or attempt to touch or reach out to officers. Expect to be treated aggressively until the situation is under control. Do not expect first responders to render first aid. o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so o Direct any media inquiries. ?:> ,orni(�Pf k"'!( ��,.-,��I€ f �� Active Shooter Inside the Park General Action Steps When an Active Shooter situation occurs inside the park all team member will: RUN: If you can get out do so o Put personal safety first. o If there is an escape path, attempt to evacuate o Evacuate whether others agree to or not and leave your belongings behind o Help and encourage others to escape if possible o Prevent others from entering the area o Call 911 when it is safe to do so HIDE: If evacuation is not possible, find a place to hide o Lock and barricade doors o Turn off lights o Silence cell phones o Hide behind large objects o Remain very quiet TAKE ACTION: As a last resort, and only if your life is in danger o Attempt to disable the shooter o Act with purpose o Improvise weapons o Commit to your actions pg. 115 118 OPERATIONS PARKS ...� ACTIVE SHOOTER CONT'D Post Active Shooter Event When an Active Shooter situation has ended the park team members will: o Understand that an active shooter event is only over when Law Enforcement notifies the Manager on Duty that the building has been secured. Do Not exit or re-enter the park until instructed to do so by Law Enforcement o Immediately locate the manager on duty and let them know you are okay o Provide any detailed information given or witnessed o If shooter was seen, gather information about the description When an Active Shooter situation has ended the Manager on Duty will: o Ensure the safety of self and all team members and guests o Use the two-way radios to give instructions to other team members o Verify all team members are accounted for o Obtain as much information from guests/team members about the incident o Check security system for video evidence. Preserve video evidence by burning a CD of the incident o Comply with Law Enforcement for any request for information to support an investigation o Remind all our team members of the Media Policy o Catalog all damaged assets and merchandise o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so Direct any media inquiries ...................................... >� I �, k" lie SppRTS F�R�E OPERATIONS M, PRRKS a CODE ADAM (MISSING CHILD) Code Adam is a strictly defined procedure for employees to follow when someone reports a lost or missing child. Action Steps When an associate is alerted that a child is missing the Associate will: STEP 1. Obtain a detailed description of the missing child o Name, age, gender, race o Weight, height, hair and eye color o Approximate weight and height o Describe what the child is wearing, specifically color and type of clothing including shoe color and style (An abductor may change child's clothing but usually does not remove or change the child's shoes) Step 2. Utilize the in -park PA system to page "Code Adam." o Provide the description received o After hearing "Code Adam," all team members (except POS team members) should begin looking for the child o Page the nearest manager to your area to take control of the incident o Escort the parent or guardian of the missing child to the front of the park to assist in identifying the lost child o The Manager on Duty at the front of the park should assume their position and immediately begin monitoring. Ask guests with children to wait until the manager (who is escorting the parent or guardian) is brought to the front of the park. Then ask the child his/her name and if the adult is their parent. The park management team will assign responsibility for important designated areas (e.g. restrooms, backroom, etc.) Step 3. If the child is not found within 10 minutes o Immediately notify the local police department. Don't hesitate. Police would rather get a second call stating that the child has been found, rather than to discover too late that the child has been abducted Step 4. If the child is found and appears to have been lost and unharmed o Reunite the child with their parent or guardian o If called, notify the police that the child has been located pg. 117 CCN01 118 �pDRTS Fo��E OPERATIONS MANU• wPARK�. CODE ADAM (MISSING CHILD) CONT'D Step 5. If the child is found accompanied by someone other the parent or legal guardian: o Proceed with caution o Use reasonable efforts to delay their departure, but do not put yourself or others at risk o Ask the child if they are alright o Provide police with a detailed description of the individual Step 6. Cancel the Alert o Conclude the incident by saying "Code Adam Cancelled" via the PA system o After a code Adam situation, the Manager on Duty will: o Complete an Incident Report as soon as possible o Contact your Regional Manager when it is safe to do so o Direct any media inquiries: bstorm@fields-inc.com Chi: SPORTS FORE OPERATIONS PARKS ...w . URGENT VS. POTENTIAL To ensure a situation is handled the appropriate way over radio conversation using "urgent" and "potential" calls. Staff o When a situation arises to "urgent" or "potential" it is the staff member who is overseeing that particular area to make the radio call o If a staff member notices an "urgent" or a "potential" situation occurring, it is he/she's responsibility to make the radio call to notify park management, park security, and/or park medic to ensure the safety of Sports Force Parks guests If a situation arises in the park and the staff members sense that the situation is going to get out of hand, he/she may call on the radio or find someone with a radio to call either "urgent" or "potential." o Urgent- a situation that requires immediate response from park management, park security, and/or park medic o Potential- an alert that a situation may soon get out of hand and park management, park security, and/or park medic should be on alert Urgent Call- Action Steps o Team member should call "urgent" if a satiation requires immediate attention from park management, park security, and/or park medic o When making an "urgent" call over the radio, always remain calm and in control o Be sure to designate field number and location on field, or specific area of park that assistance is needed o If park security and/or park medic are needed, a call should be made to them on their radio channel also o Available park management should respond by radio letting others know they are on their way o All available park management should respond to the call Potential Call- Action Steps o Team members should call "potential" if a situation is getting to a point where immediate attention from park management, park security, and/or park medic may be needed o Be sure to designate field number and location on field, or specific area of park that assistance is needed o If situation escalates, an "urgent" call should be made over the radio using the action steps outlined above o Park management should respond to a "potential" call by notifying the staff call was received and someone is on their way o Closest park management will go check on the situation and report back if additional help is needed 118 LPTS FORCE RRRS OPERATIONS MANUAL HUMAN RESOURCES pg. 120 0 L'6s FAR�� •• -. - RKS REVEL POS QUICK REFERENCE GUIDE Quick Reference Guide Revel Operating Systems Registers and Printers References- How to L From Home Screen, CI Left APP Revel POS Click on Tills Tills Click on New Till — Drawer 1 -� current T,ll Not sclecled CASH DRAWER I New Till - Drawer 1 VIRTUAL TILLS New Virtual TO! pg. 121 CA 118 OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D References- How to Open Register Type in the correct amount _ __------- Click Set -- 7 3 9 4 5 C t 2 3 ti O a When prompted to Reassign this till Click NO Till l Do you wish to reassign this till? No a Prompt will pop up on screen verifying 10 Till was opened Y G"a't1 (� Tiil was se! an 121'k2J1 I • 10-35 AM �c m T ;oCVWIROMMIl pg. 122 Cqr 118 OPERATIONS MANUAL r • r • REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to Close Register Click Tills w.. Top 10 0 ClJrWOV Clacked u+ �uxxrc�ns OeOwd Payment, } .. i (9ttimR Pi3y'�T�Cfitb . +gym .�......,w...u.. «..e-..._..� ...,�yw.....,�..,., .ua...w,�„�,,,m-..-n.,�., .«........ Tills Click Till - Drawer 1 Current Till Till - Drawer 9 > CJiSli DRAWER t iii1 - iJravo2r 1 u,l E pg. 123 c;� 118 OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT I) Reference- How to Close Register 3 4a(atNil'r 1 Click on Check Out a i"" Pay to * pay Out 13 Safe Drop j Oren Cash Drawer Print Cush Log n i-lpid } Checkout a•a ` � � Reassign Drawer { r"4 a< a C koul Type in each QUANTITY 4t7 DD .° Select NEXT a a $10 S1 $SQ $100 cams $01 x.a0,;< rq� pg. 124 ila s OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT I) Reference- How to Close Register If drawer is even, Select Print Summary�,�:.�:��'`�""�"`T �, I-0Checkout If drawer if off, recount by selecting � In top left corner $0,00 After you print summary, click Submit in so-00' top right corner S0,00 cooYe ar t c *s $0,00 $300.00 Carr try Tits $300,00 $0,00 Prompt will pop up verify register is closed Remove till and take to safe room pg. 125 vww Timerards y 11B ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return with Receipt 'M Type in Receipt information, click Return Submit — _ _ _..__ ^� Do you have a receipt? Cancel No Receipt Select items to be returned. Select Next Specify Reason for Return ItPr+�t 6WCOAtl P'- (itp R"W"�S ,w TwA fht ( 41-1tr `a,. i()( 100130a)!Yi ! ?'(1" lfQ f,sa,p OfandToiaf: back airacrtn rttai�rrnw Select Return �` �� _ �, �. .,<, <� ��,,,..-, .,,y 1....... j"' e. — �Tf pg. 126 !i8 SPORTS FoR�E OPERATIONS MANU• REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return with Receipt Select Pay ChBcput i Orrhr • fi3i9 Select appropriate tiles based on the form of payment 44, C- pg. 127 a s n1 t" 5 6 s7n 2 3 50 0 rx1 118 OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT I) Reference- How to make a Return with Receipt Select Refund Make sure to give customer back Correct change •• i Confirm Refund Payments of Canoe( 110 c�ppRTS FoR� OPERATIONS REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return without Receipt Customer does not have receipt, but paid cash o From main menu, click returns, then click No Receipt Type in the item the guest is returning -- _ Rceiptles� s Return 14.5" Bubble Stick 097138734723 16" Sports Ball inflates 097138712738 2" Sports Turtle '00000005590 2.25" Wrist Band Ball 097138658951 u Type in Reason Specify Reason for Returo Click Next i"r— Aiy katurnfi ,"I V Kh�dt Coi3 i_aty 9..- 20(7Eit7Ck'taCSt�'� 7Z1�t7 ! . ,° fT`v 9z Ia t� d :.• ?100 16 8s 13�e1s At Cha ru't— n2 Select Return -*1T,A+(F 4R:+f:RSIDY Nf cv f ON— $ Tax Q1 to t,0w Rr.mv,* '. l,�ra cIt�timt�t t:.ac� pg. 129 118 'W,11 OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return without Receipt Select Pay S C' Select Cash 4 5 6 1 2 3 C 0 pg. 130 _ �uunnxiunmmiaw awaiawaa�anreaumuawaimaau�iuv>huiuim�arumuwaun w:n>mti�a.nmw rvr u>rv+,anro� ..�e�mmrimxi�mimmnn sann, mumunnreewnwwmuu��mna�ixwm.�a�xiturasaww�nim m umntmwum.�ximnm�www�m�i� awiu�axwwmmwumna�:mreammmmsmnmmia� mmrommmsl>:mw:w�aummmn�m fig lip ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT I) Reference- How to make a Return without Receipt Confirm amount Select Refund Make sure to give customer back Correct change pg. 131 c,,sh Refund ance�= Confirrn Cancei Refund Payments of SWE 118 Fill I OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Receipts not Printing 1. Check to see if receipt tape needs changed a. Change roll if out (check for black spindle from previous roll, and throw away) 2. Check to see what WIFI the register is using a. Tablets need to be connected to the revsportsforce i. Click Home Button ii. Click Settings (gear icon) iii. Check WIFI in left column 1. Should say revsportsforce iv. Click WIFI if not on correct WIFI 1. Select revsportsforce 3. Tablet is on correct WIFI, but printer still not working a. Check Bluetooth i. Click Home Button ii. Click Settings (gear icon) iii. Turn blue tooth off then on iv. Select the device that pops up 1. Will follow this format (may have different numbers) a. TM-m30_004243 2. Wait for it to connect 4. Tablet is on correct WIFI, Bluetooth is connected to the printer, but still not working a. Power down iPad and power back on b. Check WIFI and Bluetooth c. Check to see if iPad needs updates i. Click Home Screen ii. Click Settings (gear icon) iii. Click General 1. Look at right column, Software Update with have a Red exclamation point if update needs to occur 2. Update if necessary 5. Steps 1-4 complete, but still not printing a. Contact Revel Support b. 415-744-1433 i. Enter 2 then 1 ii. Speak with representative pg. 132 1!B SpoRrS FoR�E OPERATIONS EMPLOYEE SCHEDULING GUIDE PROCESS Scheduling & REVEL o Scheduling is completed by Coordinator on Mondays o Schedules should be released two weeks in advance o Daily, check schedules in Revel for acknowledged schedules o Find replacements for rejected schedules and update in Revel o Never use texting as a form of communication Scheduling o Determine tournament schedule ■ If tournament schedule is not yet finalized, find out mock schedule and base scheduling from that o Times needed to schedule: ■ First Game Start • Used to determine Gate, Ticket Office, Retail, Custom Threads Tournament Apparel, F&B ■ Last FIRST Game Start • Used to determine when Ticket Office can close down ■ Last Game End • Used to determine when to close all areas of park o Seek GM's approval of times for locations before moving to next steps o Determine size of tournament ■ Determines Staffing • Number of team members to operate amenities • Number of team members to maintain Custom Threads Tournament Apparel • Number of shifts for all areas of park o Fill out template for scheduling ■ Create time slots in template ■ Verify team members availability before filling in template ■ Fill in template o Enter into Revel ■ Carefully enter in team member shifts in Revel with their correct location ■ Send schedules pg. 133 Cq 118 SP60—S FoRCE PARKS EMPLOYEE SCHEDULING GUIDE PROCESS CONT'D Checking Revel o Daily, check Revel for accepted and rejected schedules ■ Check the Gmail account for rejected schedules o Daily, find replacements for rejected schedules ■ Do not leave rejected schedules on Revel • Find replacement for the rejected schedule and delete the red, rejected schedule • This ensures all coordinators and GM are on the same page and that shifts are being filled ■ Do not use texting as a means of communication o If schedule remains yellow ■ Call team member and advise them to check their schedule ■ It is their responsibility to acknowledge their schedules. If they do not check their schedule and miss their assigned shift, they are subject to disciplinary action, up to and including termination pg. 134 G 118 SPPRTSFORCE • - - . • PARKS NEW HIRE PAPERWORK PROCESS To ensure the timely processing of paperwork to support the payroll process, this policy has been developed to give guidance for the creation of team member files and how to maintain proper filing pre, during and post - employment. General Manager o Verify all managers and assigned coordinators are aware and trained in the processes o Inspect files to ensure proper process are being adhered to o Complete all necessary audits add communicate results Responsible Coordinator o Understand the processes and adhere to the time frames o Inspect files to ensure proper process are being adhered to o Communicate any concerns to the GM Sport Force Parks Background Screening Process When offering any candidate SFP will conduct background screening based on SFP company criteria, based on role within the company organizational chart. o Candidates over 18 will be required to complete the following: Nationwide Net Plus (National Criminal, Sex Offender Registry, SSN Trace, Alias Search. 