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Agenda 11/09/2021 Item #11A (Awarding ITN #21-7898 to Sports Facilities Management, LLC)11/09/2021 EXECUTIVE SUMMARY Recommendation to approve the award of Invitation to Negotiation ("ITN") # 21-7898, "Collier County Sports Complex Management," to Sports Facilities Management LLC, and authorize the Chair to sign the attached agreement. OBJECTIVE: To obtain the services of a contractor for the management, operation, advertising services, and marketing of the Paradise Coast Sports Complex. CONSIDERATIONS: The Board's vision and mission is to bring the residents, tourists, and general southwest Florida public a world class multi -purpose sporting event and entertainment complex to be used by all ages and types of users, including participants and spectators. On May 25, 2021, (Agenda Item #16F3) the Board authorized the termination of the sports management agreement with the current operator of the Paradise Coast Sports Complex, and directed staff to seek proposals for the management, operation, advertising, and marketing of the 180-acre multi -purpose sports event and entertainment complex. On June 3, 2021, the Procurement Services Division issued a notice for ITN # 21-7898, "Collier County Sports Complex Management." The County received seven proposals by the July 20, 2021, submission deadline. Staff reviewed the proposals submitted, and found six proposals to be responsive and responsible. Staff deemed Base Sports Group LLC non -responsive and non -responsible for not submitting a response to the criteria requested in the solicitation. A selection committee met on August 25, 2021. The evaluation criteria solicited the proposers qualifications, facility management and marketing experience, work experience, vendor recommendations, legal and contract challenges, and price proposals. After review of the proposals and deliberating, the committee recommended negotiating with the following top three ranked vendors. Proposers Total Scores (max 500) Final Ranking Sports Facilities Management LLC 445 1 Vieste LLC 370 2 Sports Force Parks Naples LLC 345 3 Staff negotiated with all three firms, and at the Board's regular October 26, 2021 meeting, it heard presentations from all three firms. Following presentations, the Board voted unanimously to confirm staff s ranking of the vendors and recommended that a final contract be negotiated with the top -ranked firm, Sports Facilities Management, LLC ("Sports Facilities"). As part of the Board's recommendation, it was suggested that staff adjust the even revenue split that comprises the vendor's compensation more in favor of the County. Staff has reached agreement on the following sliding revenue share with Sports Facilities: Net Operating Income County Contractor $0 - $1,000,000 50% 50% $1,000,001 - $2,000,000 60% 40% > $2,000,000 80% 20% The attached proposed contract continues to include no upfront management fees or billing for corporate services. The contract is based on a fixed budget and will be reconciled monthly to account for revenues and fixed expenses. Staff believes this approach will lead to the greatest capture of revenue for the Packet Pg. 43 11.A 11/09/2021 Paradise Coast Sports and Special Events Complex to help offset the cost of operating the facility, while giving Sports Facilities an incentive to deliver a superior product for the County's visitors and residents alike. The Paradise Coast Sports Complex has a current operating manual that governs procedures at the park such as opening hours, facility use agreements, subcontracts, employee procedures, etc. Following approval of this agreement, Sports Facilities Management will incorporate its own business practices into the County's existing approved operating manual and the parties will communicate and agree upon the need for any revisions to the existing procedures. This updated manual will be placed on the Board's December 14, 2021, agenda. The attached Agreement with Sports Facilities Management, LLC will be effective November 9, 2021, and provides for an initial five-year term, with one additional five-year renewal option. FISCAL IMPACT: Funding for this Agreement is available annually in Amateur Sports Complex Fund (759). In FY 22, Fund 759 includes a transfer of $473,300 from the TDC Promotion Fund (184) and a transfer of $3,029,100 from the General Fund (001). The net cost of this contract to the County is anticipated to be $21,751 in FY 22. Budgeting for this contract will be subject to an annual review and based upon actual costs of the previous year, completed in conjunction with the County's annual budget process. The annual budget of the complex is split into two fee schedules, Estimated Revenue, and Fixed Expenses. Revenue will be managed, collected, recorded, reported, and retained by Sports Facilities within the Project. Business income is considered unrestricted funds and will be used for program cash flow or allowable program costs as detailed in the budget. On a monthly basis, Sports Facilities will calculate the revenue, and use this calculation to offset the Facilities fixed costs to the County. The Fixed Expenses are not -to -exceed, without justification and approval, and shall be reimbursed by the County to Sports Facilities monthly upon the provision of a valid invoice and submittal of monthly deliverables report. Tax-exempt Tourist Development Tax Bonds in the net amount of $66.2 million inclusive of the bond premium were issued in October 2018 to finance component phases of the Paradise Sports Complex. Previously in April 2018, a $12 million in tax-exempt commercial paper was drawn to acquire the 60-acre City Gate site. Under Internal Revenue Service tax rules, the tax-exempt status of Bonds can be jeopardized if there is "private use" of more than 10% of the facility AND the private party and/or the facility provides revenues/funds, directly or indirectly, that exceed 10% of the aggregate debt service on the Bonds. Under the tax rules, if the facility is to be managed by a private entity such management constitutes "private use" of the entire facility (in excess of 10%) unless the management contract is a "qualified management contract" under a revenue procedure issued by the Treasury Department. Under that revenue procedure, the compensation under such management contract cannot be based on a percentage of net revenues or net profits. If the management contract fails to meet the requirements of the revenue procedure, then the private use test under the rules failed. If the County fails the private use test, it must then see if it also fails the private payment test. If the private entity and/or the facility provides revenues/funds that total more than 10% of the aggregate debt service on the Bonds, the private payment test is also failed, and the Bond's tax-exempt status could be challenged. In determining whether the facility's revenues exceed 10% of the debt service, the key revenue item is the net revenues generated from the facility-i.e., you can deduct operating and maintenance costs from gross revenues before you make the determination. To the extent the facility Packet Pg. 44 11/09/2021 loses money in any given year, net revenues for those years are considered $0. Each year's net revenues are present valued back to the date of issuance of the Bonds at the bond yield. All private use is considered in the calculations, so if the facility also has other private use and revenues (i.e., naming rights, leases to private entities), those are also counted. If at any point staff in conjunction with bond counsel and our financial advisors, believes that this agreement is likely to fail both tests in the somewhat foreseeable future, either the terms of the management contract will be renegotiated to make it a "qualified management contract" under the rules, or the County will take anticipatory remedial action under the tax rules, by refunding the tax-exempt debt with taxable debt. Staff has estimated that during the five-year management contract term as recommended, the County will not fail the tax-exempt IRS provisions outlined above. This is due primarily to the regular annual direct facility maintenance contributions from the General Fund. However, out of an abundance of caution, staff will plan over the next year to advance refund the tax-exempt debt with taxable debt at the appropriate time based upon market conditions. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for Board approval. -SRT GROWTH MANAGEMENT IMPACT: There is no Growth Management impact associated with this Executive Summary. RECOMMENDATION: Recommendation to award Invitation to Negotiation # 21-7898, "Collier County Sports Complex Management," to Sports Facilities Management LLC and authorize the Chair to sign the attached Agreement. Prepared by: Jennifer Reynolds, Financial and Operational Support Manager ATTACHMENT(S) 1. Facility Management Agreement Collier County 110321 Final_VendorSigned (PDF) 2. Insurance Certificate (PDF) 3. [Linked] 21-7898 Sports Facilities Advisory Proposal (PDF) 4.21-7898 Solicitation (PDF) 5.21-7898 Final Ranking (PDF) 6.21-7898 NORA.docx (PDF) 7. [Linked] SFPN Operations Manual 9.27.2021 for CC (PDF) Packet Pg. 45 11.A 11/09/2021 COLLIER COUNTY Board of County Commissioners Item Number: I LA Doe ID: 20518 Item Summary: Recommendation to approve the award of Invitation to Negotiation # 21-7898 , "Collier County Sports Complex Management," to Sports Facilities Management LLC and authorize the Chair to sign the attached agreement (Sean Callahan, Deputy County Manager). Meeting Date: 11/09/2021 Prepared by: Title: — County Manager's Office Name: Sean Callahan 11/03/2021 12:24 PM Submitted by: Title: — County Manager's Office Name: Sean Callahan 11/03/2021 12:24 PM Approved By: Review: Procurement Services Sandra Herrera Level 1 Purchasing Gatekeeper County Attorney's Office Scott Teach Level 2 Attorney Review Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Growth Management Operations Support Christopher Johnson County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review County Manager's Office Sean Callahan Level 4 County Manager Review Board of County Commissioners Geoffrey Willig Meeting Pending Completed 11/03/2021 1:00 PM Completed 11/03/2021 1:37 PM Completed 11/03/2021 1:53 PM Additional Reviewer Completed Completed 11/03/2021 2:50 PM Completed 11/03/2021 4:10 PM 11/09/2021 9:00 AM Packet Pg. 46 11.A.a FACILITIES MANAGEMENT AGREEMENT between COLLIER COUNTY and SPORTS FACILITIES MANAGEMENT, LLC Dated: November 9, 2021 u- Packet Pg. 47 11.A.a FACILITIES MANAGEMENT AGREEMENT THIS FACILITIES MANAGEMENT AGREEMENT (the "Agreement") is made and entered into this 9th day of November, 2021 (the "Effective Date"), by and between the Board of County Commissioners for Collier County, Florida, a political subdivision of the State of Florida (referred to herein collectively as the "Owner" or "County") and Sports Facilities Management, LLC, a Florida limited liability company (the "Manager" or "Contractor") (collectively the "Parties"). RECITALS WHEREAS, Owner owns the infrastructure, buildings, parking, lighting, sports playing surfaces, sports equipment, and all other hard assets associated with the athletic complex as the same exist now or may exist in the future including improvements related thereto specifically located at 3940 City Gate Blvd North, Naples, Florida 34117, known as the Paradise Coast Sports Complex or any other name that this facility may be identified as in the future (the "Facility"); WHEREAS, Manager has expertise in providing management services for athletic complex facilities throughout the United States; ar in WHEREAS, Owner and Manager desire for Sports Facilities Management, LLC to operate, and manage o the Facility subject to the terms and conditions set forth herein. NOW THEREFORE, in consideration of the promises and covenants herein contained and other good 6 c and valuable consideration, the receipt of which is hereby acknowledged, Owner and Manager agree as follows: ii ARTICLE I DEFINITIONS 1.1. Definitions. For purposes of this Agreement, the following terms have the meanings referred to in this Section: Affiliate: A person or company that directly or indirectly, through one or more intermediaries, controls or is controlled by, or is under common control with, a specified person or company. Agreement: The "Agreement" shall mean this Management Agreement, together with all exhibits attached hereto (each of which are incorporated herein as an integral pail of this Agreement), as amended, supplemented or restated from tirne to time. Capital Expenditures: All expenditures for building additions, alterations, repairs or improvements and for purchases of additional or replacement furniture, machinery, or equipment, where the cost of such expenditure is greater than Five Thousand Dollars ($5,000) and the depreciable life of the applicable item is, according to generally accepted accounting principles, in excess of five (5) years. Commencement Date: The Commencement Date shall be November 9, 2021. Commercial Rights: Pouring rights, advertising, sponsorships, the branding of food and beverage products for resale and memorial gifts at or with respect to the Facilities. ITN #21-7898 Packet Pg. 48 11.A.a Effective Date: "Effective Date" shall have the meaning ascribed to such term in the preamble of this Agreement. Emergency Repair: The repair of a condition which, if not performed immediately, creates an imminent danger to persons or property and/or an unsafe condition at the Facility threatening persons or property. Event of Force Majeure: An act of God, fire, earthquake, hurricane, flood, riot, civil commotion, terrorist act, terrorist threat, storm, washout, wind, lightning, landslide, explosion, epidemic, inability to obtain materials or supplies, accident to machinery or equipment, any law, ordinance, rule, regulation, or order of any public or military authority stemming from the existence of economic or energy controls, hostilities or war, a labor dispute which results in a strike or work stoppage affecting the Facility or services described in this Agreement, or any other cause or Occurrence outside the reasonable control of the party claiming an inability to perform and which by the exercise of due diligence could not be reasonably prevented or overcome. Existing Contracts: Service Contracts, Revenue Generating Contracts, and other agreements relating to the day-to-day operation of the Facilities existing as of the Commencement Date. Facility: The "Facility" shall have the meaning ascribed to such term in the Recitals to this Agreement. m FF&E: Furniture, fixtures and equipment to be procured for use at the Facilities. M in L General Manager: The employee of Manager acting as the full-time on -site general manager of the -°a Facilities. I Laws: Means all applicable laws, statutes, rules, regulations and ordinances. ii Management -Level Employees: The General Manager, Marketing Coordinator, Director of M Operations, Business Development and Events Director, Tournament/Sports Coordinator, focal e T Programming/Sports Coordinator, Marketing Coordinator, Director of Food & Beverage/Retail, Food Set -vice r Coordinator, Retail Coordinator, Finance Manager, and Administrative Support. � Manager: The term "Manager" shall have the meaning ascribed to such terin in the Recitals to this Agreement. Operating Account: A separate interest -bearing account in the name of (lie Manager or its affiliated entity at a licensed bank where Revenue is deposited and from which Operating Expenses are paid. Operating Budget: A line -item budget established by the Owner for the Facility that includes projection of Revenues, Operating Expenses, and Operating Costs, presented on a monthly and annual basis. Operating Expenses: All expenses incurred by Manager in connection with its operation, promotion, and management of the Facilities, including but not limited to the following: (i) employee payroll (plan to be approved by Owner), benefits (including payments to any national benefit system, and related costs, (ii) cost of operating supplies, including general office supplies, (iii) advertising, marketing, group sales, and public relations costs, (iv) data processing costs, (v) dues, subscriptions and membership costs, (vi) printing and stationary costs, (vii) postage and freight costs, (viii) equipment rental costs, (ix) security expenses, (x) telephone and communication charges, (xi) travel expenses of Manager employees, within the limits of reimbursement as provided by Florida Statutes, Section 112.061, (xii) cost of employee uniforms and identification, (xiii) exterminator and trash removal costs, if applicable (xiv) computer, software, 11111`tFIPM-91.1 Packet Pg. 49 11.A.a hardware and training costs, (xv) parking expenses, (xvi) office expenses, (xvii) audit and accounting fees, (xviii) insurance costs, including but not limited to personal property, general liability, professional liability and worker's compensation insurance, (xix) commissions and all other fees payable to third parties (e.g. commissions relating to food, beverage and merchandise concessions services and commercial rights sales), (xx) cost of complying with any Laws, (xxi) landscaping maintenance; (xxii) janitorial services, (xxiii) costs of grooming, lining and marking the playing fields for competitive use, and (xxiv) Taxes. The term "Operating Expenses" does not include debt service on the Facility, Capital Expenditures, minor repairs, maintenance, and equipment servicing, including expenses relating to performing capital improvements or repairs, utility expenses, (all of which shall be the responsibility of the Owner). Operating Year: Each twelve (12) month period during the Term, commencing on October 1st and ending on September 30th, provided that the first Operating Year shall be a shortened year commencing on the Commencement Date and ending on September 30th of that year and the last Operating Year shall be a shortened year, ending upon the expiration of this Agreement. Facility Operations Manual: The document developed by Manager, which shall contain terms regarding the € anagement and operation of the Facility including detailed policies and procedures to be implemented in operating the Facility, as agreed upon by both the Owner and the Manager. m Owner: The term "Owner" shall have the meaning ascribed to such term in the Recitals to this LM in Agree€ment. L 0 Payroll Account: A separate account in the name of Manager or Manager's affiliated entity at a Florida 0 licensed bank through which all Facility staff and other personnel employed by Manager (including related payroll >I taxes), or engaged by Manager as an independent contractor, are paid. 76 ii Pre -Opening: Time period prior to the Grand Opening and beginning of events, programs and activities operations, and during which the facility is being constructed and the business development, operational preparations, and organizational development is taking place. Regulatory Approvals: All applicable governmental or regulatory approvals, authorizations, consents, licenses or permits. Revenue: All revenues generated by Manager's operation of the Facility, including but not limited to event ticket proceeds income, rental and license fee income, merchandise income, gross food and beverage income, gross income from any sale of Commercial Rights, gross service income, equipment rental fees, box office income, and miscellaneous operating income, but shall not include event ticket proceeds held by Manager in trust for a third party and paid to such third party. Revenue Generating Contracts: Vendor, concessions and merchandising agreements, user/rental agreements, booking commitments, licenses, and all other contracts or agreements generating revenue for the Facility and entered into in the ordinary course of operating the Facility. Service Contracts: Agreements for services to be provided in connection with the operation of the Facility, including without limitation agreements for consulting services, ticketing, web development and maintenance, computer support services, FUE purchasing services, engineering services, electricity, steam, gas, fuel, general maintenance, HVAC maintenance, telephone, staffing personnel including guards, ushers and ticket - takers, extermination, elevators, stage equipment, fire control panel and other safety equipment, snow removal ITN it2i-7898 Packet Pg. 50 11.A.a and other services which are deemed by Manager to be either necessary or useful in operating the Facility Taxes: Any and all governmental assessments, franchise fees, excises, license and permit fees, levies, charges and taxes, of every kind and nature whatsoever, which at any tirne during the Term may be assessed, levied, or imposed on, or become due and payable out of or in respect of, (i) activities conducted on behalf of the Owner at the Facility, including without limitation the sale of concessions, the sale of tickets, and the performance of events (such as any applicable sales and/or admissions taxes, use taxes, excise taxes, occupancy taxes, employment taxes, and withholding taxes), or (ii) any payments received from any holders of a leasehold interest or license in or to the Facility, from any guests, or frorn any others using or occupying all or any part of the Facility. Term: The terra "Term" shall have the meaning ascribed to such term in Section 4.1 of this Agreement. ARTICLE 2 SCOPE OF SERVICES 2.1 Engagement. Owner hereby engages Manager during the Term to act as the manager and operator of the Facility, subject to and as more fully described in this Agreement, and, in connection therewith, to perform tine services a� described herein and in Exhibit A — Scope of Services; Exhibit A-1, Landscape Scope of Services; Exhibit A-2 in Janitorial Scope of Services; and Exhibit B Performance Criteria attached hereto. -0 c 2.1.1 The Manager shall provide services in accordance with the terms and conditions of Invitation to >� Negotiate (ITN) #21-7898, including all the Attachment(s), Schedules, Exhibit(s) and Addenda, Manager's Te ro osal referred to herein and made an integral art of this Agreement, Exhibit A -- Scope of Services; Exhibit proposal g' p" g' P ii A-1, Landscape Scope of Services; Exhibit A-2 Janitorial Scope of Services; Exhibit B Performance Criteria; r. Exhibit C Manager's Compensation; Exhibit D Operating Budget; Exhibit E Pro -Forma; and Exhibit F Key c Personnel and Fixed Payroll Compensation, attached to this Agreement. 2.2 This Agreement contains the entire understanding between the Parties and any modifications to this Agreement shall be mutually agreed upon in writing by the Parties, in compliance with the County's Procurement Ordinance, as amended, and Procurement Procedures in effect at the time such services are authorized. ARTICLE 3 COMPENSATION 3.1 The Agreement Sum. The County shall pay the Manager for the services to be provided under this Agreement in Exhibit C Manager's Compensation, Exhibit D Operating Budget; Exhibit E Pro -Forma; and Exhibit F Key Personnel and Fixed Payroll Compensation. Payment(s) will be made upon receipt of a proper invoice(s) and upon approval by the Coulnty's Contract Administrator or designee, and in compliance with Chapter 218, Fla. Stats., otherwise known as the "Local Government Prompt Payment Act". 3.2 Travel and Reimbursable Expenses. Travel and Reimbursable Expenses must be approved in advance in writing by the County. Travel expenses shall be reimbursed as per Section 112.061 Fla. Stats. ITN 421-7898 Packet Pg. 51 11.A.a Reimbursements shall be at the following rates: Mileage $0.44.5 per mile Breakfast $6.00 Lunch $11.00 Dinner $19.00 Airfare Actual ticket cost limited to tourist or coach class fare Rental cat' Actual rental cost limited to compact or standard -size vehicles Lodging Actual cost of lodging at single occupancy rate with a cap of no more than $150.00 per night Parking Actual cost of parking Taxi or Airport Limousine Actual cost of either taxi or airport limousine Reimbursable items other than travel expenses shall be limited to the following: telephone long- distance charges, fax charges, photocopying charges, and postage. Reimbursable items will be paid only after Manager has provided all receipts. Manager shall be responsible for all other costs and expenses associated with activities and solicitations undertaken pursuant to this Agreement. ARTICLE 4 TERM; TERMINATION 4.1 Term. The term of this Agreement (the ""Perm") shall begin on the Commencement Date and, unless sooner terminated, pursuant to the provisions of Section 4.2 below: n_ 4.2 The Agreement shall be for a five (5) year period, commencing on November 9, 2021 (the "Commencement Date," and terminating on five (5) years from that date. The County may, at its discretion and with the consent of the Manager, renew the Agreement under all of the terms and conditions contained in this Agreement for one (1) additional five (5) year period. The Coy€nty shall give the Manager written notice of the County's intention to renew the Agreement Term no later than 90 days prior to the end of the Agreement tern then in effect. The County Manager, or his designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred and eighty (180) clays. The County Manager, or his designee, shall give the Manager written notice of the County's intention to extend the Agreement term prior to the end of the Agreement term then in effect. 4.3 Termination. Should the Manager be found to have failed to perform his services in a manner satisfactory to the County as per this Agreement, the Cou€7ty may terminate said Agreement for cause. Cause for termination shall include, but not be limited to, Manager's failure to cure the breach of any material provision in this Agreement within twenty (20) days after receipt of written notice to cure from County detailing that breach; except that in the event that a cure is not objectively possible within twenty (20) days after that notice, Manager shall commence to cure the noticed breach as fully as possible within that twenty (20) day period, and thereafter diligently and continuously pursue that Cure to a successful completion within sixty (60) days after that notice. The County may terminate this Agreement for convenience (without cause) with a ninety (90) day written notice, The County shall be the sole judge of non-performance. 111101 fadst+1a Packet Pg. 52 11.A.a 4.3.1 In the event that the County terrninates this Agreement, Manager's recovery against the County shall be limited to that portion of the Agreement Amount earned through the date of termination. The Manager 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 services not performed. 4.3.2 Upon termination or expiration of this Agreement for any reason, (i) Manager shall a promptly discontinue the performance of all services hereunder, (ii) the Owner shall promptly pay Manager all fees due Manager up to the date of termination or expiration, including if terminated for convenience, Manager's actual costs for time and goods from The Commencement Date, which costs for time and goods have not already x been reimbursed (per Numerical Paragraph 3.2 herein and Exhibit F Key Personnel and Fixed Payroll a Compensation), (iii) Manager shall make available to the Owner all data, electronic files, documents, procedures, E reports, estimates, summaries, and other such information and materials with respect to the Facilities as may have L) been accumulated by Manager in performing its obligations hereunder, whether completed or in process, and (iv) L Without any further action on part of Manager or Owner, the Owner shall, or shall cause the successor Facility ea manager to, assume all obligations arising after the date of such termination or expiration, under any Service Contracts, Revenue Generating Contracts, booking commitments and any other Facilities agreements entered into 00 by Manager in furtherance of its duties hereunder. Notwithstanding the foregoing, Manager is under no duty to 0 provide any of its certain proprietary confidential materials nr intellectual property to tile Owner, including but not limited to its proprietary national benchrnarking formulas, key performance indicators reports, Manager's employee performance evaluations, financial forecasting formulas, and/or other intellectual property developed aM by and maintained by the Manager and which it may use in its regular course of business to provide services to 0 other clients similar to Owner. Any obligations of the parties that are specifically intended to survive expiration or termination of this Agreement shall survive expiration or termination hereof. 4.3.3 In the event that this Agreement is terminated for convenience, the Manager's employed = staff may be retained at the Facility at the then current salary structure for an additional one hundred and eighty T_ (180) days following the termination period, at the County's option and expense. if the Manager is asked by the M County, at its sole option, to provide staffing and services during a transition period from the date of termination to the date that a new facility manager is selected, Manager will be compensated for its time (per Numerical r Paragraph 3.1 herein and Exhibit F Key Personnel and Fixed Payroll Compensation,) in performing its services. '['here shall be no restrictions on the Manager for maintaining or rehiring of staff at any time after a termination L j event. ARTICLE 5 OWNERSHIP; USE OF THE FACILITY 5.1 Ownership of Facility, Data, Equipment and Materials. Owner will at all times retain ownership of the Facilities, including but not limited to real estate, technical equipment, furniture, displays, fixtures and similar property, including improvements made during the 'term, at the Facility. Any data, equipment or materials furnished by Owner to Manager or acquired by Manager as an Operating Expense shall remain the property of Owner and shall be returned to Owner when no longer needed by Manager to perform under this Agreement. Notwithstanding the above, Owner shall not have the right to use any third -party software licensed by Manager for general use by Manager at the Facility and other facilities managed by Manager, the licensing fee for which is proportionately allocated and charged to the Facility as an Operating Expense; such software may be retained by Manager upon expiration or termination hereof. 5.2 Rit4ht of Use by Manager. The Owner hereby gives Manager the right and license to use the Facility for the Term, and Manager accepts such right of use, for the put -pose of performing the services herein ITN 921-7898 Packet Pg. 53 11.A.a specified, including the operation and maintenance of all physical and mechanical facilities necessary for, and related to, the operation, maintenance and management of the Facility. The Owner shall provide Manager with a sufficient amount of suitable office space in the Facility (exact office space to be mutually agreed by the parties) and with such office equipment as is reasonably necessary to enable Manager to perform its obligations under this Agreement. In addition, the Owner shall make available to Manager, at no cost, parking spaces adjacent to the Facility for- all of Manager's full-time employees and for the Facility's event staff. 5.3 Right of Use of Staff by Manager. Manager shall have the right to utilize its employees as needed to support manager's organization as a whole, including but not limited to travel for training and temporary staffing coverage. Manager shall have the right to utilize the Facility to host events for its employees from time to time for the purpose of learning and development, at no cost to the operational budget other than that incurred by the staff who are regularly stationed at the Facility. 5.4 Observance of Agreements. The Owner agrees to pay, keep, observe and perform all payments, terms, covenants, conditions and obligations under any leases, bonds, debentures, loans and other financing and security agreements to which the Owner is bound in connection with its ownership of the Facility. ARTICLE 6 PERSONNEL 6.1 Generally. All Facility staff and other personnel shall be engaged or hired by Manager in its sole discretion, except that Owner shall preapprove the employment of the General Manager, and shall be employees, agents or independent contractors of Manager, and not of the Owner. Manager agrees that upon a written request by Owner to remove and replace the General Manager, as long as the reasons for the request are non-discriminatory and not otherwise unlawful, it will engage in cooperative discussions with Owner to remedy Owner's concerns; failing which, Manager will replace the General Manager within an agreed upon reasonable period of time. Manager shall select employees, in its sole discretion but subject to Owner's right to approve the Operating Budget. The Operating Budget shall define the number, function, qualifications, and compensation, including salary and benefits, of its employees and shall control the terms and conditions of employment (including without limitation termination thereof) relating to such employees. Manager agrees to use reasonable and prudent judgment in the selection and supervision of such personnel. Owner specifically agrees that Manager shall be entitled to pay its employees, as an Operating Expense, bonuses and benefits in accordance with the approved annual budget. A copy of Manager's current employee manual and any Facility -specific employee manual supplement shall be provided to Owner. Manager shall provide a full-time on -site General Manager and other employees as required to meet the operational needs of the Facility, within the budgeted percentage of labor. 6.2 Key Personnel. The Manager's personnel and management to be utilized for this project shall be knowledgeable in their areas of expertise. The County reserves the right to perform investigations as may be deerned necessary to ensure that competent persons will be utilized in the performance of the Agreement. The Manager shall assign as many people as necessary to complete the services on a timely basis, and each pet -son assigned shall be available for an amount of time adequate to meet the required service dates. The Manager shall not change Key Personnel unless the following conditions are rnet: (1) Proposed replacements have substantially the same or better qualifications and/or experience. (2) that the County is notified in writing as far in advance as possible. The Manager shall make cornrnercially reasonable efforts to notify Collier County within seven (7) days of the change. ITN 921-7898 Packet Pg. 54 11.A.a 6.3 Employment Matters. The Manager shall present the then current staffing, and all salaries and payments to employees through the Payroll Account in the Manager's Annual Budget. It is understood by all parties that reductions and additions to various positions may be made at Manager's discretion throughout the year due to business tempo, trends, opportunities, and budget requirements. If a change is recommended that will require expense above the budget, the change will be submitted for Owner's review and approval per Section 8.5 of the Agreement. ARTICLE 7 PROCEDURE FOR HANDLING INCOME 7.1 Operating Account, Except as otherwise agreed to by the parties in writing all Revenue derived y from operation of the Facility shall be deposited by Manager into the Operating Account as soon as practicable c upon receipt (but not less often than once each business day). The specific procedures (and authorized individuals) a for making deposits to and withdrawals from such account shall be set forth in the Facility Operations Manual, which shall be provided to the County within 30 days of the Commencement Date of the Agreement and be subject °r° to the County Manager or designee's approval. LO Q 7.2 General Operating Procedures. Manager shall operate and maintain the Facility to the minimum m standards outlined in the Facility Operations Manual, which shall be provided to the County within 30 days of the a - Commencement Date of the Agreement and be subject to the County Manager or designee's approval. The T document to be developed by Manager shall contain terms regarding the management and operation of the Facility -°a including detailed policies and procedures to be implemented in operating the Facility, as agreed upon by both the Owner and the Manager. The Facility Operations Manual includes but is not limited to: general hours of operation, >� food and beverage standards, standard operating procedures for Facility and recreational staff, minimum 76 maintenance standards and guidelines, general quality assurance and quality control procedures, guidelines for ii merchandise and food and beverage sales, standard workflows for programming and reservations and work N methods and purchasing of goods and equipment for the Facility. c T The County Manager, or his designee, may, at his/her discretion and with the consent of the Manager, r r request that the minimum standards and procedures in the Facility Operations Manual be amended/revised based on programming demand. U 7.3 Operations. The Manager shall use point -of -sale (POS) electronic cash machines or other similar L W = electronic accounting control equipment for the proper control of all payments. All sales transaction must be U accompanied by a receipt to the customer. Daily Register receipts must be maintained and made available upon demand during the terns of this Agreement. All electronic cash equipment must be reviewed and approved by the E County prior to use. a� L All financial records with respect to the Facility are to be retained during the entire Tenn of this a Agreement and for a period 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 Manager through cash, checks, electronic fund transfers (EFT), credit and debit cards. or other methods. This may include, aEi a► 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 records, receipt ledgers, receipt journal transactions and vouchers, refund records, bad check records, and other accounts receivable and related documentation. The Manager may sell any concessions desired as long as such items are permitted under Florida state Ui law and the Manager has obtained the proper licensing/tax permits for such sales. Any and all tobacco products are not permitted. aD r ITN H21-7898 Packet Pg. 55 11.A.a 7.4 Accounting Records and Reporting. During the Tern, Manager shall maintain professional accounting records. Manager shall provide the financial statements in a format reasonably specified by Owner. 7.5 Financial Review, Records, Audit. The Manager shall provide, as an operating expense of the , , Facility, an annual independent review of the Manager'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 Manager shall establish and maintain such records as now exist and may hereafter be prescribed by the County in the fixture to provide evidence that all terms of this Agreement have been and are being observed. The Manager grants to the County the right and authority to audit all records. Documents, and books pertaining to the Facility operation. Such audit will be conducted at a frequency determined by the County and comrt€unicated to the Manager. The Manager 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 Manager 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 fiords." 7.6 Internal Control. The Manager agrees to develop, install, and maintain reasonably appropriate c accounting, operating, and administrative controls governing the financial aspects of the Facility, such controls to be consistent with professiortally accepted accounting practices. r= a€ 7.7 Monthly Reporting. All references herein to monthly reporting required by the Manager will be submit to the County by the fifteenth (15) day of the following preceding month. The County Manager, or his -0 designee, may, at his/her discretion and with the consent of the Manager, amend in writing the monthly reporting a to a quarterly reporting period, if needed. > ARTICLE 8 ii FUNDING r. 8.1 Tax. Matters. The County and the Manager acknowledge that a portion of the costs of the Facility were financed with proceeds of certain tax-exempt indebtedness (collectively, the "Bonds") and the County and the Manager intend for this Agreement to comply in all respects with Revenue Procedure 2017-13, as amended. Accordingly, and notwithstanding any provision of this Agreement to the contrary. The County and the Manager agree as follows: a. The County shall continue to exercise a significant degree of control over tite Facility including, but not limited to, approving the annual budget of the Facility approving any capital expenditures with respect to the Facility, approving any disposition of assets of the Facility, approving the rates and charges for use of the Facility and approving the general nature and type of use of the Facility. b. The County shall continue to the beat- the risk of loss upon damage or destruction of the Facility: provided, however, this shall not in any way reduce or eliminate or adversely impact the County's ability to seek and be entitled to reimbursement or damages or costs from the Manager or any other party whose actions or inactions may have caused such loss. C. The Manager shall not take any tax position that is inconsistent with the Manager's role as a manager or set -vice provider of the Facility. Without limiting the generality of the foregoing sentence. The Manager will not claim any depreciation or amortization deduction, investment tax credit or any deduction for any payment as rent with respect to the Facility. In the event the tax-exempt status of the Bonds is challenged by any federal agency or ITN 92I-7898 Packet Pg. 56 11.A.a any nationally recognized bond counsel expresses tine view that the tax-exempt status of the Bonds is in jeopardy as a result of this Agreement or the operation of the Facility, the County and the Manager 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. 8.2 Business Income Use, Appropriation, and Calculation. The Facility is expected to generate programmatic/operating revenue (the "revenue") driven by all aspects of the Facility. This revenue includes, but is not limited to, set -vice fees, rental fees, usage fees, sponsorships, sales commissions, food and beverage sales, merchandise sales, and other rniscellaneous revenues driven by the operations of the Facility that are outlined in Exhibit D Operating Budget and Exhibit E Pro -Forma. The Facility will also generate programmatic/operating costs (the "costs") that are defined as costs driven by generating the revenues associated with all aspects described above and outlined in Exhibit D Operating Budget and Exhibit E Pro -Forma. 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 revenue less the COGS will comprise the business income ("Business Income"). Business 00 Income will be managed, collected, recorded, reported, and retained by the Manager, and will remain distinct and c separate frorn any other projects or operations of the Manager. Business Income is considered unrestricted funds and will be used for program cash flow or allowable prograrn costs as detailed in the budget. On a monthly basis the Manager will calculate the Business Income fro€n the Facility (less the Capital a� in Reserve Contribution set forth in Section 8.6 below) and will distribute this Business Income to the County pursuant -0 to the allocations set forth in Exhibit D Operating Budget and Exhibit E Pro -Forma. The County will first use its share of tine Business Income to offset the Approved Fixed Costs for the Facility payable by the County to the >€ Manager pursuant to Numbered Paragraph 8.3 hereof. 6 8.3 Facilities Fixed Costs Schedule. Tine Facility is expected to generate fixed costs associated with iic T_ the baseline operation of the Facility. These costs include, but are not limited to, landscape maintenance and 04 c janitorial, full time employee salaries, corporate services, and other general administrative expenses (the "Fixed r Costs"). The Budgeted Fixed Costs are outlined in Exhibit D Operating Budget and Exhibit E Pro -Forma, ("Fixed r Costs") and shall not increase without the Manager providing justification therefore and obtaining approval of tine Board of County Commissioners in advance. The Fixed Costs shall be reimbursed by the County to the Manager O monthly upon the provision of a valid invoice and submittal of monthly deliverables report. Payments of invoices m shall be processed and paid in accordance with the timefi•ames established in the Local Government Prompt = Payment Act and the terms of this Agreement. Notwithstanding the foregoing, the Manager will first offset ally �j Fixed Costs payable by the County against the County's share of the Business Income that is available to the County on a monthly basis pursuant to Section 8.2 hereof. 8A Budl4et Review and Modification. Budgeted Fixed Costs will be subject to an annual review and based upon actual costs of the previous year and the business plan proposed by Manager. Modifications of any of the budget categories defined in Exhibit D Operating Budget and Exhibit E Pro -Forma 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 am Amendment to this Agreement approved by the Board of County Commissioners. 8.5 Capital Reserve. Prior to the monthly calculation and distribution of the Business Income Appropriation pursuant to Section 8.2 hereof, the Manager shall calculate and set aside 5% of the Business ]ncorne as capital reserves for the Facility (the "Capital Reserve Contribution"). Manager shall remit to the County the Capital Reserve Contribution to be held in trust in a separate capital reserve account for the Facility maintained by the County and the funds in such account shall be used exclusively for capital improvements, repairs or ITN 921-7898 Packet Pg. 57 11.A.a replacements at the Facility. The budget, schedule, and plan for capital improvements, repairs and replacement for the Facility will be administered by the County, with the input of the Manager. 8.6 Account Funding. Subject to the Manager's written notices to Owner as herein, Owner acknowledges that it is solely responsible for all Operating Expenses and capital expenditures required for or on behalf of the Facility provided that such Operating Expenses and capital improvements are made in accordance with the terms of this Agreement. ARTICLE 9 FACILITY CONTRACTS; TRANSACTIONS WITH AFFILIATES 9.1 Existing Contracts. The Owner shall provide to Manager, on or before the Effective Date, full and complete copies of all Existing Contracts. Manager shall administer and use reasonable commercial efforts to assure compliance with such Existing Contracts to the extent provided to Manager. 9.2 Execution of Contracts. Manager shall negotiate, execute (in Manager's own narne or in the c name of its affiliated entity, except as otherwise provided herein), deliver and administer any and all programming, rental agreements, booking commitments, advertising agreements, concession agreements, -0 am supplier agreements, set -vice contracts (including, without limitation, contracts for cleaning, decorating and set- a_ up, general maintenance and maintenance and inspection of HVAC systems, elevators, stage equipment, fire control panel and other safety equipment, staffing and personnel needs, including guards, and other services -°a which are necessary or appropriate) and all other contracts and agreements in connection with the management, aa) promotion, and operation of the Facilities. In addition to the foregoing, the County may prescribe after the date >I hereof certain other guidelines pertaining to Manager's contracting rights hereunder which are designed to c preserve the tax-exempt status of the bonds issued to finance the construction of the Facilities or to ensure that LL the Facilities is operated in accordance with the County's policies and applicable law, and in such event, Manager M will comply with those guidelines. In connection with any programming, licenses, agreements, commitments or contracts for the Facilities, Manager will ensure that such documents provide for the fact that Manager has the right to assign all of its rights and obligations under such licenses, agreements, commitments and contracts to the County (or to any successor management company retained by the County) upon the expiration or O U termination of this Agreement, and upon such expiration or termination, Manager shall make such assignment m in a form reasonably acceptable to the County and the County will accept such assignment of rights and — assumption of obligations. U 9.3 Transactions with Affiliates. In connection with its obligations hereunder relating to the purchase or procurement of services for the Facility (including without limitation food and beverage services, ticketing services and Commercial Rights sales), Manager may purchase or procure such services, or otherwise transact business with, an Affiliate of Manager, provided that the prices charged and services rendered by such Affiliate are competitive with those obtainable from any unrelated parties rendering comparable services. Manager shall, if requested by Owner, provide reasonable evidence establishing the competitive nature of such prices and set -vices, including if appropriate, competitive bids from other persons seeking to render such services at the Facility. ARTICLE 10 AGREEMENT MONITORING AND GENERAL MANAGER 10.1 Contract Administrator. Each party shall appoint a contract administrator who shall monitor such party's compliance with the terms of this Agreement. Manager's contract administrator shall be its General ITN #21-7898 Packet Pg. 58 11.A.a Manager at the Facility unless Manager notifies Owner of a substitute contract administrator in writing. Owner shall notify Manager of the name of its contract administrator within thirty (30) days of execution hereof. Any and all references in this Agreement requiring Manager or Owner participation or approval shall mean the participation or approval of such party 's contract administrator. ARTICLE 11 INSURANCE 1 L l Insurance. 11.1.1 The Owner shall be responsible for obtaining and administering insurance in connection with the Facility as follows: (a) Property Insurance. Owner shall also procure and maintain fire and extended coverage casualty insurance, and (if appropriate) flood insurance, regarding the Facility in amounts and with companies acceptable to Owner in its sole discretion. Owner may pl'ocure that property insurance through the Board of County Commissioners of Collier County, Florida. (b) Commercial General Liability. Owner shall procure and maintain, at the Owner's sole expense, a Commercial General Liability policy with a combined single limit of $1,000,000 per occurrence and a general annual aggregate limit of $3,000,000. All such insurance shall be on an "occurrence" basis. (c) Commercial Auto Liability (including non -owned and hired). Owner shall procure and maintain at the Owner's sole expense commercial auto liability coverage (including owned, non -owned and hired) in the amount of $1,000,000 each occurrence. (d) Business Interruption. Owner shall procure and maintain, at the Owner's sole expense and benefit, business interruption and extra expense insurance in such amounts as Owner shall choose. 1 1.1.2 The Manager shall provide insurance as follows as a Facility Operating Expense: A. Commercial General Liability: Coverage shall have minirnurn limits of $1,000,000 Per Occurrence, $2,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. This shall include Premises and Operations; Independent Contractors, Products and Completed Operations and Contractual Liability. B. Business Auto Liability: Coverage shall have minimum limits of $1,000,000 Per Occurrence, Combined Single Limit for Bodily Injury Liability and Property Damage Liability. This shall include: Owned Vehicles, Hired and Non -Owned Vehicles and Employee Non -Ownership. C. Workers' Compensation: Insurance covering all employees meeting Statutory Limits in compliance with the applicable state and federal laws. The coverage must include Employers' Liability with a minimum limit of $1,000,000 for each accident. D. Professional Liability: Shall be maintained by the Manager to ensure its legal liability for claims arising out of the performance of professional services under this Agreement, Manager waives its right of ITN 421-7898 Packet Pg. 59 11.A.a recovery against County as to any claims under this insurance. Such insurance shall have limits of not less than $1,000,000 each claim and aggregate. E. Other: Liquor Liability Urnbrella $ 1,000,000 Per Occurrence $ 5,000,000 Per Occurrence Special Requirements: Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government shall be listed as the Certificate Holder and included as an "Additional Insured" on the lnsurance Certificate for Manager's Commercial General Liability where required. This insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Manager's policy shall be endorsed accordingly. Current, valid insurance policies meeting the requirement herein identified shall be maintained by 00 Manager during the duration of this Agreement. The Manager shall provide County with certificates of insurance T- meeting the required insurance provisions. Renewal certificates shall be sent to the County thirty (30) days prior N to any expiration date. Coverage afforded under the policies will not be canceled or allowed to expire Until the greater of: thirty (30) days prior written notice, or in accordance with policy provisions. Manager shall also notify County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, a' in non -renewal or material change in coverage or limits received by Manager from its insurer, and nothing contained o herein shall relieve Manager of this requirement to provide notice. c m Manager shall ensure that all subcontractors comply with the same insurance requirements that the �r Manager is required to meet.Um ARTICLE 12 COVENANTS AND REPRESENTATIONS 12.1 Owner's Covenants and Representations. Owner makes the following covenants and representations to Manager, which covenants, and representations shall, unless otherwise stated herein, survive the execution and delivery of this Agreement: (a) Owner's Status. Owner is a political subdivision of the State of Florida duly organized, validly existing, and in good standing under the laws of the State of Florida with full bower and authority to enter into this Agreement and execute all documents required hereunder. (b) Authorization. The making, execution, delivery, and performance of this Agreement by Owner has been duly authorized and approved by requisite action and this Agreement has been duly executed and delivered by Owner and constitutes a valid and binding obligation of Owner, enforceable in accordance with its terms and applicable laws. (c) Effect of Agreement. To Owner's best knowledge, without duty of inquiry, neither the execution and delivery of this Agreement by Owner nor Owner's performance of any obligation hereunder: (i) will constitute a violation of any law, ruling, regulation, or order to which Owner is subject; or (ii) shall constitute a default of any term or provision or shall cause an acceleration of the performance required under any other agreement or document (A) to which Owner is a party or is otherwise bound, or (13) to which the Facility or any part thereof is subject. INKENWIN-1 Packet Pg. 60 11.A.a (d) Ownership Rights. Owner shall obtain and retain the property interests in the Facility necessary to enable Manager to perform its duties pursuant to this Agreement peaceably and quietly. Owner represents and warrants that Manager's performance of the services required by this Agreement shall not violate the property rights or interests of any other Person. (e) Documentation. if necessary to carry out the intent of this Agreement, Owner agrees to execute and provide to Manager, on or after the Effective Date, any and all other instruments, dOCUrnents, conveyances, assignments, and agreements which Manager may reasonably request in connection with the operation of the Facility. 12.2 Manager's Covenants and Representations. Manager makes the following covenants and representations to Owner, which covenants and representations shall, unless otherwise stated herein, survive the execution and delivery of this Agreement: (a) Corporate Status. Manager is a limited liability company duly organized, validly LO existing, and in good standing under the laws of the State of Florida and authorized to transact business throughout N the United States with full corporate power to enter into this Agreement and execute all documents required -0 hereunder. a€ CO (b) Authorization. The making, execution, delivery, and performance of this Agreement o by Manager has been duly authorized and approved by all requisite action of the board of directors of Manager, c and this Agreement has been duly executed and delivered by Manager and constitutes a valid and binding >� obligation of Manager, enforceable in accordance with its terms and applicable laws. c ii (c) Effect of Agreement. To Manager's best knowledge, without duty of inquiry, neither N the execution and delivery of this Agreement by Manager nor Manager's performance of any obligation hereunder c (i) will constitute a violation of any law, ruling, regulation, or order to which Manager is subject; o€' (ii) shall constitute a default of any term or provision or shall cause an acceleration of the performance required under any other agreement or document to which Manager is a party or is otherwise bound. o (d) Licenses/Permits/Rules and Regulations. Manager agrees to obtain and maintain throughout the period of this Agreement all such licenses as are required to do business in the State of Florida and in Collier County, Florida, including, but not limited to, all licenses required by the respective state boards and other governmental agencies responsible for regulating and licensing the professional services to be provided and performed by Manager pursuant to this Agreement. Manager agrees that, when the services to be provided hereunder relate to a professional service which, under Florida Statutes, requires a license, certificate of authorization or other form of legal entitlement to practice such services, it shall employ and/or retain only qualified personnel to provide such services to Owner. Manager represents to Owner that it has expertise in the type of professional services that will be performed pursuant to this Agreement and has extensive experience with projects similar to the Project required hereunder. Manager agrees that all services to be provided by Manager pursuant to this Agreement shall be subject to Owner's review and approval, as provided herein, and shall be in accordance with the generally accepted standards of professional practice in the State of Florida, as well as in accordance with all applicable laws, statutes, including but not limited to ordinances, codes, rules, regulations and requirements of any governmental agencies, and the Florida Building Code where applicable, which regulate or have jurisdiction over the Services to be provided and YUN tf21-7898 Packet Pg. 61 11.A.a performed by Manager hereunder, the Local Government Prompt Payment Act (218.735 and 218.76 F.S.), as amended, and the Florida Public Records Law Chapter 119. 12.3 Indemnification. To the maximum extent permitted by Florida law, the Manager shall defend, indemnify and hold harmless Collier Cot€nty, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, whether resulting from any claimed breach of this Agreement by Manager, any statutory or regulatory violations, or from personal injury, property damage, direct or consequential damages, or economic loss, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Manager or anyone employed or utilized by the Manager 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. 12.3.1 The duty to defend tinder this Article 12 is independent and separate from the duty to �"oV indemnify, and the duty to defend exists regardless of any ultimate liability of the Manager, County, and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to Manager. Manager's obligation to indemnify and defend under this Article 13 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the County or an indemnified party for the matter indemnified hereunder is fully and finally barred .°a by the applicable statute of limitations. i 12.3.2 Survival. The obligations of the parties contained in this Section shall survive the c termination or expiration of this Agreement. ii ARTICLE 13 MISCELLANEOUS 13.1 Relationship. Manager and Owner shall not be construed as joint venturers or general partners of each other, and neither shall have the power to bind or obligate the other party except as set forth in this Agreement. Manager understands and agrees that the relationship to Owner is that of independent contractor, and that it will not represent to anyone that its relationship to Owner is other than that of independent contractor. Nothing herein shall deprive or otherwise affect the right of either party to own, invest in, manage or operate property, or to conduct business activities, which are competitive with the business of the Facility. Manager covenants and agrees that even though it may have a management responsibility for other similar properties, which from "time to time" may be competitive with the Facility, Manager shall always represent the Facility fairly and deal with Owner on an equitable basis. 13.2 Assignment. Manager shall not assign this Agreement or any part thereof, without the prior consent in writing of the County. Any attempt to assign or otherwise transfer this Agreement, or any part herein, without the County's consent, shall be void. If Manager does, with approval, assign this Agreement or any part thereof, it shall require that its assignee be bound to it and to assume toward Manager all of the obligations and responsibilities that Manager has assumed toward the County. 13.3 Benefits and Obligations. The covenants and agreements herein contained shall inure to the benefit of, and be binding upon the parties hereto and their respective heirs, executors, successors, and assigns. ITN N21-7898 Packet Pg. 62 11.A.a 13.4 Surrender of Premises. Upon termination of this Agreement (termination shall, for all purposes in this Agreement, include termination pursuant to the terms of this Section 19 and any expiration of the term hereof), Manager shall surrender and vacate the Facility upon the effective date of such termination. The Facility and all equipment and furnishings shall be returned to the County in good repair, reasonable wear and tear excepted. All reports, records, including financial records, and documents (including computer data) maintained by Manager at the Facility or elsewhere relating to this Agreement shall be immediately Surrendered to the County by Manager upon termination. The County, at its cost and within thirty (30) days after such expiration or other termination, shall remove all signage relating to Manager and its Affiliates. 13.5 Use of Facility at Direction of County. The County shall have the right to use the Facility or any part thereof, upon reasonable advance notice and subject to availability in accordance with the procedures to be established in the Facility Operating Manuel, which shall be provided to the County within 30 days of the Commencement Date of the Agreement; and, subject to the County Manager or designee's approval, it being recognized that booking a County event during times that are reserved and being marketed for possible tournaments, camps, clinics, rentals, and other events will lessen the projected revenues and increase the odds of operating losses. 13.6 Taxes. Manager shall pay all sales, consumer, use and other similar taxes associated with the services provided under the Agreement or portions thereof, which are applicable during the performance of the Agreement. Collier County, Florida as a political subdivision of the State of Florida, is exempt from the payment of Florida sales tax to its vendors under Chapter 212, Florida Statutes, Certificate of Exemption # 85- 8015966531C. 13.7 Building Compliance. Manager does not assume and is given no responsibility for compliance of the Facility or any equipment therein with the requirements of any building codes or with any statute, ordinance, law, or regulation of any governmental body or of any public authority or official thereof having jurisdiction, except to notify Owner promptly, or forward to Owner promptly, any complaints, warnings, notices, or summonses received by Manager relating to such matters. Owner represents that to the best of Owner's knowledge, the Facility and all such equipment contained therein comply with all such requirements, and Owner authorized Manager to disclose the ownership of the Facility to any such officials. 13.8 Notices. All notices provided for in this Agreement shall be in writing and served by registered or certified mail, return receipt requested, postage prepaid, at the following addresses until such time as written notice of a change of address is given to the other party: If to Owner: Board of County Commissioners for Collier County, Florida Division Director: Sean Callahan, Deputy County Manager Division Name: Office of the County Manager Address: 3299 Tarniami Trail E., Suite 202 Naples, FL 34112 County's Contract Administrator: Marissa Fahey, Senior Operations Analyst Telephone: 239-252-4380 E-Mail: Marissa.fahe cocolliercounty.fl.gov If to Manager: Attention: Sports Facilities Management, LLC Jason Clement, Manager ILL JTN 921-7898 Packet Pg. 63 11.A.a 600 Cleveland Street, Suite 910 Clearwater, FL 33755 Email: iclenlent(cOsportsfacilities.coni with a copy to: Bruce Rector General Counsel Sports Facilities Management, LLC 600 Cleveland Street, Suite 910 Clearwater, FL 33755 Email: brector s ortsfacilities.corn 13.9 Headings. All headings and subheadings employed within this Agreement and in the accompanying schedules and exhibits are insc€led only for convenience and ease of reference and are not to be considered in the construction or interpretation of any provision of this Agreement. 13.10 Force Maieure. Any delays in the performance of any obligation of Manager under this Agreement shall be excused to the extent that such delays are caused by Acts of Nature and other causes falling within the definition of force majeure as defined herein that are not within the control of Manager. In such instances, and any time periods required for performance shall be reasonably extended accordingly, subject to advance notice and approval by the Owner. 13.11 Entire Agreement. This Agreement, including any specified attachments, constitutes the entire agreement between Owner and Manager with respect to the management and operation of the Facility and supersedes and replaces any and all previous management agreements entered into or/and negotiated between Owner and Manager relating to the Facility covered by this Agreement. No change to this Agreement shall be valid unless made by supplemental written agreement executed and approved by Owner and Manager. Except as otherwise provided herein, any and all amendments, additions, or deletions to this Agreement shall be null and void unless approved by Owner and Manager in writing. Each party to this Agreement hereby acknowledges and agrees that the other party has made no warranties, representations, covenants, or agreements, express or implied, to such party, other than those expressly set forth herein, and that each party, in entering into and executing this Agreement, has relied upon no warranties, representations, covenants, or agreements, express or implied, to such party, other than those expressly set forth herein. 13.1 1.1 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: Invitation to Negotiation #21-7898, including attachments and Addenda, Manager's Proposal, Insurance Certificate(s), Exhibit A Scope of Services; Exhibit A-1, Landscape Scope of Services; Exhibit A-2 Janitorial Scope of Set -vices; Exhibit B Performance Criteria; Exhibit C Manager's Compensation; Exhibit D Operating Budget; Exhibit E Pro -Forma; and Exhibit F Key Personnel and Fixed Payroll Compensation, attached to this Agreement. 13.12 Rights Cumulative; No Waiver. No right or remedy herein conferred upon or reserved to either of the pat -ties to this Agreement is intended to be exclusive of any other right or remedy, and each and every right and remedy shall be cumulative and in addition to any other right or remedy given under this Agreement or now or hereafter legally existing upon the occurrence of an event of default under this Agreement. The failure of either party to this Agreement to insist at any tine upon the strict observance or performance of any of the provisions of this Agreement, or to exercise any right or remedy shall not be construed as a waiver or relinquishment of such right or remedy with respect to subsequent defaults. Every right and remedy given by this Agreement to the pat -ties may be exercised from "time to time" and as often as may be deemed expedient by those ITN 421-7898 Packet Pg. 64 11.A.a parties. 13.13 Applicable Law. The execution, interpretation, and performance of this Agreement shall in all respects be controlled and governed by the laws of the State of Florida. Any civil action or legal proceeding arising out of or relating to this Agreement shall be brought ill the courts of record of the State of Florida in Collier County or the United States District Court, in Fort Myers, Florida. Each party consents to the sole and proper jurisdiction of such court in any such civil action or legal proceeding and waives any objection to the laying of venue of any such civil action or legal proceeding in such court. 13.14 Acknowledgement. Tile parties hereto acknowledge that they have been provided with a copy of this Agreement for review prior to signing it, that they have been given the opportunity to review it prior to signing it, that they have been given the opportunity to have this Agreement reviewed by their attorney prior to signing it, and that they understand the purposes and effect of this Agreement. 13.15 Severability. If any provision or provisions of this Agreement shall be held to be invalid or unenforceable, such invalidity or unenforceability shall not affect any other provisions of this Agreement, and this Agreement shall be construed and enforced as if such provision or provisions had not been included. 13.16 Intellectual Property. Owner acknowledges that Manager has certain intellectual property, trade secrets and proprietary business techniques ("Intellectual Property ") that it will on behalf of Owner to meet its obligations under this Agreement. Owner acknowledges that it obtains no ownership rights whatsoever in the o Intellectual Property and, upon termination of this Agreement, Manager shall retain all rights to the Intellectual c Property and remove such Intellectual Property from the Facility and its operations. For prnrposes of this > Agreement, the term Intellectual Property shall include, withor€t limitation, analytical tools and documented procedures for forecasting, performance tracking, operational and marketing systems that are unique to Manager's c approach, staff training programs, prograrn curriculum and agendas, rights to certain discounts or programs that u_ Manager has negotiated for Manager -operated facilities, and other intellectual property which Manager has M previously introduced to the Facility and of which Manager is an author. 13.17 Public Records. To the extent required by law existing at the time this Agreement is entered, Manager shall comply with the Florida Public Records laws expressed at F.S. § 119.0701(2)(a)-(b) as stated as follows; IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Division of Communications, Government and Public Affairs 3299 Tamiami Trail East, Suite 102 Naples, FL 34112-5746 Telephone: (239) 252-8999 Email: PublieRecordRequestgeolliercountyfl.gov ITN N21-7898 Packet Pg. 65 11.A.a The Manager must specifically comply with the Florida Public Records Law to: (a) Keep and maintain public records that ordinarily and necessarily would be required by the Owner (b) Provide the public with access to public records on the same terms and conditions that the Owner would provide the records and at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. (c) Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law. (d) Meet all requirements for retaining public records and transfer, at no cost, to the Owner, all public records in possession of the Manager upon termination or expiration of this Agreement and destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. All records stored electronically must be provided to the Owner in a format that is compatible with the information technology systems of the Owner. 13.18. No Improper Use. The Manager will not use, nor suffer or permit any person to use in any manner a) whatsoever, County facilities for any improper, immoral, or offensive purpose, or for any purpose in violation of aM an federal, state, count or municipal ordinance, rule, order, or regulation, or of an governmental rule or � Y Y p g ally o regulation now in effect or hereafter enacted or adopted. In the event of such violation by the Manager or if the County or its authorized representative shall deem any conduct on the part of the Manager to be objectionable or > improper, the County shall have the right to suspend the Agreement of the Manager. Should the Manager fail to 6, c correct any such violation, conduct, or practice to the satisfaction of the County within twenty-four (24) hours after ii receiving notice of such violation, conduct, or practice, such suspension to continue until the violation is cured. N The Manager further agrees not to commence operation during the suspension period until the violation has been o T corrected to the satisfaction of the County. In addition, the Manager shall comply with all rules, regulations and laws of Collier County, the State of Florida, or the U. S. Government now in force or hereafter adopted. The c Manager agrees to comply with all laws governing the responsibility of an employer with respect to persons employed by the Manager. 13.19. Dispute Resolution. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of Manager with full decision -making authority and by County's staff person who would make the presentation of any settlement reached during negotiations to County for approval. Failing resolution, and prior to the cornmencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed -upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of Manager with full decision -making authority and by County's staff person who would make the presentation of any settlement reached at mediation to County's board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring mediation under section 44.102, Fla. Stat. 13.20 Order of Precedence. In the event of any conflict between or among the terms of ally of the Contract Documents, the terms of the Agreement and the Additional Terms and Conditions shall take precedence ITN u21-7898 Packet Pg. 66 11.A.a over the terms of all other Contract Documents. To the extent any conflict in the terms of the Contract Documents, including the Owner's Board approved Executive Summary, cannot be resolved by application of the terms of the Agreement and Additional Terms and Conditions, the conflict shall be resolved by imposing the more strict or costly obligation under the Contract Documents upon the Manager at Owner's discretion. 13.21 Security. The Manager is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Manager shall be responsible for all associated costs. If required, Manager shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state, and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Manager shall be required to maintain records on each employee and make them available to the County for at least four (4) years. All of Manager's employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Manager ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Manager during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the Manager's business. The Manager shall immediately notify the Collier County Facilities Management Division via e-mail (DL- FMOPS@colliergov.net) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. 13.22 Assumption Clause. In the event of the termination of this Agreement. The County will make best efforts to accommodate any existing events that have an active reservation at the Facility or another County facility. 13.23 Proiect Publicity. Any news release pertaining to the services performed by the Manager pursuant to this Agreement must recognize the contribution of the County as a funding source and should be coordinated with the County's Communications and Customer Relations Division prior to publication. The Manager shall recognize the County for its contribution in all promotional materials and at any event or workshop for which County funds are allocated. 13.24 Subcontractors. The Manager shall be responsible for all work and all expenses required to perform the services set forth in this Agreement, subject to reimbursement from the County pursuant to this Agreement. a. The Manager may, as appropriate and in compliance with applicable laws. subcontract the delivery of the services for the Facility; provided, however, that the Manager will be solely liable to the subcontractor for all expenses and liabilities incurred during such subcontract subject to appropriate reimbursement of Manager pursuant to this Agreement. b. Any and all subcontracts executed for the Facility shall include provisions whereby the Manager and the subcontractor agree to abide by all local, State, and federal laws and indemnify and hold harmless the County consistent with the same provisions required of the Manager in the Agreement. FYN 421-7898 Packet Pg. 67 11.A.a 13.25 Data & Records Management. The Manager shall keep and maintain records required to operate and perform services to the Facility. Upon request from the County, the Manager shall make those records available for inspection. Upon expiration or termination of this Agreement, the Manager will transfer, at no cost to the County, all records with respect to the operation of the Facility by Manager that are in possession of the Manager or keep and preserve public records with respect to the operation of the Facility by Manager during the term of this Agreement that are required by the County to perform the service, if the Manager transfers all public records to the County upon expiration or termination of this Agreement, the Manager shall destroy any duplicate public records that are confidential and exempt from public records disclosure requirements. If the Manager keeps and preserves public records upon expiration or termination of this Agreement, the Manager shall meet all applicable requirements for retaining public 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. (signature pages to follow) LL ITN #21-7898 Packet Pg. 68 11.A.a IN WITNESS WHEREOF, the Parties hereto, by an authorized person or agent, have executed this Agreement on the date and year first written above. ATTEST: Crystal K. Kinzel, Clerk of the Circuit Court and Comptroller By: Dated: (SEAL) Approved as to Form and Legality: Scott R. Teach, Deputy County Attorney BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA Penny Taylor, Chair U_ ITN 021-7898 fall Packet Pg. 69 11.A.a Manager's Witnesses: Manag -'s First in essss &U-) TType/print witness nameT anager' S cond Witness TType/print witness nameT SPORTS FACILITIES MANAGEMENT, LLC A Florida limited liability company Manager ;A 13y: 5' nature Type/print signature and titleT ITN HU-7898 IL Packet Pg. 70 11.A.a Exhibit A Scope of Services 1.1 The Manager shall be responsible for studying area demographics and associated metrics to provide input to the Facility's "mix" of facilities and types of events supported. Due to the tremendous investment, the County will heavily scrutinize business and marketing plans and models to ensure they are reasonable, realistic, and sustainable. 1.2 The Manager shall conduct a project feasibility study in an effort to determine early issues (i.e., traffic, parking, location, permitting issues, etc.), identify any features that could adversely affect the successful operation of the Facility, and communicate it to Owner. 1.3 The Manager shall review and evaluate land/project site options, design and assist the County in determining features and amenities on the Facility to ensure positive revenue growth. 1.4 The Manager shall develop an annual analysis of the Facility's economic impact on the local economy, the regional economy, and otherwise, through added jobs, taxes, tourism, etc. Consulting and Assistance During Design and Construction of the Facility m 1.5 The Manager shall assist the County delivery team (staff, consultants, engineers, architects, and senior a� management) in developing the final project concept and assist in its implementation. The Manager shall coordinate efforts and ensure that it promotes and adheres to the final approved concept and -0 scope of work. Management, Operation, Advertising and Marketing of the Facility 6 iic 1.6 The County views its relationship with the Manager as critical to the credibility, viability, and financial r. success of the Facility. M 1.7 The Manager shall run, market, solicit, advertise, and conduct public relations activities for leagues, sporting events, concerts, tournaments, and other gatherings, including special events of substantial size and scope to maximize use of the Facility at no extra cost to the County. 1.8 Facility is owned and maintained by the County. This will include capital investment and improvements. 1.9 The Manager shall supply landscape maintenance and janitorial services as an aspect of facilities maintenance; See Exhibit Al and A2. 1.10 Manager shall create an annual marketing plan for the Facility. 1.11 Manager shall follow County travel policies. 1.12 Manager will conduct backend accounting, sales, operations, and marketing support services 1.13 Additional hires, beyond that provided for in the Manager's Pro Forma/Proposal, shall require County approval. Hiring will include everything necessary to run the Facility. 1.14 Manager will collaborate and coordinate with the County's Parks and Recreation Department and Convention and Visitors Bureau to reduce duplication of efforts. ITN 921-7898 Packet Pg. 71 11.A.a 1.15 Manager shall manage and run unforeseen additions or changes to the Facility as there may be future amenities not in the original plan and it will be expected to manage, operate, and provide oversight. Additions may include, but are not limited to: obstacle course, beach volleyball course, hockey rink, or quiet space. 1,16 Manager shall manage a hotel booking service for Facility events that is capable of securing room blocks with local hotels, which includes an online booking solution, and is capable of pre and post event reporting on room nights and revenues, Manager shall provide monthly reports on the anticipated expected revenue to be derived from this platform. The County reserves the right to place cost controls on room booking models. 1.17 Manager shall run, advertise, and market The Factory, a separate aspect of the whole Facility, that includes: • National Fitness Court Programming — Free to the public • Open Air Classroom • Membership based: Open Air/Functional Fitness o Fully functioning fitness -based membership space with full group class offerings o May sub -contract work as need, with County approval, branding must remain intact. • The Lake trail with workout stations 1.19 Manager shall rrm, advertise, and market The Cove — food truck bar and pavilion, a separate aspect of the whole Facility, that includes: • Vendor management • Health department upkeep • Food truck management and operations • Permit/License Management • Coordination with tournament/event schedule, along with normal operating hours best fit • Concessions for other locations — outside of events. ITN 921-7898 Packet Pg. 72 11.A.a Exhibit A-1 Landscaping Scope of Services Full -Service landscaping shall include the following items: General Services The work includes but is not limited to: mowing/edging, weed control, general site trimming/pruning, turf fertilization, pest control, shrub care, shrub/palm fertilization, irrigation maintenance, aeration/top dress of specified areas, sod replacement and installation, tree removal, mulching, special projects, and additional services as requested. Service Schedule The frequency of routine service (mowing, edging, trees/shrubs/other plant material maintenance, weeding, pest control and other associated landscape maintenance services outlined under the scope) will be as follows, but is subject to change as needed: • May — October (6 months) = Once a week • November— April (6 months) = Once every other week. The Manager shall develop a consistent schedule in which services will be completed in a maximum two-day tirneframe between Monday and Thursday (no services will be performed on Friday — Sunday) unless specific variances are approved in advance by the County's Contract Administrator or designee. Monday and Tuesday to be preferred maintenance days. Full annual schedules of proposed days for service shall be submitted to the County at the beginning of the contract and updated if there are any changes throughout the term(s) of the contract. Mowing Prior to mowing, the Manager shall be responsible for the removal and disposing of all trash and debris including, but not limited to, palm fronds, horticultural and non -horticultural debris, leaves, rocks, paper, tree branches and limbs, shrubbery, and other miscellaneous objects on the ground in the service area to include the right-of-way. The number of mowing services may be modified by the County depending upon seasonal conditions. Mowing and edging shall include park medians and areas along the outside edge of the sidewalks of adjacent properties. The Manager shall ensure all trash and debris is disposed of the sarne day and areas with pavement and curbing shall be clear of all grass clippings from mowing. Swale areas shall be mowed throughout the entire year. If mowing is not possible and the swales are full of water, the swales must be addressed at every service to reduce the height of the weeds to 12" above the water. Side of the road, a full rnowing service shall include side of the roadway €Bowing and edging, all swale areas, and side of right-of-way trash removal. Maintenance of Traffic (MOT) may be requested on an as needed basis. MOT certification may be requested. Mowing ahead signs are required when mowing services are being performed. It is the responsibility of the Manager to be familiar with the type of grasses and mowing expectations at specified location. Bimini Bermuda Sod Maintain an average height of one (1) inch. Mow with a reel mower. Mowing frequency is typically once weekly in the summer months. If areas are desired to be rnowed more frequently the County's Contract Administrator or designee shall request an increase. Scalping (hard cutting of the sod to the thatch layer) annually is recommended. Sand application may be necessary on any low areas discovered during the scalping of sod. Maintain a clean snowed edge. Will not use herbicide to maintain edge treatment of sod. u_ tr.�►�:�ri�Es+� Packet Pg. 73 11.A.a Bahia Sod Mow weekly or every other week during summer as requested by the County. Mowing may be less frequent during dry season months. Maintain a snowed edge. Will not use herbicide to maintain edge treatment of sod. Bahia grass shall be cut at a height of 3.5 inches. Edging Edging is required in all turf areas around isolated trees, valve boxes, shrubs, signposts, utility holes, etc. where they exist. All debris on streets, sidewalks, or other areas, resulting from edging, shall be removed. No herbicide will be used for edging. Mechanical edging of the turf shall be done with each snowing along all sidewalk edges, back of concrete curbs, around all plant beds, utility service boxes, streetlight bases, signposts, headwalls, guardrails, timer pedestals, posts, and trees. Trash Removal a Before snowing turf areas, the Manager shall remove all debris trash from the service site. Park trash removal for each service for all site areas shall be cleaned by removing all trash or debris which shall include, but not limited 00 to the following: paper, bottles, cans, other trash, and horticultural debris. Disposing of trash and debris must be at c a proper landfill or disposal site at no additional cost to Collier County. 54 m Street Cleaning LM Sidewalks, curbing, and gutters to include the four (4') foot area from the face of the gutters and curbs, turn lanes, in medians, and sidewalk areas shall be cleaned the same day as the mowing service to remove any accumulation of -°a debris or objectionable growth to maintain a neat and safe condition. Sidewalks shall be blown clean. Grass clippings or other debris shall not be blown on other adjacent property or accumulate on right of way areas, paved >, areas, traffic, or roadways. Blowing shall be directed toward the existing landscape median or grass, c ii Weeding Weeding of plant beds, rock areas, sidewalks (asphalt, concrete paver), guardrail bases, curb joints and other mulched areas by the€nical and/or hand removal and must be performed weekly or as necessary to provide a weed - free and well -maintained area, The Manager shall remove all weeds by hand with or without using a chemical treatment. 1f chemicals are used, they shall be Roundup or equivalent around plants, etc., but to be used in such a manner as to not damage existing plant material. The Manager will remove all weeds from sodded/grass areas using appropriate method. The Manager will use chemical treatment along synthetic turf grass edges. + A Florida Pesticide Applicator Licensed is requested. Perennial Peanut Maintain weed free. Hand pull weeds. Edge runners along bed edges with metal edger. Will not apply herbicide or maintain edges with herbicide. General Site Trimming/Pruning General site pruning shall be defined as the pruning of any plant's foliage height that is ten feet (10') and below. Shrub pruning should be done at a minimum of every 6 weeks throughout each park for all shrub types that require pruning so that landscape gives the appearance of continuity throughout that park project at-ca. Groundcovers and shrubs shall be maintained at the required height as specified by the County's Contract Administrator or designee up to a maximurn height of thirty-six inches (36"), with the exceptions of sight windows where the height shall be maintained at a maximum of eighteen to twenty-four inches (18"- 24"). Shrubs and plant material shall not grow over the curbing and into the roadway or parking area. Shrubs and trimming, as described above must be completed. Will consult an arborist for canopy trimming, thinning and in the event of diseased tees. Avoid use of a gas -powered hedge trimmer where possible. Hand clip specimen and ornamental shrubs. The intent of the shrubs and ornamental plantings on site is to maintain a natural shape and character. Trees shall not be pruned ITN #21-7898 Packet Pg. 74 11.A.a into balls. Fledges shall not be topped or maintained as clipped hedges or topiary. Canopy and Ornamental Trees Shall be pruned to encourage a natural appearance desired shape. Cathedral live oaks shall be open branching as well as clear out the center of the tree to help with air circulation and overcrowding branches. Bridal Veil Trees to be allowed to develop into their natural vase shape. Pink Tabebuias to be allowed to obtain their natural shape. Will not only trim around the outside circumference of the tree. Recommended annual trimming should be kept to about 25% of the tree canopy. Hard cutting is stressful on the tree and does not help them survive storms. Will perform pruning in spring and stunmer for best recovery. Palms Royal Palms shall be kept clean and free of brown fronds and or boots at all times. Sylvester Palms / Silver Bismarck Palms and all non- self -shedding pal€n varieties shall be trimmed once annually to remove the bottom brown palm fronds. All seed heads shall be removed prior to ripening to prevent falling fruit and staining of surfaces below, Flowering trees and shrubs 00 Shall be trimmed after they have flowered, Hard trimming shall occur in the summer months. Trim seasonal grasses c spartina / rnuhly / fakahatchee once annually to 6" from the ground in the beginning of rainy season. m Pest Control/Integrated Pest Management (IPM) a, Inspect and treat plant material, applying pesticide when pests reach damaging thresholds to include the lake banks. iL 0 All pesticides and herbicides to be applied by a licensed professional and shall follow the application methods and rates as listed on each individual manufacturer product specification sheet. Apply during cooler hours of the day as >� mid -day heat can contribute to burning or damage of plants, c ii Best Practices to Avoid Disease and Fungus Florida weather provides year-round opportunities for fungus. The Manager will prevent this by: • Keeping mulch away from the base of plants and trunks. • Trimming overgrown plants to allow for air to circulate. • Monitoring for aphids/ mealy bug/ thrip on shrubs, specimen plantings and ornamental grasses. • Monitoring for webworm or nocturnal caterpillars on bougainvillea -- will treat with Orthene o€- similar product with caution label. • Water landscape beds in the morning hours to allow plants to dry throughout the day. Bimini Bermuda Sod Pest Control Recommendation Dollar spot is possible but is mostly a problem in bermuda that has low fertility levels. Sod webworms and army worms are a threat, mostly in warm rainy months and is easily killed but harder to eliminate or prevent. Grass appears thin and "mowed down" when it has not been mowed, due to worm damage. Bermuda grass mites can occur some years in the dry winter months. Watch for mole crickets and grubs in April and May. Fire ant mounds shall be treated four (4) times per year and will include turf, walkways, and parking medians. Any spot treatments will be done on an as needed basis. General Fertilizer Recommendations The Manager shall follow all State of Florida and Collier County Fertilizer Ordinances at the following links: httrs://www.lee.state.fl.us/statutes/i€idex.cf€n?Ann mode—Disolav Statute&URL=0500-0594/0576/0576.html htts:llwww.colliercount fl. ov/ our- overmnent/divisions-s-zlzonin -division/watershed-rnana e€nent- ITN H21-7898 Packet Pg. 75 11.A.a plans/coIIiercounty-florida- friend ly-fertiIizer-ordinance All fertilizers to be applied at rates as listed by manufacturer. Will keep fertilizers off impervious surfaces. Fertilize bloorning plant materials three (3) times a year at approximately four -month intervals. Shrubs and groundcovers: a minimum 75% slow release, 8-2-12 or 13-3-12 or similar product is recommended. Fertilizers should have organic nitrogen content of 50% and contain added sulfur and iron. Palms will benefit from additional application of magnesium sulfate, manganese sulfate, and sulfate potash magnesia on an annual basis. Will not apply fertilizer close to the trunk; apply at palm drip line where possible. Hibiscus require additional iron. Annual application of chelated iron is recommended, Bird of Paradise and bougainvillea require high concentration of organic fertilizer such as turkey litter or compost. Turf Fertilization Monthly fertilization program will follow University of Florida IFAS recommendations based on the turf at specified location. See link below: https:Hcdis.ifas,ufl.edu/lh014#:-:text=A%20recent%20revision%20of%2Othe,be%20rnade%20dul-ing%20tlie%2 Ofall. Bimini Bermuda Sod Fertilization Recommendation -0 d 15-0-15 or 12-0-12, 50% slow release with minors is a common golf course ratio. Four pounds of Nitrogen (N) per a_ 1000 SF annually, (preferably 4 times per year). During the Collier County summer fertilizer lock out period foliar iL iron treatment is helpful. The Manager will follow the Collier County Fertilizer Ordinance. Surnmer rainy season O is an important time to build strong turf when it is growing the most. Spot fertilization can be very helpful in high traffic wear spots. >i Shrub Fertilization ii Annual Fertilizer applications based on IFAS recommendations. Palm Fertilization Annual Fertilizer applications per year based on IFAS recommendations and general recommendations as outlined above. Landscaped areas within 30 feet or large established palms shall be fertilized with an 8-2-12-4 Mg with tungsten (W), potassium (K) and magnesium (Mg) being in slow -release form. The fertilizer shall also contain 1-2 percent iron (Fe) and manganese (Mn) plus trace amounts of zinc (Zn), copper (Cu) and boron (B). Any product to be used near palms in landscaped areas shall be approved by the Contract Manager before use. Shrub IPM Inspect and treat plant material, applying pesticide when pests reach damaging thresholds. Irrigation Maintenance The Manager shall inspect the irrigation system bi-weekly, per industry standard. The Manager shall report any broken sprinkler system parts or damage to County property found immediately to the County's Contract Administrator or designee for repair. The Manager is responsible for broken systems or parts and is required to repair the damage at no charge to the County. The Manager shall inspect and test rain shirt -off devices and other components and zones in the irrigation system monthly and shall reset zone times accordingly. Minor adjustments and repairs such as head/emitter cleaning or replacement, filter cleaning, re -aiming of heads to keep water out of the street, small leaks, and rninor timer adjustments shall be made. The Manager, shall in perpetuity, allow for the application of `/2 inch — 1/a inch of water per irrigation cycle. During regular service times, the Manager will note and report to the County any symptoms of inadequate or excessive irrigation, drainage problems, etc. ITN #21-7898 Packet Pg. 76 11.A.a Bimini Bermuda Sod Irrigation Recommendations Typically, three (3) times per week, Watch for hot spots in dry periods and adjust zone timing, or possibly add a larger flow head if just one (1) area shows hot spots. This will be adjusted seasonally depending on the weather pattern. Repairs or system service beyond the above scope will be charged to the County on a time and material basis for actual repairs only, not for the full monthly check if repairs are made at that time. The Manager will notify the County of the nature of the problem before repairs are made. Aeration/Top Dress Aeration and top dressing of areas shall be done once per year. Depending on traffic and use, high traffic areas may require this more than l x per year. Aeration and top dress of Bermuda Grass Aeration and top dress with 5/8th tines at 2 2.5 inch spacing at least once a year for the first two years. As the turf ages more organic material or thatch accumulates in the soil profile. Tile older the grass, the more you should try and aerate to eliminate compaction and organics from the soil. It would be ideal to pull plugs from aerating followed with a heavy topdressing. This should also be followed with some sort of drag mat to push the sand into the aerated holes. m Mulching LM Plant Beds, jogging paths, parking lot heads, and all other mulched areas shall be mulched twice per year (once in iL October and once in April/May). The mulch product shall be "Pro-Euc" and shall be prepped prior to mulching so 0 mulch allows percolation. Mulch will not be placed against trunks of palms, trees, and plants. Mulch shall be kept six (b) inches away from the trunk of the tree or palm. After application, mulch needs to be removed from >r impervious areas. The mulch shall be placed to provide a three-inch (3" +) non -compacted or unsettled depth 6 measured from the existing soil grade. Touch ups may be required if there is a heavy rain. ILL Specialty plant beds in high traffic areas may utilize a mocha brown rubber vigoro mulch for aesthetics. T_ N M 0 T Native yard areas do not require annual mulching. r r Mulching around the lake perimeter, in landscape beds, are also be included in the proposal. Proposal will be c v provided if areas keep washing out and we need to replace with stone or other materials. m General Maintenance Recommendations U Royal Palms Royal Palms shall be kept clean and free of brown fronds and or boots at all times. Support stakes on royal palms 0 planted with bougainvillea shall be removed in December, following hurricane season to allow bougainvillea to 0 grow around the trunks. Refer to bougainvillea section below. Fertilize as part of regular fertilizer prograrn. L. a) a Bromeliads C a) Blooming Occurs in different stages, seasons and naturally the parent plant will slowly die after blooming. As the E parent plant slowly dies, offsets/pups will also grow to start over. Remove dead parent plans every few months. 