Agenda 01/25/2022 Item #16F3 (Paradise Coast Sports Complex Operating Manual)01/25/2022
EXECUTIVE SUMMARY
Recommendation to approve the attached Paradise Coast Sports Complex Operating Manuals
governing Sports Facilities Management, LLC’s (“SFM”) management policies at the Sports
Complex.
__________________________________________________________________________________
OBJECTIVE: To approve the attached Paradise Coast Sports Complex Operating Manuals (the
“Operating Manual”) to be used by SFM in its management of the Sports Complex.
CONSIDERATIONS: On November 12, 2021, the Board approved a Facilities Management Agreement
(the “Agreement”) with SFM to manage the Paradise Sports Complex. The Agreement with SFM
provides for an initial five-year term, with one additional five-year renewal option.
At the Board’s December 14, 2021, meeting, staff informed the Board that it was working with SFM to
bring a fully vetted Operating Manual back for approval at a Board meeting in January 2022. Following
the approval of and consistent with the Agreement, SFM created a manual incorporating its own business
practices into the County’s existing approved Operating Manual for the Sports Complex. The attached
proposed Operating Manual governs procedures at the Paradise Coast Sports Complex, such as opening
hours, facility use agreements, subcontracts, employee procedures, including but not limited to the proper
handling and depositing of monies, and other daily operating concerns. Staff has now fully vetted the
attached Operating Manual through County staff, the Clerk’s Office, and SFM and recommends th at the
Board approve the attached Operating Manual governing SFM’s management policies at the Paradise
Coast Sports Complex.
FISCAL IMPACT: Funding for this agreement is available annually in Amateur Sports Complex Fund
(759).
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: That the Board approve the attached Operating Manual governing SFM’s
management policies at the Paradise Coast Sports Complex.
Prepared by: Marissa Baker, Paradise Coast Sports Complex Manager
ATTACHMENT(S)
1. SFC Team Member Handbook-June 2021 copy1 (PDF)
2. [Linked] Facilities Financial Guide 01.2021 copy1 (PDF)
3. Agreement Templates - combined (PDF)
4. [Linked] PCSC Operations Manual (PDF)
16.F.3
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01/25/2022
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.F.3
Doc ID: 20984
Item Summary: Recommendation to approve the attached Paradise Coast Sports Complex
Operating Manuals governing Sports Facilities Management, LLC’s (“SFM”) management policies at the
Sports Complex.
Meeting Date: 01/25/2022
Prepared by:
Title: Administrative Assistant – Tourism
Name: Jennifer Leslie
01/18/2022 1:50 PM
Submitted by:
Title: – County Manager's Office
Name: Sean Callahan
01/18/2022 1:50 PM
Approved By:
Review:
Corporate Business Operations Jennifer Reynolds Additional Reviewer Completed 01/18/2022 1:51 PM
County Attorney's Office Scott Teach Level 2 Attorney Review Completed 01/19/2022 10:15 AM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 01/19/2022 10:17 AM
Office of Management and Budget Susan Usher Additional Reviewer Completed 01/19/2022 10:39 AM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 01/19/2022 1:15 PM
County Manager's Office Amy Patterson Level 4 County Manager Review Completed 01/19/2022 2:43 PM
Board of County Commissioners Geoffrey Willig Meeting Pending 01/25/2022 9:00 AM
16.F.3
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TEAM MEMBER HANDBOOK
June 2021
16.F.3.a
Packet Pg. 1665 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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WELCOME TO THE TEAM!
Congratulations on joining a team with a mission to Improve the Health and Economic Vitality of the
Communities We Serve. We are building a championship caliber team, and we expect you to play
a vital role in fulfilling this mission. Regardless of your role or job title, the actions and words you
choose will assist in accomplishing this mission.
We are deeply committed to making a difference in the communities we serve. Youth and amateur
sport, community recreation, wellness and special events make a huge impact to our communities,
improve the health of our citizens, and develop critical life skills like:
• Accountability
• Collaborative teamwork
• Excellence in leadership
• Service to others
We also believe you personally foster these values (A.C.E.S.) and as a part of the team, you will be
working with your teammates in Planning, Developing and Managing the Highest Performing
Facilities in the country.
No matter your role today, if you apply your leadership to these values with a focus on getting better
each and every day, we know great things will happen within our team, and for you personally. We
invite you to bring your best self to work, hold a high standard for your teammates, and join us in the
effort to create world-class facilities that improve the lives of the guests we serve.
About us. Since 2003, The Sports Facilities Companies has served a portfolio totaling more than $5
Billion in planned and operational centers. We have served well over 2000 communities and
improved the performance of facilities hosting more than 150 Million visits! Every day, across the
country and around the world, our Team Members are working hard to:
• Bring innovative, wholesome, and healthy activities to kids, families, and seniors
• Exceed our client and facility owners’ expectations
• Provide a world-class guest experience
• Have fun and develop professionally
As part of our team, you will contribute to the impact. Your influence will be made one person at a
time by building dynamic relationships with guests and fellow Team Members. You will learn quickly
that we hold high expectations for our Team Members and create long-term advancement
opportunities for leaders who commit themselves to achieving results that support the mission.