7-year County Criminal Search, MVR (Driving Record) and a 10 Panel Drug Screen, including any park/partner specific processes o Candidates under 18 will be required to conduct a 10 Panel Drug Screen with a parental waiver approving the screening. New Hire Paperwork When offering any candidate, a position with SFP: o In person or on a call to offer position; discuss job title, SFP team member expectations and pay rate o If they accept welcome them to the SFP family, discuss next steps including the receipt of emails and they have expiration dates They will be required to complete three items as a part of the pre -employment process o Step 1: Victig Background and Drug Screen If the candidate is a minor; will need the parental waiver for the background/drug screen Note: need parent/Guardian name and email (outlined on the New Hire Checklist) Send Docusign Parental Drug waiver that must be completed by the parent Once the Parental Waiver is received the Victig link can be sent If the candidate is not a minor: o Send Victig Link o Step 2: Park Specific - Refer to park specific requirements and steps • Step 3: Send New Hire Paperwork Electronic file through Docusign • General Manager will complete once the new hire has completed their portion of the New Hire Paperwork Package through Docusign o Complete the E verify 1-9 Process pg. 135 lis Spbids FORE OPERATIONS -�. PRRKS - NEW HIRE PAPERWORK PROCESS CONT'D Completion Steps: Once the Candidate completes all steps and are OK to hire: o Complete the New Hire Checklist o Create employee file and secure in locked drawer, alphabetically o Contact the new team member and schedule the SFP Orientation o Discuss how they need to dress based on the orientation and tour and what they should bring with them If Candidate does NOT complete in time: o Contact the candidate and inform them that they are no longer being considered for the position If Candidate completes and we receive a non -hire determination o Review the SOP Background and Screening Issues o General Manager will handle the communications to the candidate pg. 136 0 110 oil OPERATIONS MANUAL NEW HIRE PAPERWORK CHECKLIST CONT'D Name Phone Email If Minor Parent Email Date Accepted Position Wage If Minor Parent Email sent Victig Sent Vigtig complete Finger Printing complete New Hire Paperwork Sent 1-9 Complete If Minor Work Permit Employee File Created Orientation Scheduled Uniform Info (size) Training Scheduled pg. 137 0 118 SPORTS FORCE • - - . • -..PARKS 118 SppRTS FaR� OPERATIONS PARKS: OPERATIONAL EXPECTATIONS Field Prep for Tournaments and Events o Use layouts and communications from staff to prep play areas to support the sport/event ■ Complete the day before event Event Area Prep for Events o Use layouts and communications from staff to prep play areas to support the sport/event ■ Complete the day before event Event/Tournament Game Day Support o Schedule to the needs of the tournament/event to maintain cleanliness of park/complex. ■ Restrooms, trash, filed water support ■ Use zone coverage to maximize workload and cleanliness Maintenance of park o Use specific seasonal plans to ready and maintain the park/complex to SFP standards pg. 139 0 1!B SPORTS FORCE <PRR S> pg. 140 OPERATIONS MANUAL 118 SPORTS FORCE PARKS >- OPERATIONS MANUAL SCHEDULE AVAILABILITY FORM SPORTS FORCEI KS NAME: POSITION: PHONE NUMBER: EMAIL: START END Availability Form DATE: CURRENT AVAILABILITY MON TUES WED THUR FRI SAT SUN FILL OUT NEW AVAILABILITY FORM AT LEAST TWO WEEKS PRIOR TO EFFECTIVE DATE DATES NEEDED OFF: EMPLOYEE NAME (PRINT) pg. 141 EMPLOYEE SIGNATURE 11B ' OPERATIONS MANUAL EXPENSE REPORT To ensure proper reporting, accountability and timely reimbursement for personnel expenses incurred while traveling General Manager o Ensure team member understands proper recording and reporting of expenses when traveling o Accountable to accuracy and proper coding o Submitted as needed, within 5 days of completion of travel All forms to be completed in a timely manner o Access form (excel form) and complete all require fields o One date per line can use multiple lines for same date • Enter date • Enter amount in proper column • If Misc. expense enter proper Chart of Accounts Code • Print report and sign • Attach required receipts o Submit to Supervisor • To Direct report supervisor, General Manager, Park Superintendent or above Retain copy of email o Keep a copy of form and receipts for your records pg. 142 0-0 I gpORTSFORCE <paRxs� pg. 144 OPERATIONS MANUAL SPORTS FORC� PRR r Name: INJURY REPORT FORM DOB Date: / / Time Sport Involved: Athlete Spectator (clrote) Parent/Guardians Name: Phone Number: VITALS BP: HR: Temp DESCRIPTION OF INCIDENTANJURY TREATMENT/MEDICAL CARE PROVIDED: REFUSAL of CARE: Name (printed) Injured or Guardian Signature Form Submitted Date: Ito LIPRIS FURZE RR 5>- COIN ORDER FORM pg. 145 OPERATIONS MANUAL SPORTS FORE -�PNRKS> Coin Order Form Location SFP Date Instructions: Use this form for all coin orders. File completed form with daily paperwork. Denomination Bank Size Qty Amount Twenties Open Tens Open Fives Open Ones $100 Bndl Quarters $10/roll Dimes $5/roll Nickles $2/roll Pennies $0.50/roll Complete when cal-• Date Name Total Amount Confirmation # Delivery Date Complete when order is received Coin order to be called in no later than Noon the day before to be delivered by the courier. Create a separate deposit in the amount of this coin order 118 SpDRTS FD�� OPERATIONS MANUAL J3RT5 FOR I PRRKS--,- Tournament/Event, Date., I Name: Team Name: Address: City! State: Zip: Parent/Guardians Name: Phone Number LOCATION OF INCIDENT Field: 1 2 3 4 5 6 7 8 9 10 Park Areas: Parking Lot Promenade Great Lawn Retail Maintenance Other: Activities: Area: TYPE OF INCIDENT (Check. all applicable) WEATHER OTHER WEATHER Lightning Tornado Wind Snow Storm Flood Tsunami Hurricane Fire Explosion Electrical Haz Mat Spill Gas Leak. Conduct Viol Other nFQf,RtPTi,nm- inp�ccffihp the int-irit-nt -nq elptailtmel as vnij caril Burglary Robbery Terrorism Civil Disturbance Bomb Threat Active Shooter Code Adam VIDEO AVALIABLE FYES NO File Sent to: ACTION TAKEN: Call 911 Contacted Regional Mgr. Contactedinsutance Other Date: Witness Name. Phone #,- Form Submitted by`. Date: Please attach additional comments / information on back of sheet pg. 146 0 Its SPORTS FORCE PARKA OPERATIONS MANUAL LOST AND FOUND FORM SPORTS r • r r Found Log i u, PARS w Item Found QatefTime Location Found By Returned To pg. 147 fig LP FORCERR OPERATIONS MANUAL MANUAL TILL BALANCE FORM SOPaRK°sRCE Manual Drawer Balance Form Park Date Till Location End of Day Till Count Denomination 10 5o 100 25o $1 $5 $10 $20 $50 $100 Other Till Balancing Total in Till Minus Start U Net Total Expected Total Difference Verification Counted b Verified B Notes Attach any any register print outs, voids and returns to the back of the page I I B SFSpFaRCE PRRK5 =- OPERATIONS MANUAL SAFE COUNT FORM T kURKSRC� Location Date Safe Count Form Safe Till Loose Bills Denomination $1 $5 $10 $20 $50 $100 Other Roll Coin 1c 5c 10c 25c Strapped Bills $1 $5 $10 $20 Sub Totals Safe = $ Tills = $ Coin Order If waiting - list here Total Total Expected Difference Verification SFP Manager To be completed on any day that the safe is opened for business pg. 149 0 Ito OPERATIONS MANUAL ' Checklist • Cash Control- Opening Date: Opening Manager: Safe Count: verify the petty cash/coins are at & Drawers : Verify tills are at correct amount labeled on the till drawer -Fill out the Safe Count Sheet, along with using the weighing machine, print and initial If till is +/-, investigate and report on Safe Count Sheet Tills are labeled with their destination. Take all needed tills to proper location with envelope for receipts, and receipt paper if needed Open registers are amount in each till -After researching why the till is +/-, open register at the exact amount reflected in till Check deposit are for small deposits from previous day Combine all small deposits to create a collective deposit (large deposit in colored -top bag) -Add all receipt summaries from small deposit bags to determine the total before counting the collective, large deposit Count Deposit with another staff member If no discrepancies, fill out one deposit slip including the bag number and initials at the bottom of the slip. Place all currency into large deposit bag, and white copy of the deposit bag- keep the carbon copy Seal bag, and fill out date, bank, company, amount in bag. Fill out black binder- deposit log Drop deposit into safe, verify safe is locked Attach carbon copy to the receipt summaries, and to adding machine tape of deposit count, and place into the file for the current day pg. 150 118 SPORTS KSR�E pg. 151 OPERATIONS MANUAL 0 FIOARKS--SFoRCF OPERATIONS MANUAL cppRTS FORE i Restroorn Cleaning Checklist .. PRRR 1. Ensure restroom is empty. 4. Clean restrooms in progression to be more efficient 2. Direct guests to Family restroom as needed 5. Rotate from Restroom to Restroom and back again thru out day. 3. Check Stock and refill needed items. Clean Inside & Out of Toilets Wipe Down the Stalls, Doors & Walls Clean Inside & Out of Sinks Clean Mirrors Use Stainless Cleaner on proper Surfaces Sweep & Mop Floors (Put out wet floor sign) Take Out the Trash 10AM ❑ ❑ ❑ ❑ ❑ ❑ ❑ 12PM ❑ ❑ ❑ ❑ ❑ ❑ 1] 2PM ❑ ❑ ❑ ❑ ❑ ❑ ❑ 4PM ❑ ❑ ❑ ❑ ❑ ❑ ❑ 6PM ❑ ❑ ❑ ❑ ❑ ❑ ❑ 8PM ❑ ❑ ❑ ❑ ❑ ❑ ❑ Closing ❑ ❑ ❑ ❑ ❑ ❑ ❑ Check Stock Supervisor and Employee completing tasks should initial here Refill As Required Toilet Paper Paper Towels Soap Dispenser Air Freshener Employee Supervisor 10AM ❑ ❑ ❑ ❑ ❑ 12PM ❑ ❑ ❑ ❑ ❑ 2PM ❑ ❑ ❑ ❑ ❑ 4PM ❑ ❑ ❑ ❑ ❑ 6PM ❑ ❑ ❑ ❑ ❑ 8PM ❑ ❑ ❑ ❑ ❑ Closing ❑ ❑ ❑ ❑ ❑ Standard Operating Policy — Dec-19 O C�`n SpoRrS FoGE -�.PARK5 OPERATIONS MANUAL QQKgRCE :: OPENING 1 OPENING 7 CLOSING NOTES The outside windows and counters need to be cleaned The outside windows and counters need to be cleaned All registers cleaned, working and stocked with thermal paper. All registers cleaned, working and stocked with thermal paper. Coke fountain needs to be filled with ice wiped down and operational with product Coke nosles need to be pulled and soaked in a sanitizer solution Food pass through food holding heating unit wiped down, clean and functioning Food pass through food holding heating unit needs to be cleaned and turned off Trash cans cleaned and wiped down and lined ready for use. Trash cans cleaned and wiped down and lined ready for next shift use Floors clean, swept and free of any and all trash, as well as underneath equio ment. Front counter storage space clean trash, as well as underneath equiopment. Front counter storage space clean neat, stocked and organized. Underneath counter storage space clean I neat, stocked and organized. When you see the words cleaned and sanitized that means you clean the equipment, floors and common area of the building with the means provided to you. Make sure following equipmet is working and turned on prior to opening. Bun Toaster Bun Toaster Cleaned and Sanitized Fry Warmer Fry Warmer Cleaned and Sanitized APW Heating unit APW Heating unit Cleaned and Sanitized Flat top griddle Flat top griddle Cleaned and Sanitized Fryers Fryers Cleaned and Sanitized Ovens (If being used) I Ovens (If being used) Cleaned and Sanitized Cold sandwich station Cold sand. Station Cleaned and Sanitized Reach in freezer Reach in freezer Cleaned and Sanitized Reach in cooler Reach in cooler Cleaned and Sanitized Walk -In fridge Walk -In fridge Cleaned and Sanitized Walk -In freezer Walk -In freezer I Cleaned and Sanitized Line Check (quality & Temps. Cold Food holding temps: 40 dgrees or below Make sure that these items are stocked as well according to the days business levels. Lettuce Lettuce Ensure that all product left in unit is wrapped it plastic and is labeled and dated to ensure freshness. Unit must me holding temp for product to remain. Tomato Tomato Onion onion Jalapenos Jalapenos Pre -Made Grilled Ch. Pre -Made Grilled Ch. Sliced Cheese Sliced Cheese Shredded Cheese Shredded Cheese Ham Ham Burgers Burgers Hot Food Holding Temps 140d egrees Make sure that these items are stocked as well. Chili Chili Placed in cooler Soup Soup Placed in cooler Hot Dog Hot Dog Dis arded (Hot Hold) Burgers (Hot Hold) Burgers Dis arded a Ila SpoRrS FoR�� OPERATIONS .:w PARKS e. SPORTS FORCE :: OPENING rCLOSING , OPENING 7 CLOSING NOTES All lighting is cleaning and functioning. All lighting is cleaning and functioning. Make sure kitchen is well lit. Make sure kitchen is well lit. Sanitize/Soap Buckets (Green & Red) full Sanitize/Soap Buckets (Green & Red) full with chemicals and towels with chemicals and towels Ice buckets either hung upside down Ice buckets either hung upside down or hung on machine. W/ice scoop or hung on machine. W/ice scoop Liquor and Wine cabinets need to be locked Liquor and Wine cabinets need to be locked at all times (Never prop open) at all times (Never prop open) Walk in cooler door closed at all Walk in cooler locked at closing times. (Never propped open) (Never propped open) Food Truck Pavilion / Bar locked at all times. Food Truck Pavilion / Bar locked at closing. unless open. (Never propped open) (Never propped open) All dry food storage items need to be stored All dry food storage items need to be stored neatly and organized. (Grocery store look) neatly and organized. (Grocery store look) Tea and coffee counter wiped down and Tea and coffee counter wiped down and clean and free of debris. clean and free of debris. Floor, clean (swept and mopped) no dirt, Floor, clean (swept and mopped) no dirt, food or trash on floor. food or trash on floor. Food stored at least 6 inches off of floor Food stored at least 6 inches off of floor (Also includes paper products as well) (Also Includes paper products as well All untensils are cleaned and being All unlensils are cleaned and being stored properly stored properly Floor needs to be cleaned. Ensure that Floor needs to be cleaned. Ensure that was mopped previous shift. was mopped previous shift. All product should be labled, dated and All product should be labled, dated and rotated. rotated. Ensure that walk -In and freezer are holding Ensure that walk -In and freezer are holding at proper temp. at proper temp. There should be no product on floor. Product There should be no product on floor. Product should be at least 6 inches off of floor. should be at least 6 inches off of floor. Opening Associate: Closing Associate: Day / Date: Opening Supervisor: Closing Supervisor: Day / Date: pg. 154 0 M, ow ua OPERATIONS MANUAL .oil I Pilo ADDITIONAL WEEKLY CLEANING Concessions Market Food Truck / Bar Walk -In Cooler needs to be Walk -In Cooler needs to be Any and all stainless need to M0 N D AY detailed. This is different from detailed. This is different from polished with stainless cleaner. the nightly clean the nightly clean TUES DAY Remove product underneath front counter and detail shelving. All shelving needs to be detailed and organized. Detail