0 Separate and plant new pups in areas where parent plans have expended to infill beds to maintain full appearance. The Neoregelia and Aechmea species were selected due to their full sun light tolerance. However, extremely dry conditions can stress and cause blanching, sunburn spots or holes on leaves. Run irrigation during dry conditions more frequently to keep roots moist and to prevent stress. Hand clip stressed leaves during regular maintenance ri activities. Fertilize with dilute, soluble fertilizer at about 1/8 to % the strength on the label with a 20-10-20 (Peat Lite Special) (D or 20-10-30 as per species requirements. Do not over fertilize in the winter months. Will not allow bromeliads to t ITN N21-7898 Packet Pg. 77 11.A.a become completely dried out. Dornbeya Hard trim up to two tithes per year due to fast growing rate. Will hard trim at beginning of rainy season to reduce weight and €pass on plants during wind and rain events. Trite to 4' from ground. Maintain 6-8' width and diameter when in full bloom. Bougainvilla Train to height of 8'-10' feet on Royal Palm Trunks (tallest possible to be maintained without use of ladders) to create columns of color, foliage to ground. Support with ties around trunk (rope or dark green tie tape). Check ties annually to ensure no girdling of trunk as palms mature. Power -sheer bougainvillea during the summer. Cut no more than 1' off the trunk and trim€ned at 6' to top. Stop sheering from November until June or beginning of summer rainy season. Cut stems/shoots that extend 18" fl•om trunk. Keep trimmed away from walkways. Once stakes are off the royal palms, train some of the bottom vines to the sides (east and west) for full column effect. Bulbine Deadhead spent flower stalks as needed. Will not over -water. Perennial Peanut Maintain weed free. Hand pull weeds. Edge runners along bed edges with metal edger. Will not apply herbicide or maintain edges with herbicide. Mow once a year to height of 3" during rainy season. Barrie Alarx Philodendron Philodendron runners may need to be pruned back from overtaking specimen bromeliads or from growing over landscape lighting from time to time. Will clip with hand pruners. Slakes Will remove all large tree and paltn stakes and support ties within one year of installation. Remove stakes on ornamental or specimens six months after installation or following hurricane season. If any shifting or settling of root ball or trunk occurs inspect tree or shrub for health and quality. Remove and replace any trees/shrubs that have root rot or defects. Irrigation Punnp System Preventative Maintenance Work shall be performed four (4) times per ,year and will include the following_ 1. General pump station cleaning --- Exterior/Interior = Pressure wash/Vacuum 2. Inspect hydraulic connections and check for proper torque 3. Lubricate centrifugal pump bearings and inspect pump shaft seal for wear / leaks 4. Inspect fan, heater and pressure transducer/gauges and clean air filters 5. Inspect / torque electrical connections on pump controls 6. Test -run pump system to ensure proper operations from min. to max, flows 7. Confirm Variable Frequency Drive (VI'D) parameters and tune as required 8, pressure clean and inspect Auto -Flush Filter System (If equipped) 9. Inspect pump intake/discharge system, cleaning intake screen as needed Notes; 1. Scope of work is limited to inspection of the irrigation pump system and warranty repairs. 2. Additional repairs identified during each inspection must be authorized by a representative of the County 3. Each inspection will be documented with a completed check list. 4. The Manager is not responsible for electrical surge or existing damage caused by neglect. 5. Preventive Maintenance intervals shall be adjusted based on changes in site conditions. 6. The Manager is not responsible for water source quality (i.e., debris, pH, staining and etc,), 7. The Manager will respond within 36 hrs.(weekdays) to service requests outside of this agreement. u_ ITN #214898 Packet Pg. 78 11.A.a Exhibit A-2 Janitorial Scope of Services Paradise Coast Snots Facilitv .lanitorial Location Services Days Sy. Feet Event Specific; AS NEEDi D; Labor/ supplies Welcome Center Interior 3xs; MWF 6597 Event Specific: Before, during, & after Welcome Center Exterior Restrooms 7xs 848 Event Specific: Before, during, & after Market Interior 3xs; MWF 553 JFvent Specific: Before, during, & after Market Exterior Restrooms 7xs 798 Event S eciftc: Before, during, & after Ticket Booth 3xs; MWF 143 Event Specific: Before, during, & after Maintenance 3xs; MWF 3015 Event Specific: Before, during, & after Satellite Restrooms 7xs 1811 Event Specific: Before, durin , & after Cove Restrooms 7xs 132 Event S ecific: Before, during, & after Stadium 1" floor locker rooms 2xs; MF 2146 Event Specific: Before, during, & after Stadium 151 floor exterior restrooms 2xs; MF 3612 Event Specific: Before, during, & after Stadium 21111 Level Restrooms 2xs; MF 271 Event Specific: Before, during, & after Stadium Suites & Main Corridor 2xs; MF 3919 Event Specific: Before, during, & after Stadium Elevator vestibules and stairwells 2xs; MF 924 Event Specific: Before, during, & after N/S Stadium Concessions TBD 1 102 Event Specific: Before, during, & after Stadium Commissar 2xs; MF 348 Event Specific: Before, during, & after Stadium First Aid/Security 2xs; MF 393 Event Specific: Before, during, & after Stadium total TBD 12715 Event Specific: Before, during, & after Daily General Tasks • Empty all personal waste baskets, to be disposed of to the site's dumpster. • Clean and vacuum all carpeted areas • Remove any gum, tar, or other foreign matter from floors within 25' of entrance exterior • Sweep and damp mop all hard surface floors • Spot clean walls. Clean light switches, doors, handles, display cases, elevators/pancls, counters shelves and laminated plastic services. • Clean and sanitize drinking fountains Restroom Tasks • Clean sinks with detergent/disinfectant • Clean counters with detergent/disinfectant • Supply and resupply paper towels, soap, toilet tissue, seat covers, feminine hygiene products, etc. • Clean all stall walls, doors, exposed tile, shower walls, and walls around urinals and toilets with detergent/disinfectant • Clean out urinal screens on a bi-weekly basis • Clean toilets under basins, around toilets and urinals using detergent/disinfectant • Damp wipe ledges • Clean and polish mirrors, soap dispensers, washbasin, and all plumbing fixtures • Sweep and then wet mop floors using detergent/disinfectant ITN #21-7898 Packet Pg. 79 11.A.a • Clean all door handles inside and out • Report any maintenance issues to the Collier County Maintenance supe€•Viso€• Entry Tasks • Sweep and pick up inside and outside entrances within a radius of 25 ft. • Empty and install new black or white liner bag in trash cans, if necessary. • Clean entrance door handles, inside and outside • Shake and sweep down exterior/interior floor mats • Empty cigarette receptacles • All doors, door handles, sliding and glass panels shall be cleaned with da€np cloth • Vacuum all pedigrid systems • Clean all security blue boxes (Security call boxes that are located at most entrances to county buildings) Weekly General Tasks as part of the regular daily service • Dust all horizontal (excluding desktops/monitors/phones) and vertical surfaces that are readily available and visibly require it. • Clean all doors, frames, kick and push plates with damp cloth • Clean all A/C vents reachable with extension rod • Sweep and damp mop all stairs and landings • Damp wipe ledges • Clean and polish mirrors, soap dispensers, wash basin and all plumbing fixtures • Sweep and then wet mop floors using detergent/disinfectant • Clean all door handles, inside and out • Report any maintenance issues to Collier County Maintenance Supervisor Monthly General Tasks • Dust all ceiling fans, top of bookcases, etc. anything reachable with an extension rod • Wash/wipe down building lobby walls and high traffic areas, if necessary • Wipe down all non -upholstered furniture • Dust blinds (vertical and horizontal) n_ General Tasks: Quarterly (every 3 months) as part of daily service • Strip and refinish all hard floors — including but not limited to hallways, lobbies, elevators, restrooms, and Open Offices, etc. (schedule with building occupants) Clean all grout in tile flooring to maintain original grout color General Tasks: Bi-yearly (Every G months) as part of daily service • Vacuum office partitions (if necessary) ' • Clean exterior 111 floor windows and interior windowpanes on all buildings • Steam clean upholstered furniture as requested by County personnel within each facility. • Truck mount or backpack hot water or steam extract all carpets and pedigrid systems in all buildings or use dry cleaning method at client's request Detailed Cleaning Specifications Detailed Specifications - The following information is a detailed explanation of the minimum expected on each task. ITN H21-7898 Packet Pg. 80 11.A.a Trash Removal The Manager shall include the cost of trash removal and the black or white plastic liners in its unit price. The County shall provide dumpsters ar compactors at each site. The Manager shall provide appropriate equipment for office trash removal to avoid the possibility of floor damage due to the dragging of trash bags or containers through buildings. Any damage to carpets and floors caused by dragging bags or containers will be repaired or replaced at the Manager's expense. The Manager will immediately clean any dragging stains on carpet or concrete. No drag lines will appear while emptying inside or outside garbage. Recyclable Material Removal The Manager shall instruct its employees to ensure that all materials remain separated, as any mixing of materials shall impair the possibility of recycling, All recycling shall be placed in outside receptacle, loose, not in plastic bags. All recyclable materials and their revenues are the property of Collier County. The removal of all recyclable materials shall conform to all applicable Federal, State, or Local laws. VacuuminJ4 Carpets c All carpeted areas shall be totally and completely vacuumed each service day( NO EXCEP"PIONS) leaving them 0- free from visible dirt and debris. Special attention shall be paid to baseboards and corners. All carpeted areas shall be vacuumed using motorized vacuum with brush/ beater bars with a hepa- fitter 0.3- micron filtration system and °r° dual motors. The County requires that the system meets or exceeds the stated vacuum requirements. Currently, all o sites have vacuums that are available for use until replacement is necessary, then the Manager is responsible fo€ replacement with appropriate filtration system and must provide information on vacuum model to Facilities for approval. All stains must be removed each night. If stain cannot be removed, the area stained shall be reported in LM writing to the Maintenance Supervisor within twenty- four (24) hours. iL 0 Basic Cleaning m All washable surfaces, including but not limited to office furniture, office partitions, counters, stainless steel, around >, light switches, window sills, bulletin boards, shelves, display cases, laminated plastic surfaces, elevators and c elevator panel boards, shall be cleaned using a micro- fiber cloth dampened in an all- purpose cleaner unless ii otherwise specified. All stair ]land railings shall be cleaned weekly. Stairs shall be swept and wet mopped weekly. N Interior/ Exterioa• Glass Cleanin All washable interior glass surfaces including but not limited to side panels, display case glass, glass walls and doors, and security/ privacy glass shall be cleaned on service days by a cloth dampened in a window cleaner. All 1st Floor exterior windows of each building shall be cleaned every six (6) months, or more often if needed. The interior panes of windows shall be cleaned every six (6) months; or more often if needed. Entry Cleaning Entrance area cleaning shall be performed on service days and shall include but is not limited to: All doors, sliding glass panels, and side windows shall be cleaned with a cloth dampened with glass cleaner. All debris including but not limited to paper, gum, leaves, cigarette butts and cobwebs shall be removed daily, both oil the inside and outside of the entrance including all porches up to twenty- five (25) feet in front of EACH entrance. All door and window frames, doorknobs and push bars (inside and outside) shall be cleaned with a cloth dampened with an all-purpose cleaner. All pedigrid entry systems shall be vacuumed on service days. All pedigrid entry systems shall be deep extraction cleaned twice per year. Floor Mats All floor mats located in either the exterior or interior of the facility shall be swept on service days. Drinking Fountains All drinking fountains are to be cleaned on service days with a germicidal cleaner. The entire drinking fountain shall be free of streaks, stains, spots, smudges, scale and other obvious removable soil. ITN HU-7898 Packet Pg. 81 t 11.A.a Sweeping/Wet Mopping Hard Floors All hard surface floors shall be swept, using a €nicroftber dust mop and then damp mopped on service days. This includes but is not limited to elevator floors, restroom floors, office floors, and hallways. All Community Center hard surface floors shall be swept, and damp mopped every service day. Warning barricades (with dual language) shall be used always when any surface is damp. A micro- fiber ►nop shall be used for sweeping. For damp mopping, an all- put -pose cleaner or germicidal cleaner shall be used, Ash Receptacles Wall -mounted ashtrays and floor -type ash receptacles within the area shall be emptied and returned to their locations. The wall mounted and floor -type receptacles with removable ashtrays in public areas shall be damp wiped with a cloth to remove evident soil. Any cigarette butts surround the receptacle within 10' will be picked up and disposed of. Dusting o0 All horizontal surfaces less than ten feet (10') above the floor that do not require being damp wiped shall be dusted o weekly using a microfiber dust cloth. No feather dusting allowed without exception. All picture frames, clock face v glass, and any surface under eight feet (8') above the floor shall be dusted weekly. All AC vents (supply/ return) shall be cleaned weekly, if reachable with an extension rod. All ceiling fans and tops of bookcases (with no items) a, shall be cleaned monthly, if reachable with an extension rod. iL Doors 0 m All doors, door handles (front and back), door frames, and kick and push plates shall be cleaned every service day, >€ or more frequently if needed, using a dampened micro- fiber cloth. 76 All switch plates shall be cleaned including the area around them. c ii Spray Buff Hard Floors All hallways, tile and terrazzo floors shall be spray buffed every three (3) months to maintain a high glossy uniform finish on the floor. All movable furniture and objects shall be moved out of the at-ca. Locker and shower floors shall be scrubbed every three (3) months. County must be notified at least five (5) business days prior to scheduled cleaning. All furniture, waste receptacles, etc. must be returned to original positions after floors have been cleaned so employees can begin work the following morning. Vendinll Machines The surfaces of all vending machines, including the top, shall be cleaned weekly; or as needed. Walls/ Baseboards All walls and baseboards shall be spot washed as needed, unless otherwise specified in these specifications. Blinds All mini -blinds, vertical blinds and horizontal blinds shall be dusted monthly using a damp micro -fiber cloth or a vacuum cleaner with the proper attachment to remove all dust, smudges and dirt. No feather dusting permitted without exception. After cleaning, the mini blinds shall be straightened and returned to their original position. Dry Clean Carpets Dry cleaning may be substituted by extraction at the Facility Manager' s discretion. This is the preferred method for cleaning small spots daily. County must be notified at least five (5) days prior to schedule cleaning. ITN M-7898 Packet Pg. 82 11.A.a Strip& Refinish Hard Floors The hard floors in all closed and open office areas, hallways, lobbies, elevators, and all restrooms shall be stripped and refinished every three (3) months. Hosing of the floor shall not be permitted. County must be notified at least v five (5) days prior to schedule cleaning. c a� Furniture Fabric Cleaning 0 All non- upholstered furniture shall be cleaned monthly. All upholstered furniture shall be steam- cleaned se€ni- annually as needed and requested by each individual division. FUrIliture surfaces and legs shall be cleaned as required. The fabric found on office partitions shall be vacuumed bi-annually. Deep_ Extraction Carpet Cleaning All carpets shall be cleaned twice (2) a year. All departments must be notified at least five (5) days prior to _0 a scheduled cleaning. o U Work r, an Scheduling, Employee Work?!,rs.,C,.,, d Wad N o The Manager shall be responsible fo the scheduling of its employees to accomplish the tasks and cleaning a requirements specified in the Specified Tasks and Frequency Schedule at the times designated by the building- cleaning schedules found in these specifications. Employee scheduling shall be enough (7 days) to allow for 00 °-- compliance with the Specified Tasks and frequency schedule as referenced above, o N "The Manager has the prerogative to increase the number of employees on the job to ensure compliance with the � contract specifications, at no cost to the County. LM in L Evening start -tune for the Manager personnel shall be at 5:00 pm, unless otherwise arranged or designated. The .°a Manager's employees shall not start earlier without the express consent from the Facility Manager and the Manager's supervisory personnel. In the event of evening meetings being conducted in County facilities, the >� Manager shall be responsible for proper cleaning provided the meetings end by 9:00 pm. When meetings end after c 9:00 pm, the Manager shall be responsible for cleaning the area the next morning, with no deduction made from ii the Manager's invoice. T- N M O Recycling Removal of recycling will take place on service days. All facilities, not on the main government complex, must r have exterior recycling containers, as per County ordinance, for use by the janitorial staff or decide to remove recycling from the facility. Janitorial staff is not required to separate recycling out of trash/ recycling containers � j nor breakdown boxes prior to removal. All recycling shall be placed in outside receptacle, loose, not in plastic bags. m Supplies and Equipment Specifications 0 U It shall be understood and agreed that all services, materials and equipment shall comply fully with all Local, State � and Federal laws and regulations. E a� a� General Specifications a� All equipment and supplies shall be Green Seal Certified, where applicable. Any changes must be approved by the Q Facilities Director or his designee. Changes can be requested by the Facilities Director or his designee. Proof, by invoice or packing slip, shall be shown to Facility Manager that acceptable supplies are provided. Through the use of cleaning products and/ or chemicals, the Manager is representing to the County that it has the experience and aEi knowledge to prevent use of such supplies/ chemicals singularly or in combination in such a manner to pose or R cause a risk or threat of actual harm to the public, Manager's employees or the County' s employees. Reference of Green Seal Certified Products: https:// greenseal. org/ certified- products- services. Supplies € - The following supplies shall be provided by the Manager and installed in the proper locations, and shall conform to GREEN SEA LCERTIFICATION: hops:// greenseal. ore/certified- products- services: aD a. Toilet tissue shall be two- ply— GS- 1 t I'm H21-7898 Packet Pg. 83 11.A.a b. Paper towels shall be multifold, center pull, roll, etc.— GS- 1 c. Hand soap. GS- 41 d. Trash liners— Black or white liners for trash and clear liners for recycling e. Urinal floor screens f Toilet Seat Covers g. Feminine Hygiene products---- Guards# 147 or equivalent; Wo€men' s sanitary product h. Hand Sanitizer for dispensers i. Wax bags j. Batteries for dispensers Germicidal Cleaner Germicidal cleaner shall be Green Sea] Certified, if appropriate. The product shall not cause any surface deterioration when used properly and shall not cause color to bleach or bleed. All containers shall be labeled with the hazardous agent noted and necessary precautions indicated. Bleach may be used at approved locations. All -Purpose Cleaner The cleaner shall be made from high quality soaps, abrasives and disinfectant agents, uniformly mixed. It shall not cause colors to bleach or bleed. The all-purpose cleaner shall be Green Seal Certified, if appropriate. Stainless Steel Cleaner Stainless Steel Cleaner shall be Green Seal Certified, if appropriate. r- aM Bowl Cleaner in L Bowl cleaner shall be chemically effective for removal of scale, fihm, plumbers stone or organic material. It shall -°a also clean and deodorize without damaging the finish or fittings. m The bowl cleaner shall be Green Seal Certified, if appropriate. > Glass Cleaner ii Glass cleaner shall be a blend of synthetic organic detergents, alcohols, solvents, and germicidal components; it N shall not contain any perfume, ammonia or inorganic alkalis. c The glass cleaner shall be Green Seal Certified, if appropriate. Floor Finish, Sealer, and Stripper All specifications for floor finishes, sealers, and strippers shall conform to the manufacturer' s instructions. Floor finish shall be completely waterproof within twelve (12) hours after application. Floor finish shall be non - yellowing on the floor and should be milk white in the original container rather than tan. Floor finish shall be Green Seal Certified, if appropriate. Cleaning Equipment All rotary machines used for buffing purposes shall be hi- speed machines. When dusting is required, micro -fiber cloths and equipment shall be used. Feather dusting is not permitted. Micro -fiber mops shall be used to eliminate the scattering of dust. ITN #21-7898 Packet Pg. 84 11.A.a Exhibit D Performance Criteria The Manager shall provide the following supporting documentation to substantiate the following activities for reimbursement: Deliverable 1: Maintain staff and compensation per Exhibit C Manager's Compensation, Exhibit D Operating Budget, Exhibit E Pro -Forma and Exhibit F Key Personnel and Fixed Payroll Compensation and as outlined in the Facility Operations 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. Deliverable 2: Provide a monthly report of all receipts to support the expenses being submitted for reimbursement and a transaction detail report. Deliverable 3: Maintain and update a search engine optimized website and social media accounts that highlight the Facility, Collier County, and the Paradise Coast region. Each month the Manager will provide an analytics report for the period along with Deliverables 1 and 2. h Deliverable 4: Manager shall provide a monthly review of the Facility, including the events held at the a - Facility during the monthly, a look ahead to the next quarter, and a profit and loss statement. This L profit and loss staterent will calculate the monthly remittances to the County. This report will be -°a prepared and submitted monthly to the County. The Manager shall present each quarterly report to the Tourist Development Council at its next available meeting, or the earliest date thereafter at the >� convenience of the Council's agenda. ii Deliverable 5: Development and submission of a preliminary annual budget for the following fiscal year by May Is' of each year for review for inclusion in the County budget process. Deliverable 6: Submittal of an annual business plan for the Facility by October 31 after the closing of each fiscal year. The annual report shall include a year-end review of the concluding 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. iy�►`f.�3_��►69�: Packet Pg. 85 11.A.a Exhibit C Manager's Compensation During the Term of this Agreement, Manager shall receive compensation from the Owner according to the following: I . Deferred Incentive Fee. During the Term, Owner agrees to pay to Manager a Deferred Incentive Fee based on the Net Operating Income (without any allocation for debt, amortization, taxes, depreciation, amortization, capital, maintenance, and utilities and represented as "Net Operating Income" on the attached Exhibit C) of the Facility in any given Operating Year once the Facility Net Income is positive. The split will be based on the following scale: • For NOI between $0 - $1,000,000 NOI: 50% to Manager • For NOI between $1,000,001 - $2,000,000 NOI: 40% to Manager • For NOI greater than $2,000,000: 20% to Manager Such calculations shall be made by Manager within thirty (30) days of the ending of each month and paid to Manager in accordance with Chapter 218, Fla. Stats., otherwise known as the "Local Government Prompt Payment Act." If any month is a negative NOI, Manager will credit the deficit amount back to the Owner, so the Year -To -Date NOI payment performance equate to the cumulative percentages outlined above. 2. Corporate Services Fee. During the Term, Owner will not be responsible for any of Manager's corporate office service fee. Manager will be responsible for covering all costs of its corporate support services to the Facility. Manager will be reimbursed for its corporate travel for the benefit of the Facility per policies attached herein. 3. Payroll Compensation. During the 'Term Owner shall pay to Manager, in equal monthly installments, the Etrtployment Costs for all employees at the Facility (collectively, the "Pay1•oll Compensation"), in accordance with the time proscribed in the Local Government Prompt Payment Act, upon presentment of an invoice from Manager no later than the 5"' day of every month. Manager will compensate all its employees on a monthly basis and therefore each Payroll Compensation payment per Exhibit F Key Personnel and Payroll Compensation. For purposes of this Agreement, the term "Employment Costs" shall mean the total salary and compensation for the Management Employees plus any fringe benefits including health insurance, etc, tL ITN 921-7898 Packet Pg. 86 11.A.a Exhibit D Operating Budget FY21-22 Estimated ReveIIUC Revenue Year 0 FY21-22 Rental Baseball/Softball Tournaments $71,375 Rental Multi -Purpose Field Tournaments $92,999 Outdoor Baseball/Softball $35,000 Outdoor Soccer $6,000 Outdoor Football $10,125 Outdoor Lacrosse $5,900 Outdoor Field Rental $87,846 Concerts & Special Events $25,000 Parking $224,250 RV Parking $0 Adventure/Zipline $0 The Factory $35,000 Hotel Rebates $161,315 Food & Beverage $366,712 Photography $15,000 Merchandise $75,540 Sponsorships & Secondary Revenue $125,000 Total Revenue $1,337,062 Expenses Year 0 FY21-22 Rental Baseball/Softball Tournaments $10,706 Rental Multi -Purpose Field Tournaments $13,950 Outdoor Baseball/Softball $12,800 Outdoor Soccer $2,040 Outdoor Football $2,903 Outdoor Lacrosse $1,822 Outdoor Field Rental $4,392 Concerts & Special Events $16,250 Parking $50,456 Hotel Rebates $0 RV Parking $0 Adventure/Zipline $0 The Factory $7,000 Food & Beverage $190,690 0 U m E m a� 0 0 X m a E 0 c.� 1= 0 Q. 00 Ln 0 N m _ a0 7n L 0 m i c ii N M 0 0 0 c.� L d 0 v a ITN #21-7898 Packet Pg. 87 11.A.a Photography $7,800 Merchandise $52,878 Sponsorships & Secondary Revenue $12,500 Total Cost of Goods Sold $386,187 Business Income $950,875 of -Revenue 7196 Facility Expenses $120,489 Operating Expense $156,705 Management Payroll $476,667 Payroll Taxes/Benefits/Bonus $135,764 Total Operating. Expenses $889,625 Net Operating Income $61,249 Landscaping 83,000 Grounds & Maintenance - Utilities - EBITDA ($21,751) CO Ln 0 N d a� fA L O d M U- TMM N M O r+ _ 7 O V L d O V y.+ a ITN 921-7898 Packet Pg. 88 11.A.a Total Revenue & Expenses Exhibit E Pro Forma SPORTS FACILITIES COMPANIES Revenue ;;. .:.::: ;`. �.. Year : ..::�LFY21-22 `:i Year1 ..,OY22-23 ......._l.FY23-24 Year -: '- '.- Year 3 •`-pY24•25 Year "FY25.26-.........FY26-27 -IYear6 _. Rental Baseball/Softhall Tournaments $71,375 $347,7D9 $621,544 $726.229 $815.524 $645,332 Rental Multi -Purpose Field Tournaments $92,999 $121,600 $188,800 $302,120 $323,840 $406,560 Outdoor BaseballlSollball $35,000 $86,000 $103,068 $t32,200 $146.933 $163,654 Outdoorsoccef $6,000 $63.000 $75.333 $94,946 $104.893 $116,t 69 Outdoor Football $10,126 $28,316 $33,731 $42,253 846,532 $51,363 Outdoor Lavusse $5,900 $22,500 $28,906 $39,259 $44.920 $51.609 Outdoor field Rental $87,346 $111.320 $167,174 $#89,408 $195,090 $210,990 Concerts & Special Events $25,000 $27,500 $30,250 $33,275 $36,603 $40,263 Parking $224,250 $362,250 $448,600 $621,000 $638,250 $141,751) RV Parking $0 $0 $0 So $o $D Adventur8U71pline $0 $0 $0 $0 $0 $0 The Factory $35,000 $42,000 544, 100 $46,305 $40,620 $61,051 Hotel Rebates $161,315 $218,168 $420,735 $713,125 $769,300 $861,700 Fond & Beverage $366,142 $443,747 $1,296,486 $1,515.179 $1,702,753 $1,842,541 Photography $15,000 $133,650 $357,500 $480.000 $6$5,000 $660,000 Merchandise $75,540 $1B0,668 $362.385 $612,715 $587.655 $677,865 Sponsorships & Secondary Revenue $125,000 $150 000 $200000 $260 000 $260,000 $300 000 Total Revenue $1337 062 $2 338 466 $4 379 311 $5 750 694 $6 325 912 $7 046 048 Expenses Year 0 -- FY2t-22'`. Yeari -:FY22-23 Year 2 :: -` FY23.24 Year 3 EY24.25 Year 4 -:FY25.20 Year 6 -FY20.27 Rental Basaball/SoftbakTournaments $10,706 $48,824 $86.566 09,704 $110,533 $115,004 Rental Multl-Purpose Field Tournaments $13,950 $18,240 $28,320 $45.408 $48,576 $60,984 Outdoor Baseball/Softball $12,900 $37,640 $45.460 $54,763 $60,829 $66,907 Outdoor Soccer $2.040 $21,090 $25.219 $30,609 $33,915 $36,929 Outdoor Football $2,903 $8,208 $9.757 $11,875 $13,078 $14,235 Outdoor Lacrosse $1,822 $7,425 $9,539 $12,955 $14,824 $17,031 Outdoor Field Rental $4,392 $5,566 $6,359 $9.470 $9,754 $10,649 Concerts & Special Events $16,250 $17.875 $19,663 $21,629 $23,792 $26,171 Parking $50,456 $81.506 $f00,913 $139,725 $143,606 $166,894 Hotel Rebates $0 $0 $0 $0 $0 $0 RV Parldng $0 $0 $0 $0 $0 $0 Adventure/Zrplhe $0 $o $0 $D $0 So The Factory $7,000 $0,400 $8,820 $9,261 $9,724 $10,210 Food & Beverage $190,690 5230,748 $674,173 $819.093 $885,431 $958,121 Photography $7,800 $69,498 $165.900 $249.600 $315,800 $353,600 Merohancilse $52,878 $126,467 $253,670 $358,901 $411,359 $474,506 Sponsorships & Secondary Hevenue $12,500 $15 000 $20.000 $25.000 525,000 $30,000 Total Cost of Goods Sold $388 167 $698 487 $1 478 357 $1 886 084 $2 110 222 $2 340 141 - Business Income - $966 075 $1 642 DOD S2,902,966 $3 870 B 10 $4 216 990 $4 70D 706 % of Revenue 7f% 70% 66% 67% 67% 57% FacJllty Expenses $120,489 $239.656 $266,398 $262,863 $273,632 $282,133 Operating Expense $156,705 $301,859 $336,493 $393,148 $418,354 $448,506 Management Payroll $476,667 $657,1100 $5113,260 $710,611 $739,036 $768,597 Payroll Taxes/Benefits/Bonus $135 764 $206.774 $286,857 $336,086 $358,935 $388,235 Total Operating Expenses $889626 $i 404 188 $1 56b 028 $i 703 609 $i 789 956 $1 887 471 . Not Operating Income - $61240 $237 011 $1 337 927 $2 167 10i $2,426,734 - S2 81[3 236 Landscaping 83,000 165,600 1801000 165.400 390,962 196,891 Grounds & Maintenance - - - - - - Utllitles --6BITBA----521751 S72811 51167927 $1901701 $2234772 S2616644 0 m m C C� G K d Q E 0 <.i N 0 lZ Coll 00 Ln O 04 d _ 0 q5 L 0 C d LL N M O y+ C 7 0 V d O ci y+ a ITN #21-7898 Packet Pg. 89 11.A.a Exhibit E Pro Forma Facility Expenses Supplies $33,017 $36,551 $37,099 $37,655 $38.220 $38,194 Tud Mal menanco $42,387 $105.000 $106,575 $108,1'74 $109.796 $111,443 Field Painling]Stdoin9 Supplies and Labor $22,536 541.627 $45.646 S47.016 S49,557 $52.035 Operating Expenses Expense - - -- - -- Notes -- - - Year 0 4 Year 1 -- Year 2 Year 3 -' Year 4 - Yeaf.5 Accounting Fees $6.300 $10,500 $10.658 $10,817 $10,680 $f 1 144 Bank SerVoe Charges $20.120 $43,770 $03.686 $110, 174 5121,618 5134,817 Communications $16.600 $21,000 $21.315 $21.635 $21,959 $22,289 Employee Uniforms $2.490 $3,150 $1.500 $1.523 $1,545 $1,569 Marketing and Adverrising 588.781 Si $87,586 $115.114 S126,518 $140,817 Insurance 333.293 $71 S11,207 $12,215 $73,359 S14,460 Legal Fees $9,300 $10,500 $10,658 $1 0,817 510,98P $I 1, 144 Licenses, Parmds $8,300 $10,500 $10,658 $10,617 S I 1 $11,144 Ofllce Supplies $4,150 $5,250 $5,329 $5,409 ",490 $5,512 SoBvrara $11,952 $15,120 $15,347 $15,577 $16,811 $16,048 T-I and Education S14.525 S18.375 S18.651 518.93D Sill 21-1 519.503 Management Payroll:Summa.ry:.. Management Position -- - '--Notes -- - Year 'Year '-Year 'Year --"Year -� "Yeara General Manager Bonus Elgible S91,000 $1 D9,200 S713,668 S118,111 S122,835 $127,749 Directer of Oparalions Bonus Eligible $56,333 $67,600 $70,304 $73,118 $76,041 $79,082 Business Oevelopmenl & Events D rector Bonus Eligible $52,000 $62,400 $64,896 $07,492 $70,192 $72,999 ToumamenUSports Coordinator Bonus Eligible $43.333 $52,000 S54,080 $56,243 $58,493 $60,533 Local Programming! Sports Coordinator Bonus Eligible $43,333 $52,000 $54,080 $56,243 $58,493 $60,833 Mukeflng Coordinalor Bonus Eligible $39,000 S46.500 $48,672 $50.619 552,644 $54,749 Diredor of Food & Beveragei lelail Bonus Elgible $56,333 $67,600 $70,304 $73.116 $76.041 S79,062 Food Service Coordinator S39,000 S46,800 S48,672 $50,619 S52,844 654,749 Netall Coordinator - $45.000 $46,800 $48,872 $K619 $52.644 Finance Manager Bonus Eligible $56,333 $11 $70,304 $73,116 $76.041 S79.082 O m E m _ X d Q E O V N O 0. CO r Ln O N �r d N O _ d _I _ IL ITN H21-7898 Packet Pg. 90 11.A.a Exhibit F Key Personnel and Fixed Payroll Compensation Annual Payroll Compensation: FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 $ $ $ S $ General Manager $91,000 $109,200 $113,568 $118,111 $122,835 Director of Operatio $56,333 $67,600 $70,304 $73,116 $76,041 Business Developm & Events Director $52,000 $62,400 $64,896 $67,492 $70,192 Tournament/Sport Coordinator $43,333 $52,000 $54,080 $56,243 $58,493 Sports Coordinator 2 $43,333 $52,000 $54,080 $56,243 $58,493 Marketing Coordinat $39,000 $46,800 $48,672 $50,619 $52,644 Director of F&B/Retail $56,333 $67,600 $70,304 $73,116 $76,041 Food Service Coordinator $39,000 $46,800 $48,672 $50,619 $52,644 Retail Coordinator $0 $45,000 $46,800 $48,672 $50,619 Finance Manager $56,333 $67,600 $70,304 $73,116 $76,041 Administrative Support $0 $40,000 $41,600 $43,264 $44,995 Payroll Taxes/Bene $135,764 $205,774 $288,857 $336,886 1 $358,935 Key Personnel: Position Satar Benefits <: TOW Principals $125 per hour $25 per hour $150 per hour Executives $85 per hour $15 per hour $100 per hour Directors $55Pet' hour $15 per hour $70 per horn Mana ers $40 per hour $10 per hour $50 per hour Coordi€iato1•/A€ial st/S ecialist $25 Pff howl' $10 e1• hour $35pet- hour Administrative $25 per hour $10 eer hour $35 2CHIOUr *above rates sr€bject to 3% increase/cost adjustment per year 13 m :M CO) L O as € LL ITN N21-7898 Packet Pg. 91 NH38931 I 11.A.b I ACUl2L7 CERTIFICATE OF LIABILITY INSURANCE DATEIN L 1 10/29/2021 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIE; BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement of this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTNAME: Regina Tibbetts Commercial Lines - 800-990-7465 (CA DOI # OG13561) PHONE 603-570-5208 FAX 855-529-7684 A/C No Ext : AIC No Safehold Special Risk, Inc. E-MAIL @ ADDRESS: reina.tibbetts safehold.com 9 230 Commerce Way, Suite 230 INSURER(S) AFFORDING COVERAGE NAIC # Portsmouth, NH 03801 INSURER A: PA Manufacturers Association Ins. Co.. 12262 INSURED INSURER B Sports Facilities Management, LLC INSURER C 600 Cleveland Street INSURER D Suite 910 INSURER E Clearwater, FL 33755 INSURER F : COVERAGES CERTIFICATE NUMBER: 15462986 REVISION NUMBER: See below THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIO1 INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI: CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MMIDD/YYYY POLICY EXP MMIDD/YYYY LIMITS A XCOMMERCIAL GENERAL LIABILITY CLAIMS -MADE OCCUR X X 822101 1270982 10/01/2021 10/01/2022 EACH OCCURRENCE $ 1,000,0C PREM IN (Ea o'currRENTEDence $ 300,OC MED EXP (Any one person) $ Exclude PERSONAL & ADV INJURY $ 1,000,0C GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ Nor POLICY D PRO JECT ❑ LOC X PRODUCTS - COMP/OP AGG $ 2,000,OC $ OTHER: A AUTOMOBILE LIABILITY 152101-1270982 10/01/2021 10/01/2022 MINED Ea acc dentSINGLE LIMIT $ 1,000,0C BODILY INJURY (Per person) $ ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ PROPERTY DAMAGE Per accident $ x HIRED X NON -OWNED AUTOS ONLY AUTOS ONLY A X UMBRELLALIAB X OCCUR 652101-1270982 10/01/2021 10/1/2022 EACH OCCURRENCE $ 5,000,OC AGGREGATE $ 5,000,OC LIAB CLAIMS -MADE oCESS ED X RETENTION $ 10,000WORKER $ A YERS'LSATIONILIT AND EMPLOYERS' LIABILITY AND ANYPROPRIETOR/PARTNER/EXECUTIVE Y / N OFFICER/MEMBER EXCLUDED? C (Mandatory in NH) NIA X 202101-1270982 10/01/2021 10/1/2022 X STATUTE EERH E.L. EACH ACCIDENT $ 1,000,0C E.L. DISEASE - EA EMPLOYEE $ 1,000,0C If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ 1,000,0C A Liquor Liability 822101-1270982 10101/2021 10/01/2022 $1,000,000 Each Common Cause $2,000,000 Aggregate DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) ** If Contract is Executed for Management of Sports Complex in Naples, FL** Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR Collier County Government, OR, Collier County, it's officers and employees are included as Additional Insured as required by written contract. Coverage is Primary Non -Contributory and Waiver of Subrogation applies Contract #21-7898 Collier County Board of County Commisioners 3295 Tamiami Trail E. Naples, FL 34112 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED If ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE a+ L C O U C N E d i� t4 C M 2 X N Q. E O U to O CL rn Co T In CD C14 W M U V V C M 7 Yn C c d E z U M r a The ACORD name and logo are registered marks of ACORD ©1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) Packet Pg. 92 SPORFAC-02 11.A.b 144coRo CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) 10/29/2021 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THI: CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIE! BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZE[ REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement or this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER CONTACT Florida HUB NAME: PHONE FAX (A/C, No, Ext): (A/C, No): Hub International Florida One Urban Centre 4830 W. Kennedy Boulevard ADDRESS: HUBlnternationalFlorida@hubinternational.com INSURERS AFFORDING COVERAGE NAIC # Tampa, FL 33609 INSURER A : AIG Specialty Insurance Company 26883 INSURED INSURER B : INSURER C : Sports Facilities Management, LLC 600 Cleveland St; #910 Clearwater, FL 33755 to r C O V INSURER D : INSURER E: INSURER F : COVERAGES CERTIFICATE NUMBER: REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOI INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THI! CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR TYPE OF INSURANCE ADDL INSD SUBR WVD POLICY NUMBER POLICY EFF MM DD YYY POLICY EXP MM DD YYY LIMITS COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE $ CLAIMS -MADE ❑ OCCUR DAMAGE TO RENTED PREMISES Ea occurrence $ MED EXP (Any oneperson) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ POLICYEl PECOT- LOC PRODUCTS - COMP/OP AGG $ $ OTHER: AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT Ea accident $ BODILY INJURY Perperson) $ ANY AUTO OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY Per accident $ PROPERTY DAMAGE Per accident $ HIRED L NON -OWNED AUTOS ONLY AUTOS ONLY $ UMBRELLA LIAB OCCUR EACH OCCURRENCE $ AGGREGATE $ EXCESS LIAB CLAIMS -MADE DED RETENTION $ $ WORKERS COMPENSATION AND EMPLOYERS' LIABILITY Y / N PER OTH- STATUTE ER ANY PROPRIETOR/PARTNER/EXECUTIVE E.L. EACH ACCIDENT $ OFFICER/MEMBER EXCLUDED? ❑ (Mandatory in NH) N / A E.L. DISEASE - EA EMPLOYEE $ If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT $ A Professional Liab. 13471725 1/15/2021 1/15/2022 Per Claim/Occurrence 1,000,1 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Claims Made Coverage Retention $10,000 Retro Date: 1/15/2014 If Contract is Executed for Management of Sports Complex in Naples, FL Proposed Agreement #21-7898 Collier County Board of County Commissioners 3295 Tamiami Trail E Naples, FL 34112 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORI THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED It ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE r Q ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION The ACORD name and logo are registered marks of ACORD Packet Pg. 93 COLLIER COUNTY, FLORIDA // REQUEST FOR PROPOSAL -� SPORTS COMPLEX MANAGEMENT JULY 20, 2021 0 oll 14 - SPORTS FACILITIES COMPANIES Table of Contents CRITERIA TOPIC Section Score Welcome Message from Jason Clement & Lori Moore Evaluation Criteria No. 1 Cover Letter/Management Summary 1 5 Jason Clement, CEO & Founder Sports Facilities Companies pg. 2 Bob Rommel, Florida House of Representatives District 106 (Naples) pg. 5 Dan Rowe, Executive Director of Bay County TDC & Immediate Past pg. 7 Chair of Visit Florida Jeff Mielke, Executive Director Lee County Sports Development pg. 8 Jerry Ford, Founder, Perfect Game pg. 9 Evaluation Criteria No. 2 Certified Woman And/Or Minority Owner Enterprise pg. 19 5 Evaluation Criteria No. 3 Qualifications pg. 22 5 Evaluation Criteria No. 4 Facility Management & Marketing pg. 65 20 Evaluation Criteria No. 5 Work Experience pg. 96 20 Evaluation Criteria No. 6 Vendor Recommendations pg. 137 10 Evaluation Criteria No. 7 Legal & Contract Challenges pg. 151 10 Evaluation Criteria No. 8 Price Proposals pg. 153 15 Evaluation Criteria No. 9 Local Vendor Preference pg. 156 10 Appendices A Example Facility Operations Manual B Staffing Structure C Sample Monthly Report D Example Facility Marketing Plan E Sample Agreement F Client Referral Letters G Required Forms SPORTS FACILITIES COMPANIES SPORTS FACILITIES COMPANIES WELCOME MESSAGE Please enjoy a welcome message from Jason Clement, CEO & Founder, and Lori Moore, Account Executive & 25-year resident of Collier County. p""M Cot_ SPORTS FACILITIES COMPANIES MAHAflEl NT I DEVELOPMENT I RE -DEVELOPMENT COLLIER COUNTY. FLORIDA II RE' WORTS COMPLEX MANAGEMENT SPORTS FACILITIES COMPANIES Collier County Board of Commissioners and Selection Committee: We are inspired and motivated by the potential for the Paradise Coast Sports Complex to achieve its place at the top of the national sports tourism landscape. The opportunity for PCSC to also serve the residents of Collier County deepens its value and position as a national model and top sports destination in the country. Since 2003, our mission has been 0to improve the health and the economic vitality of the communities we serve0, and that mission is my commitment to Collier County. Throughout our submission, you will learn more about our experience, breadth, team, and purpose -driven approach differentiating us as your best partner. That said, I prefer to begin this letter more focused on what we will accomplish together and why you can have confidence in Sports Facilities Companies to deliver: 1. Financial Performance. SFC will optimize the financial performance, and we forecast the complex will achieve $7,500,000 in annual revenue and over $3,000,000 annually in net income (page 154). SFC is the most proven producer of financial performance for sports tourism destinations. This response provides you with results and references from comparable complexes — specifically publicly owned venues. Please review and take time to reach out to public entities (Mayors, CVB, Managers) who have shared experience working with both us and other respondents. DonE. be fooled by others touting performance in privately owned venues, we too have examples of extraordinary bottom line performance in private operations. However, we have highlighted our sustained performance in publicly owned assets, in particular those facilities where SFC took over existing, underperforming facilities (pages 97-101). For this reason, SFC is in its 7th year as the only sports Strategic Partner to the International City and County Managers Association (ICMA). 2. Economic Development. We will generate over 105,000 annual room nights and $75,000,000 in visitor spending. SFC will multiply Collier County destination marketing. We will utilize SFC's already existing national media reach to provide a direct extension to current destination marketing efforts. In addition, Collier County will join the industry's Largest Network of Events led by the longest running management team in the industry. Our managed venues (www.sfmnetwork.com) currently produce more than $300M in overnight hotel stays annually with more than $500M forecasted for 2022. While other responders will present the vision of filling the facility with their owned and operated events, this ultimately creates a conflict of interest because they prioritize their affiliated events. Our model will fill the venue 52 weeks a year with the best events for Collier County and the complex. From traditional youth sports to Senior Games to the national indoor pickleball championship and non -sport/ traditional events, SFC has a diversified portfolio of the biggest operators and brands in whom have already committed under SFC management (pages 80-87). Our model is the most flexible, pulling from the largest array of events available, and will attract the broadest demographic of visitors. We have done this in numerous markets around the country including tourism destinations like Myrtle Beach, Panama City Beach, Gatlinburg, Branson, Lake Erie Shores and more. SFC will immediately put Collier County at the epicenter of sports tourism on a national and international scale. For example, on diamond fields our team includes Perfect Game who owns the regional footprint for youth and amateur baseball and the safest best is their expansion into Collier County for both baseball and softball to provide the biggest impact for the County. For long fields, you will find Rush Soccer and the nation's largest network of other event providers in lacrosse, football, field hockey and other sport providers. Should Collier County have an existing event you like or are currently invested in, we look forward to working with them to ensure their success. SPORTS FACILITIES COMPANIES 3. Enterprise Level Infrastructure and Technology. Collier County will immediately contain the highest level talent, professionalism and subject -matter -expertise dedicated to marketing, finance, sales, information technology, human resources, risk management, programming, analytics, facility management, ticketing, lodging, sponsorship, legal, 5G, retail, and operating systems. Under the same management since 2003, we have not cobbled together a team to just satisfy the needs of this RFP and who will learn how to work together while on Collier County's job. This SFC Collier County corporate team operates in 25+ venues and will be the largest and most experienced while being located within driving distance of PCSC (pages 28-29) This corporate leadership alongside our Collier -based onsite management will produce a dynamic team to maximize Collier County[R; facilities at the local, regional, national and international level. We hope you find with these capabilities Collier County recreation and sports tourism will expand in ways exceeding other candidates. 4. Partnership Alignment. SFC will provide the County with transparency and decision -making controls. SFC is proposing to align compensation 100% with the goals of the county. No Management Fees, No Corporate Service Fees, No Commissions to SFC until the complex has a positive, profitable bottom line (page 154). SFC reporting, processes and systems are built to provide our clients with knowledge, data, and control. Please read the referrals and testimonials as they draw a sharp distinction between our relationships and other respondents (pages 309-315, Appendix F). Collier County management will track pre -opening timelines detailing the previous weeks' accomplishments as well as the upcoming tasks for future week(s). Your annual plans will include pricing, scheduling, staffing, expenses and financial budgets must be approved by the County prior to any action. SFC does not spend a penny without pre -approval. During the year, SFC will provide weekly pace reports and monthly communication and financial variance reports (Appendix C as example) so that Collier County has full transparency into performance. Our proposed fee structure is simple: No management fee received until the complex is profitable. At that time, we will participate in a revenue share with the county eliminating any conflict of interest. As previously mentioned, we look forward to working with existing events that are productive for the county. We will make certain they have the resources to operate successfully, and our interests will be aligned with the county. Giving an event operator authority into ticketing, food and beverage, parking, and other incremental revenue streams will create a conflict not in the county's best interest, which is why our approach has proven to work. Event rightsholders should focus on what they do well — running their events — while the facility management team controls the schedule, physical assets, and maximizes the ancillary revenue services. Any organization can assert to have this model; but SFC backs it up by our experience and proposed structure: SFC will only receive management fees when the facility is operationally profitable (page 154). 5. We will support local. Collier County residents, parks & recreation, and local organizations will be served well as stakeholders and community partners. We are passionate about the impact these facilities make in communities. Each venue we manage across the country shows a track record of maximizing local use and Collier County will be no exception. At the Hoover Met, we partner directly with Parks & Recreation providing residents with over 10,000 hours of free programming. At Sand Mountain Park, we responded to the request of the City of Albertville in absorbing parks and recreation. As part of our due diligence with this response, we have spoken with many of the sports leagues in the area, current event operators and philanthropic organizations. Routinely, we were told to be the only team making these efforts, which informs how other teams responding intend to schedule while generating revenue (pages 71-78). SFC has also created an OAccess ProgramO tied into our sponsorship approach for Collier County. We have begun generating seed money to sponsor families who cannot afford registration fees for programming at PCSC. Like other communities we work within, our plan is to partner with the local school system to identify those on "free and reduced lunch" to determine qualification for "free and reduced play". Kids should not be disadvantaged by socio-economic conditions. SPORTS FACILITIES COMPANIES 6. SFC will scale with you. As you consider growth in the county, we will bring options, experience and a successful track record of developing the biggest and most successful complexes in the country and will tailor our approach for Collier County based on how you want to best utilize your resources. Our development services come with us as part of our partnership and are ready to be utilized by the County as needed: SFC can provide financing options including construction financing, debt, sale -lease back, or private funding for varying components of future phases. In these scenarios, SFC's structure can save 25-50% off municipality's typical cost to develop, expediate project timelines, shift risk from the County to SFC and free up County bonding capacity. Our team consists of Florida -based OnPoint Strategies and Crossroads Consulting who will provide the County with third party, unbiased analysis of growth possibilities during strategic planning and independent verification of economic impact to set-up success through all phases. SFC can provide efficiency to county's parks and recreation staff. We successfully manage indoor aquatic facilities, seasonal outdoor water parks, community centers, fitness -based membership facilities, zip -lines and adventure course facilities, local parks, e-gaming facilities, and more. We have the proven, successful capabilities to manage or advise on any of the existing venues within Collier County as well as any future facility that may come on-line. Summary. On a personal note, I am passionate about adoption. I know firsthand how families are transformed and strengthened through addition. With SFC, the Collier County family adopts the industryL% best leadership and talent. SFC was born in Florida in 2003, has grown to a team of 1200+ talented professionals supported by an experienced enterprise -level leadership and corporate services team. These resources are just up 1-75 in Tampa Bay offices operating as one -team with one mission. We recognize other respondents will utilize staff from their venues to show a corporate infrastructure while others will require multiple entities with different missions teaming to fulfill the services of this RFP. I can say with confidence that no one will provide Collier County with the stability SFCa history and dedicated team provide. This corporate team will immediately become an extension of Paradise Cost Sports Complex allowing you to leverage our national platform of solutions for Food & Beverage, Sponsorship, Ticketing, Lodging, 5G Data Tower, Solar efficiencies, Retail/ Merchandise, local league/camp/clinic programming, buying power, marketing reach and more. As just one example, four (4) SFC managed venues have secured naming rights sponsors valuing over $4 million in the past 18 months - during the pandemic! These solutions are made possible because of the enterprise level leadership Collier County will experience. You have our best. Your direct leadership team will include myself, our ownership group along with Dave Pritchett COO, Bob Stout CFO, Michael Godoy SVP and sports tourism industry leader - Lori Moore. Ms. Moore has been with SFC for more than 8 years and has been point -person for opening, on -boarding and support of the highest performing complexes in tourism markets (Gatlinburg, Panama City Beach, Branson, Myrtle Beach, Sandusky). She was recognized by Connect Sports as "Top Women in Sports Tourism0. Lori is a true professional and has had a home in Collier County for 25 years. Finally, who you work with matters. We are confident your thorough review will reveal SFC is the only respondent with the intact - team, proven history, depth of local and tourism programming, booking power, public sector tourism track record, Collier -first model and fee structure, and mission as the best fit for Collier County. We will be accountable, partner well, hold the highest standard of excellence while serving guests well. We will be honored to be at your side and believe your exclusive position within our network will produce results better than previously imagined. Thank you for the consideration - we will serve you well. Jason Clement Founder, CEO Sports Facilities Companies (o) 727.474.3845 www.sfmnetwork.com 67t, CO-FOUNDER Cell: 210-382-4354 SPORTS FACILITIES COMPANIES Florida House of Representatives Representative Bob Rommel District 106 District Office: Tallahassee Office: 3299 Tamiami Trail E 303 House Office Building Suite 304 402 South Monroe Street Naples, FL 34112 Tallahassee, FL 32399 (239)417-6200 (850) 717-5106 Email: bob.rommel@myfloridahouse.com June 30, 2021 Collier County Procurement Services 3295 E Tamiami Trail Naples, FL 34112 Collier County Commission and Management 3301 Tamiami Trail East Naples, FL 34112 June 24, 2021 Selection Committee and Collier County Commission: I am pleased to endorse Jason Clement and The Sports Facilities Companies to manage our Paradise Coast Sports Complex and other county assets. They are an organization we can be proud to represent our community. Integrity. Jason committed to me that SFC will make our complex successful. Knowing the relationships surrounding Jason, the philanthropic organizations founded, community leadership positions held, service to the Florida SBDC advisory board and the values SFC represent, I have confidence this firm has the humility, hunger, and organizational intelligence to partner well with Collier County and honor the commitment. Hurricane Preparedness and Response. I have spoken with Jason about SFC's experience to transform operations into triage centers and respond to emergencies. He referenced emergency response centers during the Gatlinburg fires, recovery efforts of Hurricane Michael in Panama City Beach, and emergency plans executed in Myrtle Beach, Alabama and Ohio. As Collier County continues to grow, SFC has experience planning and forecasting the development of `storm -hardened' structures that can be transformed into emergency centers & shelters. Commerce Committee * Regulatory Reform Subcommittee (Chair) * Infrastructure & Tourism Appropriations Subcommittee (Vice Chair) * Higher Education Appropriations Subcommittee Profession & Public Heal Subcommittee * Rules Committee SPORTS FACILITIES COMPANIES Florida -based Experience. While the current complex is underperforming, SFC's corporate headquarters are located in Florida with the organizational infrastructure to serve Collier County. I am encouraged by their corporate depth. Jason shared they would not be distracted by being located in another complex or state. Their large support staff is located in a professional corporate office within a short driving distance from Collier County. In summary, I expect SFC to best steward the County's investments, assets and partnerships. Most importantly, their values, integrity and commitment to operate the complex prioritize Collier County's best interest, while collaborating well with our partners, business leaders, and staff. Sincerely, Representative Bob Rommel District 106 Chair: Regulatory Reform Subcommittee Vice -Chair: Infrastructure & Tourism Appropriations Subcommittee SPORTS FACILITIES COMPANIES 1e 0 Panama City Beach REAL. FUN. BEACH. Collier County - Office of Procurement Services 3295 E Tamiami Trail Naples, FL 34112 June 30, 2021 Collier County Selection Committee, As the executive director of the Bay County Tourist Development Council and President & CEO of Visit Panama City Beach, I understand the importance of professional operations coupled with a strong collaboration with hoteliers and local business leaders. Over our 5+ year history of working with Sports Facilities Companies (SFC), I have witnessed them integrate well into our unique tourism and local business climate while bringing their national network and corporate infrastructure to serve our objectives. Florida strives to achieve its dual goals of remaining one of the world's premier tourism destinations, while enriching the quality of life in our communities. SFC is the very best partner in the sports tourism industry to align with those objectives, and I am pleased to offer my full recommendation for the management of the Paradise Coast Sports Complex. Similar to Collier County's position, Panama City Beach entered into an initial agreement with a company to help us develop and manage our new Panama City Beach Sports Complex. Throughout the process we concluded the scale of the project was growing to the point we felt necessary to evaluate more management solutions and structures. We received a variety of models, ideas and strategies. Sports Facilities Companies stands apart because of their 1) Value of collaboration, 2) Track record of proven success in similar venues, 3) Ability to scale with us as our complex and community continue to grow, 4) Capabilities to deliver on our vision and not put us in a position to have to repeat the process again, and 5) Extreme ownership with transparency over quantitative and qualitative outcomes. I have worked with four of the teams responding to your submittal, I strongly recommend the selection of Sports Facilities Companies to manage your complex. Sincerely, Dan Rowe Executive Director, Bay County TDC President & CEO, Visit Panama City Beach M Box 9473, Panama City Beach, Florida 32417, USA I visit panamacityheach.com QSfice:850/233-5070 I Toll Free: 8001PCBEACH(722-3224) I Fax:850/233-5072 SPORTS FACILITIES COMPANIES LEE COUNTY SPELORTSo DEV Collier County Board of County Commissioners Procurement Services Division 3295 E Tamiami Trail Naples, FL 34112 June 30, 2021 Collier County Selection Committee: I am pleased to share my experience with the Sports Facilities Companies and Perfect Game. In each of their areas of expertise, I believe they are at the top of their respective industries: I have known Sports Facilities Companies' owners for over 10 years. Their firm has a great reputation in the industry. I have spoken with numerous sports tourism organizations that partner with Sports Facilities Companies, and they all have excellent things to say about them. I know them as people of integrity, and they work diligently to ensure the success of their clients and facility owners. Our office has recommended Sports Facilities Companies to numerous entities, including the Village of Estero and Babcock Ranch in Charlotte County. Perfect Game has been an important partner to Lee County for over two decades. We have enjoyed a mutually beneficial partnership that has yielded a tremendous annual economic impact from sports tourism. Perfect Game has also become an important corporate citizen in Lee County, raising critical dollars for the Golisano Children's Hospital through various fundraising activities. If Perfect Game were to expand their facility availability into Collier County, it would be a great benefit to the Southwest Florida region. Not only would Collier County benefit from the sports tourism impacts, but it would better solidify our region for larger Perfect Game events. If Collier County is looking for proven operators in facility management coupled with a track record of delivering economic impact, room nights and the highest quality of sport programming; the SFC/PG/On Point/Crossroa ds team has gotten it done in numerous locations with different organizations and events. In my opinion, they are your best bet at meeting your facility management needs, and I can't think of a better team for our region. Sincerely, Jeff Mielke Executive Director 2201 SECOND STREET, SLATE 501 ■ FORT MYERS, FLORIDA 33901 OFFICE 239.533.LCSD (5273) • FAX 239A85.31 11 • www.LeeCountysports.org SPORTS FACILITIES COMPANIES 850 Twixt Town Road NE Cedar Rapids, Iowa 52402 Telephone: 319-298-2923 P6 ax: 319-298-2924 PEPFEUGHME Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 July 1, 2021 Dear Collier County Selection Committee, For 24 years, Perfect Game has called Lee County home. Over this time, we have built an incredible relationship with the region and introduced millions of our players and families from around the world to the beautiful beaches and true Florida hospitality of Southwest Florida. I hear often from our guests about their incredible experience and excitement to return. Each year, our programming generates over 100,000 visitors and 70,000 hotel rooms throughout area. The Paradise Coast Sports Complex is an incredible vision and project for Collier County. if provided the opportunity, Perfect Game is committed to expanding our presence and impact in the region in partnership with Collier County and The Sports Facilities Companies. We are ready to immediately implement this vision at North Collier Regional Park and already have the baseball and softball demand to fill the entire diamond portion of the Paradise Coast Sports Complex throughout the year once completed. As an organization, we have always put our trust in the team at Sports Facilities Companies. Their professionalism and full understanding of how to manage venues and create incredible guest experiences is why we continue to seek out their managed facilities when placing our largest and most important events. With over 40,000 teams playing in our events, we have run programming in thousands of facilities across the country, and I can say confidently that no one will scale as easily, bring quality guests, provide the same experience, and manage the complex as the Perfect Game-SFC team. I, along with the Perfect Game organization; are committed to the success of this region and vested in its long-term success. We are excited by the new facilities and know the Paradise Coast Sports Complex, managed by SFG, will truly make Southwest Florida the #1 sports destination in the world. Sincerely, � Jerry Ford Founder — Perfect Game SPORTS FACILITIES COMPANIES EVALUATION CRITERIA NO EXECUTIVE SUMMARY Here are 6 reasons why SFC should be your first choice and preferred partner for the Paradise Coast Sports Complex. HIGHEST PERFORMING VENUES We feel confident in saying that with SFC as your partner, The Paradise Coast Sports Complex will be joining the ranks of the highest performing sports facilities in the country. We have a documented history of venue performance across our portfolio of 25+ venues around the country which is attested to by our clients throughout this response. WE WILL HAVE THE BEST BALANCE OF BOTTOM LINE AND COMMUNITY IMPACT 1. We are willing to "put our money where our mouth is". Our model has ZERO management fee, and we will not take a single cent of revenue share until the complex bottom line is positive. 2. The financial model in this response drives $1 M per year in bottom -line net income at full build out. This creates sustainable and committed balance of local use and large-scale tourism generating events for the County. The County has full control to pull levers to increase profits or increase community usage based on your goals and vision. 2. The SFM Network welcomes 25 million guests per year, drives $300M in annual hotel spending, and runs more sports tourism events on an annual basis than any other organization in the sports industry. At full build -out of the Paradise Coast Sports Complex: • SFC Management will deliver over 108,000 room nights per year to Collier County • SFC Management will drive (conservatively) $75 million in annual direct spending to Collier County. 3. SFC has commitments from some of the largest and most powerful brands in each sport segment to bring their events to Collier County. The brands below represent just a few of the commitments coming with SFC. Important to note SFC will not contract with any events until coordinating with County staff first. We find this transparency critical - especially early in the relationship - so not to create a conflict of interest. ]J Perfect Game Largest provider of amateur baseball and softball tournaments in PERFEUGHME the country Rush Soccer RUSH SOCCER Largest youth soccer organization in the world Under Armour Under the Lights One of fastest growing and recognizable football and basketball event brands in the country NFL Flag The official youth football league of the NFL 3. Combining the largest network of facilities in the country 4. SFC does not just manage sports complexes, we manage with the most experienced back of house support services and sports and entertainment campuses. SFC continues to proven operational systems; provides unique and innovative lead the industry in maximizing non -sports and ancillary opportunities to drive revenues and control costs not available programming revenues and impact. to other smaller or less experienced operators. WE WILL PRODUCE THE MOST ECONOMIC IMPACT 1. SFC represents that largest network of events rights holders in the country, providing Collier County instant access to the biggest brands and events in the country. Rather than filling the facility with the same database of self -operated events under different brands, SFC provides true diversification of events 0 maximizing impact and protecting the sustainability of the facility. SPORTS FACILITIES COMPANIES PURPOSE BUILT TO SERVE THE PUBLIC SECTOR Your goals are our goals. Our model creates a clear separation between facility management and event operations, eliminating conflicts of interest and allowing our team to always make decisions in the best interest of the County and the facility. • We will not exclude or deny access to the venues to protect our own events. • We will not take any profit from an event run at the facility. • We will work with the County to ensure that existing events important to the County are protected and stay in place, including those responding with other teams. • We will fill the facility with a truly diverse portfolio of the largest and most notable events and brands in the industry. Transparency. SFCI� model includes sophisticated and accurate forecasting, business planning and financial/ performance reporting that provides the County with 100% transparency which is uncommon among most private sector partners. Collaboration & Control. SFC prides ourselves in creating positive and long lasting relationships with our public partners and their staff. Our model leads to healthy collaboration while ensuring the County maintains full authority and decision - making control at all times. We are stable. SFC is 1,200+ employees strong with the same ownership group since 2003. We have not assembled a team of individuals together to respond to the needs of this RFP. We are not an upstart company and we are not an event operations company learning how to manage facilities on the job. We operate the largest and most successful venues in the country and we deploy the largest back of house support staff in the industry out of our dedicated corporate offices in Clearwater, FL. We Know how to Mobilize. SFC currently manages multiple facilities that serve as storm shelters and emergency management response centers. We have activated and operated our facilities in this capacity on multiple occasions: Hurricane Michael in Panama City Beach, Wildfires in Gatlinburg, and mass shooting response in Myrtle Beach. COMMITMENT TO THE COLLIER COUNTY COMMUNITY 1. Our management ensures that each of our facilities in our communities to bring in and maximize local usage, programming, etc. We will work with Collier County to ensure the facility has dedicated open use hours and provides access to all community residents. 2. Our team, made up of 1,200+ team members, have their own personal story of how sports has impacted their journey. Our team from top to bottom believes in the power of sports and the positive impact that our venues have on our communities. 3. SFC has proactively reached out to a majority of local organizations to introduce ourselves and learn about their programming as well as their goals and visions for the future. To name a few: Naples Canes Florida West Azzurri Storm Florida Special Naples FC Football Club Olympics 4. Our track record of flexibility based on each community's lodging situation means we will work with Collier County's stakeholders to find the win -win. 5. We perform so we can give back. As an example: In Hoover, Alabama, at the request of the City, our operation is set up to commit all remaining facility inventory to local use once we hit our impact and profitability goals. This commitment to community and to serving the vision or our client has led to over 10,000 hours per year being donated back to the local community. SPORTS FACILITIES COMPANIES GUEST EXPERIENCE & SERVICE 1. SFC employs a proprietary "guest first" policy across our venues that is rooted in our culture, instilled throughout on - boarding and reinforced by continual corporate and venue - based training. 2. Guest experience is a two -pronged approach and no one in the industry delivers a better event experience to rights holders and a better on -site experience to their guests than SFC. 3. SFC has a 90% retention rate for events throughout the facilities in our network. 5% of events are not renewed as they are replaced with higher performing events while only 5% do not return for other reasons. 4. From local parks and recreation leagues to black tie galas and from menL-1. slow pitch softball teams to foreign dignitaries, professional athletes, and fortune 100 business leaders with Amazon and Walmart; SFC knows how to provide an incredible experience for every level of event and guest. WE WILL MAKE COLLIER COUNTY INTO THE #1 SPORTS TOURISM DESTINATION SFC currently manages facilities in many of the largest tourism destinations in the United States, including Panama City Beach (FL), Myrtle Beach (SC), Gatlinburg (TN), Branson (MO) and Sandusky (OH). We understand how to partner with destinations and CVB's to market an entire region and how to promote engagement between our guests and local hotels, restaurants, local attractions and the entire business community. 1. Our team includes On -Point Strategies and Crossroads Consulting, two of the leading marketing and research groups in Florida. This collaboration ensures the best possible planning while also providing third party independent verification of impact numbers. 2. SFC is a thought leader, regular presenter, and trusted member of Sports ETA, CONNECT Sports and a number of other industry trade associations. We regularly write content for trade publications to elevate our properties and continually working with these associations to innovatively drive events to our facilities, increase notoriety and save money for facilities across our network. 3. We understand how to engage visitors with the beaches, arts & culture, golf, culinary experiences and other tourism experiences in Collier County. We don't just drive event visitation, we extend stays and create loyal customers for the market. 4. The SFM Network includes some of the best sports commissions and CVB1% in the country. We will immediately plug the County into this network to provide insight into best practices, strategic planning and other important resources as the CVB creates a higher profile commitment to sports tourism. We partner with local CVB's. With our resources and approach, we collaborate to build on the great work already happening to extend their reach. One plus one equals ten! SPORTS FACILITIES COMPANIES WE ARE BEST POSITIONED TO HELP THE COUNTY GROW We will not be learning on the job. SFC has proven, successful experience managing all assets of the Paradise Coast Sports Complex. In our network, we currently manage: • Outdoor & indoor facilities of similar size and scope • 10,000+ Seat Stadiums • Amphitheaters • RV Parks • Membership Based Fitness • Adventure Courses • Volleyball facilities • Parks and Recreation and Public Amenities If so requested, SFC can seamlessly partner with the County on the management of any or all of the assets located at properties listed in this RFP. We have robust experience in each of these areas and are currently managing: • Indoor Aquatic Facilities • Outdoor Aquatics & Water Parks • Tennis & Pickleball Facilities • Community Recreation Centers • Adventure Courses • Membership Fitness Centers WE ARE UNIQUELY SUITED TO SUPPORT ALL PHASES OF DEVELOPMENT Sports Facility Companies has in-house advisory and project development services which guide the County through all future phases 0 maximizing the investment of the facility, streamlining the design and delivery process, and bringing the perspective and experience of the 2,000+ communities we've served. Through our partnership with Provident Resources Group, our team stands ready to provide private financing for any or all of the remaining phases of the Paradise Coast Sports Complex as well as any future recreation or sports asset. SPORTS FACILITIES COMPANIES EVALUATION CRITERIA NO EXECUTIVE SUMMARY - SCOPE Scope of work items: 2.1 The operator will be responsible for studying area demographics and associated metrics to provide input to the complexE$ nmixO of facilities and types of events supported. Due to the tremendous investment, the County will heavily scrutinize business and marketing plans and models to ensure they are reasonable, realistic, and sustainable. What makes SFC your best choice: We perform facility, city, county, and state-wide market research and analytics for 100+ clients each year with a dedicated team of market researchers, financial planners, and data analysts. We will leverage our unique insight and experience to produce realistic, reliable projections for the County. As your management partner, this comes with our team at NO EXTRA COST to the County. 2.2 The operator will provide input to the project's delivery team and shall We will bring our experience in more than 2,000 communities, conduct a project feasibility study in an effort to determine early issues (i.e., traffic, parking, location, permitting issues, etc.), and identify any features that 70+ developed facilities, and 25+ currently managed could adversely affect their successful operation of the complex. properties and leverage our team of professional operators, design professionals, and engineers to collaborate on producing the best, more efficient facility possible. 2.3 The awarded operator shall review and evaluate land/project site options, design and assist the County in determining features and amenities on the complex to ensure positive revenue growth. 2.4 Proposals shall include a draft five-year proforma based on amenities layout alternatives for CountyR review, discussion, and approval. 2.55 Proposals shall have a complete business plan including one (1), five (5) and ten (10) year income/estimates. 2.6 The awarded operator shall develop an annual analysis of the economic, regional, and otherwise, of the complex's, impact through added jobs, taxes, tourism, etc. 2.7 The awarded operator shall provide to the County, at any time per County request, all financial documents including though not limited to receipts, contracts with subcontractors and affiliates, purchasing records, Point Of Sale (P.O.S.), reports, balance sheets, profit and loss documents. All items listed and unlisted will also be provided to the Collier County Clerk of Courts upon request. P.O.S. systems to be used, will be approved to connectivity and to have the ability to communicate with County IT systems. Our team is capable of analyzing the suitability of current or potential sites based on a selection of variables for all sports, recreation, entertainment, and event venues. A 5 year proforma is included in our submittal. SFC's pro forma documents are detailed, institutional -grade financial forecasts used to support decision -making and financing that we have provided to hundreds of clients each year. SFC is able to provide in-depth research for a 1, 5, and 10- year cash flow forecast as well as a 20-year financial outlook. SFC will work directly with the County and CVB to develop a standardized reporting structure for economic impact on an event -by -event and monthly basis. Our team also includes Crossroads Consulting, one of the most trusted consultants in the industry (and Florida based). Crossroads will provide independent, comprehensive economic impact analysis as part of the on -going operations of the facility. Once awarded, SFC will be able to provide all documents, analyses, and contracts with the County and any additional contacts the County identifies. SFC's model offers the County full transparency at all times in all areas of our operations. We have experience working with dozens of different operating systems/softwares, and will ensure that we work within the processes and systems that the County is familiar and comfortable with. SPORTS FACILITIES COMPANIES 2.8 The awarded operator will assist the County delivery team (staff, consultants, The SFC project team will work as an "Owner's Representative" engineers, architects, and senior management) in developing the project concept and assist in the design build. They will work with the selected with the County's selected design team to ensure the facility Project Architect, at the County's direction, throughout design and construction to coordinate efforts and ensure that the approved concept and design supports the proforma and is optimized to achieve scope of work are adhered to. the owner's goals. This reduces risk, shortens timelines, and decreases workload for owners. We have experience acting in this role for hundreds of clients in all areas of sports and entertainment. 2.9 The County views its relationship with the operator as a critical partnership. Our team values putting our clients visions first. Our The credibility, viability and financial success of the complex will, to a large degree, depend on the success of this partnership. mission Is to Improve the health and economic vitality of the communities we serve and that is exactly what we are prepared to do with Collier County. Our model is purpose built for the public sector, maximizing collaboration while providing full transparency and control to the County. SFC operates more sports events on an annual basis than 2.10 The operator shall run, market, solicit, advertise, and conduct public relations activities for leagues, sporting events, concerts, tournaments, and other gatherings, including special events of substantial size and scope to any other organization in the industry. We will immediately tie maximize use of the complex at NO cost to the County. Collier County into the largest network of events rights holders while also engaging with local sports organizations and existing events. We run non -sporting events and community programs at every venue we mange and will directly with the County and community organizations such as UAC to drive cultural and entertainment events throughout the year. 2.11 Complex is owned and maintained by the County. This will include capital Our team is able to assist and provide recommendations in investment and improvements. any capital investment/improvement opportunities. Our team also includes Provident Resources Group and we stand ready to provide private financing for any portions of the project as needed or requested. 2.12 The County intends to negotiate with as many proposers that are deemed SFC is committed to building and delivering a model that qualified to obtain the highest possible ROI that meets the project objectives. The County believes that ROI is directly related to identifying the proper mix maximizes economic impact, drives ancillary development, of events and fulfilling residents' needs. increases local use opportunities and provides ROI to the County. Our zero fee model proposed in this response ensures that we are aligned with the County on these deliverables at all times. Our team is capable of assisting and providing 2.13 The County will supply landscape maintenance and janitorial services as an aspect of facilities maintenance. This is open to negotiations if at any point the operator feels they can perform these services in a manner that provides recommendations to the County for landscape, janitorial, cost savings to the County. and any additional facility maintenance services. We will work closely as your partner to identify any potential cost savings, efficiencies or other opportunities to provide ROI to the County. 2.14 Operator shall create an annual marketing plan for the complex. SFC's marketing team will produce a plan that is fully customized to support the vision and goals of our Collier County. Our in-house talent of brand strategists, graphic designers, marketers, market research teams, and SFC facility operators will create something that not only works in theory 0 but can be brought to life in practice. 2.15 Operator will follow County travel polices. SFC will follow the County's travel policies and is familiar adjusting to different requirements as evidenced by our public relationships across the country. SPORTS FACILITIES COMPANIES 2.16 Operator will conduct back -end accounting, sales, operations, and marketing support services. 2.17 Additional hires require County approval. Hiring will include everything necessary to run the complex. SFC currently boasts the largest corporate services team in the industry. This team is based out of Clearwater, FL in dedicated corporate office space as opposed to our competitors who host these services out of their venues (if they have them at all). Our team of subject matter experts have supported 25+ venues and facility operations teams with strategy, organizational development, marketing & branding, legal & risk, finance/accounting, human resources and more. Our team's organizational development includes: sourcing, hiring, and placement of a full-time leadership team with clear job responsibilities and training. Our network and positioning in the industry provide Collier County access to the best talent available both on and off the market. SFC will work directly with the County to evaluate existing staff, create proper organizational charts, and ultimately approve any and all hires at the facility. The County will have final say in all hires and our staff will always report to the County and County management. 2.18 Operator will collaborate and coordinate with the County's Parks and SFC will create an action plan for local/regional alliances Recreation Department and Convention and Visitors Bureau to reduce duplication of efforts. and agreements with sports/recreation organizations to bolster and maintain utilization through recurring leagues and programs as well as tournaments and events. Our events and entertainment team has worked with countless of CVBs and Parks and Recreation Departments to ensure we are maximizing our efforts and outreach. 2.19 Though the County reserves the right to market the venue(s) naming rights, sponsorship, advertising, and promotional opportunities 0 proposals should include these items with detailed commission structures separate and apart from the operating proforma. 2.20 Operator shall manage and run unforeseen additions or changes in the construction schedule, or project — as there may be future amenities not in the original plan and will be expected to manage, operate, and provide oversight. Additions may include, but are not limited to: obstacle course, beach volleyball course, hockey rink, or quiet space. SFC's internal sponsorship team can lead a sponsorship sales effort to engage community businesses in a variety of ways. These can include B213 arrangements for services or products in trade for promotion, revenue driven sponsorship sales, events, and other sponsorship programs. We have actively closed 4 naming rights deals for our facilities in the past 18 months and look forward to collaborating with the County to maximize the naming rights and sponsorship opportunities at the facility as part of our zero fee proposal. Our team has a standard timeline and meeting schedule that can be customized based on project needs. The schedule consists of weekly or biweekly progress meetings, milestone drawing set review meetings, specific design meetings, as well as coordination meetings (with contractors, architects, etc.). We have worked on over 2,000 projects and are capable of handling any and all unforeseen challenges, changes or similar that will come along as part of a project this large. SPORTS FACILITIES COMPANIES 2 21 Operator shall manage a hotel booking service for complex events that is capable of securing room blocks with local hotels which includes an online booking solution and is capable of pre and post event reporting on room nights and revenues. Proposals should detail the model and expected revenue considerations for this platform. The County reserves the right to place cost controls on room booking models. 2.22 Operator shall run, advertise, and market The Factory, a separate aspect of the whole complex, that includes: • National Fitness Court Programming - Free to the public • Open Air Classroom • Membership based: Open Air/Functional Fitness o Fully functioning fitness -based membership space with full group class offerings o May sub -contract work as need, with County approval, branding must remain intact. • The Lake trail with workout stations 2.23 Operator shall run, advertise, and market The Cove - food truck bar and pavilion, a separate aspect of the whole complex, that includes: • Vendor management • Health department upkeep Food truck management and operations • Permit/License Management • Coordination with tournament/event schedule, along with normal operating hours best fit • Concessions for other locations - outside of events. SFC will provide turn -key lodging solutions that create the best outcome for visitors, hotels, the venue, and the County. For each event, post event recaps of results related to hotel bookings and revenues will be tracked and reported. SFC will collaborate with the County and local hotels to establish standards for cost controls in revenue share models for . booked hotel rooms. Our services are designed to provide existing sports complexes and assets the guidance needed to generate better results, overcome operational challenges, and maximize marketing and business development opportunities. We have developed multiple functional fitness platforms all under unique brands to those destinations. Some are represented here but occur in FL, VA, IL, NY, MI and more. We manage food & beverage including alcohol in almost all of our venues. In some locations, our clients desire us to hold alcohol license, permits and other liabilities in our name. Others desire to maintain under their control. SFC is flexible and work through the best set-up for Collier County. SPORTS FACILITIES COMPANIES SCORECARD Over the past 30 days, our entire team at SFC has worked incredibly hard developing our response to Collier County's solicitation for sports complex management. We have a full understanding of how important this project is to you, the business community and the residents of Collier County; and we are grateful for the opportunity to respond. In an effort to ensure we are the best partner for Collier County and to show your selection committee that we are truly listening to your needs, goals and visions for the complex; we have taken the time to review our response and completed an internal score card for our team. We hope this shows our confidence that we are the right partner for Collier County and that together we can turn the Paradise Coast into the #1 sports tourism destination in the country... and the world. SPORTS FACILITIES COMPANIES SCORECARD Team: Sports Facilities Companies Stadium: PCSC Criteria # Evaluation Total Points D ate 7 /6/21 Forecast Success Approach Score Cover Letter & Mgmt. Summary Our team is passionate about the ability of sports to impact the health and economic vitality of the communities we serve. We believe this S passion as well as our experience are evident in our cover letter and S management summary. Certified MWBE Involvement Our team includes Crossroads Consulting and OnPoint Strategies; both of whom will be engaged throughout the management of the facility to ensure successful reporting and growth. We believe diversity of thought, team 5 and approach matters and produces the best work. Our team of 1200+employees has experience in every facet of facility and event management, marketing and operations. PCSC will be staffed by the 5 absolute best in the industry and supported by the largest back -of house In team, located in our dedicated, Florida based corporate headquarters. SFC manages the largest network of facilities and event rights' holders in Facility Management & Marketing the country. We are purpose built forthe public sector and provide the 20 most proven public facility management and marketing model in the 20 industry. We will drive over 105,000 room nights and $75M in direct spending to Collier County each year. Work Experience SFC currently manages more venues than any other company in the industry. Most importantly, we have a proven track record of success 20 with publicly owned venues of similar size and scope of PCSC. We 20 encourage you to read our client referrel letters and reach out to them. Vendor Recommendations SFC's in-house development services ensure our projects come in on -time and on -budget. We have been involved in almost every sports facility of merit in the country and continue to maintain the best relationships in the 10 '0� industry with clients, vendors and event rights holders. C facilities welcome 25 million guest visits each year. We only have one active case at onevenue. This case has arisen in the past 30 days. Our 10 corporate legal team is handling on behalf of our client and expects the case to be dismissed. ice Proposals ZERO MANAGEMENT FEES. ZERO CORPORATE SERVICE FEES. 15 15 SFC only receives deferred shared fees once the facility has reached achiected positive net income. A TRUE PARTNERSHIP. Local Vendor Preference C has included a Business Tax Receipt for our company as requested by 1MJe RFP. We look forward to growing our presence in, and commitment 10 to, Collier County. E EM W EVALUATION CRITERIA 2: U-w CERTIFIED WOMAN AND/OR MINORITY BUSINESS ENTERPRISE C am .. "':s: •£ � `- .. -v' . " • �•'. - _ -.. y-: i.