You have our trust. We now look forward to utilizing your unique skills, experience, and developing
your capabilities further to contribute to our culture. Please take the time needed to fully review this
handbook and learn more about our mission, vision, values, services, brand, and policies.
We welcome you with great anticipation – the best is yet to come!
Sincerely,
Jason Clement Dave Pritchett
Chief Executive Officer Chief Operating Officer
16.F.3.a
Packet Pg. 1666 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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TABLE OF CONTENTS
WELCOME
Introduction and Handbook Overview 5
We are a Team 6
Open Door Communication 6
Mission and Values 7
EMPLOYMENT
Equal Opportunity Employment 8
Americans With Disabilities Act (ADA) and Reasonable Accommodations 8
“At-Will” Employment 8
Pre-Employment Verification 8
Proof of Right to Work 9
Team Member Classifications 9
STANDARDS OF BEHAVIOR
Harassment 10
Code of Conduct 11
Personal Relationships 13
BENEFITS
Medical, Dental and Vision Insurance 13
COBRA 14
Group Life Insurance 14
Short Term Disability 14
Long Term Disability 14
Life Assistance Program 15
Retirement Plan 15
Cell Phone Reimbursement 15
TIME OFF AND LEAVE OF ABSENCE POLICIES_____________________________________
Paid Time Off (PTO) 16
Holidays 17
Leaves of Absence 18
FMLA (Family Medical Leave) 19
Non-FMLA (Medical Leave) 19
Maternity/Paternity/Adoption 19
Military Leave 20
Personal Leave 20
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Workers’ Compensation Leave 21
Bereavement Leave 21
Jury Duty 21
WORKPLACE SAFETY__________________________________________________________
Safety 22
Insurability 22
No Smoking 23
Substance Abuse and Drug Testing Policy 23
Security 24
Inspections and Searches 24
Video Surveillance 25
Right to Monitor 25
Threats, Violence, and Weapons 25
Emergency Closing 26
WORKPLACE GUIDELINES
Paycheck/Payroll 26
Attendance and Punctuality 26
Work Hours and Overtime 27
Time Keeping Policy 28
Break and Lunch Periods 28
Personal Property 28
Internal Applicant Policy 28
Records Inquiry/Privacy Issues 29
Personal Appearance 29
Gifts and Business Courtesies 29
Performance Management 30
Resignation/Separation 30
Confidentiality 31
Media Contacts 33
No Solicitation and Distribution 33
Acceptable Use of Electronic Information and Internet 33
Use of Social Networking Sites 38
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Packet Pg. 1668 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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INTRODUCTION AND HANDBOOK OVERVIEW
ABOUT THE SPORTS FACILITIES COMPANIES
The organization known today as The Sports Facilities Companies (“SFC” and the “Company”),
was founded in 2003. Over the years, SFC has strategically grown, expanded and become an
industry leader in the planning, development and management of sports facilities. SFC currently
operates under a number of brand and organization names including, Sports Facilities Advisory
(SFA), Sports Facilities Development (SFD), and Sports Facilities Management (SFM).
SFA was the original company and business line of SFC. SFA provides institutional grade planning
services that include market research, financial forecasting, finance strategy, and partnership
development. SFA is an incubator for millions of dollars of projects that move through the
product/service cycle annually.
SFD was added to the SFC portfolio of companies in 2018. SFD provides venue planning and
owners’ representation services that produce functional on-time and on/under budget project
results for clients. Through the construction and development cycle, SFD provides value through
subject matter expertise, industry relationships, economies of scale, and accountability for
projects.
SFM operates the largest network of sports tourism venues in North America, known as the “SFM
Network”. In 2007, the United States National Park Service (“NPS”) retained SFA to provide
implementation services of an optimization plan for Aviator Sports and Events. This established
SFC’s first management support services for operational venues. During the economic slowdown
of “The Great Recession” (circa 2008/2009), SFA responded to the market need for more efficient
and effective operational solutions. As the demand for outsourced sports facility management
grew, SFM was formally launched in 2015 and quickly achieved a leadership position in the
market.
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Packet Pg. 1669 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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WE ARE A TEAM
Our success is dependent upon teamwork. Whether you work in a facility or in our home office, we
know that teamwork and collaboration are the foundations to our success. To signify our
commitment to our team, we refer to each other as “Team Members” instead of “employees.”
“Team Member” means that we depend on each other to work together to achieve our mission.
Teamwork is essential to providing exceptional service to others and improving the communities we
serve. Throughout this Handbook you will notice the term Team Member, meaning you are part of a
larger team striving to reach the same mission. As a Team Member, you are a valued part of the
Company.
ABOUT THIS TEAM MEMBER HANDBOOK
This Handbook is intended for all Team Members and provides you with important information about
our policies and benefits, as well as information regarding your own privileges and responsibilities. It
is each Team Member’s responsibility to read, understand, become familiar with, and to adhere to
the policies and information contained in this Handbook. This Handbook supersedes any and all
prior Company or SFC related entity handbooks.