coolers, remove all product and clean Inside and out W E D N ES DAY Detail all cold units. reach in freezer, fridge, and line cooler Kithcen area detail clean. Clean all stainless with stainless cleaner Detail clean all tables and chairs thruout seating area. Detail clean dry storage area. organize and clean shelves. Kitchen floor scrubbed and All trash cans need to be THU RSDAY Sweep and mop. cleaned with deck brush. washed out and cleaned. All stainless surfaces and Detail clean & sanitize drink All stainless surfaces and FRi DAY equipment in building should be equipment (soda fountain, coffee equipment in building should be polished. - tea urns) polished. All trash cans need to be Detail clean & and sanitize cooking equipment, counters Ice machine needs to be SATU R DAY washed out and cleaned. and tables. cleaned and sanitized. S U N D AY Detail front of building. All glass Detail register counter and windows and doors glass Exterior of building/ trucks needs and counters. surfaces. to be detailed. These are duties that should be looked over everyday. On the days assigned is when we get into the detailing, but these task are things that you should be looking at on a daily basis. pg. 155 ��o I j lie OPERATIONS MANUAL PARADISE COAST SPORTS COMPLE1 pg. 156 a PRTSFORC�PRRRS OPERATIONS MANUAL PARENTAL WAIVER fPRRRDI$E► cT J��R75 C11MY1 fY' .. Paradise Coast Sports Complex Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement In consideration for being permitted to participate in events, activities, and programs at Paradise Coast Sports Complex ("Sports Force Parks Naples LLC"), I, on behalf of myself and my family, personal representatives, estate, successors, assigns, heirs, and next of kin, hereby enter into this Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement (the "Agreement") and covenant and agree as follows: 1. Acknowledgement, Acceptance, and Assumption of Risk. I acknowledge and understand that sports and other events, activities, and programs offered, conducted, and sponsored by or at Sports Force Parks involve substantial risks of property damage and bodily injury, including, but not limited to, death, concussion, serious neck and spinal injuries (which can result in complete or partial paralysis), brain damage, and injury to bones, joints, muscles, and internal organs. I further acknowledge and understand that these risks and injuries may result not only from my (or my child's) own actions, but also from the action, inactions, or negligence of others, or the condition of the facilities or equipment, and that equipment provided for my (or my child's) protection may be inadequate to prevent serious injury. I further acknowledge and understand that my (or my child's) participation in events, activities, and programs at Sports Force Parks may involve other activities incidental thereto, including, but not limited to, travel to and from site, off -site travel to other events, and activities not affiliated with Sports Force Parks. I am voluntarily choosing to participate in events, activities, and programs at Sports Force Parks of my own free will with full knowledge and appreciation of the risks and dangers associated with such activities. I hereby knowingly, freely, and expressly assume any and all such risks and dangers, known and unknown, and accept and assume full responsibility for any injury, loss, or damage arising out of or in any way related to my participation in any events, activities, or programs at Sports Force Parks (and all activities incidental thereto), whether caused by the negligence of any of the Released Parties (as defined below) or any other cause. 2. Waiver and Release of Liability. To the fullest extent permitted by law, I, on behalf of myself and my family, personal representatives, estate, successors, assigns, heirs, and next of kin, hereby unconditionally and irrevocably waive all liability of, release, acquit, and forever discharge Sports Force Parks Naples, LLC, Sports Fields, Inc., Collier County, FL a political subdivision of the state of Florida, and any affiliated entities, along with their respective owners, officers, directors, agents, employees, sponsors, volunteers, elected officials, and other representatives (collectively, the "Released Parties"), from and against any and all present and future claims, demands, actions, rights, liabilities, damages, and causes of action of any kind, character, nature, or description whatsoever, whether known or unknown, foreseen or unforeseen, direct or indirect, arising out of or in any way related to my (or my child's) participation in or presence at any events, activities, and programs at Sports Force Parks (and all activities incidental thereto), whether caused by the negligence of any of the Released Parties or any other cause, provided that this section shall not be deemed to release a Released Party from liability arising from its own willful or intentional misconduct. 3. Indemnification, Hold Harmless, and Covenant Not to Sue. On behalf of myself and my family, personal representatives, estate, successors, assigns, heirs, and next of kin, I hereby indemnify, hold harmless, and promise not to sue or otherwise bring a claim against the Released Parties for any loss, liability, expense, or damage arising out of or in any way related to my (or my child's) participation in or presence at any events, activities, and programs at Sports Force Parks (and all activities incidental thereto), whether caused by the negligence of any of the Released Parties or otherwise. I further agree to indemnify the Released Parties from and against any and all third party claims of any kind arising out of or in any way related to my participation in or presence at any events, activities, and programs at Sports Force Parks. Should any of the Released Parties be required to incur attorney's fees or costs to enforce this Agreement, I agree to indemnify them for and pay for all such fees and costs. 4. No Liability for Actions or Omissions of Hotel Partners. I acknowledge and understand that Sports Force Parks has partnered with local hotels (the "Hotel Partners") to assist participants in securing accommodations while participating in and/or attending activities offered, conducted, or sponsored by or at Sports Force Parks. I acknowledge and agree that I am solely responsible for adhering to any and all applicable policies of the Hotel Partners, and that the Hotel Partners may refuse or terminate my accommodations if I violate any hotel policies or for any other reason. I acknowledge and agree that neither Sports Force Parks nor any of the other Released Parties shall have any liability for any actions or omissions of any of the Hotel Partners, and I hereby waive and release the Released Parties from any and all liability for such actions or omissions. 5. Medical Treatment and Expenses. I hereby authorize and consent to the rendering of first aid and other medical treatment which may be deemed necessary in the event of any illness, accident, injury, or medical emergency while I am (or my child is) participating in or present at any events, activities, or programs at Sports Force Parks. I understand and agree that I will be solely responsible for all fees, costs, and expenses related to any medical treatment and medical transportation provided to me (or my child). Paradise Coast Sports Complex powered by Sports Force Parks 13868 City Gate Blvd N I Naples, FL 34117 (844)737-2757 1 info 9 sfpnaples.com pg. 157 0 lie SPORTS FOR C OPERATIONS M ARKS- PARENTAL WAIVER CONT'D 6. Media Release. I hereby authorize and grant permission to Sports Force Parks and the Released Parties, as well as their agents, representatives, and others working under their authority, to take and use my (or my child's) photographed, video recorded, or live -streamed image, likeness, voice, and name for any and all purposes, including marketing, commercial, or advertising purposes, and in any and all forms of media, without further consideration. I understand and agree that I (and my child) have no rights to any benefits derived from the use of such image, likeness, voice, or name. 7. Choice of Law and Jurisdiction. I agree that this Agreement shall be governed by and interpreted in accordance with the laws of the State of Florida. I further agree that any action or legal proceeding against any of the Released Parties relating to this Agreement or any claim arising out of or in any way related to my participation in or presence at any events, activities, and programs at Sports Force Parks (and all activities incidental thereto) shall be brought in the appropriate state or federal courts in Collier County, Florida which courts have sole exclusive jurisdiction on all such matters 8. Interpretation and Severability. I agree and understand that this Agreement and the waivers and releases contained herein are intended to be as broad and inclusive as permitted by Florida law, and that this Agreement shall be construed broadly to release and waive all claims to the fullest extent permitted under Florida law. I agree that if any portion of this Agreement is determined to be invalid, illegal, or unenforceable, that portion shall be deemed severed from the Agreement, which shall otherwise remain in full force and effect. I acknowledge, affirm, and represent that I have carefully read this entire Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement, fully understand its contents, terms, and meaning, and have had an opportunity to have any questions answered to my satisfaction. I understand that I am giving up substantial legal rights and remedies by signing this Agreement. I hereby sign this Agreement of my own free will and voluntarily agree to be bound by its terms for today and all future participation in and attendance at any events, activities, or programs at Sports Force Parks. Team Name: Printed Name of Participant: Tournament: Tournament Year: Signature of Participant (if 18 years or older): Date: Participant Email: "Note: if participant /s under 18 years old, parent or legal guardian must sign below For Parents/Legal Guardians of Participants Under 18 Years of Agg hereby warrant, affirm, and represent that I am the parent/legal guardian with legal responsibility for the above -named participant who is under 18 years of age and that, in such capacity, I have read this Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement completely and carefully, understand the risks involved with the events, activities, and programs offered, conducted, and sponsored by or at Sports Force Parks, have explained and discussed those risks with the above -named participant, and do hereby consent and agree to his/her participation, release, waiver, and acceptance of risk as provided above. On behalf of myself, the above -named participant, and my family, personal representatives, estate, successors, assigns, heirs, executors, and next of kin, I hereby knowingly, freely, and expressly agree to all of the terms and conditions of this Waiver, Release of Liability, Assumption of Risk, and Indemnification Agreement. Printed Name of Parent/Legal Guardian: Signature of Parent/Legal Guardian: Parent/Legal Guardian Email: pg. 158 Date: Paradise Coast Sports Complex powered by Sports Force Parks 13868 City Gate Blvd N I Naples, FL 34117 (844)737-2757 1 info@sfpnaples.com 116 SPORTS FORCE oPERAOA PRRKS- NEW HIRE ONBOARDING TESTING INSTRUCTIONS Paradise Coast Sports. - ppRR01$E; Onboarding Process COAST. Welcome to Paradise Coast Sports Complex powered by Sports Force Parks. As a new team member there are steps which are a part of the pre -employment process which need to be completed. Please note: all of these are time sensitive and are to be complete before employment can begin. If you have any questions, please give us a call. Welcome to the team! Employment Background Check and Drug Screen You will receive an email from Victig. Open the link and complete the steps. Once you complete the online information you will be sent in another email with a Donor Pass, which you will be required to print and take to the screening location on the form. You will need a proper ID. Note this test has an expiration date. Finger printing process Fill out the form for finger printing provided by Paradise Coast Sports Complex powered by Sports Force Parks. This provided account information to be billed and information the testing company will need complete the finger printing process. Go to website- Drugtestflorida.com (HOME IDTFL may appear on search engines) Address- 3785 Airport Rd. N Suite B-1 Naples, FL 34105 Office- 239-262- 0233 Office hours- 9am-4pm Monday thru Friday Make an appointment - Click on the link at the bottom of the page- Make a Fingerprint or background check appointment. You do not require a photo with the required process, only the digital scan of your finger prints. Follow the directions for the FL -Naples Alcohol&Drug Test location Take to the appointment - Printout or email verification of appointment Take your driver's license or passport for identification Take the sheet provided my Paradise Coast Sports complex If you are concerned about prescriptions needing to be confirmed with the MRO, please have your information ready and expect a call from the lab within 24 hours of your sample drop off. New Hire paperwork Once all of the pre employment screening is complete you will receive an email from us through Docusign. This is our online new hire paperwork portal. You will need the following in order to complete: • Bank account information o Routing and account number • Supporting Documentation for the required 1-9 form o List is in the new hire paperwork process o Most common: • Passport • State Issued ID • Social Security Card You will be required to attach imaged of these to the new hire paperwork. Photos takes with a cell phone work well. Your hiring manager: Name: pg. 159 email: I I B SPORTS FOR �RxS.:�- OPERATIONS MANUAL . i I ......... • p9. 