�•��S'-It's 19 FVAI IIATinN CRITFRIA N(1_ , CERTIFIED WOMAN AND/OR MINORITY BUSINESS ENTERPRISE AS PART OF OUR TEAM, WE HAVE INCLUDED TWO WMBE'S WE BELIEVE DIVERSITY OF THOUGHT, TEAM, AND APPROACH MATTERS AND PRODUCES THE BEST WORK. Crossroads Consulting and On -Point Strategies have built two of the most respected organizations in the sports industry and the State of Florida. As part of our team, we will not only be able to develop more innovative and sustainable sports tourism strategies, but we will also confidently track the results of these strategies through proven economic impact tracking and calculators. This independent analysis of results will allow our collective team to respond and adapt as necessary to ensure that we are improving results in Collier County every year. Woman Business Certification Crossroads Consulting Services Is certified under the provisions of 287 and 295.187, Florida Statutes, for a period from: 04/06/2021 04/06/2023 isJonathan R Satter, Sr retary [lnrida Dkeparlmvnt of Alanwemenl Scv kv, MANAGEMENT SERVICES Office of Supplier Div— i s office of Su ppfi¢r Qwu ity 4050 Esplanade Way, Suite Mo Tallahassee, FL S2399 850.49TD915 www.d m s. M5orldamm/o d *CONSULTING CROSSROADS SPORTS FACILITIES COMPANIES =FW Woman Business Certification ONPOINT SPORTS STRATEGIES, LLC Is certified under the provisions of 287 and 295.187. Florida Statutes, for a period from: 06/29/2021 06/29/2023 f onathan R Satter. Secretary Florida Tlepu tmen[ of ManWment SeMuva MANAGEMENT SERVICES Office of Supplier Di--Ly Ofk- of su pplier E)wu ity 4050 Esplanade Way, Suite Mo Tallahassee, FL 3Y399 8504STD915 www.dms.M5orldamrn/osd SPORTS FACILITIES COMPANIES mommowmelv, AN - 1 EVALUATION CRITERIA 3: QUALIFICATIONS EVALUATION CRITERIA NO. 3 UNIQUELY CAPABLE You won't find a team more dedicated, passionate, and capable of producing extraordinary results than ours. We will be the ultimate partner for Collier County. For 18 years and in more than 2,000 communities, Sports Facilities Companies have been a leading force in the growth of sports tourism in America. This has led to ancillary developments, partnerships at the highest level of sport, and municipal -friendly finance solutions. With SFC as your partner, Collier County will join -in the power of the SFM Network. Now the largest single network of sports tourism facilities in the U.S. producing 25 million+ visits annually and $300 million + in overnight hotel stays. We manage 25+ venues around the country including many in tourism destinations similarto Collier County. No otherfirm will posses this level directly relevant experience or the collective power of the tourism destinations in the SFM Network. Our 25+ million annual guest visits are driven by sports tourism, live entertainment, festivals, e-sports, community sports, graduations, and all manner of community and civic events. As your facility manager, this deep experience set will drive the Paradise Coast Sports Complex and the entire region to new levels of success. We know the best ways to minimize costs and maximize revenues while our unique position in the marketplace allows us immediately fill the facilities with the biggest brands and events in sports tourism. Most importantly, we have a complete and unrivaled understanding of the 3 most important customers to the long-term success of your facilities - the County, your out -of -market guests, and your residents. The Differentiator Score Card on page 25 offers a snapshot of the unique experience and total capabilities that only SFC can provide to Collier County. SPORTS FACILITIES COMPANIES OUR DESTINATIONS HAVE NATIONAL DRAW 6 PROVEN ECONOMIC IMPACT PANAMA CITY BEACH SPORTS COMPLEX PANAMA CITY BEACH, FL nuurnr IvIuUNT EVENT CENTER ROCKY MOUNT, NC MYRTLE BEACH SPORTS CENTER MYRTLE BEACH, SC ROCKY TOP SPORTS WORLD GATLINBURG,TN ELIZABETHTOWN SPORTS PARK ELIZABETHTOWN. KY HOOVER Ivlt I COMPLEX HOOVER, AL CEDAR POINT SPORTS GI:NTER SANDUSKY, OH PARADISE COAST SPORTS COMPLEX (PROJECTED WITH SFC) NAPLES,FL i SPORTS FACILITIES COMPANIES SFC DIFFERENTIATORS SFC IS THE ULTIMATE CHOICE FOR COLLIER COUNTY: PROVEN, PURPOSE-BUILT & READY TO COLLABORATE WITH YOUR TEAM. Currently manage 3-5 facilities of Similar Function & Scale as PCSC Offers a Variety of Proven Finance Solutions Built to Lessen the Burden on Collier County Current Experience Managing Indoor & Outdoor Multi -Sport Campuses Currently Manage Multiple Facilities in Tourism Destination Markets Pl Experience Managing a Professional Scale Stadium with a Total Capacity of 10,000+ Experience Managing Large Amphitheater and Concert Venues Experience Managing Local -Use Programming, Parks & Recreation Programming and Community Usage Large -Scale, Professional Food & Beverage Operations Experience Catering Operations Experience Proven, in-house Local, Regional & National Sponsorship Professional Merchandise Operations Experience Experience managing Membership Based Fitness Facilities similar to The Factory National Presence In Youth Sports And Event Landscape Experience operating profitable RV Parks E-Gaming Experience Proven Ability to Manage County Rec Centers if Requested Proven Ability to Manage County aquatic facilities if Requested Experience With 3rd Party Tournament Hotel Booking Experience With In -House Tournament Hotel Booking Members Of Sports ETA Operating partner of the International County Managers' Association (ICMA) Successful Management Of Youth Sports Facilities Through COVID Corporate Support Staff based in Dedicated Corporate Office Multiple Success Stories of Surrounding Ancillary Development projects Since 2003, the Sports Facilities Companies have been the preeminent resource in the sports tourism industry. We can attribute our success to three overarching factors: The shared passion and commitment of our 1200+ person team to our mission, vision, and values. The core belief that our company, our venues, our industry, and our communities are made stronger through collaboration. We perform. We produce the results our clients are counting on and manage to their goals, not ours. 25 MANAGEMENT B OPERATIONS TEAM SPORTS FACILITIES COMPANIES SPORTS FACILITIES COMPANIES At the Sports Facilities Companies we've worked extensively with 9over 2,000 communities throughout the country and internationally. Ita this volume of real -world data that allows us to identify the factors that best determine the feasibility of a sports or recreation venue project. It's also what makes our market opportunity reports such an effective tool for communities and organizations beginning the facility development process. Our comprehensive approach to feasibility, program planning, construction cost containment, and financing creates solutions that are unavailable anywhere else. We work with multi -disciplinary teams at every stage in the facility planning and financing process. We offer proven models and solutions to the challenges that might otherwise prevent a facility from being developed. And, our plans and projects are the most well documented case studies for projects that outperform original forecast. We are conservative, realistic, solutions minded, and collaborative. Our extensive work in the public and private sector has SFC engaged with thousands of community members and community organizations every year. We enjoy collaborating with various stakeholders and support the goal to utilize local talent and knowledge wherever possible. With SFC your goals and your definitions of success are valued and vital to the work we do. *CONSULTING CROSSROADS CROSSROADS CONSULTING Founded in 2007 by the former leadership of KPMG LLP's Convention, Sports and Entertainment Practice, Crossroads serves the unique demands and requirements of the public assembly facility industry. Our project experience encompasses a variety of facility types including sports complexes, arenas, civic centers, stadiums, amphitheaters, exhibition/events centers, convention/conference centers, convention center headquarters hotels, performing arts centers, horse parks, agricultural facilities, fairgrounds, museums and other real estate assets. The dynamics of these industries require owners, operators, and others to constantly adapt to changes in the marketplace to maximize their competitive position. JbnPomint Sports Strategies« ON POINT STRATEGIES Launched in 2017 by Founder Kevin Smith, OnPoint Sports Strategies provided guidance and information to organizations about building sports tourism and sports programming in their communities. OnPoint Sports Strategies is a tourism advisory organization that provides clients with guidance and information to promote and market their destination for sports tourism. We help provide stabilization and balance through programming in communities, nationally and internationally. Drawing from 20 years of working in the sports tourism industry, OnPoint provides a high degree of expertise in strategy and development of sports programs. SPORTS FACILITIES COMPANIES FINANCING PARTNER PROVIDENT RESOURCE GROUP P F-,0 V I D E N'T Provident, founded in 1999, is a national non-profit and 501(c)(3) AM A R E S O U R C E S organization. Providently core mission is to help develop state -of- G R 0 U P the -art facilities and provide outstanding services in lessening the burdens of state and local governments. SFC & Provident have evaluated many projects together, as our most recent project is currently being financed. Provident is led by a senior management team of lawyers, CPAs, and finance and development experts, with a support staff of over 25 professionals in its corporate office. Furthermore, Provident is guided by a diversified national board of directors experienced in higher education, finance, investment banking, venture capital funding, law, and government administration. To date, Provident has accessed more than $4.5 billion in capital to fund its mission -based projects in 21 states and currently has approximately $3.3 billion in assets under management, serving its missions and making a lasting difference in the communities we serve. SELECT COMMITTED EVENT OPERATORS Operators are not part of our management team. These are a small sample of the type of large scale event operators who stand ready to commit their largest events to Collier County and the Paradise Coast Sports Center under SFC management. The biggest events. No bid fees. No subsidies. That's the power of the SFC Network. RE PERFECT 0411E The largest and most successful baseball & softball operations company in the World. PG represents 19,000 teams and creates 781,000 room nights annually. With an existing strong presence in Southwest Florida, PG provides the capabilities to host large national and international tournaments throughout the entire year. 4 Ruses socceR Rush Soccer is the world's largest youth soccer organization. With clubs in 30 states and 30 countries, Rush is committed to not only growing events at the Paradise Coast Sports Complex, but also putting the Naples and Paradise Coast brand in front of over 40,000 youth soccer players and their families across the world. ATHLETIC CLUES MVP is a leader in the fitness industry. SFC will work closely with MVP to develop new and innovative programming at The Factory. Combining this with the ability to institute best practices and systems will provide the opportunity to maximize usage as well as ROL vNpEg ZE LIGyT� FLAG FOOTBALL Under Armour is one of the most powerful brands in all of sports. As a part of the SFC Network of events, Under Armour will bring an incredible brand cache to the facility along with its nationally recognized football and basketball event programming. The largest high school football and college camp series in the nation is ready to call Naples home. V I A IV JAW G By far the largest flag football league in the world, NFL is ready to plant their flag with SFC at the Paradise Coast Sports Complex. (4) VOLLEYBALL EXPERIENCE Another of sports biggest brands looks to SFC to place their national events. Adidas is ready to bring their national volleyball experience to the paradise coast. SPORTS FACILITIES COMPANIES READY TO SERVE COLLIER COUNTY ACCOUNT MANAGEMENT/EXECUTIVE LEADERSHIP • Tracy Mastrangelo, Account Management & Social Media • Jason Clement, Chief Executive Officer • Ariel DeWitt, Account Management • Lori Moore, Account Executive OPERATIONS & WORKFLOW • Dave Pritchett, Chief Operating Officer • John Sparks, VP of Operations • Michael Godoy, SVP of Venue Operations PROGRAMMING • Jen Silvers, Indoor/Outdoor Aquatics • Joe DeRing, Adventure & Zip Line ANCILLARY REVENUE • Jack Adams, Vice President, Sport & Entertainment • Donald Engstrom, Director of Programming • Dan Smith, Food & Beverage EVENT BOOKING & SALES • Justin Roach, National Director, Events & Entertainment • Joel Franklin, Events Manager • Joe Caputo, Event Coordinator SPONSORSHIP • Brad Brown, i9 • Jonathan Pelts, i9 • Wes Engram, i9 MARKETING & BRAND DEVELOPMENT • Ashley Whittaker, Vice President Marketing & Bus. Dev. • Tristan Makaroff, Graphic Design • Andrew MacArthur, Graphic Design • Johnny Crosskey, SEO & Content • Lauren Hatton, Account Management • Kathleen Kans, Marketing Assistant BUSINESS DEVELOPMENT & SALES • Eric Sullivan, Principal • Jim Arnold, National Director, Business Development • Joseph Fackel, Development Advisor • Gabby Fresh, Business Development HUMAN RESOURCES Tami Swanson, Director of Human Resources • Caitlyn Alberts, Recruiting Austin Mackin, Human Resources Administrator ACCOUNTING • Bob Stout, Chief Financial Officer • Sylvia Bierchen, Staff Accountant • Christie Pflieger, Regional Finance Manager • Carrie Salzer, Staff Accountant • Erin McLean, Payroll & Benefits Admin • Gillian Bartow, Regional Finance Manager • ANALYTICS TEAM • Evan Eleff, Principal Dan Morton, Director of Research & Analysis • Suzy Fisher, Project Manager • John LoCascio, Project Manager • Nic Frame, Business Analyst • Ryan Schmidtke, Business Analyst SPORTS FACILITIES COMPANIES REAL ESTATE & PARTNERSHIP DEVELOPMENT • Dev Pathik, Co -Founder • Gary Smallshaw, Development Advisor • Chris Hicks • Steve Hicks LEGAL SERVICES & RISK MANAGEMENT • Bruce Rector, Legal Counsel • Alex Dubur, Legal Coordinator DEVELOPMENT SUPPORT Jacob Whittaker, Vice President, Venue Planning • Michael Mays, Project Manager • Dylan Lowdermilk, Project Coordinator TECHNICAL ADVISORS • Kevin Smith, OnPoint Sports Strategies • Susan Sieger, Crossroads Consulting YOUR COLLIER COUNTY TEAM OPERATIONS TEAM DEPARTMENT HEAD OPERATIONS DAVE PRITCHETT PROJECT ROLE: operational development, executive strategy implementation YEARS IN INDUSTRY: 40 © SPORTS FACILITIES COMPANIES Our operations team will provide a service model that includes reporting to Collier County with full transparency and control. We provide guidence on all things involving the day-to-day oversight of all aspects of the venue. We will be a extension of your team to serve the Collier County community and guests/customers. Our Team executes tasks and processes so that facilities open on time, on budget, and on brand. We will report weekly, monthly, and annually on progress in each area as needed. SFC representatives will meet with the Collier County and Paradise Coast team and other key stakeholder representatives through an agreed upon schedule of weekly and monthly meetings. KEY CAPABILITIES • Staff Management / Team Development • Food & Beverage Management • Venue Leadership • Technology Integration & Expansion JOHN SPARKS, VP OF OPERATIONS MICHAEL GODOY, SVP OF VENUE OPERATIONS EVENTS TEAM DEPARTMENT HEAD EVENT BOOKING JUSTIN ROACH SPECIALTIES: event management & booking YEARS IN INDUSTRY:15 it © SPORTS FACILITIES COMPANIES For Collier County our events team will partner with key stakeholders for events booking efforts to secure events and agreements for facility use. The local community, and parks and recreation receive first-class services while balancing the state, regional, and national event needs. Our team will develop programs to include current programs offered in the community and the introduction of new offerings successful in other SFC venues to include corporate outings, group events, child development offerings, and large regional and national events. KEY CAPABILITIES • Event Booking • Contract Negotiation / Administration • Event Creation JOE CAPUTO, EVENT COORDINATOR JOEL FRANKLIN, EVENTS MANAGER SPONSORSHIP TEAM FOUNDER INTEGRITY 9 SPORTS & ENTERTAINMENT WES ENGRAM SPECIALTIES: Sports marketing, Sponsoship develoment, and sales YEARS IN INDUSTRY: 20 © SPORTS FACILITIES COMPANIES For Collier County, the sponsorship team will drive national and regional sponsorship development as well as naming rights. The team will develop strategies and train facility business development staff to help generate sponsorships locally and regionally. The Sponsorship Team has experience with major brands and corporate teams like; The New York Mets, largest sponsorship budgets in professional sports that crossed several properties including Citi Field, SportsNet New York, Brooklyn Cyclones, Port St. Lucie (Spring Training facility) and the New York Excelsior (eSports). KEY CAPABILITIES • Sports Marketing • Contract Negotiation / Administration • Property Evaluation • Third -Party Sales Representation BRAD BROWN, 19 SPONSORSHIP JONATHAN PELTS, 19 SPONSORSHIP MARKETING TEAM DEPARTMENT HEAD MARKETING & BRAND DEVELOPMENT ASHLEY WHITFAKER SPECIALTIES: marketing strategy, brand development, & business development YEARS IN INDUSTRY:12 SPORTS FACILITIES 8 COMPANIES Our marketing and brand development team will innovate and develop new systems specific to your facilities. This effort will include regional and national press releases, tradeshow/conference presence, proper budgeting for bid fees (minimal when necessary), and hosting of visits in partnership Collier County and Paradise Coast. SFC completes detailed plans that include deployment of proven digital, social media, direct sales, and other marketing systems. Furthermore, marketing plans include digital and social media, public relations, hard hat tours, and key stakeholder meetings. This is highly collaborative with the County, local parks and recreation, and local partners. KEY CAPABILITIES • Annual Marketing Plan & Strategy • Co-op Marketing Opportunities • Sponsorship Sales • Facility Branding / Internal Cross -Marketing • Event Creation / Support • Graphic Design Support TRACY MASTRANGELO, ACCOUNT MANAGER ARIEL DEWITT, ACCOUNT MANAGER LAUREN HATTON, MARKETING MANAGER JOHNNYCROSSKEY, SEO & CONTENT TRISTAN MAKAROFF, GRAPHIC DESIGN ANDREW MACARTHUR, GRAPHIC DESIGN PROGRAMMING TEAM DEPARTMENT HEAD PROGRAMMING JEN SILVERS SPECIALTIES: operations leadership, primary point of contact between SFC and facility/City YEARS IN INDUSTRY:18 SPORTS FACILITIES COMPANIES For Collier County the Programming Team will identify additional user groups as well as County run programming that can utilize the facility. Our team will manage online ticketing and registration platforms that help to provide valuable data. SFC's process with ticketing and registration helps to obtain data and contact information for teams and visitors to be utilized prior to, and during, and after events. We oversee the formal creation of unique programming curriculum, processes, systems, and standards for facilities. KEY CAPABILITIES • Staff Management / Team Development • Ticketing & Registration • Technology Integration & Expansion • Local, Regional, & National Programming JOE DERING, ADVENTURE & ZIPLINE DONALD ENGSTROM, DIRECTOR OF PROGRAMMING ANCILLARY REVENUE TEAM DEPARTMENT HEAD ANCILLARY REVENUE JACK ADAMS SPECIALTIES: facility operational & programming oversight, account executive leadership YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES For Collier County our team will work alongside facility staff to assist in the operating and optimizing of sports, recreation, entertainment, and special event facilities at Paradise Coast. Our team's experience includes operations, marketing, and programming of community and sports tourism destinations in dozens of markets. Additionally, our team collaborates on equipment acquisition as well as aids in concession stand/restaurant layout designs. Operationally, our team is responsible for developing the food & beverage, service quality and menus, the operational processes and tools for these areas as well as the standard operating procedures. KEY CAPABILITIES • Food & Beverage Management • Venue Leadership • Client Relationships • Programming Oversight DAN SMITH, FOOD & BEVERAGE BUSINESS DEVELOPMENT TEAM DEPARTMENT HEAD BUSINESS DEVELOPMENT & SALES ERIC SULLIVAN SPECIALTIES: business development, program planning, financial feasibility SPORTS FACILITIES COMPANIES For Collier County our business development and sales team will identify new relationships for the County. These relationships will include large scale events, organizations and partners who can improve programming opportunites at the facilities. SFC maintains industry partners for every sector of the sports tourism industry. Through relationships with architects, designers, vendors, and events rights holders, SFC's indsutry partners will become Collier County's partners. Our full network will impact Collier County's events, and sports tourism facilities by improving local sports participation while producing millions of dollars in tourism spend. KEY CAPABILITIES New Business Opportunities Ideal Client Relationships • Maximize Processes & Strategies JIM ARNOLD, NATIONAL DIRECTOR OF BUSINESS DEVELOPMENT JOSEPH FACKEL, DEVELOPMENT ADVISOR GABBY FRESH, BUSINESS DEVELOPMENT MANAGER HUMAN RESOURCES TEAM DEPARTMENT HEAD HUMAN RESOURCES TAM SWANSON PROJECT ROLE: talent acquisition, employee performance oversight, professional development YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES For Collier County our HR team with work with County Staff for Sourcing, hiring, and placement of a leadership team with clear job responsibilities and training. This process will be outlined in the hire and placement dates outlined in the operating/financial plan. SFCa Human Resource team has recruited, hired, and trained successful leadership staff in 25+ venues across the SFM Network. Our team develops and activates brand and marketing systems for FIR, legal, risk, finance, maintenance, and other key systems the Client identifies. KEY CAPABILITIES Recruiting & Talent Development Staff Training / Performance Management • Culture Building / Values • Benefits Administration CAITLYN ALBERTS, HUMAN RESOURCES & RECRUITING AUSTIN MACKIN, HUMAN RESOURCES ADMINISTRATOR © SPORTS FACILITIES ACCOUNTING/FINANCE TEAM COMPANIES Our accounting team will partner with Collier County for a monthly _ top -to -bottom review of the operation including a line item review of "Budget vs. Actual" results. This "variance" process drives g DEPARTMENT HEAD ACCOUNTING BOB STOUT CHIEF FINANCIAL OFFICER PROJECT ROLE: financial forecasting, budget creation, risk management performance and accountability while providing your team with the expertise and resources of SFC advisors. Our team team reduces overhead of city/county through customized reporting based on client standards. We complete pace -to -goal sessions as well as a month to month performance report. KEY CAPABILITIES • Monthly BVA Reporting • Financial Analysis & Bookkeeping • Annual Budget Creation/Management CHRISTY PHLIGER, REGIONAL FINANCE MANAGER SYLVIA BIERCHEN, STAFF ACCOUNTANT CARRIE SALZER, STAFF ACCOUNTANT GILLIAN BARTOW, REGIONAL FINANCE MANAGER ERIN MCLEAN, PAYROLL & BENEFITS ADMINISTRATOR ANALYTICS TEAM DEPARTMENT HEAD FINANCIAL FORECAST & ANALYSIS EVAN ELEFF PROJECT ROLE: financial forecasting, budget creation, program plan optimization YEARS IN INDUSTRY:14 COMPANIES Our financial forecast and analysis team will provide Collier County with the expertise, experience, and real -world data necessary to understand how successful venues are planned as well as the guidance needed to generate better results, overcome operational challenges, and maximize marketing and business development opportunities. We are experts in financial forecasts and strategic plans, reports and communication policies as well as user group meetings, staff engagement interviews, oversight/client interviews, and a thorough facility tours. KEY CAPABILITIES • Financial Forecasting • Economic Impact Calculations • Market Research & Analysis DAN MORTON, DIRECTOR OF RESEARCH & ANALYSIS SUZY FISHER, PROJECT MANAGER JOHN LOCASCIO, PROJECT MANAGER �J RYAN SCHMIDTKE, BUSINESS ANALYST NIC FRAME, BUSINESS ANALYST REAL ESTATE 5 PARTNERSHIP TEAM DEPARTMENT HEAD REAL ESTATE & PARTNERSHIP DEV PATH I K PROJECT ROLE: strategic funding strategy & partnership development YEARS IN INDUSTRY: 20 SPORTS FACILITIES 8 COMPANIES For Collier County our real estate and partnership team will work with County staff and stakeholders to identify and secure key real estate, medical sector, and private partnerships. Venues in the SFM Network are proven attractions that have broad appeal to local families, visiting teams, public officials, and they often provide an ideal environment for public -private partnership. Our destinations are proven economic impact machines producing hundreds of millions dollars annually in overnight hotel stays. As traffic drivers, facilities in the SFM Network can be used to anchor a mixed -use developement, as a hub to a sports medicine or wellness program, or to define a community or location. KEY CAPABILITIES • Partnership Development • Site Selection • Finance Support Services GARY SMALLSHAW, DEVELOPMENT ADVISOR STEVE HICKS, FINANCING & DEVELOPMENT CHRIS HICKS, FINANCING & DEVELOPMENT DEVELOPMENT TEAM DEPARTMENT HEAD DEVELOPMENT JAKE WHITTAKER PROJECT ROLE: venue planning & procurement management, design efficiencies, vendor relations YEARS IN INDUSTRY:15 SPORTS FACILITIES COMPANIES Our qualified development team will partner with Collier County to review the vision, financial forecasts and business plan, programming and space requirements, as well as provide an initial design and project schedule review for future phases. SFC will provide not only a direct line into how the project is developing, but guidance, project management, and operating perspective along the way. Our team uses real -world operational expertise and is the leading sports facility planning firm in the country, our design and project management principles are centered around creating facilities that are operationally efficient, meets the project's and community's unique goals, and is in line with the original project vision. KEY CAPABILITIES • FFE/OSE Pocurement • Vendor Engagement / Resolution • Venue Planning Services • OWnera Representation Services MIKE MAYS, PROJECT MANAGER DYLAN LOWDERMILK, PROJECT COORDINATOR onPSpofts omt ategies TECHNICAL ADVISOR: TOURISM STRATEGY TEAM FOUNDER &CEO KEVIN SMITH For Collier County and Paradise Coast, Onpoint Sports Strategies will help with the annual sports tourism marketing plan, large event assessment and management, and integrating facility events with the overall destination. Onpoint Sports Strategies has been included as part of the SFC Team to support with sports tourism and promoting the overall destination. Founder, Kevin Smith, has an extensive background with tourism entities across the country and specifically Florida. Kevin has worked with all sizes of events from local/ community gatherings to Chairman of the Outback Bowl. WENDY SMITH, MARKETING & GRAPHIC DESIGN MANAGER 0CROSSROADS ��rr►► CONSULTING TECHNICAL ADVISOR: THIRD PARTY VALIDATION PRESIDENT &CEO SUSAN SIEGER r,r For Collier County and Paradise Coast, Crossroads Consulting will provide an annual third -party assessment and evaluation of Economic Impact generated by SFC. This will allow the CVB and County to have an independent valuation of the facility performance and impact to the community. Crossroads Consulting is a Florida based firm with experience and expertise to advise and guide our clients through the entire process of enhancing the operations of existing assets, developing and operating new projects, quantifying return on investment or refining business strategies to maximize market and economic opportunities. AMY BROWN, SENIOR PROJECT MANAGER TRAVIS CRANK, SENIOR ANALYST CEO & FOUNDER JASON CLEMENT PROJECT ROLE: SFC leadership and oversight, long-term strategic direction, partnership management YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES Under Jason's leadership, the SF Companies have opened more successful sports and recreation venues than any organization in the country, as represented by the SF Network. Jason is a passionate contributor to causes that positively impact families and communities. He is also an experienced advisor having provided planning, strategy, finance, and operational leadership to projects throughout the world. The Sports Facilities' firms have become globally recognized leaders focusing on transforming the health and economic vitality of communities around the world. As the Chief Executive Officer of SFC, Jason leads the strategic direction, culture, and service standards that define SFC in the public sector and private sector markets we serve. Under Jason's leadership, SF Companies recently launched new products to serve communities focused on economic development and the youth and amateur sports industry. The initiatives include an event company, new technology platforms, food & beverage and gaming options. The firm is also focused on merchandising, purchasing, and leveraging social capital to improve access to sport. Formally trained and licensed as an architect, Jason began his career in sports architecture before transitioning into commercial development and corporate real estate management. The experience was the spark to bring similar professional management services to the youth & amateur sports industry. Jason is a passionate and faith driven contributor to causes that positively impact families and communities. He has founded, supported, and lead the growth as board chair to multiple organizations including Habitat for Humanity, Man Up and Go, Calvary Christian High School, Florida Small Business Development Center, and others. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS ICMA - Strategic Partner & Speaker Man Up & Go Board Chair National Recreation and Park Association — Speaker Habitat For Humanity Board Chair Sports ETA - Featured Speaker & Content Contributor Tampa Bay Business Journal ]Hall of Farrel] Leadership Pinellas Florida SBDC Trustee — Appointed by Speaker of Florida House of Representatives ACCOUNT EXECUTIVE LORI MOORE PROJECT ROLE: operations leadership, primary point of contact between SFC and facility/City YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES In her role as Account Executive, Lori serves multiple venues in their initiatives to drive economic impact and develop programming to sustain community growth and visitation. In both management and advisory capacities, she leads teams focused on sustained growth and operational efficiency. Lori's primary goal is to improve financial performance and support client goals while developing leadership skills and opportunities for SFC team members. Through her venue management, she exceeded economic impact projections by 50% for 5 consecutive years. Lori's 25 years of experience in destination promotion and management adds considerable value to sports tourism facilities who utilize sports to drive visits in market. She was awarded as a "Top 9 Women in Sports Tourism" by Connect Sports Magazine and recognized as the "Most Outstanding Leader" by The Sports Facilities Management. Lori has owned a home in Collier county for over 25 years. NOTABLE PROJECTS Re -Opening Venues in Covid Webinars Part I & II, Sports ETA Leadership Initiative with Pat Summit Leadership Group atAAU National Event Led re -opening of Ballparks of America with new ownership group Led, point person, support for major tourism market complexes Rocky Top Sports World, Gatlinburg, TN Panama City Beach Sports Complex, PCB Myrtle Beach Sports Center, Myrtle Beach Cedar Point Sports Center, Lake Erie Shores Ballparks of American, Branson, MO Elizabethtown Sports Park, Elizabethtown, KY FOUNDER DEV PATH I K PROJECT ROLE: strategic funding strategy & partnership development YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES Dev founded SFC in 2003 and is widely regarded as an industry thought -leader who has contributed to the well-being of communities around the world. Dev is a passionate social entrepreneur and innovator who has dedicated more than 25 years to the development of numerous businesses that empower and develop communities. Dev's leadership has produced facilities that integrate traditional sports with special events, adventure sports, education, leadership -development, and amusement to turn early concepts into financeable and sustainable facilities that make a difference in communities. Dev is a sought after public speaker, leadership mentor, and advisor to public and private owners. Under his leadership, SFC has become respected as the industry leader in strategy, program planning, and project finance; a position achieved through global brand presence and measurable impacts for communities. Dev's expertise and thought leadership have been sought out by The Wall Street Journal, Forbes, Market -Watch, CNBC, NBC, The Aspen Institute Sports & Society, The National Association of Sports Commissions, The National Recreation and Parks Association, The Sports Business Journal, Sports Travel Magazine and many others. Prior to the launch of SFC in 2003, Dev founded and sold Global Adventures - an International Eco-Tourism Company that guided trips 100 miles into the Amazon basic, and to over 15,000 feet in the Andes of Ecuador. Dev also co-founded and sold, a ten -acre corporate team development center located at the Westin Innisbrook Resort, two specialized business development firms, and he served as an investor/owner in Kapalua Adventures at the Ritz Carlton, Maui. City Beach Sports and Events Centers in Santa Clara and Fremont CA, and others. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS Aspen Institute Project Play 2020 Founding Member HBO Real Sports Guest Expert ICMA - Strategic Partner & Speaker TEDx Speaker NBC Today Show Guest Expert Wall Street Market Watch Publications Sports ETA Speaker National Recreation & Parks Assoc. Speaker VICE PRESIDENT, MARKETING & BUSINESS DEVELOPMENT ASHLEY WHITTAKER PROJECT ROLE: brand development, brand strategy, marketing strategy, project management YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES A driven collaborator and team leader, Ashley sits at the intersection of brand strategy, marketing, and sales. With award -winning creative work and proven strategies, Ashley brings with her a track record of success to every project and campaign. Clients get the benefit of SFC's in-house marketing and branding "agency" led by Ashley. Ashley leads corporate business development and marketing for the Sports Facilities Companies as well as the SFC Facility Marketing Department which is responsible for the marketing, branding, and project management of SF Network facilities. Under her leadership, inbound leads and inquiries have more than tripled, SFC's firms have been featured in major media outlets such as HBO, TIME, and Wallstreet Journal, and SFC leadership is regularly sought out for interviews and speaking engagements. As the leader of SFC's in-house agency, Ashley and her team develop engaging brands, results -driven marketing strategies, and bring proven solutions to SFC clients. In 2019, Ashley created and launched the SF Network platform which drives online booking, brand awareness, and creates cooperative marketing activations for all the facilities in the SFC portfolio. Ashley comes from a background in product design with Gill Athletics, the largest and oldest manufacturer of track and field equipment in North America and Porter Athletic, the basketball/volleyball heritage brand. Her unique blend of design thinking, leadership, and marketing strategy lends itself well to serving SF Network and SFC clients. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS University of Illinois, Bachelor of Industrial Design SFC "MVP" Award Winner #StrongerTogether SportsEvents Sales & Marketing Committee University of Northern Iowa, Guest Lecturer Gold & Silver ADDY Awards for Design Conference Speaker: ICMA, MRPA, US Indoor NOTABLE PROJECTS Hoover Metropolitan Complex, Hoover, AL Iron Peak Sports & Events, Hillsborough, NJ Cedar Point Sports Center, Sandusky, OH The Hub Recreation Center, Marion, IL Rocky Mount Events Center, Rocky Mount, NC Horizons Edge Sports Campus, Harrisonburg, VA CHIEF FINANCIAL OFFICER BOB STOUT PROJECT ROLE: financial forecasting, budget creation, risk management YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES Prior to joining the SF Companies as CFO, Bob served in a number of roles over a 10-year span at Walmart, Inc. Most recently, Bob held the position as CFO of Walmart Global E-commerce (Walmart.com) from 2008-2010. In his role as CFO, Bob led the finance and accounting teams for Walmart's $3 billion e-commerce business. From 2012 to 2019, Bob also served as a city councilman and, then, as the mayor of the city of Little Flock, AR. This role provided Bob with experience in municipal budgeting, governmental fund accounting, state audits, and FEMA disaster application development and administration. Bob has extensive experience developing and implementing financial processes, systems, and controls for some of the world's largest companies, including Walmart, Inc. He has a proven record of achievement in E-commerce, real estate development, and retail. Through his work, Bob has managed planning, forecasting, and reporting (external and internal) for multiple segment levels and corporate support areas, and has driven productivity and improved bottom - line results. Bob has in-depth experience leading acquisition due diligence and negotiations, including lease and contract reviews, best practice analysis, risk assessments, and valuations. Bob joined the SF Companies as the Chief Financial Officer, overseeing our corporate and SF Network venue finance teams. Bob also oversees risk management and major corporate growth initiatives. NOTABLE PROJECTS Horizons Edge Sports Campus, Harrisonburg, VA Sand Mountain Park & Amphitheater, Albertville, AL Bridgeport Recreation Complex, Bridgeport, WV The Highlands Sports Complex, Triadelphia, WV Rocky Top Sports World, Gatlinburg, TN C00 DAVE PRITCHETT PROJECT ROLE: operational development, executive strategy implementation YEARS IN INDUSTRY: 40 SPORTS FACILITIES COMPANIES Dave has extensive experience in operations having held executive level positions in several national foot -print, multi -channel sports, and outdoor retail chains. He has proven record of achievement in strategy development and execution, results -oriented leadership, and customer satiSFCction within fast -paced, rapidly growing companies. He is particularly adept in developing effective, loyal, and cohesive entrepreneurial teams. Prior to joining SFC, Dave held senior leadership positions, including COO, VP of Retail Operations, and Regional Manager, in multiple national retail companies where he successfully lead nationwide location expansions and private/public ownership transitions. Dave started his career in 1987 at Galyan's Sports & Outdoors., Inc. where he worked more than 20 years, starting as a sales clerk working his way up to Senior Vice President — Director of Retail, where he oversaw all aspect of Retail Development and Operations. During his tenure, Galyan's grew from 2 to 51 nationwide locations with over $750M in annual revenue, successfully migrating through several changes in ownership transaction resulting in a successful IPO. Dave joined SFC in August of 2018 and serves as Chief Operating Officer, overseeing venue development and operations. NOTABLE PROJECTS Rocky Top Sports World, Gatlinburg, TN Myrtle Beach Sports Center, Myrtle Beach, SC Cedar Point Sports Center, Sandusky, OH Community First Champion Center, Appleton, WI Horizons Edge Sports Campus, Harrisonburg, VA Rocky Mount Event Center, Rocky Mount, NC Hoover Metropolitan Complex, Hoover, AL Panama City Beach Sports Complex, PCB, FL Elizabethtown Sports Park, Elizabethtown, KY Iron Peak Sports & Events, Hillsborough, NJ PARTNER ERIC SULLIVAN SPECIALTIES: business development, program planning, financial feasibility YEARS IN INDUSTRY:15 SPORTS FACILITIES COMPANIES Eric earned his MBA in international Business and began his career as a professional soccer player. He joined SFC in 2006 and has since held nearly every operational role through SFC's growth. Eric now leads SFC's growth effort by designing service solutions that help our clients achieve their goals. Eric developed the original financial and market analysis tools that SFC is most well-known for and led the first facility opening projects in our company history that paved the way for the launch of SFC. Since joining SFC in 2006, Eric has overseen and served as an advisor to hundreds of projects including market studies, financing plans, development plans, turn-arounds, and new facility openings. His work in domestic and international markets has included projects in the U.S., Canada, Caribbean, United Kingdom, Latin America, Asia, and the Middle East. Eric currently leads SFC's expansion efforts in our continued vision to integrate sports, fitness, education, leadership development, and adventure sports into communities around the globe. In 2012, he was honored as a member of the Tampa Bay Business Journal's "30 Under 30" Up and Comers class. In total, Eric has been a catalyst for SFC's growth, leading the entire planning, funding, and grand opening of more than $500 million in sports, fitness, recreation, and entertainment facilities. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS Niagara University, MBA -International Business Bo Jackson's Elite Sports, Development Group Bo Jackson's Sports Leadership, Centers of America Empower Adventure Operations Leadership Pinellas Clearwater Chamber of Commerce NOTABLE PROJECTS Salvation Army Kroc Center, South Bend, IN Spooky Nook Sports Complex, Lancaster, PA Rocky Top Sports World, Gatlinburg, TN BucksMont Indoor Sports Center, Hatfield, PA National Stadium of the Bahamas, Bahamas Future Legends, Windsor, CO Canada Games Centre, Halifax, NS, Canada The Legends Sports Complex, The Woodlands, TX Rocky Top Sports World, Gatlinburg, TN Iron Peak Sports & Events, Hillsborough, NJ Future Development, Bryan, TX Pure Michigan Tourism Calculator PRINCIPAL I: KIM0 ELEFF PROJECT ROLE: financial forecasting, budget creation, program plan optimization YEARS IN INDUSTRY:14 SPORTS FACILITIES COMPANIES Since 2012, Evan has led SFC to its current status as the preeminent planning and finance support service firm in the community sport and parks marketplace. Evan and his team have produced more than 2,000 studies including parks valuation, economic impact analysis, financial forecasts, and program planning calculators that are transforming the parks and recreation, sports tourism, and community sport landscape. Additionally, Evan has been directly involved in the development, opening, programming, management, and/or optimization of more than 50 SF Companies venues. Evan is considered one of the country's foremost experts in the youth and amateur sports and recreation industry and is an authority on new facility planning, public -private partnership creation, sports tourism destination development, and operational optimization. He is a key resource and speaker for industry associations including International City/County Management Association (ICMA), International Association of Venue Managers (IAVM), National Association of Sports Commissions (NASC), The Aspen Institute Project Play, US Indoor Sports Association, and others. Evan has served in key roles for several groundbreaking projects focused on expanding awareness of the social, educational, economic, and health -based impacts of sport and activity, including the multiple Project Play regional reports, the Florida Recreation and Park Association Parks Benefit Calculator, and the Pure Michigan Sports Economic Impact Report. Prior to joining SFC, Evan was the Director of Operations for the largest YMCA in the Tampa YMCA Association and was the Director of Marketing for Facility Vendor Network. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS Creator National Recreation & Parks Association Calculator ICMA - Speaker and Content Contributor University of Florida, MBA -Sports Management US Indoor Sports Association - Speaker Tampa YMCA Blue Ridge LeadersOSchool NOTABLE PROJECTS Rocky Top Sports World, Gatlinburg, TN Myrtle Beach Sports Center, Myrtle Beach, SC Pure Michigan State Impact Study, MI BucksMont Indoor Sports Center, Hatfield, PA The Salvation Army Kroc Center, South Bend, IL University of Wisconsin - Eau Claire, WI Florida Parks & Recreation Calculator, FL City of Paducah, KY Round Rock Sports Complex, Round Rock, TX The HUB, Marion, IL VICE PRESIDENT, SFC JACK ADAMS PROJECT ROLE: facility operational & programming oversight, account executive leadership YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES Jack is responsible for SFC's Account Executive team, assisting our clients with operating and optimizing of sports, recreation, entertainment, and special event facilities throughout the U.S. His successful career has spanned almost twenty years of operations, marketing, and programming of community recreation venues and tourism destinations in dozens of markets. These operations have included live entertainment including the world's biggest names in music, dance, and theatrical & comedic performances. They have featured sports, recreation, concessions, restaurants (from high -volume to five- star dining,) hotels, retail, and real estate management components. These operations have also been in privately held, publicly traded, non-profit, and government/municipal environments. Jack's entertainment venues were represented in Pollstar Magazine's "Top 100 Clubs" worldwide for 10 years, including five of those years at #2. He also led one of Billboard Magazine's "Worldwide Top 100 Nightclubs," and has opened and overseen many of the most celebrated amateur and youth sports centers in the country. Jack specializes in multiple revenue center and corporate operations, programming and talent procurement, branding, marketing, PR, promotions, entertainment, forecasting, revenue and profit growth, cost control, optimization, leadership and team building, training, IT systems, risk and crisis management, planning and funding, project management and development, and new venue openings. NOTABLE PROJECTS Hill Country Indoor Sports Complex, Bee Cave, TX City Beach Volleyball, Santa Clara, CA Adrenaline Monkey, Cleveland, OH Bo Jackson Elite Sports, Hilliard, OH Community First Champion Center, Appleton, WI The Legends Sports Complex, The Woodlands, TX The HUB, Marion, IL House of Blues, Orlando, FL Spooky Nook Sports, Lancaster, PA Ballparks of America, Branson, MO NATIONAL DIRECTOR SPORTS & ENTERTAINMENT JUSTIN ROACH SPECIALTIES: event management & booking YEARS IN INDUSTRY:15 SPORTS FACILITIES COMPANIES With extensive experience in the sports tourism industry and having held director positions in several organizations, he has a proven track record of entrepreneurial success in rapidly growing companies. As a life-long competitor and sports tourism enthusiast, he has a deep appreciation for the economic, social and community -based benefits sports provide. In his role with SFC, Justin leads key event booking and event creation initiatives within the SF Network to ensure SFC-managed properties are fully -booked with reliable, quality event owners and which produce the best economic impact and community engagement. Justin lead the creation of Hype Nation Volleyball and Halo LAX, SFC's owned event brands in 2020. This initiative helps create desirable inventory for SFC's managed properties. Prior to joining SFC, Justin spent three years representing the $2.8 billion tourism industry of DuPage County, Illinois, as the Director of Business Development. In this role, he created and launched the DuPage Sports Commission to harness the power of sports tourism on behalf of the County's 38 communities and nearly one million residents and numerous stakeholders. During this time, he orchestrated new event and entertainment partnerships with dozens of national governing bodies and rights holders, and led the creation of new grassroots events. NOTABLE PROJECTS Halo LAX Hype Nation Midway Central Station, Bedford Park, IL Cyclone Ballparks, Pecos, TX Cedar Point Sports Center Iron Peak Sports & Events Ballparks of America, Branson, MO Rocky Mount Event Center, Rocky Mount, NC ADVISOR & GENERAL COUNSEL BRUCE RECTOR PROJECT ROLE: risk management & insurance guidance, legal counsel YEARS IN INDUSTRY:15 SPORTS FACILITIES COMPANIES Bruce has 26 years of law practice experience and has taught and lectured on Sports Law topics during most of that time. He has worked in professional sports for the Indianapolis Colts, collegiate athletics at the University of Kentucky and as a volunteer leader for numerous local, state and national youth sports organizations and events. He also served as the 58th president of Junior Chamber International (JCI), a 200,000-member organization of young leaders and entrepreneurs from over 100 countries. Prior to joining SFC, Bruce was President of KBA Sports, Inc., in Lexington, Kentucky where he led a team of professionals in organizing, hosting, and managing large sports and recreation programs including regional and national championship tournaments. In his final year at KBA Sports, the organization attracted over 500,000 visitors for various tournaments and events. An inspiring speaker, trainer and author on leadership topics, Bruce is the author of Monday Morning Messages: Teaching, Inspiring and Motivating to Lead (Xephor Press 2005). NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS University of Kentucky University of the Cumberlands Board of Trustees Leadership Pinellas Clearwater Regional Chamber of Commerce NOTABLE PROJECTS Rocky Top Sports World, Gatlinburg, TN Myrtle Beach Sports Center, Myrtle Beach, SC Elizabethtown Sports Park, Elizabethtown, KY Panama City Beach Sports Complex, PCB, FL Rocky Mount Event Center, Rocky Mount, NC Bo Jackson's Elite Sports, Hilliard, OH Pelican Bay Aquatic Center, Edmond, OK Ballparks of America, Branson, MO DIRECTOR HUMAN RESOURCES TAM I SWANSON PROJECT ROLE: talent acquisition, employee performance oversight, professional development YEARS IN INDUSTRY: 20 SPORTS FACILITIES COMPANIES As Director of Human Resources for the Sports Facilities Companies, Tam! leads all of aspects of HR from hire to retire; talent acquisition, payroll, benefits, and training & development. Her expertise in team development creates a talent pipeline for SF Network venues. We create an environment that is warm and welcoming to all team members through approachability, kindness and respect. Tami has proven track record in leadership and has implemented several new programs. These programs have streamlined processes thus increasing productivity and bringing a cost savings back to our clients. Innovation and utilizing technology allows us the ability to provide world class service while still providing a personal touch. Prior to coming to Sports Facilities Management, Tami began her career in Retail Operations where she held several leadership roles. Her passion for helping team members to reach their professional goals lead to her transition into Human Resources. She holds both an SPHR and a SHRM-CP accreditation. NOTABLE PROJECTS Cedar Point Sports Center, Sandusky, OH Community First Champion Center, Appleton, WI Iron Peak Sports & Events, Hillsborough, NJ Panama City Beach Sports Complex, PCB, FL Elizabethtown Sports Park, Elizabethtown, KY Ballparks of America, Branson, MO SFC VP & LEAD PROJECT MANAGER JAKE M irl, Oki PROJECT ROLE: venue planning & procurement management, design efficiencies, vendor relations YEARS IN INDUSTRY:15 © SPORTS FACILITIES COMPANIES As VP & Lead Project Manger, Jake is responsible for total project management including controlling budgets, negotiating subcontracts, and providing day-to-day communication with the project team to ensure the development remains on schedule and within budget. A skilled collaborator, Jake holds an excellent track record of strong working relationships with owners, architects, and engineers, resulting in successful construction experiences for some of the largest athletic facilities across the nation. Jake has over 15 years experience overseeing all phases of multi -million - dollar construction projects, including parks, recreation, event centers, fitness, university, and sports tourism projects for both public and private sector clients. Over his career Jake has worked in key phases of project delivery including supply chain, manufacturing, sales, installation, design, and construction project management. Prior to coming to the Sports Facilities Companies, Jake was the Director of Sales Operations for Porter Athletic where he oversaw a team of project managers, sales associates, and a national distributor network for over 500 projects per year. Jake is a proven innovator and solutions -finder as evidenced by his experience in a $20mm+ custom construction division where he directed manufacturing, engineering, architecture, and construction teams for projects ranging from $1 Omm - $100mm. A keystone of his success is his ability to leverage emerging technology to create process automation, on-line quoting tools, and 3D modeling to reduce project lead times, eliminate manufacturing errors, and equip partners with DIY tools to maximize communication. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS University of Illinois, BS Mechanical Engineering Sports ETA - Content Contributor NOTABLE PROJECTS City of Bryan Sports Complex, Bryan, TX Iron Peak Sports & Events, Hillsborough, NJ The ROC Sports Complex, Franklin, WI Perfect Game, Hutto, TX Panama City Beach Sports Complex, PCB, FL Highlands Sports Complex, Wheeling, WV Midway Central Station, Bedford Park, IL The Bridge, Bridgeport, WV ACCOUNT EXECUTIVE JOHN SPARKS PROJECT ROLE: collegiate and professional sports event management, event strategy YEARS IN INDUSTRY: 23 SPORTS FACILITIES COMPANIES John has over 20 years of experience in national collegiate and professional large-scale event management and booking. He previously served as Vice President/General Manager of AT&T Center (San Antonio, TX) where he oversaw operations of the building through three NBA Championships in a 10-year span. John also served as the Director of Operations for Phillips Arena (Atlanta, GA) where he oversaw the construction and development of the facility prior to opening and operations. He utilizes his experience directing operations for some of the country's most popular venues in his role as Account Executive for the Sports Facilities Companies. In this role, John oversees efforts to drive financial growth and community engagement for a diverse group of facilities, including well-known sports tourism destinations and large recreation centers. John is a trusted resources to clients and guides them through a variety of processes, including start-up operational development, event booking, program development, and risk management. John consulted with numerous groups and organizations throughout all areas of sports management, technical systems, staffing, operations and finance. In 2014, he joined the Orlando Venues Team (a division of the City of Orlando) as the Stadium Operations Assistant Division Manager of the Citrus Bowl, where he was in charge of numerous high-level, high -attendance events including: NCAA college bowl games, the NFL Pro Bowl, MLS soccer, International Soccer Copa America, and numerous concerts and festivals. Additionally, John worked on the construction and development of the Barclays Center in Brooklyn, NY prior to establishing his own consulting business "Sage in Sight' in August of 2012. John served his country for over 20 years in the United States Navy where he worked in roles related to engineering, gas turbines, and propulsion for several aircraft carriers while ascending to the role of Gas Turbine Systems Master Chief. NOTABLE PROJECTS Hoover Metropolitan Complex, Hoover, AL: Citrus Bowl, Orlando, FL:` 0 SEC Baseball Tournament o NFL Pro Bowl 0 Perfect Game Elite Baseball o College Football AT&T Center, San Antonio, TX:` o MLS Soccer 0 NCAA Womena Final Four 0 NBA & WBNA 0 100 Concerts over 10 years `Please note: Projects completed prior to joining the firm. SENIOR VP VENUE OPERATIONS MICHAEL GODOY YEARS IN INDUSTRY: 20+ SPORTS FACILITIES COMPANIES Michael is a highly effective executive with a comprehensive background in the management of sports and entertainment venues. For nearly 30 years, he's developed a proven track record of organizing, managing, and executing initiatives while collaborating with various stakeholders. His ability to develop processes and empower strong teams has been the driving force a number of companies, including ASM Global and Jones Lang LaSalle. Michael utilizes his experience achieving results in complex environments including major sports leagues, private sector companies, city and regional government, and educational institutions to achieve success in his role as Senior Vice President of Venue Operations for the Sports Facilities Companies. In his role, Michael oversees venue operations across all SFC venues. Michael uses his broad and deep industry experience to participate in the ongoing progress of making SFC the leading national organization for the day-to-day management of sports, wellness, and entertainment venues. This is done by ensuring that the team leaders at each of the SF Network facilities build and maintain service -oriented cultures grounded on best practices and our guiding principles. Michael provides oversight for several operational components including staff management and development, day-to-day operations, business strategy, information technology, and legal and risk management. During a 20-year career at ASM Global, Michael championed the infusion of technology and best practices to enhance a variety of systems and practices, including ones focused on staff development, customer service, security and safety procedures, preventative maintenance programs, procurement, and facility operational audits. Additionally, Michael oversaw numerous components of the facility development process, including design, construction, and capital planning, Michael has overseen over 75 projects valued at over $7 billion in original construction costs. Michael was recognized by his peers in 2014 receiving the Hall of Headlines Award for Operations and Technology by Venues Today. SENIOR VP VENUE OPERATIONS DAN SMITH YEARS IN INDUSTRY: 20+ n SPORTS FACILITIES COMPANIES Dan serves as the Special Advisor for Food and Beverage for Sport Facilities Companies. He is responsible to support the all areas of Food & Beverage Development and Service. With the Development team he collaborates on equipment acquisition, aids in concession stand/ restaurant layout designs. Operationally he is responsible for developing the company's food and service quality, and menus, the operational processes and tools for these areas as well as the standard operating procedures for food & beverages. Dan is an award -winning restaurateur, food & beverage, hospitality and music/ live -entertainment executive. He has an outstanding record driving strong revenue, controlling costs and generating profits, as well as exceptional levels of service and guest satisfaction. His career includes working with organizations such as: • Murphy Arts District -Amphitheater, Concert Hall and the Griffin Restaurant — Developer and Vice President of Operations, Hospitality and General Manager • Major League Baseball's Cleveland Indians Vice President of Food & Beverage • House of Blues — General Manager for Orlando, New Orleans, and Cleveland • ntercontinental Hotels and Holiday Inn Crowne Plaza Hotels and Resorts - Regional General Manager and Regional Food & Beverage Executive for Central Florida and New Orleans • Executive Chef for several hotel companies including The Park Suite Hotel - Dallas • Prior to 1983 he had many formative and leadership roles in the restaurant/ hotel industries. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS Certified Six Sigma, Certified Food & Beverage Executive by AHLA Graduate of The Center for Creative Leadership Authored the E-Book for MH-Management Best Music Venue Orlando and New Orleans U House of Blues Best Brunch House of Blues Orlando and New Orleans Apex Award for Best Hotel Financial Performance — Holiday Inn Riverwalk Best Restaurant in the City — Open Table — The Griffin Restaurant - El Dorado FOUNDER, EMPOWER JOE DERING YEARS IN INDUSTRY: 20+ R UPON - ppV� S Joe DeRing is the Founder and President of the Empower house of brands. Empower features 4 zip line adventure parks, a leadership program and an international trekking outfit. Joe's passion for leadership stems from his time in the military serving as an Infantry Officer in the US Army. During that time Joe led units overseas in Afghanistan and Iraq. Working alongside prominent leaders such as Generals David Petraeus, Joe Anderson and Bill Hickman. Since opening the first Empower center in 2009, Joe and his teams have worked with over 3000 groups and organizations and facilitated leadership and personal development for over 160,000 individuals. Personally, Joe has facilitated team development for the Tampa Bay Lightning, the Bill and Melinda Gates Foundation, the US Marines, US Treasury, FBI, Fairfax County Virginia Government, University of Connecticut, University of Hartford, Yale University, University of Tampa, University of South Florida and others. Joe is leading Empower on a 10-year mission to inspire leadership in 1 million people. Through adventure, experiential education, training and development and coaching, Joe believes Empower can fill this void for so many in communities across the country. By reaching out to CEOs, HR professionals and culture committees, coaches, teachers and administrators, pastors, youth ministers and religious leaders, Empower believes it can bring about positive change through a personal commitment to leadership. Empower believes leadership is a critical piece to achieving one's highest potential as work teams and sports teams, husbands and wives, students and athletes and ultimately as humans who value one another. FOUNDER &CEO KEVIN SMITH OnPoint Sports Strategies.. Kevin is the Founder & CEO of OnPoint Sports Strategies, a sports and tourism advisory company in St. Petersburg, Florida. Kevin has more than 20 years of experience as a sports and event tourism professional, he began his career in tourism in 1999 with the St. Petersburg Clearwater CVB and served as Director of the St. Petersburg/Clearwater Sports Commission. As director, the organization expanded its reach in sports tourism to host events on the national and international levels. Kevin served on the National Association of Sports Commissions' Board of Directors and was elected by the membership to the position as Chairman of the Board in 2014. He and his St. Pete Clearwater Sports Commission colleagues founded the Sports Legacy Program in 2004. This is a program that was developed through the sports industry to provide a community impact in cities that host the Sports ETA Symposium. For 30 years, Kevin has been associated with the Outback Bowl in Tampa, Florida, serving in numerous volunteer capacities including Chairman of the Board in 2015. Through his association with the Outback Bowl board, Kevin has directed more than $50,000 in donations to Tampa Bay area charities. Kevin has served on other industry and local boards including the St. Leo University Sports Business Advisory Council and the Florida Sports Foundation. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS Sports ETA 2019 Hall of Fame inductee Clearwater Chamber of Commerce Tourism Person of the Year Florida Sports Commission of the Year PRESIDENT &CEO SUSAN SIEGER EXPERTISE Master Plans Strategic Planning Business Plan Development Performance Audits Development Planning Market Analyses Financial Analyses Economic & Fiscal Impact Analyses Benchmarking Analyses RFP Preparation/Evaluation Lease Negotiations EDUCATION • Master of Science in Sports Administration, Ohio University • Bachelor of Arts, University of Virginia MEMBERSHIPS International Association of Venue Managers (IAVM) Sports Events and Tourism Association (Sports ETA) Destinations International C,CROSSROADS CONSULTING Susan A. Sieger has 30+ years of experience in the convention, sport, entertainment, hospitality and tourism industries. She focuses on providing development planning, transaction, operational and business planning assistance to public and private sector clients. Susan has conducted more than 800 studies in the U.S. and abroad related to sports complexes, arenas, civic centers, stadiums, amphitheaters, performing arts centers, convention/ conference centers, destination marketing agencies, fairgrounds and other real estate assets. She specializes in assisting clients evaluate a project's overall viability from a market and economic perspective; develop implementation strategies that move a project from concept to reality; and manage their asset in a more efficient manner that meets their desired operating objectives. Prior to forming Crossroads, Susan worked with KPMG LLP's Convention, Sports and Entertainment Practice for 15 years, most recently as the National Director. NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS • Market and economic studies for youth/amateur sports facilities in Escambia County, FL; Tampa, FL; South Walton, FL; Winter Haven, FL; Benton, AR; Burlington, IA; Chattanooga, TN; Hampton, VA; Howard County, MD; Lenawee County, MI; Little Rock, AR; New Bern, NC; Ocean City, MD; Pomona, CA; Prince GeorgeR County, MD; St. Maryl County, MD; Warren County, OH; Wicomico County, MD; and Worcester County, MD as well as proposed new tennis complexes in Howard County, MD and Prince Georgelt County, MD. • Economic & fiscal impact analysis of the Boo Williams SportsPlex in Hampton, VA for multiple years including a survey of attendees. • Economic & fiscal impact analysis of multiple outdoor sports facilities in Harford County, MD including a survey of sports organizers. • Economic & fiscal impact analysis of the athletic facilities at Wake Forest University in Winston-Salem, North Carolina. • Economic & fiscal impact analysis for Maryland Sports that estimated the impact of youth and amateur sports on the Statelt economy. • Current on -call market and economic advisor for the Maryland Stadium Authority since 2010 which involves conducting development planning studies to evaluate the merits of various new, renovated, or expanded public International Association of Exhibitions assembly projects including sports complexes throughout Maryland. and Events (IAEE) 0 Current on -call advisor to Spectator Facilities Department in Portland, OR. International Association of Fairs & 0 Annual economic & fiscal impact analyses for multiple convention, sports Expositions (IAFE) and entertainment facilities in Oregon, Maryland and Georgia. • Advisory services to Spurs Sports and Entertainment in San Antonio related to the potential acquisition of several professional sports teams & facilities. FOUNDER &CEO STEVE HICKS EDUCATION • Juris Doctorate, Louisiana State University School of Law, Baton Rouge LA, 1973 • Bachelor of Science, Louisiana State University, Baton Rouge LA, 1970 ® PROVIDENT R E S O U R C E S J G R O U R Provident founder, Steve Hicks, serves as the Provident's Chairman and Chief Executive Officer. Mr. Hicks practiced law for 25 years for several prestigious regional and national firms, specializing in public finance with additional concentration in legislative law. He participated in many public finance issues over his 25-year career in a variety of roles including bond counsel, underwriter's counsel, and counsel to the issuer. He played a major role in the formation of the Louisiana Public Facilities Authority, one of the nation's largest issuers of debt securities for a wide range of public projects. While practicing public finance law, Mr. Hicks was the principal attorney or supervisory partner on approximately $12.5 billion in project financings from 1973-1996 for acute care general hospitals, higher education institutions, senior living facilities, affordable housing, and numerous other health care and other essential state and local government projects. NOTABLE PROJECTS • Harlingen Convention Center, TX • West Irving Convention Center at Los Colinas, TX • Campus Instructional Facility & Feed Technology Center, Univeristy of Illinois Urbana -Champaign EXECUTIVE VICE PRESIDENT CHRIS HICKS EDUCATION • Bachelor of Arts in Economics and Political Science, Wake Forest University ® PROVIDENT R E S O U R C E S J G R O U R Chris Hicks spearheads Provident Resources Group's public - private partnership financings, working with Provident's project partners and beneficiaries, financing partners, investors and rating agencies to ensure successful financial execution and an ongoing commitment to our partners for the life of our engagement. His role includes management of origination, analysis, and execution efforts for transactions and project relationships across a variety of asset classes. In addition, Mr. Hicks works to foster relationships with state and local governments, public and private universities and healthcare systems, as well as development partners, allowing Provident to utilize its proven financing platform to further not only its non-profit missions, but the missions of each of these partners. Prior to joining Provident, Mr. Hicks spent 18 years in the Public Finance Department of Citigroup Global Markets, Inc., departing in 2019 as a Director in their Higher Education and Public Private Partnership Groups. During his time at Citi, Mr. Hicks worked with municipal clients across the country on over $25 Billion in financings focused primarily on higher education and infrastructure. NOTABLE PROJECTS • Emory Proton Therepy Center • The University of Massachusetts -Dartmouth Campus • Surgery Center & Speciality Clinic-Univerity of Illinois Chicago 'ok •:' T yyy}}} T 5 - i.�i'. k EVALU CRITE ATION RIA 4: FACILITY MANAGEMENT & MARKETING 65 EVALUATION CRITERIA NO. 4 MARKETING & EVENT PROMOTION / PRODUCTION MARKETING APPROACH To expand on Collier County's sports tourism brand and market position, we will split our approach in the B2B and B2C spaces. To attract new events to Collier County we will leverage a Regional/National Business to Business (B2B) Approach: • Industry Conferences (TEAMS, SportsETA) • Event Sales & Business Development • Familiarization Visits/Market Tours • Targeted Destination Marketing Campaign • SFM Network Booking Platform Inclusion • Press Releases, Editorials • Bid/RFP Responses • PlayEasy/Huddle Up Group's SCOUT Booking platform To expand on existing opportunities and inventory, SFC will leverage a Local/Semi-Regional B2B Approach: • Work with existing local event organizers to expand or increase their reach/draw to Collier County. Locally incubated events are a head -start to drawing more overnight hotel stays. To attract new sports fans, families, and athletes to Collier County for new or existing events, we will utilize a Business to Consumer (B2C) Approach: • Social Media - Organic and Paid • Video Campaigns • Destination Branding for Sports • Press Releases, Editorials • Google Ad Words • Traditional Media To attract additional partners or sponsors, we will leverage a B2B Approach and expand upon our existing brand relationships in the youth and amateur sports industry: • Business Development • Custom Destination Marketing Materials • Custom Pitch Decks • Stats and Visitor Information, Projections, & Data Sets EVENT PROMOTION & PRODUCTION The SFC strategy for building a successful event calendar involves understanding the state and regional competitive landscape, identifying key stakeholders, and intentionally planning specific sports for specific weekends. These calendar planning decisions will be influenced by understanding which existing events within the region can be relocated to The Cove, or where we need to build or partner to create new events to fill gaps within the market. This process also includes building relationships with local and regional influencers in each sport to make the most informed decisions to maximize results. SFC will leverage its relationships with trusted national event organizations operating within the SFM Network and create the best partnership structure based on our experience with each group. These partnership structures are diverse, but are proven to create the best outcome for the venue, destination, and event partner. SPORTS FACILITIES COMPANIES KEYS TO COLLIER MARKETING & ADVERTISING APPROACH Marketing is an ever -evolving mix of art and science. We will leverage our tried-and-true marketing and event booking practices from the 25+ communities/facilities we operate. Our in-house agency leverages webinars, whitepapers, conferences, and sports marketing groups to stay on trend. fLATIONSHIPS RELATIONSHIPS, RELATIONSHIPS, RELATIONSHIPS Collaboration is in our DNA and that makes us great at developing relationships that create the win -win scenario. We are excited to collaborate with existing event providers, local clubs and leagues, City/County officials, and facility operators to develop new business, create new events, inspire new thinking, and drive results. DIGITAL IS THE NEW FRONT DOOR. We believe in a strong, strategic digital marketing strategy. This puts your destination at GITAL the fingertips of thousands of sports families, athletes, and spectators. Developing strong digital assets, marketing funnels, social media presence, and conversion points is key to the strategy. • Website/Online Presence - SEO, SEM, Review Sites, Travel Sites, Booking Sites (PlayEasy, HUG Scout Platform) • Digital Assets - Videos, Photos, Downloadable Content (Travel Guides, etc) • Marketing Funnels - Define and create the marketing funnel from discovery to conversion • Social Media Presence - Developing authentic sports related content with personality to engage audiences. • Conversion Points - Online Booking, Inquiry, Database Building Strategies LEVERAGING THE POWER OF PR. E SS Nothing tells a story quite like, well... a story. Our firm is well versed in creating earned media through industry relationships with major sports publications like Sports Destinations Management, SportsEvents, and Sports Travel as well as paid editorial coverage. We will bring our successful track record of elevating stories and creating a thoughtful, consistent press campaign to Collier County. We earned interviews for SFC for youth sports with these major news outlets: R E A L SPM /e:%N 1�1� C N BC W L T 11 B R Y A N T Q U M B E L TODAY SPORTS FACILITIES COMPANIES IhRTNERSHIPS ILACEMAKING CORPORATE PARTNERSHIPS WITH POWER Collaboration, not competition is our motto for local and regional partnerships. We don't want to cannibalize existing local events, but rather build with them or create a complement where possible. For corporate partnerships, we first approach local business ready to invest in the community and the success of tourism. We will incorporate Collier County into our already powerful outreach and network of brands looking to event in the sports space. CREATING CONNECTION TO THE DESTINATION Placemaking is a mix of art and science. It's about creating memorable experiences. We look at accessibility, sociability, uses/activites, and comfort/image when helping to define a sense of place. Our goal is to create an emotional connection to the destination that drives the desire to extend the stay, attend another event, or book a tourna-cation. KEY PERFORMANCE INDICATORS WE WILL USE TO MEASURE SUCCESS: Awareness; Digital Engagement. • Impressions 0 Likes, Comments, Shares • Ad Recall 0 Downloads • Watch Time • Database Growth • CTR • CPC Event Booking: • RFP Win/Bid Rate • Outbound Calls/Meetings • Verbal Commitments • Contracts Cedar Pbint. SPORTS CCNTCI? Conversion; • Sales • Registrations • Economic Impact - Direct • Revenue Generation SPORTS FACILITIES COMPANIES SPONSORSHIP SFC brings a unique perspective to maximizing sponsorship revenue and separates our focus into categories of Naming Rights, local partnerships, and regional/national relationships. We understand that Naming Rights and Sponsorships will play a key role in helping the County create an ROI on their capital funding of the facility and for these reasons we are not including any commission fee for sponsorships in our proposal. 19 IN-HOUSE SPONSORSHIP SALES As part of this partnership, SFC will bring our in house sponsorship partner, Integrity 9 to the project. This service will be completely covered by SFC with no fees necessary from Collier County. Integrity 9 has a proven track record of helping organizations establish a well -designed partnership strategy based on research, analytics, and extensive experience. Through this partnership, we will be able to deliver Collier County expertise in business development, property selection, asset recommendation, strategic budgeting and contract negotiation. Integrity 9 currently represents some of the biggest organizations in sports, including the Major League Baseball Players Association. NAMING RIGHTS Over the last 18 months, we have sold four (4) Naming Rights deals across our venues. These deals were sold in the midst of the COVID Pandemic LOCAL SPONSORSHIP Local sponsorship is all about relationships, community engagement and boots on the ground. SFC purposefully builds and trains our venue staff to be actively engaged and seen within the community. We cultivate a wide array of sponsorship deals from entry level signage packages to on - site activation and engagement. REGIONAL SPONSORSHIP The regional sponsorship market is traditionally the sweet spot for large scale deals within youth sports complexes around the country. Our venue teams work directly with our regional account executives and 19 to identify potential sponsorship targets that share similar customer bases as well as drive-times/markets. Once identified, our network creates opportunities for initial conversations while our national marketing and branding team works with the venue to create strategic packages. NATIONAL SPONSORSHIPS Very few facilities have the true ability to tie into a national sponsorship deal with their customer base and struggle to secure any type of national footing in the sponsorship market. The Paradise Coast Sports Complex is one of the rare facilities that has the opportunity to gain traction in this space. With natioanl programming and reputation, combined with the power and reach of the SFM Network, we will be able to immediately tap into our existing database to begin sponsorship conversations at a national level. SPORTS FACILITIES COMPANIES TOURISM 5 BUSINESS COMMUNITY ENGAGEMENT CVB EXPERIENCE SFC partners with CVB's at a majority of our facilities around the country, many of who represent markets with similar tourism profiles as Collier County. These partnerships have been instrumental to the success of our venues as well as the overall growth of sports and tourism in their markets. SFC currently works with our CVB partners to promote our venues and markets in multiple ways, ranging from traditional advertising and marketing coordination to national promotion at industry shows such as SportsETA, Teams and Connect Sports. As thought leaders in the industry, we collaborate with our Clients and CVB partners to find unique ways to promote their markets, including leading panel discussions together at national trade shows and joining forces on podcasts and other similar functions. We are fortunate to work side -by -side with some of the most tenured, creative and respected CVBa and sports commissions in the country as well as those that are just getting started. We have become board members and helped our partners create their owns sports commissions from the ground up. SFC views the relationship between the venue and tourism organizations, and other related stakeholders, as instrumental to the success of the venue and destination. Collaboration across all stakeholders will improve the experience of visitors and support their stay in -market, rather than traveling to a neighboring county. Incentives, when available, can be used to encourage use of specific hotel properties. Typically, this can be in the form of a few dollars per booked hotel room validated, or a reduction in rental costs based on performance. The lodging solution SFC will provide will ensure that only Collier County hotels are featured and promoted to visitors. This lodging solution will provide direct data to understand the impact in hotel/motel occupancy and can be validated by STIR trend reports. EXPERIENCE IN TOURISM MARKETS We know tourism marketplaces. As advisors to hundreds of tourism destinations and operators in unique locations, The Paradise Coast is one of the most beautiful beach destinations in the world and has done an incredible job positioning itself as a one -of -a -kind destination in a truly crowded marketplace. To optimize the impact of sports tourism in Collier County, SFC understands hosting events to engage visitors with the beaches, arts & culture, golf, culinary experiences and other tourism experiences. By immersing programs and events in the true Paradise Coast experience we: Amplify the guest experience 2. Increase length of stay beyond event dates 3. Attract first-time visitors and introduce them to the market; creating opportunity for loyal customers 4. Promote the interests of the business community 5. Significantly increase new marketing and social media exposures nationally TRACKING IMPACT As discussed in the hospitality section of this response, SFC will work with County, the CVB, Sports Council and hotel stakeholders to identify the best lodging solution for all parties. If an internal, 3rd party, or County held booking platform is put in place, SFC will ensure that this system is developed with real-time tracking capabilities and the ability to release RFP's exclusively to Collier County hotels. In addition to this, our team has included Crossroads Consulting who will serve as an independent contractor who will track and provide quarterly economic impact reports for the County. Crossroads is one of the most experienced consultants in the industry and is Florida -based, providing a localized economic impact understanding in unique beach - based tourism destinations. In addition to quantitative analysis, SFC will also employ staff and intern teams throughout the year to survey participants and visitors in each area of the complex. This feedback will be used to help measure more qualitative impacts such as guest experience, customer service, quality of facilities, food quality, etc. While tracking spending and hotel room nights allows us to quantify ROI for the County, it is the tracking of, and reacting to, guest experience performance that will ultimately give our collective team the opportunity to turn Naples in the #1 sports destination in the country. SPORTS FACILITIES COMPANIES LOCAL LEAGUE PLAY EXISTING PROGRAMMING & ORGANIZATIONS Collier County has a number of strong sports leagues and organizations, including its own park and recreation system. As part of our due diligence on this project, SFC reached out to many of these user groups to understand their structure, needs and vision for the future. As one of our first steps if selected to manage, SFC will reach back out to each of these user groups to ensure they understand our commitment to them and their participants. SFC wil I work with the County to identify additional user groups as well as County run programming that can utilize the facility. It is important that the complex expands its reach within the community to not only host traditional sports leagues and age groups, but also creates opportunities for secondary sports, a wide range of age groups as well as opportunities for residents who face physical and mental challenges. We will also put a specialized focus on finding groups, clubs and organizations who can utilize the non -athletic portions of the facility (i.e. car clubs, fitness organizations, sand volleyball, running clubs, etc.). With upwards of 20 fields and countless recreational amenities, our vision for the Paradise Coast Sports Complex is that you will be able to walk out on any given weeknight and be surrounded by a sea of sports and activity and immersed with residents of all interests, abilities and socioeconomic backgrounds. IN HOUSE PROGRAMS, LEAGUES & CLUBS Once we have identified all of the potential existing user - groups, SFC looks for opportunities to develop internal programs that complement rental and outside service provider programs. We will work with the County and Parks and Recreation to develop a mix of programs (leagues, camps, clinics) for youth and adults coordinated around events and when space, time, and utilization of the complex is typically minimal. In addition, we look to partner with and collaborate with parks and recreation departments, existing user groups, clubs, local tournament providers, and others that serve the community and create positive experiences for visitors of the complex. SFC has invested in and developed resources and curriculum to support the planning, development, marketing, selling, and operation of all internal programs. These resources combined with our internal programming strategy accomplishes the following: Greater Ownership of the Programs Control of the Customer Experience Higher Financial Returns Facility Database and Cross Marketing Ability to Maximize Scheduling Create opportunities for the local community to experience the complex tcurr coasr AUNNERS"'W N Volleyball A�adPmy •�� ��•� 5pecia/ O/,ympics �r Florida CCPS r Recreation M���11� SPORTS FACILITIES COMPANIES COMMUNITY ACCESS TO SPORT At SFC, we truly believe in the impact that our facilities have on our communities. Each and every one of our 1,200+ employees has a story of how sports impacted their lives. It is critical to our mission to ensure that every resident of in all of our communities have access to sports, regardless of age, ability, gender or income level. This is not a mantra we simply talk about, but one that we put into practice and one that we financially support across the industry, both inside and outside of our managed facilities. SFC ACCESS PROGRAM The Access Program with SFC launched in Hoover, AL and Rocky Mount, NC in 2018. Our team is currently expanding this program across ourentire networkof facilities. The Access Program teams local sponsors with good -will marketing and branding opportunities to cover player registration fees and dues. All proceeds from the Access Program go to ensuring that kids within our communities who do not traditionally have access to sports are provided with the opportunity to participate within our venues. SFC will immediately institute our Access Program at the Paradise Coast Sports Complex. ASPEN INSTITUTE PROJECT PLAY SFC is a proud partner of The Aspen Institute's Project Play. The Aspen Institute has often been referred to as the "conscience of youth sports." Project Play's mission is to develop, apply and share knowledge that helps build healthy communities through sports. The program identifies gaps in sports access and works with leading organizations such as SFC. Togehter, we can fill the gaps so that every child in America can access sports, regardless of zip code or ability. ACTIVE PARENTS ASSOCIATED WITH ACTIVE KIDS UP TO GC PHYSICALLY 1110 AS HIGHEF ACTIVE LIKELY To TEST CHILOREN BE OBESE SCORE n ii:.'r F:-NSTF11 Tr - PROJECT PLAY QteaMSHAP -i - 2024 - IM,,, „R.1111,H Illilil f}I ® �Y�UTH SUGUSTA POATSWEAREIRANDS L� NATIONAL AC RpSSE LEAGUE 0 J SPORTS FACILffIES I COMPANIES ~ wsncwrs [�1� � IFIi4 LEAGUEAPPS 1L KIDS OF ACTIVE MOMS ARE 2X MORE LIKELY TO BE ACTIVE SPORTS FACILITIES COMPANIES P11 PERFECT i GAME This mission is not simply something we talk about ,- because it sounds good. SFC purposefully partners with organizations who share our vision that sport t t should be an opportunity available to everyone. On this page you will see photos from a recent event, PG �- Cares, in which SFC worked beside Perfect Game, and OnPoint Strategies along with former Major 9• 9 1 -�:' y League Baseball Players to provide sports equipment ry and make baseball accessible to at -risk youth in the , k Tamp St. Petersburg area. av: We are activating these type of events right now across the county and right here in the state of Florida. a. . d.. a. We are committed to bringing this level of event and access to Collier County. y¢ ti r � -- � �-+ Ste_ ..._ • s KIDS CHOOSE A FREE BAS''BALL GL11VE FORMER MAJOR LEAGUE PLAYERS, HARRISON RAY AN DENARD SPAN, CHAT WITH CAMPERS -.�. 1 10, law CAMPERS PARTICIPATE IN BATTING PRACTICE JASON CLEMENT (SFC) AND KEVIN SMITH (ONPOINT) GET READY TO SERVE PIZZA TO 500+ CAMPERS 73 STAKEHOLDER S COMMUNITY RELATIONS COLLIER COUNTY First and foremost we are accountable to Collier County. As discussed thoroughly in this response, our collaboration with the County is paramount to the ultimate success of the venue. We will work directly with County leadership to develop strategies and business plans around those stakeholders identified below as well as any others important to the ultimate success of the venue and the community. COLLIER COUNTY RESIDENTS While discussed in more detail in other sections of this response, we want to reconfirm our commitment to maximizing local programming opportunities as the residents of Collier County are critical stakeholders of all Collier County facilities. NAPLES, MARCO ISLANDS, EVERGLADES CVB We will work with the CVB to promote the venue AND the market while creating clear lines of communication and strategies to ensuring we are maximizing resources and reach while minimizing duplicity. The SFC Network includes some of the best sports commissions and CVB1% in the country. As a partner in the SFM Network, the County and the Naples, Marco Island, and Everglades CVB immediately join this national think-tank of phenomenal CVB partners and industry leaders that stand ready to help grow the Paradise Coast region into a national and international sports destination. SPORTS COUNCIL, HOTELS, DINING & THE BUSINESS COMMUNITY We believe that the Sports Council can be a great starting place to create the right type of relationships from the beginning with hotels, restaurants and the overall business community. Guest experience does not begin and end with the facility - visitors typically spend more time away from the facility than they do on -site. It is critically important to the success of the venue that we build an overall market experience and this starts with having a true buy -in from the business community. The best way to make this happen is not just to start with a conversation, but to start by listening. It is important to understand what has worked in the past and what hasn't and then craft a relationship that takes these things as well as the sustainability of the complex and the partners' businesses into account. UNITED ARTS COUNCIL The Paradise Coast Sports Complex has a true opportunity to be an events and cultural destination. We believe that the United Arts Council is one of the most critical partners to the long-term success of this vision. From concerts to wine and art festivals, our team intends to work closely with Laura Burns and the UAC to understand how we can help them be as successful as possible and how together we make the Paradise Coast Sports Complex a national example for how sports, arts and culture come together. UNITED ARTS COUNCIL OFOOLLIER COUNTY SPORTS FACILITIES COMPANIES COMMITMENT TO THOSE WHO BUILT THE FOUNDATION EXISTING EVENTS Collier County is not new to the sports tourism industry and has created a reputation as a great destination for events and families. Just as important as bringing in the largest events in the industry, its equally important to continue to partner with and help grow the events that are already successful with the County. At SFC, we are not simply going to talk about working with local organizations and existing events. We understand the impacts these events have made on the area and believe the best is yet to come for them as well as Collier County. SFC was the only responding group to reach out to a majority of existing events that have created millions of dollars of economic impact and tens of thousands of hotel rooms for the County. As part of this process, we also reached out to FBU, who we know is responding to this RFP. We had a great conversation and ensured them that if we are selected to manage that we would work with them to make their existing events and future events as successful as possible. On the following pages, you will find reference letters from existing rights holders who have created amazing events in Collier County. These are organizations that have invested heavily with regards to time, money and resources to grow events and economic impact for the area. Sports tourism is a massive business, but a small community. While there will certainly be larger events that come to Collier County over the years, how the original events rights holders are treated through this process will ultimately set the reputation of the facility and the bar for what future partners can expect. The management RFP for the facility is a public document. For SFC to be the only group to reach out to these stakeholders shows us that other responding teams either do not truly understand the industry or have other interests in play that may not be in the best long term interest of the County. _r�M4in or&_ ti SPORTS FACILITIES COMPANIES ■ N i Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 July 1, 2021 Dear County Commissioners, STEPS Lacrosse has been bringing programming to Collier County for six years and we currently have a multi -year agreement in place to operate events at both North Collier and Paradise Coast Sports Complex. Over this time, we have brought 1000's of players and families from all over the United States from some of the highest demographics in the US. Our participant base is historically staying at the finest hotels and bringing a significant economic impact to Collier County. I was made aware of the RFP for management services recently and wanted to take this opportunity to reaffirm my commitment to the County to continue to drive economic impact and provide an incredible guest experience. I have been familiar with The Sports Facilities Companies and their properties and have always been impressed with their company's management. I want to commend their team as they are the only group who has reached out to myself and our team to introduce themselves and learn about the events we are running in Collier County. As an existing rights holder who has remained committed to growing programming in the County, this made our team feel comfortable that the Sports Facilities Companies would truly be working in the best interest of the County and those groups who have helped build the area into a sports destination. Sincerely, d { �/ Charlie Shoulberg Founder & CEO STEPS Lacrosse SPORTS FACILITIES COMPANIES Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 June 30, 2021 Collier County Commissioners, In 2021 Soccer Youth brought our premiere event, the Soccer Youth All -American Golden Cup to the Paradise Coast Sports Complex. The event was a resounding success as we hosted 600 players and their families from 38 different states. Our families loved the venue and we are excited about continuing to grow the event in Collier County. We are currently on pace for over 1,200 players next year! We were recently contacted by the Sports Facilities Companies about the RFP for management services for the Paradise Coast Sports Complex. We were somewhat surprised by this as no one else, including current management has reached out to us to discuss the potential change. At the same time, we are excited about the idea of SFC managing the facilities as we run multiple events at their venues around the country, including Panama City Beach, Gatlinburg and Elizabethtown. The events we run within the SFC Network are our most popular, well -reviewed events and continue to be our first events to fill and the largest events we run. Their commitment to the guest experience combined with their strong communication with our operations team ensures that our events go off without a hitch. On behalf of our entire team at Soccer Youth, I would like to extend our recommendation of Sports Facilities Companies to Collier County as well as reiterate our excitement to continue to bring incredible events and drive economic impact for the region. Sincerely, Scott Hacker President & Founder E�pC C�9 Ea 11 lk�U SPORTS FACILITIES COMPANIES 00S COLLEGE PROPERTIES GROUP Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 June 28, 2021 Collier County Commissioners, As you may be aware, College Properties Group currently runs four (4) national events at North Collier Regional Park and the Paradise Coast Sports Complex. At College Properties Group, we are all about creating once -in -a -lifetime experiences for athletes and are excited to continue to do this in Collier County. Our group operates over 80 events around the country with over 7,000 players. This weekend we are running the Girls High School Lacrosse National Championship which will be aired nationally by NBC Sports Network. Recently, The Sports Facilities Companies reached out to us recently to discuss the management of the facility. At the time of this letter, they have been the only group to reach out to us to learn more about our events. Over the past two years, our team has committed a large amount of time and resources into growing our presence in Collier County and we have a vision of bringing some of the largest national events in sports to the area. The Sports Facilities Companies maintains an incredible reputation throughout the industry. We appreciate that they reached out and as a company we are looking forward to continuing our partnership with Collier County to provide incredible experiences and grow sports tourism in the area. Sincerely, ItOzl�— Graham Leveston College Properties Group SPORTS FACILITIES COMPANIES HOTEL BOOKING S TICKETING OPERATIONS HOTEL BOOKING PLATFORM FOR EVENTS SFC is prepared to provide a number of different turn -key lodging solutions that create the best outcome for visitors, hotels, the venue, and the County. For each event, post event recaps of results related to hotel bookings and revenues will be tracked and reported. SFC will collaborate with the County and local hotels to establish standards for cost controls in revenue share models for booked hotel rooms. In most markets within the SFM Network, there is an average of $5-15 of rebate and/or commission per booked hotel room to be negotiated between the event owner and venue. If a third - party housing company is used, their revenue per booked room night is traditionally capped at $10. These standards will vary based on what the hotel market supports and will ensure the best rate options offered to visitors. Hotel booking structure is not a one -size -fits all approach and is a decision we make at each venue in collaboration with our partners. Throughout our network we have facilities that: Work with third party booking companies Run hotel booking internally utilizing Alliance Reservation Networks or similar software Run hotel booking through our CVB partners Stay completely independent from hotel booking While hotel commissions can be an incredibly important revenue source for the facility operations, we believe it is one that is best addressed and structured in partnership with the County. If given the opportunity to manage the facility, we would closely partner with the County, the CVB and the Sports Council (if requested) to discuss the structure as well as consistent and capped percentage/rebate program. TICKETING OPERATIONS To achieve stronger financial performance and capture data of the visitors of the complex, SFC would look to implement a strategy that would standardize how tickets are purchased by visitors of the complex. Our process for facilities hosting or operating ticketed events is to require the use of a dedicated ticket service for gate fees with the venue retaining a fee for each ticket sold. An example of this recognized revenue might be $1 for every ]tc $10 ticket, or $2 for every ticket sold at more than $20. In addition to participating in ticket -based revenue, a ticketing system can provide valuable data and contact information for teams and visitors to be utilized prior to, and during, and after events. This data can be used to promote coupons/deals and send notifications while on -site, as well as providing an opportunity to communicate with attendees to promote future programs/events/services after the event, as well as activation of sponsorships. SFC can offer an internal ticketing solution that can service all ticketing requirements. Capabilities and advantages of the ticketing solution: Quickly and effortlessly check -in attendees with barcode readers or mobile phones • Sell tickets online and deliver them digitally to buyers Presell admission, parking, food and beverage, merchandise and other amenities • Collect valuable data on attendees • Point of sale management and control Event promotion • Sponsorship activation e3 �r flo- si V Thundeffix BRINGING THE BIGGEST BRANDS IN SPORTS TO COLLIER COUNTY In partnership with SFC, The Paradise Coast Sports Complex will be the #1 sports tourism destination in the country. We have the proven ability to attract the largest sports competitions in the industry and a commitment from the biggest brands in sports to bring their events to the Paradise Coast. PERFECT GAME (see page 82) Largest Rasehall Ornanization in the Cnuntry RUSH SOCCER (see page 83) Largest Soccer Organization in the world USA PICKLEBALL Pickleball National Governing Body UNDER ARMOUR UNDER THE LIGHTS FOOTBALL Fastest Growing Flag Football League in the Country NFL FLAG FOOTBALL Flagship Flag Football League of the NFL ADIDAS GAUNTLET National Basketball Exposure Events VARSITY CHEER Largest Cheer & uance urgamzation in the Country SEC BASEBALL CHAMPIONSHIPS Premiere Collegiate Events RIVALS Largest Football Exposure Camps in the Country JR. NBA GLOBAL CHAMPIONSHIPS NBA International Youth Events 66146 -.k SPORTS FACILITIES COMPANIES ' . r f!, � - _. �,.,;, �+�.�� ,�•*. �' fir": . �Mqw. � i /r�••� - nr' Ro- -- i w `s - � � ��uv�ono�, O. 1 •a '� � �e � �r" ��' ,� =g, ��' � ism 06. R. i„ •., Pam CAL -� i ! ■ F,AG 100T 6A�� win IW " � � _ .. • . _fir... � �" .. _ Med.tou% 10OO'S OF EVENTS READY FOR COLLIER Facilities across the SFC Network host hundreds of events each year with nearly every sport, activity, or entertainment type you can think of. BBQ cook -offs to Little League World Series, charity 5k's to ticketed concerts. We're ready to maximize the Collier County calendar. 2020 Lincoln Trail Walk to End Alzheimer's 2020 USSSA Kentucky State Tournament 2D Baseball: Youth World Series 30A Lacrosse Play Date 3V3 Live Soccer Regional Championship 5 Tool Baseball-Playcations World Series BIG SHOTS MOUNTAIN MAYHEM BIG SHOTS ROCKY TOP TIPOFF Big Time Hoops Bishop England HS Cheer Practice Blaze Pro BB Blaze Volleyball Tournament AAHA Squirt BORDER BOWL AAU Swarm Basketball Camp akthrough Basketball Achieve Medical Retreat BREAKTHROUGH BASKETBALL C Aggie Invitational Cabin Fever Pickleball Tournament AHS Section 4 Tennis Tournament Cap Classic Kentucky AHS Swim Meet AHS Tri Swim Meet AL Fighting Championship Alabama Soccer Association: Borders Spring Festival Albertville Chamber Banquet ARPA State Basketball ARPA Swimming Athletx Softball Fall World Champion it Atlantic Coast AAU Volleyball Atlantic Coast Baseball Classic Series Atletico Flames Halloween Tournament ATTACK AT THE ROCK AutismSPECT 5k Run/walk Aviators Wrestling AWYBA Tournament Axe Championship Series AYF Midwest Regional Badger Region Volleyball Power League Baseball Youth - All -American Games Battle at the Beach Cheerleading Scare Etown 3v3 Soccer Tournament BATTLE IN ROCKY TOP CHEER SMOKY MOUNTAIN SHOOTOUT Battle of the Thrown: Kickball Championships Beach Ball Classic Beach Bash Volleyball Big East Volleyball Tournament Young Ladies Empowerment Series CCRESA Equity Council CCU Basketball CENTRAL HS VOLLEYBALL Central KY Run for the Gold National Home School Football Champs. Coast to Coast Sports Coastal Carolina Pickleball Coastal Classic Gymnastics Meet College National Cornhole Tournament Vintage Market Days mmonwealth Cup (KYSA) o Co Chefs (Taste of Mar; COURTSI Crown Town Volleyball Tournament Defense Soap Duals Doug Taylor Basketball 3 v 3 Drumline Competition East Coast Volleyball Academy Eastern Ministerial Alliance EAYF Adult Flag Football Fundraiser EAYF Ironman Allstar Tryouts EAYS Heartland Fastpitch League Games Perfect Game Deep South Fall Series Erie County Craft & Vendor ESPN Myrtle Beach Invitational Practice Etown Panther Pinkman Lincoln High School Fastpitch Classic Fall Javanon Cup FCA FALL CLASSIC FCA PREMIER CUP Bbys & Girls Feast Of Tabernacles Conference Firelands Symphony Orchestra First Carolina Bank Holiday Party First Responders Dinner Flag Football World Championship Tour Florida Elite Gulf Koast Softball Showcase SPIKE FEST DYNAMIC EVENTZ Fox River Freeze Futsal - Brent Ridenour Presidents Cup (Soccer) lay USA Super Regional JBURG ALL AMERICAN BOWL i Leaf Foundation US Softball: Battle on the Border Gra Slam Baseball Tournament World Gre ter Joy Bapt. Church Ministries Iou aterMidwest Baseball son Aggregate Health And Wellness th Football Playoffs Harlem Brewery- Blacktoberfest Heat Volleyball Scrimmage Hi -Rise Basketball Javanon Cup 2021 Jehovah Witness Basketball John Hardin Football Training NC USA Wrestling Jr All Star Basketball Juneteenth Scholarship Gala Justice for Alzheimer's 5K by Harden KCAA State Finals Kentucky American Cup (KYSA) Kentucky Trails Classic, powered by ESP KOHL'S KICKING NATIONAL ELITE CAMP KY State 7v7 Championship KYSA Adult State Cup Lady Panther Lacrosse Girls Tournament LAX Bash Lacrosse Tournament Maumee Bay Spiketacular WSL Slow Pitch COED Champ USSSA SOCCER CREATING, MARKETING 5 PROMOTING IN- HOUSE EVENTS Collier County is building more than just a sports destination - you are building an events destination, concert venue, and cultural center for south Florida. We think holistically about the Paradise Coast Sports Complex campus, considering every opportunity for event hosting, booking, creation, and activation. This is just one way we maximize your destination while also improving the impact and activation of local residents. ORGANIC EVENT IMPLEMENTATION While the focus will be filling the facility throughout the year with the largest events from around the country, we also know that there will be opportunities to build and create events at the facility. These organically grown events offer the opportunity to fill traditional off-peak times or to compliment an existing large event by utilizing all areas of the facility (i.e. hosting a large BBC festival in the common areas of the facility at the same time as a traditional sports event is filling the fields). We have deep "organic" programs and event experience. The "home grown" programming is an important and critical contribution to a well-balanced schedule, maximizing financial opportunity, and managing the guest experience. The proper balance of organic versus rental events is different for each city's goals, market and location. We will work with the County to strike the proper balance. The following list is not comprehensive but provides examples of the type of organically grown and operated events that SFC has created to support our facilities around the country. ORGANIC SPORTS EVENTS • "Rumble at the Rock" - Premier Basketball Event • "Smoky Mountain Showdown" - Series of clinics and tournaments 1-85 Elite Basketball Circuit" - restricted to 60 most elite teams for college recruiting "Carolina's Basketball Cup" - 490+ team event OFulmer Hall of Fame Football Campo - one example of various sport camps during summer in multiple venues. "Attack at the Rock" - High School Volleyball event OQueen of the Mountain Volleyball TournamentO O Partner with Volleyball Clubs OCDC Special EventO O Disabled childrenl� event Hype Basketball Tournament Series • LilOSluggers (and various child development programs) Youth & Adult Volleyball, Basketball, Futsal Leagues - various venues across the country • Basketball, Volleyball Academies & Clubs (CVBA, LVA, LBA, Stars, etc.) Various All -Sport summer camps • Organic/in-house 5Ks, runs and adventure events Legends Night of Boxing (local boxing competition) ORGANIC NON -SPORTS EVENTS Various banquets/social events across all venues: Kulture ball - hosted by Ronnie Chang to benefit Sensory Awareness. High School Proms & Graduation Nights Fathera Day Sunday Jazz Brunch 0 NC. Craft Music Festival 0 AL. SFC sold sponsorships to promote and operate a music & craft beer fest Caribbean Culture Festival - NY Summer Music Series (various artists on Friday's) -NY Social, Birthday &Holiday Events • Brunch with Santa and/or Easter Bunny 0 various venues Corporate holiday parties: Cisco Systems, Google, etc. Holiday Parties • Weddings, Bar/Bat Mitzvahs, Birthday Celebrations Firework shows and events Various Corporate Team Building Programs - CA: OHang LooseO 0 Polynesian theme OUltimate Team Challenge0 0 Various competitive team building activities OGames of the Olympiad0 0 Olympic, physical team building • OThe RaceO 0 Activities based on The Amazing Race "Extreme Chef" - Team building activities while cooking SPORTS FACILITIES COMPANIES ENGAGING THE COMMUNITY WITH THE BEST EVENTS Collier County is building more than just a sports destination - you are building an events destination, concert venue, and cultural center for south Florida. We think holistically about the Paradise Coast Sports Complex campus, considering every opportunity for event hosting, booking, creation, and activation. This is just one way we maximize your destination while also improving the impact and activation of local residents. Below are just a handful of the thousands of non -sports events that have recently taken place in SFC facilities. 