The facility or location at which you primarily work may have additional location-specific policies and
information that supplement those stated in this Handbook. Location Handbook Supplements are
created because each facility is unique and there may be additional information regarding processes,
policies, state regulations and procedures to be addressed at each facility. Please contact your
Supervisor or General Manager of your facility, or confidential@sportsfacilities.com for any questions
you may have regarding location specific policies and procedures.
OPEN DOOR COMMUNICATION
A complaint, misunderstanding, or question may arise which involves your employment. This may
involve your duties, a matter concerning another Team Member, or a matter concerning a member
of the public, guest, client, or prospective client. We try our best to understand our Team Members’
concerns, and to improve things when possible. If you have a concern or suggestion relating to your
employment, speak to your Supervisor, General Manager, Human Resources Department, and/or
any member of the management team. Your Supervisor and General Manager have interest in your
growth, development, and success, but they need to know about issues before they can help.
If at any time you do not feel a concern is being heard after notifying your General Manager or your
Supervisor, you can contact the Home Office Human Resources Department by calling the Home
Office or e-mailing confidential@sportsfacilities.com.
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Packet Pg. 1670 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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Our mission and values are foundational to our organization. They are more than words; they are a
reflection of who we are and how we act. We expect Team Members to live them personally and
professionally. Know, live, share, and model these values.
OUR MISSION
To improve the health and economic vitality of the communities we serve.
OUR VALUES
ACCOUNTABILITY
We have a willingness to accept responsibility for our actions and the actions of our team. We
respectfully hold high standards for ourselves, our department, and our Company’s Team Members.
COLLABORATION
We work cohesively in all our efforts to produce and create something greater than ourselves. We
are a better Company and community when supporting, collaborating and learning from one another.
EXCELLENCE
We value and expect excellence in all we do. We celebrate success and support each other when
we stumble, but we never lose sight that our standard is excellence.
SERVICE TO OTHERS
We treat everyone with courtesy and respect. Helping others is not just our job, it is our pleasure.
We see every communication and contact, particularly with a guest, client or fellow Team Member,
as an opportunity to strengthen or establish a relationship.
All of these values are equally important. No priorities, no rank. As a Team Member of the Company,
these values are foundational to the impact we get to make with one another, our guests, our vendors
and our communities in dramatically improving the health and economic vitality of the communities
we serve.
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Packet Pg. 1671 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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EMPLOYMENT
EQUAL EMPLOYMENT OPPORTUNITY (EEO)
The Company is an equal opportunity employer. We hire individuals based on their experience, talent,
and qualifications. Unlawful discrimination or harassment based on race, color, religion, sex, gender
identity, pregnancy, national origin, ancestry, citizenship, age, marital status, physical disability,
mental disability, medical condition, sexual orientation, genetic information, or any other
characteristic protected by state or federal law is strictly prohibited. We are committed to making
hiring decisions based on valid job requirements.
In addition, the Company complies with all applicable state and local laws governing
nondiscrimination in employment in every location in which we have facilities. This policy applies to
all terms and conditions of employment, including, but not limited to, hiring, placement, promotion,
termination, layoff, recall, transfers, leave of absence, compensation, and training.
AMERICANS WITH DISABILITY ACT (ADA) AND REASONABLE ACCOMMODATIONS
To ensure equal employment opportunities to qualified individuals with a disability, we will make
reasonable accommodations for the known disability of a qualified individual, unless it creates an
undue hardship on the Company.
Team Members who may require a reasonable accommodation should contact their General
Manager or Human Resources Department.
AT-WILL EMPLOYMENT
Employment with the Company is “At-Will”. At-Will Employment means that the Employer-Team
Member relationship may be terminated with or without cause and with or without warning by the
Team Member or the Company. In addition, the terms and conditions of employment with the
Company may be modified at its sole discretion, with or without cause and/or advance notice.
Except for the Company’s CEO, no one has the authority to make any agreement for employment
with Team Members other than for At-Will Employment or to make any agreement limiting the
Company’s discretion to modify terms and conditions of employment of its Team Members without
a written document signed by him/her or his/her specifically selected designee and the Team
Member. No implied contract concerning any employment-related decision or term, or condition of
employment can be established by any other statement, conduct, policy, or practice.
PRE-EMPLOYMENT VERIFICATION
On behalf of the Company, our valued guests and dedicated Team Members, all candidates
recommended for hire may be subject to a pre-placement verification. This process helps ensure
that we hire the most qualified individuals to perform the duties of the position most effectively and
who are best able to serve the Company. Pre-employment verification may include, but is not
necessarily limited to, confirmation of the candidate’s identity; employment references; Department
of Motor Vehicle report; drug screening; review of criminal history, if any; or verification of any license,
certification or degree required for the position. The Company also participates in E-Verify and is a
Drug Free Workplace.
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Packet Pg. 1672 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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PROOF OF RIGHT TO WORK
The Company complies with all federal immigration laws. In addition, we participate in E-Verify. Under
federal law, all new hires must produce original documentation establishing their identity and right to
work in the United States and complete a Form I-9. Appropriate documentation must be produced
on or before the first day of any employment, but in no event later than the third business day or 72
hours after the Team Member’s first day worked. Failure to provide timely work authorization
documents will result in immediate termination, as required by federal law. The Company reserves
the right to use third party resources to verify and authenticate information and documents provided
by Team Members.