160 0 gpORrSORCE 0 A R RG rewnp _nHRNSRCE . OPERATIONS MANUAL Sports Force Parks -Attractions Team Member Job Description As a Successful Attractions Team Member, you will support all operations for events at a Sports Force Parks, This Individual is responsible for providing exceptional customer service and hospitality to all guests throughout the park This Individual understands that they have the ability to Impact the guest experience and support other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests. Required Skills Responsibilities As aii Attractions Team Member you will. • Safely assist guests in the preparation and use of attractions Monitoring and providing safe supervision at all times • Assist customers in assigned areas to meet their needs and offer recommendations based on the programs rams and selections offered • Enforces park rules and regulations in assigned area of responsibility Assists other start in enforcing general rules and regulations, maintaining order ensuring safety, and providing quality customer service to the stadium tenants, employees, and guests. Receive and quickly act upon requests or complaints from guests, refer serious concerns to supervisors Accompany guests when leading to office or supervisor to ensure warm transition in receiving assistance. • Maintain an extensive knowledge of the ballpark and provide quality directions to guests regarding seating, concessions, and essential areas within the park • Assist in evacuation of the ballpark, In the event of an emergency, while maintaining professional and calm demeanor • Support the operations of the business including Park opening and closing procedures and all other functions in operating a customer service based environment • Provide exceptional customer service to customers on -site throughout the duration of the tournamentieverit and offer support during other prograrning events at the park. Expectations: • Ability to provide exceptional customer service skills, ability to adhere to Company's Service Standards • Cash handling or check out experience is preferred but nor required • Ability to operate personal computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift • May be asked to routinely 101 items of weight up to 30 lbs to accomplish job duties. • Must be able to work well in a fast -paced environment in large, crowded areas of outdoor park. a Routinely exposed to extreme hot/cold weather conditions Job Location SFP Position Type: Part-TimelSeasonal pg. 161 110 OPERATIONS MANUAL Sports Force Parks -Emergency Medical Personnel Job Description Overview: Emergency Medical Personnel provide outstanding first responder level care throughout a Sports Force Parks. Emergency Medical Personnel administer care in accordance with state law, their scope of practice and department policy as directed by the SFP secured Medical Director. Work times vary including weekend and holidays in various weather and field conditions. Tasks: • Provides outstanding care in both emergent and non -emergency settings until patient is transferred to a higher level of care_ • Performs patient assessments to determine extent of illness/injury • May be called upon to perform lifesaving levels of care without warning or further assistance • Demonstrates critical thinking, flexibility, and functions proficiently under stressful situations.. • Optimizes patient safety and documents observations and patient care performed. • Drives and operates first aid cart when necessary to meet an injured player or guest at their location. • Maintains medical equipment and supplies_ Completes daily equipment checks. • Performs other related duties as assigned or requested within scope of practice Qualifications: • Current licensure as an Emergency Medical Technician in their state; or have Emergency • Medical Responder Certification. • Current BLS (Basic Life Support) certification or the ability to obtain within 30 days. • Valid Driver's License • Ability to lift 100 pounds, full flexibility, full range of motion. • Experience with MS Office products, email, printers, tablets, and various basic data entry programs.. Expectations: • Ability to provide exceptional customer service skill's; ability to adhere to company's service standards • Ability to operate personal computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, including walking long distances throughout the park during • assigned shift_ • May be asked to routinely lift items of weight up to 34 lbs. to accomplish job duties. • Must be able to work well in a fast -paced environment in large, crowded areas of outdoor park. • Routinely exposed to extreme hot/cold weather conditions Job Location: SFP Position Type: Part-Time/Seasonal p9. 162 'C,1 o s] RTSFORC� -�pRRA_> ORTSFORCE PNRRBdd -- overview: OPERATIONS MANUAL Sports Force Parks - Lead Field Marshal Job Description As a successful Lead, you will support all operations In support of all events including Ba;seball/Sottball/Soccer/Lacrosse and other tournaments and events at a Sports Force Parks. This individual is responsible for providing exceptional customer service and hospitality to all guests throughout the park, while also supervising other employees This individual understands that they have the ability to Impact the guest experience including support to other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests. Required Skills Responsibilities As a Lead you will • Be active and acknowledging of all guests as you move through the park • Be well versed In daily activities, ensure support staff is aware of important daily items • Be able to speak to questions on all areas of the park including Locker Roo, Custom Threads,.. attractions, parking and rentals. • Supervise Field Marshal • Including all Field Marshal Expectations • Ensure we are greeting guests with a smile and positive attitude « Ensure that guests understand the park layout and direct them to the field they will be using • Understand events happening onany given day to ensure guest experience Is of highest quality • Be familiar with the SFP Facility Guidelines and Code of Conduct policies • Be familiar with rulesl regulations for the tournament • Introduce yourself to the coaches and umpires upon their arrival for each game. Ensure they know you are there it they need anything « Ensure correct teams are at correct field « Locate any missing teams, notify Field Marshall Lead if team is late or does not show up • Ensure that score card Is completed after game with official and coaches' signatures and officials rating Notify Field Lead in the event of any emergency / situation where you need additional support • Constantly check water and notify maintenance it close to empty • Ensure game balls are at field before beginning of game • Account for all game balls at end of game • Ensure all trash is cleaned between games walking the perimeter lance both Inside and outside the tence/fiefd • Pick up any trash in dugouts including sweeping • Present trophies and awards when needed'- follow script • Turn off any lights the end of the night, return scoreboards, cards. any and all items left in scorer's booth. Education and Experience: • Ability to provide exceptional customer service skills; ability to adhere to Company's Service Standards • Cash handling or check out experience is preferred but nor required • Ability to operate personal computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift. • May be asked to routinely lift items of weight up to 30 Ibs. to accomplish lob duties. • Must be able to work well in a fast -paced environment in large, crowded areas of outdoor park • Routinely exposed to extreme hot/cold weather conditions Job Location: SFP Position Type: Part-Time/Seasonal pg. 163 118 �p�PRRHSRCE OORU�q F E OPR PARKS 'S OPERATIONS MANUAL Sports Force Parks Field Marshal Team Member Job Description Overview: As a successful Field Marshal Team member, you will support aft operations for events including Base balliSciftballfSocce r/Lacrosse tournaments at a Sports Force Parks. This iricirvduat is responsible for providing exceptional customer service and hospital%r to all guests throughouii the park. This individual understands that they have the ability to impact," guest experience including support to other team members with erlorcernent of park rules and regulations, maintainmg order, and ensuring safety to all pa6z guests. Required Skills Responsibilities As a Field Marshal Team Member duties may incfude: • Ensure we are greeting guests with a smile and positive attkude • Ensure that guests understand the park layout and direct them to the field they w0l be using • Understand events happening or, any giver day to ensure guest expehence is of highest qualiry • Be familiar with the SFP Facility Guidelires and Code of Conduct policies a Be familiar with the rutes,regulations of the to urramerl a introduce yourself to the coaches and umpires upon their arrival for each game. Ensure they krzw you are there if they need anything a Ensure correct teams are at correct field a Locate any missing teams, notity Fieid Lead if team �s late or does not show up N Ensure that score card is completed after game with offic4 and coaches7 signatutes and otkials rating a Notify Field Lead in the event of any err)efgencyl situation wt.,efe you need addboral support a Radio UIC/Assignor beginning of last inning using Chanel 5 a Constantly check water and notify mainter ance if close to empty • Ensure game balls are at field before begirring of game • Account for all game balls at end of game • Ensure all trash is cleaned between games -walkirg the perimeter fence both inside and outside the fence,, field. Pick up any trash in dugouts including sweep r g • Present trophies and awards when reeded- follow script • Turn off any lights the end of the night, return scoieboards, cards,, any and all items let', in scofer`s boolb, Support the opef atiDns of the business including Park opening and coos #Q procedures, cash controls and all other functions m operating a customer service based erviionmert • Provide exceptional customer service to customers on -site throughout the duration of the tourramervevent and offer support during other programing events at the park. Education and Experience: • Ability to provide exceptional customer service skills; ability to adti.ere to Companys Service Standards • Cash handling of check out experience is preferred but not required • Ability to operate personal computer, including abday to effectively use scarn rg eqluaprrent • Ability to handle multiple tasks SinlLitaneously r fast -paced envoronment. • Ability to work independently and as a team member • Willingness to work long hours and weekends seasona;ly as tole business requires • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift. • May be asked to routinely lift items of weight up to 30 llbs. to accomplish job duties • Must be able to work well in a fast -paced environment in large, cfa*ded areas of outdoor park • Routinely exposed to extreme hotilcoia weather conditions Job Location: SFP Position Type: Part-TimelSeasonal pg. 164 9 118 OR �pORS OPERATIO--PRi -�R �.K-s Sports Force Parks Food & Beverage Team Member Job Descrilliption overview, AS a Successful Food & Beverage Team member, you will support all operations for events including Base bal I/Softball/Socce r/Lacrosse tournaments at a Sports Force Parks, This indivelclual is responsible for providing exceptional customer service and hospitality to all guests throughout the park. This individual understands that they have the ability to impact the guest experience including support to other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests, As a Food & Beverage Team Member duties may include: Counter Team Member - Ensure we are greeting guests with a smile and positive attitude - Provide exceptional guest service. - Demonstrate understanding of register system and menu to ensure guests orders taken correctly and in a timely manner. - Demonstrate knowledge of menu to provide guests with information about ingredients and cooXirpg methods, Responsible for maintaining cleanliness and sanitation standards of work area. ASSISI with ensuring outlet is stocked and ready for business daily Has completed SFP Food Service 101 Cook Team Member Provide exceptional guest service by preparing food to standards and in a timely manner, Prepare food using a variety of equipment including Grill, Fryer, Griddle and Ovens in outlet and or commissary kitchen, including vegetables, meals and sauces. - Demonstrate knowledge of cooking processes to ensure food is cooked to proper temperatures and presented to standards - Ensure all products (cooler, freezer and dry) are stocked and stored in compliance with Food Safety tegulatlons. Responsible for maintaining cleanliness and sanitation standards of work area Has completed SFP Food Service 101 or is Sery Safe certified Bar Area Team Member • Ensure we are greeting guests with a smile and positive attitude Provide exceptional guest service by preparing drinks and foocl items to standards and in a timely manner, , Ensure all products (cooler, freezer and dry) are stocked and stored in compliance with Food Safety regulations, Responsible for maintaining cleanliness and sanitation standards of work area. Has completed Learn 2 Sery and SFP Food Safety 101. Education and Experience, • Ability to provide exceptional Customer service and to adhere to Company's Service Standards • Gash handling or check out experience is preferred but W required • Ability to operate personal computer, Including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment, • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, iricludingwaWng long distances throughout the park • May be asked to routinely lilt items of weight up to 30 Ibs. to accomplish jot) duties • Must be able to work well in a fast -paced environment in large, crowded areas of outdoor park, • Routinely exposed to extreme not/cold weather conditions job Location: SFP Position Type, fart-Time/Seasonal pg. 165 OAQ SppRTS FORCE OPERATIONS MANUAL W Sports Force Parks — Lead Guest Experience, Food & Beverage, Retail, Amenities 440 Job Description Overview As a soccesshil Lead, you will support all operations in support of all events including BasebalilSotit)all/Soccer"crosse and other tournaments and events at a Sports Force Parks This individual is responsible for providing exceptional customer service and hospitality to all guests throogtioul the park, while also supervising other employees. This individual understands Mat they have the ability to impact the guest experience including support to other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests, Required Skills Responsibilities As a Lead you will: • Ability to maintain composure and exercise sound judgment and discretion when dealing with park guests, players, coaches and partners • Ability to make effective decisions in areas of responsibility and take appropriate actions, as necessary, • Supervise other team members in their roles supporting service and operations of the park • Customer engagement at Ticket Area, Front Gate, Food & Beverage locations Retail Shop (Custom Threads/Locker Room), Attractions ticket sales andfor Customer Relations Management (CRkt) engagement • Greet, process customers' orders at a point -of sale, quickly, efficiently and friendly • Recognizes valid admission tickets. passes, or other appropriate admission credentials and allows entry to authorized individuals • Assist customers in assigned areas to meet their needs and offer recommendations based on the programs and selections offered • Enforces park rules and regulations in assigned area of responsibility, Assists other staff in enforcing general rules and regulations, maintaining order ensuring safety, and providing quality customer service to the stadium tenants, employees, and guests. • Receive and quickly act upon requests or complaints from guests, refer serious concerns to supervisors Accompany guests into the front office for a warm transition to receiving assistance, • Maintain an extensive knowledge of the ballpark, and provide quality directions to guests regarding searing. concessions, and essential areas within the park. • Assist in eVaMatlion Of the ballpark. in the event of an emergency, while maintaining professional and calm demeanor • Support the operations of the business including Park opening and nosing procedures, cash controls and all other functions in operating a customer service based environment Edocalion and Experience� • Ability to provide exceptional customer service skills; ability to adhere to Company's Service Standards • Cash handling or check out experience is preferred but nor required • Ability to operate personal computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift, • May be asked to routinely lift items of weight up to 30 lbs, to accomplish job duties. Must be