1. NEW YEARS EVE GALA, CEDAR POINT SPORTS CENTER / 2020 2. ALABAMA MMA CHAMPIONSHIPS, SAND MOUNTAIN / 2021 3. TRUNK OR TREATING, ROCKY TOP SPORTS WORLD / 2020 4. CASC BIRMINGHAM GUN SHOW, HOOVER MET COMPLEX / 2019 5. NATIONAL CORNHOLE TOURNAMENT, MYRTLE BEACH S.C. / 2019 6. LEE BRICE CONCERT, SAND MOUNTAIN / 2021 7. COVID DRIVE-IN CONCERT SERIES, HOOVER MET COMPLEX / 2020 8. NEW YEARS EVE 5K / ELIZABETHTOWN SPORTS PARK / 2019 9. PGGLY WIGGLY FOOD SHOW / HOOVER MET COMPLEX / 2019 10. HARLEM GLOBE TROTTERS / ROCKY MOUNT EVENT CENTER / 2018 11. BBQ COOK -OFF / HOOVER MET COMPLEX / 2019 SPORTS FACILITIES COMPANIES THE !a SHOW UP. O%K wg4OHqV E FrUN. SFC is really good at membership based fitness facilities. Our most recent opening achieved end of year 1 membership goals in just 6 months. Others have achieved year 3 goals within the first 3 months of operation. SFC currently manages 25+ venues in our portfolio that include membership based fitness. In addition to SFC experience, our team includes MVP fitness - one of the most successful and innovative fitness club operators in the country (including 4 locations in Florida). MVP will consult with SFC management and Colliery during the first 12 months of operations to provide best practices, operational systems and innovative programs in order to maximize membership and utilization at The Factory. Fn") (mv ATHLETICcLvss Innovative Programming SFC and MVP will bring innovative solutions such as Well -Fit 0 that utilizes Medicare dollars to pay for membership to seniors. • SFC will work with local fitness, health & wellness influencers to highlight the facility • Create free weekly clubs and social gatherings that tie into The Factory & The Cove Marketing & Membership Creation Professional level custom website for The Cove • Local engagement and activation strategies • Local ad and programming campaigns • Roll out plan with local influencers • Collier County and surrounding region geo-fence campaigns Full social media strategy • SEO and adword placement SPORTS FACILITIES COMPANIES john_sidoti ••• 255 pasts 45.7k followers 694 followi John 5idati OWorldwide Coach cgarciafitne E .. 1 1,259 posts 88.4k followers 1,627 foil Orrainer II Made Fitness Trainer HE ILU The Cove is one of the most unique sports complex amenities in the entire country and will continue to be a huge asset to the guest experience for participants and their families. In order to be truly successful however, the area needs to make a major commitment to promoting itself as its own food & entertainment destination. The facility is currently positioned as a bolt -on amenity at the sports complex. Website is a secondary page within PCSC's website Calendar for The Cove is shared with the entire facility All social media platforms list PCSC or tag PCSC in all photos The logo and brand fit the space well but there has been little progress in regards to market positioning and brand placement throughout the community. Quite simply put, it's going to be much harder to get residents to eat and drink at The Cove if it's viewed as part of the sports complex, rather than it's own branded establishment. As part of our first steps in this area, SFC will create a full go -to -market strategy to turn the Cove into a true destination for residents and visitors alike. Professional level custom website for The Cove • Create brand identity and messaging strategy Full social media strategy • Local engagement and activation plan Local programming and event campaigns Local & regional geo-fencing implementation • Local partner ID (music, leagues, competitions, etc.) Create group rental and private party campaign Create photography standards (no empty photos) • Full assessment and re -imagination of menus • Create line of apparel to cement brand identity The Cove has the ability to be more than just a cool concession area at the Sports Complex. At this point, our research shows that not enough people in the local area know about the facility or its events. We are excited for the opportunity to work with Collier County to develop The Cove into a local hot -spot as well as a game changing amenity that will continue to turn the Paradise Coast Sports Complex into the #1 sports tourism destination in the country. SPORTS FACILITIES COMPANIES ADMINISTRATION SFC has developed extensive resources with in-house expertise in finance, marketing, legal & risk, human resources, financial forecasting, event booking, and more. This team supports every SFC managed property with care and collaborates extensively with our field staff. The corporate structure below provides a view at the support system that each of our managed facilities receive from our corporate staff of over 100 employees. ONE TEAM, ONE NETWORK STAFF TRAINING & DEVELOPMENT People are the lifeblood of any organization, but it is never truer than in a sports, recreation, or events facility. Our People & Culture team is dedicated to ensuring all 1200+ SFC team members in our Network have the support, development, and leadership they need to be successful. We also manage the tactical and operational elements of traditional HR duties. Our People & Culture team will provide: • Recruiting/Talent Acquisition Services • Document Resources including Employee Handbooks • Benefits Management • SFC Cultural Onboarding • Ongoing Leadership Training & SFC Summits • Staff Change Management • Succession Planning GROWTH & INNOVATION RESOURCES SFC brings with a culture of creativity and innovation. We incentivize team members to share process improvement, ideas, best practices and celebrate those who excel in innovation. This includes technology, sponsorship partners, services, philanthropic initiatives, processes and programs. The sports and entertainment industry is evolving rapidly and SFC dedicates capital and human resources to keeping Collier County and the Paradise Coast Sports Complex at the forefront of service and guest experience. STAFF ON -BOARDING Along with in-person/on-site training, SFC utilizes an Online on -boarding process that will introduce the team member to Collier County, the Complex and the SFM Network. As part of this system, we will work with Collier County to develop venue specific training videos and messaging that will ensure the vision, processes and expectations of the County remain front and center. The goal of this process is to ensure that that we find the right fit for each and every hire (full time and hourly); reducing turnover and minimizing costs. SFC full-time facility staff have custom on -boarding plans and leadership training sessions at our corporate headquarters in Clearwater, FL. They have access to our specialty support departments within their first month with SFC. For General Managers and select leadership staff, SFC also hosts on - site leadership training at our Spring GM Summit and the SFC Leadership Summit each fall. These events offer time for best practice sharing among all senior leadership in the SFM Network as well as new policy roll -out, process/change review, best practices, inspirational speakers, and more tactical development sessions (e.g. booking best practices). Our corporate offices and subject matter experts also offer a variety training and think tank sessions in to collaborate on ways to innovate and improve processes. In addition, SFC hosts corporate -wide manager and account executive calls and meetings to encourage collaboration and idea sharing across our venues. SPORTS FACILITIES COMPANIES EMPLOYEE ENGAGEMENT - THE DUGOUT SFC uses a comprehensive employee engagement interface called, The Dugout. The dugout provides a number of employee resources, ranging from calendars, handbook information, standard operating procedures, human resource forms and employee training videos/certification courses. Each facility we manage has access to their own custom branded Dugout site which provides employees with corporate and venue specific information. Each employee is given a unique login that provides permissions based on level and security. A screenshot below demonstrates the log -in with Paradise Coast Sports Complex[ brand/logo. 1$ The Dugout -Home x + 0 G sporfacilitadvisory.sharepoint.comlparadisecoast Apps 0 Reading List P Search this site SPORTS em FPlI In The dugout EMPLOYEE RESOURCE QUICK LINKS Human Resources 401k &Benefit Information Company Handbook Standard Operating Procedures Brand Standards Marketing Request Staff Contact List PTO Form Social Tyledia Rules Corporate Contact finance & Accounting Legal & Risk HUMAN HOME FORMS RESOURCES MOM IMPROVING COMMUNITIES ISPO S Industry Poldcasts SPORTS FACILITIES COMPANIES FINANCIAL IVIGIVII S REPORTING A SAMPLE OF SFC'S REPORTING STRUCTURE IS INCLUDED IN THE APPENDICES OF THIS RESPONSE WE WORK FOR YOU The ability to work effectively and with the level of transparency essential in a public -private partnership requires relevant experience, high -quality service processes, accurate and timely financial reporting, and constant communication. We believe that this is a foundational element of a successful partnership and a unique advantage for SFC based on our real -world experience in serving public sector clients and operating the nation[ leading sports tourism complexes over the past 18 years. FINANCIAL PROCESS & SYSTEMS In each of our facilities around the country, SFC adapts our operations and reporting structure to fit the policies, procedures, and systems of our public partners. As soon as selected, SFC will send our corporate operations and finance teams down to Collier County to complete a thorough reporting and financial practices exercise with Collier County. This will ensure our operations will be able to ramp up quickly while following all County protocols and making the facility as efficient as possible. TRANSPARENCY We can not stress this enough - our model has full transparency. In addition to professional monthly, quarterly and annual reporting, the County will have full access to all financial and accounting records at any time during our partnership. We do not have any secondary event companies or vendors as part of our management solution for Collier County. Every dollar that is generated at the facility will run through a publicly controlled POS system while every dollar out is rigorously tracked and reported in our monthly ledger. You will not find a more thorough and transparent financial planning, tracking and reporting process than SFC will provide your team. ANNUAL BUSINESS PLAN Each year SFC will facilitate an in-depth strategy session with the County and facility staff to refine and expand the definitions of success and desired outcomes of the project. This is especially important over the first few years as future phases are developed. This discussion will also include how other parks and recreation assets in the County can fit into the overall short-term and long-term operational strategy. ANNUAL OPERATING BUDGET Using the annual business plan as the foundation, SFC will work with the County to create a detailed annual operating budget. SFC's proven budgeting process based on expected revenue provides the framework for the most successful and profitable operating model possible. The budget may be adjusted over time in coordination with the County as partnerships are developed and opportunities are discovered based on current market and community conditions, while still referencing the original pro forma. The County will have full authority over the operating budget and it will not be finalized until it receives full County sign -off and support. MONTHLY VARIANCE REPORTING With SFC your facility will undergo a rigorous monthly OBudget Versus Actual0 (variance) review. Led by your Account Executive (Lori Moore) and Regional County Manager (Marissa Fahey), SFC will perform a monthly top -to - bottom review of the operation including a line item review of OBudget vs. ActualO results. The process includes a review of the prior month performance, a forward -looking discussion of critical action items, marketing initiatives, and a pace -to - goal session. This OvarianceO process drives performance and accountability while providing the facility team with the expertise and resources of SFC advisors. QUARTERLY ECONOMIC IMPACT REPORTING One of the main success factors of the project is driving economic impact and hotel room nights. Rather than relying solely on event operators or even our own internal metrics, we have included Crossroads Consulting on our team who will provide independent quarterly economic impact reports for the County. This independent approach ensures that potential interests are taken out of the reporting and we have an accurate understanding of economic impact so that we can continually adjust our strategy and business plan to maximize the success of the facility. ANNUAL REPORT SFC will deliver an annual report to the County which will look at the overall success of the facility in all areas, including local activation, economic impact and financial performance. SPORTS FACILITIES COMPANIES SFC COLLIER TEAM: ORGANIZATION CHART The staff structure below is based on our experience running successful venues of similar size and scope as the Paradise Coast Sports Complex. With that said, in our model, the County has full control and ultimate decision making authority for all staffing decisions including but not limited to: staff positions, existing vs. new staff placement, new staff hires, and position salaries. We look forward to collaborating with the County to create the best team in the industry. As you will see below and in our fee proposal, SFC is covering all costs associated with corporate services and our account executive. There will be no cost to the County or to the complex for these positions and services. The staff chart is built out for the full complex. r14 * rIqm - - SPORTS FACILITIES COMPANIES FACILITY HIRING TIMELINE Optimizing an existing venue is not quite as cut and dry in terms of staffing timelines as opening a new venue. Many times in under performing venues, we find that there is quite a bit of talent in place that simply needs direction and resources. We will work closely with the County to ensure the transition is smooth and that we create a winning, positive culture within existing employees that remain as well as new employees who are brought in. Below is an estimated timeline for hiring based on an 8/2 start date. This timeline has been designed with total flexibility so we can speed up or slow down the process based on initial feedback with th County. 2-Aug 9-Aug 16-Aug 23-Aug 30-Aug 6-Sep 13-Sep 20-Sep 27-Sep 4-Oct 11-Oct 18-Oct 25-Oct 1-Nov Legal Entity Set up In -Market Project Kickoff Account Executive Placement (Lori Moore) Insurance and Compliance Management/Director Level Hiring Management/Director On -Boarding Finalize Staff Needs w/County Post Job Listings General Manager Hire & On -Boarding Finance Manager' Business Development Director Food & Beverage Director Operations & Program Director Support Level Staff Hiring Support Level Staff On -Boarding Post & Interview Tournament Coordinator F&B Coordinator Retail Coordinator Office Administrator Concessions/F&B Staff Facility & Event Day Support Staff SPORTS FACILITIES COMPANIES OPERATING MANUAL COMPLEX OPERATING MANUAL Once selected we will work with the County to develop a custom operating manual. Together, the county will determine at a minimum, the following: • Hours of operation Food and beverage Standard operating procedures for facility and recreational staff Minimum maintenance standards and guidelines Quality assurance/quality control procedures • Guidelines for merchandise/food and beverage sales Workflows for programming and registration Purchasing policies • Miscellaneous Once completed, the County will own the Operating Manual. EMERGENCY TRAINING Along with complex operating manuals and procedures, our teams actively train for emergency situations and are fully prepared to handle them when they arise. Our staff has dealt with missing children, active shooters, cardiac arrests, weather emergencies and a long laundry list of other situations. When it comes to these types of situations, Collier County can not afford to put the facility in the hands of operators who do not have this proven, hands-on experience. ADDRESSING NEW CHALLENGES HEAD ON COVID is not the first or the last challenge that will face the sports tourism industry. Throughout COVID, the industry looked to SFC for leadership and we responded by authoring and sharing COVID re -opening guidelines for our venue^r+ provided to the industry at no charge. We applied for and received PPP and small business loans/grantE for all of our venues and have come out of COVID stronger than how our venues went in. Collier County can be confident with SFC as your partner that you will be in the best position possible to address any situation that arises - whether a one-time occurrence or an entire shift to the industry. A SAMPLE OF SFC'S OPERATING MANUAL I INCLUDED IN THE APPENDICES OF THIS RESPI . ,O SPORTS FACILITIES COMPANIES SPORTS FACILITIES COMPANIES EVALUATION CRITERIA 5: WORK EXPERIENCE i EVALUATION CRITERIA NO. 5 VENUE FINANCIAL PERFORMANCE SFC operates venues based on our clientsOgoals. For some, maximizing profit is not the #1 objective. For example, private equity clients look to optimize the bottom line while in our sports tourism destinations, we often sacrifice maximizing profit in order to generate as many guest visits, hotel room nights, and tax revenues to our destination. With that said, we have identified the following financial statements as the most relevant to Collier County. We have also refrained from identifying the complexes in a public document to protect our clients, but we do have permission to disclose in a private interview setting. We will offer the same courtesy to Collier County. SPORTS FACILITIES COMPANIES EXAMPLE 1 Facility Type: Indoor/Outdoor SFC Role: SFC provided pre -opening services and now provides full management, marketing, event booking management and operational services. For this community, local usage is a top priority. 40% of the indoor and 30% of the outdoor complex is utilized for local clubs, organizations and community residents which depresses the revenue generation. This example also demonstrates SFC's ability to sell and manage a successful RV park. Year 1 % to Year 2 % to Year 3 % to Year 4 % to 2017-2018 Revenue 2018-2019 Revenue 2019-2020 Revenue 2020-2021 Revenue Revenue 40000 Sports&Events 782,969 45.1% 1,074,383 33.7% 994,702 37.5% 1,274,504 34.8% 42000 Programming 314,149 18.1% 690,527 21.7% 426,398 16.1% 654,288 17.9% 45000 Food and Beverage 88,944 5.1% 533,806 16.8% 474,198 17.9% 656,347 17.9% 47000 RV Park Income 296,118 17.0% 380,482 11.9% 354,739 13.4% 463,029 12.6% 48000 Rental 157,661 91% 374,027 11.7% 312,588 11.8% 449,001 12.3% 49000 Sponsorship, Retail & Rebates 97,074 5.6% 132,448 42% 87,517 3.3% 165,547 4.5% Total Revenue 1,736,914 100.0% 3,185,673 100.0% 2,650,140 100.0% 3,662,716 100.0% Cost of Goods Sold 50000 Sports 179,804 104% 382,506 12.0% 329,250 12.4% 375,918 10.3% 52000 Events & Programming 382,185 22.0% 443,305 13.9% 220,172 8.3% 231,100 6.3% 55000 Food and Beverage 739 0.0% 302,361 9.5% 332,065 12.5% 363,312 9.9% 57000 RV Park 15,374 0.9% 12,483 0.4% 15,190 0.6% 27,745 0.8% 59000 Sponsorship, Retail & Rebates 17,497 1.0 % 11,758 0.4% 7,265 0.3% 12,522 0.3% Total Cost of Goods Sold 595,599 34.3% 1,152,413 36.2 % 9031940 34.1 % 1,010,597 27.6 % Gross Profit 1,141,315 65.7% 2,033,260 63.8% 1,746,200 65.9% 2,652,119 72.4% Expenses 600000perating Expenses 268,782 15.5% 339,375 10.7% 289,815 10.9% 291,489 8.0% 64000 Facility Expenses 102,722 &9% 267,583 8.4% 157,889 6.0% 243,199 6.6% 65000 Payroll 517,727 29.8% 728,990 22.9% 726,773 27.4% 840,546 22.9% 66000 Payroll Taxes/ Benefits/ Expenses 135,692 T8% 192,780 6.1% 237,015 8.9% 265,692 7.3% 70000 Care Act PPP Contribution - 0.0% 0.0% (349,301) -13.2% - 0.0% Total Expenses i1,024,9231 59.0% 1,528,729 48.0% 1,062,1901 40.1% 1,640,926 44.8% Net Income From Operations 116,391 6.7 % 504,532 15.8 % 684,010 25.8 % 1'011,193 27.6% Hotel Room Nights 21,124 62,195 45,331 72,000 Lj Vistor Spending / Economic Impact $16,645,368 $49,044,924 $35,796,623 $56,600,000 Notes: Yr1=First Year of Operations Yr3=Pandemic Year Yr4 =8 monthsActual 4 months Forecast Performance: SFC was brought in months prior to opening and year 1 represents first full year. For this community, local usage is a top priority. 40% of the indoor and 30% of the outdoor complex is utilized for local clubs, organizations and community residents which depresses the revenue generation. While this example is not SFCa highest performing bottom -line example, it is a great example of a publicly owned asset where local usage and tourism goals are balanced well with the importance of a well managed financial operation. This example also demonstrates SFC's ability to sell and manage a successful RV park. • Revenue has grown from year 1 $1.7M to year 4 of $3.7M - a 28.2% compound annual growth rate • Accomplished by core revenue (tournaments/events) growth of 63% • Ancillary revenue improved by $1.1 M (+171 %): • Food & Beverage Improved by $567K. Year 4 will drive $656K, a +638% growth through SFC internal management • RV Park is on pace for $463K - a 56% growth from year 1. • Sponsorship, Retail & Rebates improved by 71 % over the last 2 years • Gross profit margin improves each year, demonstrating SFC's ability to drive performance and efficiency as services mature. Year 4 trends to over 72%. • Normalized operating expenses are managed well at approximately 45%-48% of revenue • Year 4 Net Income from Operations is $1 M representing 72% margin. • Net Operating Margin improves annually and presently solid in 26-28% range. At maturity, SFC forecasts 30-35%. • 72,000 Room Nights over last 12 month period • $56.6M economic impact over last 12 month period SPORTS FACILITIES COMPANIES EXAMPLE 2 Facility Type: Indoor/Outdoor SFC Role: A second example of an under -performing venue that SFC was brought into optimize. In addition to under performance, the facility was also similar size and scale of the current Phase 1 of Paradise Coast Sports Complex when SFC took over management. We are now working with the client to explore expansion opportunities. SFC faced 3 distinct challenges with this project: 1. The project size was not typical for large scale sports complex operations 2. SFC did not have a ramp up period - taking over operations the first month into 2020 3. The pandemic began two (2) months into SFC management. Performance: With these challenges, SFC created a strategy to expand ancillary and bolt on services while growing core (sport and event) programs. This project demonstrates SFC's ability to quickly optimize an under -performing venue, highlighted even more so as the turn -around happend during the pandemic. In 2 years, the results include: • 2021 revenue improved by $2.2M (+149%) • In the midst of 2020 pandemic year with a partial shutdown, SFC still produced a YOY increase in revenue • Core program revenue of Sports and Events has increased by $500,000 (+57%) • Ancillary revenue has increased by $1.4M (+298%) • Lodging increase by $240,000 (+125%) • F&B increase by $310,000 (+244%) • Retail increase by $300,000 (+771 %) • Implemented new photography revenue to $171,000 • Implemented new arcade revenue to $86,000 • Sponsorship and partnership revenue increased by $450,000 (+239%) • Gross profit has increased by $1.3M (+107%) • Even with increase in revenue, fixed operating expenses have remained flat as accomplished by: • Improved operating efficiencies • Preventative and proactive maintenance, facility expenses • Net Income from Operations represents a 2 year improvement of $1.2M (+358%) Prior Year to % to Year 1 % to Year 2 % to Year 3 % to SFC Mgmt Revenue 2020 Revenue 2021 Revenue 2022 Revenue Revenue 40600 Sports and Events 859,271 58.2% 657,172 43.7% 1,349,021 36.6% 1,903,000 40.2% 41100 Facility Rental 61,625 4.2% 23,275 1.5% 118,596 3.2% 86,000 1.8% 41300 Lodging 187,689 12.7% 143,546 9.51/. 423,228 11.5% 581,000 12.3% 41500 Food & Beverage 129,931 8.8% 133,566 8.9% 447,444 12.1% 582,000 12.3% 41600 Retail 52,380 3.5% 149,668 9.9% 456,043 12.4% 549,000 11.6% 41700 Photography 0.0% 56,087 3.7% 171,535 4.7% 219,000 4.6% 41800 Arcade& Family Entertainment 0.0% - 0.0% 86,332 2.3% 143,000 3.0% 41900 Sponsorship, Rebates & Other 186,7461 12.6% 340,922 22.7% 632,9661 17.2% 673,0001 14.2% Total Revenue 1,477,642 100.0% 1,504,236 100.0% 3,685,165 100.0% 4,736,000 100.0% Cost of Goods Sold SOOOO Variable Payroll 32,552 22% 36,045 24% 84,980 2.3% 92,000 1.9% 50600 Sports and Events 76,478 5.2% 150,604 10.0% 323,275 8.8 % 372,000 7.9% 51300 Lodging a0% 55,673 3.7% 185,223 5.0% 258,000 5.4% 51500 Food and Beverage 195,600 13.2% 76,445 5.1% 280,187 7.601, 373,000 7.9% 51600 Retail 12,621 a9% 95,988 6.4% 319,363 8.7% 388,000 8.2% 51700 Photography 0.0% 15,718 1.0% 50,190 1.4% 83,000 1.8% 51800 Arcade& Family Entertainment 0.0% 0.0% 30,187 0.8% 49,000 1.0% 51900 Sponsorship/Advertisement COGS 0.0% 71 0.0% 5,281 0.1% 5,000 0.1% Total Cost of Goods Sold 317,251 21.51/6 430,543 28.6% 1,278,685 34.7% 1,620,000 34.2% Gross Profit 1,160,390 78.5% 1,073,693 71.4% 2,406,480 65.31/6 3,116,000 65.8% Expenses 60000 Operating Expenses 394,525 2&0% 197,476 13.1% 253,749 6.9% 271,000 5.7% 64000 Facility Expenses 657,024 44.5% 418,758 27.8% 608,132 16.5% 661,000 14.0% 65000 Payroll 335,058 22.7% 371,009 24.7% 587,231 15.9% 691,000 14.6% 66000 Payroll Taxes/ Benefits/ Expenses 116,800 7.9% 48,626 3.2% 110,513 3.0% 129,000 2.7% 70000 Care Act PPP Contribution - a0% (80,900) a0% (11,171) -0.3% - 0.0% Total Expenses 1,493,407 101.1 % 954,970 63.5% 1,548,454 42T/ 1,752,000 37.0% Net Income From Operations 1 (333,016) -22.5% 118,724 7.9% 858,026 23.3% 1 1,364,000 28.8% SPORTS FACILITIES COMPANIES EXAMPLE 3 Facility Type: Indoor/Outdoor SFC Role: Similar to Paradise Coast Sports Complex, this property was under performing and operating at a significant loss prior to SFC taking over operations. SFC was brought in to optimize facility performance. The comparison below demonstrates the contrast of the year prior to SFC being hired to the 5th year of SFC involvement: • Income improved from $7,100,000 to $9,600,000 (+35%) • Core service revenue improved from $4,500,000 to $6,000,000 (33% increase) • SFC improved the following ancillary revenue streams to the following threshold by Year 5: • Social parties/group revenue: $930,000 • Retail: $162,000 • Sponsorship: $368,000 • Food & Beverage: $1,570,000 • Total Expense decreased from $8,400,000 to $8,165,000. • Net Income improved by $3,100,000. It was operating at a ($1,870,000) loss to a Year 4 profit of $1,250,000 Prior Year to % to Year 1 % to Year 2 % to Year 3 % to Year 4 % to SFC Mgmt Revenue 2010 Revenue 2011 Revenue 2012 Revenue 2013 Revenue Revenue 40100 Events, Camps B Memberships 1,641,012 23.2% 1,551,000 21.6% 1,815,331 23.9% 1,791,166 21.6% 1,949,112 20.3% 40900 Sports 2,889,685 40.8% 2,864,000 39.8% 3,155,512 41.6% 3,403,458 41.1% 3,596,723 37.6% 41300 Hospitality 501,084 7.1% 382,000 5.3% 228,582 3.0% 368,832 4.5% 468,066 4.91% 41500 Food& Beverage 1,031,105 14.5% 1,138,000 15.8% 1,35607] 17.9% 1,398,814 16.9% 1,570,047 164% 41600 Retail 168,143 2.4% 127,000 1.8% 118,033 1.6% 162,680 2.0% 161,892 17% 41800 Family Entertainment 635,241 9.0% 817,000 11.4% 838,917 11.0% 1,007,686 12.2% 1,319,674 138% 41900 Sponsorship, Rebates80ther 221.001 3.1% 309,000 4.3% 81707 1.1% 146,150 1.8% 519817 54% Total Revenue 7,087,276 100.0% 7,188,000 100.0% 7,594,159 100.0% 8,278,785 100.0% 9,584,831 100.0% Cost of Goods Sold 50000 Labor 1,905,250 26.9% 2,084,520 29.0% 2,196,412 28.9% 2,434,994 29.4% 2,489,878 260% 509001. 993,255 14.0% 876,781 122% 845,019 11,1% 882,939 10,7% 995,251 104% 51500 Food and Beverage 579,363 8.2% 569,000 7.9% 474,051 6,2% 555,392 67% 581,0% 6.1 % 51600 Retail 33,011 0.5% 57,659 0.8% 34,860 05% 34,860 0.4% 37,599 04% Total Cost of Goods Sold 3,510,879 49.5% 3,587,960 49.9% 3,550,341 46.8% 3,908,185 47.2% 4,103,824 42.8% Gross Profit 3,576,397 50.5% 3,600,040 50.1% 4,043,817 53.2% 4,370,600 52.8% 5,481,007 57.2% Expenses 600000perating Expenses 2,083,699 29.4% 1,297,434 18.1 % 1,070,878 14.1 % 1,044,379 12.6% 1.172,278 12.2% 64000 Facility Expenses 1,992,916 28.1% 826,620 11.5% 861,984 114% 1,017,822 12.3% 1,229,695 128% 65000 Payroll 1,373,371 19.4% 1,581,360 22.0% 1,685,022 22.2% 1712,385 207% 1,825,660 190% Total Expenses 5,449,986 76.9% 3,]05,414 51.6% 3,61 ],884 4].6% 3,T/4,586 45.6% 4,227,634 44.1% r(l,.73,589) -26.4% (105,374) -1.5% 425,933 5.6% 596,014 7.2% 1,253,374 13.1% Net Income From Operations SPORTS FACILITIES COMPANIES SUMMARY We selected these examples because we believe they are most relevant to Collier County's situation. The complex is currently underperforming and these venue management examples show SFC's formula for improving financial performance is proven: INCREASE "CORE BUSINESS" INCOME (EVENTS, TOURNAMENTS, LEAGUES, CAMPS, RENTALS). HOW? Do not give the space/time to one event company. SFC utilizes its vast network of event partners to generate highest yield for the complex. Diversified impact increases impact and creates sustainability. Bring in the best. SFC is not beholden to one partner anywhere. By partnering with the most proven operators within the region and the country, we are able to bring the biggest events from the best operators to Collier County. SFC knows how to market and create demand in the sports tourism industry. Even locations that are not a natural tourism draw like Albertville, Alabama are put on the 'must see' map for sports tourism because of SFC's reputation for managing first-class venues along with our approach to "place -making" and marketing. IMPLEMENT THE HIGHEST PRODUCING ANCILLARY REVENUE STREAMS. HOW? Event operators need to be profitable in order to bring the largest and most successful events, however it is important to keep clear lines of demarcation between the venue and the event. The venue does not need to give away revenue streams to event management companies. For Paradise Coast these include: Ticketing, food & beverage, sponsorship, parking, retail, photography, tenant and more. • Be good at these offerings and provide an incredible guest experience. SFC is not learning on the job. We are purpose built to provide a great service and monetize these offerings for the complex. Be innovative. Each of SFC's venues finds unique and innovative ways to drive revenues. • Optimize "Non -Core Business". These include fitness (The Factory), social parties (corporate/birthday/school), stadium events, catering, and nightly events, leagues, etc. (The Cove) Utilize the full property. As an example, Ziplines, adventure courses and obstacle/mud runs. SFC owns two ziplines (Oldsmar, FL and Middleburg, VA) and can bring innovative solutions to generate fun, healthy and revenue producing programing to every area of the park. SFC also has experience running concerts, car shows, fun/color/mud runs and many other non-traditional events. BE A GREAT PARTNER TO THE COMMUNITY. • SFC brings our philanthropic programming (Access Program) that provides access to the fields for families that cannot afford to play. Thousands of families have participated, and we are passionate about the impact this complex will make for local families. SFC partners with local non-profit organizations in every venue. Examples include Boys and Girls Clubs, Big Brothers Big Sisters, foster care organizations, OIC of America and more. • SFC staff will be integrated into the community. PTA, booster clubs, church events, and serve in many philanthropic organizations. 11Service0 is a core value of the organization, and we lead by example. SPORTS FACILITIES COMPANIES WORK EXPERIENCE For the purposes of this response we have only included the sports venues in which SFC and our staff has performed management and development services for. We understand that the RFP asks for a list of venues that respondents have run events, and quite candidly we do not think this list is relevant. While we could list hundreds of more venues to bulk up our list, the fact remains that running an event is not the same as developing or running the day-to-day operations of a large scale sports complex. VENUES CURRENTLY MANAGED BY SFC Hoover Met Complex; Hoover, AL Panama City Beach Sports Complex; PCB, FL Sand Mountain Park & Amphitheater; Albertville, AL Midway Central Station; Bedford Park, IL Cedar Point Sports Center; Sandusky, OH Elizabethtown Sports Complex; Elizabethtown, KY Myrtle Beach Sports Center, Myrtle Beach, SC Rocky Top Sports World, Pigeon Forge, TN The Champion Center, Fox Cities, WI Rocky Mount Event Center, Rocky Mount, NC Bluhawk Sports; Kansas City, KS Iron Peak Sports & Entertainment; Hillsborough, NJ Pelican Bay Aquatic Center; Edmond, OK Morristown Landing; Morristown, TN TNT Sportsplex Kingsport, TN Cyclone Ballparks; Pecos, TX Horizons Edge Sports Campus; Harrisonburg, VA The Bridge Sports Complex; Bridgeport, WV Highlands Sports Campus, Triadelphia, WV Cornerstone Park; Starkville, MS Destination Kings Point Empower Adventure; Tampa Bay, FL Empower Adventure, Middleburg, VA Legends Event Center, Bryan, TX Plenitude Sports Center; Los Angeles, CA Bo Jackson's Elite Sports; Columbus, OH Launch Pad Sports Complex; Cocoa Beach, FL SPORTS FACILITIES COMPANIES WORK EXPERIENCE CONSULTING DEVELOPMENT & MANAGEMENT 4G Athletic 76ers practice facility Adrenaline Monkey Afrim's Sports Parks All -Star Ballpark Heaven American Bank Arena Anaheim Sports Center Arena Sports Magnuson Arena Sports Mill Creek Arena Sports Redmond AT&T Center, San Antonio Athletes In Action Sports Campus Atlantic City Boardwalk Hall Aviator Sports and Recreation Babb Field Ballpark Commons Bank of Kentucky Center Baseball Grounds of Jacksonville Baton Rouge Centroplex Baylor University Football Stadium Blue Ridge YMCA BOK Center Boomtown Bay Family Aquatic Center Branchburg Sports Complex Bryan Sports Performance Training Bucksmont Indoor Sports Center Campo di Bocce Canton -Hercules Center Challenger Sports Complex Charlotte Sports Park Chelsea Piers, Stamford Chesapeake Energy Center City Beach Civic Park with Eugene Civic Alliance Coastal Sports Center Coliseo de Puerto Rico Cook County Convention Center Coppermine DuBurns Arena Coppermine Fieldhouse Coveleski Stadium Creighton University Cypress Mounds Baseball Complex •� iu 1 p 2a2 c- : ,ram; f� �itc��, 4 • '--r• c� T "may _ �.. 1 SPORTS FACILITIES COMPANIES WORK EXPERIENCE CONSULTING DEVELOPMENT & MANAGEMENT Dan Duquette Sports Academy Danvers Indoor Sports David L Lawrence Convention Center Decarsky Park Dena'ina Convention Center Denny Sanford Premier Arena Devos Place Convention Center Drive Nation Dunkin Donuts Center East Cobb Sports Complex Eastern Kentucky Expo Center Engel Stadium Expo Tijuana Ford Park Arena & Pavilion Fort Lauderdale Aquatic Complex Freedom Springs Greenwood Aquatics Park Gaylord Family Oklahoma University Memorial Stadium Great Park Greater Columbus Conventions Center Hagerstown Downtown Stadium Hill Country Indoor Sports House of Sports Huntinton Center Incrediplex InSports Center Intrust Bank Arena Irving Convention Center ISU Bergstrom Football Complex (Iowa State) John Paul Jones Arena K-Rock Centre Knoxville Convention Center Kroc Center Green Bay Kroc Center Memphis Kroc Center South Bend Lake Barrington Fieldhouse Lakepoint Laredo Entertainment Center Layola University Legends Sports Complex Love Hatbox Sports Complex Lynnwood Convention Center I SPORTS FACILITIES COMPANIES WORK EXPERIENCE CONSULTING DEVELOPMENT & MANAGEMENT Mauldin Sports Center Medicine Hat Regional Event Centre Mid American Arena Mizzou Arena (Missouri University) Montego Bay Convention Center MVP Athletic Club MVP Metro Club MVP Sportsplex National Sports Center National Stadium of The Bahamas (Thomas Robinson Stadium) Nationwide Arena Navy -Marine Corps Memorial Stadium (Naval Academy) New England Sports Village NYA Fitness nZone Sports and Fitness Complex Odyssey Arena Oklahoma City Convention Center Old Tiger Stadium Open Courts Sports Complex Osceola County Agricultural Center Pentagon - Sanford , ND Peoria Civic Center Philips Arena, Atlanta Pinnacle Bank Arena Placer Valley Sports Complex Powder Ridge Mountain & Park Resort Puerto Rico Convention Center RDV Sportsplex Reliant Stadium RF&P Park Ripken Experience - Maryland Ripken Experience - Myrtle Beach Ripken Experience - Pigeon Forge Ripken Stadium Rising Star Sports Ranch Riverscity SportsPlex ROC Sports Complex Round Rock Sports Center SaveMart Center SCOR Sports Center Scott Hall Field of Dreams 1.001- L`++ 1A _ t . SPORTS FACILITIES COMPANIES WORK EXPERIENCE CONSULTING DEVELOPMENT & MANAGEMENT Seland Arena ShoWare Event Center Soldier Field SONO Fieldhouse Southeastern CT (Michael Mihalek) Sovereigh Center Sports On 66 SRP Park St. Catherine's Spectator Facility Superdome T-Mobile Center (Kansas City) TBK Bank Sports Complex The Hub Recreation Center The Parks Sports Complex The Ranch Tiffany Hills Sports Complex Timberwolves - Mayo Clinic Square TOA Sports Performance Center Truist Point Tulane University Yulman Stadium University Center Arena University of Georgia University of Illinois Armory Field House University of Michigan Upward Star Center UW Health Sports Factory - Rockford, IL Vanderbilt Field House Verizon Wireless Arena Veterans Memorial Arena Warinanco Park Wears Farm City Park Well -Fit Wescott Park Wilmington Convention Center Wilsonville Rec and Aquatic Center Wiregrass Ranch - Wesley Chapel, FL Woodridge Athletic Rec Center YMCA of Suncoast Zone Health and Fitness I SPORTS FACILITIES COMPANIES 18+ YEARS OF EXPERIENCE Our experience planning, developing, and operating sports tourism, recreation, and events facilities means we are prepared to integrate Collier County into the network and get to work immediately. Our team is built to scale, our event owner database ready to book, our team ready to work, and our development partners ready to discuss this opportunity. I !! B U11114 � By positioning Collier County at the center of the Network we're able to maximize the venue and City as a true sports, entertainment, and recreation destination. %nCOMPLEX Hoover Met Complex HIGHLANDS Highlands Sports Complex Cedar Point Sports Center Hoover, AL Wheeling, WV Sandusky, OH Rocky Top Sports World MYBiLEd wAcK Gatlinburg, TN Midway Central Station Midway, IL 0.1C111 11T The Bridge Bridgeport, WV X�> E LIT SPORT■ Bo Jackson's Elite Sports Columbus, OH Myrtle Beach Sports Center A_ IRON P=AK Iron Peak Sports Myrtle Beach, SC Hillsborough, NJ Rocky Mount Event Center AdUk I r Elizabethtown Sports Park Rocky Mount, NC Elizabethtown, KY Sand Mountain Park a Plenitude Holdings Albertville, AL W LA County, CA Empower Adventures Oldsmar, FL CHAMPloN Community First o Horizons Edge Sports CENTER Champion Center Campus Appleton, WI Harrisonburg, VA Morristown Sports Complex Morristown, TN Panama City Beach Sports Complex Panama City Beach, FL lbBallparks of America At the end of this section, we have selected key projects from our portfolio that No —Branson, MO have significant sports tourism and community recreation components most similar to that which the County envisions. SPORTS FACILITIES COMPANIES I COLLIER: AT THE CENTER OF THE NETWORK WITH SFC, YOU CAN IMMEDIATELY PLUG INTO THE LARGEST & FASTESWOWING NETWORK OF FACILITIES, VENDORS, EVENTS, TALENT, AND MORE. 1 14 SFM NETWORK COMPONENTS: 1. Traditional Sports Events & Tournaments 2. Non -Sports Events & Entertainment 3. E-sports Entertainment (ASM Partnership) 4. Development Partners 5. Industry Leading Talent 7. CONVENTION _ SPORTS 6 ENTERTAINMENT FACILITIES CONFERENCE 6. Potential Sponsors/Partners 7. Industry Conferences & Associations 8. Turf, Lightning, and Athletic Equipment Vendors 9. Unique Entertainment/Attraction Partners 6. Wool SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR L HOOVER MET COMPLEX Hoover Met Complex HOOVER, AL SFC's role in pre -opening development included business development, event booking, brand development and marketing, strategic planning, hiring and organizational structure definition. SFC is engaged as the full- time outsourced management solution for the entire $80 million complex and has doubled economic impact projections, beating bottom -line budget, all while providing increased usage to the school system and parks & recreation. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 120 acres, 155,000 ft2 Open Date: May 2017 Features: 11 Basketball / 17 Volleyball Courts Baseball OMetl] Stadium 5 Baseball / Softball Fields 5 Multi -Purpose Long Fields 16-Court Tennis Center RV Park, Tradeshow Space FIRM ROLES & SERVICES Indoor Climbing, Food Court, Meeting Spaces Inclusive Splash Pad & Playground Management: Pre -Opening Management Advisory: Ongoing Full -Time Management Development: Procurement Financial Forecasting Program Planning Economic Impact Analysis Community Engagement SPORTS FACILITIES COMPANIES ............... iil•, . . . . W--drn Af 77. -i 4,9 M ECONOMIC IMPACT 10K+ HOURS OF FREE COMMUNITY USE Ivw ]-0-0—to Hoover City Council John B. Lyda, President Curt PoSey, President Pm Tempore Steve McClinton Casey Middlebrooks, PhD Derrick M. Murphy Mike Shaw Sam Swiney Collier County Procurement Services 3295 E Tamiami Trail Naples, FL 34112 June 22, 2021 Collier County Selection Committee: As President of Hoover's City Council, I appreciate the opportunity to share our experience with Sports Facilities Companies and how they have partnered with the City of Hoover over the past 5 years to manage our $80 million, 120 acre complex including our 11,000 seat stadium; 155,000 square foot event center including 1 l basketball courts, 17 volleyball courts, performance center; i 1 outdoor fields; lfi tennis courts; 170 RV park spaces; universally accessible playground; and aquatic splash pad, Under SFC's leadership, the complex has: Achieved all bottom line budget objectives for each fiscal year including 2020 pandemic year Outpaced our economic impact, hotel room and visitor spending goals Provided more local usage than originally anticipated through partnership with our community Hired, trained and staffed the appropriate management team (all local hires) while providing stellar corporate support and leadership from Florida Provided critical design, construction and procurement management saving us money during this phase while creating operational expertise to optimize revenue generation Provided transparent financial reporting and operational flexibility to provide the city with all data required to make good decisions about the complex - Operated with excellence by leveraging SFC's staff ofexperts including human resources, risk management, legal, marketing, sales, event booking and leadership Created significant development around the Hoover Met Complex in the form of new restaurants, shopping, lodging, and residential. To be clear, the relationship has not always been perfect. My understanding is that past employees of the firm are also submitting on a competitive team to SFC. Having worked with all these individuals, I want to stress my full recommendation of the current SFC team as lead by Jason Clement, John Sparks, Lori Moore, Ashley Whittaker and the current corporate team. Because of their leadership, the Hoover Met Complex worked through the early bumps, and I cannot celebrate the success over the past three years with more enthusiasm. Please call me directly to learn more about the contrast in collaboration, cooperation, and partnership approach. i understand the importance of your decision, and I truly desire for you to know our positive experience with the current SFC team. Sincerely, John Lyda President Hoover City Council, Place 3 lop Municipal Lane ■ Hoover, Alabama 35216 • Telephone (205) 444-7557 SPORTS FACILITIES COMPANIES SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR GATLINBURG, TN ROCKY TOP SPORTS COMPLEX GATLINBURG, TN SFC was engaged to produce the initial market analysis and community needs/demand assessment phase which included strategic planning, key stakeholder and user group interviews. SFC's work also included a detailed financial forecast and economic impact analysis, an organizational structure, a development timeline, and onsite presentations. The City/ County then contracted SFC to become the full-time management entity for this sports tourism destination. SFC's Leadership Team met its year one booking objectives three months prior to the August 2014 Grand Opening. SFC has beat economic impact projections each year by producing $50mm in direct spending in 2019. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 80 acres, 86,000 ft2 Open Date: August 2014 Features: 6 Basketball / 12 Volleyball Courts 1 Walking Trail 4 Additional On -Site Courts Large Meeting Room 6 Synthetic Turf Fields Board Room 1 Natural Grass Field 3 Multi -purpose Rooms FIRM ROLES & SERVICES Management: Pre -Opening Management Ongoing Full -Time Management Development: Procurement Advisory. Financial Forecasting Program Planning Economic Impact Analysis Community Engagement SPORTS FACILITIES COMPANIES _. a •`� �-- - � � � OF ECONOMIC IMPACT ►: _. w AL RP It ECONOMIC DEVELOPMENT COUNCIL June 21, 2021 Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 Dear Collier County Selection Committee: SFM has been a tremendous partner from day one. As Sevier County, a major tourism destination in the southeast, looked to take advantage of the emerging sports tourism industry, SFM provided valuable information and guidance as we developed Rocky Top Sports World. In addition to this, Sevier County and Pigeon Force worked with current SFM leadership, in particular Jim Arnold, to develop the Ripken Experience Pigeon Forge. Since opening in 2016,the Ripken Experience has been at the center of a massive development boom in Pigeon Forge, including The Island, Mountain Mile and multiple new hotel properties. Our partnership has been outstanding. They have provided sound advice, shown fiscal responsibility and the ability to professionally manage a youth sports facility. Every year we have been in operation the number of events and amount economic impact have grown. That is until 2020. The pandemic has caused a great decline in the number of events that could be held at the facility. This catastrophic event really showed what true partners they are. Cutting expenses, applying for, and receiving the PPP, enabled our facility to stay out of any financial problems. In addition, they stayed in contact with event owners so that as soon as restrictions were lifted, a safe and well thought out plan was utilized to open the facility. For year 2020-2021 we have had a total economic impact of $6,829,718 for our community that had basically been shut down. We are expecting a big second half of the year because of the groundwork that was laid by SFM during the pandemic. I would highly recommend SFM. They are professional, personable, and great partners. They get it as it relates to providing a great experience for participants at the facility and economic impact for our community. I would be happy to answer any questions you may have. Sincerely, Allen Newton Executive Director '321 Court Avemic, Scvicrvillc, s5cc. 37862 (m.i1 "1'28-2211 [963) 4.53-2312 l-;kx iaw��.scccic.cc�iri SPORTS FACILITIES COMPANIES SPORTS TOURISM * COMMUNITY RECREATION • INDOOR/OUTDOOR cedar Point. SPORTS CENTER ""'°�'- CEDAR POINT SPORTS CENTER SANDUSKY, OH SFC was contracted to provide a market and feasibility analysis, as well as putting together the detailed financial forecast and economic impact analysis. SFC also served as the owner's representative for design and facility layout and was then contracted for facilities, fixtures, and equipment procurement which includes writing and issuing RFFs on behalf of the client. SFC is contracted with a full-time management agreement and pre -opening suite of services including legal/risk, day- to-day operations, marketing, business development, human resources, leadership development, and sponsorship sales. Upon grand opening in January 2020, SFC has already booked more events than budgeted for year one. As a result, direct spending and hotel projections are well ahead of goal. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 155,000 ft2 Open Date: Summer 2020 Features: 10 Basketball / 18 Volleyball Courts Indoor Climbing Area / Ninja Obstacle Course Championship Court Arena Redemption Arcade Mezzanine with Walking Track 3 Party/Team Rooms Food Court & Concessions Access to Cedar Point Amusement Park FIRM ROLES & SERVICES Management. Pre -Opening Management Advisory. Financial Forecasting Ongoing Full -Time Management Program Planning Economic Impact Analysis Development. 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They Aip wiib +cur goals atad prmk6 memm to Mhe itadaNLr}''a berm and mmt prr�'ilai k OWUL oaurratm-mlN. and qlt + capc} kcauw of VhFo leAdcr -di i1, . w* expel to dax Nie M lit overall AgAutim, om omic im;%ci &ad rei+M :nuc ge#aeraaiott #cam }��r JtM xddJda�t�, SIFJId �■ }�ex#a i#M i�a�Miah�e i� a�la�l�tg u< identify iddialotMa] oj�or��itMitin Wn c�IatMd Ada* J�adrat rt��..Pra4Qt. V�1Me� ,pro aakad S►FAd to ltidp a��+� rAkatMg +�cx ford eW bciecragc as qmr ow door facilim . t# a* mvpp od rap M o tli c pla i a atMd i ooii on M lie i asIk witiimi qtiemm ion. Add Wion idle, yr c ark exvii td to ex$ura E. Spairu. GaalrtlAg, acid oa licr ita nowa 4w pragratrMm1:ng La6c6cr. Vicy arc a true :mmw. J°itMall-Y. xl'M ig i reaaaltNrMieraled rngaral,mdosi.'Theirirack record it acl jvvingalac iltxatMcdA and quillta!iva oNswmet to wialcli ~lice -viiin pit. Heviag worked w1MiM imny vendar■ Ina numn cr ai capaciM la, I can Pay with foil cnniidcna we tmdi t$a tlgli t detWon In ■el ccxJtag 141W to mataagc nwr vapa ndl tag+i++mm ■ Imn i{%li ts. am laapjr� to prml de a r@-rwnmaadid an of M bd r trMr "A@r etMM mcAPl mid Their IV!-■rnaal aiId trra3fe%hloraal Valuc4. SdtMcrtrl-V. �t [tdrlr+r�ogen 11-Ul kilkie SPORTS FACILITIES COMPANIES SPORTS TOURISM • COMMUNITY RECREATION a OUTDOOR • EVENTS BALLPARKS OF AMERICA BRANSON, MO After looking for new ownership in 2019, SFC became the sole outsourced full-time management for Ballparks of America. SFC support services include marketing and on -site support. The typical season runs from Memorial Day to Labor Day. Our SFC Ops team has run successful tournaments since being engaged. Ballparks of America offers players a chance to play on 2/3-size replicas owf five iconic stadiums spanning the history of baseball. During their stay, players experience a week rooming with their teammates at our MLB-style team suites. Ballparks of America is located in one of America's favorite vacation destinations, Branson, MO. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 160 acres Features: Replica of 5 Historic Ball Fields Covered Dugouts & Bullpen Areas Stadium -Style Seating Team Suites & Dormitory Housing FIRM ROLES & SERVICES Management: Pre -Opening Management Ongoing Full -Time Management Musco Lighting On -Site Puzzle Parlour & Laser Tag Indoor Climbing Area / Play Areas / Arcade On -Site Food & Concessions SPORTS FACILITIES COMPANIES ...rr-..�•-. � :ems - "~„-ad+�•+�+r`,aF?� ` r— .._�.� _ fir' Iry --- 411 411. IL w 1 Aft i P I . •� .■ ' - I � TEAMS FROM STATES WILL COMPETE AT BALLPARKS OF I' ' AMERICA IN 2021 LAVIpja Elm Board of County Commissioners 3299 Tam iami Trail East, Suite 303 Naples, FL 34112 June 29, 2021 Dear Collier County Selection Cam mittee, On behalf of Branson and the Taney County Partnership, please accept our full endorsement and recommendation for the Sports Facilities Companies. Located in Southwest Missouri, the Branson area welcomes over 9 million visitors per year and has made a concerted effort to position ourselves in the sports tourism industry. Being familiar with your project and situation, I cannot recommend the Sports Facilities Companies enough. We were originally sold a sports tourism vision and sports facility that did not come to fruition — ultimately putting the project into bankruptcy (Ballparks of America). As you can imagine we were quite hesitantwhen a new investment group alongwith Sports Facilities Companies came in with a business plan to turn around the facility and position Branson as a true sports destination. Less than two years under the management of SFC, the facility has gone from a failed, boarded up project to one of the top sports destinations in the Midwest. The facility is sold out and actively looking to expand. Their success has led our community to begin exploring additional options, including the expansion of additional outdoor facilities and a new indoor sports center —to which SFC has stepped up and been an invaluable resource. If you have any questions about our journey and/or our experience with, and confidence in, The Sports Facilities Companies; please do not hesitate to reach out to me. 9ndles, Lards, Jonas Arjes CEcD, EDFP Executive Vice President/Chief Economic Development Officer Branson/Lakes Area Chamber of Cam merce and CVB Taney County Partnership PO Box 7897 4100 Gretna Road Branson, MD 65615 417-334-4084 www.taneVcountVpartnership.com Fax 417-337-5887 SPORTS FACILITIES COMPANIES SPORTS TOURISM * COMMUNITY RECREATION • OUTDOOR PANAMA C�I�TOY BEACH SPORTS MPLEX FLORIDA PANAMA CITY BEACH SPORTS COMPLEX PANAMA CITY BEACH, FL Panama City Beach Sports Complex (PCBSC) is a premier, configurable outdoor sports complex, opened in 2019. The venue was built with the goal of employing a sports tourism strategy to fill hotel rooms during Panama City Beach's offseason. The SF Companies provided a comprehensive set of services, including an economic impact analysis and a financial forecast with SFC, and owner's representation services and FF&E procurement with SFC. SFC currently provides full-time management services for the outdoor complex. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 160 acres Features: 13 Configurable Fields 5 Collegiate Baseball Fields 9 Synthetic Turf Fields 4 Natural Grass Fields FIRM ROLES & SERVICES Open Date: October 2019 1,500-Seat Championship Field Tournament Operation Buildings Warm-up Areas Lounging Pavilions Management: Pre -Opening Management Ongoing Full -Time Management Development: Owner's Representation FF&E Procurement AdvlsOry. Financial Forecasting Program Planning Economic Impact Analysis Community Engagement SPORTS FACILITIES COMPANIES �- 1r" R�Y1, �44 *:* i'•��!!` h 7l . �►t � i h�"" � ,� �'; � is ,� ` � .'.i �i. '-'� �' � . S40 MILLIONIMPACECONOMICT '} w Panama Cky Beach REAL. FUN. BEACH. Collier County - Office of Procurement Services 3295 E Tamiami Trail Naples, FL 34112 June 30, 2021 Collier County Selection Committee, As the executive director of the Bay County Tourist Development Council and President & CEO of Visit Panama City Beach, I understand the importance of professional operations coupled with a strong collaboration with hoteliers and local business leaders. Over our 5+ year history of working with Sports Facilities Companies (SFC), I have witnessed them integrate well into our unique tourism and local business climate while bringing their national network and corporate infrastructure to serve our objectives. Florida strives to achieve its dual goals of remaining one of the world's premier tourism destinations, while enriching the quality of life in our communities. SFC is the very best partner in the sports tourism industry to align with those objectives, and I am pleased to offer my full recommendation for the management of the Paradise Coast Sports Complex. Similar to Collier County's position, Panama City Beach entered into an initial agreement with a company to help us develop and manage our new Panama City Beach Sports Complex. Throughout the process we concluded the scale of the project was growing to the point we felt necessary to evaluate more management solutions and structures. We received a variety of models, ideas and strategies. Sports Facilities Companies stands apart because of their 1) Value of collaboration, 2) Track record of proven success in similar venues, 3) Ability to scale with us as our complex and community continue to grow, 4) Capabilities to deliver on our vision and not put us in a position to have to repeat the process again, and 5) Extreme ownership with transparency over quantitative and qualitative outcomes. I have worked with four of the teams responding to your submittal, I strongly recommend the selection of Sports Facilities Companies to manage your complex. Sincerely, Dan Rowe Executive Director, Bay County TDC President & CEO, Visit Panama City Beach P.O. Box 9473, Panama City Beach, Florida 32417, USA I visit panamacityheach.com Office: 850/233-3070 1 Toll Free: 8001PCBEACH(722-3224) I Fax: 8501233-5072 SPORTS FACILITIES COMPANIES SPORTS TOURISM • COMMUNITY RECREATION * AQUATICS SAND MOUNTAIN PARK S AMPHITHEATER ALBERTVILLE, AL SFC's role in pre -opening development includes business development, event booking, brand development and marketing, strategic planning, hiring and organizational structure definition. SFC was also contracted for FF&E and Venue Planning services including, fixture and equipment procurement and design consultation. SFC is engaged as the outsourced management solution for the entire 120 acre complex inclusive of sports tourism and local park and recreation programming. PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS Size: 120 acres, 100,000 ft2 Features: 4 Basketball / 8 Volleyball Courts 4 Baseball & 5 Softball Fields 16-Court Tennis Center RV Park & Campground FIRM ROLES & SERVICES Open Date: Summer 2020 8-Lane Indoor & Outdoor Competition Pools 5 Multi -Purpose Long Fields 8,000 Seat Amphitheater Miracle Field & Playground Management: Pre -Opening Management Ongoing Full -Time Management Development: Venue Planning Services Advisory: Financial Forecasting Program Planning SPORTS FACILITIES COMPANIES 5000 YEAR 1 MEMBERS 1156% OF GOAL) S20K F � a 4141. , d:.Y PER WEEK IN DAY PASS SALES IN f UNIMP Of SAY 4 0 3 r x ,1L131' 11TVI L L E A L A B A M A Board of County Commissioners 3299 Tam iaini Trail East, Suite 303 Naples, FL 34112 .tune 30, 2021 Hear Collier County Commissioners, As we conclude our first year of operations, I want to share with your selection committee how impressed we are with The Sports Facilities Companies. Sand Mountain Park & Amphitheater is a $80M+ complex located on 130 acres including: Sports and event center, fitness center, 14 outdoor fields, outdoor aquatics, a competition pool, lb tennis courts, an RV park, full food & beverage offerings, confcrcncc center, 7 playgrounds, dog parks, a miracle field, and a 7,000 seat amphitheater. SFC has stopped up to manage all areas of the park and has integrated our parks and rccreation team into their personnel structure. The expertise they have in managing sports tourism and recreation assets is accelerated by their understanding of how public entities operate. This combination has led to an incredible relationship between our staff, their team and has immediately woven the park into the fabric of our community, When we first met the SFC ownership and team; they led with their mission and commitment to improve the health and economic vitality of Albertville. They remain steadfast in this mission and continue to deliver on both promises as manifested in: • Local memberships on pace to hit 1,300 packages and over 5,000 members, approaching 150%of our Year 1 goals. • A recently opened outdoor aquatics facility. We are seeing $22,000 - $25,000 in day passes alone. ■ An integration of our parks and recreation staff creating one cohesive team leading to enhanced and increased programming opportunities for our residents. • The Park, most importantly, always active with local leagues, programs and visitors along with continuous regional economic impact generating events. ■ Built an infrastructure and teann to oversee our park. Given the size and scope of the Paradise Coast Sports Complex, I can confident] y say Sports Facilities Companies will be an incredible partner for Collier County. We know first-hand the scrutiny of an investment of this size and the need for a partner who understands how to maximize your investment through local activation, economic impact generating events and ultimately a focus on operational revenues and efficiencies. I am pleased to recommend Sports Facilities Companies as this Partner. I wish you the best of luck with your project and would be happy to connect with you to discuss our project and experience in more detail. Sincerely, —t; 4wt) Io Mayor Tracy Honea City of Albertville SPORTS FACILITIES COMPANIES Carer County AdminWratve 5erAm Department Prowrement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: Snorts Facilities Manaeement, LLC (Name of Company Requesting Reference Information) Jason Clement (Name of Individuals Requesting Reference Information) Name: John Lyda (Evaluator completing reference questionnaire) Email: FAX: Company: City of Hoover City Council (Evaluator's Company completing reference) 205-444-7557 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Project Budget: Indoor/outdoor sports facility $80m Completion Date: 2017 Project Number of Days: On -going management Item Criteria Score (must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS ioo ***UPDATED JANUARY 28, 2020*** SPORTS FACILITIES COMPANIES Collier County Administrative Services Department Procurement Services Division Form 5 Reference Questionnaire ,(USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: The Sports Facilities Management (Name of Company Requesting Reference Information) (Name of Individuals Requesting Reference Information) Name: Duff Milkie (Evaluator completing reference questionnaire) Email: dmilkie@cedarfair.com F Company: Cedar Fair Entertainment Company (Evaluator's Company completing reference) 419-680-4283 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Indoor Sports Center Project Budget: $42M Completion Date: 2019 Project Number of Days:_ on -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 * * *UPDATED JANUARY 28, 2020* * * SPORTS FACILITIES COMPANIES Corer County AdminWmtye 5erAm Department Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) 21-7898 Solicitation Sports Facilities Management, LLC (Name of Company Requesting Reference Information) Jim Arnold (Name of Individuals Requesting Reference Information) Name: Jonas Arjes (Evaluator completing reference questionnaire) Email: Jarjes@taneycountypartnership.com FAX: Company: Branson/Lakes Area Chamber of Commerce & CVB (Evaluator's Company completing reference) 417-243-2126 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: sports complex Project Budget: N/A Existing Completion Date: 2020 Project Number of Days: on -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 ***UPDATED JANUARY 28, 2020— SPORTS FACILITIES COMPANIES c(Aar c0""ty Administrative 5erAm Department Nowrement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: Sport- Fneilitieg Management (Name of Company Requesting Reference Information) Jason Clement (Name of Individuals Requesting Reference Information) Name: Dan Rowe Company: Panama City Beach CVB (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: FAX: 850-233-5070 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Outdoor Sports Complex Project Budget: Completion Date: 2019 Project Number of Days: on -gong management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 ***UPDATED JANUARY 28, 2020*** SPORTS FACILITIES COMPANIES c(Aar c0""ty Administrative 5erAm Department Nowrement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: Sports Facilities Management (Name of Company Requesting Reference Information) Jason Clement (Name of Individuals Requesting Reference Information) Name: Tracy Honea Company: City of Albertville, AL (Evaluator completing reference questionnaire) (Evaluator's Company completing reference) Email: mayorhonea@cityofalbertville.com FAX: Telephone:256-891-8208 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Indoor/outdoor sports complex & amphitheater Project Budget: S60m Completion Date: Opened 2020 Project Number of Days: on -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 ***UPDATED JANUARY 28, 2020*** SPORTS FACILITIES COMPANIES Co ley county Administrative Svvices Department Procurement Services Dmsion Form 5 Reference (questionnaire (USE ONE FORM FOR EACH REQUIRED REFEREIIM Solicitation: Reference Questionnaire for: (Name of Company Requesting Reference Information) (Name of Individuals (Requesting Reference Information) ! n Name! y� il% IVggW Jd IrI Company: �jC���G Q rop $�,vis W d %u-4 (Evaluator completing reference questionnaire) (Evaluator's Compan completing reFerenc ) Email: AUwAtewruwa AV104iA: Telephone: C ;(aa ^9d 11 Collier County has implemented a process that collects reference information on liens and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored " D" Project Description: Indoor/Outdoor sports complex Completion Date: 2014 Project Budget: $20m Project Number of Days: OD -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 2 Ability to maintain project schedule (complete on -time or early). 1C� 3 Quality of work. I 4 Quality of consultative advice provided on the project. f 5 Professionalism and ability to inanage personnel. 6 Projectadministrati ou (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) ! 0 T Ability to verbally communicate and document information clearly and succinctly. /0 8 Abiltity to manage risks and unexpected project circumstances. Ia 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. /0 10 Overall comfort level with hiring the company in the future (customer satisfaction). A TOTAL SCORE OF ALL ITEMS SPORTS FACILITIES COMPANIES Coley Cori"ty Administrative Services Departrnent Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORK! FOR EACH R,EOUIRED REFERENCE} Solicitation, 21-7898 Deference Questionnaire for: Si or 5 ra t+il4vS ]ItLt.�iLICS (Name of Company Requesting Reference Information) (Name of Individuals Requesting Reference Information) Name: \ankw Nark_ (Evaluator completing reference questionnaire) Email: , dOL. FAX: f-M , . Company: ZLt�it We I %[7G�I S�Yj (Evaluator's Company completing reference) Telephone: 270 7&57 20 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of l to 10, with 10 representing that you were very satisi fed (and would hire the firm/individual again) and l representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: rV1Z' A&tAi6W, iD �eAa9em ektt Project Budget: N/A�kist+intg ng n4Ax_ Completion Date: Z0117 ^ 0?�q 7 { Y> ! Project Number of Days: Item Criteria Score must be completed 1 Ability to manage the project costs (minimize change orders to scope). 0 2 Ability to maintain project schedule (complete on -time or early), o 3 Quality of work. ro 4 Quality of consultative advice provided on the project. t] 5 Professionalism and ability to manage personnel. O 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc,) 10 7 Ability to verbally communicate and document information clearly and succinctly. ID 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc, U 10 Overall comfort level with hiring the company in the future (customer satisfaction). , Q TOTAL SCORE OF ALL ITEMS 0 SPORTS FACILITIES COMPANIES Collier County corer Con"ty Administrative Services Departrient Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21_7898 5co Reference Questionnaire for: seof- (Name of Company Requesting Rem pce Information) . o .,.1r7 (Name of Individuals Requesting Reference Information) Name: 6-K&- (Evaluator completing reference questionnaire) Solicitation 21-7898 � 1 i�*HL�R � S�a►�rs � w1� r..��C. Company: pf f rp (Evaluator's Company completink reference) Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of l to 10, with 10 representing that you were very satisifed (and would hire the finrilindividual again) and 1 representing that you were very unsatisfied (and would never }tire the firm/indivdival again). if you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item ur form will be scored "0." LL Project Description:nt�'" OY -4-,-4,. f 0, . �I+ qt %14Completion Date: JvtL!l 7_01-0 Project Budget: � 000D O b Project Number of Days: on gnina Item I Criteria Score (must be complete l Ability to manage the project costs (minimize change orders to scope). 7�F` Y41 vPl - kn a Sd{YI V CfLr e Q Coe e- 22 Ability to maintain project schedule (complete on -time or early). 1 3 Quality of work. 4 4 Quality of consultative advice provided on the project. 5 Professionalism and ability to manage personnel. 6 Project administration (completed documents, final invoice, final product turnover; invoices, manuals or going forward documentation, etc.) 7 Ability to verbally communicate and document information clearly and succinctly. 8 Abiltity to manage risks and unexpected project circumstances. I .� 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 Overall comfort level with hiring the company in the future (customer satisfaction). t ❑ TOTAL SCORE OF ALL ITEMS 8/312021 12:54 PM p- 29 SPORTS FACILITIES COMPANIES Color Connty Admintsfttve 5er Am pepartment Procurement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACHREOUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: Sports Facilities Management (Name of Company Requesting Reference Information) Jason Clement (Name of Individuals Requesting Reference Information) Name: Elton Daniels (Evaluator completing reference questionnaire) Email: elton.daniels@rockymountnc.gov F Company: City of Rocky Mount, North Carolina (Evaluator's Company completing reference) Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored 110." Project Description: indoor sports and event center Project Budget: Completion Date: 2018 Project Number of Days: on -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 —UPDATED JANUARY 28, 2020— SPORTS FACILITIES COMPANIES cler county Admini mtve 5erAm Department Prowrement Services Division Form 5 Reference Questionnaire (USE ONE FORM FOR EACH REQUIRED REFERENCE) Solicitation: 21-7898 Reference Questionnaire for: Snorts Facilities Manaaemi (Name of Company Requesting Reference Information) Jason Clement (Name of Individuals Requesting Reference Information) Name: John Pedersen (Evaluator completing reference questionnaire) Email: com FAX: Company: City of Myrtle Beach, SC (Evaluator's Company completing reference) 918-1006 Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10, with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very unsatisfied (and would never hire the firm/indivdival again). If you do not have sufficient knowledge of past performance in a particular area, leave it blank and the item or form will be scored "0." Project Description: Indoor Sports Center Project Budget: Completion Date: 2015 Project Number of Days: on -going management Item Criteria Score must be completed) 1 Ability to manage the project costs (minimize change orders to scope). 10 2 Ability to maintain project schedule (complete on -time or early). 10 3 Quality of work. 10 4 Quality of consultative advice provided on the project. 10 5 Professionalism and ability to manage personnel. 10 6 Project administration (completed documents, final invoice, final product turnover; invoices; manuals or going forward documentation, etc.) 10 7 Ability to verbally communicate and document information clearly and succinctly. 10 8 Abiltity to manage risks and unexpected project circumstances. 10 9 Ability to follow contract documents, policies, procedures, rules, regulations, etc. 10 10 Overall comfort level with hiring the company in the future (customer satisfaction). 10 TOTAL SCORE OF ALL ITEMS 100 ***UPDATED JANUARY 28, 2020*** SPORTS FACILITIES COMPANIES -- MEL k VENDOR RECOMMENDATIONS _T l � + f � +..- 4wowo-- 137 VENDOR RECOMMENDATIONS SFC will support future facility plans, visions and goals with our programming driven design approach. By understanding the vision and the results that Collier County wants to achieve, we will provide venue planning support services that ensure the plan and design is optimized to maximize these goals. We have developed and managed every asset and amenity that is in the current master plan along with dozens of others which are not currently in the plan. Each of these will drive a different result and we will partner with you to analyze the impact of every option. We will provide programming, design, and operational feedback to future scopes of work based upon the thousands of projects we have served. Our Project Management team provides oversight, guidance, and feedback into the delivery and execution of future development of the facility. Our understanding of the development process and what makes a successful project will feed into the budgeting, scheduling, and execution of future phases. Our FF&E Procurement services are designed to serve Collier County by leveraging the volume of projects we participate in to bring the highest value to the facility all with complete compliance of your purchasing policies and procedures. SFCa concept to concrete service capabilities provide Collier County with a partner that can support facets and phases of the Paradise Coast Sports Complex as well as any other facilities or locations within the County. Whether helping to plan future phases, overseeing development and procurement, or managing the facilities; our purpose-built capabilities and model ensure that the best interest of the County are always at the forefront of our partnership. SPORTS FACILITIES COMPANIES AsrroTurf Corporation THE ` WORLD LEADER IN $PORTS $ RECREATION SURFACES AStrOTUff. F. Fkt!5000n 41 S Y N L A W N' Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 June 30, 2021 Dear Selection Committee, Over the past few years, I have been fortunate enough to be involved in the Paradise Coast Sports Complex with your team through AstroTurf. I have seen the passion and the commitment that you have made as a County and I am thankful that we are able to be a small part of what will become the premiered sports destination in the country. I am writing this letter on behalf of The Sports Facilities Companies, who I have worked on projects all over the country with. In every project we have worked with them on, their team has shown a true understanding of the industry and a level of professionalism we simply do not see from any other development or management team in the space. Their development team continues to find innovative ways to set projects apart as well as save our clients' money on their projects. This is a project that is near and dear to me, and I am committed to doing everything from our end to make it successful. I know you are looking for a development and management partner who will want the same and will have your best interest at heart. Sports Facilities Companies has checked these boxes on every project we have worked with them on and I have no doubt they will serve Collier County and the Paradise Coast Sports Complex well. Sincerely, Steve Coleman Vice President Design/Build Astroturf Corporation M: 813-777-7677 E: scoleman@astroturf.com AN 2680 Abutment Rd, Dalton, GA 30721 AsrroTurf• AstraWrF Corporation GLOBAL BRAND (800) 723-TURF (8873) help@astroturf.com SPORTS FACILITIES COMPANIES o.ogrMlrgn�w Sports Facilities Companies 640 Cleveland Street, Suite 910 Clearwater, FL 33755 Re: Request for Proposal Vendor Reference To Whom It May Concern, Sportsfield Specialties, Inc. has had the privileged opportunity to work with Sports Facilities Companies as an athletic equipment vendor on many of their projects over the last several years. SF Companies takes a truly unique and tailored approach to each project and client that they work with. Their vast experience in many aspects and types of athletic facility development and management, coupled with the fact that their team truly understands the challenges and working knowledge required for managing these types of facilities allows them to correctly asses a client's needs by knowing the right questions to ask and using current statistical data to adapt to the ever changing environment that they operate in. SF Companies ability to provide lower operating costs through their already proven processes, project management and experience is second to none in the industry and they can be trusted to handle the needs and wants of each facility though their direct and well established approach to client relationships. If you have any questions and/or need additional information, please feel free to contact me at your earliest convenience at 888-975-3343 (Of1iee) or (607) 287-9460 (Cell). Sincerely, k—J--y- David 1. Moxley, Director of Sports Construction Sales Sportsfield Specialties, Inc. Sportsfield Specialties, Inc. P.O. Box 231 41155 State Highway 10 Delhi, NY 13753 Toll Free: 888-975-3343 Fax: 607-746-8481 www.sportsfeld.com SPORTS FACILITIES COMPANIES To Whom It May Concern, Over the last few years Sprinturf has had the opportunity to work with Sports Facility Management (SFM) on multiple synthetic turf field projects. In each of those projects SFM provided great leadership, honesty and integrity. From the opening bid to the final close out SFM had the owner's interest in mind as well as that of the contractors who were selected to work on project. Of all the positive characteristics they displayed, the one that I personally found the most useful was their communication. Any time something unexpected occurred SFM was quick to reach out to all parties and work on a remedy keeping projects on track and within budget. I would not hesitate to recommend using SFM for any sports related project not matter how big or small. Should you have any questions or want to talk more about Sprinturf's experience working with SFM please feel free to call me. Sincerely, Brad Blastick Sprinturf Southeast Sales Manager 404-456-9227 bblastick@sprinturf.com SPORTS FACILITIES COMPANIES 0 pro sports 0 To Whom it May Concern, Whenever Jaypro Sports has provided athletic equipment for an SF companies project the outcome is always very positive. SF Companies people are professional and always work through the lens of putting the best interest of their customer first. The integrity and honesty they show with their customers and any vendors that are chosen always shows through. The many years of industry specific experience their team brings to a project is invaluable to new clients. This experience gets new projects started correctly and saves SF Companies Clients time and money throughout the whole project. The project management experience that SF Companies provides to their vendors and clients is invaluable to the well being of all the projects they work on. Their PM team are professional and always very responsive, even with the tough questions. Please feel free to contact me if you have more questions or have a specific question Sincerely, Darren Clare Director Sports Construction 976 Hartford Turnpike, Waterford, CT 06385 Telephone: (860) 447-3001 SPORTS FACILITIES COMPANIES Elim poratOR RE: Letter Highly Recommending SF Companies To Wham it May Concern: In working with and in parallel to the SF Companies for the past seven years while serving some of the leading athletic venues and community sports facilities across the country and the globe, it comes with great ease for me to recommend the SF Companies as highly qualified, dedicated, experienced, and trusted advisors in our professional space. My involvement with the SF Companies over the years has mostly occurred working as a vendor partner responsible for helping fulfill a small, yet crucial, component of this organization's larger venue planning, procurement, and facility operations services. I am consistently impressed with this organization's comprehensive industry knowledge and the holistic perspective that is offered by the SF team members to their clients and partners. From a vendor's perspective, I can attest with examples as to hcvv hard this team will work for their clients and the broader communities they serve. This group brings a unique competency in being able to listen to their clients needs while also asking the rioht questions and offering performance -backed guidance and solutions along the way. They will appropriately challenge the status -quo when necessary. They truly put the interests of those they serve first. What is more, the passion levels of the people I have worked with at this firm have always seemed to surpass those of most other individuals in this industry. The SF Companies have grown their comprehensive capabilities to such a scale that their resources, collective data, diverse knowledge sets, and the experience they draw from all create a greater value for customers that I believe is unmatched in the industry. As an equipment vendor, our company can even attest to the overall greater value realized from working with this group when their services involve procurement of our product offerings -even in each situation as we respond to the SF Company's ability and experience to leverage more favorable FFaE pricing for their customers. When even an equipment vendor such as we can measure value differently when working with this company versus other traditional planning, procurement, and sports facility construction agents, I have to believe the benefits and_averall_BDI this company's clients realize are absolutely tremendous. Should any specific questions arise regarding my past professional experiences with the SF Companies, I would be happy to further share about my recognition of this group as a leader in their space. Sincerely, �U_ I �L- Dalton Shasteen National Sales Manager Porter Athletic - A Litania Sports Group Company logo 8 8 H. P 7 7 .7 7 7 8 1 portarathletic.com SPORTS FACILITIES COMPANIES DEVELOPMENT SERVICES WHEN SPORTS MATTER, OWNERS CHOOSE SFD With a full in-house development team, Collier County can expect an on time and on budget development that takes advantage of our team's massive market reach and purchasing power. We are a full service project management firm, providing owners -representative, design -advisory, development, and procurement services. SFC's development team is built to expedite development and design decisions while containing costs and equipping venues to achieve operational excellence. Our project oversight and leadership produces better outcomes at lower cost. During the procurement process, your dedicated project team works on behalf of Collier County, with the A/E/C team to ensure the facility design supports the budget and is optimized to achieve the owner's goals. This reduces risk, shortens timelines, and decreases workload for our clients. WHAT MAKES SFD THE NATIONAL LEADER IN SPORTS FACILITY PROCUREMENT: Performance 1 SFC is prepared to execute the procurement process in ways that no other architectural or procurement firm can. Municipal clients and private developers alike trust SFC's record of performance. Our services regularly save our clients 20-40% off retail pricing, while staying on -time and on -budget. OService &Collaboration 2 These two values drive our interaction with clients, architects, construction teams, and vendors. It defines how we work together, treat each other, and shapes our culture on a daily basis. People want to work with us because they know the experience will be excellent and the results unparalleled. Sports -Specific Experience OSince our first procurement project in 2008 SFC has helped in developing over 40+ sports and events projects, procuring over $1 Billion in FF&E and OSE. We use our operational expertise within the sports industry to guide the selection, procurement, and design process, focusing on both financial and operational efficiencies. The proper selection of FF&E solutions has great importance over the success of the project. From the turf system on the ground, to the video boards in the air, SFC will provide unmatched insight based on our operational experience. Team OOur corporate team is comprised of over 50 personnel with experience as facility operators, construction professionals, architects and engineers who have tremendous insight into the sports and recreation facility process and longstanding industry relationships that allow our clients to see a significant savings on a variety of items. This team provides a complementary and collaborative set of services to your A/E/C team. SPORTS FACILITIES COMPANIES PRIVATE FINANCING SOLUTIONS D PROVIDENT R E S O U R C E S GROUP As part of our team, Sports Facilities Companies includes our partners at Provident Resources Group as a potential financing solution. As Collier County enters into future phases of the facilities, our team stands ready to provide private financing if deemed in the best interest of the County. To date, Provident has accessed nearly $5 billion in capital to fund its mission -based projects in 21 states and the District of Columbia that further develop the communities in which Provident is called upon to assist. Furthermore, Provident currently has approximately $3.5 billion in assets under management, with another $1.5 billion under development. Under our nonprofit ownership and financing structure, we assume responsibility for developing, financing, constructing, furnishing, equipping, owning and operating the development on terms acceptable to our partner. We do this by partnering with experienced developers, construction companies and national capital partners. Our structure allows our beneficiary institutions to exercise significant control over all aspects of the development and operation of the assets while also enjoying their financial and intangible benefits, all without having to bear the burdens typically associated with the ownership and financing of such assets. Non -Profit Development Corporation PPP As an example of an innovative financing approach, SFC has worked with our partners at Provident to create a non-profit development corporation option for our clients. This strategy would create a Public -Private Partnership (PPP) relationship the County anchored by a Master Land Lease and a companion Master Developer Agreement of the new facility under a nonprofit ownership arrangement. This structure provides several advantages: the financing will be considered off -credit and off -balance sheet to the County, the City is not guaranteeing the bonds or the ongoing maintenance of the project, and the bonds will be issued by a national conduit issuer to fund the upfront payment and any project costs, and funding of certain reserve funds. This model provides a number of benefits to the project, including: ❑ Provides opportunities to refinance or restructure debt including access to tax-exempt financing, providing the lowest possible cost of capital over alternative financings involving corporate debt and equity. ❑ Opportunity to include any management fees into the financing package. ❑ Minimize any impact on the City's balance sheet and credit rating(s). ❑ Removal of the profit motivation, which permits the maximum amount of capital to be deployed to increase Project quality and technology. ❑ Subject to local law, securing and retaining an exemption from property taxes on the improvements, a significant financial benefit to Project operations. ❑ 24/7 access to the full breadth of Provident's in-house team of executives, CPA's, accountants and legal staff handling all regulatory and procedural aspects of the financing before, during and after financial close, including IRS audits, payment requisitions and mandatory continuing disclosure processes. SPORTS FACILITIES COMPANIES ADDITIONAL COUNTY FACILITIES SFC CAN DO IT ALL. With the addition of the Paradise Coast Sports Complex and Big Corkscrew Regional Park, Collier County is only adding to its impressive collection of parks and recreation assets. This commitment to the quality of life for your residents is an incredible model for other communities throughout the country to follow. The Sports Facilities Companies has experience across almost every kind and level of sports, park and recreation facility. From indoor and outdoor aquatics to recreation centers, adventure courses and everything in between; our team has the most diverse management skillset in the industry. This includes experience managing entire parks and recreations systems as can be seen in our facilities such as Sand Mountain (Albertville, AL). As your facilities, and hopefully our partnership, continue to grow; The Sports Facilities Companies stands ready to assist the County with the planning or management of any asset within your system as it makes sense. This is not just a generic statement, but one that is backed with our successful and current experience managing these types of assets, including: INDOOR SPORTS FACILITIES OUTDOOR SPORTS FACILITIES 25M & 50M INDOOR AQUATIC FACILITIES OUTDOOR AQUATIC PARKS & SPLASH PARKS ADAPTIVE SPORT FACILITIES & PLAYGROUNDS STADIUMS UP TO 12,000 SEATS FOOD & BEVERAGE FACILITIES ADVENTURE PARKS, ROPES COURSES & ZIPLINES CONFERENCE & EVENT CENTERS MEMBERSHIP BASED FITNESS FACILITIES TENNIS & PICKLEBALL FACILITIES TRACKS, CROSS-COUNTRY & TRAIL SYSTEMS RV PARKS PUBLIC PARKS FAMILY ENTERTAINMENT CENTER R lY SPORTS FACILITIES COMPANIES Vineyards Community Park 6231 ARBOR BOULEVARD W., NAPLES, FL 34119 It's clear that Vineyards Community Park prides itself in being a family -oriented park that welcomes all within its community. This is similar to all the venues within the Sports Facilities Companies network. SFC has the experience and dedication required to take this park and transform it into a Naples destination, all while maintaining a family environment and lowering operating costs. Partnering with Sports Facilities Companies would mean big changes for the park. The SFC team will utilize their skills and knowledge of relationship building with event owners, along with assisting the park to secure sponsorship deals with our partner, Integrity 9. Booking events and expanding on sponsorship opportunities will help ensure the park is booked year-round. SFC intends to highlight the importance of programming registration, especially with the unique offerings such as fencing and karate that the park offers. In addition, SFC has experience in booking and selling out all available spaces within our facilities, such as Vineyards Community Park's community center rooms, picnic shelters, pavilions, water play area, and outdoor spaces. ADDITIONAL PROGRAMMING: Outdoor Sports Programming Daycare & Summer Camps Senior Programming- WellFit Water Play Season Passes & Exclusive Events Community Center Events Concerts, Art Shows, Tournaments Walking Trails Fencing Karate Aquatics- Swim Lessons & Water Aerobics Basketball, Volleyball, Soccer, Lacrosse, etc. PROVEN EXPERIENCE: • Highlands Sports Complex- beat May budget by $25,700; YTD beating budget by $245,000. • SFC has experience in assisting all facilities within the Network to screen, hire, train, and maintain relationships with all GMs and Managers to continuously improve guest experience and facility bottom line. • Sand Mountain Park- Successful membership booking and aquatic center, RV park is fully booked every week ..W f-10 s VD.W411l f Big Corkscrew Island Regional Park OPENING FALL 2021 Opening Fall of 2021, securing a partnership with Sports Facilities Companies will guarantee Collier County the opportunity to cut down opening and operating costs while ensuring additional revenue on day one. The Sports Facilities Companies has seen much success through their FF&E Procurement and Venue Planning services, as many projects the team assist on come in under budget. Once the park opens, SFC will assist in providing programming opportunities to meet the wants and needs of all guests to come. Bringing indoor and outdoor sports programming, in addition to summer camps, day care, youth and adult leagues, and even fitness training will make Big Corkscrew Island Regional Park a home away from home to residents all over the county. Sports Facilities Companies is very experienced with assisting in leading a fun and event filled grand opening for facilities and parks of all sizes. Not to mention, we know what it takes to put on successful events ranging as small as farmers markets all the way to sold out concerts. A new park is the perfect opportunity to incorporate our new technology that will help make BCIRP dominate the local industry. ADDITIONAL PROGRAMMING: Daycare Summer Camps Youth/Adult Pickleball Leagues Indoor/Outdoor Programming Senior Programming- WeIIFit Events/Concerts on the Lawn Stage Aquatics: Swim Lessons, Water Aerobics Tennis Leagues Online Membership Booking Little League Baseball Guest App- Specific to the Park/Facility Youth/Adult Basetball PROVEN EXPERIENCE: • Sand Mountain Park - Less than one year after opening, the facility has already surpassed its membership goal, sold out grand opening concert (Lee Brice) • Rocky Mount Event Center - Success with personalized app for their guests • The Bridge - came in just under $1 million under budget North Collier Regional Park 15000 LIVINGSTON ROAD, NAPLES, FL 34109 Located in Southwest Florida, North Collier Regional Park has the potential to become one of the state's most successful destinations. The park currently offers a family friendly environment with unique amenities and attractions, such as the Sun-N-Fun Lagoon, and with the management services of the Sports Facilities Companies, they can further enhance tourism in Collier County along with guest experience. The Sports Facilities Company recognizes that the park has an established following within the area and plans to optimize the current resources and programs offered. In addition, SFC will take our success within different markets across the nation and apply them to NCRP to ensure the park will be booked and full all 52 weeks a year. Partnering with SFC would not only give the park the resources to expand on current programming within the facility but bring in a new perspective to reevaluate the wants and needs of current and future guests. In addition to revamping the programming offered by North Collier Regional Park, SFC will help to lower operating costs for the facility to beat their monthly/annual budgets. ADDITIONAL PROGRAMMING: Personal Training in the Rec-Plex Youth Softball Youth Baseball Youth Soccer Daycare Aquatics: Swim Lessons, Water Aerobics PROVEN EXPERIENCE: Special Offers for Annual Lagoon Passholders Guest App- Specific to the Park/Facility Offering hours of operation, rentals, important updates (closures, openings, etc.), facility/park map Sun-N-Fun Lagoon Summer Camps & Fitness Classes • Pelican Bay Aquatics- offers special access and discounts to season pass holders - increased profitability of outdoor aquatics by $500k. • SFC has experience in assisting all facilities within the Network to screen, hire, train, and maintain relationships with all GMs and Managers to continuously improve guest experience and facility bottom line. • Sand Mountain Park- Outpacing memberships by 50% and aquatic center averaging $25,000 per week in day passes • Rocky Mount Event Center — Success with personalized app for their guests 4 Veterans Community Park 1895 VETERANS PARK DR. NAPLES, FL 34109 Veterans Community Park is the prime location for all pickleball lovers in the Naples area. Partnering with Sports Facilities Companies would give Collier County the opportunity to grow the sport of pickleball with their partner, USA Pickleball. In addition, SFC would be able to take full advantage of our expertise in programming, ultimately growing the importance of Veterans Community Park to Collier County. Being one of the busiest parks in Collier County, there are already many activities offered for all members of the community. Sports Facilities Companies intends on taking programming offered at the park and doubling participation. To achieve this, SFC will assist in marketing events and developing ways for the members of Collier County to easily register and participate. SFC would like to highlight the rental options available at Veterans Community Park such as community center rooms, pavilions, outdoor spaces, and a covered multipurpose rink. With management guidance from our team, the park will be able to offer events all 52 weeks of the year, year after year. Optimizing the parks programming will ensure a constant source of revenue and working out better performing methods can help to reduce operating costs for the park. ADDITIONAL PROGRAMMING: Outdoor Sports Programming Soccer, Football, Tennnis, Racquetball Daycare & Summer Camps Softball/Baseball Senior Programming- WellFit Community Center Pickleball Events & Leagues Yogagenics Rover Run Dog Park -Events Karate Youth & Adult Leagues Rentals- Rooms, Pavilions, Rink Pickleball Pro Shop Hockey Leagues PROVEN EXPERIENCE: • The Bridge Grand Opening 6/26: Exceeded membership sales by 1000, 16 teams registered for the mens basketball league • Highlands Sports Complex: Hosted the Universal Cheeleaders Association Camp- 250 cheerleaders and signed up to have 500-600 cheerleaders for next year. I• EVALUATIOf CRITERIA 7 _y LEGAL & CONTRACT CHALLENGES �� { F�. � •� i J itrj.