TEAM MEMBER CLASSIFICATIONS
Candidates must be a minimum of 16 years of age to be considered for employment unless
approved by a Company Account Executive or a Senior Leader in the Company’s Home Office.
Exempt Employment
Exempt Team Members are paid on a salary basis regardless of hours worked in a pay period and
are not eligible for overtime.
Non-Exempt Employment
Non-Exempt Team Members are generally paid an hourly wage for all hours worked and are eligible
to receive overtime compensation. Overtime compensation will be paid for all hours worked that
meet the state or local guidelines for it.
Regular Full-Time Employment
Full-time Team Members are not in a seasonal or temporary status. They are expected to work an
average of at least thirty (30) hours per week throughout the year. Generally, they are eligible for full-
time benefits, which are subject to the terms, conditions, and limitations of each benefit program.
Regular Part-Time Employment
Part-time Team Members are not in a seasonal or temporary status. A part-time Team Member who
works on average thirty (30) hours or more per week for an entire calendar year may become eligible
in the subsequent calendar year for certain full-time benefits in accordance with the eligibility of those
benefit plans.
Seasonal or Temporary
Seasonal or Temporary Team Members are hired to fill seasonal positions or temporary positions.
They are expected to work less than six (6) months per year and average less than forty (40) hours
per week. Seasonal or Temporary Team Members maintain that designation unless otherwise
specifically told in writing by management that they have been converted to regular full-time or regular
part-time status.
Rehires
Rehired Team Members who return to the Company in ninety (90) days or less after their termination
date, will receive service credit for their prior employment. Team Members who transfer their
employment within the Company will not receive a break in service.
16.F.3.a
Packet Pg. 1673 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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STANDARDS OF BEHAVIOR
HARASSMENT
The Company strives to provide all Team Members with a workplace free of unlawful discrimination
and harassment, to provide for the prompt and thorough investigation of harassment complaints
and to provide a process for eliminating any such abuse. Unlawful harassment of Team Members in
any form is unacceptable conduct and will not be tolerated.
Team Members, applicants, guests, vendors, and all other people related to our business must
comply and take appropriate measures to ensure such unlawful discriminatory and harassing
conduct does not occur. This policy includes harassment based on race, color, national origin and
ancestry, religion, age, sex (sexual harassment, gender harassment, and harassment due to
pregnancy, childbirth or related medical conditions), gender identity, genetic information, sexual
orientation, marital status, medical condition, disability, veteran status and any other basis protected
by law.
Harassment may take many forms. It includes, by way of example:
• Verbal conduct such as derogatory jokes or comments, slurs, unwanted advances,
unwelcomed invitations/comments, bullying, or (nick)name calling
• Visual conduct such as derogatory and/or sexually oriented posters, photography, videos,
images, cartoons, drawings, or gestures
• Physical conduct such as hazing, assault, unwanted touching, blocking normal movement
or interfering with work because of sex, race, or any other protected basis
• Third party harassment such as comments about someone else that is sexual, harassing,
threatening or inappropriate in nature
• Retaliation for having reported or threatened to report harassment
Sexual Harassment
Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other
offensive verbal or physical conduct that is either sexual in nature or directed at someone because
of his or her gender. Sexual harassment undermines the employment relationship by creating an
intimidating, hostile, or offensive work environment and will not be tolerated.
Sexual harassment may take different forms such as demands to submit to sexual requests as a
condition of continued employment or to avoid some other loss and offers of employment benefits
in return for sexual favors. Other forms of harassment include, but are not limited to:
• Verbal - sexual innuendos, suggestive comments, jokes of a sexual nature, sexual
propositions, repeatedly asking someone for dates, comments about one’s anatomy,
unwelcome flirtation, use of demeaning terms (e.g., “babe” or “honey”), threats, making
comments about someone else that are sexual in nature
• Non-Verbal - sexually suggestive objects or pictures (e.g., scantily clad models, cartoons,
etc.), suggestive or insulting sounds, leering, whistling, obscene gestures
• Physical - unwanted physical contact, including touching, pinching, brushing the body,
pushing, or blocking movement
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Packet Pg. 1674 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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Whatever form it takes, unlawful harassment is insulting and demeaning to the recipient and will not
be tolerated in the workplace. Violations of this policy may result in disciplinary action up to and
including termination.
Reporting Discrimination and Harassment
If you believe you are being harassed or are a victim of discrimination, we encourage you to come
forward and report such incidents to your General Manager, Supervisor, or Human Resources
Department. If you believe you have been subjected to harassment, you are encouraged to make
it clear to the offender that such behavior is offensive and unwelcomed. You should report the
situation in the manner described below.
The report should be made immediately after the incident and include as much detail as possible;
date, time, and location of the incident, names of the individuals involved, names of any witnesses,
etc. Under no circumstances are you required to report the harassment to the offender. If you do
not feel comfortable notifying your General Manager or your Supervisor, you can contact the Home
Office Human Resources Department by calling the Home Office or e-mailing
confidential@sportsfacilities.com
We will promptly and thoroughly investigate any complaint as it arises and take appropriate action
based on the results of that investigation. We will not allow any form of retaliation against any Team
Member for making a complaint of unlawful harassment or for participating in an investigation.