able to work well in a last -paced environment in large, crowded areas of outdoor park • Routinely exposed to extreme hor1coldweather conditions Job Location. SFP Position Type: Part-Time/Seasonal 9 44 SPORTS FORC pR.RKSE SPORTS FORCE OPERATIONS MANUAL Sports Force Parks Guest Experience Team Member Job Description Overview= As a successful Guest Experience Team member, you will support all operations for events including Ba ebalilsoftball/Soccer/Lacrosse tournaments at a Sports Force Parks. This individual is responsible for providing exceptional customer service and hospitality to all guests throughout the park. This Individual understands that they have the ability to impact the guest experience including support to other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests. Required Shills Responsibilities As a Guest Experience Team Member duties may include • Customer engagement at Ticket Area, Front Gate, Retail Shop, Attractions, Ticket Sales and/or Customer Relations Management (CRM) engagement, Food and Beverage locations (counter service and/or food preparation, cooking) • Greet, process customers' orders at a point -of sale, quickly. efficiently and friendly • Recognizes valid admission tickets, passes, or other appropriate admission credentials and allows entry to authorized Individuals, • Assist customers in assigned areas to meet their needs and offer recommendations based on the programs and selections offered • Sell in a custom tournament apparel business including operating heat presses • Enforces park rules and regulations in assigned area of responsibility Assists other staff in enforcing general rules and regulations, maintaining order, ensuring safety, and providing quality customer service to the stadium tenants, employees, and guests. • Recelve and quickly act upon requests or complaints from guests, refer serious concerns to supervisors. Accompany guests into the front office for a warm transition to receiving assistance Maintain an extensive knowledge of the park, and provide quality directions to guests regarding seating, concessions, and essential areas within the park. • Assist In evacuation of the ballpark, in the event of an emergency, while maintaining professional and calm demeanor • Support the operations of the business including Park opening and closing procedures, cash controls and all other functions in operating a customer service based environment • Provide exceptional customer service to customers on -site throughout the duration of the tournament/event and offer support during other programing events at the park Education and Experience: • Ability to provide exceptional customer service skills; ability to adhere to Company's Service Standards • Cash handling or check out experience is preferred but not required • Ability to operate personas computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ablllty to work independently and as a team member • willingness to Work song flours and weekends seasonally as the business requires • Ability to stand for tong periods of time, including walking long distances throughout the park during assigned shift. • May be asked to routinely lift items of weight up to 30 lbs to accomplish job duties. • Must be able to work well in a fast paced environment in large, crowded areas of outdoor park • Routinely exposed to extreme hot/cold weather conditions Job Localion: SFP Position Type: Part-Time/Seasonal pg. 167 OPERATIONS MANUAL Sports Foroc Parks RetaiVGuest Experience Team Member Job Desoriptio" Overview: As a successful Relaill Guest Experience Team member, you will support all operations for events including 8asebalifSotiball/Soccer/Lacrosse tournaments at a Sports Force Parks, This individual is responsible for providing exceptional customer service and hospitality to all guests throughout the parts. This Individual understands that they have the ability 10 impact the guest experience including support to other team members with enforcement of park rules and regulations, maintaining order, and ensuring safety to all park guests Required Skills Responsibilities As a Guest Experience/Retail Team Member you will; 0 Customer engagement at Ticket Area, Front Gate, Retail Shop (Locker Room), Attractions ticket sales anWor Customer Relations Management (CRM) engagement a Greet, process customers' orders at a point -of sale, quickly, efficiently and friendly 0 Recognizes valid admission tickets, passes, or other appropriate admission credentials and allows entry to authorized individuals # Assist customers in assigned areas to meet their needs and offer recommendations based on the programs and selections offered 0 Sell in a custom tournament apparel business including operating heat presses * Enforces park rules and regulations in assigned area of responsibility. Assists other staff in enforcing general rules and regulations, maintaining order, ensuring safety, and providing quality customer service to the stadium tenants, employees, and guests. $ Receive and quickly act upon requests or complaints from guests, refer serious concerns to supervisors. Accompany guests into the front office for a warm transition to receiving assistance, a Maintain an extensive knowledge of the park, and provide quality directions to guests regarding seating, concessions, and essential areas within the park * Assist in evacuation of the ballpark, in the event of an emergency, while maintaining professional and calm demeanor * Support the operations of the business including Park opening and closing procedures, cash controls and all other functions in operating a customer service based environment * Provide exceptional customer service to customers on -site throughout the duration of the tournament/event and offer support during other programing events at the park. Education and Experience: • Ability to provide exceptional customer service skills; ability to adhere to Company's Service Standards • Cash handling or check out experience is preferred but nor required • Ability to operate personal computer, including ability to effectively use scanning equipment • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Willingness to work long hours and weekends seasonally as the business requires • Ability to stand for long periods of time, Including walking long distances throughout the park during assigned shift, • May be asked to routinely lift items of weight up to 30 los, to accomplish lot) duties. • Must be able to work well in a fast paced environment in large, crowded areas of outdoor park. • Routinely exposed to extreme hot/cold weather conditions Job Location: SFP Position Type, Part -TimWSeasonal Nam 9 Ito FORCP�ppRrS RRKS_-- 5pDRTS FORCE PRR 5 OPERATIONS MANUAL ports Force Parks - tiospitality/F&B Supervisor Job Description As, the Hospitality Supervisor, you will contribute to the growth and profitability of trie food, beverage, and retail business, with management supervision for day to day food and merchandise operations at a Sports Force Parks Reports to the HospitalityiF&B Manager Required Skills & Responsibilities As Hospitality Supervisor you will: • Work closely with the HospttalitylF&B Manager all food & beverage operations Ensuring quality standards are maintained in terms of product, service, safety and sanitation. • Supports the company current and long-range objectives, plans, policies, capital plans, operational plans and operating budgets for your unit • Verdy and prepare reports as required and provide and administer an effective system for cash, inventory and payroll capital Support the recommendation and establishment of prices and services within an approved profit plan. Directly accountable for budget and profitability of tots department, control labor and variable costs, and nelp develop financial objectives consistent with overall company objectives. Prepare and monitor approved departmental budget annually, • Ensure compliance with all federal, state and local regulations regarding liquor, sanitation, code compliance, payroll, employment and EEO • implement all company approved sanitation procedures. ensure proper repair and maintenance of all food service and retail service equipment. • Implement and maintain a service and management philosophy that serves as a guide to all staff • Maintain all policy standards, Culture of accountability and responsibility, and hold individuals accountable for such • Maintain positive and proactive client and guest relations. Respond to client requests and ensure alignment to company standards, investigate and follow through immediately on client and guest complaints • Support the process lot ordering and maintaining all inventories for food and beverage, and retail goods. Understand cost control for labor and waste management and conduct meetings on a regular b,asls, updating staff on daily goals and objectives Menu planning and design in coordination with Corporate • Train staff on standard operating procedures, policies and operational formats • Monitor quality, service on a daily basis. • Meet or exceed financial budget goals Education & Experience • College degree in Hospitality Management or equivalent experience preferred • Able to work extended hours and weekends seasonally as required including weekends, holidays etc • Ability to hire and train staff, including but not limited to cooking/prep procedures, use of IT equipment (Word and Excel), cash handling. POS systems use, HAACP standards and guidelines. • Ability to stand for long periods of time, including walking long distances throughout the park. • May be asked to routinely hit items of weight up to 30 Il to accomplish job duties • Must be able to work well in a fast -paced environment in large, crowded areas of outdoor park. • Willingness to engage with guests, staff, vendors etc as required We Prefer • 1 * years of experience in food production catering, restaurant management, event based food and beverage services or similar, Job Location: SFP Position Type: Full or Part-Time/Regular pg. 169 CAO 110 SPORTS OPERATIONS MANUAL 1�11111111"FIKLDS Fields Maintenance - Events Crew Lead - Seasonal M A; N I L� N A N GL Job Description Overview Fields Maintenance is looking for Events Crew Leads to help cultivate an outstanding environment for guests, tournament participants, and the staff of a Sports Force Parks The Events Crew Leads position Is an excellent way to gain hands-on experience in day-to-day landscape, facility operations, and maintenance duties as well as tournament operations. Events Crew Leads will focus on tournament prep and operations along with supporting the landscape and maintenance teams. The position requires up to 25-35 hours per week including weekend tournaments. Days and hours may vary, Essential Duties & Responsibilities & Lead, motivate and drive Events Crews to meet deadlines in preparing the park for tournaments and events * Event set-up, including changeover and conversions 0 Hands-on preparation for all tournaments and individual events * installation and removal of temp fencing, goals and other sports field equipment a Provide event -day quality control * Maintain overall park cleanliness, including dugouts, trash receptacles and festrooms, in prep for and during events/tournaments a Assist as needed in the maintenance of professional -quality artificial turf surfaces a Operation of Fields Maintenance equipment and tools safely and proficiently * Maintain accurate maintenance and housekeeping records # Perform daily housekeeping duties * Other projects as necessary Required Skills, Experience & Abilities • Operation of Fields Maintenance equipment and tools safely and proficiently • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Able to effectively communicate with a diverse population, including strong verbal communication skills, • Willingness to work long hours and weekends seasonally as the business requires • Must be able to climb ladders, carry, walk, sit, stoop, push, pull and move continuously during work hours • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift, • May be asked to routinely lift items of weight up to 75 Ilbs to accomplish job duties. • Must be able to work well in a last -paced environment In large, crowded areas of park • Supervision experience a plus • Customer service experience a plus • Forklift or other relevant certifications a plus • Routinely exposed to varied weather conditions including extreme weather conditions Jot) Location: SFP Position Type: Part-Time/Seasonal pg. I /U CAO 118 �pORTS FORS OPERATIONS �PARKS� FIELDSFields Maintenance - Events Crew Member - Seasonal l Job Description Overview Fields Maintenance is looking for Seasonal Events Crew Members to help cultivate an outstanding environment for guests, tournament participants, and the staff of a Sports Force Parks. The Events Crew Member position is an excellent way to gain hands-on experience in day-to-day landscape, facility operations, and maintenance duties as well as tournament operations. Events Crew Members will focus on tournament prep and operations along with supporting the landscape and maintenance teams. The position requires up to 20-30 hours per week including weekend tournaments. Days and hours may vary. Essential Duties & Responsibilities • Event set-up, including changeover and conversions • Hands-on preparation for all tournaments and individual events • Installation and removal of temp fencing, goals and other sports field equipment • Provide event -day quality control • Maintain overall park cleanliness, including dugouts, trash receptacles and restrooms; in prep for and during events/tournaments • Assist as needed in the maintenance of professional -quality artificial turf surfaces • Operation of Fields Maintenance equipment and tools safely and proficiently • Maintain accurate maintenance and housekeeping records • Perform daily housekeeping duties • Other projects as necessary Required Skills, Experience & Abilities • Operation of Fields Maintenance equipment and tools safely and proficiently • Ability to handle multiple tasks simultaneously in fast -paced environment. • Ability to work independently and as a team member • Able to effectively communicate with a diverse population, including strong verbal communication skills. • Willingness to worts long hours and weekends seasonally as the business requires • Must be able to climb ladders, carry; walk, sit, stoop, push, pull and move continuously during work hours • Ability to stand for long periods of time, including walking long distances throughout the park during assigned shift. • May be asked to routinely lift items of weight up to 75 lbs. to accomplish job duties. • Must be able to work well in a fast -paced environment in large, crowded areas of park • Customer service experience a plus • Forklift or other relevant certifications a plus • Routinely exposed to varied weather conditions including extreme weather conditions Job Location: SFP Position Type: Part-Time/Seasonal pg. 171 OA its g pRTS FORCE OPERATIONS MANUAL PARKS lip CUSTOMER RELATIONS MANAGEMENT (CRM) pg. 172 9 118 �pDRTS FORCE OPERATIONS M.Ppop S .