�' nJ � 151 rVALUATION CRITERIA NO. 7 LEGAL 5 CONTRACT CHALLENGES List by case name and case number all pending litigation in which your firm is involved as a party or offeror's officers are involved as parties in their official capacity. Include cases pending in any Federal or State jurisdiction, court, commission, regulatory body, or other authority having the power to determine the rights of parties appearing before it. Also list all arbitrations offeror is involved in as a party and include the name, location, and name & address of the arbitrator(s) for each listing. Out of 25+ managed venues and 25 million guest visits we have had one dispute. This dispute just occurred within the past two weeks and our in house legal, insurance, and risk team are handling the situation. CASE NUMBER: 2021 CV 0239 Candace Meadows v. Sports Facilities Management LLC dba Cedar Sports LLC, Erie County Court of Common Pleas Ohio. Plaintiff alleges that she was injured at the Cedar Point Sports Center, a facility in Sandusky, Ohio managed by our firm, when her "harness on the rock climbing wall failed." Our firm is represented by local counsel in the matter and intends to fully and vigorously defend the claim. Meadows filed her Complaint on June 17, 2021, only about one week ago, and we are working closely with our legal counsel to file an Answer and any other responsive pleadings that may be appropriate. • Within last five (5) years, have any of your firm's contracts been considered in default, suspended, or terminated for cause? If so, please attach an explanation of the matter, including the name and location of the project, the name and address of the owner's representative, and all pertinent details of the default, suspension, or termination. (m • Within the last five (5) years, has a contract or any portion of the work connected to a contract, involving your firm, been completed by an Owner or a surety? If so, please attach an explanation providing the name and location of the project, the name and address of the owner's representative, and all pertinent details of the matter. No • Within the last five (5) years, has your firm been debarred or suspended, for any reason, by any federal, state, or local government procurement agency? If so, please attach a full explanation. No • Within the last five (5) years, has your firm been named in any action, administrative proceeding, or arbitration in which it was alleged that your firm failed to comply with prompt payment of subcontractors? If so, please attach a full explanation. • Within the last ten (10) years, has your firm or any predecessor or related entities, or any officers, shareholders, partners or key personnel of the submitter ever been convicted of or pleaded guilty to any crime (a) related to the bid process for contracts on public or private projects or (b) involving fraud or misrepresentation? If so, please attach a full explanation. No SPORTS FACILITIES COMPANIES � SPORTS FACILITIES COMPANIES EVALUATION CRITERIA NO. 8 PRICE PROPOSALS SAMPLE AGREEMENT INCLUDED IN APPENDICES Dear Selection Committee, As I said at the opening of this response, I am personally inspired and motivated by the potential to partner with Collier County. You are building a special facility and I believe that in partnership with Sports Facilities Companies, the sky is the limit. On behalf of my partners and our entire team, I am excited to offer a true partnership with the County for the management and operations of the Paradise Coast Sport Complex. We believe in this project, we believe in the market and we trust in our ability to turn the facility into the #1 sports tourism destination in the country. With that said, we are proposing the following structure that ensures that we win together. If the County prefers a different or modified direction, our team stands ready to adjust as needed to ensure the County is comfortable with the approach. SERVICES SFC will provide all necessary services to manage the Paradise Coast Sports Complex and provide all services described in the RFP. We stand ready to take on additional tasks and management opportunities as they arise. MANAGEMENT FEES There will be no management fees payable to SFC by the County during the term of our agreement. CORPORATE FEES There will be no corporate or back -office fees payable to SFC by the County during the term of this agreement. SFC will cover all corporate services fees necessary to support the successful management of the facility. PROFIT SHARE SFC will not take a single dollar until the facility reaches operational profitability. Once profitable, SFC and the County will split positive net income 50/50. This is what a true partnership looks like. We are aligned from the beginning and look forward to celebrating our success together. We win when Collier wins. Thank you again for this opportunity and I look forward to the opportunity to discuss this structure in more detail with your team. i SFC CEO, CO-FOUNDER SPORTS FACILITIES COMPANIES 5 YEAR PRO -FORMA �---TV Total Revenue & Expenses Revenue Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Rental Baseball/Softball Tournaments $63,900 $597,395 $815,800 $847,400 $887,329 $3,211,824 Rental Multi -Purpose Field Tournaments $131,200 $203,200 $299,200 $308,000 $323,400 $1,265,000 Outdoor Baseball/Softball $86,000 $103,868 $132,280 $146,933 $163,654 $632,735 Outdoor Soccer $65,310 $78,096 $98,427 $108,739 $120,429 $471,001 Outdoor Football $28,375 $33,731 $42,253 $46,532 $51,363 $202,255 Outdoor Lacrosse $22,500 $28,906 $39,259 $44,920 $51,609 $187,194 Outdoor Field Rental $111,320 $167,174 $189,408 $195,090 $210,990 $873,981 Parking $390,600 $647,100 $873,000 $895,500 $895,500 $3,701,700 Concerts & Special Events $60,000 $120,000 $180,000 $240,000 $300,000 $900,000 Hotel Rebates $224,400 $762,500 $1,023,875 $1,071,475 $1,084,075 $4,166,325 Food & Beverage $438,129 $1,187,462 $1,544,073 $1,589,559 $1,606,272 $6,365,495 Food&Beverage - The Cove $103,073 $224,977 $271,626 $285,565 $291,373 $1,176,613 Photography $32,250 $129,000 $162,000 $169,500 $172,500 $665,250 Merchandise $114,696 $471,895 $606,851 $647,642 $657,179 $2,498,263 Sponsorships & Secondary Revenue $315,000 $400,000 $500,000 $650,000 $750,000 $2,615,000 Total Revenue $2 186 753 $5 155 303 $6 778 052 $7 246 854 $7 565 674 $28 932 635 Expenses Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative In -House Baseball/Softball Tournaments $0 $0 $0 $0 $0 $0 Rental Baseball/Softball Tournaments $12,420 $106,367 $123,297 $128,982 $135,380 $506,446 In -House Multi -Purpose Field Tournaments $0 $0 $0 $0 $0 $0 Rental Multi -Purpose Field Tournaments $19,680 $30,480 $44,880 $46,200 $48,510 $189,750 Outdoor Baseball/Softball $37,640 $45,460 $54,763 $60,829 $65,907 $264,600 Outdoor Soccer $22,476 $26,876 $32,788 $36,223 $39,485 $157,848 Outdoor Football $8,208 $9,757 $11,875 $13,078 $14,235 $57,152 Outdoor Lacrosse $7,425 $9,539 $12,955 $14,824 $17,031 $61,774 Outdoor Field Rental $5,566 $8,359 $9,470 $9,754 $10,549 $43,699 Parking $87,885 $145,598 $196,425 $201,488 $201,488 $832,883 Concerts & Special Events $39,000 $78,000 $117,000 $156,000 $195,000 $585,000 Hotel Rebates $0 $0 $0 $0 $0 $0 Food & Beverage $240,971 $653,104 $849,240 $874,257 $883,450 $3,501,022 Food & Beverage - The Cove $61,844 $134,986 $162,975 $171,339 $174,824 $705,968 Photography $0 $0 $0 $0 $0 $0 Merchandise $80,287 $330,326 $424,796 $453,349 $460,026 $1,748,784 Sponsorships & Secondary Revenue $78,750 $100,000 $125,000 $162,500 $187,500 $653,750 Total Cost of Goods Sold $702 151 $1 678 852 $2 165 466 $2,328,823 $2 433 384 $9 308,676 Gross Margin $1,484,601 $3,476,451 $4,612,586 $4,918,031 $591329290 $19,623,959 % of Revenue 68% 67% 68% 68% 68% 68% Facility Expenses $203,803 $247,395 $264,846 $271,004 $275,721 $1,262,768 Operating Expense $282,908 $357,040 $422,332 $440,502 $453,710 $1,956,491 Management Payroll $640,000 $665,600 $692,224 $719,913 $748,709 $3,466,446 Payroll Taxes/Benefits/Bonus $206,331 $342,878 $410,119 $428,235 $440,793 $1,828,356 Total Operating Expenses $1 333 042 $1 612 912 $1 789 521 $1 859 654 $1,918,933 $8 514 062 EBITDA $151,560 $1,863,538 $2,823,065 $3,058,377 $3,213,357 1 $11,109,897 Economic Impact Year 1 Year 2 Year 3 Year 4 Year 5 Cumulative Total Non -Local Days in Market 95,085 298,840 382,934 402,569 407,767 1,587,195 Total Room Nights 22,440 76,250 102,388 107,148 108,408 416,633 Economic Impact $17,316,627 $54,424, $69,738,930 $73,314,804 $74,261,359 $289,055,721 ASSUMPT101,i� 1. Projections based off calendar year, with Year 1 starting January 2022 2. North Collier Regional Park is available for tournament use and overflow 3. 5 additional turf multi -purpose fields will be complete January 2022 (Year 1) 4. Baseball/Softball fields will be complete January 2023 (Year 2) SPORTS FACILITIES COMPANIES 'I ... L f• r M1 - •r� s.r�, '�,.L - ' if - • �,' ^ `x L.•M1\M1 L — •'7 r� f Lr ••, '- 'L' �44 titi �L-.�`�L -•l• •�ON•4f••.M1 �Y. �_ '2y L •� k.� i••�t .• y lr r: 'yr... M1 � � i' M1�.4 t, �.' • r�.i 5 k � -Lt - ;�i�i��/°rj- �: .y .: .•.. M1 dJP�• 1y M1�' M1.Y. y• •� kkL • \5- k;i?J.Fr{-frrf -'- ; ti. • L' \ I _1 _K k w . EVALUATION CRITERIA 9: LOCAL VENDOR PREFERENCE • • 3Lrrr �r it •�,� A- r 156 rVALUATION CRITERIA NO. 9 LOCAL VENDOR PREFERENCE [W/RECEIPT) WE ARE FLORIDA BASED Sports Facilities Companies (registered as Sports Facilities Management, LLC) is a Florida Based Corporation with corporate headquarters in Clearwater. We were founded in Florida in 2003 and have remained committed to improving communities throughout the state. We are currently in good standing and organized as a limited liability company in the State of Florida. We also possess a Business Tax Receipt in Clearwater. We have spoken with your County offices and confirmed that we are approved in your system to contract and provide services in Collier County. As part of this response, and at the request of the RFP, SFC has taken all of the necessary steps to set up a Business Tax Receipt in Collier County. This was not done in an effort to imply that we have been a long standing in -market employer or represent something that isn't true, but rather to: 1. Make sure that you know that as your partner, we will listen to all requests not only in this RFP, but throughout our relationship. We will always get done what needs to be get done to follow up on your requests and accomplish the tasks given to us by the County. 2. We are now set up as a business entity in Collier County and can quickly ramp up our operations based on contract timing and operational transition at the facility. 3. Show our commitment to weaving our local and corporate employees into the fabric of the Collier County community. In addition, Perfect Game, one of the operating partners who is prepared to bring international level tournaments to the facility if managed by SFC, has offices located out of Lee County. While they do not currently possess a Business Tax Receipt in Lee County, you heard earlier from their founder, Jerry Ford, of their commitment to the region. We have included documentation also showing their operational presence in Lee County. COLLIER COUNTY BUSINESS TAX BUSINESS TAIL NUMBER: 220040 COLLIER COUNTY TAX COLLECTOR • 2800 N. HORSESHOE DRIVE • NAPLES FLORIDA 34104. j2391 252-2477 AST OUR WEBSITE AT: www.calliertaxWladxcom THIS RECEIPT EXPIRES SEPTEMBER 30, 2022 LOCATION: 3200 BAILEY LN #275 At.IR c o j ; N� ZONED: PUD WILSON PROF CNTR V BUSINESS PHONE: 727-474-3845 '� -" LEGAL Fall- I STATE OR COUNTY LIC A /s LLC o S. f SPORTS FACILITY & VENUE MANAGEMENT SVCf ; CLASSIFICATION: CONSULTANT CLASSIFICATION CODE: 03602901 �Y �j �ti p,0o This document is a business lax only. This is not certification that liceAed. w 11 It does not permit the licensee to violate any existing regulalory zoning laws- the�aieLco&ty t - nor does it exempt the licensee from any other taxes or permits that may be required by law - DISPLAY AT PLACE OF BUSINESS FOR PURUC INSPECTION, FAILURE TO 00 $0 IS CONTRARY TO LOCAL LAWS. SPORTS FACILITIES MANAGEMENT, LLC FACILITIES MANAGEMENT, LLC CLEVELAND ST #910 ARWATER. FL 33755 -THIS TAX IS NON-REFUNDABLE- DATE 07/02/2021 AMOUNT 30.00 RECEIPT 501-22-00046331 SPORTS FACILITIES COMPANIES State of Florida Department of State I certify from the records of this office that SPORTS FACILITIES MANAGEMENT, LLC is a limited liability company organized under the laws of the State of Florida, filed on October 3, 2012. The document number of this limited liability company is L12000126436. I further certify that said limited liability company has paid all fees due this office through December 31, 2021, that its most recent annual report was filed on April 22, 2021, and that its status is active. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Sixteenth day of June, 2021 ku�w .Sec'rewry D Slate Tracking Number: 5062704831CU To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https:Hservices.sunbiz.org/Filings/CertificateOfstatus/CertificateAuthentication SPORTS FACILITIES COMPANIES CITY OF CLEARWATER .� ai I�1:VV'iIN[i & I�1'V'i�ll�Ylll\'I'}lPIRIVIIti'1 J i 5 ai 11— t Y:Fk.I. Nj,, A5.1.E.EIF.R, Fiillilll.4 i3-581--1 18 "P ` I11 L •.I SI:R�I.:. li ,;tir,. 100 Snrifl 11YHTIT,AVrtilT. ClJ'APWxrni-RoRIDA 33-56 BTR-0033548 2020-2021 LOCAL BUSINESS TAX RECEIPT THIS RECEIPT MUST BE POSTED CONSPICUOUSLY IN PLACE OF BUSINESS Owner Name/Address Business Name SPORTS FACILITIES ADVISORY LLC SPORTS FACILITIES ADVISORY LLC 6DO CLEVELAND ST #910 600 CLEVELAND ST 910 CLEARWATER, FL 33755 CLEARWATER, FL 33755 Phone: (727) 474-3845 Category Quantity 036000 Consultant, NOC LICENSE PERIOD BEGINNING PERIOD ENDING PRINT DATE 202D - 2021 October 1, 2020 September 30, 2021 August 11, 2020 FEE TYPE CHECK Np RECEIPT FEE RECEIVEtl Business Tax Receipt - Renewal 3971 609093 95.20 95.20 TOTAL RECEIVED 95.20 THE ISSUANCE OF A LOCAL BUSINESS TAX RECEIPT DOES NOT PERMIT THE HOLDER TO VIOLATE ANY ZONING LAWS OF THE CITY OF CLEARWATER NOR DOES IT EXEMPT THE HOLDER FROM ANY OTHER LICENSE, PERMIT OR IMPOSED TRAFFIC IMPACT FEES. ANY CHANGE ITV THE BUSINESS LOCATION, NAME, OR OWNERSHIP MUST BE APPROVED BY THE PLANNING AND DEVELOPMENT SERVICES DEPARTMENT. NON-REFUNDABLE IV-rJ{�[A.1�' V GIM4 CLM (]N, DiR TOR CLWO[eLleHe�erHMv SPORTS FACILITIES COMPANIES �ILee bounty tiSou,4;rest ";cT dV BOA-ED OF COUNTY COMMISSIONERS Donna. Manning October 16, 2020 Disrntr On e Cedl L. Pendergrass ❑isrdcrTWO Perfect Game USA Inc. Ray Sandeill Attn: Jerry Ford Destocr Three 850 Twixt Town Rd. NE Brian Harnman Cedar Rapids, IA 52402 Dishicr r me Frank Mann D�57rirJ Five RE; RENEWAL OF LICENSE AGREEMENT BETWEEN LEE COUNTY AND PERFECT GAME,, INC. Rogerpesjadais [;aunty .M1Ranager Richard V sch Dear Mr. Ford: County AR&rnvy Donna Marie Colons Pursuant to Section C of the License Agreement between Lee County and y Eyammer Perfect Game USA, Inc., dated December 18, 2019, notice is hereby given Exa.mer that the County is exercising its right to renew the Agreement for an additional one-year term. The renewal term will begin on December 1, 2020 and, unless renewed, shall terminate on November 30, 2021. This will also confirm that the terms and conditions for the renewed one- year term remain unchanged from the current term and no provision of the original License Agreement has been modified other than the effective and termination dates noted above. All terms and conditions, except as modified herein, shall remain as stated in the original License Agreement. If you should have any questions, please contact our office. Sincerely, esse Lavender, Director of Parks and Recreation P.b. Box 398, Fort Myers, Florida 3 3902- 0398 Phone' (239) 533-2111 Www.leegov.com AN EQUAL OPPORTUNn"Y EMPLOYER SPORTS FACILITIES COMPANIES - CAM appendices (Supporting Material) L43 F. . - ': . .j , _ + [ _ F w ��1 l AIP ` 161 �r•l rJ k � . _ 1 f ti s 1 tilt � ��'••L�� � - -ti '•� 5 - �•-�~ "� ' - 1 ti-- •�+ . L• _ _•� T~ •��•'ti � tip_ - � _ .. SPORTS FACILITIES COMPANIES SPORTS FACILITIES COMPANIES Example Facility Operations Manual Operations Manual Operations Manual Table of Contents ADMINISTRATION • Opening Procedures ➢ Entering Facility ➢ Lights ➢ Field Opening • Closing Procedures ➢ Facility Closing ➢ Field Closing • General Facility Rules ➢ Facility Closing ➢ Food and Drink ➢ Parking ➢ Lost and Found ➢ Medical Emergencies ➢ Behavior ➢ Prohibited Substances/Activities • Communication — Radio etiquette • Communication —Telephone Etiquette • Event Job Duties ➢ MOD/Shift Lead ➢ Shift Lead ➢ Security ➢ Guest Services ➢ Day Porter FOOD AND BEVERAGE • Introduction to Food Safety • Preventing Food Borne Illness 7 7 8 8 9 9 9 9 10 11 13 14 16 18 20 22 24 26 Operations Manual EMERGENCY/CRISIS MANAGEMENTPREPAREDNESS • Evacuation Plan 38 • Emergency Phone Numbers 39 • Utility Emergency Contacts 40 • Emergency Call List 41 • Medical Emergency 42 • Fire Emergency 43 • Extended Power Loss 44 • Chemical Spill 45 • Descending Emergencies 45 • Bomb Threat 46 SEVERE WEATHER/NATURAL DISASTER • Tornado 48 • Hurricane 48 • Earthquake 48 • Flood 48 • Critical Operations 49 OPERATIONS • Procedures ➢ Refueling Engines 50 ➢ Golf Cart Protocols 52 ➢ Waiver 53 Operations Manual CLEANING • Procedures ➢ Blood borne pathogens ➢ Bodily fluids clean-up ➢ Sharps Clean-up ➢ Graffiti removal ➢ Dusting ➢ Restrooms ➢ Trash Containers ➢ Cleaning Cart ➢ Water fountains FORMS APPENDIX Administration • Pre -Event Safety Checklist • Call Log • Police/Fire/EMT Sign In -Out • Equipment Hand Off Checklist • Temporary Labor Sign In/Out • Manager on Duty Checklist Food and Beverage • Opening Checklist • Closing Checklist Emergency Management • Emergency Call List Operations • Lost and Found • Delivery Log • Field Maintenance Log Cleaning • Supply Closet Checklist • Cleaning Cart Inventory 54 59 61 62 66 68 72 74 75 Operations Manual 101:j4►I1►[el][Z•ld]Ibill d*51 Affected Personnel: GUEST SERVICES/FACILITIES TEAM/FOOD AND BEVERAGE Entering the Facility Prior to entering the facility drive around the grounds and check for open doors, unusual vehicles, pedestrians or vandalism. If you notice something unusual, immediately call 911 and stay in your car. • Enter the facility. o The Accessibility doors may be programmed to open at a designated time. Confirm times with General Manager o Check all alarm systems • Walk the administration building and satellite buildings o Unlock the interior doors as needed o Look for puddles of water and overall facility cleanliness o Document any areas of concern, Contact the Department responsible for correcting the deficiency and relay the information to be addressed to the facility manager. • Open cash drawers as needed o Get the master money envelope from the safe and remove the money o Count the money to verify $200 per drawer and place money in the cash drawer(s.) o Complete the cash control form and place under the cash tray • Open for business Turn on the Lights The facility lights may be set on an automatic timer or motion activated. If there is trouble in the automated system, the lights must be turned on manually. Field Opening • Ensure dug-outs/team areas are clean and free of debris • Safety checks on any facility provided equipment • Coolers filled and in place • Trash receptacles emptied and in place • Field equipment and scoreboards ready for play Rev. 5/19 6 Operations Manual CLOSING PROCEDURES: Affected Personnel: GUEST SERVICES/FACILITIES/FOOD AND BEVERAGE Facility Closing • After all activity ensure cleanliness o Sweep and spot mop floor if needed in tiled areas o Clean bathrooms o Empty trash bins o Vacuum rugs at front entrance • Walk the administration building and satellite buildings o Lock the interior doors as needed o Document any areas of concern, Contact the Department responsible for correcting the deficiency and relay the information to be addressed to the facility manager. • Ensure all money has been returned to a locked safe • Turn off all lights, music, and TV's • Set alarms Field Closing • Ensure all guests have left premises • Remove all trash • Secure trash receptacles and coolers • Collect remaining guest items, follow lost and found procedure • Prepare field for following day game play • Check all facility provided equipment for damage. Report any repairs needed to manager immediately. • Turn off scoreboards • Clean team player areas, spectator seating for following day game play • Clear sidewalks and thoroughfares of debris • Turn off field lights • Lock all gates 7 Operations Manual FACILITY RULES: The Facility House Rules are established and enforced to help ensure guest safety while participating at X Facility Beach Sports Complex. It is each Team Member's responsibility to help enforce the rules and address any violations appropriately and immediately. X Sports Complex's 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 Complex or its team members. UNAUTHORIZED USERS WILL BE ASKED TO LEAVE. ■ Keep balls and other sports equipment in their respective playing areas ■ Permitted play only on athletic fields/no fence climbing ■ Fields may be closed at any time for safety concerns ■ No dragging of equipment across turf surfaces ■ No pets allowed ■ Service Animals must be leashed ■ No littering ■ No metal spikes — tennis shoes, turf shoes and rubber cleats are permitted ■ No folding chairs, pop-up tents or outdoor furniture permitted on synthetic turf unless permitted by facility staff. All items must be properly secured ■ Private vehicles are prohibited on turf surfaces, sidewalks, service drives and emergency zones ■ No fireworks ■ No open flames ■ Only coaches, players and officials are allowed on fields ■ Food and drinks are available at the concessions area and the various vending machines located throughout the facility ■ No outside coolers or grills ■ No concession or merchandise sales without prior approval n Operations Manual ■ Parking is permitted only in areas marked as parking spaces ■ Vehicles illegally parked will be towed at the owner's expense ■ Handicap parking spaces are reserved only for vehicles that have proper handicap identification, All other vehicles will be towed at the owner's expense. ■ Overnight parking is prohibited (including RVs and campers) ■ X Complex is not responsible for lost, stolen or damaged articles. In order to recover lost items, please visit the front office. Lost water bottles, socks, towels and other frequently lost items will only be retained by X Sports Complex for a limited time. ■ It is recommended that managers and coaches carry medical release forms, first aid kits and extra uniforms to each game. In the event that a parent/guardian cannot be reached in an emergency, X Sports Complex reserves the right to seek emergency care for the injured player, including ambulance assistance or hospital care, as may be deemed necessary under the circumstances at that time. ■ Disorderly conduct and physical/verbal assault will not be tolerated ■ Team managers are responsible for ensuring that individuals (including spectators) associated with their team observe all X Sports Complex rules, regulations, and policies. X Sports Complex reserves the right to expel any individual or team from XSports Complex property without refund for misconduct committed upon the premises. ■ Improper actions by spectators, coaches, and/or players may result in match suspension, termination, or forfeiture. Any individual may be ordered to leave X Sports Complex property at any time for any reason. Operations Manual ■ Drugs, alcohol and tobacco products (including E-Cigarettes) are prohibited ■ Glass containers or bottles are not allowed in the complex ■ Gum, sunflower seeds, candy, and food are not allowed on fields ■ No skateboards, roller blades roller skates or roller shoes ■ No loudspeakers or artificial noisemakers 10 Operations Manual RADIO ETIQUETTE: Affected Personnel: OPERATIONS, EVENT STAFF, HOUSEKEEPING, SECURITY Proper Radio Procedures • All users of the facility portable radios are required to use proper radio procedures and ethics when communicating on the radios • Remain courteous at all times • Taking a few seconds to plan out what you are going to say helps keep all transmissions short and to the point • Remain calm at all times regardless of the situation - You may be the first person to be aware of an emergency — a clear and concise communication will ensure the emergency response is as quick as possible • Select the correct radio channel - At the beginning of the shift or when the radio is assigned to you make sure it is on the correct channels defined below • Be aware of the condition of your portable radio — Is the battery charged? — Are you receiving/monitoring radio communication? • Listen before you talk - in order to make sure that no one else is trying to communicate. Once you have determined that the channel is clear then proceed • Limit the preliminary call to the Person / Department you are attempting to call. If there is no answer, wait 1 minute (unless it is an emergency) before repeating the call. If you don't get a reply after two attempts - Make the call later! • Don't monopolize the radio frequency by continuing to call fruitlessly. Phrases like "Do you hear me?", "Are you out there?" are not necessary • Never use profane or obscene language or transmit fraudulent messages - Penalties for the misuse of radio frequencies is a Federal Offence and includes fines up to $10,000 and / or imprisonment Channel Radio Location / Use 1 Part Time Staff 2 Show Management 3 Police/EMT 4 PCBSC Events 5 Food Services 11 Operations Manual Radio Use • X Facility's portable radios are not citizen's band (CB) radios - Don't use phrases such as "That's a big 104", "Come Back." • In a non -emergency situation - Listen for about 10 seconds before transmitting to determine if the channel is in use. Speak clearly in a normal tone of voice and hold the microphone or portable radio about an inch from your mouth. • Never use the word "non-emerge ncy' as radio traffic can often be cut off, and the only word someone may hear is "emergency." Instead use words like "routine," or "asap" as applicable. • Only in an emergency situation should you interrupt a radio conversation that is already occurring — if you have to interrupt be sure to state that it is an emergency; state the person you are calling and the nature of the emergency • Do not shout! • Know what you are going to say before pressing the Push -to -Talk button. After pressing the Push -to - Talk button, pause briefly (one second), and then speak into the microphone or portable radio • Be mindful of where you are and who may be listening • Do not transmit confidential or sensitive information over the radio system — the conversation is being heard by all staff with a portable radio • If you need to communicate confidential information, do so in person on via a land line or cell phone • If questions arise during radio transmissions, do not argue over the radio; Call Guest Services or your Supervisor on the phone to discuss the issue • Keep radio traffic to a minimum • Keep messages short and concise • When making a call, identify the person you are calling and yourself. Only when you receive a response should you start talking to the person. Clear the radio channel when the conversation is finished • Providing it does not interfere with the performance of your duties, where practical and if you have portable radio - monitor radio conversations (Do not respond unless you are directly requested to do so). Monitoring the calls will allow you to be informed of important issues. • The portable radios are not for chatting or idle conversation • Do not make any negative comments regarding the Event, Clients, or Guests as you do not know who can hear someone else's radio. This will help avoid an embarrassing situation for you, your fellow employees and the facility • If you lose or damage a radio you may be held responsible for the damage if negligence is involved Unauthorized personnel are not allowed to use the portable radios 12 Operations Manual TELEPHONE ETIQUETTE: Affected Personnel: GUEST SERVICES The following is a guideline for proper telephone communication. Answering the Telephone • Answer promptly (before the third ring if possible). Don't pick up on the first ring — this will allow time to regroup and compose yourself before speaking • Before picking up the receiver, discontinue any other conversation or activity such as eating, chewing gum, typing, etc. that can be heard by the calling party • Speak clearly and distinctly in a pleasant tone of voice; make sure not to mumble or slur your words • Use a proper greeting i.e. "Good morning, X Complex, how can I help you", "Thank you for calling the X Complex, how can I help you" • Never lose your temper or "Get Smart" with the caller • Treat the caller with dignity and respect • Use the "Hold" button when leaving the line so that the caller does not accidentally hear conversations being held nearby — Do not just place the receiver on the desk! • If you absolutely have to put the phone receiver on the desk — Do So Gently! • If the caller has reached the wrong number - Be Courteous! Sometimes they have been transferred from another number with a simple question. If possible, attempt to find out where they should call and to whom they should speak. They will greatly appreciate it. • When transferring a call, be sure to explain to the caller that you are doing so and to who and what telephone you are transferring them, and give them a direct line to reach you back if they become disconnected. • Remember that you may be the first and only contact the caller has with the Complex, and that first impression will stay with the caller long after the call is completed Taking messages • Record the time and date the call came in • Verify the caller's name, company name, and phone number • Initial the message, so if the person who received the message has any questions, he or she can contact you • Get a short statement about the caller's intent • Immediately email the content of that message to the intended recipient and provide a written copy if needed 13 Operations Manual MANAGER ON DUTY RESPONSIBILITIES: Affected Personnel: MANAGEMENT STAFF/ASSIGNED MANAGER ON DUTY RESPONSIBILITIES The following are the primary responsibilities of the Manager on Duty: Opening Procedures: • Prior to starting the building inspection, the MOD is required to sign out the MOD keys and a portable radio. • Check -in with the Operations Staff to turn on all the facility lights. o Turn on the lights and monitors in all guest areas. Contact the Operations Staff on source for the monitors. • Meet with Show Staff to review the facility set up and schedule of staffing changes. • Assign Show Staff radio, microphone (as needed) and keys. Be sure to complete sign -out forms. • Be familiar with the operation of the portable radio and observe standard radio etiquette. Provide a managerial presence during events to aid Guest Services/Event Staff with direction and/or decision - making. • Under normal circumstances, approximately 1 hour prior to "Doors", start inspecting the building (both inside and outside) as detailed in the MOD Checklist Form. • During building and grounds inspection, note any deficiencies! Contact the department responsible for correcting the deficiency and relay the information. Complete the inspection of an entire building/field before passing the deficiencies onto the department responsible. o The MOD pre -event building inspection should be completed at least 1 hour prior to "Doors". o 'Follow -Up" inspections of any deficient items should be completed by the Operations Staff at least 30 minutes prior to "Doors". Should the deficiency not be corrected, contact the responsible department and confirm the status. Opening Box Office and Parking Procedures Check Box Office to ensure ticketing system is up and running and lobby area is set properly. • See Ticketing Operations Set-up Procedures for details. • Cash out Parking Ticket Seller; review Money Handling Procedures. o Take out preassigned bank from bank safe in the money counting area o Verify cash with Team Member in the cash area - one at a time o Have Cashier initial cash control form verifying bank o Send Staff to station • Attend the Shift Lead pre -event briefing; review the event details and ensure Event Staff are aware of who the MOD is for that particular event • Assist Event Services with opening doors, if requested • Be available to greet Guests • Monitor the building between "Doors" and "Show" and possible problem areas, i.e. line ups outside box office flow, etc. 14 Operations Manual Event Activities Procedures • Monitor activity during the event and take actions as necessary • Assist Shift Lead to assign breaks and changes in staffing • Fulfill responsibilities under the fire safety plan • Monitor the traffic flow and gauge the Guests' reaction to the show as they leave the facility Closing Procedures • Close parking one hour before the end of the event or after the start of the last session • Have the team members break down the parking by removing tents and signage • Call Staff in, one at a time, to cash o Have the Staff count the money in the money counting room and verify against sell sheets o If numbers have more than a $5 difference, a cash over/short form must be completed and signed by MOD and Staff Member. Any variance of twenty-five dollars ($25.00) or more may result in disciplinary action up to and including termination on the first occurrence. Refer to Finance Manual for protocol o Put cash and cash control form from Seller in safe • Collect distributed items o Radios from Show Staff, Police, Fire, Trainer and Housekeeping o Microphone and keys • Contact Show Manager to verify box office closing o Repeat cash in process described above • Print a daily box office report • At the end of the Event, the MOD should add final comments to the MOD report form. • At the end of the Event, the MOD is to return the MOD keys and the portable radio to GM or Security. Notes• Managers on Duty are required to complete their responsibilities for the entire shift. If a MOD is aware that they are unable to complete their responsibilities for a specific event, they should make prior arrangements to have another trained/approved Staff Member complete the MOD responsibilities. 15 Operations Manual SHIFT LEAD RESPONSIBILITIES: Affected Personnel: GUEST SERVICES - SHIFT LEAD General Duties: Setup Box Office • Retrieve Ticket Office & Safe Key from pre -disclosed location • Power -up each laptop and verify Wi-Fi connection • Remove all non-event related items from the counter and place in the file cabinet by the ticket window • Put ink pens on counter for credit card sales and have counterfeit detector pen accessible Make sure each ticket printer has tickets o Pull 1-2 reams of ticket stock from ticket office & put in file cabinet Opening Box Office and Parking Procedures • Check Box Office to ensure ticketing system is up running and lobby area is set properly (stanchions, signage) • See Ticketing Operations Set-up Procedures for details • Cash out Ticket Sellers and Parking Ticket Sellers; review Money Handling Procedures o Take out preassigned bank from bank safe in the money counting room o Verify cash with each Seller in the cash room, one at a time o Have Sellers initial cash control form verifying bank o Send Staff to stations Pre -Event Meeting • Organize the pre -event briefing; review the event details and ensure Event Staff are aware of who the MOD is for that particular event • Assign Radio-'s to staff; fill out the Radio Checkout Form completely • Review radio etiquette and channel assignments • Review with the Staff the operation of the portable radio and observe standard radio etiquette Event Responsibilities • Check that Sellers have enough change in drawer (each drawer should be event ready) o If change is needed, have Seller bring large bills in blue, bank bag to ticket office ■ Shift Lead will take large bills and exchange for exact amount of change needed in small bills. o If cash drop; (just to get rid of bulky bills in drawer or excessive cash) ■ Have Seller put in master cash bag and count with them in ticket office ■ Shift Lead will mark Seller's cash form for amount dropped • Check Seller's ticket stock in printer every so often • Give breaks to Staff for pre -determined amount of time • Check with MOD as needed 16 Operations Manual Closing Procedures • MOD should check with Show Lead/Client to determine when to close box office • Count Sellers down one at a time; at least one Guest Services Staff should remain at the front desk until the completion of the event • Pull Ticketing Report • Wrap cash control forms around counted cash with a rubber band, or place in bank bag and put in safe • Lock down safe and ticket office and money counting room • Check with MOD to let go remaining Staff • Pick-up and store all event -related items and lock them in the money counting room • Check with the MOD and review closing checklist • Turn off the lights in money counting room and at the front desk 17 Operations Manual EVENT SECURITY: Affected Personnel: GUEST SERVICES The responsibility of the Event Security position is to observe and report activities and incidents at an assigned site, providing for the security and safety of client property and personnel. There are three types of security positions at the Facility: Entrance Guard, Parking Monitor, and Roaming Guard General Duties Attend Pre -event security meeting • During this meeting to review the Event Data Sheet, event related responsibilities of the assigned position, facility contacts and other pertinent information • Pick up assigned radio Entrance Guard • Position self at assigned location • Guard must stay within 20 ft. of assigned location • No one is allowed to enter the facility other than the main entry and player entrance without ticket, wristband or badge o Check patron for either tickets, wristband, and badges as described in the pre event meeting, if they do not have the proper credentials direct them to the main entrance Monitor the areas for any safety or rules violations and report immediately • Continually monitor the area, pay special attention to the surrounding activities, the food vendor lines, other doors, and action on the grounds and fields. Focus on the unusual (angry fans, injuries on the play areas, rule violations or suspicious behavior) • Warn violators of rule infractions, such as loitering, smoking or carrying forbidden articles • If suspicious activities are observed, contact supervisor immediately and document any details and descriptions • If you witness an injury, call for EMS or Trainer immediately Parking Monitor • The Parking Monitor is positioned at various points outside to constantly roam to monitor the entire area to prevent individuals from double parking or blocking traffic or others from exiting o Document the name and license of any vehicle utilizing the loading dock area in case of violations or the need to move a vehicle Document any individual that parks/unloads in a secure area. Vendors are not allowed to enter the facility without giving their name and license plate number. Contact your supervisor if the vehicle is left for an extended amount of time • Monitor and ensure safe and uncongested traffic flow at all times 18 Operations Manual • Document any individual utilizing facility carts or other large equipment • Observe departing personnel to protect against theft of company property and ensure that authorized removal of property is conducted within appropriate client requirements Roaming Guard • Assist in the guest areas during the initial opening rush • Patrols the facility; checks for unsafe conditions, hazards, unlocked doors, security violations, blocked entrances and exits, mechanical problems, and unauthorized persons. • Continually monitor the area, pay special attention to the surrounding activities and guests. For example, the food vendor lines, action on the fields and grounds. Focus on the unusual, angry fans, injuries on the court, rule violations or suspicious behavior o If suspicious activities are observed, contact supervisor immediately and document any details and descriptions • If you witness an injury, call for EMS or Trainer immediately • Respond to all police of EMS calls to preserve any evidence and to document all actions in the event of accidents, emergencies, or security investigations. • Warn violators of rule infractions, such as loitering, smoking or carrying forbidden articles • Check the washrooms for cleanliness or vandalism and report to MOD or GM if attention is required • Provide assistance to customers, employees and visitors in a courteous and professional manner • Ensure the exterior parking lot lights are on at dusk and off when the patrons have left the facilities 19 Operations Manual GUEST SERVICES STAFF: Affected Personnel: GUEST SERVICES The Guest Services staff give the first impressions Guests have when attending events. General Duties: Attend Pre -event security meeting • During this meeting, the Shift Lead review the Event Operations Sheet, event -related responsibilities of the assigned position, facility contacts and other pertinent information. • Pick up assigned radio There are three types of Guest Service positions: Line Control • Stand at the front of the line and prevent congestion at the ticket windows • When prompted by a Ticket Seller, send guests to the open Seller • Watch for guests entering the facility with prohibited items o Food, beverages, portable chairs, cribs or carts Ticket Takers • Check patron for either tickets, wristband, or badges, as described in the pre -event meeting; if patron does not have the proper credentials, direct him/her to the Ticket Sellers. • Scan bar code on tickets or secure wristband on Guests • Answer questions and assist Guests needs o If you do not know the answer, never respond with, "I don't know." o Direct them to Guest Services or call for the Shift Lead on the radio to respond to your location Roaming • Assist Front of House activities when needed • Monitor doors/gates and entry policies • Answer questions and assist Guests. o If you do not know the answer, never respond with, "I don't know" o Direct them to Guest Services or call for the Shift Lead on the radio to respond to your location 20 Operations Manual Ticketing / Box Office • Open Cash Drawer o Get money from the Shift Lead o Count the money to verify proper amount and place money in the cash drawer o Complete the cash control form and place under the cash tray • Log on to assigned computer o Username and password will vary depending on the event • Receive ticket information from the Shift Lead during the pre -event meeting o Cost of tickets, age breakdown, any specials o Wristbands, tickets • Greet customers and complete transactions • Cash out drawer o Reconcile drawer with the Shift Lead o Verify accuracy and sign cash control form G'nact 4Zarvirac • Answer questions regarding the facility • Answer basic question regarding the event o Hours of operations, length and type of event o Do Not handle Vendor complaints. Direct those questions to Show Management • Answer phone calls 21 Operations Manual DAY PORTER: Affected Personnel: CLEANING STAFF The responsibility of the Day Porter is to ensure the cleanliness of the Administrative Office, Public Meeting Spaces and Washrooms. Check Buildings and Administrative Corridor • Sweep and dust mop floor, • Wipe off fingerprint and stains from glass • Wipe down counter and benches • Sweep and Damp Mop stairs and dust railings Check and Clean Washrooms Start in the Women's Washroom and continue to the Men's and Family Room. Proceed to the Men's and Women's Washroom in the Event Space • Check to ensure that the following items are complete and clean where necessary, sign washroom inspection card upon completion o Supplies Stocked ■ Toilet Paper ■ Hand Towels ■ Hand Soap ■ Air Fresheners ■ Seat Covers ■ Hygiene Supplies o Trash Emptied o Mirrors Cleaned o Sinks, Fixtures and Counter Tops Cleaned o Dispensers Polished o Toilets and Urinals Clean o Partitions and Walls Clean and free of Graffiti o Floor Swept and Mopped Check and Clean Meeting Rooms and Offices Open and check the three meeting rooms to ensure the table are free of trash and debris, floors are vacuumed, garbage is emptied. Clean where needed 22 Operations Manual Check Break Room, Concessions Areas, Additional Guest Areas Complete a regular walkthrough of concessions spaces to ensure the tables are free of crumbs and stains, the floors are swept and clean, trash cans are emptied and the place smells fresh. Sweep Front Entrance • Use the blower and sweep the front entrance • Continue down the side walks • Pick up large trash and debris in the plantings around the facility • Continue to use the blower down the side walks • Be sure to push the mulch back in the flower beds • Pick up large trash and debris in the flower beds and in the traffic Islands • Pick up large trash and debris in the Parking Lot Sweep and clean the Concourse, Public Areas and Parking • Wash the concourse with the sweeper scrubber three times a week • Use the blower to sweep the Concourse and Outside Areas • Wash exterior walls Detail Work • Complete Weekly or Monthly detail cleaning project by the Supervisor or Facility Manager Remember: All P.M. and Repair work is to be recorded in Work Order sheets Personal Protective Equipment • Safety Glasses • Safety Footwear • Biohazard PPE 23 Operations Manual Part 1: Introduction to Food Safety FOOD SAFETY TODAY AND EVERYDAY Why is it Important? According to the Centers for Disease Control and Prevention, each year 1 in 6 Americans (48 million people) get sick from unsafe food and up to 3,000 of those people that become sick will die from their illness. The people most likely to get sick from unsafe food are the very old (older than 65), the very young (under 5), and those who have a weakened immune system (e.g. pregnant, diabetic, cancer, or having other diseases/medications). This group of people is called the highly susceptible population. Thank you for taking an active role in keeping yourself and other people safe through learning more about food safety. Provided in this manual is information on ways you can contribute to serving safe foods both at home and at work. As a food handler you are the first line of defense in keeping the food safe. Objectives This manual has been developed to provide you with the knowledge you need to help keep food safe. Once you have completed your reading you should be able to: 1. Identify the hazards which can cause foodborne illness. 2. Understand the importance of correct hand washing and your health. 3. Know safe food temperatures to avoid the Danger Zone. 4. Follow and understand general food safety rules. 5. Use this knowledge for safer food handling at work and at home. FOODBORNE ILLNESS Almost everyone at some point in their life has experienced the symptoms of foodborne illness which is often referred to as the stomach flu or food poisoning. The symptoms can include diarrhea, vomiting, fever, headache, stomach aches, and fatigue. Anyone can become sick from foods which are handled unsafely whether it is from a restaurant or eaten at home. 24 Operations Manual The Hazards Foodborne illness is caused by eating contaminated foods or beverages. Foods can become unsafe by things you cannot see, smell or taste. There are three main types foodborne hazard: Physical, Chemical, and Biological. 1. Physical — Caused when a foreign object enters the food and is eaten causing injury. • Broken glass, jewelry, band -aids, staples, stick pins, or fingernails. • How to prevent: o Wash fruits and vegetables carefully. o Watch closely as foods are prepared. o Do not keep items which could fall into food near any preparation areas. 2. Chemical — Occurs when a chemical enters the food and is ingested. • Cleaning agents, sanitizer, pesticides, certain metals, or unapproved food containers. • How to prevent: o All chemicals should be stored away from or below any foods or food -contact surfaces. o All containers of chemicals must be clearly labeled. o No unnecessary chemicals should be stored on site. o Only approved containers should be used for food storage. o Protect food while chemicals are being used for cleaning. 3. Biological — Germs which cannot be seen without a microscope. This is the most common cause of food borne illness. • Parasites — normally tiny worms which can live in fresh fish and meat or one cell organisms. (ex. Giardia or roundworms) Viruses — very small germs and it only takes a few to make a person sick. Often spread through poor or no handwashing. (ex. Norovirus or hepatitis A) Bacteria — germs which can grow in food and produce toxins if time, temperature, and cleanliness rules are not followed. (ex. E. coli or Salmonella) • How to prevent: o Store foods at the correct temperatures. o Cook all foods to proper temperatures. o Use approved sources of water. o Do not work while sick. o Wash hands correctly. o Use gloves or utensils when handling ready -to -eat foods (foods which will not be cooked after you are handling them before being eaten). o Wash, rinse, and sanitize all equipment. 25 Operations Manual Foods that can allow bacteria to easily grow are called Potentially Hazardous Foods. These foods must be kept hot or cold to keep them safe as they have the moisture and protein that the germs need to grow. Potentially Hazardous Foods include: • Animal Products — all meat, poultry, seafood, fish, eggs, dairy products • Cooked Starches — cooked rice, pasta, beans, potatoes • Fruits and Vegetables — cooked vegetables or fruit, cut melons, cut Part 2: Preventing Foodborne Illness PERSON IN CHARGE To help prevent foodborne disease, there are laws which govern food handling. All licensed foodservice facilities must have a designated Person in Charge (PIC) who is familiar with these laws. Please see the Food and Beverage Manager for local and state laws. The facility must be operated in line with the requirements of the above -mentioned statute and rules. This person or their designee must be present and in charge during all hours of operation. This is the person responsible for knowing the food sanitation rules and procedures within the establishment and provides information for all other staff needed to perform their jobs. The PIC is usually an owner, manager, or supervisor, however it can be anyone who can demonstrate knowledge of the requirements above and has been given the authority to oversee the other employees or staff. A designated PIC must be on site all hours of operation. These rules are in place to try and keep food safe. These rules can be grouped into three basic concepts to be followed: 1. Good Health and Personal Hygiene 2. Temperature Control of Food 3. Prevent Cross Contamination 26 Operations Manual X9191Q:111119: A food handler should never work while sick. A sick person can spread illness by touching food, dishes, counters, utensils, other surfaces, other people or by coughing and sneezing. The following guidelines should always be followed to determine if an employee should be excluded from certain duties or not be allowed to work. 1. Symptoms of vomiting or diarrhea. • If at work: ■ Stop work immediately. ■ Report to management. ■ Go home and return no sooner than 24 hours after the last vomiting or diarrhea symptoms have ended. • If the symptoms occur before you arrive at work: ■ Notify the manager by telephone. ■ Do not report to work until at least 24 hours have passed after the last vomiting or diarrhea symptoms have ended. 2. If you are not feeling well and your skin or eyes turn yellow: • Report the symptoms to the manager immediately and seek medical attention. The manager shall notify Lake Region District Health Unit. • Do not return to work until after receiving clearance from a health practitioner. 3. Infected wound or cut on hand or arm: • Report the wound or cut to the manager. • Properly clean and cover the area with a waterproof bandage and a single -use glove (for hand wounds), before returning to work. 4. Sore throat with fever: • Report the illness to the manager. • Manager should limit your activities to reduce the risk of transmission. You should not work with exposed food, clean equipment, utensils, linens, or unwrapped single -service articles. • If you work in an establishment serving a highly susceptible population (i.e. hospital, nursing home, or preschool) then you should stop work until a health practitioner has cleared you to return. 27 Operations Manual GOOD PERSONAL HYGIENE Good personal hygiene practices are an essential part of providing safe food and keeping yourself healthy. Handwashing Clean hands are the most important food safety tool. You cannot see germs so even if your hands look clean, they could be contaminated. Be aware of what your hands are touching at all times in order to recognize when they may have become dirty and use the following guidelines. Washing your hands often is the most important thing you can do to keep yourself healthy and the food you prepare safe. When to Wash: 1. Upon arriving at work. 2. Immediately before any food preparation which includes working with any food, clean equipment or utensils, and unwrapped single -service articles. 3. After touching any part of your body or uniform. 4. Before putting on gloves to handle food and between glove changes. 5. Before and after touching any raw foods or switching tasks. 6. After using the bathroom. 7. After handling any dirty equipment, dishes, or utensils. 8. After taking a break, smoking, eating, or drinking. 9. After any other activity which may contaminate your hands such as sweeping the floor, taking out the garbage, using any chemicals, coughing or sneezing. 5 EASY STEPS TO PROPER HANDWASHING 1. Use a designated hand sink which should not be used for any other purpose. It must have hot and cold running water, soap, and paper towels available. 2. Thoroughly wet hands and exposed arms. 3. Apply soap and scrub for at least 20 seconds (sing Happy Birthday twice) making sure to get all fingers, fingertips (especially under fingernails), areas between the fingers, hands, and arms. 4. Completely rinse hands and arms under clean running warm water. S. Thoroughly dry hands and arms with disposable paper towels or an air dryer. Common cloth dish towels should never be used to dry hands. 28 Operations Manual Common Mistakes of Hand Hygiene to Avoid: • Directly touching ready -to -eat foods with your bare hand is prohibited. Ready -to -eat foods are foods which will not be cooked prior to serving such as sandwiches, salads, fresh fruit, bread, or any cooked foods. If you are not cooking or heating a food after handling it then gloves, tongs, wax paper, or another utensil MUST be used. • Hand sanitizers CANNOT be used in place of handwashing. Sanitizer will not get rid of or kill as many germs as handwashing and can only be used after hands have been thoroughly washed and dried as an additional measure. • Gloves can also spread germs. Hands should be washed and dried thoroughly before putting on gloves as well as whenever gloves are changed. Gloves need to be changed often and ALWAYS when switching tasks. • Handwashing must be done in a designated sink and NOT in a 3 compartment sink, preparation sink, or mop sink. As well, handwashing sinks should not be used for ANY other task (discarding drinks, washing vegetables, etc.). • Hand sinks should ALWAYS be available and have a supply of hand soap and papertowels. Personal Cleanliness If you work with food, you must always be aware of how your own personal habits can affect food safety. The following guidelines should be followed: 1. An appropriate level of bathing as well as clean clothing or uniform is required. 2. Fingernails should be trimmed and maintained without fingernail polish or artificial fingernails. 3. Jewelry should not be worn while preparing food. 4. Tobacco should not be used in any form during food preparation, service, or in any area which could contaminate equipment orfood. 5. Food and drink should only be consumed in areas designated for employee dining. Employees can drink from a closed beverage container as long as a cover and straw is used and it is not stored over preparation areas. 6. Hair restraints should be worn to avoid contact with exposed food or sanitized equipment. 7. Personal items (coats, bags, medication) must be stored in a designated area away from food, dishes, or other supplies. 29 Operations Manual TEMPERATURE CONTROL OF FOOD Temperature control is the best way to kill harmful germs through cooking and to stop their growth by keeping foods hot or cold. The Danger Zone Potentially hazardous food must be maintained above 135°F or less than 41°F at all times. This means that food held in a cooler or refrigerator should be below 417 and food that is cooked and being held hot for serving must be kept above 135°F. The temperature range between these two numbers is considered the danger zone where germs can grow, multiply quickly and produce toxins which can make people sick. All potentially hazardous foods should spend as little time as possible in the temperature danger zone during thawing, preparation, reheating, and cooling. Food may only be in the temperature danger zone for a maximum of two hours while being prepared. If a food is left in the danger zone for more than 2 hours, it cannot be reheated or cooled for hot or cold holding and must be eaten with in the next 2 hours or thrown away. Thawing: Foods must never be left to thaw at room temperature (on the counter). When this is done, the outer part of the food will thaw quickly and may remain in the danger zone for too long while the center continues to thaw. The following three methods can be safely used to thaw food. 1. Inside the refrigerator at 41°F or below. Be sure to place the item in a container and store below any other foods which could become contaminated from drips. 2. Under running water of 70°F or below. If this method is used; no part of the food can be above 417 for any part of the thawing or preparation process for more than 4 hours. 3. In the microwave oven, only if the food is immediately cooked to the recommended temperature following the thawing. 30 Operations Manual Cooking: All foods must be cooked to a specific internal temperature as measured by a thermometer. Different types of foods have different requirements. Cooking Temperatures • Poultry (chicken and turkey) • Stuffing or stuffed food 165°F • Casseroles (for 15 seconds) • Reheated leftovers for hot holding • All raw animal foods cooked in a microwave • Ground meats (burgers, sausage) • Ground fish • Mechanically tenderized or injected meats 155°F • Eggs which are not for immediate service (for 15 seconds) • Non -ground or whole muscle meats (beef and pork) • Seafood (fish) • Eggs for immediate service 1451E (for 15 seconds) • Fruits and vegetables for hot holding • Commercially cooked foods being reheated 1351E (such as hot dogs or canned soups) Additional cooking requirements apply to whole meat roasts (corned beef, pork roasts, ham, Etc.). Please see the Food Code or contact your local health department for information. Consumer Advisory: An advisory is required if customers are offered or allowed to order any raw animal products not cooked to the temperatures listed in the chart above. If any items are served not cooked to the exact listed temperatures (e.g., rare hamburgers, over -easy eggs, and/or rare steaks) then those items need be identified and a safety reminder provided either on the menu or by another approved written method. Example below: 31 Operations Manual Consumer Advisories Thoroughly cooking foods of animal origin such as beef, eggs, fish, Iamb, pork, poultry or shellfish reduces the risk of foodborne illness. Individuals with certain health conditions may be at higher risk if these foods are consumed raw or undercooked. Consult your physician or Cooling: Cooling is often the riskiest step in food preparation. Food must be cooled quickly to avoid being in the temperature danger zone for too long. Therefore, it is best to prepare foods fresh daily by cooking and holding hot only the food that will be served that day. When it is necessary to cool foods for reheating later you must follow the cooling curve to avoid germ growth in the food: 1. 135° F 4 70°F within 2 hours (average of 1/2° per minute) 2. 70° F 4 41° F within the following 4 hours (average of 1/10° per minute) To achieve this rapid temperature change, the cooked food must be immediately cooled using one of the following methods based upon the type of food. • Separate or cut the food into smaller or thinner portions and place into shallow pans; • Stir the food in a container placed in an ice water bath; • Use rapid cooling equipment (blast or tumble chiller or ice paddles); • Use metal containers to allow easier heat transfer; • Add ice as an ingredient; • Leave food partially covered or uncovered in cooler until 417 is reached. Reheating: Foods that have been cooked and refrigerated and are being prepared for immediate service in response to a customer order may be reheated to any temperature. However, if a food is cooked, cooled, and reheated with the intention to hot hold that item for any length of time then that item must be reheated to 165°F within 2 hours. A cold food placed into a steam table will not reheat this quickly. A microwave, stovetop or oven should be used to reheat food for hot holding. • 41°F 4 165°F within 2 hours Hot Holding: After food has been cooked or reheated to the required temperature it must be held at 135°F or higher to avoid the danger zone and germ growth. Steam tables and other warmers should be turned on prior to placing food in them in order for them to be hot enough to keep food this temperature. Foods should also be frequently stirred and have a cover on them to maintain temperature. 32 Operations Manual Cold Holding: Always keep cold food at 41°F or below and protect it with covers when not serving. If using ice to keep foods cold, be sure that the ice comes up to the level of the food in the pan. Food must be at 41°F or colder when being placed on a salad bar or ice. Potentially hazardous foods that have been cooked or prepared (e.g. meats, salads, cooked vegetables) must be eaten or discarded within 7 days. A food that is prepared and not eaten the same day must be marked with a date. This can be either the day it was prepared or the day it must be thrown if not used by. The day the food is prepared counts as day 1 of the 7 total days (e.g. chicken salad prepared on Monday and stored at 41°F or below will need to be eaten or thrown away by the following Sunday). Date Marking: Potentially hazardous foods prepared on -site, held for more than 24 hours, and refrigerated must be labeled with the date prepared or the date to throw away. Thermometers Accurate thermometers are necessary for safe food preparation and storage. All facilities must have enough thermometers on site for food temperatures to be checked. This includes metal stem thermometers for measuring the internal temperature of foods being cooked, cooled, or reheated, as well as thermometers to measure the temperatures of refrigerators. • Each refrigerator should have a thermometer inside where it is easy to see when the door is opened. The thermometer should be checked regularly and should always read 41°F orcolder. • Metal stem thermometers should be used to check the internal temperatures of foods when being cooked, cooled, and reheated. These can be either dial or digital thermometers, although the digital thermometers are better for measuring temperatures in thin foods as they give a quicker reading. The dial thermometer works well for thick foods. For both types of thermometers, the stem must be inserted into the thickest part of the food and the reading allowed to stop changing before the temperature is taken. 33 Operations Manual Dial Thermometer — best used for thick foods such as roasts as must be left in place for about 20 seconds for reading. Digital Thermometer — better for measuring temperatures in thin foods such as hamburger patties as quicker. 34 Operations Manual • Thermometers must be cleaned and sanitized in between uses. • Accuracy of thermometers should be checked regularly. This can be done by placing the thermometer's sensor in a cup full of crushed ice which is then filled up with water. The thermometer should read 32°F. If the thermometer does not it may need adjusting or replacement. PREVENTING CROSS CONTAMINATION Cross contamination can happen when germs from raw food or contaminated surfaces gets onto foods. Tips to Avoid Germ Transfer • Always wash hands before food preparation and especially after handling raw meat. • Wash rinse and sanitize all surfaces every time you finish a task and between preparing different foods. • Prepare raw meat in a designated area and on separate surfaces (e.g. cutting boards) which are separate from where other foods are being prepared. Also store wipe cloths used around raw meat separate from other wipe cloths. • Never store foods which will not be cooked before serving in the same container or use the same utensils as were used for raw meat, fish, or poultry. • All foods should be covered during storage and in labeled containers. • Store scoops, tongs, or other utensils with the handle extended out of the food. • Foods which will not be cooked before being eaten must be protected from drips from foods above. Store raw meat on lower shelves in refrigerator and in the order of cooking temperature to avoid contamination of foods below (e.g. poultry which must be cooked to 165°F must always be stored below all other meats and foods). 35 Operations Manual PROPER FOOD STORAGE ORDER 4 Ready-#o-eat foods Raw seafood AhRaw whole meats 40 Raw round rneaA Raw poultry • Top shelves store items which will not be cooked before being eaten or items such as vegetables which will be cooked to 135°F. • Seafood, fish, eggs minimum cooking temperature of 145°F. • Raw whole meats minimum cooking temperature of 145°F. • Raw ground meats minimum cooking temperature of 155°F. • Raw poultry minimum cooking temperature of 165°F. Cleaning and sanitizing are different steps. Cleaning or washing; uses soap and water to get rid of dirt, debris, and left -over food. Sanitizing is the step to follow cleaning which uses chemicals or heat to kill germs. Sanitizing without first washing is not effective as the dirt and debris on a surface will not allow the chemical or heat to do its job. Washing without following with a sanitizing step leaves germ on surfaces. Therefore, both steps are needed. All surfaces which may come into contact with food are required to be washed, rinsed, and sanitized in that order. All other areas, such as walls and floors, which do not have direct contact with food must also be kept clean. Keeping these other areas and surfaces clean will reduce cross contamination of food, prevent pests, and help prevent accidents. 36 Operations Manual Washing Dishes: Dishes, utensils, and other food contact surfaces can be washed and sanitized by using a machine or by hand. Whichever methods is used the basic steps are the same: 1. Makes sure the sink or machine is clean and sanitized before starting. 2. Scrape all left over food into the garbage. 3. Wash dishes in hot, soapy water. If doing by hand this is done in the first compartment of the sink. 4. Rinse dishes with clean, hot water. By hand this step is done in the second compartment of the sink. 5. Sanitize by soaking the dishes in warm water with the sanitizer mixed to the concentration listed on the label or in sanitizing temperature water. By hand this is done in the third compartment of the sink. 6. Air dry. A towel should never be used to dry dishes or to set dishes upon to dry as it can put germs back on the dish. Mechanical (Machine) Washing: A dishwashing machine will automatically follow the wash, rinse, and sanitize steps; however, it must be checked often to make sure the correct temperature and chemical concentration are being met. Generally, wash water must be at least 1207, chemical sanitizing concentration should be 50 ppm to 100 ppm, and heat sanitizing must reach 165°F at the surface of the dishes. Some machines will require different temperatures and concentrations as determined by the manufacturer's guidelines. 37 Operations Manual EMERGENCY /CRISIS MANAGEMENT: Affected Personnel: MOD, SECURITY MANAGER, ALL • During events at the X Complex, Police and Fire personnel as well athletic trainers are usually on site and can be contacted via Channel X on the radio. • In the event of an emergency, request assistance immediately and provide your exact location. In most emergency situations, time is very important so the better you can provide your location the sooner assistance may be able to arrive. • After contacting emergency personnel for assistance, contact the Manager on Duty and fill out an incident report • If local Police and/or Fire personnel are not on site, immediately notify management of the emergency and call 911, if needed. EVACUATION PLAN 1) Evacuation route maps have been posted in each work area. The following information is marked on evacuation maps: 1. Emergency exits 2. Primary and secondary evacuation routes 3. Locations of fire extinguishers 4. Fire alarm pull stations 2) Site personnel should know at least two evacuation routes. 38 Operations Manual EMERGENCY PHONE NUMBERS FIRE DEPARTMENT: XXX.XXX.XXXX AMBULANCE: 911 POLICE: XXX.XXX.XXXX SECURITY ALARM COMPANY: TBD - Opening FIRE ALARM COMPANY: TBD - Opening 39 Operations Manual UTILITY COMPANY EMERGENCY CONTACTS (Specify name of the company, phone number and point of contact) Phone: WATER: Name: Phone: GAS: Name: Phone: PHONE COMPANY: Name: Phone: Operations Manual EMERGENCY — CALL LIST: Affected Personnel: GUEST SERVICES AT FRONT DESK In the Event of an Emergency that warrants calling the Police, Fire or Ambulance • Call the Emergency Services The following is the list of contacts, one of which should be contacted after calling the Police - call in descendin order until one of the following is contacted: General Manager Facility Manager Security Manager Operations Manager Sport Manager Finance Manager Guest Services Coordinator CONTACT LIST IN FORMS APPENDIX 41 Operations Manual MEDICAL EMERGENCY 1) Call medical emergency phone number (page 52): 2) Provide the following information: a. Nature of medical emergency b. Location c. Provide additional location details (area of building, room number) d. Your name and phone number from which you are calling. 3) Do not move victim unless absolutely necessary. 4) Call trainer or management staff trained in CPR and First Aid to provide the required assistance prior to the arrival of the professional medical help: 5) If personnel trained in First Aid are not available, as a minimum, attempt to provide the following assistance: a. Stop the bleeding with firm pressure on the wounds (note: avoid contact with blood or other bodily fluids). b. Clear the air passages using the Heimlich Maneuver in case of choking. 6) In case of rendering assistance to personnel exposed to hazardous materials, wear the appropriate personal protective equipment. Attempt first aid ONLY if trained and qualified. 42 Operations Manual FIRE EMERGENCY When fire is discovered: 1) Activate the nearest fire alarm (if installed) 2) Notify the local Fire Department by calling xxx.xxx.xxxx 3) If the fire alarm is not available, notify the site personnel about the fire emergency Fight the fire ONLY if: 1) The Fire Department has been notified. 2) The fire is small and is not spreading to other areas. 3) Escaping the area is possible by backing up to the nearest exit. 4) The fire extinguisher is in working condition and personnel are trained to use it. Upon being notified about the fire emergency, occupants must: 1) Leave the building using the designated escape routes. 2) Assemble in the designated area (specify location): 3) Remain outside until the competent authority (Designated Official or designee) announces that it is safe to reenter. Manager on Duty, Security Personnel or Supervisors must: 1) Coordinate an orderly evacuation of personnel. 2) Perform an accurate head count of personnel reported to the designated area. 3) Determine a rescue method to locate missing personnel. 4) Provide the Fire Department personnel with the necessary information about the facility. 5) Disconnect utilities and equipment unless doing so jeopardizes his/her safety. 6) Perform assessment and coordinate weather forecast office emergency closing procedures Floor Staff must: 1) Ensure that all employees have evacuated the area/building. 2) Report any problems to the Emergency Coordinator at the assembly area. Assistants to Physically Challenged should: 1) Assist all physically challenged employees/guests in emergency evacuation 43 Operations Manual 011414 ►1119 171•1TA 4 :411•1""3 In the event of extended power loss to the facility certain precautionary measures should be taken. 1) Unnecessary electrical equipment and appliances should be turned off in the event that power restoration would surge causing damage to electronics and effecting sensitive equipment. 2) Facilities with freezing temperatures should turn off and drain the following lines in the event of a long-term power loss. a) Fire sprinkler system b) Standpipes c) Potable water lines d) Toilets 3) Add propylene -glycol to drains to prevent traps from freezing 4) Equipment that contain fluids that may freeze due to long term exposure to freezing temperatures should be moved to heated areas, drained of liquids, or provided with auxiliary heat sources. Upon Restoration of heat and power: 1) Electronic equipment should be brought up to ambient temperatures before energizing to prevent condensate from forming on circuitry. 2) Fire and potable water piping should be checked for leaks from freeze damage after the heat has been restored to the facility and water turned back on. 44 Operations Manual CHEMICAL SPILL: The following are the locations of: Spill Containment and Security Equipment: TBD Opening Personal Protective Equipment (PPE): TBD Opening MSDS sheets for all chemicals are provided by appropriate vendors and located in the kitchen and in the cleaning storage room. When a Large Chemical Spill has occurred: 1) Immediately notify the designated official and Emergency Coordinator. 2) Contain the spill with appropriate equipment (e.g., pads, booms, absorbent powder, etc.). 3) Secure the area and alert other site personnel. 4) Do not attempt to clean the spill unless trained to do so. 5) Attend to injured personnel and call the medical emergency number, if required. 6) Call the local Fire Department (if arrangement has been made) to perform a large chemical (e.g., mercury) spill cleanup. 7) Evacuate buildings as necessary When a Small Chemical Spill has occurred: 1) Notify the General Manager and/or supervisor (select one). 2) If toxic fumes are present, secure the area (with caution tapes or cones) to prevent other personnel from entering. 3) Deal with the spill in accordance with the instructions described in the MSDS. 4) Small spills must be handled in a safe manner, while wearing the proper PPE. 5) Review the general spill cleanup procedures. DESCENDING EMERGENCIES In the event of an emergency outside of the scope of training, and assistance with a descent is needed, call 911 and then contact the local fire department directly. 45 Operations Manual TELEPHONE BOMB THREAT CHECKLIST INSTRUCTIONS: BE CALM, BE COURTEOUS. LISTEN. DO NOT INTERRUPT THE CALLER. YOUR NAME: TIME: DATE: CALLER'S IDENTITY SEX: Male Female Adult Juvenile APPROXIMATE AGE: ORIGIN OF CALL: Local Long Distance Phone Number if on ID _ VOICE CHARACTERISTICS SPEECH LANGUAGE _Loud _Soft _Fast _Slow _Excellent _Good _High Pitch _Deep _Distinct _Distorted _Fair _Poor _Raspy _Pleasant _Stutter _Nasal _Foul _Intoxicated _Slurred Other Other Other ACCENT MANNER BACKGROUND NOISES _Local _Not Local _Calm _Angry _Factory _Trains _Foreign _Region _Rational _Irrational _Machines _Animals _Race _Coherent _Incoherent _Music _Quiet _Deliberate _Emotional _Office _Voices _Righteous _Laughing _Machines _Airplanes _Street _Party _Traffic _Atmosphere iM Operations Manual BOMB FACTS PRETEND DIFFICULTY HEARING - KEEP CALLER TALKING - IF CALLER SEEMS AGREEABLE TO FURTHER CONVERSATION, ASK QUESTIONS LIKE: When will it go off? Certain Hour Time Remaining Where is it located? Building Area What kind of bomb? What kind of package? How do you know so much about the bomb? What is your name and address? If building is occupied, inform caller that detonation could cause injury or death. 1) Activate malicious call trace after call: Hang up phone and do not answer another line. Choose same line and dial *57 (if your phone system has this capability). Listen for the confirmation announcement and hang up. 2) Notify your supervisor immediately. 3) Call 911 and relay information about call. 4) Did the caller appear familiar with plant or building (by his/her description of the bomb location)? Write out the message in its entirety and any other comments on a separate sheet of paper and attach to this checklist. 47 Operations Manual SEVERE WEATHER AND NATURAL DISASTERS Tornado: 1) When a warning is issued by sirens or other means, seek inside shelter. Consider the following: a) Small interior rooms on the lowest floor and without windows, b) Hallways on the lowest floor away from doors and windows, and c) Rooms constructed with reinforced concrete, brick, or block with no windows. 2) Stay away from outside walls and windows. 3) Use arms to protect head and neck. 4) Remain sheltered until the tornado threat is announced to be over. Hurricane: 1) Stay calm and await instructions from the Emergency Coordinator or the designated official. 2) Keep away from overhead fixtures, windows, filing cabinets, and electrical power. 3) Assist people with disabilities in finding a safe place. 4) Evacuate as instructed by the Emergency Coordinator and/or the designated official. Earthquake: 1) Stay calm and await instructions from the Emergency Coordinator or the designated official. 2) Keep away from overhead fixtures, windows, filing cabinets, and electrical power. 3) Assist people with disabilities in finding a safe place. 4) Evacuate as instructed by the Emergency Coordinator and/or the designated official. Flood: If indoors: 1) Be ready to evacuate as directed by the Emergency Coordinator and/or the designated official. 2) Follow the recommended primary or secondary evacuation routes. If outdoors: 1) Climb to high ground and stay there. 2) Avoid walking or driving through floodwater. 3) If car stalls, abandon it immediately and climb to a higher ground. Operations Manual CRITICAL OPERATIONS During some emergency situations, it may be necessary for some specially assigned personnel to remain at the work areas to perform critical operations. Assignments: Work Area Name Job Title Description of Assignment 1) Personnel involved in critical operations may remain on the site upon the permission of the site manager on duty. 2) In case emergency situation will not permit any of the personnel to remain at the facility, the manager on duty or other assigned personnel shall notify the SFC Home Office and to initiate backups. This information can be obtained from the Emergency Evacuation Procedures. The following should be contacted: Name/Location: SFC Home Office Telephone Number: 727-474-3845 Name/Location: Telephone Number: Operations Manual OPERATIONS REFUELING ENGINES: Affected Personnel: OPERATIONS STAFF The following steps are to be followed when filling a gas storage tank on a small engine i.e. ice edger, lawn maintenance equipment, snow blower etc. Note: Never fill the gas tank while the engine is running! • The portable gasoline container should carry the UL Classification Mark of Underwriters Laboratories Inc. • Fill equipment before using or allow equipment to cool down at least 15 minutes prior to refueling. Never attempt to refuel a HOT gasoline powered engine • Only refuel outdoors and at least 10 feet away from all potential sources of ignition • Refuel on concrete not on the asphalt. Gasoline will chemically destroy asphalt • Keep a fire extinguisher nearby and know how to use it • Ensure that you have the proper fuel. (4 cycle engine — gasoline, 2 cycle engine — mixed fuel) • Ensure the gasoline fueled equipment has not been allowed to sit in direct sunlight for an extended period of time • Remove the fuel cap slowly, any hissing indicates that fuel storage tank is under pressure — Do not remove the fuel cap. Allow to the unit is allowed to "cool down" before the fuel cap is removed • To avoid spilling, pour slowly, using a funnel or flex spout neck • Do not spill any fuel on equipment. If a spillage occurs, clean up immediately and dispose of the cloths/rags in an airtight container to ensure no spontaneous combustion occurs • Never overfill the fuel tank. Allow adequate room in the tank for expansion 50 Operations Manual REFUELING GASOLINE ENGINES MUST NOT BE CARRIED OUT WITHIN FACILITY - IT IS AN EXTREMELY DANGEROUS PRACTICE. When refilling the portable gasoline container: • Dispense gasoline only into approved UL containers • Do not fill a container while it is inside a vehicle, a vehicle's trunk, pickup bed or on any surface other than the ground. • Bring the fill nozzle in contact with the inside of the fill opening before operating the nozzle. Static electricity will be a form of ignition • Contact should be maintained until the filling operation is complete • No Smoking is allowed in the vicinity of the refueling operations of any type of equipment Personal Protective Equipment • Safety Gloves • Safety Eye Wear 51 Operations Manual GOLF CART PROTOCOL: Affected Personnel: FACILITIES/GUEST SERVICES/OPERATIONS/FOOD AND BEVERAGE Golf carts are used to transport people during events. It is not recommended that X Facility use them to transport patrons, but if they do then the following measures need to be in place: 1. Only drivers possessing a valid state driver's license should be operating golf carts with passengers in them. 2. Avoid rear facing passengers unless absolutely necessary. All passengers should be in the front facing seats. 3. Only able bodied adults should be allowed to use the rear facing seats. Any children, elderly or physically challenged passengers should use the front facing seats. 4. When rear facing passengers are on board cart speed should be lowered to walking speed to minimize the risk of injury. 5. Each passenger should have his/her own seat on board the cart — i.e. a four -seat cart should seat no more than four passengers. Passengers are not permitted to hang off the sides or sit in other passenger's laps. 6. Small children should not be allowed to sit on the outside seats. Only adults or older children should be on the outside seats. 7. Drivers need to continually monitor their passengers while in transit. 8. Speed should be adjusted based on weather, safety of passenger or any other environmental conditions. 9. A first aid kit should be on any cart used to transport passengers. 10. Drivers should have a means to communicate with venue staff (e.g., cell phone, radio). 11. Damaged or defective carts should never be used to transport patrons. 52 Operations Manual WAIVER: Affected Personnel: GUEST SERVICES Every person, regardless of age, must have a completed liability waiver on file to use the complex if not covered by an event certification of insurance. If 16 or 17 yrs. old, a parent/guardian must fill out a waiver, add the person as a minor, and sign the form; a photo ID is required for admission. If under 16 yrs. old, a parent/guardian must be at the venue along with the minor for supervision. 53 Operations Manual CLEANING: BLOOD BORNE PATHOGENS — EXPOSURE CONTROL PLAN & CLEAN UP PROCEDURES Affected Personnel: HOUSEKEEPING, SPORTS COACHES, EVENT SECURITY Responsibility The Facility Manager and Sports Coordinator are responsible for ensuring their employees comply with the provisions of this plan. The Operations Department is responsible for providing all necessary supplies such as personal protective equipment, soap, bleach and Hepatitis B vaccinations identified in this procedure. The Facility Manager or Sports Coordinator will be responsible for training and ensuring Operations — Housekeeping staff and Coaches staff members are aware of how to deal with bodily fluid spills and for disposing waste. Eneineerine and Work Practice Controls Don't touch or use anything that has the victim's body fluid on it without a barrier between you and the fluid. The safest assumption is that all body fluids are infectious and must be treated accordingly. Universal Precautions Universal Precautions are the minimum acceptable work practice for protection against transmission of blood borne pathogens in the workplace. It is the practice of treating all blood and other potentially infectious material as if it is infectious with blood borne pathogens and avoiding all direct contact with this material. Using Universal Precautions potentially excludes urine, feces, vomit, nasal secretions, saliva in non -dental settings and sweat from cautionary handling. Although these body fluids are not potentially infectious with blood borne pathogens all except sweat may be infectious with other diseases. The following protocols exist to protect oneself from infection. • Universal precautions will be observed by all Operations employees in order to prevent contact with blood or other potentially infectious materials. All blood or other potentially infectious materials will be considered infectious. 54 Operations Manual • Employees must wash their hands or other skin with soap and water, or flush mucous membranes with water, as soon as possible following an exposure incident (such as a splash of blood to the eyes or an accidental needle stick). • Employees must wash their hands immediately (or as soon as feasible) after removal of gloves or other personal protective equipment. Employees shall familiarize themselves with the nearest hand washing facilities. The X Complex buildings are public access buildings; they have available hand washing facilities in public restrooms and janitorial closets. Personal Protective Equipment Where occupational exposure remains after institution of engineering and work controls, personal protective equipment shall also be utilized. The Operations / Sports Department or contracted cleaning company will provide: • Gloves • Face shields • Masks • Eye Protection The Operations / Sports Department or contracted cleaning company as appropriate will supply, replace or repair personal protective equipment as necessary at no cost to employees. All personal protective equipment to be used will based upon the anticipated exposure to blood or other potentially infectious materials. The protective equipment will be considered appropriate only if it does not permit blood or other potentially infectious materials to pass through or reach the employee's clothing, skin, eyes, mouth, or mucous membranes under normal conditions of use and for the duration of time for which the protective equipment will be used. Employees must: • Utilize protective equipment in occupational exposure situations • Remove garments that become penetrated by blood or other potentially infectious material immediately or as soon as feasible • Replace all garments that are torn or punctured, or that lose their ability to function as a barrier to blood borne pathogens • Remove all personal protective equipment before leaving the work area • Place all garments in the appropriate designated area or container for storage, cleaning, decontamination, or disposal. 55 Operations Manual If a routine booster dose of Hepatitis B vaccine is recommended by U.S. Public Health Service at a future date, such booster doses shall be made available at no cost to the employee. Post -Exposure Evaluation and Follow -Up All exposure incidents shall be reported, investigated, and documented. When the employee incurs an exposure incident (blood borne pathogens), it is to be reported immediately to the Facility Manager or Sports Coordinator as appropriate. Following a report of an exposure incident, the exposed employee will go to their immediate Supervisor who will arrange through HR for a confidential medical evaluation and follow-up, including at least the following elements: • Documentation of the route(s) of exposure • A description of the circumstances under which the exposure occurred • The identification and documentation of the source individual. (The identification is not required if the employer can establish that identification is impossible or prohibited by state or local law.) • The collection and testing of the source individual's blood for HBV and HIV serological status • Post -exposure treatment for the employee, when medically indicated in accordance with the U.S. Public Health Service • Counseling • Evaluation of any reported illness The Healthcare professional evaluating an employee will be provided with the following information: • A copy of this plan • A copy of the OSHA Blood borne Pathogen regulations (29 CFR 1910.1030) • Documentation of the route(s) of exposure • A description of the circumstances under which the exposure occurred • Results of the source individual's blood testing, if available • All medical records applicable to treatment of the employee, including vaccination status • The employee will receive a copy of the evaluating healthcare professional's written opinion within 15 days of the completion of the evaluation. 56 Operations Manual The healthcare professional's written opinion for Hepatitis B vaccination is limited to the following: • Whether the employee needs Hepatitis B vaccination • Whether the employee has received such a vaccination The healthcare professional's written opinion for post -exposure evaluation and follow-up is limited to the following information: • That the employee was informed of the results of the evaluation • That the employee was informed about any medical conditions resulting from exposure to blood or other infectious materials that require further evaluation or treatment. All other findings or diagnoses will remain confidential and will not be in a written report. All medical evaluations shall be made by or under the supervision of a licensed physician or by or under the supervision of another licensed healthcare professional. All laboratory tests must be conducted by an accredited laboratory at no cost to the employee. All medical records will be kept in accordance with 29 CFR 1910.1020. Training All high -risk employees (Janitors, Coaches, Event Crew) shall participate in a training program provided by their employer. Training will occur before assignment to a task where occupational exposure may take place and at least annually thereafter. Additional training will be provided when changes such as modification of tasks or procedures affect the employee's occupational exposure. Any employee who is exposed to infectious materials shall receive training, even if the employee was allowed to receive the HBV vaccine after exposure. 57 Operations Manual The training program will include at least the following elements: • An accessible copy of the regulatory text of 29 CFR 1910.1030 and an explanation of its contents • A general explanation of the epidemiology and symptoms of blood borne diseases • An explanation of the modes of transmission of blood borne pathogens • An explanation of the employer's exposure control plan and the means by which the employee can obtain a copy of the written plan • An explanation of the appropriate methods for recognizing tasks and other activities that may involve exposure to blood or other potentially infectious materials • An explanation of the use and limitations of methods that will prevent or reduce exposure, including appropriate engineering controls, work practices, and personal protective equipment • Information on the types, proper use, location, removal, handling, decontamination, and disposal of personal protective equipment • An explanation of the basis for selection of personal protective equipment. HEPATITIS B VACCINE DECLINATION I understand that due to my potential occupational exposure to blood or other infectious materials that I may be at risk of acquiring Hepatitis B virus infection. I have been given the opportunity to be vaccinated with the Hepatitis B vaccine at no charge to myself. However, I decline the Hepatitis B vaccination at this time. I understand that by declining this vaccine, I continue to be at risk of acquiring Hepatitis B, a serious disease. If in the future I continue to have occupational exposure to blood or other potentially infectious materials and I want the Hepatitis B vaccine, I can receive the vaccine series at no charge to me. Print Name Title Signature Date 58 Operations Manual BODILY FLUIDS — CLEAN UP USING SAFE N' EASY EMERGENCY CLEAN UP KIT Affected Personnel: HOUSEKEEPING Each Safe N' Easy Emergency Clean -Up Kit should contain the following: ■ (1) Emergency Clean -Up Powder o oz. Pak 120:1 Pick Up Ratio Gels Over 5 Quarts of Liquid ■ (1) Pair Seamless Latex Hospital Grade Gloves o Added Touch Sensitivity, Strength and Protection ■ (2) Pick Up Spatulas with Formed Handles o Water Resistant for Strength and Easy Scoop Up ■ (1) Large EPA Registered Germicidal Cloth ■ (2) Black Disposable Bags with Twist Ties o For Disposal of Non -Infectious Spills ■ (1) Bio-Hazard Labeled Disposal Bag and Twist Tie o For Outer Bag Disposal of Hazardous Waste Only ■ (2) Sets of Velcro Strips per 6 Pack Box o For Convenient Wall Mounting of Box Housekeeping —Clean Up Procedure Employees must perform all procedures involving blood or other potentially infectious materials in such a manner as to minimize splashing, spraying, splattering, and generation of droplets of these substances. Staff responding to a "request to clean up a spill" will respond as follows: • Take with them at least two Wet Floor Signs • Wherever possible the Safe n' Easy Emergency Clean Up Kit will be used • Prior to cleaning the spill ensure that the Wet Floor signs are put in place • If possible "Shut Down" the room or space where the spill has occurred • Put on protective gloves and eye protection • Open Emergency Clean -Up Powder packet. Sprinkle entire pouch over spill, starting from the outer edges and working to the center • Wait approximately 30 seconds to 1 minute for spill to gel • Take out the black bag disposal bags and open both of them. Roll down the tops of the bags until cuff is formed which will hold bags open • Using spatulas, scoop up the gel and place in the first disposal bag • Discard the spatulas in the first disposal bags 59 Operations Manual • Close the first bag with the twist tie • Place first sealed bag into second Black Bag • Open germicidal cloth and thoroughly wipe down the contaminated area. Discard in second disposal bag • NOTE: SURFACE WILL BE MOIST WITH VISIBLE DROPS OF GERMICIDE. ALLOW THE SURFACE TO AIR DRY (APPROXIMATELY 10 MINUTES) • Take off gloves and place them into the second disposal bag • Close the second disposal bag with the twist tie • Wipe off your hands with the antiseptic towel • If the spill is considered potentially infectious, place the closed Black Bags in the Red Bag and close with a twist tie • The Red Bag is provided strictly as an outer bag to designate infectious waste • If the spill is not considered infectious (Vomit, Non -Blood Body Fluid) — Do not use the RED bag. Discard the black disposable trash bags in the garbage dumpster in compliance with local regulations • Take the trash bags, mop and bucket "back of house" or to a Janitor's Closet • Wearing gloves, clean the mop, wringer and bucket with a germicidal valve • Hang the mop to dry If the spill is considered potentially infectious Take the Red Bag(s) to one of the following locations (depending on the location of the spill) and place in designated container: First Aid/Sports Storage or Sports Performance Notify either a Facility Manager or the Sports Coordinator who will make arrangements to have the bag(s) containing the infectious waste to be "picked up" by an appropriate infectious waste handler. Personal Protective Equipment • Disposable Latex Gloves • Eye Protection INC Operations Manual SHARPS CLEAN UP: Affected Personnel: OPERATIONS / HOUSEKEEPING Operations / Housekeeping staff members that encounter improperly disposed needles will dispose of them in labeled sharps containers located at First Aid/Sports Room Cautions • Needles should never be recapped • Needles may be moved or picked up only by using a mechanical device or tool (forceps, pliers, broom and dust pan) • Known or suspected contaminated sharps shall be discarded immediately or as soon as feasible in container that is closable, puncture -resistant, leak -proof on sides and bottom, and marked with an appropriate biohazard label • When containers of contaminated sharps are being moved from the area of use or discovery, the containers shall be closed immediately before removal or replacement to prevent spillage or protrusion of contents during handling, storage, transport, or shipping • Reusable containers shall not be opened, emptied, or cleaned manually or in any other manner that would expose employees to the risk of percutaneous injury 61 Operations Manual GRAFFITI REMOVAL: Personal Protective Equipment • Disposable Latex Gloves • Eye Protection • Forceps, pliers, broom and dust pan Affected Personnel: HOUSEKEEPING Required Supplies & Equipment • Soap, water and a soft brush • Commercial Cleaner and a medium bristle brush — as appropriate • Removal product that's appropriate for the application method and surface — as appropriate Preparation • Cordon off work area while graffiti removal process underway Graffiti Removal Procedures for Graffiti Evaluation / Removal All instances of graffiti will be reported to the Facility Manager The Facility Manager will attempt to identify the method of application and the durability of the surface. The sooner you remove graffiti, the easier it is to clean. Before selecting the best removal method, the Housekeeping Supervisor will identify the surface to be cleaned and the method used to apply the graffiti. Smooth, hard surfaces are the easiest to clean and rough, porous surfaces are the most difficult. Materials used to apply graffiti include spray paint, grease pencils, felt -tipped pens, water -based paint, stickers, shoe polish and even crayons 62 Operations Manual The Housekeeping Supervisor will assess the best removal method after inspecting the surface type and the nature of the graffiti. The Housekeeping Supervisor will contact the Director of Operations if: • If the graffiti is extensive • On a surface that cannot be cleaned without damaging the original surface • Of a substance that is either non removable or will leave residual marks • The graffiti is gang related • Pornographic or objectionable images or ethnic slurs • Constitutes itself as a hate crime (an offense committed against another person, with the specific intent to cause harm to that person due to their race, gender, sexual orientation, religion, or culture, etc.) In those cases where the graffiti is extensive, on a surface that cannot be cleaned without damaging the original surface or is of a substance is either non removable or will leave residual marks and that will result in significant cost to restore the surface to its original condition - the Facility Manager will treat the incident as malicious damage and contact the facilities Insurance Broker and the local Police Department. In those cases where the graffiti is gang related, pornographic, has objectionable images, ethnic slurs or constitutes itself as a hate crime the local Police Department should be contacted immediately. If practical, the image should be covered immediately. No attempt at cleaning should made until after the Police Department have visited the site and decided on a course of action. When approved by the Police the graffiti should be removed as soon as possible. Reporting to the appropriate agency is critical. The Police Department should be contacted at their non -emergency number to report it as a crime. If appropriate, indicate that the graffiti is a bias / hate crime or gang -related. Ask the Police if they want to visit the site or should you proceed with the removal process. Caution: If you choose to remove gang -related graffiti, be aware! Gang members may take offense to your actions. It's best to remove gang graffiti during early daylight hours with a partner. If the graffiti is minor and / or the Police have given their approval for removal the Housekeeping Supervisor will ensure that a small test area is treated first to determine if the process has an adverse effect on the surface. 