Retaliation is viewed as gross misconduct of our harassment policy.
We, to the maximum extent possible, will maintain the confidentiality of all parties involved and share
on a need-to-know basis only. However, investigation of such complaints may require disclosure to
the accused party and other witnesses in order to gather pertinent facts and conduct a thorough
investigation. Any Team Member determined by us to be responsible for harassment in violation of
this policy will be subject to appropriate disciplinary action, up to and including termination. Where
appropriate, action(s) taken against the harasser will be made known to the Team Member lodging
the complaint. You will not be retaliated against for filing a complaint and we will not tolerate or permit
retaliation of any kind.
We encourage you to report any incidents of harassment or retaliation immediately so complaints
can be quickly and fairly resolved.
CODE OF CONDUCT
The Company requires adherence to certain behavioral standards in order to succeed and to
promote efficiency, productivity and cooperation among Team Members. For this reason, and while
this section contains certain basic standards of conduct, it may be helpful to also identify specific
examples of types of conduct that are impermissible and that may lead to disciplinary action, up to
and including immediate termination. Although it is not possible to provide an exhaustive list of all
types of impermissible conduct and performance, the following are some examples:
• Misappropriation of company “perks,” i.e., the unauthorized sale, re-sale or other distribution
of merchandise or promotional items provided to Team Members as a benefit of employment
for personal gain or benefit
• Insubordination, including improper conduct toward any Supervisor or Manager, or refusal
to perform tasks assigned
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Packet Pg. 1675 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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• Possession, distribution, sale, use or being under the influence of illegal drugs while on duty,
or being under the influence of alcohol or illegal drugs while operating a vehicle or potentially
dangerous equipment leased, managed or owned by the Company. Responsibly drinking
alcoholic beverages at a company sponsored and authorized event, i.e., holiday parties,
company celebrations or functions, business development meetings or events, authorized
department parties, etc., is not deemed to be a violation of this policy
• Sexual harassment or other unlawful harassment, whether verbal, physical or visual
• Refusing to cooperate in an internal or governmental investigation
• Failure to report unethical behavior, violations of company policy or the loss of company
property or assets
• Violating safety and/or health rules or practices or engaging in conduct that creates a safety
or health hazard
• Actual or threatened physical violence towards another Team Member, guest/visitor or on-
site vendor
• Disclosing confidential information or trade secrets about the Company or its Team Members
or guests
• Theft or unauthorized removal or possession of property from the Company, fellow Team
Members, guests or anyone on company property
• Misusing or negligently destroying or damaging property, records or other materials of the
Company”, a fellow Team Member or a guest
• Altering without appropriate authorization or falsifying any time-keeping record, intentionally
entering another Team Member’s time record, allowing someone else to enter your time
record, removing any time-keeping record from the designated area without proper
authorization or destroying such a record
• Excessive absenteeism, tardiness or job abandonment
• Falsifying or making a material omission on an employment application, expense report or
any other company record or to a Supervisor, General Manager or any other company leader
• Engaging in an activity or other employment that is competitive or a conflict of interest with
the Company and/or the Company’s client(s) without disclosing to your Supervisor or
General Manager and getting prior approval. A conflict of interest means a Team Member’s
interest in a particular subject may lead them to actions, activities or relationships that
undermine or cause harm to the Company or the Company’s client(s)
• Bringing dangerous, unauthorized, or unlawful materials such as explosives, firearms,
weapons or chemicals on company or the Company’s client’s property
• Negative talk about the Company, the Company’s clients, another Team Member or guest
• Gossiping or bullying
• Conduct or behavior that is unprofessional, irresponsible or in any way embarrasses or
reflects poorly on the Company, Client, or the individual Team Member
• Unsatisfactory job performance
• Improper use of computer systems, including accessing improper websites or other digital
media, etc.
• Engaging in any illegal activity on Company or the Company’s client’s premises or using
Company or the Company’s client’s systems/equipment in an illegal manner or for illegal
purposes
• Sleeping on the job
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Packet Pg. 1676 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
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PERSONAL RELATIONSHIPS
Romantic or sexual relationships between a Supervisor and a Team Member who reports to him or
her are not permitted.
• These kinds of relationships can jeopardize a Supervisor’s effectiveness, be seen as unfair
by other Team Members, and generally complicate working relationships
• The Company requires Supervisor’s engaging in a romantic relationship with a direct report
or with someone where there is a potential financial impact, to disclose the relationship to
the General Manager of their work location or to the Company’s Home Office Human
Resources Department
• Should a relationship negatively impact job performance or the business environment, the
Company reserves the right to require a transfer, resignation, termination, or other
appropriate action, at its sole and absolute discretion
The Company is concerned that some personal non-business relationships between Team Members
can have a negative impact on its business and Team Member morale.