— Sports Force Parks has high expectations regarding Customer Relations Management, during all phases of customer interaction. To that end all SFP team members as a part of their onboarding process are trained to our Quality Guest Services standards process Core Principles SPORTS. FAMILY. FUN. Guest Services Guest Service is a top priority and our goal is to align policies to create: • Optimal guest satisfaction for players, coaches and families • Easy for employees to deliver • Economically responsible • Differentiate ourselves in the sports park market Quality Standards Safety The safety of our staff, guests, players and coaches is our priority. This is non-negotiable Courtesy Acting above the expected guest experience, to go the extra inch in all areas and touchpoints for our guests and team members Experience Ensuring the overall experience is unforgettable, using prevention and recovery when needed for all service points Productivity To keep the flow of productivity going, what is the best solution with minimal effect on productivity Relationships Continuing to harbor and nurture our relationships with our partners and all who we come in contact with- in the facility Quality Standards Train to what are Touchpoints, Policies and Recovery of Quality Service. Including the use of tools in the work environment, an understanding of Internal Customer Service and an Employee Recognition Program. pg. 173 9 Ito LPR S FORCE' RKS > pg. 174 OPERATIONS MANUAL PURCHASING POLICIES I I R SpoRTS FoR�� OPERATIONS ..PARKS Best Value Policy All employees should institute a best value approach to all purchases. "Best value" means the selected purchase provides the greatest overall benefit in response to the requirement. In short, this approach offers the latitude to select products and services based on the overall value they provide to the project. Value should include short term and long-term considerations as well as the time and cost of the procurement itself. Purchase Order System All employees must fill out a purchase order for any purchase made at the park, regardless of size. Purchase order must be provided to park accounting in advance of purchase. The purchase order system allows the park to create and execute all orders, from purchase requisition through vendor payment and reimbursement. Staff Purchasing Limits & Requirements Coordinator Purchases Employees below management level must seek manager approval before making any purchase. Employees below management level will not have company credit cards, and any purchases made on personal cards will not be reimbursed without proper manager approval. A purchase order and approval form signed by manager must be completed with transaction. Manager Limits Managers may spend up to $500 on purchases. $500 is total value of purchase value. Purchases over $500 must be approved by General Manager. Managers must also get General Manager approval on any purchase that would go beyond their approved budgets. A purchase order and approval form signed by General Manager must be completed with transaction. General Manager Limits General Manager must get corporate approval for any purchase over $2,500. $2,500 is total value of purchase. Purchases over $2,500 must be approved by corporate offices. A purchase order and approval form signed by corporate manager must be completed with transaction. Unit Price Purchase Limits $0 - $500: Staff should use best judgement on purchases by applying the best value approach and adhering to the staff purchasing limits and requirements above. A purchase order must be completed for all purchases. $500 - $2,500: Staff shall acquire a minimum of two bids and then apply the best value approach and adhering to the staff purchasing limits and requirements above. A purchase order must be completed for all purchases. $3,000: Staff shall acquire a minimum of three bids and provide bids along with best value selection to the County Manager's office for approval. Purchase may not be made without written approval from County Manager's office. A purchase order must be completed for all purchases. pg. 175 9 Ito �pQRTS FoR� OPERATIONS w PARKS :�= Long Term Vendor Selection When selecting a vendor to procure multiple purchases or products, best value policy should be instituted. A minimum of two vendors should be contacted for such services where multiple products/purchases will be sourced through a single provider for an extended period of time (i.e. food supplier, beverage partner, sports equipment provider). Best value should take into consideration, but not be limited to the following: • Short term and long-term cost considerations • Product quality • Product variety • Sponsorship and other revenue sources pg. 176 0 Ito FS FORE ARKS 3868 City Gate Blvd N Naples FL 34117 239-350-5404 info��sfnanles.corn OPERATIONS MANUAL VENDOR [Name] [Company Name] [Street Address] [City, ST ZIP Code] [Phone] PO Number (100], .. DATE 1`6—p 13, 2020 SHIP TO [Name] [Company Name] [Street Address] [City, ST ZIP Code] [Phone] REQUESTING PARTY/CONTACT NAME BID # DEPARTMENT SHIPPING METHOD SHIPPING TERMS DELIVERY DATE PAYMENT TERMS DUE DATE CHARGE TO GL# ITEM # DESCRIPTION UNIT PRICE OTY DISCOUNT LINE TOTAL Note Any Purchase Order over $500 must be approved by General Manager Any Purchase Order over $2,500 must be approved by Corporate manager. Any Purchase Order with unit price over $3, 000 must be approved by County Manager's Office. Manager: Date: General Manager: Date: Date: Corporate Manager: Date: County Managers Office SUBTOTAL SHIPPING SALES TAX TOTAL Format subject to change based of PO Software and system pg. 177 Ito SppRT� FoRC • PERATIONS .PARKS. Sports Complex Business Hours M —F: 9:00-5:00 S & S: Event Based Flex Hours Sports Complex Hours Field Rental & Operating Hours M —F: 8:00AM-10:00PM Saturday: 8:00 AM — 10:00 PM Sunday: 12:00 PM — 6:00 PM Local Use Hours Whenever the park is open for field rentals, the park will be open for local use. The hours posted below are days in which the park will be open for local use regardless of whether fields are in use or not. Fields must be rented to participate in organized play. If all fields are rented during operating hours, the common areas of the facility are still open to local residents. All visitors must sign a waiver to use the facility. Open Local Use Hours* Wednesday: 3:00 — 8:00 Thursday: 3:00 — 8:00 During local use hours, the complex and fields will be open for local resident use, if not being used by a group who has reserved/rented the fields. Fields should not be used after dusk and field lighting will only be used for groups who have rented fields and paid light fees. Local Use Calendar Park will maintain a calendar that is accessible on website to provide field rental hours as well as hours that the facility will be open/accessible for local use. Organized Play Organized play will not be allowed without first renting a field. Organized play is defined as a group of 8 or more people that gather at a planned time to utilize a field without first renting the field. Organized play identification will be at the discretion of park staff. Stadium Hours The stadium will only be open during scheduled events/rentals. No open play or local use will be allowed in the stadium or on the stadium field. Great Lawn The Great Lawn will be open from dusk till dawn, seven days a week. This area is open to the public and may not necessarily be staffed during all of these hours. Fitness Area M —F: 6:00AM-8:00 PM Saturday: 6:00 AM — 8:00 PM Sunday: 12:00 PM — 6:00 PM Food Truck Pavilion The food truck pavilion will be open on rotating hours based on events and/or operational success. Hours will be posted and updated on the food truck pavilions website. pg. 179 c ,0� Ito SPORTS OPERATIONS _PFIRK5..�- Matching County Inventory rates The facility field rental rates will match the rental rates of North Collier Regional Park. The current rental fee schedule: Hourly Field Rental Rates For -Profit Rate: $25/Hr. Non -Profit Rate: $15/Hr. Lighting: $10/Hr. Field Set -Up Fee If renting group requests line painting, temporary fence, or other field set up specifics, a one-time, $50 field set up fee will be incurred. For intricate or intensive set up is required, SFP has the ability to negotiate additional fees. Tournament/Camp/Event Rates Tournament, camp, and event rates will be negotiated on a case by case basis. Great Lawn Rental Great Lawn rental rates will be negotiated on a case by case basis. Stadium & Stadium Field Rental Stadium and Stadium field rental rates will be negotiated on a case by case basis. (9 118 ?p6-7R-'7T-:'s-"-F0RCE! PRRNS OPERATIONS MANUAL EVENT PARTNERSHIPS Ocl?�o lie SPORTS FOROPERATIONS - PRRKS w. EVENT PARTNERSHIPS The park will host several events ranging from self -operated events to partners events and facility rentals. With each event, sports managers will negotiate and structure at minimum to following items with events/partners: • Dates & Term of Agreement • Facility Needs • Event Description • Facility Rental Structure (team, player, flat fee, etc.) • Gate/Parking Fee • Hotel Booking • Food & Beverage • Merchandise • Vendors • Sponsors • Player/Insurance Waivers EVENT APPROVAL PROCESS Sports Force Parks will negotiate all details with event/partner take place: 1. Partner/Event to sign term sheet 2. SFP to provide term sheet to County Manager's office 3. County Manager's office to sign term sheet 4. SFP to sign term sheet and provide to partner 5. SFP to send event/partner contract 6. Partner to sign contract 7. Calendar dates locked in pg. 183 Once agreed upon, the following process will 0 118 E--"pNODprl ,-dp,fl,�R' r-, ar, OPERATIONS MANUAL PARTNERSHIP AGREEMENTS G`r IIB SPQR SS FORCE • - - • • • -r-- PARKS "':30- PARADISE COAST SPORTS COMPLEX EVENT PARTNER AGREEMENT Event Name Organization (Partner} Partner Address City State Zip Partner Website Non -Profit Tax 10 No, Federal Tax ID No, Partner Contact Name Contact Email Contact Phone 'Even! Director Will be the first point of contact in the event of any issues during Me event (i e medical, safety, altercations etc.). It is expected that the Event Director is on site at all times during the event unless coordinated with SFPN it Event Director is not on -site at any time, an additional point of contact st)ould be provided to SFPN Event Director (if different than contact) Contact [mail Contact Phone Secondary On -Site Contact (if available) Contact Email Contact Phone pg. 185 ON kO 11B �CpQRTS Fo��E OPERATIONS EVENT DETAILS Id, M�, Event Name Term 1 Year t Years 3 Years Gates Anticipated Attendance Year 1 Yearn ......._ W Year 3 FACILITY USE DETAILS Paradise Coast Sports Complex Great lawn, food Pavilion, Other Stadium, Community Terrace - --mW111111 FO RCE '- So FOR S CE RKI - PRni�i Complex, holds 11ifildinp, Amenities Additional Holes OPERATIONS MANUAL F-1 FACILITY RENTAL FEE PaTodisis Cow Sports complas Fos RENTAUPARTNERSHIP STRUCTURE PAYMENT TERMS PIRRAOISE) CORST FaCility Fee Rental A facility c1eposlt of 20�b of tl-.,e total rental rees and charges assDclatecl Win Me event Must Cie pala to SFPN no later trian 30 days aver the execution or trils agreement Remalring up to 5oac of Me is clue no later tnan co clays prior to Me first pay of reservation Balance clue to SFPN wren recorcriltalon witnIr 14 clays pr line end or the event. Per Person Rental Fee it mis agreement includes a ramity rental tee, the terms are oulllneU above. Arnattepleeiguestcount settlemenIcount wllI De prwlcled fly Partner to SFPN wlinin t clays or event. Remalnifig balance Is clue witrin 1,1 lan or receiving tearntplayer seltlement, Percentages will oe pasecl on anilcluateci teamiplayer COUM. CneCKS ana Payment Information SFPN acc%ls the rolloovIng forms or payment: Cash CnecK or BanK Garc:(Grecllt Card (3.5lee or Dafll( cards and credit cards will apply, Please, initial to verity your compliance with the Payment Terms Policy pg. 187 Q)11 110 SPORT FORS OPERATIONS MANU• PARKS.�- GATE /PARKING I� No Fee Gate Fee partner Split Parking fen Partner Split MERCHANDISE SFPN otters a Tull range or custom mercnandlse options on site. r4lercnanalse can be sold out of multiple locallons and includes a cult assortment or cotning options ana customization. It Vent would IIKe to utilize tnese Wrrlces. SFPN would need the event logo ago days prior to event. Partner soils event merchandise SFPN Split SFPN sells event merchandise Partner Split FOOD & BEVERAGE SFPN will nanale all Tooa ana beverage sales on Slgni. SFPN vas a number of Tooa aria beverage outlets on -site, Inclu'ding a large marXet, toad trucK(s), multiple mobile units and the Great Lawn food IT= pavilion. Oulslde Toaa and beverage is not permitted In toe iacillty wlln the lollowing exceptions: water and sports orinxs, baby tormulalTooa, roocWrinK required Tor medical purposes, coolers swim only Ice or Items Ilstea above. IT trlis event requires catering, Partner and SFPN will inl out a separate catering agreement. HOTELS Elves the event require hotel rooms? [] Yes � No Housing Service Provider ❑ 0Awnod hedging Grape giber Partner Room Rebate SFPN Room Rebate Anticipated Room Nights [Jar/Elate Room Needs Comp Room Requests 118 SPORTS FORE OPERATIONS I�pARA101 COAST •t.tttt�,t�� a°° t1 ttiiSY i°r't Participants Waiver Policy All participants in the event must fill out a SFPN waiver. SFPN waiver will be provided to partner from SFPN. Partner is responsible for providing proof that the SFPN waiver has been signed by every participant. Partner will provide a full database of all digitally signed waivers. Please, initial to verify your compliance with the Participant Policy Insurance Policy & Requirements Please provide the appropriate Certificate of Insurance per the guidelines below. Documentation of coverage must be supplied to SFPN sixty (60) business days prior to event. Reservation will not be honored without appropriate insurance on file. Please refer to the below for additional insurance and coverage requirements. Partner Agrees to provide certificate(s) of insurance sixty (60) business days prior to event starting with the below included as additional insured for the entirety of the event including the following language: Sports Force Parks Naples, LLC 3868 City Gate Blvd. N Naples, FL 34117 Sports Fields, Inc. 3760 Sixes Rd. Suite 126-331 Canton, GA 30114 Collier County Board of County Commissioners 3299 East Tamiami Trail Suite 303 Naples, FL.34112-5746 General liability requirements as follows: Provide SFPN with proof of a comprehensive General Liability Policy. Limits: $1,000,000.00 Bodily Injury and property damage. $1,000,000.00 Auto, bodily injury, property damage, workers comp, employer's liability (minimum $100,000) 17 Please, initial to verify your compliance with the Insurance Policy & Requirements Indemnification To the maximum extent permitted by Florida law, the Partner shall indemnify and hold harmless Collier County, Florida, a political subdivision of the State of Florida, Sports Force Parks Naples, LLC and Sports Fields Inc., their officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Partner or anyone employed or utilized by the Partner in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County, Sports Force Parks Naples or Sports Fields, Inc.. The foregoing indemnification shall not constitute a waiver of Collier County's sovereign immunity beyond the limits set forth in section 768.28, Florida Statutes. Please, initial to verify your compliance with the Indemnification Policy 110 LRC PIRR-R-9- sp 01i _1.1R 9 16P 0 1 ��w Inclement Weather Policy Inclement weather and/or complex conditions will be assessed by SFPN and the Collier County Parks & Recreation Event in accordance with the protocol approved by Collier County Risk Management. Please, In ItIal to verify