63 Operations Manual Removal Method It is generally accepted that the best solution is to remove graffiti within 24 hours. Generally speaking, the removal process should be one that has the least destructive impact on the original surface. The following removal methods should be attempted: • Using soap, water and a soft brush first • Commercial Cleaner and a medium bristle brush • Removal product that's appropriate for the application method and surface In many instances, graffiti can be cleaned using a removal product rather than painting over it. Removing graffiti is preferred since it is easier than painting and eliminates the difficulty of matching paint color. Most graffiti removal products are relatively inexpensive and easy to use. Generally, they are non- toxic however the MSDS has to be checked before any there is any attempt to use the product. If the less damaging solutions noted above are effective other removal methods of graffiti removals are: • Unpainted brickwork or stone - application of a graffiti remover solvent and wash with high pressure water • Painted brickwork — test as for unpainted surface with low pressure wash or paint over in closest available color match • Concrete paving or blocks - application of graffiti remover solvent and wash with high pressure water • Timber - paint over in closest available color match • Metal Fencing - application of graffiti remover solvent and immediate low-pressure water wash • General Metal surfaces - application of graffiti remover solvent and wipe off. Water wash • General Plastic surfaces - application of graffiti remover solvent and wipe off. Water wash • Pretreated anti -graffiti surfaces - application of graffiti remover solvent and low-pressure water wash 64 Notes: Operations Manual • The use of the high-pressure water equipment may cause minor abrasion to the surfaces of soft stonework or certain types of brick and block work • Holding the high-pressure wash nozzle close to the surface dramatically increases the pressure being exerted on the surface and may damage the original surface • The use of graffiti remover solvents may cause loss of color and paint peeling to painted or "color bond" surfaces • The extent of surfaces to be painted over will generally be limited to the area of the graffiti, and will not extend to the total surface of the structure / wall • No attempt at graffiti removal should be attempted until a test area has been completed Record Keeping The Director of Operations / Housekeeping Supervisor will ensure that records are maintained detailing the number of incidents of graffiti appearing at the Hoover Met Complex. These records will include: • Details of graffiti • Location • At least two pictures of the graffiti showing location • Time/date reported • Time/date removed • Cost of removal Personal Protective Equipment • Disposable Latex Gloves — dependent on cleaning product being used • Rubber acid resistant safety gloves — dependent on cleaning product being used • Eye Protection Glasses, Goggles, Face Shield — dependent on cleaning product being used 65 Operations Manual DUSTING: Affected Personnel: HOUSEKEEPING Reauired SuaDlies & Eauioment • Spray dust treatment • Dust cloths • Short -handled dusting tools • Portable tank vacuum with attachments • Soft whisk broom Dusting • Horizontal surfaces include the desktops, tables, cabinets, ledges, window sills, decorative moldings, wall -mounted HVAC vents, and window blinds • Vertical surfaces include sides of desks, tables, cabinets, furniture legs, picture frames doors and moldings • If not using a pretreated dust cloth - spray dust treatment on the dust cloth or dusting tool to be used — being careful not to overspray onto the surrounding surfaces • Dust furniture surfaces using the treated dust cloth or short -handled dusting tool • Items such as computer screens telephones, desk -sets, and picture frames should be dusted, only dust the computer key board if the computer is off. • Avoid moving items which appear too fragile to be handled safely • Papers, books and other work material left on tops of furniture should not be moved • Never read or look through paperwork left on furniture • A short -handled dusting tool should be used to dust wall surfaces up to a height of about eight feet, and most low surfaces • Move the treated cloth or dusting tool over the surface so that the dust particles are trapped in the fibers, avoid snapping, flicking or shaking the dust cloth or tool, which would redistribute the dust to other surfaces • To dust decorative moldings, window blinds, upholstered furniture and other irregular surfaces, use a portable tank vacuum equipped with a soft brush attachment. Use a soft whisk broom to remove soil from crevices in upholstered furniture Operations Manual Cleanup • Vacuum dusting tool heads after use • If dusting cloths or tools become soiled — use a one and put used cloth to be laundered and retreated • If dust cloth is the disposable type, and is no longer usable, discard it properly Personal Protective Equipment • Disposable Latex Gloves 67 Operations Manual RESTROOMS: Affected Personnel: HOUSEKEEPING Required Supplies & Equipment • Restroom / Washroom closed for Maintenance Sign • Glass Cleaner • Soft cloth(s) • Neutral disinfectant cleaner • Toilet bowl disinfectant cleaner • Broom and dustpan • "Caution — Wet Floor" Signs • Mop Pail cleaner • Replacement supplies i.e. hand soap, hand towel, toilet tissue, trash / waste bags, seat covers, changing table pads, facial tissue and sanitary napkin dispenser refills Preparation • Collect all equipment and materials to clean the entire washroom. • Use the Janitors Cart Checklist • Before entering announce your presence ("Housekeeping, is there anybody in here?") • If the building is open and the room is unoccupied/clear enter the room and put up a "Cleaning — Maintenance" sign at the room entrance • If you discover any broken or vandalized equipment — Report it to your Supervisor who will refer it Engineering / Operations for repair or replacement Restroom Cleaning - Steps • Wear disposable gloves and any other Personal Protective Equipment required (i.e. protective eye wear when dealing with corrosive chemicals) • Ensure you are familiar with the information on Material Data Safety Sheet for each cleaning product being used in the cleaning operation Dusting • Dust all high ledges • Remove all dust and dust webs with a "Iambs' wool" duster • Clean the wall vents, top of doors and partitions with wipers dampened with disinfectant solution (lights, door ledges, tops of restroom partitions, ceiling vents) Mirrors and Light Fixtures • Spray glass cleaner on mirrors and wipe • Continue to wipe until streaks are gone and mirror is dry • Wipe off the light fixtures with glass cleaner and clean wipers Operations Manual Clean Wash Basins • Using a creme, non-abrasive cleanser, mild acid cleanser, or germicidal solution (depending on soil levels) clean the interior surfaces of all wash basins • Exterior surfaces, faucets, and piping under basins should also be cleaned daily • Wipe chrome fixtures dry with a soft cloth or wiper • The Wash basin should be disinfected during each cleaning operation • Do not use powerful acid toilet bowl and urinal cleaners in wash basins. Wash basins are sometimes made of baked enamel that will be removed by strong acids or scrubbing with harsh abrasives. Use strong acid cleaners only on vitreous china toilets and urinals • Check faucets for dripping and ease of operation; also check the drain flow to see that each drain is clean and empties the wash basin. If necessary, contact your Supervisor who will report any deficiencies to Engineering of Clean Walls and Partitions • Dampen a cloth with a germicidal solution or spray germicidal cleaner directly to the surface • Wipe off shelves, dispensers, receptacles, doors and partitions Counter Tops and Baby Change Stations • Spray with neutral disinfectant cleaner • Wipe dry using paper towel or clean rag Napkin Disposal Containers • Empty contents into the garbage container • Spray with neutral disinfectant cleaner • Wipe dry using paper towel or clean rag • Install a new disposal bag Toilet Bowls and Urinals • Wear protective eye wear • Apply toilet bowl disinfectant cleaner to toilets and urinals. See Procedure General - Toilet Disinfection & Cleaning and Procedure General - Urinal Disinfection & Cleaning • Squirt toilet bowl cleaner on the inside, around the inside rim of the toilet/urinal • Using a toilet brush or swab clean the inside of the toilet / urinal • Let the cleaner stand while the balance of the restroom is being cleaned • Flush when finished • Spray outside of toilet bowl with disinfectant cleaner, then wipe dry (both sides of seat, basin, behind seat, handle) • Spray chrome handle with disinfectant cleaner and wipe dry leaving no smear marks Operations Manual • Do not damage the smooth surface of vitreous china toilets and urinals by heavy scrubbing with abrasive materials • Flush, agitate with the brush or bowl swab • Flush again Spot / Graffiti Cleaning • Use the general all-purpose cleaner for heavy build up or marks. See Procedure "Graffiti Removal" • Spot clean walls and partitions Trash / Waste Containers • See Procedure "General — Trash / Waste Containers — Emptying & Cleaning" • Empty all Trash / Waste containers • Do not compact garbage • Be aware of sharp objects. • Wipe down inside and outside of trash cans with a germicidal cleaner before replacing the plastic liner • Put in new trash bag General • Sweep debris into dustpan and empty into garbage container on your cart • Polish waste cans, hand driers and drinking fountains • Replenish Supplies - hand soap, hand towel, toilet tissue, trash / waste bags, seat covers, changing table pads, facial tissue and sanitary napkin dispenser refills • Check the deodorizers and refill them when it is necessary. Ensure that all multiple toilet roll dispensers are full • Check the working condition of all the dispensers in the restroom. Report any defects, broken dispensers, etc. to your Supervisor who will relay the information to Maintenance • Mop the entire floor with a neutral cleaner mop six to eight inches up the baseboards - Change the mop water after every couple of bathrooms • When finished mopping the floor — pour clean water down the floor drain(s) to keep the floor drain full of water • If there is a smell from the floor drains — fill with water and report to Maintenance so that the trap seal primer can be checked 70 Operations Manual • Place Wet Floor signs and leave in place until floor is dry — remove signs as soon as the floor is dry • When finished cleaning tasks remove the disposable gloves by turning them inside out as you take them off and place disposable gloves in the garbage on the janitor's cart Personal Protective Equipment • Disposable Latex Gloves • Safety Eye Wear 71 Operations Manual TRASH: Affected Personnel: HOUSEKEEPING Required Supplies & Equipment • Custodial Cart with trash / garbage collection receptacle attached • Disinfectant solution in plastic spray bottle • Clean rags and sponges • Supply of plastic trash / garbage can liners • Stainless Steel Cleaner (if Stainless Steel units) Preparation • Prepare a disinfectant solution in the plastic spray bottle in accordance with the manufacturer's instructions • Spray the rag or sponge with the solution • Keep another cleaning rag clean and dry Emptying / Cleaning Trash / Garbage Container • Empty the trash receptacle into the trash collection bag on the cart or remover bag in its entirety if a large container • Do not reach into the waste basket • Carefully dump the contents into the bag • If the plastic liner in the can is torn, soiled or wet or has previously been used for food /drink waste - replace it from the supply on the cart • If the inside of the waste container itself is soiled or wet, damp wipe the inside using the disinfectant solution and a sponge or rag • Damp wipe the outside of the container to remove soil and smudges. Spray additional disinfectant solution on the outside the container and dry using clean dry rag • If the receptacle is stainless steel or another bright metal, use the stainless steel or metal cleaner to remove smudges and finger prints • When replacing the trash / bag overlap the bag on the outside of the container to ensure it is helps in place — if the bag is too large for the container tie a knot that will hold the bag in place — do not overlap the bag by more than %2" . Ideally the bag should not be visible on the outside of the container 72 Operations Manual When the trash collection bag on the cart is full, remove it and place it at the designated pickup location. If the area is occupied by the public, ensure the full trash / garbage bag is not in the public area. • Do not place trash bags on carpeted floors as liquids will seep out and stain the carpeting. If necessary • Do not drag full containers — lift them (if paper only) or put them another cart to transport to the trash / garbage room or compactor — the bags will break Personal Protective Equipment • Disposable Latex Gloves • Safety Eye Wear 73 Operations Manual 1114:F_V11ilk [C%I_1.4M Affected Personnel: HOUSEKEEPING Required Supplies & Equipment • Neutral disinfectant in a plastic spray bottle • Lotion cleaner (non-abrasive) • Metal Polish • Clean clothes or cleaning sponges • Percolator brush • Rubber Gloves • Toilet Paper • Trash Bags • Mop/Broom Rnr"arnkar- Notes: • Use precautionary measures when using cart around patrons • Keep chemicals away from facility guests • Always restock the Cleaning Cart and put away in the janitor's closet for the next morning • Spray cleaning chemicals on the rags not the surface to be cleaned — it will stain or discolor • Use one rag for each chemical; do not ever mix chemicals • Rinse your mop with each water change and change the water often • The Cleaning Cart Checklist is be completed after each use • Give completed form to the Facility Manager 74 Operations Manual WATER FOUNTAINS: Affected Personnel: HOUSEKEEPING Required Supplies & Equipment • Neutral disinfectant in a plastic spray bottle • Lotion cleaner (non-abrasive) • Metal Polish • Clean cloths or cleaning sponges • Percolator brush • Rubber gloves Cleaning Water Fountain The following cleaning procedure will be used on all metal water fountains, free standing or built in design: • Spray cleaner disinfectant on all top surfaces of the drinking fountain. • Wipe all surfaces with a sponge or cloth dampened with the solution. Ensure the cleaning sponge / clothes or percolator brush are only used on basins and drinking fountains — brushes and or clothes used in a non -sanitary environment i.e. washrooms / restrooms is totally unacceptable • If the basin of the fountain is stainless steel, wipe with a clean, dry cloth to prevent water spotting. • Use a small amount of the lotion cleaner on a cloth to remove soil or mineral buildup. A small amount of lotion may be used on a percolator brush to remove soil and mineral deposits in the drain area and around the base of spigots and faucets • Rinse the area with clear water and wipe dry • Using a sponge dampened with cleaner disinfectant, wipe the sides and base of the drinking fountain. If sides are metal, use a metal polish to remove smudges and fingerprints 75 Operations Manual Cleanup • If the cleaning solution is to be left in the bottle for future use - ensure there is an MSDS label attached to the spray bottle • Rinse all cloths in warm water • Wring them so that they do not drip • Hang to dry Personal Protective Equipment • Disposable Latex Gloves • Safety Eye Wear when dispensing / mixing cleaning chemicals 76 16. SPORTS FACILITIES COMPANIES COLLIER COUNTY - PARADISE COAST SPORTS COMPLEX HOURLY ROLES MIN. MAX STATUS Bartender 10.00 13.00 Part Time/Seasonal Climbing Attendant 11.00 14.00 Part Time/Seasonal Concession Team 9.00 15.00 Part Time/Seasonal Event Coordinator 15.00 18.00 Full Time Event Staff 9.00 15.00 Part Time/Seasonal Facility Maintenance Team Member 11.00 14.00 Part Time/Seasonal Fitness Coordinator 12.00 15.00 Part Time/Seasonal Food & Beverage Coordinator (Shift Lead) 15.00 18.00 Full Time Guest Services; FEC, Birthday, Arcade 9.00 15.00 Part Time/Seasonal Camp Counselor 9.00 15.00 Part Time/Seasonal Assistant Facility Manager 16.00 20.00 Full Time Facility Operations 9.00 15.00 Part Time/Seasonal Sports Operations 9.00 15.00 Part Time/Seasonal Pro Shop Attendant 9.00 15.00 Part Time/Seasonal SALARIED ROLES SALARY STATUS General Manager 110,000.00 Full Time Director of Operations 70,000.00 Full Time Business Development & Events Director 60,000.00 Full Time Tournament/Sports Coordinator 50,000.00 Full Time Local Programming/Sports Coordinator 50,000.00 Full Time Marketing Coordinator 45,000.00 Full Time Director of Food & Beverage 65,000.00 Full Time Food Service Coordinator 45,000.00 Full Time Retail Coordinator 45,000.00 Full Time Finance Manager 60,000.00 Full Time Administrative Support 40,000.00 Full Time SPORTS FACILITIES COMPANIES 16 SPORTS FACILITIES COMPANIES The Sports Facilities Management www.sportadvisory.com • (727) 474.3845 600 Cleveland Street, Suite 910, Clearwater, FL 33755 Table of Contents Meeting Agenda 2 Monthly Income Statements Summary (MTD, YTD) 3 Appendix 1 - Meeting Minutes 6 Appendix 2 - Cash Flow Forecast 7 Appendix 3 - Income Statement Detail, Accounts Payable, 9 Accounts Receivable, Balance Sheet Appendix 4 - Additional Supporting Documentation 22 (Marketing, Strategy, HR/Legal, etc.) Monthly/Quarterly Report � A MEETING AGENDA The Sports Facilities Management 600 Cleveland Street, Suite 910, Clearwater, FL 33755 P: (727) 474.3845 1 F: (727) 361.1480 SPORTS FACILITIES www.sportadvisory.com MANAGEMENT. Sports Complex USA Board of Directors' Meeting Agenda Date: Wednesday, October 28, 20xx — Noon Pacific Time Location: 712-432-0400 (pin: 743644#) 12:00 p.m. Open Portion of Meeting Board, Owner, SFM, SCUSA Staff 12:00 p.m. Call Meeting to Order/Roll Call John Doe, Owner 12:03 p.m. Approval of Sept. 23 Minutes (Motion Needed) 12:05 p.m. New Business • Update from Owner • Business expenditures • Severance approach • Juniors prepaid expenses 12:30 p.m. Financial Performance Overview • Sept. Monthly Actual v Budget • YTD Actual v Budget and comparison to previous year • Accounts Payable and Accounts Receivable • Balance Sheet • Cash Flow Analysis Forecast & Forecast for October 12:45 p.m. Sales/Marketing Update 12:50 p.m. Closed Portion of Meeting (Excuse SCUSA Staff) • GM Report Including HR/Legal • Owner's Report • Motion to Adjourn John Doe John Doe and SFM - Jason, Jack SCUSA GM SFM - Jason, Jack SCUSA GM SFM - Jason, Jack Board, Owner, SFM, SCUSA GM Monthly/Quarterly Report MONTHLY INCOME STATEMENTS SUMMARY (MTD, YTD) MTD Summary MA- v v v a 919e,919, -3 v f6 3 Q U cn Z CL� Q � w a � [ZJ O F d a � � 07 'C .''114 � Y/] p 'G a w 0 a4 P H 43 V o $ y❑g a ❑o Fa C7 o o C7 R f� ❑ c [� LZ a ❑ Ln �- U F r5 � a O b v v o o v o o v o th ur - � n a N aO-J •� r' �' " '" cv N N ca in cv � co cu CD N � o � � Rj In00 O N (7 W 6t op N 66 [Y v 47 61 kp W 0 �D 4 � C'7 if] CO N In 4 CO kC CY] if] C7 � CSt � CY] � ti M CR CT .--i [C] CV O CQ N � CS M 00 N r7 � � u7 4+ >t7 ++ o 0 0 �� O DA N o0 CY r7 in c✓] co Ci � D C] u7 [+7 �D Q C � � ti � cv p y cp O c+] u7 17 O W W c7 O co 0% � � +O CV c7 v7 v0 6% CV N +b 0 .--i � n Cr1 W tt7 Oti 01- rO '* Fxj � y CCj 01 LCj ti W L C�7 � n ip iV S7 .'- Vj C°7 � Monthly/Quarterly Report MONTHLY INCOME STATEMENTS SUMMARY (MTD, YTD) YTD Summary All It a �noo u) rs O C U Q crs a w LLr 0 LU } Q C� L N 67 GQ Li m m � k � � � u � m�' �nrarin O CY u] w M Dt a �- N (V a N 6 M 1P C5 t� t 0+ rn n m m �- c¢ n m t, r� r � 4 � yb>' � cv�ai N",er-;usc� ��alv�cv c Yi o+� .� G 0 1� � rn � cv � ea N � n � cz cv err so w. a� o a � � o 0 0 D bA � [7 P c0 N W C4 C] V] th t1] I- � a o0 •-i CO C+I � 4 Monthly/Quarterly Report APPENDIX APPENDIX 1 MEETING MINUTES Monthly/Quarterly Report APPENDIX 2 CASH FLOW FORECAST Monthly/Quarterly Report � A APPENDIX 2 - CASH FLOW FORECAST i O F V N 0 Q Q Lu O K z o M .4 M W c ' N O 1-- 0 M 7 0 0 A N n� m n 00 e- O a (0 0 CV N cl 7 M (D 0 N (`1 a) (O N I� h M M N N O) 0 V N A y m 0) co 0 N ll O Ln h M — h ao 0 0 0 o a n (o M O rn n LO CD O LO N V 00 1- cn O OD O O M M O n V 0 O of co O N 0 �F (`>' O Lo h M ca LO O O O N 1-1 00 O O O O NOD � 000 V N m Lf) (0 Cl O O M 0) O <t O O N O Lf 1- 0 0 N O LO M (0 N (0to 7 O L a a (Oh N O O N (00 00 �- h a) 00' Ln (O (D 0)m (V h p Lm cc N (Ny 100 U d a) U O N N O n 00 0 0 O Rf 0 N M 0 C M O LO N Ln O h N O 60 01 M M N V N 00i y a) M a N �I' b C E a) O U O to Q) LO O •l 0 LO 0 (0 a) p_ q r (00 M N r M O N N M C E R' M M OO N (0 N N (`) 01 C a) 00 cc 7 ItN C.) 00 N > a) E O .n m 00) CO LO v o m � 0 co v Un v o cD (o w m or 0 0) a 0 I- m N V N M 0 , LOOcl) 7 N N Nc\l N N co c O C C E U a ._ N Lo 0 N N O r- O 0 C) or ' (O N 03 O h LO O N LO r n ^ W O) 10 (p 0 O O V' O N M N (D N 0 M O' M N O N 0 L2 O 10 N a v h 7 (( Oo MO 7 a� N O 0 U U N 0 00 N N N N N N N c N N o to 0^ 0 0 N 0) O ID l O_ O) * 0 M O cliN O h LO W O LL N 0) LO V O N 0 N N (`1 (0' U LO 0 LO cl) co (a Q > a`) O O O N O) Ce) 0 N Qm O '� 0OOM N 0lO C.)) CD100 r q O cli N 0 (OD M (D N d m m a c O a) 1eO� 0 0 7 1, 7 N 0 00 0 0 m In a C co p C Q l0 O V M V K oo N - OMf V V ((00 N O O W_ L O O- N 7 -- Cn 7 M O N N Cl) Lf1 CD' Ln 0 W h 00(0 n N 0 R V) LL +L.+ O O` (0 (I N N (00 n 7 M a N- V O O6 O a) Cn N M in 'a(D" 2OU d o Of co h U) o rn to I-- I- 0 00 v 0) N 1. a U O a) u) V c 0 M 0) N 0 0 0 V 0 N. N O 'O 0� 2 M 7 0 !n N I- O V 0) Ln LO 0) I\ a) 0 7 Iz a T O— N N V 00 E (n O 0- O) m ElN N cl) LO �11 7 O C 0 _U, C N a) M M p O L .O(n C M R co O O W M 7 N Il H .0 d OOf L0O O � a W� L0O N M N � a' a C O E� V' 0 O 7 a OD (O N � O' Oi r -d C U (O O 0 M N W 7 O h C] 0) v Ln N u) 0) O s m a) w 0 m S W E r cooc5L U N z E v1 0cu E E a) 0' D O y Q j coa) N f6 n O) d w N a3 XN— c Y d f6 0 N W x O i O a) _. I- 0 co O O R U E "O d LSl O co > m nUA a Yo 3 a tio)CaaU� >,maLF` W aa Ql-~aWcac'a- Wz°� K zz c�f�0,a z 5 a n(� a) z O ca)a)N CO zQm U (a z U U U Uo Q O om m 00j O0 U UW o mmL�O z O V O V V N M v N Ln d Monthly/Quarterly Report APPENDIX 3 INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET I a� R -6 C [j a a 0 o a Lu d } 4 j ai ca si m � � � u a � a o o z y.. L4' � � O Oi �" CI •-1 d lf] CO i j �O l!J w L+ iC) Q 1f7 � a' n O CY u] tp C7 � p N N C� N 6 m d C5 i u7 n 5 b '�` t 0+ zr] n � N � �D [*'] �- LEI L� ftii N d M L!3 r4 [�_ C) m 4 C� �b n R � LV i0 � �i7 0+ � G 0 Cd � rn � ca N r7 m n i9 ? 0 � C-i o o� � o o a D � e7 00 N N i7 [7 u7 � � � O tY�- G� W m m r� v5 ,n ,n n c d o0 C+I T � 4 c�'7 It- r � 7 � d � 1f5 Il C9 00 CY G5 C7 1[7 �O � Ca Q1 W [+] .--r N ti � �s C7 [ti N � to {7 7 00 [� Op ❑t N 1f] �+ d- N � d1 L•] Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET Sales 30000 - Group Services 30001-4 Parties /Team Building/Oq 30005 Birthday Program 30009 Service Charge 30010 Extras - Taxable 30011 Extra% - Non -Taxable 30013 - Graduation Parties 30014 . Event Labor Total Sales • Group Services Cost of Goods Sold 40000 • Group services 40010 • Group Services Labor Cost 40011 & 12 - Sales & Mgmt 40013 • Events Staff 40014 • PayrolI Taxes 40015 • Medical insurance 40016 . Gratuities 40017 • Commissions and Bonuses 40020 - Service Charge Dist 40019 P 'O Total Group Services Labor Cost 40050 • Group Services Operating Exp 40051 Auto Pxpense Group Ser 40052 Mrrchant Fees V @% Sls 40053 Repairs & Maintenance G.S. 40054 Mobile Phone 40055 Client & Employee Relations 40056 Rentals 40057 • Equipment Supplies 40059 • Service Contracts G.S. 40059 Extras - Taxable 40060 • Extras - Non Taxablc 4006x Other Total • Group Services Operating Exp Total COGS • Group Services Net income - Group Services SPORTS COMPLEX USA INCOME STATEMENT -GROUP SERVICES YEAR TO DATE SEPTEMBER 30, Over $ Over (under) °% of ACTUAL BUDGET ACTUAL (under] % of PRIOR PRIOR Budget Budget YEAR YEAR 480,096 443,224 454,589 36,872 8% 25,507 6% 167,898 169,118 173,454 (1,220) -1% (5,556) -30/0 129,835 123,506 123,281 6,329 5% 6,554 5% 3,875 2.765 2,836 1,110 40% 1,039 37% 95,120 55,153 66,824 29,967 46% 28,296 42% 159,438 169,459 173,804 (10,022) -6% (14,3671 -80/0 64,648 60,177 61,720 4,472 7% 2,929 5% 1,100,910 1,033,402 1,056,508 67,508 7% 44A02 4% 194,333 198,941 201,233 (4,609) -2% (6,900) -31% 179,376 180,208 185,342 (932) -0% (5,966) •3% 46,599 50,791 47,925 (4,192) -8% (1,326) -3% 14,803 17,325 12,612 (2,522) -150% 2,190 17% (0) - 54 (0) 100% (54) -100% 33,163 25,537 28,593 7,626 30% 4,569 16% - - 25,461 - 0% (25,461) -100°% 1,374 - 2,282 1,374 100% (908) -40% 469,648 472,802 603,504 (3,154) -10% (33,856) -7% 2,790 3,630 3,352 (860) -24°% (562) -17% 24,878 24,802 23,081 76 0% 1,796 80% 2,840 3,850 1,388 (1,010) -26% 1,453 105% 2,325 2,300 1,725 25 1% 600 35% 2,965 3,950 4,979 (1,085) -27% (2,014) -41% 2,921 1.876 499 1,045 56% 2,422 485% 12,510 14,550 11,341 (2,040) -14% 1,169 100/0 6,113 5,929 5,693 184 3% 420 7% 7,104 691 6,228 6,413 928% 876 140/9 61,591 16,288 56,298 45,303 2780% 5,303 9°/0 - - - - 00/0 - 0% 1251937 77,886 114,474 48,051 62% 11,463 10% 595,585 550,688 617,978 44,897 8% (22,393) -41y. SM325 482,713 438,529 22,611 5% 66,795 15% Monthly/Quarterly Report � 'dd APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET Sales 30100 • Food eve rage 30101 Events Food 30102 Events Beverage 30103 - Events Alcohol 30104 • Birthday Fond 30105 • Birthday Beverage SEWTOTAL- GROUPBVBms 30106 & 30112 • Food 30107 & 30113 • Beverage 30108 & 30114 • Alcohol 30109 - Hub Arcade 'a 30111 • Admission Fee SUBTOTAL - RESTAURANT BE MM COMP REVENUE 30115 Promotions & Comps 30117 • Employee Meals SUBTOTAL - RESTA LWANT Total Sales • Food & Beverage SPORTS COMPLEX USA INCOME STATEMENT- FOOD AND BEVERAGE YEAR TO BATE SEPTEMBER 30, $ Over % at ACTUAL BUDGET ACTUAL $ Over (under) I of (under) PRIOR Budget Budget PRIOR YEAR YEAR 477,544 436,208 447,392 41,337 9% 30,152 7% 41,559 39,054 40,056 2,503 6% 1,502 4% 91,971 87,242 89,479 4,728 5°/a 1,4-91 3% 114,207 111,161 114,012 3,046 3% 196 0% 11,221 12,476 12,796 (1,25 -10% (1,575) -12% 7 4soi 686,142 703,735 50,359 7% 32,1766 5% 289,330 305,537 276.555 (16,2071 -5% 12,775 3% 16,370 21,204 19,583 (4,834) -23% (3,213) -16% 319,709 395,739 346,691 (66,030) -17% (26,982) -8% 53,816 53,931 50,301 (115) -0°/a 3,515 7% - - - 0% - 0% 679,224 766,411 693,129 (87,I86) -11% (13,904) -2% 6,866 19,227 20,870 (12,361) -64% (14,004) -67% 11,948 15,543 15,894 (3,595) -23% (3,936) -25% 698,038 801,181 7,39,683 (1031I44 -13% (31,845) -4% 1,434,540 1,487,323 1,433,619 (52,793) -4% 921 0% Cast of Govan Sold 40110 • Food ik Beverage Labor Cost 40111 & 12- FH Ala-aagement 112,800 113,175 101,077 (375) -0% 11,723 12% 40113 • Front Res-v Rest & Huh 73,285 77,499 74,959 (4,214) -5% (1,574) -2% 40114 • Back Rcst V r&13 I29,067 148,785 125,831 (19,718) -13% 3,236 3% 40115 - PayroII Taxes 41,777 46,777 39,947 (5,001) -11% 1,829 5% 40116 • Medical Insurance 9,900 10,800 9,300 (900) -s% 600 60A 40117 • Bonuses 5,981 - 1,868 5,981 100% 4,112 220% 40119 • PTO (107) - 1,007 (107) 1W/o (1,114) -111% 40120 • FB Employee weals - - 3,045 - 01/ Total - F & B Labor Cast 372.702 397,035 357,034 (24,334) -6% 15,668 4% 40150 • Food & Beverage operating Exp 40151 • Food & Beverage Cost 4015X • Fond & Beverage 263,842 297,727 324,552 (33,885) -11% (60,709) -19 % 40159 - Beer/Wlae/Alcohol 102"1 113,516 1D6,337 (10,684) -wo (3,505) -3% Total • Food & Beverage Cost 366,674 411,243 430,898 (44,569) -11%i (64,215) •15% 40170 • Supplies 4017X • F & B Supplies - 33,367 47,880 43,981 (14,513) -30 % (10,614) -24% Total4017x • F & B Supplies 33,367 47,880 43,981 (14,5131 -30% (10,614) -24% 40180 • Other 40181 • Dellvery Expense 4,225 3,768 3,517 457 12% 708 20% 40182 • Security F&B - - - - 0/ - 00/. 40183 Promotions & Co,.Ya- Rest 18,868 34,770 33,110 (15,902) A6% (14,241) -43% Monthly/Quarterly Report A APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA INCOME STATEMENT- FOOD AND BEVERAGt YEAR TO DATE SEFTEMO LR 30, $ Over a of ACTUAL BUDGWr ACTUAL $ Over [under) % of (under) PRIOR Budget Budget PRIOR YBAR YF" 40194 • Merchant Fees F&B 33,480 35,696 35,617 (2,216) -6"% (2,138) -6% 40155 - Licenses F&B 2,757 2,745 2,570 12 0% 188 7% 40186 • Linen Service F&B 20,654 19,800 18,518 854 40/ 2,136 12% 40187 • Repairs & Maintenance F&B 11,916 14,400 9,882 (2,484) -17°% 2,033 21% 40188 - Service Contmote F&B 7,742 14,949 17,159 [7,207) -48% (9,416) -65% 40159 - Entert&Inglent 3,089 4,500 7,224 (1,411) -31% (4,135) -57% 40190 - Un[forms - FB 1,713 1,713 1001/0 1,713 100 % 40195 -Flub 7,321 11,700 2,016 (4,3791 -37°% 5,305 263°% 40196 GAobile Phone & Oth op expense 472 900 562 (428) -46% (90) -16% 40197 • Training 693 4,500 (3,807) -85% 693 100% Total 40180 • Other 112,930 147,728 130,175 (34,798) -24% (17,245) -13% Total • F & B Operating Exp 512,971 606,850 505,044 (93,880) -15°% (92,073) -15% Total. • Food & Beverage - COGS 885,672 1,003,886 462,078 (118,214) -12% (76,406) -8°/v Net Income - Food & Beverage 548,867 483,437 471,640 65,431 14% 77,327 16% Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA INCOME STATEMENT- FOOD AND BEVERAGE YEAR TO DATE SEPTFMBER 30, $ Over 4� of ACTUAL 13UDGET ACTUAL $ over (under) % of (under) PRIOR Budget Budget PRIOR YEAR YEAR Sales Alcohol 411,680 472,981 436,170 Rood 969,044 960,410 947,148 Hub 53,816 53,931 50,301 1,434,540 1,487,323 1,433,619 Cast of Sales Alcohol 102,831 113,516 106,337 Food 263,842 297,727 324,552 Rub 366,674 411,243 430,888 Food cost with Catering 27°/a 31% 34% Alcohol cost 25% 24% 24% Labor Cost 26% 27% 25% ACTUAL BUDGET ACTTIAL As a c/o age of Gross sales ACT Bud Act Sales Alcohol 411,680 472,981 436,170 29°% 32% 30% Food 950,230 925,640 910,393 66% 620/c 64% Promotions & comps 18,814 34,770 36,755 1% 2% 3% Rub 53,816 53,931 50,301 4% 4% 4uA Total Sales 1,434,540 1,487,323 1,433,619 100°% 100% 100% Cost of Sales Alcohol 102,831 113,516 106,337 7°% 8% 7a/0 Food 263,842 297,727 324,552 18% 200/0 23% Flub Total Cost of Sales 366,674 411,243 430,888 260A 28°% 300/01 Labor cost 372,702 397,035 357,034 26% 27% 25% Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET Sales 30200 - Sports 30201 Open Play 30202 Memberships 30205 - Camps 1 Clinks 30206 - Concessions/vending 30208 • Court Rental 30209 - Hnb Total 30200 • Sports 30300 - City Reach Juniors $0301 • Club Dues 30302- Try out fees R 30303 • Camps & Clinies 30304- Tournaments 30306 • Other club services Total 30300 - City Beach Juniors Total Sales Cast of Goods Sold SPORTS COMPLEX USA INCOME STATEMENT -JUNIORS YEAR TO DATE SEPTEMBER 30, Over Over (under) % of ACTUAL BUDGET ACTUAL (under) % of PRIOR PRIOR Budget Budget YEAR YEAR 638 2,025 766 (1,387) -68% (128) -17% 8,668 10,800 8,808 (2,132) -20% (140) -2% - - 910 0% (9l0) -100%9 34,985 16,200 9,597 18,7a5 116% 25,388 265% - - 10 - 0% j10j -1001% 44,291 29,025 20,091 15,266 5wo 24,200 120% 1,171,758 1,123,718 1,105,636 48,040 4% 66,122 6% - - - - 0% - 0°/a 180,474 178,800 159,755 1,874 1% 20,719 13% 21,150 26,100 16,600 (4,M) -19% 4,550 27% 7,725 25,840 10,765 (18,115) -70% (3,040) -28% 1,381,107 1,354,458 1,292,756 26,649 2% 88,350 7% 1,425,398 1,383.493 1.312,847 41,915 3% 112,550 9% 40300 City Beach Juniors 40301 - Labor Cast - Juniors 40302 Directors -Juniors 106,450 106,199 102,028 251 0% 4,422 4% 40303 Coaches 305,323 310,597 302,169 (5,274) -2% 3,154 1% 40304 Administration 21,836 22,986 22,009 =1,150] -5% (173) -1% 40305 Payroll Taxes 48,355 57,225 48,343 (8,870) -18% 12 0% 40306 Medical Insurance 2,624 2,700 1,200 (76) _3% 1,424 119% 40307 - Cam and Bonuses 13,426 13,597 18,546 (171) -1% (5,121) -28°Jo 40319 - PTO 3,349 - (230) 3,349 100% 31585 Total • Labor Cast - Juniors 501,363 513,304 494,059 (11,941) -2% 7,303 1% 40350 • Operating Expenses - 4-0351 Equipment Sr. 10,351 8,520 2,997 1,831 21% 7,364 247% 40352- Training 1,682 3,600 - (1,918) 53% 1,682 100% 40353 Miscellaneous Jr. 2=6 - 2,247 2,226 100% (21) -1% 40354 West Valley Rentals 2,556 4,200 4,095 (1,644) -39% (1,539) -38% 40355- Printing and Supplies 1,021 650 593 371 57% 428 72% 40356 • Uniforms 82,010 75,150 77,502 6,850 8% 4,508 6% 40357 • academic & summer camF 50,099 52,568 51,967 (2,469) -5% (1,868) -4% 40359 Trawl 247,408 248,386 247,050 (978) -0°% 358 0% 40360- Great America Tournax 9,534 12,418 9,120 (2,884) -23% 415 5% 40361- Registration 2,903 425 2,420 2,483 594% 488 20% 40362 Alerchant Fees Jr, 11,282 13,835 11,434 (2,553) -18% (152) -1% 40363 DueS/Subscriptions 2,813 2,736 2,607 77 3% 206 8% 40364- Postage Jr - - - - 0% - 0% 40365 Auto Expense Jr. 12,999 18,839 L601 (5,850) -31% 11,388 711% 40366- Postage Jr's 55 323 80 (269) -83% (25) -31% 40367- Mobile Telephone 515 675 861 (160) -24% (346) -40% 40554 Tournament Entry F" 83,255 84,390 80,198 (1,135) _1% 3,057 4% 40535 - Other Club Tournamer - - - - 0% - wo Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET Total • Operating Ebtpeums - Jumw 'fatal Cast of Goode Sold ,lei Incomo - Juniors SPORTS COMPLEX USA INCOME STATEMENT -JUNIORS YEAR TO DLATB SEPT UMm 3o, $ GVLr $ Over [under] % of ACTUAL BUDGET ACTUAL [under] % of PRIOR PRIOR Budget Budget YEAR YEAR 520,703 526,715 494.762 (6,012) -1% 25,941 51/. 1,022,066 1,040,019 988,821 (17,953) 2% 33,245 30% 403,332 343,464 324,026 59,868 17% 79,306 24% Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA INCOME STATEMENT- ROCK CLUB YEAR To DATE SEPTEmBER 30, $ Over (under) % of ACTUAL ] DDOET ACTUAL (under) % of PRIOR PRIOR Budget Budget YEAR YEAR Sales 30400 • Rock Club * 30401 • Day Pass 171,009 201,334 188,323 (30,325) -16% (17.314) -we 30402 Group Day Pass 10,902 14,325 11,321 (3,423) 24% (419) -40/6 30403 Memberships 324,010 315,263 270,680 8,747 3% 47,330 17°% 30404 Classes 81995 7,200 5,632 1,795 25% 3,363 600% 30405 TournamentsiCompetitions 13,820 11500 Z020 12,320 621% 11,800 5849/4 30406 - Family Fun 44,746 50,250 50,742 (5,504) -11% (5,9961 -12% 30407 • Court Rental 52,710 47,000 47,086 5,710 12% 5,624 12% 3U408 • Equipment Rental 16,680 13,400 14J05 3280 24% 2,575 18% 30409 - Camps 108.54 80,120 69,828 28,406 35% 38,898 56% 30410 • Retail 702 2,200 747 (1,498) -68% (45) -694 311411 • Oremighters 9,075 16,250 15,785 (7,175) -44o/u (6,710I -43% * 30412 - Ropes Course - 7,200 - (7,200) -100% - 0% 30413 • Concessions -Vending 8,016 11,100 8,512 (3,084) -28% (495) -6% 30414. Open Play 5,578 8,000 6,712 (2,422) -W% (1,134) -17% 30450 • Marketing Discount (11,842) (28,800) (29,129) 16,958 -559% 17,287 -59% Total Sales - Rock Club 702,927 746,342 668,163 16,585 2% 94,765 14% Cost of Goods Sold 40401 - Rock Club Labor Cost 40402 • Management 65,694 45,000 55,768 20,694 46% 9,925 18% 40403 • Rock Club Staff 109.027 124.625 109,963 (15,598) -13% (936) -10/ 40405 Commissions and Bonuses 7,479 81180 5,750 (701) -9% 1,729 300i1, 4C419 • PTO 916 - 1,064 916 100% (148) -14%0 40606 • Payroll Taxes 21,205 22,220 19,013 (1,014) -59/0 2,192 12°/ 40507 - Medical Insurance 5,048 10,800 8,068 (5,755) -53% (3,023) -370/ Total 40400 • Rock Club Labor Cost 209,366 210,825 199,626 (1,458) -1% 9,740 59G 40450 - Rock Club Operating Exp 40451 - Client Relations 3,389 7,500 3,869 (4,111) -55% (479) -12" ;, 40452 • Equipment & Supplies 9,729 8,750 19,509 979 11%v (9,879) -501%, 40453- Competition Fees 5,157 - 723 5,157 100% 4,435 614% 40454 - Service Contract 1,376 11800 1,4$8 (424) -24% (62) -41/. 40455 Merchani Fee s-V 2% of SIS 16,393 14,927 14,150 1,466 10% 2,243 16% 40456 • Repairs & Maintenance Rock 7,243 9,000 3,882 (1,757) -20% 3,561 97% 40457 • Concessions - Vending 5,233 7,T70 5,194 (2,537) -33% 39 1% 40458 • Retail COG 49 1,760 542 (1,711) -97% (493) -91% 40459- Training I Continuing Education 1,188 1,30C 1,414 (112) -9% (225) -16°% 40450 • Rork Gym trnvr-I 7,966 9,750 3,554 (1,784) -18% 4,412 124% 40461 • Retail 207 11500 110 (1,293) -860/0 97 88% 40462 - Route Setting 20,572 21,000 $132 (428) -2% 12,439 153°^%" 40465 • Uniforms 889 1,200 990 (311) 26% (100) Total 40450 - Rock Club Operating Exp 79,394 86,257 63,407 (6,863) -8% 15,988 Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA INCOME STATEMENT - ROCK CLUB YEAR TO DATE SEPTEAMER 30, Over $ Over Ivnder) % of ACTUAL BUDGICT ACTUAL {undcrj % of PRIOR PRIOR Budget Budget YEAR YEAR Total Cost of Goods Sold - Rock Club 288,761 297,081 263.033 (8,321) -3% 25,728 10110 Net Income - Rock Club 474,167 449,261 405,130 24,906 6% 69,037 170,;, Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA INCOME STATEMENT - ROCK CLUB YEAR TO DATE SEPTEAMER 30, Over $ Over Ivnder) % of ACTUAL BUDGICT ACTUAL {undcrj % of PRIOR PRIOR Budget Budget YEAR YEAR Total Cost of Goods Sold - Rock Club 288,761 297,081 263.033 (8,321) -3% 25,728 10110 Net Income - Rock Club 474,167 449,261 405,130 24,906 6% 69,037 170,;, Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET SPORTS COMPLEX USA OPERATING EXPENSES YEAR TO DATE SEPTEMBER 30, $ Over $ Ovcr (undez) ACTUAL BUDGET ACTUAL (under) % of PRIOR % of PRIOR Budget Budget YEAR YEAR 600DO.Operating Expenses 61D00•LaborCost - 61100.01 rim La bor Gast 61101 • Management 84,698 85,847 81,477 (1,149) -1 % 3,220 4% 61102 • Front Desk 29-:509 29,700 29,360 (191) -1% 149 19'n 61103 • Maintenance 39,938 40,289 39,851 (351) -1% 86 0°% 51104 . Bonus 4,000 - 200 4,000 100% 3,900 1,900% 61105 • Payroll Taxes 15,751 15,916 13,742 (165) -1% 2,009 15°% 61106 • MMIca I Insurance 9,278 9,450 9,315 (172) •2% (37) -0% 61109 • PTO 1 2,550 - 148 2,550 100% 2,402 1,620% Total 61100.Direct Labor Cost 185,724 181,201 174,094 4,523 2% 11,630 7% 61200 - Indirect Labor Cost 51WI - Uniform - - 899 - 0% (899) -100% 51X2 • Employee Relations 4,978 5,200 4,640 (222) -40% 338 7% 61233 • Recruiting Expense 5,281 4,500 4,339 781 17% 942 22% 6=4 - Payroll Service Fees 11,726 12,100 11,405 (374) -30/a 322 3% 61305 • Training) Continuing Ed 507 2,600 1,835 (1,993) -80% (1,328] -72% 62206 • Employee Discounts - - 13 - 0% Total 61200 • Indirect Labor Cost 22,492 24,300 23,131 (1,808) -7% (638) -3% Total GION • Labor cost 205,216 205,501 197,225 2,715 1% 10,991 6% 6200D • Merketing 62001•Marketing -LaborCost 62,121 87,060 74,690 (24,939) -29% (12,569) -17% 62D02 • Marketing & Advertising 47,901 74,367 37,090 (26,466) -36 % 10,811 29% ° 62106- Medical Insurance _ - _ _ 0°% _ 0°% 62004 - Payroll Taxes & Benefits - mktg 31478 15,759 1,722 (12,281) -78% 1,756 102% 52005 • Charitable CantribvWns - 90 - wo (90] -100% 62006 • Business Reinvestment 21,550 48%000 40,435 (26,450] -55 % (18,885) -47% Total 6200D • Marketing 135,050 225,186 154,027 (90,1361 -4D% (18,977) -12% 630DD-LeaselRent 63001 • Postage Machine 642 64S 866 {3) -1% (224) -26°% 63002 • Copy Machine 13,585 15,750 12,781 (2,165) -14% 804 6% 63D03 • Rent 318,530 318,511 273,990 19 00l0 4-4,540 16% 63004- Rent Operating Expenses 131,382 119,268 106,585 12,114 101/0 243797 23% Total Q00D-LeaWltent 464,139 454,174 394,222 9,965 2% 69,917 18% 6MOO • Communkatlon5 64001 • Telephone 28,787 26,675 26,480 2,112 8°/0 2,307 9% 64002-Cable 1,473 1,791 4,4,67 [319) -180/1 (2,985) -67% 64003 • Mobile Phorre 1,303 1,960 11781 (677) -34% (478) -27% 64004 • website - _ _ _ 0% Tota164000-Communications 31,563 30,44-6 32,718 1,117 4% (1,1561 -4% 65ODD • Travel, Meals & Entertainment 65001 • Auto Expense 972 900 718 72 W. 254 313 65002 •Travel 5,877 4,500 1,453 1,377 31% 4,425 305 65009 • Meals & Entertalnmerrt 198 900 750 (702) -78% (552) -740/, Total65000 • Travel, Meals & Entertal n mant 7,047 6r300 2,921 747 12% 4,126 141% 65 -Supplies 550M • Postage 1,342 1,650 1,413 (308) -19% (71) -51A 66002.Offics 3,923 4,200 3,595 (277) -7°.% 328 9% 66003 - Equipment 1,211 2,000 2,147 (789) -39% (936] -4401 TOLeT&M10-.Se5 6,476 7,850 7,155 (1,37-4) -18% (679] -9% 66900 - Recondllation Discrepancies _ _ 0%, 67DDD • Professional Fee's _ Monthly/Quarterly Report APPENDIX 3 - INCOME STATEMENT DETAIL, ACCOUNTS PAYABLE, ACCOUNTS RECEIVABLE, BALANCE SHEET 67001- Consu Iting Fee's 57002 - Acoou ntl ng 67003 - Computer Maintenance ' 67004 - Legal Fee's J CPA _..-...(1) Total 67000- Professional Fee's 59WO - insurance 68001- liability Insurance SS002 - Workers Camp Premium Total 69000 • Insurance 69000 • Utifides & Maintenance 69MI] Landscape 69002 • Exterminator Service 69003 - Jan ita rfal Supplles 69004 - Janitorial Service 690A5 • Repairs and Maintenance 69006 - Electricity 69007 • Wateoewer 69008-Garbage 69009 - Alarm Tota169OW • Utiibes & Maintenance F.95R0 • Tares & Fees 69501. Bank Fees 69502 - Permit & Fees 69503 • Licenses 69504 • Personal Property Taxes 69505 • Safes Tax----(2) 69506 • Corporate Taxes 69507 • Late Fees 69500 - Taxes & Fees - Other Total 69500•Taxes & Fees 697.90 - Miscellaneous 69751- Dues & Subscriptions 69752 - CharlUble Co ntributlons Taal 65750 - M iscella neous G&A: Overhead, Rent, Utilifies, operating :30350 - LlUe me Activities SPORTS COMPLEX USA OPERATING EXPENSES YEAR TO DATE SEPTE [BER 30, Over $ Over (under) ACTUAL BUDGET ACTUAL (under) % of PRIOR % of PRIOR Budget Budget YEAR YEAR 2(12,969 184,702 189,702 18,267 100% 13,267 7 % 400 - - 400 100o/u 400 100% 17,145 18,000 19,895 (855) -51/0 12,7491 -14% 40,739 21,000 31,791 19,739 94% 8,947 9.81, 261,252 223,702 241,387 37,551 17% 19,865 8% 54,516 60,300 51,872 15,784) -10% 2,644 5% 44,241 49,500 46,688 (5,259) -11% (2,447) -5% 99,757 109,800 98,560 (11,043) -10°% 197 0% 3,400 3,375 18,659 14,200 12,753 4,459 31% 5,904 46`?0 34,254 38,580 33,173 [4,326) -11% 1,081 3% 20,099 13,500 10,155 6,599 490.E 9,943 98% 70,653 71,600 71,793 (947) -10% (1,141) -2% 7,074 7,405 6,798 (331) -4% 276 4% 11,272 11,530 11,239 (258) -29/6 33 0% 3,823 3,825 4,346 (2) -0% (524) -12% 169,234 164,015 150,262 51194 3% 18,972 13% 1,646 450 86 1,096 2440% 1,460 1,700", 2,451 2,510 2,409 (59) -20/0 42 2% 1,579 2,676 4,804 (1,097) -41% (3,225) -67% 6,395 6,579 6,308 (1841 % 86 1% 10,000 - - 10,000 1001/0 10,000 1000/0 800 800 800 0% - 09b 0% 22,770 13,015 14,408 9,755 75% 8,363 $8% 1,854 1,300 1,306 554 435/b 548 42% - - 75 - (75j -100% 1,854 1,300 1,381 554 43% 473 349 1,406,358 1,441,289 1,294,266 (34,931) -2% 112,092 (11,245] (14,000) - 2,755 -20% (11,245) 100"1 , 1,395,113 1,427,289 1,294,26T5 (32,176) -20k 100,847 "l�'o (1) ..,LECsAL FEES INCLUDES: .C8 REST-RUCTURE 24,157 (2)... Salestaxaudit related accrual Monthly/Quarterly Report I 'A, APPENDIX 4 ADDITIONAL SUPPORTING DOCUMENTS (MARKETING, STRATEGY, HR/LEGAL, ETC.) Monthly/Quarterly Report Ott Ir SPORTS FACILITIES COMPANIES to.'' I I LOLL I "W 64, w E sportadvisory. com / (727) 474-3845 l 7,r1 SPORTS FACILITIES MANAGEMENT POST -OPENING MARKETING APPROACH, & BUDGET FOR SAND MOUNTAIN -PARK. i 14 T!I I�AOUHr\ 4M19P1i11�� 2......... Sports Tourism Approach 4......... Local Recreation Approach 6........... Target Market 8........... Our Marketing Mix 10......... Post -Opening Budget & Plan 12......... Community Events 12......... Budget & Plan 14........ Calendar & Expectations PREPARED BY YOUR SFM MARKETING TEAM: A 6V -I W, 0 1 -6 TRACY MASTRANGELO ASHLEY WHITTAKER TRISTAN MAKAROFF PROJECT LEAD BRAND & STRATEGY DESIGN ARIEL GIBBS PROJECT COORDINATION THE SFIWNETWORK APPROACH There are more content providers and more sports travel destinations on the market now then ever SFMiS KEY COMPONENTS TO before, and that number is only predicted to grow. In an increasingly competitive market place, SPORTS TOURISM MARKETING. it[I not enough to just build it. A well crafted brand and excellent collateral lets rightsholders know your facility is the next great destination for their event - even before shovels have hit the ground. • Create An Unique, Exciting, Professional Brand & Collateral • Market The Facility As The Destination In A Desirable Market During pre -opening and in year one, our approach is to Cbe everywherea We want to take advantage • Focus On Features & Messages Important To Rightsholders of this unique moment in time and not just make news, but be news. This includes press releases, • Make A Splash In Pre -Opening & Year 1 industry association trade show presence/sponsorships, advertorials, social media, and more. • Make Relationships With Key ERH[§ These activities build the reputation of the brand as a premier destination and create demand so • Leverage The SFM Network the facility gets booked by the most desirable vendors. Business development efforts are key to • Create A Clean, Modern, Easy To Use Website securing the signed contract and maintaining ERH relationships. • Be Everywhere (Social, Digital, PR) ■lead �Tr� SMPA Marketing Plan by SFM 1 2 9 MANAGEMENT r �f SAND MOUNTAIN PARK r .• ff 11 3 �iAW- `recreation cps CREATE THE DESTINATION For local recreation, events and programs, we need to drive customer behavior to our facility over and over again. The facility should feel like a hub of activity and offer activities that residents want. Holiday & special events, open houses, and community programs drive first time and repeat visitors. lifl COMMUNICATE CONSISTENTLY When we2je done the work to get a customer once, its important we not only provide a fantastic experience, but we create reasons for them to come back (and bring a friend). We create ways to engage the existing user base and call them to action to programs that apply to them. �1 EMAIL Q�? SOCIAL SMPA Marketing Plan by SFM 1 4 9 MANAGEMENT APPROACH ro BE RELEVANT, BE PERSONAL People want to feel like they belong and they want to hear messages that are meaningful to them. Our messaging is tailored to our target audience and your facilityl� personas to connect with them in a way that is authentic, relevant, and personal. �w 'AE=ffl REACH THEM WHERE THEY ARE The old adage of the 7-touch rule is a good rule of thumb. In the digital age, we can pay to reach someone 7 times a day, but itl� easy to ignore. A good marketing mix of digital, mass media, social, email, etc., ensures they experience our brand in a variety of ways across multiple channels. MASS MEDIA & PRESS DIGITAL GRASS ROOTS 1W( EVENTS ab 6 ■ 4' �L4 401 w IN Mh Ot MARKET Target markets define the broad -strokes of the kind of people and behaviors of our potential customers. Factors often include socio-economic, demographic, & psychographic characteristics that help us focus efforts on the people most likely to convert from contact to customer. At SFM, we use the pro forma data about the business to first understand the primary revenue streams and then extrapolate our target audience definitions. As the on -site marketing director is hired and onboarded, local factors are considered and weighed more heavily in the target market definition. That definition includes: • Income • Memberships • Proximity / Geography • Social Media Participation / Interaction • Purchasing Preferences • Age / Sex To help bring clarity and empathy to our target audience, we develop personas. A persona is an illustration of one embodiment of the target market. Example types of personas are events rights holders, sports parents, sports enthusiasts, sports club/ league directors, local business decision -makers, etc. By creating and referencing these different personas, we can more effectively understand the best ways to reach our target audience and the kind of messaging to use in our communication. Who are the SMPA Personas? �Tr� SMPA Marketing Plan by SFM 1 6 ®MANAGEMENT [Lindsay] THE WORKING MOM Born between 1980 and 2000, millennial parents are producing the next generation of sports participants. Starbucks in hand, this sports Momma wouldnD be caught dead driving her parentf§ mini -van and instead she sports her newly leased cross -over SUV. Lindsay has her MBA and has a blossoming career in purchasing and her husband Brad works in an app start-up called 03layzea Their 6-year-old son Kael is heading into Kindergarten and is playing in his second season of youth basketball. • Busy, Always On The Go • Enthusiastic Sports Parent - As Long As the • Always Connected to Phone / Wi-Fi Child Is Happy • Experienced -Based Spending Habits • Values Craft, Special, Personal Interaction • Uses Social Media, Reviews, Shops Online • Family Decision Maker For Rec. Activities [Tyler] THE EVENTS RIGHTS HOLDER Tyler has a strong passion and history in sports, and has enjoyed being the events right holder for his local baseball travel team. Tyler knows what it takes to get his nationwide tournament in front of the right people, and he doesn't skimp on choosing the finest, most state-of-the-art facilities. To say that Tyler is passionate about sports and youth travel tournaments would be an understatement. In between selecting the best vanue for his baseball tournaments. Tyler's days are filled with regional and national sports tourism conferences, industry trade shows and meetings, and for fun, local football or baseball games. • Tournament Venue Focused • Millennial, No Kids • Loves Sports & Active Lifestyle • Relies On In -Person Familiarity Visits • Industry Icon • Not Afraid To Say No [Cayla] THE MILLENNIAL ENTHUSIAST Cayla is the person everyone knows. She is always at every event in the region and loves to be seen from her followers on Instagram. She uses the power of social media as an Influencer and loves to show her friends a snippet of her life. Cayla enjoys being active and wants loves to workout at the hottest new spot or join the newest fads in adult leagues such as dodgeball or raquetball. Cayla does not have kids but aspires to be a mother one day. • Dedicated to the Sport & Local Community • Values Image Shown to Public Eye • Tech -Savvy • Active Lifestyle • Enjoys Community Status • Well -Known in Community / Region [William] THE LOCAL BUSINESS INFLUENCER William has been a valued member of the chamber for 20 years and enjoys his status in the community. His Toyota dealership began with a small corner lot and has grown into 3 locations around the area. Williams children are grown, but he takes a fatherly approach to developing his sales and service staff. He and his second wife, Jeanie, are hoping for their first garnd children in the near future. TheyEte always had a soft spot for children[§ causes and have contributed greatly to their local community through their church. William used to be an avid runner - with 6 marathons under his belt - but now he tends to prefer a slightly less arduous sport of tennis and golf on the weekends. • Local Business Influencer • Gives Back To Local Community • Enjoys Community Status • Savvy & Business -Minded • Active Lifestyle • Leverages Team Expertise SMPA Marketing Plan by SFM 1 7 �7r� ®MANAGEMENT USING THE RIGHT WE PERFECT THE MARKETING MIX. Therel no one right way to market a facility. We start with a target audience breakdown based on SFM best practices and start customizing based on client goals & vision, total budget number, market conditions, ideal personas and opportunities. �® EMAIL DIGITAL EVENTS Email marketing has continuously been the most effective form of marketing products and services across multiple industries. This channel is important to communicate directly to consumers who have already expressed an interest and to showcase new products and services. Personalizing and segmenting emails while keeping the content short and sweet are important! Including a clear call to action for the targeted consumer is also important when designing email campaigns. BMASS MEDIA & PRESS Mass media marketing can include television, radio, print, or broadcasting of any kind. Because mass media marketing is the most expensive channel, it is important to reach a high number of people and try to track where incoming leads are coming from. Your facility should have a strong digital presence via SEO / SEM, Google Ads, Google Display, local / regional online publications, and others depending on your market. When considering digital advertising, be aware of the number of impressions versus clicks versus conversions to ensure your ad(s) are effective at obtaining strong, positive results. In the pre -opening timeframe, SEO should be a priority and youDII add more channels as you get closer to grand opening. L' f SOCIAL There are two ways to engage your target audience on social platforms: organic and paid. Organic posts and account management is an ongoing activity, and SFM advises facilities to post at least 3 times per week on all platforms. We also advise Tracking incoming leads by using a CRM is important to track the that page administrators moderate account posts and incoming leads and their customer journey. Ongoing press releases and private messages daily. Paid social ad campaigns should be media relationships must be a priority for the facility to continually monitored weekly to ensure high click -through rates and ad show how the facility is impacting the community. effectiveness depending on the objective. �Tr� SMPA Marketing Plan by SFM 1 8 ®MANAGEMENT Events are a great way to drive awareness and traffic to your facility. Free community events or special events will drive facility awareness and get the local or regional communities excited about the project. In pre -opening, in -person visits such as hard hat tours and familiarity visits to key customers will help convert to pre -booked sales. Consider adding upcoming events to the Facebook Events section of your facility( Facebook page to drive additional engagement. GRASS ROOTS Meeting people in other businesses or important organizations and groups is key to being top of mind both locally and regionally. Being out in the community meeting people and gathering contacts to add to your database and developing partnerships will lead to facility success in the long -run. Attending local / regional trade shows and special events is another great way to make sure people in the market continously see you and your brand. --q%%I '" [Lindsay] THE MIX FOR -THE WORKING MOM❑ C12 EMAIL fT � SOCIAL >S 7( EVENTS [Caylal THE MIX FOR LTHE MILLENNIAL ENTHUSIAST fT � SOCIAL u GRASS ROOTS * EVENTS [Tyler] THE MIX FOR THE EVENTS RIGHTS HOLDER GRASS ROOTS MASS MEDIA & PRESS DIGITAL [William] THE MIX FOR THE LOCAL BUSINESS INFLUENCER C30 EMAIL v GRASS ROOTS * EVENTS SMPA Marketing Plan by SFM 1 9 �7,r, ®MANAGEMENT USING THE MARKETING FOR DEVELOPING FACILITIES The marketing funnel for developing facilities mirrors the development timeline. Campaigns mature as we get closer and closer to Grand Opening. 01 is not shown here because this is the research, planning, and branding phase. This phase is completed and creates the foundation for the rest of our activity. 02 begins 9 months or so prior to the Grand Opening (G.O.). At this time in development, we simply do not have the programmatic information or technical capability to convert contacts into customers. Our goal is to tell the local, regional, national audiences that our fantastic new facility is coming and give them some basic information about it - location, amenities, size, surfaces, and details about the town. We are creating the facility destination within the location. 03 begins 6 months prior to the G.O. or as soon as the operations staff has developed and scheduled the programs. Early in the process comes memberships and meeting/ party information because this is not seasonally dependent. Folllowing this information is the specific camp, clinic, league, or tournaent information. The goal during program awareness is to build our constituent database and convert as programs are released. 04 begins 3 or less months prior to the G.O. This phase is all about the Call -To -Action. Wtih our database built, social audiences gathered, and web presence developed, we have an audience primed and ready to buy. Once the operational software is programmed, then we are ready to take reservations and purchases online and via calls or emails. This is typically the lynch -pin to beginning sales. People can see the building is real and early - adopters are excited to be the first to experience the new facility! �Tr� SMPA Marketing Plan by SFM 1 10 9 MANAGEMENT [WP PRIOR TO OPENIN 9-6 MONTHS Q2 6-3 MONTHS Q3 [Marketing Activity Starts Here] 3-0 MONTHS Q4 MODERATELY QUALIFIED PROSPECTS 20% Conversion Conversion 2-3% Conversion Satisfied & delighted customers lead to ideal customer relationships (ICR). These customers are unofficial brand ambassadors that provide excellent word- of-mouth endorsements, positive online reviews, refer new business. SMPA Marketing Plan by SFM 1 11 �ii, ®MANAGEMENT SAND MOUNTAIN PARK ff ZIg BUDGET &PLAN � They say it takes money to make money, and ita true. Marketing is a line item in the budget that experienced CEOR want to see spent. Thata because they know with the help of experienced marketers, dollar -for -dollar the money spent on marketing should return exponentially. Press ReIE 6% The SFM always bases our budget on the facilitya pro forma allocation and revenue Physical Assets streams. We dissect the document to understand the make up of the future business early in the development process. As the project matures, art and science meet and plans 6% Mass Media are adjusted to meet the changing demands of the project. We partner with the finance department to receive regular budget versus actual reports so we always know where we 6% are against our plan. Social Media We are also reviewing and revising campaigns based on performance. Our budget allocations shift as we review reports and adjust spend to maximize the ROI of each dollar. SMPA TOP 5 REVENUE STREAMS: • Outdoor Aquatics • Memberships • Indoor Aquatics • Fitness & Training • Outdoor League / Clinic Programming 2% 4% Bus-Dev/Spons. Contingency 4% //-- Event & Community Activation 25% Tourism Industry Activation 25% 15% Digital Assets Digital Presence 5% Dues & Subscriptions WE USE OUR MARKETING MIX. We take our marketing mix developed in the early stages of marketing plan development to dictate spending in the right areas. The budget breakdown above outlines the SFM standard in marketing plan development, and varies account to account based on the target market and audiences. SMPA Marketing Plan by SFM 1 12 ®MANAGEMENT TOURISM INDUSTRY ACTIVATION $52,000 TOURISM PUBLICATIONS -ADVERTISING $30,000 INDUSTRY CONFERENCE REGISTRATION $6,500 SFM NETWORK CO-OP $15,500 DIGITAL PRESENCE $58,355 WEBSITE DEV & HOSTING $34,125 ONLINE LISTINGS / FEATURES GOOGLEADS SEO $8,950 $3,000 $11,200 EMAIL MARKETING $1,080 DUES & SUBSCRIPTIONS $880 ADOBE CREATIVE SUITE SOFTWARE $880 DIGITAL ASSETS $35,500 PHOTOGRAPHY $5,000 VIDEOGRAPHY $30,500 SOCIAL MEDIA $12,500 PAID SOCIAL $12,500 MASS MEDIA $17,500 RADIO $10,000 BILLBOARDS $7,500 PHYSICAL ASSETS $21,800 TRADE SHOW KIT - BANNERS/TABLE COVER $1,000 YARD/TEMPORARY OUTDOOR PROMO SIGNAGE $750 GIVE-AWAYS $10,050 PRINTED MATERIALS & DIRECT MAIL $10,000 PR $3,090 PRESS RELEASES $3,090 BUSINESS DEVELOPMENT $4,200 RELATIONSHIP BUILDING/SPONSORSHIP $4,200 EVENTS/COMMUNITY ACTIVATION $10,000 GRAND OPENING PROMOTIONS $10,000 CONTINGENCY $3,500 FUTURE OPPORTUNITIES $3,500 11 TOTAL BUDGET: $219,342 The total budget number is pulled from the pro forma document. This number includes presentation materials, marketing, and business development line items. The allocations (to the left) are developed at the highest level to use as a guide for the Facility Marketing Managerto tweak and optimize based on market conditions, updated best practices, marketing trends, and media inventory availability. GRAND OPENING PROMOTIONS: $10,000 The grand opening celebration scale and expense is often set by the client. Early on in our planning process, we set aside 5-10% of the marketing budget for grand opening related expenses. Your AE will lead the discussion and help specify your vision for the kind of event youEd like to host to welcome your facility to the world. PRE -OPENING MONTHLY FORECAST Our marketing team uses budget and campaign planning tools to forecast the expenses by month during pre -opening to assist finance with cash -flow management. The bulk of the budget is spend in the last 2 months prior to grand opening. SMPA Marketing Plan by SFM 1 13 �7r� ®MANAGEAENT COMMUNITY dPV4W7 & CAMPAIGN PLANNING Hosting community events is an important part of both utilizing your facility and engaging local residents. When engaging the local community, it[§ important to center events around them and ensure the client experience is taken into consideration when planning or marketing the event. In general, events follow in line with holidays to ensure maximum engagement and attendance. SFM-managed facilities should host three community events per year in three different seasons (i.e. - one during the Spring, one during Summer, and one during Fall). Some example events could include: • Spring: Easter Egg Hunt • Summer: 4th of July Block Party • Fall: Fall Festival The facility Marketing Manager must work with the AE, GM, Events Manager, and F&B Manager to coordinate community events. This will ensure consistency and clear communication during the planning process. Our budget, target audiences, and personas must be tailored for each event and we must create a customized marketing plan to maximize attendance. What does an event campaign plan look like? �Tr� SMPA Marketing Plan by SFM 1 14 ®MANAGEMENT THESE TACTICS ARE ALWAYS FRI Grassroots / Word of Mouth Website Event Posting Organic Social Media Email Campaigns to Targeted L r Internal Staff Promotion Blog Writing ...6 . Event Posted on Website & Facebook Email Marketing Begins - Early Bird Organic Social Media Campaign Flyer Designed and Drafted Add these: Paid Social Ads Dratted Design Direct Mailer / Print Ad Add these: Explore Local Radio Buy 00� Draft Digital Remarketing Campaign COMMUNITY EVENT CAMPAIGN PLANNER Second Email Sent to Scrubbed List Attend Local Influencer Meeting Event Added to Homepage Header Flyers Printed and Distributed Add these: Paid Social Campaign Begins Direct Mail / Ad Sent to Print Add these: Draft Radio Script Begin Remarketing Campaign Third Email Sent to Scrubbed List Continued Organic Social Media Contact Local Influencer / Blogger Add these: Optimize Paid Social Campaign Booth / Presence at Local Event Add these: Begin Radio Campaign Run Ad in Local Publications Press Release Sent Out Fourth Email Sent to Scrubbed List Attend Final Influencer Meeting Add these: Flyers Reprinted and Distributed Optimize Social Campaign Add these: Press Release Via Nat I Newswire Optimize Remarketing Campaign Live Interview on Radio Station Final Organic Social Push Invite Local Media for Coverage Last Chance Email Sent Add these: Last Chance Social Ad (Revise Copy) Add these: Last Chance Remarketing Campaign Secure Event Photography Attend Radio Interview SMPA Marketing Plan by SFM 1 15 �7r� 0 MANAGEMENT SMPA PROMOTIONAL CALENDAR r4a YVYMr ■ \� ■ r■'1■■ This campaign calendar is designed to help the marketing director think ahead and launch campaigns at the right time of year. For our largest revenue stream, Drop -In business, campaign plans are developed to continually provide reasons for customers to visit and then visit again. Other campaigns call our Facebook followers, contact lists, and web visitors to action to book that birthday party, become a member, or try us out during one of the daily deals. Our budget doesn[t allow for ongoing mass media campaigns. We are selective and choose these tools for our most meaningful revenue streams. digital baseline THE DIGITAL BASELINE PROMOTION FOR THIS VENUE IS ONGOING SEO DEVELOPMENT AND GOOGLE ADWORDS. WHEN PEOPLE ARE SEARCHING, WE'LL BE FOUND. events in Albertville, sports, adult leagues, event rental space, Albertville attractions, team building, performance training, fitness, gym memberships �`i� SMPA Marketing Plan by SFM 1 16 ® MANAGEMENT PROMOTION PLAN KEY: 6-8 weeks CAMPAIGNS SHOULD BEGIN AT LEAST 6-8 WEEKS PRIOR TO EVENT OR PROGRAM KICK-OFF the basics A STANDARD CAMPAIGN INCLUDES EMAIL MARKETING, PAID & ORGANIC SOCIAL, WEBSITE UPDATES, AND IN -FACILITY MARKETING SITE VISITS / HARD HAT TOURS PRE -PURCHASE MEMBERSHIP - EMAIL SERIES RING LEAGUES PRO PRELIMINARY SPONSORSHIP / PARTNERSHIP RESEARCH PRE -PURCHASE MEMBERSHIP - LAST CHANCE SPONSORSHIP OUTREACH COMMUNITY EVENT - 4th OF JULY BLOCK PARTY MEMBERSHIP PROMOTION - EMAIL SERIES MASS MEDIA BUY (RADIO / TV / PRESS) FALL LEAGUES PROMOTION CHAMBER AFTER HOURS CONCERT (B2B EVENT) MEMBERSHIP - NEW YEAR, NEW YOU BOOK YOUR BIRTHDAY PARTY - BLACK FRIDAY EMAIL DEAL MASS MEDIA BUY (RADIO / TV / PRESS) - $RAND AWARENESS SPRING LEAGUES PROMOTION PRE -PURCHASE MEMBERSHIP - DIRECT MAIL SUMMER LEAGUES PROMOTION COMMUNITY EVENT - EASTER EGG HUNT COMMUNITY EVENT - GRAND OPENING! SUMMER LEAGUES PROMOTION - LAST CHANCE! MASS MEDIA BUY (RADIO / TV / PRESS) SPONSORSHIP OUTREACH FALL LEAGUES PROMOTION MASS MEDIA BUY (RADIO / TV / PRESS) FALL LEAGUES PROMOTION - LAST CHANCE! COMMUNITY EVENT - HALLOWEEN / FALL FESTIVAL MEMBERSHIP PROMOTION - FALL SPECIAL MEMBERSHIP - NEW YEAR, NEW YOU COMMUNITY EVENT - HOLIDAY PARTY MASS MEDIA BUY (RADIO /TV / PRESS) MARKETING & EXPECTATIONS Using our budget tool as an allocation guide, the marketing team uses a standard 6-8 week approach for new events and program launches which includes a mix of social, digital, email, and in-house marketing. This regular communication schedule ensures that we are talking to our target audiences early and often with messages that are meaningful to them. We use radio, print advertising, signage and digital advertising to accentuate our most important campaigns. These are planned semi-monthly and semi-annually and are defined in a 30-day action plan. Grass roots activity is not to be under estimated in our strategy. The facility marketing team is always looking for ways to exhibit and network with potential customers like families, local influencers, business owners, coaches, club owners, etc. REPORTING & BENCHMARKING The facility marketing coordinator prepares a monthly report on campaign progress. This report covers lead generation, database growth, awareness metrics, email metrics, and more. Sales and sponsorship information should also be included in this report. SFM prepares a semi-annual [beep-dive0report that represents an in-depth analysis into major campaigns and marketing progress. �Tr� SMPA Marketing Plan by SFM 1 18 9 MANAGEMENT WN NOW■r Or MONTHLY ACTIVITY: STANDARD EXPECTATIONS DIGITAL WEBSITE • SEO - 4 New Blog Posts • Updated Content With New Events/Programs • Google Ad Campaigns • Update Hero Images/Promos SOCIAL EVENTS • Organic Posting • Update Staff of Upcoming Events, New • Paid Social Campaigns Incl. Canvas Ad Programs & Promotions • Upcoming Events Added to FB Page • Host Event in Game Day OTHER / MASS MEDIA • Monthly Newsletter To All Lists • Reputation Management (Yelp, FB, Google) • Bi-Weekly Targeted Offers / Notices By List • Local Business Development Outreach • Update or Order Print Materials / Flyers SEMI-MONTHLY ACTIVITY: STANDARD EXPECTATIONS DIGITAL WEBSITE • Local Blogger Engagement / Post & Link • Add Testimonials & Reviews • Sports Publication Advertising EVENTS SOCIAL • Host Community Event • A/B Test Messaging on Most Successful Ads OTHER / MASS MEDIA • Social Engagement - Like, Poll, Etc • Press Release to National Network • Special Event Promotions • Local Event Attendance / Exhibit • Local Business Development Outreach • List & Reporting Review • Direct Mail • Encourage Online Review Posting SEMI-ANNUAL ACTIVITY: STANDARD EXPECTATIONS DIGITAL WEBSITE • Professional Video Release • Evaluate & Add Foundational Content • Paid Yelp / CVB / Groupon • Review Heat -Mapping / Analytics SOCIAL EVENTS • Special Event / Open House Campaign(s) • Special Event / Open House • Social Media D-ikeDCampaign OTHER / MASS MEDIA • Consistent Organic Posting Scheduling • Radio Advertising • KPI & Reporting Review • Local / Regional TV • Print Ads • List Cleanup & KPI Benchmarking SMPA Marketing Plan by SFM 1 19 �ll, ®MANAGEMENT i'er, r* SPORTS FACILITIE MAP EMEN' fr J�� marKer,fflg pian Project Manag r. • acy Mastrange% SPORTS FACILITIES COMPANIES FACILITIES MANAGEMENT AGREEMENT between COLLIER COUNTY and SPORTS FACILITIES MANAGEMENT, LLC Dated: 2021 FACILITIES MANAGEMENT AGREEMENT THIS FACILITIES MANAGEMENT AGREEMENT (the "Agreement") is made and entered into this day of , 2021 (the "Effective Date"), by and between Collier County, Florida (referred to herein collectively as the "Owner") and Sports Facilities Management, LLC, a Florida limited liability company (the "Manager"). RECITALS WHEREAS, Owner owns the infrastructure, buildings, parking, lighting, sports playing surfaces, sports equipment, and all other hard assets associated with the athletic complex as the same exist now or may exist in the future including improvements related thereto specifically located at 3940 City Gate Blvd North, Naples, Florida 34117, as the same exist now or may exist in the future, known as the Paradise Coast Sports Complex or any other name that this facility may be identified as in the future ("Facility"); WHEREAS, Manager has expertise in providing management services for athletic complex facilities throughout the United States; WHEREAS, Owner and Manager desire for Sports Facilities Management, LLC to operate, and manage the Facility subject to the terms and conditions set forth herein; NOW THEREFORE, in consideration of the promises and covenants herein contained and other good and valuable consideration, the receipt of which is hereby acknowledged, Owner and Manager agree as follows: ARTICLE 1 DEFINITIONS 1.1. Definitions. For purposes of this Agreement, the following terms have the meanings referred to in this Section: Affiliate: A person or company that directly or indirectly, through one or more intermediaries, controls or is controlled by, or is under common control with, a specified person or company. Agreement: The "Agreement" shall mean this Management Agreement, together with all exhibits attached hereto (each of which are incorporated herein as an integral part of this Agreement), as amended, supplemented or restated from time to time. Capital Expenditures: All expenditures for building additions, alterations, repairs or improvements and for purchases of additional or replacement furniture, machinery, or equipment, where the cost of such expenditure is greater than Five Thousand Dollars ($5,000) and the depreciable life of the applicable item is, according to generally accepted accounting principles, in excess of five (5) years. Commencement Date: shall have the meaning given to such term in Section 4.1 below. Commercial Rights: Naming rights, pouring rights, advertising, sponsorships, the branding of food and beverage products for resale and memorial gifts at or with respect to the Facilities. 2 Early Termination Fee: The term "Early Termination Fee" shall have the meaning ascribed to such term in Section 4.3(a) of this Agreement. Effective Date: 'Effective Date" shall have the meaning ascribed to such term in the preamble of this Agreement. Emergency Repair: The repair of a condition which, if not performed immediately, creates an imminent danger to persons or property and/or an unsafe condition at the Facility threatening persons or property. Event of Force Majeure: An act of God, fire, earthquake, hurricane, flood, riot, civil commotion, terrorist act, terrorist threat, storm, washout, wind, lightning, landslide, explosion, epidemic, inability to obtain materials or supplies, accident to machinery or equipment, any law, ordinance, rule, regulation, or order of any public or military authority stemming from the existence of economic or energy controls, hostilities or war, a labor dispute which results in a strike or work stoppage affecting the Facility or services described in this Agreement, or any other cause or occurrence outside the reasonable control of the party claiming an inability to perform and which by the exercise of due diligence could not be reasonably prevented or overcome. Existing Contracts: Service Contracts, Revenue Generating Contracts, and other agreements relating to the day-to-day operation of the Facilities existing as of the Effective Date. Facility: The "Facility" shall have the meaning ascribed to such term in the Recitals to this Agreement. FF&E: Furniture, fixtures and equipment to be procured for use at the Facilities. General Manager: The employee of Manager acting as the full-time on -site general manager of the Facilities. Laws: Means all applicable laws, statutes, rules, regulations and ordinances. Management -Level Employees: The General Manager, Marketing Manager, Operations Manager, Membership Manager, Finance Manager, and Sports Programming Manager. Manager: The term "Manager" shall have the meaning ascribed to such term in the Recitals to this Agreement. Operating Account: A separate interest -bearing account in the name of the Owner at a licensed bank, to be designated by the Owner, where Revenue is deposited and from which Operating Expenses are paid. Operating Budget: A line -item budget for the Facility that includes a projection of Revenues and Operating Expenses, presented on a monthly and annual basis. Operating Expenses: All expenses incurred by Manager in connection with its operation, promotion, maintenance and management of the Facilities, including but not limited to the following: (i) employee payroll, bonuses and benefits (including payments to any national benefit system, relocation costs, termination costs (including severance costs and payments in lieu of termination), and related costs, (ii) cost of operating supplies, including general office supplies, (iii) advertising, marketing, group sales, and public relations costs, (iv) cleaning expenses, (v) data processing costs, (vi) dues, subscriptions and membership costs, (vii) the Fixed Management Fee, (viii) printing and stationary costs, (ix) postage and freight costs, (x) equipment rental costs, (xi) minor repairs, maintenance, and equipment servicing, not including expenses relating to performing capital improvements or repairs, (xii) security expenses, (xiii) telephone and communication charges, (xiv) travel and entertainment expenses of Manager employees, (xv) cost of employee uniforms and identification, (xvi) exterminator and trash removal costs, if applicable (xvii) computer, software, hardware and training costs, (xviii) parking expenses, (xix) utility expenses, (xx) office expenses, (xxi) audit and accounting fees, (xxii) legal fees, (xxiii) all bond and insurance costs, including but not limited to personal property, general liability, professional liability and worker's compensation insurance, (xxiv) commissions and all other fees payable to third parties (e.g. commissions relating to food, beverage and merchandise concessions services and commercial rights sales), (xxv) cost of complying with any Laws, (xxvi) costs incurred by Manager to settle or defend any claims asserted against Manager arising out of its operations at the Facilities on behalf of Owner; (xxvii) loss, costs, damage, liability and any other obligations arising under or incurred under Service Contracts and other agreements relating to Facility operations, and (xxviii) Taxes. The term "Operating Expenses" does not include debt service on the Facility, Capital Expenditures or any Incentive Fees (all of which shall be the responsibility of the Owner). Operating Year: Each twelve (12) month period during the Term, commencing on January 1 and ending on December 31, provided that the first Operating Year shall be a shortened year commencing on the Commencement Date and ending on December 31 st of that year and the last Operating Year shall be a shortened year, ending upon the expiration of this Agreement. Operations Manual: The document has been developed by Manager, which shall contain terms regarding the management and operation of the Facility including detailed policies and procedures to be implemented in operating the Facility, as agreed upon by both the Owner and the Manager. Owner: The term "Owner" shall have the meaning ascribed to such term in the Recitals to this Agreement. Payroll Account: A separate account in the name of Manager at a licensed bank through which all Facility staff and other personnel employed by Manager (including related payroll taxes), or engaged by Manager as an independent contractor, are paid. Pre -Opening: Time period prior to the Grand Opening and beginning of events, programs and activities operations, and during which the facility is being constructed and the business development, operational preparations, and organizational development is taking place. Recruitment Fee: The term "Recruitment Fee" shall have the meaning ascribed to such term in Section 6.4 of this Agreement. Regulatory Approvals: All applicable governmental or regulatory approvals, authorizations, consents, licenses or permits. Revenue: All revenues generated by Manager's operation of the Facility, including but not limited to event ticket proceeds income, rental and license fee income, merchandise income, gross food and beverage income, gross income from any sale of Commercial Rights, gross service income, equipment rental fees, box office income, and miscellaneous operating income, but shall not include event ticket proceeds held by Manager in trust for a third party and paid to such third party. 4 Revenue Generating Contracts: Vendor, concessions and merchandising agreements, user/rental agreements, booking commitments, licenses, and all other contracts or agreements generating revenue for the Facility and entered into in the ordinary course of operating the Facility. Service Contracts: Agreements for services to be provided in connection with the operation of the Facility, including without limitation agreements for consulting services, ticketing, web development and maintenance, computer support services, FF&E purchasing services, engineering services, electricity, steam, gas, fuel, general maintenance, HVAC maintenance, telephone, staffing personnel including guards, ushers and ticket -takers, extermination, elevators, stage equipment, fire control panel and other safety equipment, snow removal and other services which are deemed by Manager to be either necessary or useful in operating the Facility. Taxes: Any and all governmental assessments, franchise fees, excises, license and permit fees, levies, charges and taxes, of every kind and nature whatsoever, which at any time during the Term may be assessed, levied, or imposed on, or become due and payable out of or in respect of, (i) activities conducted on behalf of the Owner at the Facility, including without limitation the sale of concessions, the sale of tickets, and the performance of events (such as any applicable sales and/or admissions taxes, use taxes, excise taxes, occupancy taxes, employment taxes, and withholding taxes), or (ii) any payments received from any holders of a leasehold interest or license in or to the Facility, from any guests, or from any others using or occupying all or any part of the Facility. Term: The term "Term" shall have the meaning ascribed to such term in Section 4.1 of this Agreement. ARTICLE 2 SCOPE OF SERVICES 2.1 Engagement. (a) Owner hereby engages Manager during the Term to act as the sole and exclusive manager and operator of the Facility, subject to and as more fully described in this Agreement, and, in connection therewith, to perform the services described herein and in Exhibits A and B attached hereto. (b) Manager hereby accepts such engagement, and shall perform the services described herein, subject to the limitations expressly set forth in this Agreement. 2.2 Limitations on Manager's Duties. Manager's obligations under this Agreement are contingent upon and subject to the Owner making available, in a timely fashion, the funds budgeted for and/or reasonably required by Manager to carry out such obligations during the Term. Manager shall not be considered to be in breach or default of this Agreement and shall have no liability to the Owner or any other party, in the event Manager does not perform any of its obligations hereunder due to failure by the Owner to timely provide such funds. ARTICLE 3 COMPENSATION 3.1 Management Fees. In consideration of Manager's performance of its services hereunder, Owner shall pay Manager those payments as further set forth in Exhibit B attached hereto. ARTICLE 4 TERM; TERMINATION 4.1 Term. The term of this Agreement (the "Term") shall begin on the Effective Date and, unless sooner terminated pursuant to the provisions of Section 4.2 below, shall expire on the fifth (5th) anniversary of the Opening Date of the Facility. 4.2 Early Termination. This Agreement may be terminated by Owner or Manager, with or without cause, at any time by providing the other party with written notice on or before the date such terminating party wishes to terminate this Agreement (the "Termination Date"). (a) For Owner's Convenience: Owner shall have the right to terminate this Agreement for any reason or no reason subject to section 4.3 below. (b) For Manager's Convenience: Manager shall have the right to terminate this Agreement for any reason or no reason upon twelve (12) months' notice to Owner. (c) For Cause by Owner: Owner shall have the right to terminate this Agreement for Cause at any time. Upon termination by Owner for cause, Manager shall promptly vacate the Facility and no Early Termination Fee or other compensation, damages or lost profits related to early termination shall be due or payable to Manager. Cause for termination shall include, but not be limited to, Manager's failure to cure the breach of any material provision in this Agreement within twenty (20) days after receipt of written notice to cure from Owner detailing that breach; except that in the event that a cure is not objectively possible within twenty (20) days after that notice, Owner shall not be entitled to terminate for cause where Manager shall commence to cure the noticed breach as fully as possible within that twenty (20) day period and thereafter diligently and continuously pursue that cure to a successful completion within sixty (60) days after that notice. (d) For Cause by Manager: Manager shall have the right to terminate this Agreement for Cause at any time. Upon termination for cause by Manager shall be contingent upon Manager promptly vacating the Facility and taking nothing of value from Owner without owner's written permission. Manager expressly waives any possessory lien rights or right of set-off it might have against any of Owner's property or assets. Cause for termination shall include, but not be limited to, Owner's (i) repeated failure to timely pay into the Operating Account budgeted Owner contributions; (ii) Owner's failure to cure the breach of any material provision in this Agreement within twenty (20) days after receipt of written notice to cure from Manager detailing that breach; except that in the event that a cure is not objectively possible within twenty (20) days after that notice, Manager shall not be entitled to terminate for cause where Owner shall commence to cure the noticed breach as fully as possible within that twenty (20) day period and thereafter diligently and continuously pursue that cure to a successful completion within sixty (60) days after that notice. 4.3 Effect of Early Termination. (a) Upon termination by the Owner for any reason other than for "cause" due to Manager's 0 breach of any material provision herein, without cure by Manager following written notice from Owner detailing such breach of this Agreement, Owner shall pay to Manager a termination fee (the "Early Termination Fee") on the Termination Date that is equal to (a) the greater of. (i) the trailing twelve (12) months' fees due to Manager hereunder or (ii) twelve (12) times the average monthly payment due to Manager during the Term; plus (b) any bonus or incentive payments that the Manager has earned through the Termination Date; plus (c) twelve (12) months' salary for all full- time employees of Manager that have been employed pursuant to the terms of this Agreement; plus (d) any severance payments and/or relocation expenses which are incurred by Manager related to the Manager's terminating or relocating full-time employees that have been assigned to the Facility. In the Event that Owner terminates this Agreement, Owner shall have the right to request that Manager vacate the property and cease all management activities related to the Facility, in which case Owner shall pay Manager the Termination Fee as set forth above. (b) Upon termination or expiration of this Agreement for any reason, (i) Manager shall promptly discontinue the performance of all services hereunder, (ii) the Owner shall promptly pay Manager all fees due Manager up to the date of termination or expiration (subject to proration if the Term ends other than at the end of the Operating Year), (iii) Manager shall make available to the Owner all data, electronic files, documents, procedures, reports, estimates, summaries, and other such information and materials with respect to the Facilities as may have been accumulated by Manager in performing its obligations hereunder, whether completed or in process, and (iv) without any further action on part of Manager or Owner, the Owner shall, or shall cause the successor Facility manager to, assume all obligations arising after the date of such termination or expiration, under any Service Contracts, Revenue Generating Contracts, booking commitments and any other Facility agreements entered into by Manager in furtherance of its duties hereunder. Notwithstanding the foregoing, Manager is under no duty to provide certain proprietary confidential materials or intellectual property to the Owner, including but not limited to national benchmarking formulas, key performance indicators reports, employee manuals, employee training materials, employee performance evaluations, financial forecasting formulas, Manager's internal databases or contact lists, Manager's operations manuals, and/or other intellectual property developed by and maintained by the Manager and which it may use in its regular course of business to provide services to clients similar to Owner. Any obligations of the parties that are specifically intended to survive expiration or termination of this Agreement shall survive expiration or termination hereof. ARTICLE 5 OWNERSHIP; USE OF THE FACILITY 5.1 Ownership of Facility, Data, Equipment and Materials. The Owner will at all times retain ownership of the Facilities, including but not limited to real estate, technical equipment, furniture, displays, fixtures and similar property, including improvements made during the Term, at the Facility. Any data, equipment or materials furnished by Owner to Manager or acquired by Manager as an Operating Expense shall remain the property of Owner and shall be returned to Owner when no longer needed by Manager to perform under this Agreement. Notwithstanding the above, Owner shall not have the right to use any third - party software licensed by Manager for general use by Manager at the Facility and other facilities managed by Manager, the licensing fee for which is proportionately allocated and charged to the Facility as an Operating Expense; such software may be retained by Manager upon expiration or termination hereof. Furthermore, Owner recognizes that the Operations Manual to be developed and used by Manager hereunder is proprietary to Manager and shall belong to Manager at the end of the Term; Owner shall not use or maintain copies thereof upon the end of the Term. 7 5.2 Right of Use by Manager. The Owner hereby gives Manager the right and license to use the Facility for the Term, and Manager accepts such right of use, for the purpose of performing the services herein specified, including the operation and maintenance of all physical and mechanical facilities necessary for, and related to, the operation, maintenance and management of the Facility. The Owner shall provide Manager with a sufficient amount of suitable office space in the Facility (exact office space to be mutually agreed by the parties) and with such office equipment as is reasonably necessary to enable Manager to perform its obligations under this Agreement. In addition, the Owner shall make available to Manager, at no cost, parking spaces adjacent to the Facility for all of Manager's full-time employees and for the Facility's event staff. 5.3 Right of Use of Staff by Manager. Manager shall have the right to utilize its employees as needed to support manager's organization as a whole, including but not limited to travel for training and temporary staffing coverage. Manager shall have the right to utilize the Facility to host events for its employees from time to time for the purpose of learning and development, at no cost to the operational budget other than that incurred by the staff who are regularly stationed at the Facility. 5.4 Observance of Agreements. The Owner agrees to pay, keep, observe and perform all payments, terms, covenants, conditions and obligations under any leases, bonds, debentures, loans and other financing and security agreements to which the Owner is bound in connection with its ownership of the Facility. ARTICLE 6 PERSONNEL 6.1 Generally. All Facility staff and other personnel shall be engaged or hired by Manager in its sole discretion, except that Owner shall preapprove the employment of Management -Level Employees (as defined in Section 1.1 here), and shall be employees, agents or independent contractors of Manager, and not of the Owner. Manager shall select employees, in its sole discretion but subject to Owner's right to approve the Operating Budget. The Operating Budget shall define the number, function, qualifications, and compensation, including salary and benefits, of its employees and shall control the terms and conditions of employment (including without limitation termination thereof) relating to such employees. Manager agrees to use reasonable and prudent judgment in the selection and supervision of such personnel. Owner specifically agrees that Manager shall be entitled to pay its employees, as an Operating Expense, bonuses and benefits in accordance with Manager's then current employee manual, which may be modified by Manager from time to time in its sole discretion. A copy of Manager's current employee manual and any Facility -specific employee manual supplement shall be provided to Owner. 6.2 General Manager and Management -Level Employees. Personnel engaged by Manager will include a full-time on -site General Manager and other Management -Level Employees. Hiring of the General Manager by Manager require the prior approval of the Owner, which approval shall not be unreasonably withheld or delayed; provided, however, in the event of a vacancy in the General Manager position, Manager may, upon notice to the Owner, temporarily fill such position with an interim General Manager for up to one hundred eighty (180) days without the necessity of obtaining the Owner's approval. The General Manager will have general supervisory responsibility for Manager and will be responsible for day-to-day operations of the Facility, supervision of employees, and management and coordination of all activities associated with events taking place at the Facility. 6.3 Work Environment. Employees will be required to work to the standards outlined in the most current version of Manager's employee handbook. Owner shall not require employees of Manager to vary from those employment standards either directly, or indirectly through impacting decisions, including but not limited to not funding the correct staffing level, not providing safe work tools and a safe work environment, or an environment inconsistent with Manager's values. 6.4 Post -Termination Employment. In the event of termination, or in any case where Owner, and/or its affiliated agencies or entities, expresses an interest in hiring Manager's employee(s), Manager shall reserve the right to agree or deny such a request. In the event that Manager elects to permit Owner to hire Manager's employee(s), Owner shall provide the Manager with a one-time fee (the "Recruitment Fee") equal to six (6) months' gross salary and benefits. In any of these events described, the Manager's employee would not retain the Manager's intellectual material in any future employment. ARTICLE 7 PROCEDURE FOR HANDLING INCOME 7.1 Operating Account. Except as otherwise agreed to by the parties in writing all Revenue derived from operation of the Facility shall be deposited by Manager into the Operating Account as soon as practicable upon receipt (but not less often than once each business day). The specific procedures (and authorized individuals) for making deposits to and withdrawals from such account shall be set forth in the Operations Manual, but the parties specifically agree that Manager shall have authority to sign checks and make withdrawals from such account, subject to the limitation contained in this Agreement, without needing to obtain the co -signature of a Owner employee or representative. The Owner will have access and visibility to all accounts owned by the Facility. ARTICLE 8 FUNDING 8.1 Source of Funding. Manager shall pay all items of expense for the operation, maintenance, supervision and management of the Facility from the funds in the Operating Account, which Manager may access periodically for this purpose. The Operating Account shall be funded with amounts generated by operation of the Facility (as described in Article 7 above), or otherwise made available by the Owner. To ensure sufficient funds are available in the Operating Account, Owner will deposit in the Operating Account, on or before the Effective Date, the budgeted or otherwise approved expenses for the month beginning on the Effective Date. The Owner shall thereafter, on or before the first (1st) day of each succeeding month following the Effective Date, deposit (or allow to remain) in the Operating Account the budgeted or otherwise approved expenses for each such month. Manager shall have no liability to the Owner or any third party in the event Manager is unable to perform its obligations hereunder, or under any third -party contract entered into pursuant to the terms hereof, due to the fact that sufficient funds are not made available to Manager to pay such expenses in a timely manner. 8.2 Advancement of Funds. Under no circumstances shall Manager be required to pay for or advance any of its own funds to pay for any Operating Expenses. In the event that, notwithstanding the foregoing, Manager agrees to advance its own funds to pay Operating Expenses, Owner shall promptly reimburse Manager for the full amount of such advanced funds, plus interest at a rate to be mutually agreed upon. Owner will also fund an amount to be included in the budget, that will be accounted for as Owner's asset, 0 to be used as operating funds and working capital. The "working capital" will be the baseline account balance for the Operating Account and Owner will contribute funds as needed to maintain that minimum of amount in the Operating Account. ARTICLE 9 FACILITY CONTRACTS; TRANSACTIONS WITH AFFILIATES 9.1 Existing Contracts. The Owner shall provide to Manager, on or before the Effective Date, full and complete copies of all Existing Contracts. Manager shall administer and use reasonable commercial efforts to assure compliance with such Existing Contracts to the extent provided to Manager. 9.2 Execution of Contracts. Manager shall have the right to enter into Service Contracts, Revenue Generating Contracts and other contracts related to the operation of the Facility, as agent on behalf of the Owner. Any such material agreements shall contain standard indemnification and insurance obligations on the part of each vendor, licensee or service provider, as is customary for the type of services or obligations being provided or performed by such parties. 9.3 Transactions with Affiliates. In connection with its obligations hereunder relating to the purchase or procurement of services for the Facility (including without limitation food and beverage services, ticketing services and Commercial Rights sales), Manager may purchase or procure such services, or otherwise transact business with, an Affiliate of Manager, provided that the prices charged and services rendered by such Affiliate are competitive with those obtainable from any unrelated parties rendering comparable services. Manager shall, if requested by Owner, provide reasonable evidence establishing the competitive nature of such prices and services, including if appropriate, competitive bids from other persons seeking to render such services at the Facility. ARTICLE 10 AGREEMENT MONITORING AND GENERAL MANAGER 10.1 Contract Administrator. Each party shall appoint a contract administrator who shall monitor such party's compliance with the terms of this Agreement. Manager's contract administrator shall be its General Manager at the Facility, unless Manager notifies Owner of a substitute contract administrator in writing. Owner shall notify Manager of the name of its contract administrator within thirty (30) days of execution hereof. Any and all references in this Agreement requiring Manager or Owner participation or approval shall mean the participation or approval of such party's contract administrator. ARTICLE 11 INSURANCE 11.1 Types of Coverage; Certificates of Insurance. Manager and Owner agree to obtain insurance coverage in the following manner and amount. Owner and Manager shall within 30 days after the Effective Date furnish to the other party certificates of all of the insurance as well as certificates of renewal no later than ten (10) days prior to the expiration of each policy. Such insurance policies (as reflected by current certificates) held by Manager shall provide that the Additional Insureds are listed as additionally named insureds on the policies. Manager will provide reasonable notice to Owner upon receipt of any intention by Insurer to cancel, not renew or make any adverse change in coverage. All certificates, cancellation, nonrenewal or adverse 10 change notices shall be mailed to the respective addresses listed in the definition of Additional Insured, or at such other address as an Additional Insured shall give Manager written notice. New Certificates of Insurance are to be provided to the Additional Insureds at least 15 days after coverage renewals. If requested by the Owner, Manager shall furnish complete copies of insurance policies, forms and endorsements. 11.2 Owner's Policies. Owner shall be responsible for obtaining and administering insurance in connection with the Facility as follows: (a) Property Insurance. Owner shall also procure and maintain fire and extended coverage casualty insurance, and (if appropriate) flood insurance, regarding the Facility in amounts and with companies acceptable to Owner in its sole discretion. (b) Commercial General Liability. Owner shall procure and maintain, at the Owner's sole expense, a Commercial General Liability policy with a combined single limit of $1,000,000 per occurrence and a general annual aggregate limit of $3,000,000. All such insurance shall be on an "occurrence" basis. 11.3 Manager's Policies. Manager shall be responsible for obtaining and administering insurance in connection with the Facility as follows: (a) General Liability. Manager shall procure and maintain as a Facility Operating Expense a general liability policy (including contractual liability insurance, including an umbrella policy, and including hired, non -owned auto coverage, and abuse and molestation coverage) which insures Manager and which includes Owner as an additional named insured, with a general liability policy (including contractual liability insurance) with a combined single limit of $1,000,000 per occurrence and a general annual aggregate limit of $3,000,000. All such insurance shall be on an occurrence basis. (b) Professional Liability. Manager shall procure and maintain, as a Facility Operating Expense, a professional liability policy, (c) Workers Compensation. Manager shall procure and maintain as a Facility Operating Expense worker's compensation insurance required under applicable Florida state law. ARTICLE 12 COVENANTS AND REPRESENTATIONS 12.1 Owner's Covenants and Representations. Owner makes the following covenants and representations to Manager, which covenants, and representations shall, unless otherwise stated herein, survive the execution and delivery of this Agreement: (a) Owner's Status. Owner is a county government duly organized, validly existing, and in good standing under the laws of the State of Florida with full power and authority to enter into this Agreement and execute all documents required hereunder. (b) Authorization. The making, execution, delivery, and performance of this Agreement by Owner has been duly authorized and approved by requisite action and this Agreement has been duly executed and delivered by Owner and constitutes a valid and binding obligation of Owner, enforceable in accordance with its terms and applicable laws. 11 (c) Effect of Agreement. To Owner's best knowledge, without duty of inquiry, neither the execution and delivery of this Agreement by Owner nor Owner's performance of any obligation hereunder: (i) will constitute a violation of any law, ruling, regulation, or order to which Owner is subject; or (ii) shall constitute a default of any term or provision or shall cause an acceleration of the performance required under any other agreement or document (A) to which Owner is a party or is otherwise bound, or (B) to which the Facility or any part thereof is subject. (d) Ownership Rights. Owner shall obtain and retain the property interests in the Facility necessary to enable Manager to perform its duties pursuant to this Agreement peaceably and quietly. Owner represents and warrants that Manager's performance of the services required by this Agreement shall not violate the property rights or interests of any other Person. (e) Documentation. If necessary to carry out the intent of this Agreement, Owner agrees to execute and provide to Manager, on or after the Effective Date, any and all other instruments, documents, conveyances, assignments, and agreements which Manager may reasonably request in connection with the operation of the Facility. 