Candidates being considered for employment and Team Members who are related to another Team
Member by blood, marriage, law, or who are domestic partners/cohabitants, where the relationship
creates an actual or perceived conflict of interest may not be permitted to work if one has a direct or
indirect supervision over the other. In these circumstances, it is the responsibility of the more senior
level Team Member to promptly inform the General Manager of your work location or the Company’s
Home Office Human Resources Department.
EMPLOYEE BENEFITS
The Company offers Team Members a number of benefit opportunities. There are varying eligibility
requirements for the Team Member benefit plans. Some of the Team Member benefit plans may
require a Team Member contribution and have a waiting period for eligibility. This section of the
Handbook is designed to give Team Members a general overview of the benefits available to eligible
Team Members. Details of the benefits conferred by plans governed by the Employee Retirement
Income Security Act of 1974 (“ERISA”) are set forth in plan descriptions which are available for review
through the Human Resources Department. Descriptions of the current Team Member benefit plans
available to eligible Team Members are contained in materials provided to each Team Member upon
their eligibility, on the company’s intranet (“The Dugout”). Those plan documents govern eligibility for
participation in those plans. If there is any real or apparent conflict between the brief summaries
provided here and the terms, conditions, exclusions or limitations of the official plan documents, the
provisions of the plan documents will prevail.
Team Member benefits are subject to change at any time at the sole discretion of the Company.
MEDICAL, DENTAL AND VISION INSURANCE
All Team Members working at least 30 hours per week during the annual "lookback period" can elect
benefits during Open Enrollment effective January 1st of each year. Full-time new hires and status
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change to full-time may immediately enroll for benefits to become effective the first day of the month
after their date of hire or status change. If hired on the first day of the month, then any insurance is
effective the first day of the following month. Note- The Affordable Care Act “lookback period”
established for the Company is a measurement period from November 1st through October 31st of
the previous year.
Team Members experiencing a qualifying event may also enroll in certain benefits. Some common
qualifying events are termination of employment; death of a Team Member; a reduction in a Team
Member’s hours; marriage, divorce or legal separation; birth or adoption of a child, and a dependent
child no longer meeting eligibility requirements.
COBRA BENEFITS
The Federal Consolidated Omnibus Budget Reconciliation Act (COBRA) gives Team Members and
their qualified beneficiaries the opportunity to continue health insurance coverage under the
Company’s health plan when a “qualifying event” would normally result in the loss of eligibility.
Under COBRA, the Team Member or beneficiary pays the full cost of coverage after a qualifying
event at the Company’s group rates, plus an administration fee for continuation coverage. The health
insurance carrier provides each eligible Team Member with a written notice describing rights granted
under COBRA when a qualifying event occurs. The notice contains important information about the
rights and obligations of the Team Member and/or beneficiary(ies). Failure to comply with the notice
in a timely manner may result in a loss of insurance coverage. It is imperative that each Team Member
keep the Company apprised of the status of his/her family life and age of dependents.
GROUP LIFE INSURANCE
The Company provides some group term life insurance for full-time Team Members. Team Members
are eligible for this benefit on the first of the month following the date of hire. If hired on the first day
of the month, then group life insurance is effective the first day of the following month. The cost of
this coverage is paid for in full by the Company. Team Members must identify a beneficiary(ies) during
the enrollment process.
SHORT TERM DISABILITY
Short term disability is offered to all full-time Team Members at their expense. Team Members have
the opportunity to purchase this benefit under the terms and conditions of the provider effective on
the first day of the month following their date of hire. If hired on the first day of the month, then the
effective date is the first day of the following month. Should you not select this benefit at time of hire,
you will be subject to an Evidence of Insurability as directed by provider. Team Members may
reference the plan for details of this benefit.
LONG TERM DISABILITY
Long term disability is offered to all full-time Team Members at their expense. Team Members have
the opportunity to purchase this benefit under the terms and conditions of the provider effective on
the first day of the month following their date of hire. If hired on the first day of the month, then the
effective date is the first day of the following month. Should you not select this benefit at time of hire,
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you will be subject to an Evidence of Insurability as directed by provider. Team Members may
reference the plan for details of this benefit.
LIFE ASSISTANCE PROGRAM
The Company offers a Life Assistance & Work/Life Support Program for all Team Members. The
program can help you and your family find solutions and restore your peace of mind at no extra cost
to the Team Member. A program advocate can help Team Members access and find resources for
personal and family needs, care giving, pet care, and to develop solutions to work/life challenges.
RETIREMENT PLAN
The Company provides an opportunity for eligible Team Members to participate in a Company
sponsored retirement plan. The Company reserves the right to make changes or terminate the plan
at any time.
Eligibility
To be eligible to join the Company’s retirement plan, a Team Member must be a minimum of twenty-
one (21) years of age, have completed one year of employment with the company and must have
worked an average of 20 hours per week in the previous year of employment. Enrollment is self-
service and completed via the retirement plan administrator’s website.
Contributions
Subject to statutory limits on tax deductibility, the retirement plan allows Team Members to elect
how much of their pay they want to contribute to the plan and to direct the investment of their funds.