your compliance with the Particl pant Policy Cancellation Policy Please note, it the event Is canceled by partner after the payment of depostt, 1i e deposit is non-refundable. U Me event is not able to be hosted due to Acts of God (i.e. hurricane), the full deposit will be refunded by SFPN In regard to mclement weather, it the event begins on any day, rental fees and event expenses are to be paid in full for said day. V the rented areas are deemed unusable by SFPN and/or weather does not allow for the event to begin, rental fees and expenses associated with the date of cancellation will be waived Please, Initial to verify your compliance with the Participant Policy COVID - 19 Event Cancellation At the time of this agreement, Federal and State Governments have temporarily halted the operations of events at sports complexes in Collier County due to the spread of the CoronaArus. In the event that the local, slate or federal government shutdown is still in effect 60 days out from the event dates set in this agreement; partner will have the ability to opt out of this agreement. Any deposits or funds paid to SFPN will be reimbursed within So days of notification of opt out, Please, Initial to verity your compilanGe with the COVID - 19 Event Cancellation Policy Vendors & Sponsors All third -party vendors must register and be approved by SFPN in order to be located on site. A vendor fee of S250 will be added to the rental fee for the facility for each vendor. SFPN will provide power to identified vendor areas and provide power to these locations. SFPN will cover power and utility costs to these locations.. If the event has national sponsors, these sponsors must be approved by SFPN. Local sponsors in the Collier County region are vital to the success and longevity of the facility. Many local businesses have prov)ded support to the park through advertising partnerships. Because of this, SFPN will not allow local sponsors at events vOMW also being involved at the park level. Partner must fill out attached sporsor ana venolor form 30 days prior to their event. Please, Initial toverity your compliance with Vendor & Sponsor Policy pg. 190 11B SPORTS FORCE R'!2j---j CODE OF CONDUCT OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX CODE OF CONDUCT & FACILITY GUIDELINES - All guests are expected to be respectful Of each other, as well as cthef participants and staff of Paradise Coast Sports Complex, sponsors and partners - Poor behavior trom, event parIcipan's, ancVcr cther,.-isttors will not be tolerated - Sports Force Parks has the right to remove vis-,tors at anytime, if they are deemed to be in violation of this code FACILITY GUIDELINES - No 7respassirg • No Outside Food or Drinks Permitted With Exception of • Water and sports drinks • Baby lotmulallood • Food1drink required for medical purposes • Coolers with only ice or items listed above - Sports Force Parks prohibits gum and sunflower seeds from being brought onto fields or complex - No Pets Permitted , Except For Service Animals - Skateboards, Scooters, Roller Skates and Rollerblades Prohibited - Authorized Vehicles Only - Watch Out For Flying Objects - Smoking, Chewing Tobacco, E-Cigarettes or Vaping Permfitted in Designated Area Only • It is Illegal to carry a firearm, deadly weapon or dangerous ordinance anywhere on these premises. Unless othermse authorized by law, .no person shall knomngly possess, have Linder the person's control, convey, or attempt to convey a deadly weapon or dangerous orclinance onto these premises. Please, Inlilal to verify yotir compliance with Code of Conduct & Factilly Guidelines pg. 191 Ito R9p6vTs 0 a 0 A 0 A A ' -<TR s �p R I j SIGNATURE PAGE PARADISE COAST SPORTS COMPLEX FOR PARADISE COAST SPORTS COMPLEX PARTNER By Name,. Title Date: COLLIER COUNTY By: Name. Title: D ?,, e i REQUIRED ADDENDUM (CHECK ALL REQUIRED) ADDENDUM A: MEDICAL FIRST -AID ADDENDUM B: SECURITY PLAN ADDENDUM C: PARKING / TRAFFIC CONTROL pg. 192 Ito OPERATIONS MANUAL EVENT VENDOR & SPONSOR APPROVAL FORM VENDORS SPONSORS Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by bmie Approved by Name Approved by Name Approved by Name Approved by Nam Approved by Name Approved by Name Approved by Name Approved by Name Approved by Rome Approved by Nam Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by VENDOR FEE PAYABLE TO SFPN Vendor fees must be paid to SFPN no later than the first day of the event H ,-en(%or fees are not piiid by tnis Rime, vensJors will not be allowed to set up at the facility pg. 193 I SpDRSFnRCE -,PRRRP 0 Event Name OPERATIONS MANUAL ADDENDUM B: SECURITY / POLICE / FIRE PLAN Security / Police Event Plan / Fire Marshal Partner Approval pg. 195 SFPN APPROVAL 11B LPHSPIP111k°sRCE Event Name OPERATIONS MANUAL ADDENDUM C: PARKING 1 TRAFFIC CONTROL Parking f Traffic Conlrof Event Plan Partner Approval SFPN APPROVAL 118 SPORTS PRRRS OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX & NORTH COLLIER REGIONAL PARK SPORTS EVENT PARTNER AGREEMENT Event Name: Organization (Partner): Partner Address City: State: Zip: Partner Website Non -Profit Tax ID No.: Federal Tax ID No.: Partner Contact Name: Contact Email Contact Phone "Event Director will be the first point of contact in the event of any issues during the event (i.e. medical, safety, altercations etc.). It is expected that the Event Director is on site at all times during the event unless coordinated with SFPN If Event Director is not on -site at any time, an additional point of contact should be provided to SFPN. Event Director (if different than contact) Contact Email Contact Phone Secondary On -Site Contact (f availahle) Contact Email Contact Phone pg. 197 GAO Ito PARKS:=>OPERATIONS MANUAL EVENT DETAILS Event Name: Term: F 1 Year F72 Years F 3 Years Dates Anticipated Teams Anticipated Players Year 1:—� Year 2: Year 3:—� 7 Paradise Coast Sports Complex Fields Buildings & Amenities Stadium, Great Lawn & Additional FACILITY DETAILS ❑ North Collier Regional Sports Park Fields Buildings & Amenities Additional pg. 198 O G�' lie C�ppRTS FORSOPERATIONS RENTAUPARTNERSHIP STRUCTURE PARADIgE; COAST� �� ■ FACILITY RENTAL FEE 'm@��xrx oorr�w. Paradise Coast Sports Complex Fee North Collier Regional Park Fee ❑ PER TEAM FEE Team Range Per Team Fee: Team Range Per Team Fee: Team Range Per Team Fee: Team Range Per Team Fee: Team Range Per Team Fee: ❑ PER PLAYER FEE Player Range Per Player Fee: Player Range Per Player Fee: Player Range Per Player Fee: Player Range Per Player Fee: Player Range Per Player Fee: PAYMENT TERMS Facility Fee Rental A facility deposit of 50% of the total rental fees and charges associated with the event must be paid to SFPN no later than 120 business days prior to the first day of reservation. Remaining 50% is due no later than 60 days prior to the first day of reservation. Player/Team Rental Fee If this agreement includes a facility rental fee, a deposit of 50% of the total rental fees and charges associated with the event must be paid to SFPN no later than 120 business days prior to the first day of reservation. A 25% payment of the total rental fees and charges associated with the event must be paid to SFPN no later than 60 business days prior to the first day of reservation. A team/player settlement count will be provided by Partner to SFPN within 5 days of event. Remaining balance is due within 10 days of receiving team/player settlement. Percentages will be based on anticipated team/player count. Checks and Payment Information SFPN accepts the following forms of payment: Cash, Check or Bank Card/Credit Card (3.5% fee on bank cards and credit cards will apply. Please, initial to verify your compliance with the Payment Terms Policy 0 I I B rpoRTS FoiR�� OPERATIONS GATE / PARKING Go No Fee Gate Fee Partner Split-� Parking Fee Partner Split MERCHANDISE SFPN offers a full range of custom merchandise options on site. Merchandise can be sold out of multiple locations and includes a full assortment of clothing options and customization. If event would like to utilize these services, SFPN would need the event logo 60 days prior to event. Partner sells event merchandise SFPN Split: SFPN sells event merchandise Partner Split: FOOD & BEVERAGE SFPN will handle all food and beverage sales on sight. SFPN has a number of food and beverage outlets on -site, including a large market, two food trucks, multiple mobile units and the Great Lawn food truck pavilion. Outside food and beverage is not permitted in the park with the following exceptions: water and sports drinks, baby formula/food, food/drink required for medical purposes, coolers with only ice or items listed above. If this event requires catering, Partner and SFPN will fill out a separate catering agreement Is this event a stay to play event Yes No Housing Service Provider: ❑ Oakwood Lodging Group Other Partner Room Rebate: I SFP Room Rebate: Anticipated Room Nights Day/Date Room Needs Comp Room Requests r pg. 200 00-0 110 SPORTS FORCE OPERATIONS �n � ppRAnigE' CORSr Participants Waiver Policy All participants in the event must fill out a SFPN waiver SFPN waiver will be provided to partner from SFPN. Partner is responsible for providing proof that the SFPN waiver has been signed by every participant. Partner will provide a full database of all digitally signed waivers. IIPlease, initial to verify your compliance with the Participant Policy Insurance Policy & Requirements Please provide the appropriate Certificate of Insurance per the guidelines below. Documentation of coverage must be supplied to SFPN sixty (60) business days prior to event. Reservation will not be honored without appropriate insurance on file. Please refer to the below for additional insurance and coverage requirements. Partner Agrees to provide certificate(s) of insurance sixty (60) business days prior to event starting with the below included as additional insured for the entirety of the event including the following language: Sports Force Parks Naples, LLC 3868 City Gate Blvd. N Naples, FL 34117 Sports Fields, Inc. 3760 Sixes Rd. Suite 126-331 Canton, GA 30114 Collier County Board of County Commissioners 3299 East Tamiami Trail Suite 303 Naples, FL. 34112-5746 General liability requirements as follows: Provide SFPN with proof of a comprehensive General Liability Policy. Limits $1,000,000.00 Bodily Injury and property damage. $1,000,000.00 Auto, bodily injury, property damage, workers comp, employer's liability (minimum $100,000) IPlease, initial to verify your compliance with the Insurance Policy & Requirements Indemnification To the maximum extent permitted by Florida law, the Partner shall indemnify and hold harmless Collier County, Florida, a political subdivision of the State of Florida, Sports Force Parks Naples, LLC and Sports Fields Inc , their officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Partner or anyone employed or utilized by the Partner in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County, Sports Force Parks Naples or Sports Fields, Inc.. The foregoing indemnification shall not constitute a waiver of Collier County's sovereign immunity beyond the limits set forth in section 768.28, Florida Statutes, IPlease, initial to verify your compliance with the Indemnification Policy pg. 201 0 110 SPOO-S'FOORCE OPERATIONS . PARKS _.w t� Inclement Weather Policy Inclement weather and/or field conditions will be assessed by SFPN and the Collier County Parks & Recreation Event in accordance with the protocol approved by Collier County Risk Management. Please, initial to verify your compliance with the Participant Policy Cancellation Policy Please note, if the event is canceled by partner after the payment of deposit, the deposit is non-refundable. If the event is not able to be hosted due to Acts of God (i.e. hurricane), the full deposit will be refunded by SFPN. In regard to inclement weather, if competition begins on any day, rental fees and event expenses are to be paid in full for said day. If the rented areas are deemed unplayable by SFPN and/or weather does not allow for the event to begin, rental fees and expenses associated with the date of cancellation will be waived. Please, initial to verify your compliance with the Participant Policy COVID - 19 Event Cancellation At the time of this agreement, Federal and State Governments have temporarily halted the operations of events at sports complexes in Collier County due to the spread of the Coronavirus. In the event that the local, state or federal government shutdown is still in effect 60 days out from the event dates set in this agreement; partner will have the ability to opt out of this agreement. Any deposits or funds paid to SFPN will be reimbursed within 60 days of notification of opt out. Please, initial to verify your compliance with the COVID - 19 Event Cancellation Policy Vendors & Sponsors All third -party vendors must register and be approved by SFPN in order to be located on site. A vendor fee of $250 will be added to the rental fee for the facility for each vendor. SFPN will provide power to identified vendor areas and provide power to these locations. SFPN will cover power and utility costs to these locations. If the event has national sponsors, these sponsors must be approved by SFPN. Local sponsors in the Collier County region are vital to the success and longevity of the facility. Many local businesses have provided support to the park through advertising partnerships. Because of this, SFPN will not allow local sponsors at events without also being involved at the park level. Partner must fill out attached sponsor and vendor form 30 days prior to their event. IPlease, initial to verify your compliance with Vendor & Sponsor Policy pg. 202 118 LFORCE R S --� OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX CODE OF CONDUCT & FACILITY GUIDELINES CODE OF CONDUCT • All guests are expected to be respectful of each other, as well as the umpires/referees and tournament officials at Sports Force Parks tournaments. • Unsportsmanlike and poor behavior from players, coaches, parents and/or other visitors will not be tolerated. Sports Force Parks has the right to remove visitors at anytime, if they are deemed to be in violation of this code. FACILITY GUIDELINES • No Trespassing No Outside Food or Drinks Permitted With Exception For: • Water and sports drinks • Baby formula/food Food/drink required for medical purposes Coolers with only ice or items listed above Sports Force Parks prohibits gum and sunflower seeds from being brought onto fields. • Players may wear molded cleats, but metal cleats are NOT allowed on the turf fields • No Pets Permitted - Except For Service Animals Skateboards, Scooters, Roller Skates and Rollerblades Prohibited Authorized Vehicles Only Watch Out For Flying Objects Smoking, Chewing Tobacco, E-Cigarettes or Vaping Permitted in Designated Area Only It is illegal to carry a firearm, deadly weapon or dangerous ordinance anywhere on these premises. Unless otherwise authorized by law, no person shall knowingly possess, have under the person's control, convey, or attempt to convey a deadly weapon or dangerous ordinance onto these premises. IPlease, initial to verify your compliance with Code of Conduct & Facility Guidelines pg. 203 CA0 Ito OPERATIONS MANUAL i SIGNATURE PAGE PARADISE COAST SPORTS COMPLEX FOR PARADISE COAST SPORTS COMPLEX PARTNER By By Name: — Name Title: Title Date: Date: COLLIER COUNTY By: Name. Title: Date: REQUIRED ADDENDUM (CHECK ALL REQUIRED) El ADDENDUM A: MEDICAL / FIRST -AID ADDENDUM B: SECURITY PLAN ADDENDUM C: PARKING / TRAFFIC CONTROL CAO pg. 204 ..ummrunmuwu.