12.2 Manager's Covenants and Representations. Manager makes the following covenants and representations to Owner, which covenants and representations shall, unless otherwise stated herein, survive the execution and delivery of this Agreement: (a) Corporate Status. Manager is a limited liability company duly organized, validly existing, and in good standing under the laws of the State of Florida and authorized to transact business throughout the United States with full corporate power to enter into this Agreement and execute all documents required hereunder. (b) Authorization. The making, execution, delivery, and performance of this Agreement by Manager has been duly authorized and approved by all requisite action of the board of directors of Manager, and this Agreement has been duly executed and delivered by Manager and constitutes a valid and binding obligation of Manager, enforceable in accordance with its terms and applicable laws. (c) Effect of Agreement. To Manager's best knowledge, without duty of inquiry, neither the execution and delivery of this Agreement by Manager nor Manager's performance of any obligation hereunder (i) will constitute a violation of any law, ruling, regulation, or order to which Manager is subject; or (ii) shall constitute a default of any term or provision or shall cause an acceleration of the performance required under any other agreement or document to which Manager is a party or is otherwise bound. 12.3 Indemnification. (a) Indemnification by Manager. Manager agrees to defend, indemnify and hold harmless the Owner and its officials, directors, officers, employees, agents, successors and assigns against any claims, causes of action, costs, expenses (including reasonable attorneys' fees) liabilities, or damages (collectively, "Losses") suffered by those parties, arising out of or in connection with any (i) grossly negligent act or omission, or willful misconduct, on the part of Manager or any of its employees or agents in the performance of its obligations under this Agreement; or (ii) breach by Manager of any of its representations, covenants or agreements made herein. 12 (b) Indemnification by Owner. Owner agrees to defend, indemnify and hold harmless the Manager and its managers, directors, officers, employees, agents, successors and assigns against any claims, causes of action, costs, expenses (including reasonable attorneys' fees) liabilities, or damages (collectively, "Losses") suffered by those parties, arising out of or in connection with any (i) grossly negligent act or omission, or willful misconduct, on the part of Owner or any of its employees or agents in the performance of its obligations under this Agreement; or (ii) breach by Owner of any of its representations, covenants or agreements made herein. (c) Conditions to Indemnification. With respect to each separate matter brought by any third party against which a party hereto ("Indemnitee") is indemnified by the other party ("Indemnitor") under this Section, the Indemnitor shall be responsible, at its sole cost and expense, for controlling, litigating, defending and/or otherwise attempting to resolve any proceeding, claim, or cause of action underlying such matter, except that (a) the Indemnitee may, at its option, participate in such defense or resolution at its expense and through counsel of its choice; (b) the Indemnitee may, at its option, assume control of such defense or resolution if the Indemnitor does not promptly and diligently pursue such defense or resolution, provided that the Indemnitor shall continue to be obligated to indemnify the Indemnitee hereunder in connection therewith; and (c) neither Indemnitor nor Indemnitee shall agree to any settlement without the other party 's prior written consent (which shall not be unreasonably withheld or delayed). In any event, Indemnitor and Indemnitee shall in good faith cooperate with each other and their respective counsel with respect to all such actions or proceedings, at the Indemnitor's sole expense. With respect to each and every matter with respect to which any indemnification may be sought hereunder, upon receiving notice pertaining to such matter, Indemnitee shall promptly (and in no event more than ten (10) days after any third -party litigation is commenced asserting such claim) give reasonably detailed written notice to the Indemnitor of the nature of such matter and the amount demanded or claimed in connection therewith. (d) Survival. The obligations of the parties contained in this Section shall survive the termination or expiration of this Agreement. ARTICLE 13 MISCELLANEOUS 13.1 Relationship. Manager and Owner shall not be construed as joint venturers or general partners of each other, and neither shall have the power to bind or obligate the other party except as set forth in this Agreement. Manager understands and agrees that the relationship to Owner is that of independent contractor, and that it will not represent to anyone that its relationship to Owner is other than that of independent contractor. Nothing herein shall deprive or otherwise affect the right of either party to own, invest in, manage or operate property, or to conduct business activities, which are competitive with the business of the Facility. Manager covenants and agrees that even though it may have a management responsibility for other similar properties, which from "time to time" may be competitive with the Facility, Manager shall always represent the Facility fairly and deal with Owner on an equitable basis. Manager has the right to display its brand and marks in the Facility and on the Facility's marketing materials in a manner that does not exceed 10% of the overall impression of the Facility's own brand. Manager has the right to use and store the database and contact information of the customers of the Facility. Manager will provide from time to time images and other marketing material that it owns and holds the license to for use by the Facility. Owner agrees not to use those images and that material in any manner outside of the operation of the Facility while Manager is engaged to operate it. Manager has the right to use images and marks from the Facility for its own marketing and promotions material in perpetuity, without restriction. 13 13.2 Representations. Owner represents and warrants: (i) that Owner has full power and authority to enter this Agreement; (ii) that to the best of Owner's knowledge, the property on which the Facility is located is zoned for the intended use; (iii) that all permits for the operation of the Facility have or will be secured and are or will be current; (iv) that the Facility and its operation do not violate any applicable statues, laws, ordinances, rules, regulations, orders, or the like (including, but not limited to, those pertaining to hazardous or toxic substances); and (v) that no unsafe condition exists. 13.3 Assignment. This Agreement shall not be assigned by either party without the express written consent of the non -assigning party. Any such assignment made without proper consent shall be deemed void. 13.4 Benefits and Obligations. The covenants and agreements herein contained shall inure to the benefit of, and be binding upon the parties hereto and their respective heirs, executors, successors, and assigns. 13.5 Fees for Legal Advice. Subject to the prior written approval of the Owner, which approval shall not be unreasonably withheld, Owner shall pay reasonable expenses incurred by Manager in obtaining legal advice regarding compliance with any law affecting the Facility or any activities related to it. 13.6 Fees for Other Professional Services. Subject to the prior written approval of the Owner, which approval shall not be unreasonably withheld, Owner shall pay reasonable expenses incurred by Manager in obtaining financial advice, tax and audit advice, code compliance and engineering device, regarding compliance with any law affecting the Facility or any activities related to it. 13.7 Building Compliance. Manager does not assume and is given no responsibility for compliance of the Facility or any equipment therein with the requirements of any building codes or with any statute, ordinance, law, or regulation of any governmental body or of any public authority or official thereof having jurisdiction, except to notify Owner promptly, or forward to Owner promptly, any complaints, warnings, notices, or summonses received by Manager relating to such matters. Owner represents that to the best of Owner's knowledge, the Facility and all such equipment contained therein comply with all such requirements, and Owner authorized Manager to disclose the ownership of the Facility to any such officials and agrees to indemnify and hold Manager, its representatives, servants, and employees, harmless of and from all loss, cost, expense, and liability whatsoever which may be imposed by reason of any present or future violation or alleged violation of such laws, ordinances, statues, or regulations. 13.8 Notices. All notices provided for in this Agreement shall be in writing and served by registered or certified mail, return receipt requested, postage prepaid, at the following addresses until such time as written notice of a change of address is given to the other party: 14 If to Owner: Collier County Attention County Manager, Mark R. Isackson_ 299 Tamiami Trail East, Suite 202 Naples, FL 34112-5746 With a copy to: If to Manager: Sports Facilities Management, LLC Attention: Jason Clement, Manager 600 Cleveland Street, Suite 910 Clearwater, FL 33755 Email: jclement@sportadvisory.com with a copy to: Bruce Rector General Counsel Sports Facilities Management, LLC 600 Cleveland Street, Suite 910 Clearwater, FL 33755 Email: brector@sportadvisory.com 13.9 Interest on Unpaid Sums. Any sums due Manager under any provision of this Agreement, and not paid by Owner within forty-five (45) days after such sums have become due, shall bear interest at the rate of 18 percent (1.5%) per month. 13.10 Owner Responsible for Payments. Upon termination of or withdrawal from this Agreement, Owner shall assume the obligations of any contract or outstanding bill executed by Manager under this Agreement for and on behalf of Owner and responsibility for payment of all unpaid bills, provided that such obligation has been approved by Owner as set forth in Section 6.1. 13.11 Headlines. All headings and subheadings employed within this Agreement and in the accompanying schedules and exhibits are inserted only for convenience and ease of reference and are not to be considered in the construction or interpretation of any provision of this Agreement. 13.12 Force Maieure. Any delays in the performance of any obligation of Manager under this Agreement shall be excused to the extent that such delays are caused by wars, national emergencies, natural disasters, strikes, labor disputes, utility failures, governmental regulations, riots, adverse weather, and other similar causes not within the control of Manager and any time periods required for performance shall be extended accordingly. 13.13 Entire Agreement. This Agreement, including any specified attachments, constitutes the entire agreement between Owner and Manager with respect to the management and operation of the Facility and supersedes and replaces any and all previous management agreements entered into or/and negotiated between Owner and Manager relating to the Facility covered by this Agreement. No change to this Agreement shall be valid unless made by supplemental written agreement executed and approved by Owner 15 and Manager. Except as otherwise provided herein, any and all amendments, additions, or deletions to this Agreement shall be null and void unless approved by Owner and Manager in writing. Each party to this Agreement hereby acknowledges and agrees that the other party has made no warranties, representations, covenants, or agreements, express or implied, to such party, other than those expressly set forth herein, and that each party, in entering into and executing this Agreement, has relied upon no warranties, representations, covenants, or agreements, express or implied, to such party, other than those expressly set forth herein. 13.14 Rights Cumulative; No Waiver. No right or remedy herein conferred upon or reserved to either of the parties to this Agreement is intended to be exclusive of any other right or remedy, and each and every right and remedy shall be cumulative and in addition to any other right or remedy given under this Agreement or now or hereafter legally existing upon the occurrence of an event of default under this Agreement. The failure of either party to this Agreement to insist at any time upon the strict observance or performance of any of the provisions of this Agreement, or to exercise any right or remedy or be construed as a waiver or relinquishment of such right or remedy with respect to subsequent defaults. Every right and remedy given by this Agreement to the parties may be exercised from "time to time" and as often as may be deemed expedient by those parties. 13.16 Applicable Law. The execution, interpretation, and performance of this Agreement shall in all respects be controlled and governed by the laws of the State of Florida. Any civil action or legal proceeding arising out of or relating to this Agreement shall be brought in the courts of record of the State of Florida in Pinellas County. or the United States District Court, Clearwater, Florida. Each party consents to the sole and proper jurisdiction of such court in any such civil action or legal proceeding and waives any objection to the laying of venue of any such civil action or legal proceeding in such court. 13.17 Acknowledtement. The parties hereto acknowledge that they have been provided with a copy of this Agreement for review prior to signing it, that they have been given the opportunity to review it prior to signing it, that they have been given the opportunity to have this Agreement reviewed by their attorney prior to signing it, and that they understand the purposes and effect of this Agreement. 13.18 Severability. If any provision or provisions of this Agreement shall be held to be invalid or unenforceable, such invalidity or unenforceability shall not affect any other provisions of this Agreement, and this Agreement shall be construed and enforced as if such provision or provisions had not been included. 13.19 Intellectual Property. Owner acknowledges that Manager has certain intellectual property, trade secrets and proprietary business techniques ("Intellectual Property ") that it will on behalf of Owner to meet its obligations under this Agreement. Owner acknowledges that it obtains no ownership rights whatsoever in the Intellectual Property and, upon termination of this Agreement, Manager shall retain all rights to the Intellectual Property and remove such Intellectual Property from the Facility and its operations. For purposes of this Agreement, the term Intellectual Property shall include, without limitation, analytical tools and documented procedures for forecasting, performance tracking, operational and marketing systems that are unique to Manager's approach, staff training programs, program curriculum and agendas, rights to certain discounts or programs that Manager has negotiated for Manager -operated facilities, and other intellectual property which Manager has previously introduced to the Facility and of which Manager is an author. [SIGNATURE PAGE TO FOLLOW] 16 IN WITNESS WHEREOF, the parties have caused this Agreement to be executed as of the day and year first above written. Attest: OWNER: COLLIER COUNTY Print Name: Its MANAGER: SPORTS FACILITIES MANAGEMENT, LLC, Attest: a Florida limited liability company Print Name: Its Manager 17 EXHIBIT A MANAGEMENT SERVICES During the Term, Manager will be responsible for all aspects of oversight for the staffing, marketing, maintenance, event management, sponsorship and advertising sales, and day-to-day operations of the Owner's Facility. 1. Staffing. Manager shall provide a full-time on -site General Manager and other employees as required to meet the operational needs of the Facility, within the budgeted percentage of labor. 2. Annual Business Plan. Manager will produce an Annual Business Plan two months prior -to the beginning of any Operating Year in the Term, Manager shall update the Business Plan and submit the revised Business Plan to Owner for its review and approval. Owner shall give its comments and/or approval of the updated Business Plan within sixty (60) days after receiving the Business Plan from the Manager. In the event of disapproval of the Business Plan, the Manager shall use commercially reasonable efforts to operate the facility pursuant to the general terms of this Agreement and the prior Business Plan then in effect, until such time as the revisions to the Business Plan are agreed upon. In the event of disapproval of the Budgets, the Manager shall continue operating the facility pursuant to the Budgets then in effect, subject to increases in Operating Expenses required due to (i) increases in Gross Receipts; or (ii) other matters beyond the control of the Manager, until such time as Owner and the Manager agree upon the appropriate replacement Budgets. However, in the event Owner disapproves of a Business Plan, revised Business Plan/Budget hereunder, and Manager and Owner fail to reach an agreement on a new Business Plan, revised Business Plan or Budget within ninety (90) days of such disapproval, either party may terminate this agreement by providing the other party with written notice sixty (60) days prior to the date such party intends to terminate. Owner and the Manager agree to use good faith efforts to resolve any differences in opinion regarding the Business Plan and any portion thereof so that agreement on the Business Plan can be reached as soon as possible after the date Manager first submits the revised Business Plan for such year to the Owner. 3. Employment Matters. The Manager shall present the then current staffing, the incentive bonus plan for employees, and all salaries and payments to employees through the Payroll Account in the Annual Operations Budget. It is understood by all parties that reductions and additions to various positions may be made at Manager's discretion throughout the year due to business tempo, trends, opportunities, and budget requirements. If a change is recommended that will require expense above the budgeted labor percentage, the change will be submitted for Owner's review and approval by Owner via reforecast and revised business plan or budget. 4. Independent Accounting Firm. From time to time, as Owner requests, Manager shall hire an independent certified public accounting firm to be paid for out of the Operating Budget of the Facility and to be selected by mutual agreement of Owner and Manager to audit the financial statements required under this Agreement. 5. Accounting Records and Reporting. During the Term, Manager shall maintain professional accounting records. Manager shall provide the financial statements in a format reasonably specified by Owner. INTERNAL CONTROL. The Manager agrees to develop, install, and maintain reasonably appropriate accounting, operating, and administrative controls governing the financial aspects of the Facility, such controls to be consistent with professionally accepted accounting practices 18 BANK ACCOUNTS. The Manager shall establish, in the Facility's name, at a banking institution or institutions subject to the approval of Owner, utilizing the federal tax identification number of Facility, an operating expense account (the "Operating Expense Account") and a payroll account in the Manager's or its affiliates' name, at a banking institution or institutions subject to the approval of Owner, utilizing the federal tax identification number of Manager or its affiliated entity (the "Payroll Account"). ACCOUNT FUNDING. Subject to the Manager's written notices to Owner as herein, Owner acknowledges that it is solely responsible for all Operating Expenses and capital expenditures required for or on behalf of the Facility provided that such Operating Expenses and capital improvements are made in accordance with the terms of this Agreement. 19 EXHIBIT B MANAGER COMPENSATION During the Term of this Agreement, Manager shall receive compensation from the Owner according to the following: 1. Split of Positive Net Income 2. Employee Compensation; and 3. Reimbursed Expenses Base Mana,2ement Fee. During the Term, there will be no base management fee for Manager's services. 2. Corporate Services Fee. During the Term, Owner will not be responsible for any corporate service fees. Manager will be responsible for covering all costs of its corporate support services to the Facility and the Facility's Management -Level Employees — to include sales, legal, risk, accounting/finance, marketing and advertising support, and sales support. 3. Deferred Management Incentive Fees. To encourage Manager to maximize return on, Owner agrees to pay to Manager a Deferred Management Incentive Fee once the Facility Net Income is positive. Upon reaching a positive net income, Manager will receive a performance fee equal to 50% of positive such Net Income. Any such Deferred Management Incentive Fee calculations shall be made by Manager within sixty (60) days of the ending of any Operating Year and paid to Manager within fifteen (15) days of delivery of same to Owner. 4. Payroll Compensation. During the Term, Owner shall pay to Manager in equal monthly installments, the Employment Costs for all employees at the Facility (collectively, the "Payroll Compensation"). Manager will compensate all of its employees on a monthly basis and therefore each Payroll Compensation payment will become due and payable on the first (1") day of each successive month. For purposes of this Agreement, the term "Employment Costs" shall mean the total salary and compensation for the Management Employees plus any fringe benefits including health insurance, etc., as well as any annual bonus to be paid. 5. Reimbursed Expenses. Manager shall be reimbursed with prior written approval with prior written approval by the Owner, if not previously approved by Owner in the Pre -Opening or Post -Opening Budget, for travel and other expenses directly related to the Management Services. All travel reimbursement will be based on receipts to be furnished by Manager to the Owner. Travel expenses may include but are not limited to airfare, rental cars, parking fees, lodging and meals. All fees and reimbursements shall be paid to Manager within thirty (30) calendar days of invoicing. Manager will make a good -faith effort to keep these travel expenses to a minimum. 20 EXHIBIT C PROFORMA See attached sheets. 23 SPORTS FACILITIES COMPANIES 1e 0 Panama City Beach REAL. FUN. BEACH. Collier County - Office of Procurement Services 3295 E Tamiami Trail Naples, FL 34112 June 30, 2021 Collier County Selection Committee, As the executive director of the Bay County Tourist Development Council and President & CEO of Visit Panama City Beach, I understand the importance of professional operations coupled with a strong collaboration with hoteliers and local business leaders. Over our 5+ year history of working with Sports Facilities Companies (SFC), I have witnessed them integrate well into our unique tourism and local business climate while bringing their national network and corporate infrastructure to serve our objectives. Florida strives to achieve its dual goals of remaining one of the world's premier tourism destinations, while enriching the quality of life in our communities. SFC is the very best partner in the sports tourism industry to align with those objectives, and I am pleased to offer my full recommendation for the management of the Paradise Coast Sports Complex. Similar to Collier County's position, Panama City Beach entered into an initial agreement with a company to help us develop and manage our new Panama City Beach Sports Complex. Throughout the process we concluded the scale of the project was growing to the point we felt necessary to evaluate more management solutions and structures. We received a variety of models, ideas and strategies. Sports Facilities Companies stands apart because of their 1) Value of collaboration, 2) Track record of proven success in similar venues, 3) Ability to scale with us as our complex and community continue to grow, 4) Capabilities to deliver on our vision and not put us in a position to have to repeat the process again, and 5) Extreme ownership with transparency over quantitative and qualitative outcomes. I have worked with four of the teams responding to your submittal, I strongly recommend the selection of Sports Facilities Companies to manage your complex. Sincerely, Dan Rowe Executive Director, Bay County TDC President & CEO, Visit Panama City Beach P,O. Box 9473, Panama City Beach, Florida 32417, USA I visit panamacityheach.com OSfice:850/233-5070 I Toll Free: 8001PCBEACH(722-3224) I Fax:850/233-5072 SPORTS FACILITIES COMPANIES Ivw ]-0-0—to Hoover City Council John B. Lyda, President Curt PoSey, President Pm Tempore Steve McClinton Casey Middlebrooks, PhD Derrick M. Murphy Mike Shaw Sam Swiney Collier County Procurement Services 3295 E Tamiami Trail Naples, FL 34112 June 22, 2021 Collier County Selection Committee: As President of Hoover's City Council, I appreciate the opportunity to share our experience with Sports Facilities Companies and how they have partnered with the City of Hoover over the past 5 years to manage our $80 million, 120 acre complex including our 11,000 seat stadium; 155,000 square foot event center including 1 l basketball courts, 17 volleyball courts, performance center; i 1 outdoor fields; lfi tennis courts; 170 RV park spaces; universally accessible playground; and aquatic splash pad, Under SFC's leadership, the complex has: Achieved all bottom line budget objectives for each fiscal year including 2020 pandemic year Outpaced our economic impact, hotel room and visitor spending goals Provided more local usage than originally anticipated through partnership with our community Hired, trained and staffed the appropriate management team (all local hires) while providing stellar corporate support and leadership from Florida Provided critical design, construction and procurement management saving us money during this phase while creating operational expertise to optimize revenue generation Provided transparent financial reporting and operational flexibility to provide the city with all data required to make good decisions about the complex - Operated with excellence by leveraging SFC's staff ofexperts including human resources, risk management, legal, marketing, sales, event booking and leadership Created significant development around the Hoover Met Complex in the form of new restaurants, shopping, lodging, and residential. To be clear, the relationship has not always been perfect. My understanding is that past employees of the firm are also submitting on a competitive team to SFC. Having worked with all these individuals, I want to stress my full recommendation of the current SFC team as lead by Jason Clement, John Sparks, Lori Moore, Ashley Whittaker and the current corporate team. Because of their leadership, the Hoover Met Complex worked through the early bumps, and I cannot celebrate the success over the past three years with more enthusiasm. Please call me directly to learn more about the contrast in collaboration, cooperation, and partnership approach. i understand the importance of your decision, and I truly desire for you to know our positive experience with the current SFC team. Sincerely, John Lyda President Hoover City Council, Place 3 lop Municipal Lane ■ Hoover, Alabama 35216 • Telephone (205) 444-7557 SPORTS FACILITIES COMPANIES RP It ECONOMIC DEVELOPMENT COUNCIL June 21, 2021 Board of County Commissioners 3299 Tamiami Trail East, Suite 303 Naples, FL 34112 Dear Collier County Selection Committee: SFM has been a tremendous partner from day one. As Sevier County, a major tourism destination in the southeast, looked to take advantage of the emerging sports tourism industry, SFM provided valuable information and guidance as we developed Rocky Top Sports World. In addition to this, Sevier County and Pigeon Force worked with current SFM leadership, in particular Jim Arnold, to develop the Ripken Experience Pigeon Forge. Since opening in 2016,the Ripken Experience has been at the center of a massive development boom in Pigeon Forge, including The Island, Mountain Mile and multiple new hotel properties. Our partnership has been outstanding. They have provided sound advice, shown fiscal responsibility and the ability to professionally manage a youth sports facility. Every year we have been in operation the number of events and amount economic impact have grown. That is until 2020. The pandemic has caused a great decline in the number of events that could be held at the facility. This catastrophic event really showed what true partners they are. Cutting expenses, applying for, and receiving the PPP, enabled our facility to stay out of any financial problems. In addition, they stayed in contact with event owners so that as soon as restrictions were lifted, a safe and well thought out plan was utilized to open the facility. For year 2020-2021 we have had a total economic impact of $6,829,718 for our community that had basically been shut down. We are expecting a big second half of the year because of the groundwork that was laid by SFM during the pandemic. I would highly recommend SFM. They are professional, personable, and great partners. They get it as it relates to providing a great experience for participants at the facility and economic impact for our community. I would be happy to answer any questions you may have. Sincerely, Allen Newton Executive Director '321 Court Avemic, Scvicrvillc, s5cc. 37862 (m.i1 "1'28-2211 [963) 4.53-2312 l-;kx iaw��.scccic.cc�iri SPORTS FACILITIES COMPANIES Samod of C. uni y Qmnm iwjonvm 3299 Tamismd Trail Fir, Suitt M.1 Naplm FL 34113 jW y 1, 2021 To Whom it bby Cramarrn: J am *vltlaa to pra+ & i mco mmcradagion ffw %p4xn J:acM d& Campwnjo' imiti 1Wm@nt irrn ( ) At C#dar Jtim we focum or7 the pw4 rii prTi"c a and talk a lot abut a he 'hi,g11 i a}x mnracm a we cmat* fnr Chow ■prndinit time in a-Ar #ral,arrl "i park-m- Widn curtaddermg smut Npora cwnplex aaperattom we haw eviJu-mcd Twn rnndely a tally IvsmA model end SMit outwu ed mar,mpment modt3. J can mlaarc t laat wrw cJnA wit 11 SF U-1, :hUnagpirrm tw&l haN provided Un wit 11 c cmq rol W LWx axwts, flraancialc and full i taraVm:renc-y i rlta our Oprradonrt, We leave .0 rr idlit y int o the prqVarr>m111A, R I10 is vWOA hur c4anplc%, how we wNduie, wbmt we charge. and STM cuNatfr4as+ hciaer Tbiti aia},,pne in iit■ iaduary wab cur thter" team fer marketita$. ulak, at4d tErcidlt mai#ntrraa#1ce?rnaragetr cm. 'I71ey c - duct tlaerrwel,+" as a mcml-+ar af nw 1•r im an d 1*cawv d t3aeit manapment fro madel, w r arc fully aNped 4m our gculr+. lif y-nu are familiar wig C:odar Farr " nUr 20 + AMUVtnrnt, ra7tC:n d #1tW:n1 mud its, 14 ty ptx pertir+: — wa know we undorct and a u ellctic a aaa n+erara mu #nd liaglily value i Jae gu"i t 11s firpt cgnvrmd on r 5+ yoarp ap, SFM ?gas teftmi#4sd a atrFmJ panzer wlao Jiap a11+rh" acrad wit]a irttgdLy pdorltlmag Cedar Fait, Edip County, and tho te"cnia of our comntuanit+}, VInh to event cmuproiM SF11d'r model InNurcp rna cfafl1ct dhatam, Tracy jrligrt wit1i our gal*.knd pawWr aclvu to the lrtdurtylt bm and mutt prrkitab3e evrntL t*ut7 atmntN. and 4lanwcawr* Became of%Milearderihip. we expea to douW the rrarll vWtatdan, "onamic im;vci and revenue gcrteraat icm ncia year Jr, addition. %V hms ecr1 in valumMr ira a ai si thij %o idrr 14- addidnraal ntiNan urnatin to expand CAd■r P-Jd rat SPINnL (,f late{. W11T la SfM I JS 11si p Us Ily thing uer ft+nd athd 1vvcrarga at our outdoor facilirv, tJhr} stepped up to di pJae and t+yilk +m tlae twit witlioat quell ion Add �xi idly, wo art tTi ii rd to a*o+?te fr=- S)wv a., lGairmaq, mri d ti+l lie; iii no ative prrgtommirag a•►pdior. Tl cy are a itme ]mmcr 141nndlg, %LM it a nm dtR-orjcnted c rijanl ad ara, 'I'lleir a tack record in achievde g the ftaad al ind gkWi ndV@ outcMe4 to wlaicli t lacy commlt , ftwiig -wnrked wit is ftwny vend*" in a nume r of capacitiwI4 ! can }a}, with foil conf idaut we aside t lie tigli t decl0cm i!a •ei cctJrag IV to mmtugc our expandi tag apart■ punUi a, area happy to pr*W de a tVcwl 1Wnda0 nn nf I bVi r manmgeraant model arad heir panwul and p iifvW W ►'aiutm, Rncerely, � — CwAL dmt.4-jkcar1tr son, 13ull milkle SPORTS FACILITIES COMPANIES Of SAY 4 0 3 r x ,1L131' 11TVI L L E A L A B A M A Board of County Commissioners 3299 Tam iaini Trail East, Suite 303 Naples, FL 34112 .tune 30, 2021 Hear Collier County Commissioners, As we conclude our first year of operations, I want to share with your selection committee how impressed we are with The Sports Facilities Companies. Sand Mountain Park & Amphitheater is a $80M+ complex located on 130 acres including: Sports and event center, fitness center, 14 outdoor fields, outdoor aquatics, a competition pool, lb tennis courts, an RV park, full food & beverage offerings, confcrcncc center, 7 playgrounds, dog parks, a miracle field, and a 7,000 seat amphitheater. SFC has stopped up to manage all areas of the park and has integrated our parks and rccreation team into their personnel structure. The expertise they have in managing sports tourism and recreation assets is accelerated by their understanding of how public entities operate. This combination has led to an incredible relationship between our staff, their team and has immediately woven the park into the fabric of our community, When we first met the SFC ownership and team; they led with their mission and commitment to improve the health and economic vitality of Albertville. They remain steadfast in this mission and continue to deliver on both promises as manifested in: • Local memberships on pace to hit 1,300 packages and over 5,000 members, approaching 150%of our Year 1 goals. • A recently opened outdoor aquatics facility. We are seeing $22,000 - $25,000 in day passes alone. ■ An integration of our parks and recreation staff creating one cohesive team leading to enhanced and increased programming opportunities for our residents. • The Park, most importantly, always active with local leagues, programs and visitors along with continuous regional economic impact generating events. ■ Built an infrastructure and teann to oversee our park. Given the size and scope of the Paradise Coast Sports Complex, I can confident] y say Sports Facilities Companies will be an incredible partner for Collier County. We know first-hand the scrutiny of an investment of this size and the need for a partner who understands how to maximize your investment through local activation, economic impact generating events and ultimately a focus on operational revenues and efficiencies. I am pleased to recommend Sports Facilities Companies as this Partner. I wish you the best of luck with your project and would be happy to connect with you to discuss our project and experience in more detail. Sincerely, —t; 4wt) Io Mayor Tracy Honea City of Albertville SPORTS FACILITIES COMPANIES ROCKYMOUNT, Nc THE CDAER OF R ALL Collier County Selection Team; i strongly recommend Sports Facilities Companies for the management of your sports tourism and recreation assets. Their professionalism, work ethic, corporate resources, and industry network have been instrumental in the pocky Mount Event Center achieving tangible results while providing an exceptional guest experience. I am also aware that former associates of Sports Facilities Companies, who previously worked on the Rocky Mount Event Center as employees of SFC, are also proposing as a separate team to manage Collier County assets. Our City has experienced the worm product from both teams. We cannot overstate our strong recommendation for the current Sports Facilities Companies' team as lead by CEO Jason Clement, COO David Pritchett, John Sparks, David Joyner, and all their existing corporate resources. This SFC team has strategically worked hard to overcome early obstacles to provide extraordinary and measurable results to our City. Leading a publicly owned venue in our community means that we need our operator to have a close ear to our community's needs and have built strong relationships with our business, community, and government leaders. The current SFM team has done a phenomenal job of strategically fostering the key relationships that are of vital importance to the overall success of our Rocky Mount Event Center. For example, just this week, their team coordinated some extremely high - profile visits to the venue, including the NC Secretary of Commerce and the CEO of the Economic Development Partnership of NC. Their team then coordinated a major all -day marketing video shoot that featured a famous NC TV personality. The SFM team partnered with the state's tourism office to coordinate the video production, and not only did they market the venue, but they also spent the day going to various businesses around Downtown Rocky Mount, highlighting their services and the unique experiences that those businesses create for guests who visit our venue and our community. Since being tasked to be the City's liaison to the SFC team and the Rocky Mount Event Center, I can emphatically say that the SFC leaders have been honest, transparent, and highly collaborative in working with us. I can tell you sincerely that I do not doubt that the current SFM team will be a great partner for Collier County. Sincerely, Elton Daniels _ Assistant City Manager The City of Rocky Mount, North Carolina SPORTS FACILITIES COMPANIES SPORTS FACILITIES COMPANIES Administrative Services Departrnent Procurement Servioes division Vendor Check List IMPORTANT: Please review carefully and submit with your Proposal/Bid. All applicable documents shall be submitted electronically through BidSync. Vendor should checkoff each of the following items: 0 General Bid Instructions has been acknowledged and accepted. ❑X Collier County Purchase Order Terms and Conditions have been acknowledged and accepted. 0 Form 1: Vendor Declaration Statement ❑X Form 2: Conflict of Interest Certification ❑X Proof of status from Division of Corporations - Florida Department of State (If work performed in the State) - http://dos.myflorida.com/sunbiz/ should be attached with your submittal. ® Vendor MUST be enrolled in the E-Verify - https://www.e-verify.gov/ at the time of submission of the proposal/bid. ® Form 3: Immigration Affidavit Certification MUST be signed and attached with your submittal or you MAY be DEEMED NON -RESPONSIVE ❑X E-Verify Memorandum of Understanding or Company Profile page should be attached with your submittal. ❑X Form 4: Certification for Claiming Status as a Local Business, if applicable, has been executed and returned. Collier or Lee County Business Tax Receipt should be attached with your submittal to be considered. 0 Form 5: Reference Questionnaires form must be utilized for each requested reference and included with your submittal, id applicable to the solicitation. ❑ Form 6: Grant Provisions and Assurances package in its entirety, if applicable, are executed and should be included with your submittal. All forms must be executed, or you MAY be DEEMED NON -RESPONSIVE. N/A 0 Vendor W-9 Form. ® Vendor acknowledges Insurance Requirements and is prepared to produce the required insurance certificate(s) within five (5) days of the County's issuance of a Notice of Recommend Award. 0 The Bid Schedule has been completed and attached with your submittal, applicable to bids. 0 Copies of all requested licenses and/or certifications to complete the requirements of the project. 0 All addenda have been signed and attached, or you MAY be DEEMED NON -RESPONSIVE. ❑ County's IT Technical Architecture Requirements has been acknowledged and accepted, if applicable. N/A 0 Any and all supplemental requirements and terms has been acknowledged and accepted, if applicable. ***UPDATED JANUARY 28, 2020*** Co ICY C014HLY Administrative Services DepartrneN Procurement Services Division Form 1: Vendor Declaration Statement BOARD OF COUNTY COMMISSIONERS Collier County Government Complex Naples, Florida 34112 Dear Commissioners: The undersigned, as Vendor declares that this response is made without connection or arrangement with any other person and this proposal is in every respect fair and made in good faith, without collusion or fraud. The Vendor hereby declares the instructions, purchase order terms and conditions, requirements, and specifications/scope of work of this solicitation have been fully examined and accepted. The Vendor agrees, if this solicitation submittal is accepted by Collier County, to accept a Purchase Order as a form of a formal contract or to execute a Collier County formal contract for purposes of establishing a contractual relationship between the Vendor and Collier County, for the performance of all requirements to which this solicitation pertains. The Vendor states that the submitted is based upon the documents listed by the above referenced solicitation. The Vendor agrees to comply with the requirements in accordance with the terms, conditions and specifications denoted herein and according to the pricing submitted as a part of the Vendor's bids. Further, the Vendor agrees that if awarded a contract for these goods and/or services, the Vendor will not be eligible to compete, submit a proposal, be awarded, or perform as a sub -vendor for any future associated work that is a result of this awarded contract. IN WITNESS WHEREOF, WE have hereunto subscribed our names on this 1 day of July , 2021 in the County of Pinellas , in the State of Florida Firm's Legal Name: Sports Facilities Management, LLC Address: 600 Cleveland St. Suite 910 City, State, Zip Code: Florida Certificate of Authority Document Number Federal Tax Identification Number *CCR # or CAGE Code *Only if Grant Funded Telephone: Email: Signature by: (Typed and written) Title: Clearwater, Fl 33755 46-1145091 727-474-3845 jclement@sportadvisory.com Jason Clement CEO, Manager ***UPDATED JANUARY 28, 2020*** Additional Contact Information Send payments to: (required if different from Company name used as payee above) Contact name: Title: Address: City, State, ZIP Telephone: Email: Office servicing Collier County to place orders (required if different from above) Contact name: Title: Address: City, State, ZIP Telephone: Email: ***UPDATED JANUARY 28, 2020*** Cater county Admi65trative Services Deparhwt Procurement Services t7ryi n Form 2: Conflict of interest Certification Affidavit The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated with this solicitation does not pose an organizational conflict as described by one of the three categories below: Biased ground rules — The firm has not set the "ground rules" for affiliated past or current Collier County project identified above (e.g., writing a procurement's statement of work, specifications, or performing systems engineering and technical direction for the procurement) which appears to skew the competition in favor of my firm. Impaired objectivity —The firm has not performed work on an affiliated past or current Collier County project identified above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor's ability to render impartial advice to the government. Unequal access to information —The firm has not had access to nonpublic information as part of its performance of a Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive advantage in current or future solicitations and contracts. In addition to this signed affidavit, the contractor / vendor must provide the following: 1. All documents produced as a result of the work completed in the past or currently being worked on for the above -mentioned project; and, 2. Indicate if the information produced was obtained as a matter of public record (in the "sunshine") or through non-public (not in the "sunshine") conversation (s), meetings), documents) and/or other means. Failure to disclose all material or having an organizational conflict in one or more of the three categories above be identified, may result in the disqualification for future solicitations affiliated with the above referenced project(s). By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict. Sports Facilities Management, LLC Company Name LJ Signature Jason Clement, CEO/Manager Print Name and Title State of �J Countyof The foregoing instrument was acknowledged before me by means of ©'physical resence or ❑ online notarization, this �1 day of �,.�� (month), '7-sz (year), by .+ ,� (name of person acknowledging). ersonally Known OR Produced Identification Type of Identification Produced (Sign o otary Publi - State of Florida) Il-t� ' rrl (Print, Type, or Stamp Commissioned Name of Notary Public) BRUCE ALAN RECTOR Notary Public, State of Florida My Comm. Expires Jul. 24. 2024 No. HH 18041 ***UPDATED JANUARY 28, 2020*** Cofer C 314inty Administrative Services DePartrnem Procurement Services Division Form 3: Immigration Affidavit Certification This Affidavit is required and should be signed, by an authorized principal of the firm and submitted with formal solicitation submittals. Further, Vendors are required to be enrolled in the E-Verify program (https://www.e-verify.gov/), at the time of the submission of the Vendor's proposallbid. Acceptable evidence of your enrollment consists of a copy of the properly completed E- Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of the submission of the Vendor's proposallbid or within five (5) day of the County's Notice of Recommend Award. FAILURE TO EXECUTE THIS AFFIDAVIT CERTIFICATION AND SUBMIT WITH VENDOR'S PROPOSAL/BID MAY DEEM THE VENDOR'S AS NUN -RESPONSIVE. Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers, constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration and Nationality Act ("INA"). Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral termination of the contract by Collier County. Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and subsequent Amendment(s)) and agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the Social Security Administration at the time of submission of the Vendor's proposal/bid. Sports Facilities Management, LLC Company Name Signature Jason Clement, CEO/Manager Print Name and Title 0 State of � � .ca-LpA- County of e�,,� The foregoing instrument was acknowledged before me by means of E phys-icallresenee or ❑ online notarization, this day of I (month), � � (� (year), by �Il 4Z/k;7 (name of person acknowledging). (Sign e of Nota Public - State of Florida) 2 (Print, Type, or Stamp Commissioned Name of Notary Public) Personally Kno OR Produced Identification Type of Identification Produced BRUCE AI.AN RECTOR Notary Public, State of Florida My Gomm. Expires Jul. 24, 2024 No. HH 18041 ***LPDATED JANTARY 28, 2020*** w � BecGd r=-Verifv- Company ID Number: 1576020 Information relating to the Program Administrator(s) for your Company on policy questions or operational problems: Name Caitlyn Alberts Phone Number (727) 953 - 7141 Fax Number Email Address calberts@sportadvisory.com Name Tamara Swanson Phone Number (727) 953 - 7141 ext. 2020 Fax Number Email Address tswanson@sportadvisory.com Page 22 of 23 E-Verify MOU for Web Services Employers I Revision Date 06/01/13 CAer County Administrative Services Department Procurement Services Dvism Form 4: Vendor Submittal — Local Vendor Preference Certification (Check Appropriate Boxes Below) State of Florida (Select County if Vendor is described as a Local Business) ❑X Collier County ❑ Lee County Vendor affirms that it is a local business as defined by the Procurement Ordinance of the Collier County Board of County Commissioners and the Regulations Thereto. As defined in Section Fifteen of the Collier County Procurement Ordinance: Local business means the vendor has a current Business Tax Receipt issued by the Collier County Tax Collector prior to bid or proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier County from which the vendor's staff operates and performs business in an area zoned for the conduct of such business. A Post Office Box or a facility that receives mail, or a non -permanent structure such as a construction trailer, storage shed, or other non -permanent structure shall not be used for the purpose of establishing said physical address. In addition to the foregoing, a vendor shall not be considered a "local business" unless it contributes to the economic development and well-being of Collier County in a verifiable and measurable way. This may include, but not be limited to, the retention and expansion of employment opportunities, support and increase to the County's tax base, and residency of employees and principals of the business within Collier County. Vendors shall affirm in writing their compliance with the foregoing at the time of submitting their bid or proposal to be eligible for consideration as a "local business" under this section. A vendor who misrepresents the Local Preference status of its firm in a proposal or bid submitted to the County will lose the privilege to claim Local Preference status for a period of up to one year under this section. Vendor must complete the following information: Year Business Established in ❑X Collier County or ❑ Lee County: 2021 Number of Employees (Including Owner(s) or Corporate Officers): 1307 Number of Employees Living in ❑X Collier County or ❑ Lee (Including Owner(s) or Corporate Officers): 1 If requested by the County, Vendor will be required to provide documentation substantiating the information given in this certification. Failure to do so will result in vendor's submission being deemed not applicable. Sian and Date Certification: Under penalties of penury I certify that the information shown on this form is correct to my knowledge. Company Name: Sports Facilities Management, LLC Date: Address in Collier or Lee County: 200 Bailey Lane, Suite 275, Naples, FL 34105 Signature: Title: CEO ***UPDATED JANUARY 28, 2020*** COLLIER COUNTY BUSINESS TALC BUSINESS TAX NUMBER: 220040 COLLIER COUNTY TAX COLLECTOR - 2800 N. HORSESHOE DRIVE - NAPLES FLORIDA 34104.(239) 252-2477 VISIT OUR WEHSITE AT: wwv.colliertaxcollector.com THIS RECEIPT EXPIRES SEPTEMBER 30, 2022 -- LOCATION: 3200 BAILEY LN #275 DISPLAY AT PLACE OF BUSINESS FOR PUBLIC INSPECTION, ZONED: PUD W ILSON PROF CNTR l�, '_ FAILURE TO DO SO IS CONTRARY TO LOCAL LAWS. BUSINESS PHONE: 727-474-3845 0 � - STATE OR COUNTY LIC #: t \e e EGAL FORE; ., SPORTS FACILITIES MANAGEMENT, LLC LLC ¢ 'SPORTS FACILITIES MANAGEMENT, LLC SPORTS FACILITY & VENUE MANAGEMENT, SVCS ILI �D"'• - §00 CLEVELAND ST #910 CLEARWATER, FL 33755 CLASSIFICATION; CONSULTANT r.� ,,, -THIS TAX IS NON -REFUNDABLE - CLASSIFICATION CODE: 03602901 - ` M1a �" _ Y DATE 07/02/2021 AMOUNT 30.00 This document is a business tax only. This is not certification that licensee is qualified. RECEIP, 501-22-00046331 It does not permit the licensee to violate any existing regulatory zoning laws of_the statekoLmt r�ctTres W t1 a ._ nor does it exempt the licensee from any other taxes or permits that may be required by faw, - FORM 6 IF APPLICABLE GRANT PROVISIONS AND ASSURANCES FORMS ARE PROVIDED IN SEPARATE PACKAGE AND MUST BE COMPLETED AND EXECUTED IN ITS ENTIRTY AND RETURNED WITH THE SUBMISSION OF THE BID/PROPOSAL. FAILURE TO DO SO MAY DEEM YOU NON- RESPONSIVE. ***UPDATED JANUARY 28, 2020*** C0#� C014 ty Email: Administrative Services Division Viviana.Giarimoustas@colliercountyfl.gov Procufement Services Telephone: 239-252-8375 Addendum 1 Date: 6/9/2021 From: Viviana Giarimoustas, Procurement Strategist To: Interested Bidders Subject: Addendum #1 Solicitation # 21-7898 Sports Complex Management The following clarifications are issued as an addendum identifying the following clarification to the scope of work, changes, deletions, or additions to the original solicitation document for the referenced solicitation: Change 1. The following pages have the contract and profit and loss statements as requested. If you require additional information please post a question on our Bid Sync (www.bidsytic.com) bidding platform under the solicitation for this project. Please sign below and return a copy of this Addendum with your submittal for the above referenced solicitztiQu. June 16, 2021 Date Sports Facilities Management, LLC (Name of Firm) State of Florida Department of State I certify from the records of this office that SPORTS FACILITIES MANAGEMENT, LLC is a limited liability company organized under the laws of the State of Florida, filed on October 3, 2012. The document number of this limited liability company is L12000126436. I further certify that said limited liability company has paid all fees due this office through December 31, 2021, that its most recent annual report was filed on April 22, 2021, and that its status is active. Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Sixteenth day of June, 2021 Tracking Number: 5062704831CU To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https:Hservices.sunbiz.org/FilingsICertificateOfStatus/C ertificateAuthentication W'9 Request for Taxpayer Give Form to the Form and, Caadon.l Identification Number and Certification leQNeater. �edat aerM to the IRS. Mmmn9 PeumuNeesewury �Go to wxw.i .gor/Fo MforinstmMa wdMelMt tlNo on. 1 Name "Of aMwn m your lnowne lm ranch. Name o worst on thin mi do not have moms lire Weak. SPORTS FACIITfIES MANAGEMENT, LLC 2 @ulnas namNalvegxdetl entity rome, If 01"Om from aeove m3CM1eck g Q,p,gnele by fw(edereltm olxsakaMn WlM pwonwMae nemekanlera]mllne 1. 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Clearwater, FL W55 T LNtececentnandertainfor (optlaef, Offilfill Taxpayer Identificaiion Number (TIN) Enter year TIN he the appropriate hex. The TIN provided must match the name glean on line l to wold I Scale aIOI demand backupembodier, Fa ledMdustethle lsgeneraaysYear saAlsaorNy number (Sate. Faweva, fora resident ariaplfrM,ordlsimnumarmy,see Idomptoraela Pad I, later .Faoher Yo aMlax, x k vouremplover WeMNcatlm number (EIM, a va do not have a number, sae Nav ro oat a ❑N, meta. - - - - Note II Me amuM Is In man Ihan one nacre, see the InsWctbns fa Nra 1. Alm see Wlaf /6mead Number TO Give the fleqummerMgulddlnce on whose number to enter. 1. The random srwwn on this form is my carat taxpayer identification number Ow I am emi for a numdx to be iswod to me); add 2.1 am not subject to balwp wilhlwlding because: (a) I am exempt horn hackup yeaM1homing, all) I have not been emitted by the Internal Revenue Servloe(IRS) that I am subject to backup wlmholdl,aarem it of a falure to report all dra est or dieldencis, or(a) the IRS has notified me that I am no longer subject to backup wahloadli and 3.1 am a U.S. dozen Of other U.S. person (defined below): and 4. The FATCA cod*) arrested a the form Of amyl Indicating that l am exempt from FATG reporting is correct Certificated nmstrucaore. You added aeas old Item 2 shave a you have been mtiged "a IRS that YOU are wreaths matter in bakup withholdng footnote, YOU hand feed to report all Merest anal d`+idendsm your lax rawm. For rerl Wele tremx ,item 2 dace out apply. Fer mortgage merestpaid, xW leerier or abadmmeM dcl erred property, cancellation M dent, computers to an Individual renament aapaneM (IRA), arrd generally, parmants other tlen Merest ere dNitlaMs, you are not agivi al to Won the cenakaaon, but You mast povide year cannot TIN. See the iraatmdWrs far Pat 11, hater. General Instructions Section mfaencre are to the Internal Standards Code unless optam%e roped. Future tMvebpneap. Fwihe lets at nimnalbn about developments related to Farm W-9 ad He instructions, such as Ie thypo n enacted atterthey were pelllat ed, w to wyew.hagoe/FmmW9. Purpose of Form M Irdvidual or witty (Form W-9 ra,mande J Who Is mothared to file an Informal return yeah the In meet attain year correct taxpayer bmibkaam number (TIN) which may be your serial security numbs, (SSM, indlviduM taxpayer klenllflcaaon number (RIM, adoptbn adpted Wentlficehon rummer I'lli w employer Ws,dficaaon number 01 to report on an information retem the amount paid to you, or other amount repataWe on an Informal reNm. Examples of Informal retums Include, lei are tier limited to, the following. • From 1099-1NT QMersat eared or pawl DxI l — Z.I-ZZ3 • Form 1M Dry IdivWads, Including thine horn stacks Or mNusl funds) • Fan 1M-MISC (vareus types of Income plays, awards, Or Ways pacaeds) • Form IM-B mocker mutual furW sales end cerleln other irarcaclbns by brokers) • Form 1G99-S fponeads hen real estate iMneaMbna) • Form 1099-K (merchant card add I party network tralsadlgns) • Form 1 War (Iwme morigege Interest), IWi (leadsM Icon Interns[), iM-T(tMlon) • Fan 1o99-C (cancslad debt) • Form 1 M A pitcaisNan Or ebendo Iof swayed prope" Use Farm W-9 may ayou ere a U.S. person (including a resident slier), ro provitle your cmact TIN. ffyou do rot recent Fan I re the regueamerevifh allµ you ought I subject to tackop wifhlalding. See What Is becMup whhhoWing, later. Cat Ne f 02s1x Form w-a Hev.10,201g SFC ECOSYSTEM FOR SUCCESS READY TO SERVE COLLIER COUNTY ZIPLINE & ADVENTURE STRATEGIC PLANNING TECHNOLOGY INNOVATION FINANCE SUPPORT MOBILE ANALYTICS PLACEMAKING BRAND STRATEGY REPORTING & ANALYTICS RELATIONSHIP MANAGEMENT MARKETING DMO COLLABORATION ADVERTISING & PROMOS LEGAL & RISK MANAGEMENT HUMAN RESOURCES SUPPORT ACCOUNTING SERVICES MARKETING & BRANDING DEVELOPMENT SERVICES SPONSORSHIPS/PARTNERSHIPS TICKETING PLATFORMnREVENUEY FOOD & BEVERAGE RETAIL SALES MERCHANT SERVICES LODGING PLATFORM G� • a?tV AT I O NAL -Cxc, <44 oQ' 2C„ I 0 c� ca r c� Z y a GUEST EXPERIENCE COMMUNITY PARTNERSHIPS CONCI SFC GUEST -FIRST APPROACH BRAND ACTIVATION NON-TRADITIONAL EVENTS 0INDOOR/OUTDOOR EVENTS NATIONAL PARTNERS EVENTS LOCAL INFLUENCERS EXISTING EVENT PARTNERSHIPS 'OWNED' EVENTS CREATE BY FACILITY NINJA/ADVENTURE PROGRAMS LOCAL FITNESS PROGRAMS/MEMBERSHIPS PROGRAMMING ACCESS PROGRAM LOCAL PARTNERSHIP DEVELOPMENT PARTNERSHIP WITH STAFF COLLABORATIVE PROGRAMMING z REATION AQUATICS PARKS/GREENSPACE ACTIVATION 11.A.d Collier County Administrative Services Department Procurement Services Division COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS INVITATION TO NEGOTIATE (ITN) FOR SPORTS COMPLEX MANAGEMENT SOLICITATION NO.: 21-7898 VIVIANA GIARIMOUSTAS, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8375 Viviana.Giarimoustas@colliercountyfl.gov (Email) This solicitation document is prepared in a Microsoft Word format (Rev 8/7/2017). Any alterations to this document made by the Vendor maybe grounds for rejection of proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. Packet Pg. 94 11.A.d SOLICITATION PUBLIC NOTICE INVITATIOIN TO NEGOTIATE (ITN) 21-7898 NUMBER: PROJECT TITLE: Sports Complex Management ITN OPENING DAY/DATE/TIME: Tuesday July 6, 2021,10:00 AM EST PLACE OF ITN OPENING: PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FL 34112 All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: httDs://www.bidsvnc.com/bidsvnc-cas/ INTRODUCTION As requested by the Corporate Business Operations Division (hereinafter, the "Division"), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, "County") has issued this Invitation to Negotiate (hereinafter, "ITN") with the intent of obtaining proposals from interested and qualified operators in accordance with the terms, conditions and specifications stated or attached. The operator, at a minimum, must achieve the requirements of the specifications or scope of work stated. It is the vision and mission of the Collier County Board of County Commissioners to bring the residents, tourists, and general Southwestern Florida public a world class multi -purpose sport event and entertainment complex that will be for all ages and types of users including participants and spectators. The County is requesting proposals for management, operation, advertising, and marketing of an up to 180-acre multi -purpose sports event and entertainment complex. The County intends to negotiate a contract with qualified operators that offer a proposal that is deemed to be in the County's best interest, both economically and operationally. The County will share the revenue from, but not limited to the following: income from parking, concessions, registrations, onsite- advertising, admissions, and vender registrations. The operator is expected to manage the following, but not limited to: ticketing/admissions, bookings, concessions, registration, vendors, parking, onsite activation and signage, and entertainment. BACKGROUND Collier County is situated in southwest Florida and spans 2,025 square miles of land area. In 2010, approximately 321,520 of Collier County's 357,870 residents lived in the unincorporated areas of the county; the remainder lived in Naples, Marco Island and Everglades City. Today, the population is close to 387,450 residents, making Collier County the 16th most populous of the 67 counties in the state of Florida — and the richest. The high rate of growth and development trends have resulted in increasing demands for housing and infrastructure, along with heightened expectations for a sustained and improved quality of life by Collier County residents. The County continues to grow at an accelerated rate and is looking to the future by ensuring that all beneficial economic development opportunities are realized. TERM OF CONTRACT The contract term, if an award(s) is/are made is intended to be for five (5) years with two (2) two (2) year renewal options. Prices shall remain firm for the initial term of this contract. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. DETAILED SCOPE OF WORK 1. PROJECT CONCEPT AND OBJECTIVES 1.1 The County has constructed a multi -use sports, special events and entertainment complex (hereinafter, "complex") to attract and host youth, adult sports leagues, amateur tournament play and a multitude of events designed to draw tourists, local and non -local residents, participants, spectators, and event attendees. Further expansions of the complex are underway with more additions planned for the future. 1.2 The complex must be accessible to local and non -local residents, athletes and event attendees on weekdays, weeknights and weekends when not specifically booked for an event. M L c 0 V c m E m a� M c 0 x m 0. E 0 U N 0 0- CO 00 LO 0 N c 0 M 2 0 Cn w CD 00 ti N c m E s 0 .r Q Packet Pg. 95 11.A.d 1.3 The County anticipates that the complex may include multiple venues and up to twenty-one (2 1) multi -purpose nelus, a 3,000 to up to 10,000 seat expandable stadium, up to 125,000 square foot indoor facility, and possibly softball/youth baseball fields. The indoor facility will include multiple sports amenities and the ability to host special events, it will include concession areas, restaurant(s), group event and classroom area(s), locker rooms, coach's offices, and other related ancillary facilities. 1.4 The County desires to maximize the use of the complex and its revenue- generating capacity and reserves the right to market the venue(s) naming rights, sponsorship, advertising, and promotional opportunities. 1.5 The County desires to provide and coordinate a broad array of cultural, educational, entertainment, recreation and sporting and other activities and events to meet the demands of the county's residents, visitors, and the adjacent communities. 1.6 The County desires to involve, as much as practical and practicable, the local community in the business and employment opportunities associated with the complex and its events. 1.7 To protect the County's investment, the complex must be maintained at the highest possible level and available in a 0 declared State of Emergency, as it may be used as a resource for shelter and staging. 1.8 The County intends to negotiate a multi -year "sliding scale revenue sharing model" securing its share of annual 0 revenue from operation of the complex. The purposes of such are to: (1) place the burden on the offeror to develop a m realistic business plan and model; and (2) to secure sufficient return on investment (ROI) to the County and offeror. E a� M 2. SCOPE OF SERVICES Development of Concept and Project Scope of Work m 2.1 The operator will be responsible for studying area demographics and associated metrics to provide input to the Q. o complex's "mix" of facilities and types of events supported. Due to the tremendous investment, the County will U heavily scrutinize business and marketing plans and models to ensure they are reasonable, realistic, and sustainable. � 2.2 The operator will provide input to the project's delivery team and shall conduct a project feasibility study in an effort 0 a cn to determine early issues (i.e., traffic, parking, location, permitting issues, etc.), and identify any features that could co adversely affect their successful operation of the complex. ,r 0 N 2.3 The awarded operator shall review and evaluate land/project site options, design and assist the County in determining ... features and amenities on the complex to ensure positive revenue growth. 0 M 2.4 Proposals shall include a draft five-year proforma based on amenities layout alternatives for County's review, U discussion, and approval. 0 Cn 2.5 Proposals shall have a complete business plan including one (1), five (5) and ten (10) year income/estimates. 0 0 0 An example of revenue sharing may look like the following: ; YEARS 1 & 2, a split of 70% contractor and 30% County N YEARS 3 & 4, a split of 60% contractor and 40% County YEAR 5, a split of 50% contractor and 50% County m YEARS 6 -10, a split of 35% contractor and 65% County s 0 0 2.6 The awarded operator shall develop an annual analysis of the economic, regional, and otherwise, of the complex's Q impact through added jobs, taxes, tourism, etc. 2.7 The awarded operator shall provide to the County, at any time per County request, all financial documents including though not limited to receipts, contracts with subcontractors and affiliates, purchasing records, Point Of Sale (P.O.S.), reports, balance sheets, profit and loss documents. All items listed and unlisted will also be provided to the Collier County Clerk of Courts upon request. P.O.S. systems to be used, will be approved to connectivity and to have the ability to communicate with County IT systems. Consulting and Assistance During Design and Construction of the Complex 2.8 The awarded operator will assist the County delivery team (staff, consultants, engineers, architects, and senior management) in developing the project concept and assist in the design build. They will work with the selected Project Architect, at the County's direction, throughout design and construction to coordinate efforts and ensure that the approved concept and scope of work are adhered to. Packet Pg. 96 11.A.d Management, Operation, Advertising and Marketing of the Complex 2.9 The County views its relationship with the operator as a critical partnership. The credibility, viability and financial success of the complex will, to a large degree, depend on the success of this partnership. 2.10 The operator shall run, market, solicit, advertise, and conduct public relations activities for leagues, sporting events, concerts, tournaments, and other gatherings, including special events of substantial size and scope to maximize use of the complex at NO cost to the County. 2.11 Complex is owned and maintained by the County. This will include capital investment and improvements. 2.12 The County intends to negotiate with as many proposers that are deemed qualified to obtain the highest possible ROI that meets the project objectives. The County believes that ROI is directly related to identifying the proper mix of events and fulfilling residents' needs. 2.13 The County will supply landscape maintenance and janitorial services as an aspect of facilities maintenance. This is +, open to negotiations if at any point the operator feels they can perform these services in a manner that provides cost IM savings to the County. 2.14 Operator shall create an annual marketing plan for the complex. 0 c m 2.15 Operator will follow County travel polices. aEi a� 0 2.16 Operator will conduct backend accounting, sales, operations, and marketing support services. c� 2.17 Additional hires require County approval. Hiring will include everything necessary to run the complex. m 2.18 Operator will collaborate and coordinate with the County's Parks and Recreation Department and Convention and 0. E Visitors Bureau to reduce duplication of efforts. t� 2.19 Though the County reserves the right to market the venue(s) naming rights, sponsorship, advertising, and promotional a opportunities — proposals should include these items with detailed commission structures separate and apart from the co operating proforma. e0 2.20 Operator shall manage and run unforeseen additions or changes in the construction schedule, or project — as there may T_ Ln N be future amenities not in the original plan and will be expected to manage, operate, and provide oversight. Additions = may include, but are not limited to: obstacle course, beach volleyball course, hockey rink, or quiet space. 0 M 2.21 Operator shall manage a hotel booking service for complex events that is capable of securing room blocks with local U_ hotels which includes an online booking solution and is capable of pre and post event reporting on room nights and o revenues. Proposals should detail the model and expected revenue considerations for this platform. The County Cn reserves the right to place cost controls on room booking models. CD 00 ti 2.22 Operator shall run, advertise, and market The Factory, a separate aspect of the whole complex, that includes: • National Fitness Court Programming — Free to the public c m E • Open Air Classroom s M Q • Membership based: Open Air/Functional Fitness o Fully functioning fitness -based membership space with full group class offerings o May sub -contract work as need, with County approval, branding must remain intact. • The Lake trail with workout stations 2.23 Operator shall run, advertise, and market The Cove — food truck bar and pavilion, a separate aspect of the whole complex, that includes: • Vendor management • Health department upkeep Packet Pg. 97 11.A.d • Food truck management and operations • Permit/License Management • Coordination with toumament/event schedule, along with normal operating hours best fit • Concessions for other locations — outside of events. 3. ADDITIONAL REMARKS 3.1 The County reserves the right to retain all proposals submitted and to use any ideas that may or may not be contained in the received proposals, regardless of if a proposal is selected. 3.2 Operator may be asked to take over operations, oversight, and additional inventory of other County owned sites and location, including, but not limited to North Collier Regional Park, Big Corkscrew Island Regional Park, Vineyards Community Park, and Veterans Community Park. The venue will be compensated through rental fees and/or revenue L sharing contract — whichever is more advantageous for both parties at the time. c 0 0 3.3 The County utilizes the work order system City Works. The Project Manager or designee will initiate work to be c performed. Work orders will be submitted to the operator and must be performed within a seven (7) day period, unless E given further notice by management. All work must be discussed and approved by the County prior to work being m performed. All work orders must be returned to the Project Manager or designee with an explanation of work M performed. Locates are required prior to work being performed if work is six (6) inches in depth. x INVITATION TO NEGOTIATE (ITN) PROCESS m 0. E 1.1 The Proposers will submit proposal which will be scored based on the criteria in Grading Criteria for Development of U Shortlist, which will be the basis for short -listing the vendors. y The Proposers will need to meet the minimum requirements outlined herein in order for their proposal to be evaluated and 00. scored by the COUNTY. The COUNTY will then grade and rank to at least the top three short-listed vendors and enter Cn into negotiations with the top ranked vendor or multiple vendors to establish cost for the services needed. The COUNTY 00 reserves the right to issue an invitation for oral presentations to obtain additional information after grading and before the final ranking. With successful negotiations, a contract will be developed with the selected firm, based on the negotiated c�•i price and/or scope of services and submitted for approval by the Board of County Commissioners. 1.2 The COUNTY will use a Selection Committee in the ITN selection process. 1.3 The intent of the scoring of the proposal is for respondents to indicate their interest, relevant experience, financial U capability, staffing and organizational structure. 0 Cn 1.4 The intent of the oral presentations, if deemed necessary, is to provide the vendors with a venue where they can conductCD discussions with the Selection Committee to clarify questions and concerns before providing a final rank. ti 1.5 Based upon a review of the proposals, the COUNTY will rank the Proposers based on the discussion and clarifying N questions on their approach and related criteria, and then negotiate with one or more vendors as authorized in Section 11, Paragraph 7 of County Procurement Ordinance Number 2017-08. E 1.6 The COUNTY reserves the right to negotiate any element of the proposals in the best interest of the COUNTY. M GRADING CRITERIA FOR RANKING PROPOSALS: Q 1.7 For the development of a shortlist, this evaluation criterion will be utilized by the COUNTY'S Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Cover Letter / Management Summary 5 Points 2. Certified Woman and/or Minority Business Enterprise 5 Points 3. Qualifications 5 Points 4. Facility Management and Marketing 20 Points 5. Work Experience 20 Points 6. Vendor Recommendations 10 Points 7. Legal and Contract Challenges 10 Points 8. Price Proposals 15 Points Packet Pg. 98 11.A.d 9. Local Vendor Preference 10 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty-four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County's financial system of record. The tie breaking procedure is only applied in the final ranking step of the selection process and is invoked by the Procurement Services Division Director or designee. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director before at least three (3) witnesses. Each criterion and methodology for scoring is further described below. EVALUATION CRITERIA NO. 1: COVER LETTER/MANAGEMENT SUMMARY (5 Total Points Available) Provide a cover letter, signed by an authorized officer of the firm, indicating the underlying philosophy of the firm in providing the services stated herein. Include the name(s), telephone number(s) and email(s) of the authorized contact person(s) concerning proposal. Submission of a signed Proposal is Vendor's certification that the Vendor will accept any L awards as a result of this ITN. 0 EVALUATION CRITERIA NO. 2: CERTIFIED WOMAN AND/OR MINORITY BUSINESS ENTERPRISE (5 V Total Points Available) Submit certification with the Florida Department of Management Service, Office of Supplier Diversity as a Certified Woman and/or Minority Business Enterprise. c c0 EVALUATION CRITERIA NO.3: QUALIFICATIONS: (5 Total Points) x m In this tab, offeror shall provide the following to include but not limited to: 0' E 0 • Resumes for ALL key personnel detailing qualifications and past experiences as it relates to similar types of y projects this shall include any subcontractors. Information will include name of individual and where the individual c will be located (geographically) during the project. 0 • A short narrative on each position describing its function and responsibilities as they relate tomanagement. 00 r LO O • An organizational chart, which clearly identifies personnel that will be assigned to this project and their placement N within the organization. c • Describe what differentiates you from others and how you will optimize the use of the complex and maximize revenue. EVALUATION CRITERIA NO.4: FACILITY MANAGEMENT AND MARKETING: (20 Total Points) In this tab, offeror shall provide information about its ability in the following areas as it relates to management of a large sports complex: • Administration. • Marketing, including event promotion and production. • Approach to ticketing operations. • Financial Management, including backend accounting reporting structure. Provide sample financial documents including but not limited to profit and loss statements. • Hotel booking service platform for complex events. • Provide proposed staffing structure to operate the complex. Include number of staff, titles of staff, salary/payment structure, part time/full time staff, timeline of hiring, etc. • As part of ensuring a successful partnership, proposals should include a Complex Operating Manual. The operator selected will operate and maintain the facility to the minimum standards outlined in the operating manual. The manual, at minimum, should include: ■ Hours of operations Packet Pg. 99 11.A.d ■ Food and beverage standards ■ Standard operating procedures for facility and recreational staff ■ Minimum maintenance standards and guidelines ■ Quality assurance/quality control procedures ■ Guidelines for merchandise/Food and beverage sales ■ Workflows for programming and registration ■ Purchasing Policies ■ Miscellaneous • Sponsorships and advertising. • Stakeholder relations including the community, local governments, leagues, sponsors/advertisers, and other local eventvenues. • Conducting and marketing local league play - especially in coordination with what is already being offered. • Tourism, including working with local tourism organizations, business development organizations, hotels/motels, L restaurants, and other potential tourism -related partners to increase hotel/motel occupancy in Collier County rather c than adjacent counties. Additionally, please detail your firm's plan and method for tracking hotel occupancy V success within Collier County and strategies (e.g. incentives, reservation systems, etc.) for preventing out -of - county increases in hotel/motel occupancy which are directly related to activities at the Complex. E EVALUATION CRITERIA NO.5: WORK EXPERIENCE (20 Total Points) a� M c c� In this tab, offer shall provide the following to include but not limited to: x m • Identify and describe all completed sports complexes, where the offeror acted as consultant, and as manager, E operator, and maintenance provider of such complexes. Significant event operations where the offeror acted as 0 the operator acted as the manager and operator may also be considered as acceptable experience. U • The County requests that the vendor submits no fewer than three (3) and no more than ten (10) o completed reference forms from clients (5 years or older) whose projects are of a similar nature to this y solicitation as a part of their proposal. Provide information on the projects completed by the vendor that best represent projects of similar size, scope and complexity of this project using form provided in Form 5. Along co 00 with the references include the following: C4 N o Information for the above -identified projects must include: (1) client's name and address; (2) contact c person; (3) telephone number; (4) original project estimate; (5) actual project cost; (6) original schedule (start/completion dates); (7) actual project schedule (start/completion dates); and (8) summary of major issues affecting the project. Client contact information must be current and accurate. o W Provide existing business structure and financial arrangements for at least two (2) sports complexes of similar size and scope as CD defined herein, of which your firm provides(ed) facility management, operation, and maintenance services. It is recommended ti that your two most successful plans be submitted. The business plans must include projected cash flow statements and N operating budgets. The information provided must provide sufficient detail to ascertain the ventures are successful. o Photographs or renderings of previous sports complex projects, which are relevant to a decision about this m complex, should be included. The County requests firms to demonstrate at least three (3) years of E documented successful experience with consulting, start-up, operation, and maintenance of such sports 0 complexes. Examples of documentation may include, but are not limited to proformas, financial statements, Q or advertising documents. The successful firm must provide strong evidence of past and ongoing commitment to local sports organizations and community residents in the availability, scheduling and use of such sports complexes under their current control. EVALUATION CRITERIA NO.6: VENDOR RECOMMENDATIONS (10 Total Points) Offeror shall provide the following: • Recommendations for the provided scope work. • Plans to handle unforeseen additions or changes in the construction schedule, or project — as there may be future amenities not in the original plan that the private contractor will be expected to manage, operate, and provide oversight. Additions may include, but are not limited to an obstacle course, beach volleyball course, hockey rink, or quiet space. Packet Pg. 100 �.A. • Process for oversight, operations of additional inventory at locations including, but not limited to North Comer Regional Park, Big Corkscrew Island Regional Park, Vineyards Community Park, and Veterans Community Park. EVALUATION CRITERIA NO. 7: LEGAL AND CONTRACT CHALLENGES (10 Total Points) In this tab, include but not limited to: • List by case name and case number all pending litigation in which your firm is involved as a party or offeror's officers are involved as parties in their official capacity. Include cases pending in any Federal or State jurisdiction, court, commission, regulatory body, or other authority having the power to determine the rights of parties appearing before it. Also list all arbitrations offeror is involved in as a party and include the name, location, and name & address of the arbitrator(s) for each listing. • Within last five (5) years, have any of your firm's contracts been considered in default, suspended, or terminated for cause? If so, please attach an explanation of the matter, including the name and location of the project, the name and address of the owner's representative, and all pertinent details of the default, suspension, or termination. • Within the last five (5) years, has a contract or any portion of the work connected to a contract, involving your firm, been completed by an Owner or a surety? If so, please attach an explanation providing the name and location of the project, the name and address of the owner's representative, and all pertinent details of the matter. • Within the last five (5) years, has your firm been debarred or suspended, for any reason, by any federal, state, or local government procurement agency? If so, please attach a full explanation. • Within the last five (5) years, has your firm been named in any action, administrative proceeding, or arbitration in which it was alleged that your firm failed to comply with prompt payment of subcontractors? If so, please attach a full explanation. • Within the last ten (10) years, has your firm or any predecessor or related entities, or any officers, shareholders, partners or key personnel of the submitter ever been convicted of or pleaded guilty to any crime (a) related to the bid process for contracts on public or private projects or (b) involving fraud or misrepresentation? If so, please attach a full explanation. EVALUATION CRITERIA NO.8: PRICE PROPOSALS (15 Total Points) Offeror shall provide two (2) separate price proposals as follows: • Frontend management, operation, advertising and marketing of a multi -purpose sports event and entertainment complex— This section should include a copy of the offeror's recommended contract and a complete proposal for management, operation, advertising, and marketing of the completed complex. This must include operational startup costs for future phases. Backoffice accounting, sales, operations and marketing support services— To be included at a consistent rate, with a not -to -exceed annual amount. EVALUATION CRITERIA NO. 9: LOCAL VENDOR PREFERENCE (10 Total Points Available) Local business is defined as the vendor having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier or Lee County from which the vendor's staff operates and performs business in an area zoned for the conduct of such business. c 0 M .2 0 U) w CD 00 ti T N c m E s Q Packet Pg. 101 11.A.e �y Admind4veServicesDiu w ProcureM Semces ITN #: 21-7898 Title: Sports Complex Management Selection Committee Final Ranking Name of Firm Ed Finn Paul Beirnes Darren Hutton Jennifer Reynolds Geoff Willig Total Scores Final Ranking Sports Facilities Management LLC 95 78 84 95 93 445.00 1 Vieste LLC 83 60 57 83 87 370.00 2 Sports Force Parks, Naples LLC 80 48 61 79 77 345.00 3 RADD Sports LLC 70 46 51 66 79 312.00 4 LST Venues 77 57 45 54 51 284.00 5 Eastern Sports Management LLC 72 36 58 54 63 283.00 6 Procurement Professional I ` h4an gk"ir�tw 8/25/2021 Page 1 of 1 Packet Pg. 102 DocuSign Envelope ID: 323415F6-E007-4EAB-8CB3-89A2EAE25E73 001[iev County Administrative Services Department Procurement Services Division Notice of Recommended Award Solicitation: 21-7898 Title: Collier County Sports Complex Management Due Date and Time: July 20, 2021, at 10:OOAM Respondents: Company Name City County State Final Ranking Responsive/Responsible Sports Facilities Clearwater Pinellas FL 1 Yes/Yes Management LLC Sports Facilities Management LLC Vieste LLC Bonita Springs Lee FL 2 Yes/Yes Sports Force Parks, Naples Collier FL 3 Yes/Yes Naples LLC RADD Sports LLC Sarasota Sarasota FL 4 Yes/Yes LST Venues Dallas Dallas TX 5 Yes/Yes Eastern Sports Fredericksburg Labanon PA 6 Yes/Yes Management LLC Base Sports Group LLC Trafford Allegheny/ PA Not Ranked No/No Westmoreland Utilized Local Vendor Preference: Yes = No = Recommended Vendors) For Award: On June 3, 2021 the Procurement Services Division released Invitation to Negotiate 20-7989 Collier County Sports Complex Management. Twenty-one thousand seven hundred twelve (21,712) notifications were sent out, ninety four (94) vendors viewed the solicitation and seven (7) proposals were received by the due date of July 20, 2021, as noted above. Staff reviewed the proposals submitted and found six proposals to be responsive and responsible. Base Sports Group LLC was deemed non -responsive and non -responsible for not submitting a response to the criteria requested in the solicitation. The selection committee met on August 25, 2021, and as described in the solicitation documents, the committee scored and ranked each proposal and a recommendation to bring back the following top three (3) ranked vendors for negotiation was agreed upon: Sports Facilities Management LLC Sports Facilities Management LLC ranked as 1 Vieste LLC ranked as 2 Sports Force Parks, Naples LLC ranked a 3 Contract Driven = Purchase Order Driven 0 Packet Pg. 103 DocuSign Envelope ID: 323415F6-E007-4EAB-8CB3-89A2EAE25E73 11.A.f Required Signatures Project Manager:E �ocu Igoey: 9/1/2021 Sean Callahan ----- 3U93A47.. Procurement Strategist DocuSignedby: 9/1/2021 Viviana Giarimoustas 0 "WigpgW. t Services Director: H 9/1/2021 Sandra Herrera Date Packet Pg. 104 SPORTS. FAMILY. FUN. STANDARD OPERATIONS MANUAL LPROR11-FORCE RKS �- OPERATIONS MANUAL OPENING/CLOSING pg. 2 LPIPR FARCE OPERATIONS RRIS - - 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 pg. 3 LPIPR r F ROEOPERATIONS RRRii 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 LPIPR I F ROEOPERATIONS RRRii 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 LPIPR I F ROEOPERATIONS RRRii CASH CONTROLS 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. LPIPR r F ROEOPERATIONS RRRii 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 5 LPIPRIF ROE ..RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 FanFare lineup posted o Confirm Attractions inspections are completed, binder filled out properly (before they open) ■ Varies from all parks .. • LPIPR r F°ROEOPERATIONS RRRii 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 5 LPIPR"0 XC .RRR 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 LPIPR r F ROEOPERATIONS RRRii 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 LPIPR r F ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 pg. 14 LPROR11-FORCE RKS �- OPERATIONS MANUAL GUEST SERVICES pg. 15 LPIPR r F ROEOPERATIONS RRRii 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 w/ 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 5 LPIPR RRRii 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 5 LPIPR RRRii 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 SCR/PT FOR ANSWER/NG 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? 5 LPIPR RRRii 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. UNAUTHOR/ZED USERS WILL BEASKED TO LEA VEE, 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. MANUAL URNA ENTS LPIPR r F ROEOPERATIONS RRRii 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 5 LPIPR RRRii 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: o 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 5 LPIPR RRRii 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 fill/add 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 LPIPR r F ROEOPERATIONS RRRii 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). I 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 5 LPIPR S FR C •1•MANUAL RRR 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 011618 SPRING KICKOFF FINAL.03.png 25114, 2216 Replace • Edit - Link • Alt This image is so big it may obliterate inboxes. LJ Images should be around 600px to 800px wide. Let's fix it ■ To resize, select Edit, and Resize ■ Change width to 300 and select Apply, then Save ■ The image will be successfully changed pg. 25 5 LPIPR S FR C •1•MANUAL RRR MAIL 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 4 - ' 011518 5PRAG KJCKOFF FiNAL.03.prio 25D4 x 2216 Replace • Edit • Link • Alt This rmage is so big it may obliterate nboxes. LJ I mages should be arou rid 6oDpx to 800px wide. Let's fix it ■ To resize, select Edit, and Resize ■ Change width to 300 and select Apply, then Save ■ The image will be successfully changed pg. 26 5 LPIPR S FR C •1•MANUAL RRR 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 pg. 27 5 LPIPR S FR C •1•MANUAL RRR 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 5 "0 CE LPIPR FiR}�5 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 • Explain 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 pg. 29 5 LPIPR"0 XC .FiR}�5 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 wspence@Sportsforceparks.com o Maintain clear access to the park for emergency responders o Communicate situation status to SFP Corporate Leadership and General Manager if not on site pg. 30 5 LPIPR"0 XC .FiR}�5 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: rel ■ 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 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 Notify Guests after an emergency when: ■ Conditions permitting, post signs at each entrance indicating park closure status pg. 31 5 LPIPR"0 XC .FiR}�5 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 wspence@Sportsforceparks.com ■ Partner with the Manager for emergency recovery and clean up services pg. 32 L__ 5 FORCE RKS _->-_ OPERATIONS MANUAL 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 5 LPIPR RRRii 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 pg. 34 LPROR11-FORCE RKS �- OPERATIONS MANUAL OPERATIONS pg. 35 5 LPIPRI RF ROE OPERATIONS RRRii 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 pg. 36 LPIPR FARCE OPERATIONS RRIS - - 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 LPIPR FARCE OPERATIONS RRIS - - 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 PORTS � R OPERATIONS R 1 • MANUAL 4YmpBnp tU irmice Lompany Name Attemlen. • Address Street Address Address Line 2 City State Province! Reglun United States Zip Postal Code Country Finaw • Phone in gause INormaiNa Business Unit' 5FP Sandusky Invoke Date • Invaioe Amount • 3tW,iEM_YN Tema {ff insen�menaj • Hat Upon Receipt Accountcab* Sponsorship Notes SLSN T pg. 39 5 LPIPR RRRii 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 LPIPR r F°ROEOPERATIONS RRRii LOST AND FOUND POLICY CONT'D Exception o Credit cards must be handled as described on the card itself o Licenses and ID Cards should be sent via certified mail to the name and address printed on the ID card after attempts have been made to contact the individual Any member of management can return a lost item to the owner when they arrive to claim their property General Manager is responsible for keeping all lost and found items current and handling the final disposition of the unclaimed property. Failure to follow lost and found procedures may result in disciplinary action up to and including termination USE OF COLLIER COUNTY VEHICLES Process in order to operate a Collier County owned vehicle assigned to PCSC on public roads Fulltime SFPN and SFI team members o Collier County Form to be completed and signed o Copy of valid Driver's License supplied o Both to be submitted to County representative pg. 4 LPIPR r F ROEOPERATIONS RRRii 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 pg. 42 LPIPR I F ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 You cannot combine multiple paid breaks into one paid break of a longer duration 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 pg. 44 LPROR11-TORCE RKS �- OPERATIONS MANUAL FORCE ALL-STARS pg. 45 LPIPR r F°ROEOPERATIONS RRRii 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? pg. 46 5 LPIPR RRRS The sports will change from month to month. We will host baseball in April and May and kickball in June. pg. 4; LPIPR r F°ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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 5 LPIPR RRRii 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 5 LPIPR RRRii 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 MANUAL D & BEVERAGE 5 LPIPR"0 XC .RRR 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 5 LPIPR RRRii 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. pg. 56 5 LPIPR RRRii 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. pg. 57 5 LPIPR RRRii 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? 5 LPIPR RRRii 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 5 LPIPR RRRii 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 • 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 5 LPIPR RRRii 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. .. . 5 LPIPR RRRii 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. pg. 62 LPIPR r F°ROEOPERATIONS RRRii HUMAN RESOURCES/LEGAUSAFETY/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. pg. 63 LPIPR r F°ROEOPERATIONS RRRii 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 LPIPR r F°ROEOPERATIONS RRRii HUMAN RESOURCES/LEGAUSAFETY/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. pg. 65 LPIPR r F°ROEOPERATIONS RRRii 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. LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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 LPIPR r F°ROEOPERATIONS RRRii 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. LPIPR r F°ROEOPERATIONS RRRii 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. LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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: • 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 1. 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 2. 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." 3. 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 4. 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 5. Finally, take your sheet and add up the totals for each category 6. 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 LPROR11-FORCE RKS �- OPERATIONS MANUAL RETAIL pg. 71 LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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 ADDlications Temaeratures 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 5 LPIPRIROPERATIONSMANUAL RRRii HOW TO PRESS HEAT CONT'D Follow the below guide for placement of applications in various places 7.5 9 x 9=3.5 Polo Shirts 7.5" to 9" from the sl•ou.dei's left seam and 4" to 6" from the center, in Line with the collar meeting the shoulder Seam. -Y Sweatshirts T-Shirts 7.5" to 9" from the shoulder's left seam and 4" to 6" from the center. Topofthedesign3"to3.5"from the bottom *The image to the left is the standard for large logos on ofneck's edging_ chests of t-shirts as well. 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 5 LPIPR"0 XC .FiR}�5 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 • 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 pg. 74 5 LPIPR"0 XC .RRR 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 LPIPR"0 XC .RRR 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 5 LPIPR"0 XC .RRR 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 pg. 77 5 LPIPR"0 XC .RRR 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 5 LPIPR RRRii 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 5 LPIPR RRRii 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 5 LPIPR RRRii 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 LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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 LPRORII-TORCE RKS �- OPERATIONS MANUAL FIRST AID LPIPR S 0C •1•MANUAL FiR}�5 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: o Any bodily injury to a guest, player, coach, partner, team member or visitor o During a Tournament or Event: Medical Staff and Manager are to be notified so they can assess the situation and act accordingly o 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. 5 LPIPR"0 XC .FiR}�5 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 Medical/First 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 LPRDRII-TORCE RKS �- OPERATIONS MANUAL EMERGENCY 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. 5 LPIPRIROPERATIONSMANUAL RRRii EMERGENCY CALL LIST o In event of emergency, dial 9-911 from any /andline, 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 - 5 LPIPR RRRii 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 P/ease 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 LPIPR r F°ROEOPERATIONS RRRii 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 wspence@Sportsforceparks.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 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 LPIPR r F°ROEOPERATIONS RRRii 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_wspence@Sportsforceparks.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 5 LPIPR RRRii 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 .. • L1__ K°sR�E LIGHTNING Weather Resources OPERATIONS MANUAL 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 I 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. 92 5 LPIPR RRRii 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 Iandline 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. 93 5 LPIPR RRRii HURRICANE A severe tropical cyclone usually associated with heavy rains and winds above 74 mph. Hurricane season generally runs from June 1st 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 / - Winds of 74-95 mph. Damage primarily to shrubbery, trees, foliage, and unanchored mobile homes (no real damage to other structures). Category //- 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 /// - 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 /V- 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. 94 5 LPIPR RRRii 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: wspence@Sportsforceparks.com pg. 95 L sFORCE R s� OPERATIONS MANUAL TASK Completed D. 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 downspots/ 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 procedures 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 computers/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 EPRSPURI RR 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: wspence@Sportsforceparks.com 5 LPIPR RRRii 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 LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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: wspence@Sportsforceparks.com 5 LPIPR RRCT OPERATIONS P1 MANUAL RRIS - - 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. 5 LPIPR RRCT OPERATIONS P1 MANUAL RRIS - - 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: wspence@Sportsforceparks.com 5 LPIPRIROPERATIONSMANUAL RRRii 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/Irrational Angry Foul Language Slurred Lisp Rapid Message Read by Caller Throat Soft Loud -Clearing Deep Breathing Cracking Voice Unconvincing Background noises: Voices Clear Party Atmosphere Static Animal Sounds Music Machinery Traffic Other: Try to ask: What is your name? Immediately Call 9-911 What is your address? pg. 102 5 "0 CE LPIPR FiR}�5 HAZARDOUS MATE RIAUCHEMICAL 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: o 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: wspence@Sportsforceparks.com pg. 103 LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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: wspence@Sportsforceparks.com pg. 104 5 LPIPR RRRii 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: wspence@Sportsforceparks.com pg. 105 5 "0 CE LPIPR FiR}�5 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: wspence@Sportsforceparks.com 5 LPIPR RRRii 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 pg. 107 5 LPIPR RRRii 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 Try to contain the water leak to minimize property and merchandise damage o Secure the areato prevent safety hazards to ou rteam 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 shutoff so you can turn off if needed o Segregate any merchandise or property that is affected by the 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 LPIPR r F ROEOPERATIONS RRRii 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: wspence@Sportsforceparks.com 5 LPIPR RRRii 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: wspence@Sportsforceparks.com LIPRK RIIT- °sR�E 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 o Direct any media inquiries: wspence@Sportsforceparks.com rgxonffig 5 LPIPR RRRii 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. 