A Team Member is fully vested in his or her own contributions and entitled to those contributions
upon termination of employment regardless of the length of their employment. For each payroll cycle,
the Company may contribute a matching contribution based on the guidelines of the selected plan
up to the plan limits for the calendar year.
CELL PHONE REIMBURSEMENT
A $100 cell phone reimbursement is offered to specific full-time roles with a thirty (30) day waiting
period after their date of hire. Roles that require the use of a personal cell phone for work purposes
will be specified within the individual’s employment offer letter. The monthly cell phone
reimbursement is paid with the first payroll period of each month following the 30-day waiting period.
TIME OFF AND LEAVE OF ABSENCE POLICIES
The success of the Company’s time off policies depends on effective cooperation between a
Supervisor and the Team Member. Its success also depends on the Team Member’s good
judgment. These policies do not in any way change, modify or negate the Company’s Employment
“At-Will” relationship with its Team Members. Also, the Company may choose not to follow these
guidelines in certain situations and may revise or change the guidelines at any time.
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PAID TIME OFF (PTO)
The Company recognizes the personal and business value of time away from work. All Team
Members are encouraged to fully use their earned PTO. Paid Time Off (PTO) is a bank of hours that
the Company provides to eligible Team Members for the use of time away from work. For that reason
and as described below, regular full-time Team Members are eligible to take PTO from work without
loss of pay. All other Team Members are eligible to take time off from work on an unpaid basis,
subject to written pre-approval and scheduling by their Supervisor or General Manager.
Eligibility
All Exempt and Non-Exempt full-time Team Members are eligible for PTO benefits to begin accruing
on their first day of employment. Team Members who have an employment status change from
part-time to full-time will accrue PTO based on their full-time employment start date. However, they
will not be entitled to use the PTO until thirty (30) days after date of hire. If the Team Member's
employment voluntarily ends or is terminated due to misconduct or performance during the three (3)
month period after their hire date, the Team Member will not be considered to have earned PTO and
will not be paid for any accrued PTO up to the date of termination. PTO will not be earned during
any “inactive” status period such as leave of absence.
Scheduling
Scheduling of PTO is based upon department, business needs, and requires sufficient notice. When
PTO is being requested for vacation, the Team Member must provide the Company with at least a
one (1) month notice before the start date of the PTO request. PTO requests must be scheduled
with, and receive prior approval from, the Team Member’s Supervisor. Every effort will be made to
grant the Team Member’s PTO request. PTO may be taken as weekly periods, or as full (8 hours) or
half days (4 hours).
The Supervisor should approve the PTO request within three (3) business days of the date it is
submitted indicating that the request has been approved or denied.
Accrual Amounts
Paid Time Off (PTO)
Years of Service Accrual Amount Accrual Limits
Hire - 3rd year .05 hours earned per hour worked Equals 13 days with a cap of 104 hours
4th - 7th year .0693 hours earned per hour worked Equals 18 days with a cap of 144 hours
8th year plus .0885 hours earned per hour worked Equals 23 days with a cap of 184 hours
Payment
PTO will be paid at the Team Member’s base rate at the time the PTO is taken. PTO is not included
in overtime calculation and does not include any special forms of compensation such as incentives,
commissions, bonuses, or shift differentials. If a holiday falls during the Team Member’s PTO, the
day will be charged to holiday pay rather than to PTO.
Use of Paid Time Off
PTO benefits may be used by eligible Team Members for any reason of the Team Member’s choice.
Team Members may only use accrued PTO up to the amount of his/her existing PTO balance. A
Team Member may be able to request an advanced amount of unaccrued PTO of up to forty (40)
hours with a Company Account Executive or Senior Leader’s approval. When a Team Member uses
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PTO, the Team Member receives pay at his/her regular base hourly, or base daily salary rate for the
number of hours of PTO used within the limits described above.
A Team Member may use or be required to use his/her PTO during an otherwise unpaid leave.
However, the Team Member may not use PTO to increase the maximum or approved length of the
leave after going on a leave of absence. Instead, the Team Member must seek an extension of the
leave and, if the extension is granted, the Team Member may request to use PTO during the
extension period (For more details, please refer to the sections herein titled “Leaves of Absence” and
“Family and Medical Leave”).
The PTO requests and preferences of all Team Members will be considered. However, due to
staffing, needs of the business, or other circumstances such as Team Member leaves and other
Team Members’ already approved PTO schedules, the Company may not be able to grant PTO for
the dates requested by a Team Member. The Team Member may have to adjust his/her plans and
take PTO on different or later dates. If Team Members within a department request the same PTO
dates, their Supervisor or the General Manager at their work location will decide the PTO schedule,
considering such factors as the order in which the requests were submitted for approval, the Team
Members’ respective length of service, performance and workloads.
Limits
The Company encourages Team Members to fully use their PTO each year. However, if work
demands have prevented and will continue to prevent the Team Member from using his/her PTO by
their anniversary date, five (5) days of accrued PTO may be carried over at each work anniversary
date. Any PTO accrual over the 40 hour carry over will be forfeited.
Unused Paid Time Off
Unused PTO benefits will not be paid to the Team Member during employment. Team Members
who transfer employment within the Company without a break in service will receive service credit
for their employment prior to the transfer. Team Members who have an employment status change
from part-time to full-time will accrue PTO based on their full-time hire date.