�ams„wnmsn c+*miww mnimmmmrumumm��mmwaun�mnnmrnmmmnmaimmimmniiui ximwumw.cwI.mwro��mmm�amu»*mra�i��de��ww�nn�awmmmurec�an�nuwwiamaix �mmeamwm�mw��wmxinawmun�maun�tt�ww� 110 LDrsFoRCENRRS OPERATIONS MANUAL VENDORS TOURNAMENT VENDOR & SPONSOR APPROVAL FORM Name Approved hy: Name Approved by: Name Approved by: 0 Name Approved hy: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: Name Approved by: 0 Name Approved by: Name Approved by: Name Approved by: 0 VENDOR FEE PAYABLE TO SFPN 0 SPONSORS Name Approved hy: Name _ _ Approved by: Name Approved by: Name Approved by: 0 Name Approved by: Name Approved by: 0 Name Approved by: 0 Name Approved by: Name Approved by: Name Approved hy: C� Name Approved hy: 0 Name Approved by: 0 Vendor fees must be paid to SFPN no later than the first day of the event. If vendor fees are not paid by this time, vendors will not be allowed to set up at the facility. pg. 205 G 110 E FOD�E RKS Event Name: Medical 1 First -Aid Event Plan IPartner Approval ADDE A: MEDICAL / FIRST -AID SFPN APPROVAL pg. 206 9 110 �C�QRTS FQR�E OPERATIONS �- Event Name: Security/Police Event Plan IPartner Approval pg. 207 ADDENDUM B: SECURITY PLAN SFPN APPROVAL QpRABus c�a5! Ito S---PwC,---OOT S FOREPR Rr � ADDENDUM C: PARKING / TRAFFIC CONTROL Event Name: Parking/Traffic Control Event Plan IPartner Approval •• I: SFPN APPROVAL I I B SPORTSFORCE <.PARKS pg. 209 OPERATIONS MANUAL SPONSORSHIP I I R cppRTS F�R�OPERATIONS PRRKS rE FACILITY SPONSORS Sponsorship is a major revenue source for the sports complex. Sponsorship sales will be led up by park General Manager. SFP will be responsible for negotiating all details of sponsorship agreements. CONFLICTS SFP staff should use best judgement and efforts to avoid: • Sponsors that create conflict of interests with existing County of SFP relationships • Sponsors that create potential conflicts with large portions of potential customers (i.e. politics) • Sponsors that conflict with park and youth sports values (i.e. gun advertising, tobacco, etc.) • Small level sponsorships that could limit ability to sell larger exclusivity sponsorships SPONSORSHIP APPROVAL PROCESS Sports Force Parks will negotiate all details with event/partner. Once agreed upon, the following process will take place: 1. Sponsor to sign agreement 2. SFP to provide agreement to County Manager's office 3. The County reviews and signs the agreement if acceptable as authorized by the Collier County Procurement Ordinance as amended. 4. SFP to sign agreement 5. SFP to initiate fulfillment pg. 210 I I B �pORTS FOR�� OPERATIONS .PARKS PARADISE COAST SPORTS COMPLEX PARTNERSHIP AGREEMENT THIS PARTNERSHIP AGREEMENT is entered into as of between Sports Force Parks Naples, LLC and . The partnership terms are detailed below. Agreement shall become binding once the signature page is signed and dated by Sports Force Parks — Sandusky, LLC and TERM The term of the agreement shall be years from Effective Date through PARTNERSHIP ELEMENTS Two (2) outfield banners One (1) framed sign on -site Access to include promotional item in player bag Partner will provide... Annual partnership payment Initial signage production costs Fliers/giveaways for player bag distribution Sports Force Parks will .... Delivery of all items contained in this partnership agreement Replacement of signage as needed per quality (partner responsible for costs if they request change in artwork) Annual Partnership Fee Term of agreement is years Partner fee of $ per year Invoice Schedule: 1 st Invoice will be provided immediately upon execution of this agreement 2nd Invoice: 3rd Invoice: Payable within 30 days of invoice: Payment Options: SFP accepts the following forms of payment: Cash, Check, or Bank Card. (3.5% bank card fee) pg. 211 Ito W PORTS RTSFORC OPERATIONS ::.PARKS :. ;QaRantg�; PARADISE COAST SPORTS COMPLEX SIGNATURE PAGE PARTNER Signature Print Name SPORTS FORCE PARKS Signature Print Name COLLIER COUNTY Signature Print Name Date Title Date Title Date Title 9 110 PPR S FORCE'' RI(S �- pg. 213 OPERATIONS MANUAL STAFF - YEAR 1 fie PORTSFORCE PRRH5 OPERATIONS FULL TIME STAFF Requirements Maintain staff which shall be comprised of: Year 1 Full Time Staff General Manger $85,000 Assistant General Manager $65,000 Sports Manager #1 $65,000 Sports Manager #2 $52,000 Hospitality Manager $65,000 Local Use Coordinator #1 $45,000 Park Superintendent $65,000 Maintenance Manager $50,000 Progress and detail of this deliverable will be evidenced by providing the County with a monthly payment record, including a direct deposit transaction detail report for each employee receiving payment during the period. pg. 214 9 i gp0�'rs FORCE PNRKS> pg. 215 OPERATIONS MANUAL SPORTS. FAMILY. FUN. 9 PIIRRIIISE t c a IF11 S T sp � NRrS C 0 M Q V�'V� L0R/ Operating Agreement Presentation Board of County Commissioners May 26, 2020 Col yey Cowity NAPLES • MARCO ISLAND EVERGLADES FLORIDA'S PARADISE COAST SPORTS PflRKS RC� Leveraged marketing (larger) investment in sports development and • More accountability in post -event reporting • Transparency and understanding in return on investment • Accuracy in room nights generated/economic impact • Better capture of event revenue • Increased understanding of marketing demographics Aim 4 • TDC and General Fund investment in development/construction of an Amateur Sports Complex • Plan has evolved over time — moved from municipal -type to professionally developed sports and special events complex • Sports Fields, Inc. retained as a design consultant in 2018 • Operating in limited start-up mode, full operation in June a • Funding Sources for Sports Complex Operations • General Fund (FY20): $ 2,984,200 • TDC Promotional (FY20): $ 466,300 • Total Recurring Budget (FY20): $ 31450,500 • Operating Budget Spending • SFI Operations -- $2 million • County Operations/Other Costs ~ $1 million - $1.4 million per year • 5 County FTE at park • Contractual services, Utilities, • Operation with internal staff • Professional firm fixed fee • Professional firm fixed fee + % of certain revenue • Program -driven compensation — fully incentivized I•Transparency • Separation of programmatic and fixed costs • Compensation model based on program revenue • Fixed fee at first —rapidly phased out • Control points on levels of income earned/lost • Incentivizes Contractor to drive programming and keep costs down • Split of business income with County — offsets fixed costs PFIRRIIISE, COAST SlOORI-S cooyl-�,* Structure Advantages A" • TDT revenues at year end forecast at $20M on a budget of $28M or a 30% decrease over budget • General Fund (001) & (111) expected to be reduced • Sports Complex funded by combination of General Fund & TDT — sports complex fund includes SFI • Worked with vendor to reduce budget by 20% for remainder of FY20 and 18% for FY21 FY 20 Mid -Year Full FY 20-21 Full FY 21-22 Full FY 22-23 Full FY 23-24 Full FY 24-25 Income Event Income Tournament Fees $ 30,700.00 $ 300,000.00 $ 575,625.00 $ 719,531.25 $ 791,484.38 $ 870,632.81 Event Retail $ 4,240.00 $ 32,312.00 $ 60,585.00 $ 75,731.25 $ 83,304.38 $ 91,634.81 Event F&B $ 35,000.00 $ 295,695.00 $ 492,825.00 $ 616,031.25 $ 677,634.38 $ 745,397.81 Event Hotel $ 0 $ 120,000.00 $ 135,450.00 $ 225,750.00 $ 316,050.00 $ 361,200.00 Event Gate $ 0 $ 64,456.00 $ 120,855.00 $ 151,068.75 $ 166,175.63 $ 182,793.19 Total Tournament Income $ 69,940.00 $ 812,463.00 $ 1,385,340.00 $ 1,788,112.50 $ 2,034,648.75 $ 2,251,658.63 Great Lawn/Local Use Event Fees $ 750.00 $ 15,550.00 $ 18,660.00 $ 22,392.00 $ 24,631.20 $ 27,094.32 Rental Revenue $ 11,500.00 $ 39,780.00 $ 47,736.00 $ 57,283.20 $ 63,011.52 $ 69,312.67 Food & Beverage $ 30,000.00 $ 200,000.00 $ 39,738.00 $ 47,685.60 $ 52,454.16 $ 57,699.58 Total Local Income $ 42,250.00 $ 255,330.00 $ 106,134.00 $ 127,360.80 $ 140,096.88 $ 154,106.57 Other Income Sponsorship $ 30,000.00 $ 120,900.00 $ 200,000.00 $ 250,000.00 $ 300,000.00 $ 330,000.00 Discounts $ (867.18) $ (2,540.42) $ (4,264.29) $ (5,117.15) $ (5,628.86) $ (6,191.75) Refunds $ (2,677.50) $ (10,800.00) $ (14,958.00) $ (17,949.60) $ (19,744.56) $ (21,719.02) Total Income $ 138,645.32 $ 1,174,452.58 $ 1,672,251.71 $ 2,142,406.55 $ 2,449,372.21 $ 2,707,854.43 Cost of Goods Sold Game Support $ 32,400.00 $ 120,900.00 $ 226,800.00 $ 283,500.00 $ 311,850.00 $ 343,035.00 Retail Costs $ 2,035.20 $ 15,509.76 $ 29,080.80 $ 36,351.00 $ 39,986.10 $ 43,984.71 Food Cost $ 26,000.00 $ 198,278.00 $ 213,025.20 $ 265,486.74 $ 292,035.41 $ 321,238.96 Hotel Costs $ 0 $ 12,000.00 $ 13,545.00 $ 22,575.00 $ 31,605.00 $ 34,765.50 Partner Split $ 15,720.00 $ 54,060.00 $ 64,872.00 $ 77,846.40 $ 85,631.04 $ 94,194.14 Marketing, Sales, Accounting, HR $ 120,000.00 $ 240,000.00 $ 247,200.00 $ 254,616.00 $ 262,254.48 $ 288,479.93 Part -Time Staff $ 90,000.00 $ 370,668.70 $ 360,597.38 $ 396,657.11 $ 436,322.82 $ 479,955.11 Taxes $ 18,000.00 $ 74,133.74 $ 72,119.48 $ 79,331.42 $ 87,264.56 $ 95,991.02 Sponsorship COGS $ 6,000.00 $ 12,000.00 $ 21,600.00 $ 25,920.00 $ 28,512.00 $ 31,363.20 Event COGS $ 225.00 $ 4,665.00 $ 5,598.00 $ 6,717.60 $ 7,389.36 $ 8,128.30 Total COGS $ 310,380.20 $ 1,102,215.20 $ 1,254,437.85 $ 1,449,001.28 $ 1,582,850.78 $ 1,741,135.86 Business Income $ (171,734.88) $ 72,237.38 $ 417.813.86 $ 693,405.28 $ 866,521.42 $ 966.718.57 FY 20 Mid -Year Full FY 20-21 Full FY 21-22 Full FY 22-23 Full FY 23-24 Full FY 24-25 Total Advertising and Marketing $ 60,000.00 $ 165,000.00 $ 198,000.00 $ 200,000.00 $ 200,000.00 $ 200,000.00 Total All Other Expenses $ 58,232.27 $ 206,915.00 $ 289,235.49 $ 303,697.26 $ 318,882.13 $ 350,770.34 Insurance $ 33,000.00 $ 150,000.00 $ 165,000.00 $ 165,000.00 $ 165,000.00 $ 165,000.00 Total Maintenance $ 193,400.00 $ 503,163.57 $ 626,596.15 $ 697,992.98 $ 780,683.35 $ 841,064.51 Total Payroll $ 147,041.34 $ 503,163.57 $ 826,147.95 $ 867,455.35 $ 910,828.11 $ 1,001,910.92 Total Travel $ 65,000.00 $ 35,280.00 $ 38,808.00 $ 42,688.80 $ 46,957.68 $ 51,653.45 Total Expenses $ 556,673.61 $ 1,500,083.57 $ 2,143,787.59 $ 2,276,834.39 $ 2,422,351.27 $ 2,610,399.22 Net Income $ (728,408.49) $ (1,427,846.19) $ (1,759,066.80) $ (1,583,429.11) $ (1,555,829.85) $ (1,643,680.65) Business Income Split (50/50) $ $ 36,118.69 $ 208,906.93 $ 346,702.64 $ 433,260.71 $ 483,359.28 Management Fee $ 92,400.00 $ 350,000.00 $ (245,000.00) $ (153,297.36) $ (66,739.26) $ (16,640.72) Total Cost (SH Operations) $ 820,808.49 $ 1,813,964.88 $ (2,176,880.66) $ (2,083,429.11) $ (2,055,884.85) $ (2,143,705.66) *Net income = Business Income — Facility Fixed Costs pRR- � S�E, coASr ' Fixed Management Fee sa°Rrs COMYI-�, rontract Year Management Fee FY 21 � � 111TO FY 22 ��z1 - S 171,50C � S 120s05C FY 25 �j mel ] Ul FY 26 ]WIFf Reduction YbY I. I _ of • $500,000 cap in any individual year w/ management fee FY 21 Income COGS BI SFI BI Split Mgmt Fee SFI Compensation County BI Split 75% $ 885,375.75 $ 712,727.48 $ 172,648.27 $ 86,324.14 $ 350,000.00 $ 436,324.14 $ 86,324.14 90% $ 1,062,450.90 $ 855,272.97 $ 207,177.93 $ 103,588.96 $ 350,000.00 $ 453,588.96 $ 103,588.96 SH(pro forma) $ 1,180,501.00 $ 950,543.00 $ 229,958.00 $ 114,979.00 $ 350,000.00 $ 464,979.00 $ 114,979.00 110% $ 1,298,551.10 $ 1,045,333.64 $ 253,217.46 $ 126,608.73 $ 350,000.00 $ 476,608.73 $ 126,608.73 125% $ 1,475,626.25 $ 1,187,879.13 $ 287,747.12 $ 143,873.56 $ 350,000.00 $ 493,873.56 $ 143,873.56 150% $ 1,770,751.50 $ 1,425,454.96 $ 345,296.54 $ 172,648.27 $ 327,351.73 $ 500,000.00 $ 172,648.27 2000/, $ 2,361,002.00 $ 1,900,606.61 $ 460,395.39 $ 230,197.70 $ 269,802.30 $ 500,000.00 $ 230,197.70 FY 22 75% $ 1,254,189.00 $ 940,641.75 $ 313,547.25 $ 156,773.63 $ 245,000.00 $ 401,773.63 $ 156,773.63 90% $ 1,505,026.80 $ 1,128,770.10 $ 376,256.70 $ 188,128.35 $ 245,000.00 $ 433,128.35 $ 188,128.35 SFI (pro forma) $ 1,672,252.00 $ 1,254,438.00 $ 417,814.00 $ 208,907.00 $ 245,000.00 $ 453,907.00 $ 208,907.00 110% $ 1,839,477.20 $ 1,379,607.90 $ 459,869.30 $ 229,934.65 $ 245,000.00 $ 474,934.65 $ 229,934.65 125% $ 2,090,315.00 $ 1,567,736.25 $ 522,578.75 $ 261,289.38 $ 238,710.62 $ 500,000.00 $ 261,289.38 150% $ 2,508,378.00 $ 1,881,283.50 $ 627,094.50 $ 313,547.25 $ 186,452.75 $ 500,000.00 $ 313,547.25 2000/, $ 3,344,504.00 $ 2,508,378.00 $ 836,126.00 $ 418,063.00 $ 81,937.00 $ 500,000.00 $ 418,063.00 • Business Income exceeds $1.5 million • Less than 70% of planned budget 9 Capital Reserve set aside off complex revenue • Every dollar in and out of this complex is visible and auditable by the County • SFI working on room booking platform for integration into the complex revenues — accurate reporting of room nights • County staff onsite to ensure deliverables being met • Staff introductions A • Capture shares of revenue not available with external promotors • Portion of programmatic business income covers facilities fixed costs • Income capped at certain levels to phase out guaranteed fee and base operator income on programming • Renegotiable at certain levels of income —high/low • Home grown events will limit need to spend TDT on outside promotors pRR sE; Co AST Marketing � RTS COMP Advertising • Softball & Youth Baseball • Continuality/Connectivity • Spring Training Updated Field Counts • 16 + 5 Soccer • 16 Lacrosse/Field Hockey • 10 Football • 11 Youth Baseball/Softball • 6 HS/College Baseball a J 41 Iota. ago JIL 21 . .... v ri 1p; MOE 7. .1p lip pi #IMF ze� 19 * tw �34 I 77- V I I TAr� W: 'r ; 10 V .ell Lf- dw " 'R RIS AdK P GORE . SAORrs COMW'* / r United Soccer League ► PINA®ISI COAST SPORTS C4IRM v F 7l�IITM 00— AZZURRI STORM r/� I 11111m 1 League One JUN' HQGMLM \A 4 k3 pRRISE; COAST �°RTS cosnp4�/ ZT.:- W., E NIR Sports Facility Revenue Streams ieg-Istrat-ion FeE Parking/Gate IFE Food & Beverag Merchandise �nonsorshin L • Control customer experience & hotel experience • Standardizes hotel structure • Protects hotels long term • Standardizes reporting structure • More accountability in post -event reporting • Transparency and understanding in return on investment • Accuracy in room nights generated/economic impact • Provides dashboard to TDC • Keeps revenue for partners when needed • Keeps revenues in the park and community PRRISE; COAST .sp°RTs comyl-�i-%' t' fl'■■'i� r RE pa M The Sports Force Parks team is implementing the measures as outlined by the national, state and local authorities that will provide a safe environment for all athletes, coaches and families when the park is able to re -open. Sports Force Parks has high standards of cleanliness, which assists with illness prevention. We employ rigorous sanitation standards and robust cleaning procedures including: • Extensive and ongoing training for associates on maintaining a safe and hygienic workplace and environment for our guests • Specified intervals for frequent cleaning and disinfection of targeted areas throughout the park • Quick response to spills, trash and other situations • Frequent sanitation procedures for playing fields, spectator and player areas, amenities and playgrounds • Frequent sanitation procedures for restrooms, benches and trash cans and other guest touchpoints • Achieving these action points • Leadership training • Inspect through continued observation of expected team member actions • Enforce these processes and policies • Ensuring that these are executed to a level of 100% completeness 100% of the time. • Communication to our guests • Email • Social media • In -park signage SPORTS FORCE PRRKS"