112 5 LPIPR RRRii 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. 113 5 LPIPR RRRii 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: wspence@Sportsforceparks.com 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. 114 5 LPIPR RRRii 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: wspence@Sportsforceparks.com pg. 115 5 LPIPR RRRii 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 LPIPR r F°ROEOPERATIONS RRRii 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: wspence@Sportsforceparks.com pg. 117 5 LPIPR RRRii 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 LPROR11-FORCE RKS �- OPERATIONS MANUAL HUMAN RESOURCES .. = ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE Quick Reference Guide Revel Operating Systems Registers and Printers References- How to Open Registe From Home Screen, Click on the far Left APP Revel POS Click on Tills Click on New Till — Drawer 1 current Till CASH DRAWER 1 New Till - Drawer 1 VIRTUAL TILLS New Virtual Till Tills Not Selected pg. 120 ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D References- How to Open Register Type in the correct amount Click Set When prompted to Reassign this till Click NO Prompt will pop up on screen verifying Till was opened _an:•.•' Starting Rrnou nt Dc as 300.00 Till 1 Do you wish to reassign this till? r- fp Till was set m 1211 T: . . pg. 121 5 LPIPRIF ROE ..RRRii REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to Close Register Click Tills Click Till — Drawer 1 Prvduct Mix 0 no dare available L Top 10 LF 0 Currently Clothed In View Timecards OPERATIONS Tills Current l k1l I ()rawer 1 �v] Declined Payments Q �] Otfline Payments Q Till Current Till Till -Drawer 1 > CASH DRAWER 1 Till - Drawer 1 12J12117, 10:35 AM Owned by will 5 Opened by Wi 16 pg. 122 ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to Close Register Drawer i Click on Check Out n Starting Amount $300.00 Set M D_bn t�, 2b17 - 10:35 AM lWH Sl 0'.d by will S Pay In 7 [� Pay out Safe drop open Cash drawer 19 Print Cash Lag i Hold Checkout > O Reassign ❑rawer Type in each QU Select NEXT N.A `n0.40 ,l.. : n,a It it �L.ant It''r )Liantity u a nti.ty titq QLld1iilr pg. 123 ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to Close Register If drawer is even, Select Print Summary If drawer if off, recount by selecting Checkout In top left corner After you print summary, click Submit in top right corner Prompt will pop up verify register is closed Remove till and take to safe room ':neckout Surni $300.00 TOW StaFtN Cash $0.00 pay Ins pay Outs $0.00 Sale DroP SO.00 Gagh Transactions $ p 00 Coins Dispensed $304.00 Expected Cash In fill $ 300, 00 Total Ending Cash $D.00 Variance Qpened peyarnber 12.7017 • 10:35 AV SWi4151 10: 40 AM ICakinneY K} paces I,,, 17, 2017. Print Lag Print Summary f }--] . Q Till was closed on 12/12117 • 10=40 AM n View Timecards pg. 124 ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return with Receipt Select Return Pmdwmii .r+ter arccrs I IIav GYJ.i a L��t�,- Top 10 + c cwromiy 4ior�tein .�... T...... PfIMa E Tilk ,� orctnoo wyrrama , j C}9 Pa�menes !D Type in Receipt information, click Return Submit Do you have a receipt? r Qrder ID or Scan Receipt Barcode Select items to be returned. Select Next Select Return ?Hm -RE RE Specify Reason for Return Reasor: r'ra' rAwtur-g-d deeml'1 ACulr G—ro.- — 5 Cancel No Receipt he., Barc6dB Nico oty Rd-8 Tax Total Adwt Cotton Bong S... 20000004009 27.00 1 27.00 1.82 M32 Subtotal: ­77.64y 1.82 28.82 Grand Total: 27.00 1.92 28.82 Altoch a Sack Nexi � Customer Prig Return 5 Tax Qty rn 1.ry FLernave pg. 125 I cancel I � Retulrr — r - RS �� OPERATIONS MANUAL PFiR}�5 REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return with Receipt Select Pay �rce Ch ..I Order 959M9 Select appropriate tiles based on the °u°"�°° r��A� ��° form of payment 4162 rOrN: -$28.B2 7 Ba4�n Ow: 42842 84 ❑n r1m:- ltm: $2S.B2 -28.8 PAYMENT AMOUNT S 9 �o 4 5 6 $2) 1 2 3 g o C 0 pg. 126 5 LPIPR"0 XC .FiR}�5 REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return with Receipt Select Refund Make sure to give customer back Correct change firm Refund Payments of Cancel Refund FNo, Thanks pg. 127 RS �� OPERATIONS t•• PFiR}�5 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 I Receiptless Return 14.5" Bubble Stick 097138734723 16" Sports Ball Inflates 097138712738 r , 2" Sports Turtle LJ 100000005590 2.25" Wrist Band Ball 097138658951 Type in Reason Specify Reason for Retunl Click Next Item Bancode PricB Oty Return 5 Tax Total Adult Cotton Long 5... 200000004009 27.00 1 27.00 1.82 2"2 su 27.00 1-82 28.82 Grand Total: .00 1.82 28.82 Attach a Back Customer Nexi Select Return Alt UFr%" dCeMl%[ Pdar Return $ Tax Qty Invgn14ry Remove GRE .4ffuL- ro.- t_o.-D S _}t; Carmel '. to •• i ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return without Receipt Select Pay Select Cash 7C�Px GSlw- 5p•..ie re-) s� rya SurcM9e WOO .130 MOO s, 28B2 Checkout I Order N 59309 ac.vv sc.ov f:. W }181 2 7 8 9 $iol 2 5 B $4 2 3 7� I 4 1 C '-h _ IS np qR Card PRYMEM AMOl1HT 7 pg. 129 ' OPERATIONS MANUAL REVEL POS QUICK REFERENCE GUIDE CONT'D Reference- How to make a Return without Receipt Cash Refund Confirm amount \ 71xx amount will be r19lLu5ded AMOUNT 62 � Cancel Gor�fimt Select Refund [Ci)nf irm� Make sure to give customer back Correct change ME Refund Payments of $ —r LCancel Retund No, Thanks pg. 130 5 LPIPR"0 XC .RRR 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 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 5 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 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. 131 LPIPR r F ROEOPERATIONS RRRii 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. 132 LPIPR r F ROEOPERATIONS RRRii 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. 133 5 "0 CE LPIPR FiR}�5 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. 134 5 LPIPR"0 XC .FiR}�5 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. 135 5 "0 CE LPIPR RRHS 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. 136 5 "0 CE LPIPR FiR}�5 PROMOTION & WAGE INCREASES 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. Increase Documentation When a SFP/FM team member is eligible for an increase in wage, either through promotion or wage adjustment the following steps are to be followed. o Increases will be discussed with SFI Corp before being implemented o Increases will be discussed with team member before wage is adjusted o Personnel Change form is to be filled out with all required information o Changes will begin on the first day of the pay -period as outlined in the SFP Operations Calendar General Manager o Ensure communications and paperwork are filled out accurately and submitted timely 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 pg. 137 LPRORII-TORCE RKS �- OPERATIONS MANUAL FIELDS MAINTENANCE 5 "0 CE LPIPR FiR}�5 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 LPRORTSR FORCT•P1•MANUAL � FORMS pg. 140 L�-- FORCE KS � OPERATIONS MANUAL SCHEDULE AVAILABILITY FORM ERTSRRSR�E 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) EMPLOYEE SIGNATURE pg. 141 5 "0 CE LPIPR FiR}�5 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 LPRORII-TORCE RKS �- OPERATIONS MANUAL ;SPORTS IIIIII�����FIELDS P�ELo9 IFORCE TENANCE,., CEFNnND FPS US FIELDS DFm TIN cTIGN CREATING SPORTS PARKS OF DISTINCTION 3760 Sixes Road Suite 126-331 Canton, GA 30114 T: 678.710.8585 F: 678.710.8018 EXPENSE FORM / REIMBURSEMENT FORM Name Address Dates Date Description Job Name/Number or Division Expense Category Notes Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Category Tota I s Total Reimbursable Expenses $0.00 Signature Date (Total Expenses Less Temaorary Advance Approved Date I TOTAL AMOUNT DUE pg. 143 LSPORI. � R OPERATIONS R 1 • MANUAL gpoRrs FORCE �PARKS� Name: INJURY REPORT FORM DOB Date: / / Time Sport Involved: Athlete Spectator (circle) 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: pg. 144 5E111S FORCE : PflRKS -->-- COIN ORDER FORM OPERATIONS MANUAL SPORTS KSR�E Coin Order Form Location SFP Date Instructions: Use this form for all coin orders. File completed form with daily paperwork. Denomination Twenties Bank Open • Tens Open Fives Open Ones $100 Bndl Quarters $10/roll Dimes $5/roll Nickles $2/roll Pennies $0.50/roll Complete - -. Date Name Total Amount Confirmation # Delivery Date Complete when order is received ems! Verified By 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 pg. 145 ' OPERATIONS MANUAL QPINCIDENT REPORT FORM Tournament/Event: Date: Name: Team Name: Time: 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 utst,rur i wrv: tuescriDe ine inciaem as aeiauea as VIDEO AVALIABLE I YES NO File Sent to: Burglary Robbery Terrorism Civil Disturbance Bomb Threat Active Shooter Code Adam ACTION TAKEN: Call 911 Contacted Regional Mgr. Contacted Insurance Other Date: Witness Name: Phone #: Form Submitted by: Date: Please attach additional comments / information on back of sheet pg. 146 LI-- K°sRCE OPERATIONS MANUAL LOST AND FOUND FORM ' I Sports Force Parks — Lost and Found Log Item Found Dab Tirne Location Found By Retnmed To pg. 147 L-- 5_�IPRIISK°sR�E OPERATIONS MANUAL MANUAL TILL BALANCE FORM S�pRTS F0RC� PARKS Manual Drawer Balance Form Park Date Till Location End of Day Till Count Denomination 10 50 100 250 $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 5�IRIS FORCE PflRKS > OPERATIONS MANUAL SAFE COUNT FORM IpaRRsRCE Location Date Safe Count Form Safe Till Loose Bills Denomination $1 $5 $10 $20 $50 $100 Other Roll Coin 1¢ 5¢ 100 250 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 L rsFORCE aR s OPERATIONS Qiap_ 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 LPROR11-FORCE RKS �- OPERATIONS MANUAL pg. 151 LPRORII-TORCE RKS �- OPERATIONS MANUAL Restroom Cleaning Checklist r ry 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 ❑ ❑ ❑ ❑ ❑ ❑ ❑ 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 ❑ ❑ ❑ ❑ ❑ 21PM ❑ ❑ ❑ ❑ ❑ 4PM ❑ ❑ ❑ ❑ ❑ 6PM ❑ ❑ ❑ ❑ ❑ 8PM ❑ ❑ ❑ ❑ ❑ Closing ❑ ❑ ❑ ❑ ❑ Standard Operating Policy — Dec-19 LPROR11-TORCE RKS �- LSP6RTS FORC "; OPERATIONS MANUAL OPENING F CLOSING 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 equiopment. 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 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) 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 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 i 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 egress Make sure that these items are stocked as well. Chili Chili Placed in cooler Soup Soup Placed in cooler Hot Dog Hot Dog Disgarded (Hot Hold) Burgers (Hot Hold) Burgers Disgarded ' OPERATIONS MANUAL QQP F& B OPENING & CLOSING CHECKLIST OPENING CLOSING F 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 Pavillion / Bar locked at all times. Food Truck Pavillion / 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 untensils 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. Iwas mopped previous shift. All product should be tabled, dated and All product should be tabled, 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 flcor. should be at least 6 inches off of floor. Opening Associate: Closing Associate: Day / Date: Opening Supervisor: Closing Supervisor: Day / Date: pg. 154 ' I ' 1 ' OPERATIONS MANUAL Opp 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 be M 0 N D AY detailed. This is different from detailed. This is different from polished with stainless cleaner. the nightly clean the nightly clean TUESDAY 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 D AY 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. Kitchen floor scrubbed and All trash cans need to be THU RSDAY organize and clean shelves. cleaned with deck brush. washed out and cleaned. Sweep and mop. All stainless surfaces and Detail clean & sanitize drink All stainless surfaces and F R I D AY 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 Ice machine needs to be SAT U R DAY washed out and cleaned. cooking equipment, counters cleaned and sanitized. and tables. SU N DAY 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 LPRORII-TORCE RKS �- OPERATIONS MANUAL ADDENDUM: PARADISE COAST SPORTS COMPLEX pg. 156 L�__ FORCE RKS � OPERATIONS MANUAL PARENTAL WAIVER PpRRDISE1 ORST_ „oars comp 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 ofn 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 infoCsfpnaples.com pg. 157 5 LPIPR S 0C •1•MANUAL RR}�5 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: It participant is under 18 years old, parent or legal guardian must sign below For Parents/Legal Guardians of Participants Under 18 Years of Age I 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: Date: Paradise Coast Sports Complex powered by Sports Force Parks 13868 City Gate Blvd N I Naples, FL 34117 (844)737-2757 1 info@sfpnapies.com ��OPERATIONS MANUAL - NEW HIRE ONBOARDING TESTING INSTRUCTIONS Paradise Coast Sports Complex Staff Onboarding Process i 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- Drungtestflorida.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: email: pg. 159 LPRORII-TORCE RKS �- OPERATIONS MANUAL JOB DESCRIPTIONS LPROR11-TORCE RKS �- QPRRK°sRCEE OPERATIONS MANUAL Sports Force Parke -Attractions Team Member Job Description As a successful Attractions Team Member, you will support all operations for events al a Sports Force Parks, This Individual is responsible tar providing exceptional customer service and hospltality fo all guesis throughout the park. This Individual undersiands that they have the ablilty to Impact the quest experience and support other team members with eniorcemeni of park rules and regulations, maintaining order, anri ensuring safety to all park quests, Required Shills Responslbilltles AS an Attractions Team Member you will: • Safely assist guests in the preparatlon and use of attractions Monitoring and providing sale Supervision at all times Assist customers In assigned areas to meet their rie94s and offer recommendations ba sed on me programs and selections offered Enforces park rules and regulations in assigned area of responsibility. Assists other staff In enfonting general rules and regulations, malritaining artier, ensuring safety. and providing quality customer service to the stadl um tenants, employees. and guests. Recelve 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 assislance. ■ 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 mainlaining professional and calm demeanor ■ Support the operations of the business including Park opening and closirig 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 tournament/event and offer supporl during other programing events atthe park. Expectations: a 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 egcipment ■ 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 fast -paced environment in large, crowded areas of outdoor park. ■ Routinely exposed to extreme hotfcold weather conditions Jab Location: SFP Position Type: Part-TimelSeasonal ' OPERATIONS MANUAL %IcSports Force Parks -Emergency iMedIca I Personnel Joky Description Overview: Emergency Medical Personnel provide outstanding first responder level care throughout a Sports Force Parks. Emergercy Medical Personnel administer care in accordance with state law, their scope of practice and ,J._va•tinvrt poIicy as directed by the S FP secured Medical director. Work times vary including weekend and by cav- in : ar_ous weather and field conditions_ Task_z. - Provides outstanding care in bath emergent and non -emergency settings until patient is transferred to a higher level of care_ - Performs patient assessments to determine extent of illlnesslinjury • 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 irequested within scope of practice Qualifications: • Qurrent licensure as an Emergency Medical Technician in their state; or have Emergency • Medical Responder Certification. • Current BLS (Basic Life Support) certification orthe ability to obtain within 30 days_ • Valid Driver's License • Abilityto 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 skills; ability to adhere to company's service standards Ability to oper_=te personal computer, including ability to effectively use scanning equipment Ability to han:l a multiple tasks simultaneously in fast -paced environment_ Ability to worl: i lej eciden-1y and as a team member Willingness tc c n g rut-rs and weekends seasonally as the business requires • Ability to stanJ fcr ,ong per ods 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 job duties. Must be able to work well in a fast -paced environment in lame, crowded areas of outdoor park - Rout n e ly exposed to extreme hoklcold weather cond itions Job Location: SFP Position Type: Part-Time/Seasonal pg. 162 OPERATIONS MANUAL Sports Force Parks — Lead Field Marshal Jab Description Overview: As a successful Lead, you will support all operations In support of all evenis Including BaseballlSoftballlSoccerlEacross& and other tournamenis and evenis at a Sports Force Parks. This Individual is responsible for providing exceptional customer service and hospitalliy io all guests throughout the park, while also supervising other employees. Tnks Individual underslands Inat they have the ability to Impact the guest experience including support to other team members with enforcement of park rules and regulatlans, malnlaining order, and ensuring safety to all park guests. Required Skills Fiesponsibllltles As a Lead you will: • Be active and acknowledging of all guests as you move through the park • Be well -versed In daily activitles, ensure support staff Is aware of important daily items • Be able to speak to questions on all areas of the park Including Locker Rao, Custom Threads, , attractions, parking and rentals, • Su pervlse Field Marshal • Including all Fleld Varsnal Expectations • Ensure we are greeting guests wish a smlle and positive attitude • Ensure that guests understand the park layout and direct them to Ine fleld theywill be using • Understand evenls happening on any given day to ensure guesl experience is of highestquality • Be familiar wilh the SF Facility Guidelines and Code of Conduct policies ■ Be familiar wdh ruled regulalions for the tournament • Introduce yaursell to the coaches and umpires upon their arrival for each game Ensure they know you are there if 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 ■ Ens4ire that score Card is Completed after game with ofliciM and Coaches' signatures and aflrcrais rating • Notily Field Lead in the event of any emergency J situatlbn where you need additional support * Constantly check water and notify maintenance if close to empty * Ensure game bails are at field before beginning of game * Account for all game balls at end of game * Ensure all Irash is cleaned between games walking the perimeter fence both inside and outside the fenceffield * Pick up any trash in dugouts including sweeping * Present trophies and awards when needed- follow script * Tum off any lights the end of the night, return scoreboards, cards, any and all items left in scorer's booth. Education and Experlence- Ability to provide exceptional customer service skills; ability to adhere to Company's Service Slandards ■ Cash handling or check out experience is prelerred but nor required ■ Ability to operale 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 Zang distances throughout the park during assigned shift. ■ May be asked to routinely lilt items of weight up to 30 Ibs. to accomplish jab 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 ,lob Location: SFP Position Type: Park-TimelSeasonal pg. 163 LPIPR FQRCT OPERATIONS MANUAL RRIS - - W-0 Sports Farce Parks Field Marshal Teen Member Job Description Overview: As a successful Field Marshal Team member, you will support all operations for events including Base balllSoftballfSoccet!Lacrosse toumaments at a Sports Force Packs- This individua] 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 Skills Responsibilities As a Field Marshal Team Member duties may include: Ensure we are greeting guests witb 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 on any given day to ensure guest experience is of highest quaint' ■ Be familiar with the SFP Facility Guidelines and Cade of Conduct policies ■ Be fami liar with the rukm;reguI@dons of the tournament Introduce yourself to the coaches and umpires upon their arrival for each garne. Ensure they kww you are there if they need anything ■ Ensure correct teams are at correct field ■ Locate any missing teams, notify Field Lead if team is We or does not show up ■ Ensure that score card is completed after game with official and coaches: signatures and officials rafitg portly Field Lead in the ant of any emergierrcy f situation where you need additional support ■ Radio UIC?Assignor beginning of Iasi inning using Chanel 5 Constantly check water and notily maintenance if 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 fence both inside and cumide the ferroef field. 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 semer:s booth. ■ Su pport the operations of the business including Park opening and dosing procedures- rash 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 toumamenVevent 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 personal computer, including ability to effectively use scanning equipmem ■ Abilitylo handle mufti ple tasks simultaneously in fall -paced environment * Ability to work independently and as a team member ■ Willingness is work long hours and weekends seasonally as the business requires * Ability to stand for long periods of time, including walking long distuinces throughout the park during assigned shift. * May be asked to routinely Irft items of weight up to 30 Ibs- to accomplish job duties- * Musl be able to work we II in a fast -paced environment in large, crowded areas of outdoor part€. * Routinely exposed to extreme hoticOtd weather conditions Jab Location: SFP Position Type: Part-TimefSeasonal pg. 164 OPERATIONS MANUAL Sports Force Parks Food & Beverage Team Member Job Ducrfption Overview: As a successful Food & Beverage Team member, you will support aJl operations for events including BalseballJSottba lIiSooceYLaarosse tournaments at a Sports Force Parks. This Iriftidual is responsible for providing except lonal customer service and hosp0llty to all guests throughout the park- This individual understands that Ihey have the ability to Impact the guest experience including support to other team members with enforcement of park rules and regulations, malntaining order, and ensurlrig safety to all park guests. As a Food & Beverage Team Member dutles may Include: Courftr Team Member Ensure we are greeting guests with a smile and positive aNude- Provide exceptlonal 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 ingredlents and cooking methods. Responsible for maintaining cleanliness and sanitation standards of work area- Assls'l with ensuring pullet Is stocked and ready for business daily - Has completed SFP Food Service 101 Cools Team Mem Provide exceptlonal guest service by preparing food to standards and in a timely mariner. Prepare food using a variety of equipment including Grill, Fryer, Griddle and Ovens in outlet and or commissary kitchen. Ind uding vegetables, meats and sauces. Demonstrate knowledge of coolang processes to ensure food is cooked to proper temperatures and presented to standards - Ensure all products (000ler, freezer and dry) are stocked and stored In compliance with Food Safety regulatlons. Responsible for maintaining cleanliness and sa0aticn standards of work area - Has completed SFP Food Service 101 or is Sery Safe oertified- Bar Area Team Member Ensure we are greeting guests with a smile and posdIve Wude- Provide exceptlonal guest service by preparing drinks and food items to standards and in a timely manner. Ensure all products (oaoier, freezer and dry) are stocked and stored in compliance with Food Safety regulatlorrs. Responsible for maintaining cleanliness and sa0ation standards of work area. Has completed Learn 2 Sery and SFP Food Safely 101. Education and Experlence= + Ability to provide exceptional customer service and to adhere to Company's Service Standards Cash handling or check out experience Is preferred but not required + Ability to operate personal computer, Including ability to effectively use scanning equlpment Ability to handle multiple tasks simultaneously in fast -paced environment, + Ability to work Independently and as a team member WIUingness to work long hours and weekends seasonally as the business requires Ability to stand for long perlods of time, Including walking long distances throughout the park May be asked to roullnely lift items of weight up to 30 lus. to accomplish job dunes Must be able to work well in a fast -paved environment in large, crowded areas of outdoor park. Routinely exposed to extreme hotJcoId weather conditions Job Location: SFP PosOlon Type: Part-Time}Seasonal pg. 165 OPERATIONS MANUAL Sports Force Parrs - Lead Guest Experience, Food & Mverage, Refail, Amenities Job Description Overview_ As a successful Lead, you will support all operations In support of all events including 6asebaU1.Soft Wl1 occerALacro,sse and other tournaments and events at a Sports Force Parks. This indvidual is responsible for providing exceptional customer service and hmItality to all guests throughout the park, We also supervising other employees. This individual understands mat they have the ability to impact the guest experience including support to other team members YWth enforcernent 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 decislons in areas of responsibility and take appropriate actions, as necessary * Supervise other team members In their roles supWing service and operations of the parts * Customer engagement at Ticket Area. Front Date, Food & beverage locations Retail Shop (Custom ThreadalLocker Room), Attractions ticket sales andfof Customer Relations Management (C Rat) engagement * Greet. process customers' orders at a point -of sale, quickly, efllciently and friendly * Recognizes valid admission tickets, Basses, 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 areaof responsibility. Assists other stall in enforcing genefal rules and regulations, malntalning order, ensuring safety, and providing qua.ldy customer service to the stadium tenants, employees, and guests. * Receive and quickly act upon requests or complaints from guests; reter 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 duality 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 conlrols and all other functions in operating a customer service based environment Education and Experenca: * 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 eft Ively use scanning equipment * Ability to handle multiple tasks simultaneously in last -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 kN periods of time. Including walking kN distances throughout the park during assigned shift. * May be asked to routinely lilt 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 hoticold weather conddions Job Location: SFP Position Type: Part-TimelSeasonal SP�PRI' FORflRKS �- SPORTS k°sRCE OPERATIONS MANUAL Sports Farce Parks Guest Experience Tram Member .lab Description Overview: As a successful Guest Experience Team member, you will support all operations for events Including BasebaIVSoftballf occer/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 Indivldual unaerstands that they have the ability to impact the guest experience incivaing 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 Team Member duties may include; Customer engagement at Ticket Area, Front Gate, Retail Shop, Attractions, Ticket Sales ancVor Customer Relations Management (CRM) engagement. Food and Beverage bcatk>ns (counter service andlor food preparation, cooking) Great, process customers' orders at a point -of sale, quickly, effidentiy and friendly Recognizes valid admIsslon tickets, passes. or gather appropriate admission credentials and allows entry to authorized Individuals. + Asslst customers In assigned areas to meet thelr needs and offer recammenaations 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 responsibl-lily. Assists other staff in Wording 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 oon emsto 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. + Asslst 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 custorers 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 personal computer. including ability to effectively use scanning equipment Ability to handle multiple tasks simultaneously in last -paced environment_ Ablllty to work independently and as a team member Willingness to work long hours and weekends seasonally as the business requires Ablllty to stand for long periods of tame, Including walking Ion distances throughout the park during assigned shift. • May be asked to routinely lilt 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 outdoer park. Routinely exposed to extreme hoticold weather conditions Job Location; SFP Position Type; Part-TlmelSeasonal pg. 167 LPROR11-TORCE RKS OPERATIONS MANUAL sports Fork Parks RetaWuest Experience Team Member Job Description Overview, As a successful Retail/ Guest Experience Team member, you will support all operations for events including 6asebalIlSoftballlSoccerlLacrosse tournaments at a Sports Force Parks. This individual is responsible for providing exceptional cusiomer service and hospHaiity 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 enlorcemeni of park rules and regulations, maintaining order, and ensuring safety to all park guests. Required Skills Responsibilities As a Guest ExperiencelReiail Team Member you will; + Customer engagement at Ticket Area. Front Gate. Retail Shop (Locker Room), Attractions ticket sales andlor Customer Relations Management (CRM) engagement + Greet, process customers' orders at a point-ol sale, quickly. efficlentiy and friendly + Recognizes valid admission tickets, passes, or other appropf late 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 enlorcing 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; refar serious concerns to supervisors. Accompany guests Into the front office for a warm transWon 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 tournamentlevent 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 waJking long distances throughout the park during assigned shill, • May be asked to routinely lift Hems of weight up to 30 lbs. to accomplish job duties. + Must be able to work wall in a fast -paced environment In large. crowded areas of outdoor park. + Routinely exposed to extreme hotJcold weather conditions Job Location; SFP Position Type: Para-TimelSessonal ' OPERATIONS MANUAL F � r i Sports Force Parks - Hospitaliiy/F&B Supervisor Job Description As the Hospitality Supervisor, you will contribute to the growth and proftblQy+ of the food, beverage, and retail business, with management supervision for day to day food and merchandise operations at a Sports Force Parks Reports to the Hospital itylF& B Manager. Required Skttis & Responsibilities As Hospitality Supervisor you will: 0 Work closely with the Hosp4alitylF&6 Manager all food & beverage operations. Ensuring quality standards are maintained In terms of product. service, safety and sanitation. 0 Supports the company current and loop -range objectives, plans, policies, capital plans. operational plans and operating budgets for your unit'_ • Verify and prepare reports as requ i red and provide and admi nister an etiect ve system for cash, inventory and payrol I capital. Support the recommendation and establishment of priori and services within an approved profit plan. Directly accountable for budget and prohtabality of this department; control labor and variable costs, and help develop financial objectives consislent w4h overall company objectives. Prepare and monitor approved departmental budget annually. 0 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 ail staff. 0 Maintain all policy standards, culture of accountability and responsibility, and held Individuals accountable for such_ • Maintain positive and proactive client and guest relation s. Respond to diem requests and ensure alignment to company standards. Investigate and follow through immediately on client and guest complaints. • Support the process for 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 basis, updating staff on daily goals and objectives. Menu planning and design in coordination with Corporate. Train staff on standard operating procedures, pollcies and operational formals • Monitor quality, service on a daily basis. • Meet or exceed financial budget goals. Education & Experience 0 College degree in Hospitality Management or equivalent experience preferred. 0 Able to work extended hours and weekends seascrtaly as required, including weekends, holidays, etc_ Ability to hire and train staff, including but not limited to: cookk►prprep procedures, use of lT equipment (Word and Excel), cash handling. POS systems use. NAACP standards and guidelines. • Ability to stand for long periods of time, Including walking long distances throughout the park. • May be asked to routinely lift items of weight up to 34 lbs. to accompl ish job duties. 0 Must be able to work well In a tast•paced environment in large, crowded areas of outdoor park. 0 Willingness to engage with guests, staff, vendors, etc_ as required. We Prefer i+ years of experience in food production, catering, reslaurant management, event based food and beverage services or similar. ,.rob Location: BFP Position Type: Full or Part-TimelRegular LPRORII-TORCE RKS �- Overview OPERATIONS MANUAL Fields Malntenaooe - Events Crew Lead - Seasonal Job Description Fields Maintenance is looking for Events Crew Leads to help cultivate an outstanding environment for gussis, tournament participants. and the staff of a Sports Force Barks, The Events Crow Leads position Is an excellent way to gain hands-on experience in day -today landscape, facility operations, and maintenance duties as well as tournament operations, Events Crew Leads will locus on tournament prep and operations along with supporting the landscape and maintenance teams. The poslklon requires up to 25-35 hours per week including weekend tournaments- Days and hours may vary. Essential Duties & Responsibilities o Lead, motivate and drive Events Crews to meet deadlines In preparing the park for tournaments and events Event set-up, including changeover and conversions o Hands-on preparation for all tournaments and individual events o Installation and removal of temp fencing, goals and other sports field equipment Provide event -day quality control Maintain overall park cleanliness, Including dugouts, crash receptacles and restrooms; in prep for and during evente tournaments * Assist as needed in the maintenance of profession6 quality artIlicial turf surfaces • Operation of Fields Maintenance equipment and tools salely and proficiently • Maintain accurate maintenance and housekeeping records Perform dally housekeeping duties Omer projects as necessary Required Skills, Experience & Abilities Operation of Fields Maintenance equipment and tools safely and proficiently • Ability to handle multiple tasks simultaneously In fasi-paced environment- . A bllity to work independently and as a team member ! Able to effectively comm unlcata with a diverse population, including strong verbal Comm u nication skl Us. Willingness io work k)ng hours and weekends seasonally as the business requires Must be able to climb ladders, carry. +calk, sill, stoop, push, pull and move conlinuously during work hours o AblIIty to stand for long periods of time, including walking long distances throughout the park during assigned shllt. o 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 + Supervision experience a plus + Customer service experience a plus + Forklift or other relevant csrtifications a plus + Routinely exposed to varied weath or condition s including extreme wealher conditions ,lob Location; SFP Position Type; Part-TimedSeasonal pg. 170 L5PORI_�RS Fj{`AT OPERATIONS R 1 • MANUAL Yl\[ FIELDSFields Maintenance - Events Drew Member - Seasonal MAINTENANCE,. Job Description Overview Fields Maintenance is looking for Seasonal Events Grew 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 Grew 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#kournaments • Assist as needed in the maintenance of professional -quality artificial turf surfaces • Operation of Fiends 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 Iong 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 Iong distances throughout the park during assigned shift. • May be asked to routinely lift items of weight up to 75 Ibs. 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: 5FP Position Type: Part-Time/Seasonal pg. 171 CUST MANUAL ER RELATIONS ANAG E ENT (CRM) 5 "0 9E, LPIPR FiR}�5 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 LPROR11-FORCE RKS �- OPERATIONS MANUAL PURCHASING POLICIES pg. 174 LPIPR� FR�_E OPERATIONS P R1 • MANUAL RRR 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. Genera/ 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 LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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 LPRORTSR FORCT•P1•MANUAL � Department Date Product Being Purchased Amount Check One Reason for Purchase Vendor 1 Name Product Price Vendor 2 Name Product Price Vendor 3 Name Product Price Vendor Selection (Best Value Selection rationale) Origionator PROCUREMENT JUSTIFICATION FORM $500 - $2,500 Unit Price (requires 2 bids and best value selection/explanation) $3,000+ Unit Price (requires 3 bids, best value selection/explanation and County Approval Long Term Vendor Procurement/Selection (requires best value selection/explanation and County approval) General Manger Collier County Sign: Sign: Sign: Date: Date: Date: Format subject to change based of PO Software and system pg. 177 MANUAL FACILITY H URS LPIPR RCT OPERATIONS P1 MANUAL RRIS - - 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: 8:00 AM — 10:00 PM 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. The Factory Fitness Area M —F: 6:00 AM — 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 FqwallpEl RATIONS MANUAL o Holiday Hours - 2021 • Date PCSC Cove Factory • Sunday, July 4th Event 11 a-8p 6a-12p • Monday July 51h Closed 6a — 12p (observance of July 4th) • Monday, Sept 6th Event 11 a-8p 6a-12p/5-8p • Monday, Oct 11 th Event 11 a-8p 6a-8p • Thursday, November 11th Event 4p-9p 6a-8p • Thursday, November 25th Closed Closed Closed • Friday, November 26th Event 4p-9p 6a-8p • Friday, December 24th Closed Closed Closed • Saturday, December 25th Closed Closed Closed • Friday, December 31 st Event 11 a-TBD 6a-TBD • Saturday, January 1 st Event 11 a-9p 6a-8p Notes: Holiday Hours will follow the above schedule unless a scheduled event if planned for use at PCSC or the identified areas. TBD will depend on traffic/attendance and the operational hours of the Event at PCSC The next year's Holiday Hours will be outlined and approved during Q4 of eah year and included in the SOP with the 04 submission LPRORII-TORCE RKS �- OPERATIONS MANUAL FIELD RENTAL RATES Lt5 R I Rd "0 _E OPERATIONS MANUAL V_-;F-- Pl RRR 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. Pick Up Play This policy provides guidelines for walk-on participants on Facilities which include Athletic Fields and green space in PCSC. A. All walk-ons must check with the Complex staff to ensure that the facility and or fields are available for use. Walk-on's are defined as individuals, families or unorganized small groups for the purpose of general recreation. B. Typical personal sport specific equipment is allowed, but no goals (soccer or lacrosse), pitching machines or protectors are allowed. Plastic cones and plug goals are the only acceptable type of equipment that can be used unless specially approved. No marking of fields is allowed. C. The designated facility and or field must be used for the approved sport specific purposes. No golf, remote controlled airplanes, drones, or rockets are allowed without approval from the County. D. Public users are expected to follow all park rules. E. Athletic use that is clearly organized or instructional use is by reservation only. Indicators of Organized or Instructional include but aren't limited to large groups participating in organized practice or games, groups wearing uniforms, games with referees, and for -profit instruction. Paradise Coast Sports Complex reserves the right to limit facility or field usage or prohibit groups or individuals from using a facility or a field without reservation. 5 LPIPR RCT •P1MANUAL RRIS - - Factory Rates o Annual o Spouse o Additional Family Member o Monthly o Daily Corporate 0 1-9 people 0 10-24 people 0 25 plus Group Training Session o Day/per person Summer Rates Special o Student Rate* $200 $100 $100 $20 $8 10% 25% 40% $5 $10 month *Must have school ID to qualify LPROR11-FORCE RKS �- OPERATIONS MANUAL EVENT PARTNERSHIPS LPIPR RCT OPERATIONS P1 MANUAL RR1Si - - 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 Once agreed upon, the following process will MANUAL PARTNERSHIP AGREE ENTS LPROR11-FORCE RKS �- Event Name 01ganization iPartneil Pai tner Address city Partner Web site Hon -Profit Tax10 No. Fedeiai Tax 10 flo_ Partner Cmrtact Name Contact Eiesil OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX EVENT PARTNER AGREEMENT Slate Contact Phone 10 IEvent Director will be the first point of contact In the event of any Issues during the everd (i.e. medical, safety, altercations etc.). it Is expected that the Event Director is on site at alt limes during the event unless coordinated with SFPN. rf Everd Director is not on -site at any time, an additnal point at contact should be provided to SFPN Event Director (if different Than cerdact) Contact Email Contact Ptrnne Sacnndary On -Site Contact (ii available) Contact Email Contact Phone LPRORII-TORCE RKS �- OPERATIONS MANUAL EVENT DETAILS Event Rame Term ❑ 1 Year 0 t Years L] 3 Years Bates Arrticipated Attendance Year 1 Year 2 Year 3 FACILITY USE DETAILS Paradise Coast Sports Complex Great Lawn, Food Pavillon, Other Stadlom, Community Terrace LPRDRII-TORCE RKS �- Coin pies, I wids Buildings, Anienil ies Additional NDM OPERATIONS MANUAL ❑ FACILITY RENTAL FEE Ptrradim Cent Spot» Compkm Fee RENTAUPARTNERSHIP STRUCTURE PAYMENT TERMS Facility Fee Rental A faclllty deposlt of 20 , of the tolal rental lees and charges assoclated with the event must be pald to SFPN no later than 30 clays aller the executlon or to Is agreement. Rem alning up to eo% of the Is due no later than eo clays prior to the rlrst clay or resep;atlon. Balance aue to SFPN with reconcllltalon within 14 days Qr the end or the evonl. Per Person Rental Fee Ir this agreement Includes a raciucy rental fee, the terms are oulllnecl above. An nattenowguest count settlement count will be provided by Partner to SFPN within 5 days or evert. Remalning balance Is clue within 111 clays of recelving teampayer settlement. Percentages will be based on anticlpated teamlplayer counl. CMecl€s and Payment Information SFPN accepts the I011rawing rorms al payment: Casn, Check or Bank Gardr—row Gard �o.5%lee on banK cards and crecllt carps xulll apply. Please, Initial to verity your oompllance won 1Me Payment Terms Policy LPRORTSR FORCT•P1•MANUAL � GATE I PARKING ' . ' •' 1 ' . No Fee C Gate Fee Panner Split C Parking Fee Partner Split MERCHANDISE SFPN otters a full range oT custom merchancilse options on site. Merchanwo can be sold oul oT multlplr± Iocatlmns and includes a full assortment or clomina opllans ana customlzatlon_ If evenl would Ake to utlllze lPese sMtces_ SFPN would need the event logo ao bays prior to event. ❑ Partner selhr errant merchandise SFPN Split ❑ SFPN Sells wwaal mafchandise Putter Spit FOOD & BEVERAGE SFPN will Panale all low and be,;erage sales on sight. SFPN Pas a number oT Tood and treverage outlets on -sae, Including a large market, food truck(s), multiple mobile unlls and the Greal Dawn tool truck paylllon. Oulslde Tood and treuerage Is not permitted In the raclllfy wM Me rollowing exceptions: water and sports drinks. baby TormulaRooa, r0odxtfIFIK required Tor medlcal purposes, coolerswlmh any Ior+ar Items listed anve. IT INS errant requlrescatering, Partner and SFPN Will Till out a separate catering agreement. HOTELS Does the event require hotel rooms? ❑ Yes ❑ No Housing Service Provider F— Oakwood Lodvinv Group Partner Raorn Rebate Anticipated Room Nights aaylDate Room Heeds ❑ Other SFPN Room Rebate Camp Room Requests LPRORTSR FORCT•P1•MANUAL � rpp�nSE COAST fPRRTE COMl�F,'E 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) 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. IIPlease, initial to verify your compliance with the Indemnification Policy LPRORTSR FORCT•P1•MANUAL � r' r`PR IS 'l ` CORSI 'a #-�;Ts pM*tip Inclement Weather Policy In clement 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, Initial to verity your compliance wlth the Participant Policy Cancellation Policy Please note, if the event is canceled by partner after the payment of deposd, the deposit is non-refundable. If the event is not able to be hosted due to Acts of Cod (i.e. hurricane), the full deposit will be refunded by SFPN_ In regard to inclement weather, it the event begins on any day, rental fees and event expenses are to be paid in full for said day. It the rented areas are deemed unusable by SFPN and/or weather does not allow for the event to begin, rental fees and expenses assWated with the date of cancellation will be waived. Please, Initial to verify your compliance wlth the Participant Policy COVID - 19 event Gaueellatlan A: the time of this agreement, Federal and State Govemments have temporarily hafted 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 govemment shutdov n is still in effect 60 days out from the event dates set in this agreement; partner will have the abilfty to opt out of this agreement. Any deposits or funds paid to SFPN will be reimbursed within 160 days of na#fication of apt out. Please, Initial to verify your compliance with the CO VIU -19 Bferrt Canodlatkm Pol Icy 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 8FPN. Laval spons&s in the Collier County region are vital to the success and longevity of the facility. Many local businesses have pro%gded support to the park through advertising partnerships. Because of this, SFPN will not allow local sponsors at events without aJso being involved at the park level. Partner must fill out attached sponsor and vendor form 30 days prior to their event. Please, Initial to verify your compliance with Vendor & Sponsor Policy pg. 192 LPROR11-TORCE RKS �- COQE OF CONDUCT OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX CODE OF CONDUCT & FACILITY GUIDELINES • All goests are expected to be respectful of each other, as well as other participants and Staff of Parad" Coast Sports Complex, sponsors and partners • Poor behavior from event W-cipants andfor other visitors will not be tolerated • Sports Force Parks has the right to remove vlsitors at anytime. if they are deemed to be in violation of [his Code • No Tre5pa sIno * No Outside Food or Drinks PernnI led Mh Exception of: * Water and sports drinks * Baby formulallood } Foodldrink required for nredIcaf purposes • Coolers with only Ice or items Iisteo at ve • Sports Farce Parks prohibits gum and sunflower sees from oeinp brougnt onto fields or complex • No Pets Permitted - Except For Service Animals • Skateboards, Scooters, Roder Skates and Rollerblades Prohlbited • Authorized Vehicles Only • Watch Out For Flying Objects • Smoxing, Cnewmg Tobacco, E-Cigarettes or Vapinq Permitted in Designated Area Only • 11 Is Illegal to carry a firearm, deadly weapon or dagerous ordinance anMhere on these premises. Unless otherwise authanzed 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. Plesse, InitM toverlfy your MMpllanre with Code of induct & F9011V 0uldelInes pg. 193 LPRORTSR FORCT•P1•MANUAL � PARADISE COAST SPORTS COMPLEX e-V Name Title: Da.e: COLLIER COUNTY B Name Tile: D..,. SIGNATURE PAGE PARAOI S E COAST SPORTS COMPLEX FOR PARTNER By: Name: Title: Date: REQUIRED ADDENDUM (CHECK ALL REQUIRED) ❑ ADDENDUM A: MEDICAL! FIRST -AID C ADDENDUM B: SECURITY PLAN n ADDENDUM C: PARKING J TRAFFIC CONTROL pg. 194 RS �� OPERATIONS 1• MANUAL EVENT VENDOR & ' I ' SPONSOR APPROVAL FORA VENDORS SPONSORS Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by Name Approved by flame Approved hp Name Approved by Name 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 muss be pald to SFPN no later than the llrst day of the event, If vendor fees are not paid by this time, vendors will not be allowed to set up at the facllfty, pg. 195 LPROR11-TORCE RKS �- Event Name Medical I First -Aid Event Plan OPERATIONS MANUAL Partner AWraral ADDENDUM A: MEDICAL J FIRST -AID SFPN APPROVAL SPARERR,SE11 ,' COAST I•�ir4 �i��k** LPRORII-TORCE RKS �- Event Name OPERATIONS MANUAL ADDENDUM B: SECURITY / POLICE 1 FIRE PLAN Security/Police Event PlanlFireMarshal Partner Approw al FPN APPROVAL pg. 197 LPRORII-TORCE RKS �- Eweni Name OPERATIONS MANUAL ADDENDUM G: PARKING J TRAFFIC CONTROL Parking! Traffic Control Event Plan Partner Approval SFPH APPROVAL LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX & NORTH COLLIER REGIONAL PARK SPORTS EVENT PARTNER AGREEMENT Event Name: Organization (Partner): Partner Address City: I State: zip: Partner Website Non -Profit Tax ID No.: Federal Tax ID No.: Partner Contact Name: Contact Email I 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 available) Contact Email Contact Phone LPRORTSR FORCT•P1•MANUAL � EVENT DETAILS Event Name: Term: ❑ 1 Year ❑ 2 Years 3 Years Dates Anticipated Teams Anticipated Players Year 1: Year 2: Year 3: ❑ Paradise Coast Sports Complex Fields Buildings & Amenities Stadium, Great Lawn & Additional FACILITY DETAILS ❑ North Collier Regional Sports Park Fields Buildings & Amenities Additional `I(PARAoISEi pg. 200 ' OPERATIONS MANUAL RENTAUPARTNERSHIP STRUCTURE I' ❑ FACILITY RENTAL FEE 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: 9:1V114321:11"HK 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 pg. 201 ' OPERATIONS MANUAL GATE / PARKING ❑ No Fee ❑ Gate Fee ❑ Parking Fee rp COAST$E 8P0Rrs co�ne�E� 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. ElPartner sells event merchandise ❑ SFPN sells event merchandise SFPN Split: Partner Split: ;1111111 ,-1! 1.3 I'I A IlltoI 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 Housing Service Provider: ❑ Oakwood Lodging Group Partner Room Rebate: HOTELS ❑ No ❑ Other SFP Room Rebate: Anticipated Room Nights Day/Date Room Needs Comp Room Requests pg. 202 LPRORTSR FORCT•P1•MANUAL � rpp�nSE COAST fPRRTE COMl�f,'E 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) 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. IIPlease, initial to verify your compliance with the Indemnification Policy pg. 203 LPRORTSR FORCT•P1•MANUAL � PRERDISE cIORS4��'+ 8pO8rs CCU 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. Please, initial to verify your compliance with Vendor & Sponsor Policy pg. 204 LPRORII-TORCE RKS �- 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. IIPlease, initial to verify your compliance with Code of Conduct & Facility Guidelines pg. 205 LPROR11-TORCE RKS �- PARADISE COAST SPORTS COMPLEX By: Name: Title: Date: COLLIER COUNTY By: Name: Title: Date: OPERATIONS MANUAL SIGNATURE PAGE PARADISE COAST SPORTS COMPLEX FOR PARTNER By: Name: Title: Date: REQUIRED ADDENDUM (CHECK ALL REQUIRED) ADDENDUM A: MEDICAL / FIRST -AID ADDENDUM B: SECURITY PLAN ADDENDUM C: PARKING/TRAFFIC CONTROL pg. 206 LPRORTSR FORCT•P1•MANUAL � TOURNAMENT VENDOR & ' ' 9, ' SPONSOR APPROVAL FORM VENDORS SPONSORS Name Approved by: Name Approved by: 0 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 VENDOR FEE PAYABLE TO SFPN 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 0 Name Approved by: 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. 207 LPRORTSR FORCT•P1•MANUAL � Event Name: Medical / First -Aid Event Plan IIPartner Approval ADDENDUM A: MEDICAL / FIRST -AID SFPN APPROVAL LPRORTSR FORCT•P1•MANUAL � Event Name: Security/Police Event Plan IIPartner Approval ADDENDUM B: SECURITY PLAN SFPN APPROVAL pg. 209 LPRORTSR FORCT•P1•MANUAL � ADDENDUM C: PARKING/TRAFFIC CONTROL Event Name: Parking/Traffic Control Event Plan II Partner Approval SFPN APPROVAL pg. 210 LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX & NORTH COLLIER REGIONAL PARK ON -SITE AGREEMENT Event Name Organization (Partner) Address City State 0 Zip Partner Website Hon -Profit Tax IQ No. Federal Tax 10 No. Partner Contact dame 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. Addtional Contact (if different) Contact Email I Contact Phone Secondary On -Site Contact (if available) Contact Email I Contact Phone Food Truck Permit Serve Safe pg. 211 LPRORTSR FORCT•P1•MANUAL � ON -SITE DETAILS Event Name: VENUE & SCHEDULE Location: ❑ Paradise Coast Sports Complex ❑ North Collier Regional Sports Park Description Type Notes Start End Serving Location Other 00 00 00 00 00 00 00 00 Commission Structure 0 A deposit is required to secure your time. Deposit in the amount of: Partner will pay SFPN a percentage of gross sales generated. Prrcentage: 0 Payment Terms & Schedule A deposit of per event must be paid to SFPN no later than 0 business days prior to the first day of reservation. Settlement minus the deposit is to be made within seven (7) days ofthe conclusion of the event date. 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 Vendors & Sponsors All third -party vendors must register and be approved by SFPN in order to be located on site. 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 supportto the park through advertising partnerships. Because of this, SFPN will not allow local sponsors at events without also being involved at the park level Please, initial to verify your compliance with Vendor & Sponsor Policy pg. 212 LPRORTSR FORCT•t• R 1•MANUAL � TERMS I' 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, kreses 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 bythe 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 760.28, Florida Statutes. Please, initial to verify your compliance with the Indemnification Policy 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 Inclement Weather 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 Cancellation Policy COVID - 19 Event Cancellation At the time of this agreement, Federal and State Governments have temporarily hafted 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 gcvemment 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. IIPlease, initial to verify your compliance with the COViD - 19 Event Cancellation Policy SIGNATURE PAGE ON -SITE USE AGREEMENT PARTNER PCSC COLLIER COUNTY I - By_ By Name- Name - Title: Date: Title- Date- BY- - Name: Title- Date- pg. 213 LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX LOCAL USE FIELD RENTAL AGREEMENT Business Name Organization (Partner) Address City I State zip Partner Website Non -Profit Tax IQ No. Federal Tax 10 No. Partner Contact Name Contact Email r 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 of different than contact) Contact Email Contact Phone Secondary On -Site Contact (if available) Contact Email I Contact Phone pg. 214 RS �� OPERATIONS 1• MANUAL USE DETAILS , Club f Org Season ❑ 1 ❑ 2 ❑ 3 ❑ 4 Dates Field ❑ 1 ❑ 2 ❑ 3 ❑ 4 ❑ Other Field Time Light Field Time Light Field Time Light Field Time Light Field Tine Light Monday ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ Tuesday ❑ ❑❑❑ ❑❑❑ ❑❑❑ Wednesday ❑ 0 ❑ ❑ = ❑ ❑ = ❑ ❑ = ❑ ❑ = ❑ Thursday ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ Friday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Saturday ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ Sunday ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ ❑❑❑ FACILITY USE DETAILS ❑ Paradise Coast Sports Complex ❑ North Collier Field Use Hates pg. 215 ��OPERATIONS MANUAL - LOCAL USE FIELD RENTAL STRUCTURE ❑ FACILITY RENTAL FEE Field ❑ 1 ❑ 2 ❑ 3 ❑ 4 ❑ Other Field Lights Field Lights Field Lights Field Lights Field Lights Monday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Tuesday ❑❑ ❑❑ ❑❑ ❑❑ ❑❑ Wednesday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Thursday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Friday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Saturday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Sunday ❑❑ ❑❑ ❑❑ ❑❑ ❑❑ Paradise Coast Sports Complex Fee - Total North Collier Park Fee - Total 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 30 days after the execution of this agreement. Remaining up to 50%of the deposit is due no later than 60 days prior to the first day of reservation. Per Person Rental Fee If this agreement includes a facility rental fee, the terms are outlined above. An attendee/guest count settlement count will be provided by Partner to SFPN within 5 days of event. Remaining balance is due within 14 days of receiving attendee/ guest settlement. Percentages will be based on anticipated attendee/guest 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 corn pliance with the Payment Terms Policy pg. 216 LPRORTSR FORCT•t• R 1•MANUAL � GATE 1 PARKING M El No Fee 0 ❑ Gate Fee Partner Split ❑ Parking Fee I 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, food truck(s), multiple mobile units and the Great Lawn food buck pavilion_ Outside food and beverage is not permitted in the facility with the following exceptions: water and sports drinks, baby formulatfood, 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. ADDITIONAL USE AREA & HOURS Area Hours Area Hours Area Hours Area Hours Area Hours Monday Tuesday 0 Wednesday 0 0 Thursday 0 0 0 0 Friday Saturday 0 0 0 0 0 0 Sunday 0 0 0 0 pg. 217 LPRORTSR FORCT•P1•MANUAL � I � I I 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 Does not apply to this event 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_ Event will not be honored without appropriate insurance on file. Please refer to the below for additionally insurance and coverage requirements. Sports Force Parks Naples, LLC 3668 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. 34112.6746 Partner Agrees to provide certificate(s) of insurance sixty (60) business days prior to event starting as additional insured for the entirety of the event including the following language: 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_ $1,000,00000 Auto, bodily injury, property damage, worker's comp, employer's liability (minimum $100,000) Please, initial to verify your compliance with the Insurance Policy & Requirements Does not apply to this event Indemnification To the maximum extent permitted by Florida law, the Partner shall indemnify and hold harmless Collier County, Sports Farce Parks Naples, LLC and Sports Fields Inc., their officers and employees from any and all liabilities, damages, ks3ses and costs, including, but not limited to, reasonable attomeys' 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 parry 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 sovereign immunity beyond the limits set forth in section 76828, Ronda Statutes. Please, initial to verify your compliance with the Indemnification Policy •• i LPRORTSR FORCT•P1•MANUAL � I 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, 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 rorrrefundable. 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 the event begins on any day, rental fees and event expenses are to be paid in full for said day. If 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 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. Please, initial to verify your compliance with Vendor & Sponsor Policy pg. 219 LPRORII-TORCE RKS �- 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 other participants and staff of Paradise Coast Sports Complex, sponsors and partners • Poor behavior from event partcipanis 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 of: Water and sports dri nks Baby formulaffood 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 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 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. Please, initial to verify your compliance with Code of Conduct & Facility Guidelines pg. 220 LPROR11-FORCE RKS �- PARTNER By. Name- Title: Date: OPERATIONS MANUAL SIGNATURE PAGE LOCAL USE AGREEMENT POGO IiW By Name- Title: Date: COLLIER COUNTY I i ■+ By: _ Name - Title: Date- pg. 221 LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX SELF OPERATED EVENT AGREEMENT Event Name 0rga nization (Partner) Partner Address City I State zip Partner Webs ite Hon -Profit Tax ID No. Federal Tax ID No. Partner Contact Name Contact Email F 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 (if available) Contact Email I Contact Phone pg. 222 LPRORTSR FORCT•P1•MANUAL � EVENT DETAILS Event Name Term 1 Year Hears 3 Years Dates Anticipated Attendance Year 1 Year 2 Year 3 FACILITY USE DETAILS ❑ Paradise Coast Sports Complex Great Lawn, Food Pavilion, Other Stadium, Amphitheater pg. 223 LPRORII-TORCE RKS �- Complex. Fields Buildings, Amenities Additional Notes OPERATIONS MANUAL RENTAUPARTNERSHIP STRUCTURE SIGNATURE SECTION SELF OPERATED EVENT AGREEMENT PCSC tiW By: Name: Title: Date: COLLIER COUNTY IiW By: Name= Title: Date: pg. 224 LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPURTS COMPLEX & NORTH COLLIER REGIONAL PARK SELF OPERATED SPORTS EVENT AGREEMENT Event Name: Organization (Partner): Partner Address City: I State: zip: Partner Website Nan -Profit Tax ID No.: Federal Tax ID No.: Partner Contact Name: Contact Email F 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 of different than contact) Contact Email Contact Phone Secondary On -Site Contact (f available) Contact Email I Contact Phone pg. 225 LPRORTSR FORCT•P1•MANUAL � EVENT DETAILS Event Name: Term: 1 Year ❑ 2 Years ❑ 3 Years Dates Anticipated Tearns Anticipated Players Year 1: Year 2: Year 3: For multi -year agreements; parties will work together to update agreement details as needed for Years 2 and 3. FACILITY DETAILS ❑ Paradise Coast Sports Complex ❑ North Collier Regional Sports Park Fields Fields Buildings & Amenities Additional pg. 226 LPRORII-TORCE RKS �- PARADISE COAST SPORTS COMPLEX lw+� By: Name: Title- Date: OPERATIONS MANUAL SIGNATURE PAGE SELF OPERATED SPORTS EVENT AGREEMENT COLLIER COUNTY By: Name- Title - Date: pg. 227 LPROR11-TORCE RKS �- OPERATIONS MANUAL PARADISE COAST SPORTS COMPLEX & NORTH COLLIER REGIONAL PARK CATERING AGREEMENT Event Name Organization (Partner) Partner Address City State 0 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 available) Contact Email I Contact Phone pg. 228 LPRORTSR FORCT•P1•MANUAL � CATERING DETAILS . E' Event Name: Type Anticipated Attendence Date(s) Date(s) Date(s) VENUE & SCHEDULE Location: ❑ Paradise Coast Sports Complex ❑ North Collier Regional Sports Park Description Type Notes Start End Serving Location Theme/Set Up DOD 0 DOD 0 DOD 0 DOD 0 PRICING FOOD & BEVERAGE Food/Service Items Price 4ty Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 EQUIPMENT/MISCELLANEOUS Food/Service Items Price My Total 000 000 000 000 000 000 Subtotal 0 Total 0 Tax 0 Paid 0 Service Charge 0 Balance 0 pg. 229 LPRORTSR FORCT•t• R 1•MANUAL � TERMS ' ' ' i' Payment Schedule A catering deposit of 50% of the total 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. 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 Attendance Count Policy Attendance must be confirmed 72 hours before the events and count cannot fall below the contracted amount. Please, initial to verify your compliance with the Attendance Count Policy 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 casts, including, but not limited to, reasonable attomeys' 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 76028, Florida Statutes. Please, initial to verify your compliance with the Indemnification Policy 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 Inclement Weather 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 Gad (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 Cancellation Policy CQVI❑ • 19 Event Cancellation At the time of this agreement, Federal and State Governments have temporarily hafted 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 pg. 230 LPRORTSR FORCT•P1•MANUAL � I F I l 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. Please, initial to verify your compliance with Vendor & Sponsor Policy VENDORS Name Name Name PARRnigE; C�R5T a}@+1rs atiwM�4} SPONSORS Approved by Name Approved by 0 0 Approved Name AApproved by I Approved by Name Approved by 0 0 PARTNER PCSC By_ By: Name- Name: Title- Title: Date: Date - SIGNATURE PAGE CATERING AGREEMENT COLLIER COUNTY By- Name - Title Date: pg. 231 LPRORTSR FORCT•P1•MANUAL � AOT7� F■��_~PARADISE COAST SPORTS COMPLEX .�� THE FACTORY MEMBERSHIP AGREEMENT ' Membership Number Membership Date Member Name Date of Birth Address Minor: Ages 13-17 ❑ City I State zip Contact Email Contact Phone If Minor: Parent/Gurdian Emergency Contact Contact Email I Contact Phone RATE INFORMATION Daily Rate Monthly Rate Daily ❑ Monthly ❑ Yearly Yearly Rate Agreement Total 0 0 0 Due Today 0 0 0 Due Monthy 0 0 PAYMENT INFORMATION Credit Card # ACH - Routiuig Number Exp Date 1 CC Number Account Number PAYMENT TERMS Per Person Fee If this agreement includes a facility rental fee, the terms are outlined above. An attendee/guest count settlement count will be provided by Partner to SFPN within 5 days of event. Remaining balance is due within 14 days of receiving attendee/ guest settlement. Percentages will be based on anticipated attendeelguest count. Checks and Payment Information SFPN accepts the following forms of payment: Cash, Check,ACH or Bank Card/Credit Card. Appoval below authorizes PCSC to process payment(s) based on the terms outlined in Rate Information section of this agreement. Please, initial to verity your compliance with the Payment: Rate, Information and Terms Policies pg. 232 ' OPERATIONS MANUAL CA Fir. Participants Waiver Policy All participants in the event must fill out a SFPN waiver. 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 prop- erty 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 un- derstand 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 activi- ties 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, person- al 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, and any affiliated entities, along with their respective owners, officers, directors, agents, employees, sponsors, volunteers, 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 whatso- ever, whether known or unknown, foreseen or unforeseen, direct or indirect, arising out of or in anyway related to my (or my child's) participation in or presence at any events, activities, and programs at Sports Force Parks (and all activities in- cidental 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 representa- tives, estate, successors, assigns, heirs, and next of kin, I hereby indemnity, 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 fur- ther agree to indemnify the Released Parties from and against any and all third parry 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 casts. A. 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 ao- tions or omissions- pg. 233 L5PORIS �R•rr 1•MANUAL lYl\� ■ � ; �IiMIST QQ�,�h „�surs� 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 trans- portation provided to me (or my child). 15 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, orlive-streamed image, likeness, voice, and name for any and all purposes, including marketing, com- mercial, 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 re- lating 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 exclusively in the state or federal courts in and for the State of Florida- 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 Agree- ment, 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 Please, initial to verify your compliance with the Participant Waiver For Parentc&egal Guardians of Participants Under 18 Years of Age (Age 13-17) 1 hereby warrant, affirm, and represent that I am the parentAegal 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, Assump- tion of Risk, and Indemnification Agreement completely and carefully, understand the risks involved with the events, activ ities, 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 hishier participation, release, waiver, and acceptance of risk as provided above. On behalf of myself, the above -named participant, and my family, personal repre- sentatives, 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. Please, initial to verify your compliance with the Parental/Guardian Waiver Statement 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. 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 the event begins on any day, rental fees and event expenses are to be paid in full for said day. If the rented areas are deemed unusable by SFPN and/or weather does not allow for the everd to begin, rental fees and expenses associated with the date of cancellation will be waived. Please, initial to verity your compliance with the Participant Policy pg. 234 LPRORTSR FORCT•P ra1•MANUAL � FTHIS j- q.� rago ^� 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 PARADISE COAST SPORTS COMPLEX & THE FACTORY CODE OF CONDUCT & FACILITY GUIDELINES CODE OF CONDUCT All guests are expected to be respectful of each other, as well as other participants and staff of Paradise Coast Sports Complex, sponsors and partners Poor behavior from event paricipants andfor 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 of: - Water and sports drinks Baby formulalfood - 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 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 Permitted in Designated Area Cnly 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 persons control, ccrrvey, or attempt to convey a deadly weapon or dangerous ordinance onto these premises. Please, initial to verify your compliance with Code of Conduct & Facility Guidelines SIGNATURE PAGE THE FACTORY at PARADISE COAST SPORTS COMPLEX MEMBER PCSC By: By: Name: Name: Title: Trtle: Date: Date- pg. 235 LPROR11-TORCE RKS �- OPERATIONS MANUAL _ pARRB1 fi cn 162T a f �!o[ii Hoc! PARADISE COAST SPORTS COMPLEX THE FACTORY RENTAL AGREEMENT Event Name Organization (Partner) Partner Address City I state zip Partner Website Non -Profit Tax 10 No. Federal Tax ID No. Partner Contact Name Contact Email F I 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 anytime, an additional point of contact should be provided to SFPN. Event Director fif different than contact) Contact Email Contact Phone Secondary On -Site Contact (if available) Contact Email I Contact Phone pg. 236 RS �� OPERATIONS 1• MANUAL FEre THE FACTORY DETAILS Club f Drg Dates Area Move Strong OpenAir classroom E]Open Air Weigh Room ❑ Nat Fitness Course ❑ Lake Trail Area Time Slat Area Time Slot Area Time Slot Area Time Slot Area Time Slat Monday 0 0 0 0 Tuesday 0 0 0 0 Wednesday ❑ ❑ ❑ Thursday ❑ 0 ❑ 0 ❑ 0 ❑ 0 ❑ 0 Friday ❑ ❑ ❑ ❑ ❑ Saturday ❑ 0 ❑ ❑ ❑ ❑ Sunday 0 0 ❑ 0 ❑ 0 ❑ 0 THE FACTORY USE NOTES Use Notes pg. 237 L5PORIS �R•R 1•MANUAL lYl\� p�lRR�I$�1 THE FACTORY RENTAL STRUCTURE ❑ RENTAL FEE AREA ❑ Move Strong ❑ Opt Air Classroom ❑ Opel Air&ighl Room ❑ Hat Fitness Course ❑ Lake Trail Area Fee Area Fee Area Fee Area Fee Area Fee Monday ❑❑ ❑❑ ❑❑ ❑❑ ❑❑ Tuesday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Wednesday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Thursday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Friday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Saturday ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ Sunday ❑❑ ❑❑ ❑❑ ❑❑ ❑❑ Paradise Coast Sports Complex Fee - Total PAYMENT TERMS Facility Fee Rental A facility deposit of $100 at the execution of this agreement. Remaining fee is due no later than 30 days prior to the first day of reservation. Per Person Rental Fee If this agreement includes a facility rental fee, the terms are outlined above. An attendeelguest count settlement count will be provided by Partner to SFPN within 5 days of event. Remaining balance is due within 14 days of receiving attendee/ guest settlement. Percentages will be based on anticipated attendeelguest count_ Checks and Payment Information SFPN accepts the following forms of payment: Cash, Check or Bank Card/Credit Card [3.5%fee on bark cards and credit cards will apply. F� Please, initial to verify your compliance with the Payment Terms Policy 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, food trucks), multiple mobile units and the Great Lawn food truck pavilion. Outside food and beverage is not permitted in the facility with the following exceptions: water and sports drinks, baby formulalfood, foodldrink 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- pg. 238 LPRORTSR FORCT•P1•MANUAL � ■ � C ppRAAISE 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. F] Please, initial to verify your compliance with the Participant Policy Does not apply to this event 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. Event will not be honored without appropriate insurance on file. Please refer to the below for additionally insurance and coverage requirements. Sports Force Parks Naples, LLC 3668 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 Partner Agrees to provide certificate(s) of insurance sixty (60) business days prior to event starting as additional insured for the entirety of the event including the following language: 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, worker's comp, employer's liability (minimum $100,000) Please, initial to verify your compliance with the Insurance Policy & Requirements Does not apply to this event Indemnification To the maximum extent permitted by Florida law, the Partner shall indemnify and hold harmless Collier County, 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 attomeys' 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 sovereign immunity beyond the limits set forth in section 768.28, Florida Statutes. Please. initial to verify your compliance with the Indemnification Policy pg. 239 LPRORTSR FORCT•P1•MANUAL � T-77,ie C k. RJAND11 ir" 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, 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 nut able to be hosted due to Acts of God (i.e_ hurricane), the full deposit will be refunded by SFPN. In regard to incJement weather, if the event begins on any day, rental fees and event expenses are to be paid in full for said day. If 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 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 COVI D - 19 Event Cancellation Policy Vendors & Sponsors All third -party vendors must register and be approved by SFPN in order to be located on site. Avendor 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 partner hips_ 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. Please, initial to verify your compliance with Vendor & Sponsor Policy pg. 240 LPRORTSR FORCT•P w 1•MANUAL � R1, �' 0-- R-M 'r ,. EMMM UP. It ZX 'WE Fum 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 other participants and staff of Paradise Coast Sports Complex, sponsors and partners - Poor behavior from event partcipants 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 of: • 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 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 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. Please, initial to verify your compliance with Code of Conduct & Facility Guidelines pg. 241 LPRORTSR FORCT•P1•MANUAL � TNT SHow [=. war wgeo wqo� SIGNATURE PAGE THE FACTORY at PARADISE COAST SPORTS COMPLEX PARTNER By: PCSC By: Name: Name: Title: Title- Date- Date: l�W COLLIER COUNTY By: Name: Title: Date- pg. 242 LPRORTSR FORCT•P1•MANUAL � PARADISE COAST SPORTS COMPLEX PARTNER AGREEMENT ADDENDUM Event Name Organization (Partner) DETAILS Original Agreement Date Paradise Coast Sports Complex Description of Change North Collier Regional Park PARTNER PCSC COLLIER COUNTY By: By: By: Name: Name: Name: Title: Title: Title: Date: Date: Date: pg. 243 LPRORII-TORCE RKS �- OPERATIONS MANUAL COMPLEX SPECIFIC EMERGENCY PROCEDURES pg. 244 LPIR5 I RCT OPERATIONS MANUAL R R IS - - COLLIER COUNTY CRITICAL INCIDENT REPORTING Any incident occurs that involves the following: • Damage to the property • Severe Injury/illness to a patron • Filing any type of police report • an ambulance/EMS on site An informational call should be made to the PCSC Collier County Regional manager immediately. If unable to contact the above next call it to the Deputy County Manager .I Good News? Critical Information Reporting When in doubt-, Report 1 ■ Issue/Incident? Change or Interruption to Normal Service Level? Compliance Violation? Contractual Issue/Change Order Impacting Cost/Schedule? Crime Involving County Property or Employees/Vendors? Failure of a Major System/Asset (e.g. roof collapse)? Financial Obligation Beyond Cost Center's Ability to Pay? Incident Involving County Vehicle or Employee Driver? Injury or Health Condition Requiring Medical Attention? Employee Injury Involving Lost Time/Absenteeism? Internal Controls Deficiency? Pollution Event (e.g. chemical spill)? Potentially Contentious News Story? Property Loss or Damage? Protest/Oppositional Activity on County Premises? Security Breech or Issue? I YES I Notify 1. Immediately Contact Chain -of -Command Chain -of -Command 2. Notify Required Organization(s) 3. Submit CIR Checklist to Chain -of -Command NO Discuss w/ Supervisor pg. 245 p0r FoR OPERATIONS �PRR�iS �- CRITICAL INFORMATION REPORT (CIR) CHECKLIST 1. Verbally notify supervisor within two hours. 2. Complete the CIR Checklist and provide to supervisor within four hours. 3. Investigations, if necessary, will be coordinated through Risk Management. EVENT/INCIDENT TITLE: Click or tap here to enter text. DATE OCCURRED: Click here to enter a date. DATE REPORTED: Click here to enter a date. TIME OCCURRED: Click here to enter text. TIME REPORTED: Click hereto enter text. CIR SUBMITTER: Click or tap hereto enter text. SUBMITTER DIVISION: Choose an item. LOCATION: Click hereto enter text. ADDRESS: Click hereto enter text. ✓ Type (check all that apply) Req'd Notifications ❑ Change or Interruption to Normal Service Level varies ❑ Compliance Violation varies ❑ Contractual Issue/Change Order Impacting Cost/Schedule PROCUREMENT SERVICES ❑ Crime Involving County Property or Employees/Vendors POLICE, RISK ❑ Failure of a Major System/Asset (e.g. roof collapse) varies ❑ Financial Obligation Beyond Cost Center's Ability to Pay BUDGET OFFICE ❑ Incident Involving County Vehicle or Employee Driver FLEET, RISK ❑ Injury or Health Condition Requiring Medical Attention SECURITY, RISK ❑ Employee Injury Involving Lost Time/Absenteeism HR, RISK ❑ Internal Controls Deficiency INTERNAL CONTROLS ❑ Pollution Event (e.g. chemical spill) POLLUTION CTRL, RISK ❑ Potentially Contentious News Story PIO, RISK ❑ Property Loss or Damage RISK ❑ Property Loss or Damage (Suspected Theft/Vandalism) SECURITY, RISK ❑ Protest/Oppositional Activity on County Premises SECURITY, RISK ❑ Security Breech or Issue (Electronic) IT, RISK ❑ Security Breech or Issue (Physical) SECURITY, RISK ❑ Other (only use if no other event types are applicable) varies Facilities WO # IT WO # Risk STARS # Police Report # Sec. Incident # Click or tap here Click or tap here Click or tap here I Click or tap here Click or tap here CIR Checklist ID: 20170221.0721.c1665 pg. 246 LPRORTSR FORCT•P1•MANUAL � PARADISE COAST SPORTS COMPLEX HURRICANE RESPONSE PLAN 2020 Revised: 5/5/21 Paradise Coast Sports Complex Hurricane Plan 2020 pg. 247 LPRORII-TORCE RKS �- OPERATIONS MANUAL PURPOSE: To define staff s role, before, during, and after hurricanes. CONCEPT: The Paradise Coast Sports Complex describes operations and policies to safeguard staff and County in the implementation of appropriate procedures prior to, during, and after hurricanes. POLICY: The Executive Director of Corporate Business Operations and/or designee will be the designated Emergency Operations Center (EOC) contact for the Paradise Coast Sports Complex in the event of a hurricane. The Executive Director of Corporate Business Operations and/or designee will initiate all official information and emergency directives from EOC. SCOPE: Sports complex staff is called upon to perform a variety of tasks prior to, during, & after a hurricane. Collier County staff is considered essential and will be expected to work before, during, and after an event. Sports Force Parks will only perform tasks before and after the event. These tasks include but are not limited to: Activity Responsibility Securing/patrolling complex Sports Force Parks Staff/Collier County Staff before/after the storm Transporting Disaster Relief Units (DRU's) and variable signs — mobile crew. Return after use Assist with traffic control signage when POD and/or Staging Areas are established Operations/Fiscal responsibilities Corporate Business Operations — Financial and Operational Support Setting up and operating the Future — When indoor space becomes available shelter Setting up and operating for GMD Discuss with GMD — TBD BASE if needed Operating and cleaning up Type II Distribution Point — see diagram below; Point of Distribution Centers SFP Staff and CC Staff (POD's) Sports Complex operating as Sports Force Parks Staff/Collier County Staff housing facilities and / or cooling centers Direct cleanup efforts for after Sports Force Parks Staff/Collier County Staff an event Assess damage to Sports Complex Sports Force Parks Staff/Collier County Staff Facilities Other duties as defined by EOC All staff Coordinate Hurricane Prep Breakdown of tasks and duties before/after with Construction Team weather event Paradise Coast Sports Complex Hurricane Plan 2020 2 pg. 248 LPRORTSR FORCT•P1•MANUAL � PROCEDURE: Pre -Hurricane Season: Administration: Y Ensure all permanent full-time employees receive, read, and acknowledge receipt of Master Hurricane Plan. Y Train personnel on the Collier-214, Activity Log (attachment #?) Identify and train sufficient staff to monitor WebEOC on behalf of the Paradise Coast Sports Complex and log Y Brief staff on the importance for having a family hurricane plan, annually. Fiscal Operations: Y Ensure appropriate Collier-214, Activity Logs, are available for each employee. Y Ensure credit cards, copies of open purchase orders, and tax-exempt forms are on hand. Y Update List of Credit Cards — who has one and what limits, arrange for key people to increase limits. Y Provide Refresher training for staff regarding FEMA forms. Regional Managers / Supervisors: Y Employee contact lists updated and distributed to staff. Y Update/Assign radios to personnel Y Check to ensure centers have reviewed pre -hurricane season supplies and put in site specific containers. (Attachment 4). Y Verify that there is a fire extinguisher in the vehicle and replenish first aid supplies if necessary. Y Review Vehicle list Y Take digital pictures of facility / area / structures and save to shared drive. Paradise Coast Sports Complex 3 Hurricane Plan 2020 pg. 249 LPROR11-FORCE RKS �- OPERATIONS MANUAL Y Each facility will use the Outdoor Hurricane Preparation Plan and the Indoor Hurricane Preparation Plan. (Attachments 5 and6). Planning 48-72 hrs prior to Event: Director Y After notification from BCC, employees will be notified directly from: BCC, Executive Director and/or his (her) designee. Y Director or designee will keep in contact with EOC for information and relay to staff. Y Meet with management staff regarding the responsibilities that EOC has set for thecomplex. Management: Y Ensure employee contact lists are verified and distributed to staff. Y Checklist for Outdoor Hurricane Preparations to be completed for each area. Y Checklist for Indoor Hurricane Preparations to be completed for each area. Y Ensure vehicles are fueled and pre -positioned and/or pre -assigned. Y Charge additional radio batteries. Y Document the notification of all vendors to remove their personal equipment and secure non -moveable items upon a Hurricane Warning being issued. Y Check supply of water and food supplies (MRE's) for staff consumption. Y All purchases, supplies, & labor are to be documented on FEMA logs. Y Ensure that all employees have their Identification Card to enable them to enter sensitive areas after the storm. Additionally, staff uniforms if applicable must be worn so that you can be easily identified, Team Supervisor: Y Check schedule and assign employee shifts for the various areas that the Sports Complex will be responsible for or assisting with. Teams of staff will be scheduled for four (4) day duration. Paradise Coast Sports Complex Hurricane Plan 2020 4 pg. 250 LPRORII-TORCE RKS �- OPERATIONS MANUAL 24 hrs prior to Event: Y Coordinate with PIO/EOC phone bank regarding program cancellation/facility closures. (Provide courtesy call(s) as appropriate). Y Alert leagues, rentals, etc. of program cancellations and facility closures. Y Alert Food and Beverage that the power to the concession stand buildings is going to beshut off and they need to remove anything from the freezers that may be perishable. Y Post "Facility Closed"/"Park Closed" signs upon the direction of the Corporate Business Operations Executive Director or designee after the County Manager has declared Facilities closed Y Corporate Business Operations Executive Director will close the complex and Programs when sustained winds exceed 40 mph. Y Where applicable, close off parking lots to patrons. Y Stage all vehicles and all hurricane equipment at designated staging areas for after storm clean up. Y Check and secure essential equipment. Y Ensure appropriate FEMA logs are available Y Check schedule and assign employee shifts for the various areas that Sports Complex staff will be responsible for or assisting with. Work schedule will be developed for four (4) day duration. Y Ensure employee contact lists are verified and distributed to staff, including management team. Y Shut off fuel pumps and turn off power, turn isolation valves, and trip shear valves. Paradise Coast Sports Complex Hurricane Plan 2020 pg. 251 LPROR11-TORCE RKS �- OPERATIONS MANUAL During and Immediately after an Event: During storm event, personnel should remain in designated safe areas until deemed safe by appropriate official(s). Shift changes should not occur during storm. Note, Sports Force Parks will participate only in preparations/cleanup before and after a storm. Regardless that the press releases state that the County offices are shut down, this does not pertain to essential County personnel. Employees should listen to the radio, television broadcasts for information related to county employees. Collier County Sports Complex staff is deemed essential personnel. Assignments will be given based on need and employee ability. Shift times and length will be determined based on disaster needs. Priority areas will be opened first. Director or designee, in coordination with EOC, will determine what priority areas / sites teams will be assigned to. All employees will sign in upon arrival. FEMA Forms will be distributed just prior to the event to ensure that the appropriate forms are used. Staff will be required to submit time sheets and daily documentation logs. This is extremely important for post hurricane accounting. All logs / forms will be turned in as soon as possible to Operations. Ensure that all employees wear their Identification Card to enable them to enter sensitive areas after the storm. Additionally, County uniforms must be worn so that you can be easily identified. All staff will receive direction from the team leader on site and the team leader on site will be the one point of contact with Regional Managers. Emergency purchase orders will be available from the Purchasing Division on an as needed basis. All staff should bring one day supply of water and non-perishable food with you. Remember, microwave ovens and refrigeration will not be available. Bring along with any supplies you are responsible for including the County vehicle, chainsaws, insect repellent, gloves, and safety goggles. Do not work alone. It is likely that communication will be difficult, EMS will be over taxed and assistance may be delayed in case you have an accident. Always make sure you are in regular and routine communication with a co-worker. Do not work to the point of exhaustion. Take regular breaks and stay hydrated. Stay away from caffeine and sodas. Watch out for heat related distress signs. It is wiser to work steady and not overheat than to become overheated and not be able to cool off. Paradise Coast Sports Complex 6 Hurricane Plan 2020 pg. 252 LPRORTS°RCE OPERATIONS � Paradise Coast Sports Complex Hurricane Plan 2020 DISASTER FORM (FEMA) Attachment 1 Timesheet Disaster Daily Work, Equipment Log & Material Log pg. 253 LORTS FORCT OPERATIONS P1• MANUAL R� TYPE II - DISTRIBUTION POINT Serves 1 D,ODD persons per day ,too 8-0 vehicles per hour Forkl+ Toilets $ to4kp i I*f aurnpsters r--� w I r�� E 1 r�l � M Light 5gk rr--n rr�i r ? G � rl0�J IMPFYIII Y4 I IrA Tr)il-.to ` lSt-�:kpdfi Supply truck Nate: Individual vehicles drive through and Ice & wader is loaded into their trunks. Recommend One case water, 2 o r 3 hags of ice per vehicle and 6 MRiE's Supply trucks far Ice, SNater, MRE's and Tarps are to be off-loaded promptly and returned for resupply_ Figure 5 Maximum Loads per Day — Type II atr 2 Icy 2 1 K IJ d 1 Type II Distribution Point Resources Required Type II Distribution Point Manpower Equipment T e Day Night Type Num be-r Team Leader 1 0 Forklifts 2 Farklift0perator 1 2 PalletJacks 2 Labor 28 3 Power Light Sets 1 a Loading PT 1 B Toilets 4 eaek-Up Lmming PT 9 Tents 2 Pallet Jacts Latwr 1 a um Asters 2 J Totals i -j i 7raffic Cones 15 Law Enforcement 2 1 Two-way radios 0 o Community R-eI_ 2 0 Grand Total 34 B Paradise Coast Sports Complex Hurricane Plan 2020 8 pg. 254 LPRORII-TORCE RKS �- OPERATIONS MANUAL TYPE III - DISTRIBUTION POINT Serves 5,001) persons per day 140 vehicles per hour tiz�O', IN F orklift T iletE - Stockpiles D . ry- psCtl"s I M I M I M a Light Set Note: Individualvehie les drive through and Ice & water is loaded into their trunks- Recarnmend One case water, 2 or 3 bags of ice per vehicle and 6 NRE:s Supply trucks for Ice, Water, MRE's and Tarps are to be off4oaded promptly and returned for re -supply - Maximum Loads per Day - Typo III Water 1 Ice 1 M R E 112 112 Figure 7 Type III Distribution Point Resources Required Type III Distribution Point Manpower Equipment Type Day Night Type Number Forklift Operator 1 1 Forklifts 1 _ Labor 15 2 Pallet Jacks 1 Sk I _aading PT 6 Power Light Sets 1 back-up Loading PT 5 Toilets 2 Pa"elJaUs LaMar Tents 1 Totals 1!7 = Dum stars 1 Law Enforcement 2 1 Traffic Cones 10 4 Community Rel- 1 G Two-way radios 0 Grand Total 19 4 Paradise Coast Sports Complex Hurricane Plan 2020 9 pg. 255 LPRORTSR FORCT•P1•MANUAL � Daily Unit Log Incident Name: Date: Pay Period: Employee Name: Employee Signature: SAP#: Empioyee Job Title: Division: Supervisor Name: Supervisor Signature: VEHICLE/EQUIPMENT# DESCRIPTION STARTTIME ENDTIME START MILEAGE END MILEAGE Daily Activities (ATTACH INVENTORY SHEETS, INVOICES AND/OR RECEIPTS } Start Time End Time Total Time 1111w- ACTIVIITES PERFORMED LOCATION MATERIALS USED QUANITY/COST ICS 214-CC Paradise Coast Sports Complex Hurricane Plan 2020 10 Page 1 pg. 256 LPRORTSR FORCT•P1•MANUAL � C ae r County Start Time End Time Total Time ACTIVIITES PERFORMED LOCATION MATERIALS USED QUANITY/COST ICS 214-CC Paradise Coast Sports Complex Hurricane Plan 2020 11 Page 2 pg. 257 LPRORII-TORCE RKS �- OPERATIONS MANUAL RADIO LIST Serial Number IT # Lid # Employee Paradise Coast Sports Complex Hurricane Plan 2020 12 pg. 258 RX FQ�OPERATIONS PRE -HURRICANE PURCHASE/SUPPLY LIST Responsible Staff 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Paradise Coast Sports Complex Hurricane Plan 2020 Description One (1) battery operated radios Replacement batteries for radios Portable Cell Phone recharger Emergency flagging tape — Yellow First Aid supplies "Facility Closed" / "Park Closed" signs Duct tape Vehicle fire extinguishers — mounted PPE Bag for each vehicle 2 Cans Fix -a -Flat per vehicle Supplies to tie, chain, or lock down items that cannot be stored inside (i.e. goals) — i.e. bicycle locks Barricades - to close sites & pre -stage in vehicles Vehicle fire extinguishers - mounted Work gloves Safety glasses Ear plugs Water jug coolers for vehicles Bottled water Rental generator on hold Tie down straps Assorted tarps Hard hats Garbage bags 13 pg. 259 F� OPERATIONS OUTDOOR HURRICANE PREPARATIONS Responsible Staff Description ❑ SFP Remove Temp Fencing/fabric on permanent fencing/Sporta Flex Fencing ❑ MCC/SFP/CC Remove all loose materials; notify contractors/vendors to secure material ❑ MCC/CC Dumpsters/Waste bins: emptied and moved as needed ❑ MCC Collect and move porta lets ❑ CC Verify storm drains have good flow ❑ SFP/CC Take Digital pictures/video of site pre/post storm along with precautions taken to prevent damage. ❑ CC Procure Portable generators as needed ❑ CC Fuel all vehicles, equipment, and gas cans ❑ ALL Lockdown/Close facility ❑ SFP/CC Secure outdoor furniture as needed — Fit Pav, FT Pav, etc.) ❑ TBD - Windspeeds Remove umbrella canopies (shade structures?) ❑ SFP/CC/MCC Pick up all loose materials including trash cans ❑ SFP/CC Secure picnic tables as needed ❑ SFP/CC Secure bleachers as needed ❑ SFP/CC Secure soccer goals as needed (remove wheels, bike locks to secure to poles) ❑ SFP/CC Secure field Goals/nets as needed ❑ SFP/CC Securely store all loose benches ❑ SFP/CC Remove all flags ❑ SFP/CC Fill drinking coolers with ice ❑ SFP/CC Lock all outdoor restrooms facilities Paradise Coast Sports Complex 14 Hurricane Plan 2020 pg. 260 LORTS FQRCT OPERATIONS R� INDOOR HURRICANE PREPARATIONS Responsible Staff Description ❑ SFP/CC Follow Information Technology's direction for protection of county computers, electronics, copiers, etc. ❑ SFP/CC Remove all items from office floor (first floor) ❑ SFP/CC Lock all file cabinets and drawers or seal with packing tape ❑ SFP/CC — individual Clear desk of all loose objects ❑ CC Place alarm system in "off or stand by" mode. Call Alarm Company and tell them you put it in "off or stand by" mode. ❑ SFP/CC — individual Unplug all computers, printers, etc. ❑ SFP Clean out refrigerator / freezer ❑ SFP Turn all refrigerators & freezers to their coldest level ❑ SFP Fill coolers with ice from ice machines if practical ❑ SFP/CC Lock all doors Paradise Coast Sports Complex 15 Hurricane Plan 2020 pg. 261 LORTS FQRCT OPERATIONS R� Sports Complex Maintenance Post Storm Site Assessment A Facilities Checklist (see below) will be used to assess each park site. Any major issues, i.e., downed power lines, structural damage report immediately to the Regional Manager. Take pictures of damage. ❑ Clear all obstructions from entrances, parking lots, and pathways so motorized and foot traffic can enter. ❑ Look for and beware of downed electrical lines, broken water mains, check gasoline tanks, chlorine tanks, chemical lines, etc. Report all downed lines including cable, telephone or electric to the Manager on duty and (s)he will report them to the EOC. Do not attempt to move them yourself. ❑ Note any environmental hazards (spilled oil, leaking transformers, seeping gasoline, etc. to the Manager on duty and (s)he will report them to the EOC. ❑ Do not use restrooms until sewer lines have been checked. ❑ Inspect grounds for broken branches in trees, uprooted trees, leaning poles, downed lines, long hanging branches, metal debris, etc. Use flagging tape to temporarily secure areas from the public. Do not attempt to remove or move a tree limb within 10 feet of power lines. ❑ Visually inspect the outside of the building first. If structurally damaged, DO NOT ENTER. Contact the Manager on duty and (s)he will report them to the EOC. ❑ Upon entering buildings, check ceilings first for wet areas. Wet ceilings could indicate water lying on the ceiling and the weight of the water could collapse the ceiling on top of you. ❑ Do not get on any roofs. Damage to roof shingles could have occurred and stepping on a loose shingle could result in you falling off. ❑ Check buildings for flood damage and broken glass. ❑ Do not drink the water until instructed that it is safe by the Division of Health. ❑ Check to see that the Facility Closed signs are still up. If not, re -install them. ❑ Take pictures of damage, the more specific the pictures, the better. ❑ Decide on a good location to stack debris. It should be near an access for trucks, easy to get to, and away from the public. Do not allow non- County employee to perform work or "sightsee". Paradise Coast Sports Complex Hurricane Plan 2020 16 pg. 262 LPRORII-TORCE RKS �- OPERATIONS MANUAL Designated debris sites for solid waste. COLLIER COUNTY SITE - MANATEE PARK 1890 ROOST ROAD, Naples Lat 26:2:34 / Long 81:40:42.2 Type(s) of Debris Managed: Construction & Demolition debris, Yard Trash, Mixed debris CAXAM BAS Collier Court, Marco Island Lat 25:54:45.5 / Long 81:43:5.1 Type(s) of Debris Managed: Construction & Demolition debris, Yard Trash SOUTH BEACH ACCESS PARKING LOT Swallow Rd., Marco Island Lat 25:54:42.3 / Long 81:43:32.8 Type(s) of Debris Managed: Mixed debris ❑ Report and be aware of wild and disorientated animals, reptiles, insects, and birds both in the open areas and when entering buildings. Paradise Coast Sports Complex Hurricane Plan 2020 17 pg. 263 LPRORII-TORCE RKS �- OPERATIONS MANUAL Contact List Name Title SFI Phone Sean Callahan Deputy County Manager— County Managers Office CC O: 239-252-8348 W: 239-272-6516 P: 910-547-1339 Margaret Bishop Project Manager CC W: 239-253-8319 Marissa Fahey Regional Manager CC P: 239-777-5113 W: 239-227-9441 Richard Paquette Maintenance Supervisor CC P: 631-897-6797 W: 239-572-5164 Jessie King Maintenance CC P: 786-564-2447 W: 239-315-1148 Julied Rodriguez Maintenance CC P: 239-961-0407 Kostadin Karokolev Maintenance CC P: 239-330-0300 Jennifer Reynolds CBO — Financial Manager CC P: 319-530-7008 O: 236-252-8952 John Simone General Manager SFP P: 315-436-5996 Amy Fouty Stadium and Event Ops SFP P: 517-490-1729 Jeff Walters AGM/Bus. Dev. SFP P: 239-272-0171 Kevin Soltis Maintenance SFP P: 352-425-9802 Jordan Kiser Sport Manager SFP P: 419-357-5699 Matt Mullen Sport Manager SFP P: 610-256-2933 Mitch Sweet Local Coordinator SFP P: 419-706-5489 Katie Whitlow Lead SFP P: 407-462-5558 Nick Telenta Food and Beverage Manager SFP P: 678-936-6936 Lauren Gibson Food and Beverage Lead SFP P: 978-604-9559 Josh Fruth Vice President DE W: 239-877-3480 Bill Szczepkowski Site Superintendent MCC W: 239-289-4422 Paradise Coast Sports Complex Hurricane Plan 2020 18 pg. 264 LPROR11-FORCE RKS �- OPERATIONS MANUAL SPONSORSHIP pg. 265 5 "0 CE LPIPR RRHS 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. 266 5 LPIPR RCT •P1MANUAL RRIS - - I Paradise Coast Sports Complex Partnership / Sponsorship Agreement THIS PARTNERSHIP AGREEMENT is entered into as DATE XXX between Paradise Coast Sports Complex, dba Sports Force Parks Naples, LLC and BUSINESS NAME. The partnership terms are detailed below. Agreement shall become binding once the signature page is signed and dated by Paradise Coast Sports Complex, dba Sports Force Parks Naples, LLC and BUSINESS NAME. TERM The term of the agreement shall be from Effective Date through PARTNERSHIP STRUCTURE The deal structure proposed at Paradise Coast Sports Complex, dba Sports Force Parks Naples, LLC Partner will provide... Paradise Coast Sports Complex will PRICING STRUCTURE • Term of agreement • $0,000.00 • Payable within 30 days of execution of this agreement: Remit payment to: Paradise Coast Sports Complex, 3940 City Gate Blvd., N, Naples, FL 37114 Agreed to and accepted, Partner Name PCSC Name CC Name Partner Signature PCSC Signature CC Signature Date Date Date pg. 267 LPROR11-TORCE RKS �- OPERATIONS MANUAL STAFF - YEAR 1 5 L�RFORCE RR[i_ - OPERATIONS MANUAL 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. 269 LPROR11-TORCE RKS �- OPERATIONS MANUAL SPORTS. FAMILY. FUN. pg. 270