Upon termination, unless mandated by state, local, or federal law, a maximum of forty (40) hours of
accrued PTO will be paid out to any Team Member who is in good standing at the time of termination.
Good standing qualifications include:
• two (2) week notice provided and worked in good faith
• resolve any outstanding debts
• return all equipment and company property (property to include intellectual property)
• fulfills their job responsibilities
HOLIDAYS
The Company will observe the following ten (10) paid holidays for full-time exempt Team Members.
Note- If the holiday falls on a weekend day, the Company will recognize the holiday on the Friday
before, unless otherwise communicated.
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New Year’s Day Thanksgiving Day
Friday Before Easter Day After Thanksgiving
Memorial Day Christmas Eve
Independence Day Christmas Day
Labor Day New Year’s Eve
Full-Time Hourly Team Members
Full-time hourly Team Members are not eligible for paid time-off holidays. However, full-time hourly
Team Members are eligible for paid time and a half for hours worked on the above listed ten (10)
holidays. The Company reserves the right to schedule work on an observed holiday.
If a Team Member desires time off to observe a holiday not listed above, such time off may be taken
as PTO, subject to staffing needs of their department. In order to use PTO, however, it must be
scheduled and receive prior approval by your Supervisor or the General Manager at your work
location. Team Members who are on leave of absence will not be eligible for holiday pay. Holidays
that occur during a Team Member’s PTO will not be counted as PTO. Holiday pay is calculated at
straight-time hours and is not calculated for purposes of overtime.
Floating Holidays
The Company realizes that exempt Team Members working primarily at an active sports and
recreation facility, may have to work some of the holidays listed above. Exempt Team Members who
are required to work on a paid observed holiday are eligible to request a “floating” holiday which
must be taken within thirty (30) days of the actual observed holiday. Floating holidays must be
scheduled in advance and approved by the General Manager at the Team Member’s work location.
Seasonal and Part-Time Team Members
Seasonal and part-time Team Members are not eligible for paid observed holidays.
LEAVES OF ABSENCE
The Company understands there may come a time when Team Member’s need to take a leave of
absence. The Company offers the following types of leave to eligible Team Members:
• Family and Medical Leave (FMLA)
• Non-Family and Medical Leave (Non- FMLA)
• Paid Leave for Maternity/Paternity/Adoption
• Military Leave
• Personal Leave
• Bereavement Leave
• Jury Duty
Additional leaves may be granted in accordance with applicable state law requirements. For any type
of leave other than the Company’s Family and Medical Leave Act (“FMLA”) (see the following section),
Team Member’s should make a request in writing at least ten (10) days before the requested
absence, except in emergency or unforeseeable situations. The Team Member must also notify their
Supervisor or General Manager at their work location for approval. Otherwise, if the Team Member
has an unauthorized absence, they may be subject to disciplinary action, up to and including
termination of employment.
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While on a leave of absence, Team Members will not earn any additional fringe benefits such as PTO
and paid holidays that fall during leave.
Leaves of absence may not last longer than twelve (12) months, and all Team Members will be
automatically terminated from the Company after twelve (12) months of leave, unless otherwise
provided by state or federal law, or unless a continued leave of absence is the most reasonable form
of accommodation related to a disability or other medical condition for which the leave of absence
was an appropriate accommodation. Some types of leave must be shorter, as noted in this
Handbook.
The Company will attempt to place Team Members returning from a leave of absence in the same
job they held at the beginning of the leave, or in a job comparable to that which the Team Member
held before the leave. However, except as required by law, the Company makes no guarantee to
any particular job or reinstatement. If a position is offered to a Team Member returning from a leave
of absence, and the Team Member does not accept the offer, he or she will be considered as having
voluntarily resigned from his or her employment with the Company.
Unless otherwise required by law, after a Team Member has taken the maximum amount of leave
allowed under the applicable leave policy, the Company will not allow the Team Member to use
benefits, such as PTO, for the purpose of extending the maximum period of leave, absent prior
permission from the Company’s Home Office Human Resources Department.
FAMILY AND MEDICAL LEAVE ACT
Subject to the conditions set forth below, eligible Team Members who need to care for family
members or themselves may be granted up to twelve (12) weeks of unpaid leave in a rolling 12-
month period measured retroactively from the date the Team Member’s leave commences. Federal
eligibility standards must be met for FMLA approval.
NON-FAMILY AND MEDICAL LEAVE ACT
Team Members who need to care for family members or themselves that do not meet the eligibility
requirements for FMLA may be granted up to six (6) months of unpaid leave from the date the Team
Member’s leave commences. A non-FMLA leave is subject to the Home Office Human Resources
Department’s approval and is not a protected leave. Team Members reinstatement is limited to any
position available for which the Team Member is qualified, however, return to work is not guaranteed.
PAID LEAVE FOR MATERNITY/PATERNITY/ADOPTION
Maternity/paternity/adoption leave under this policy is a paid leave associated with the birth of a
Team Member’s own child or the placement of a child with the Team Member in connection with
adoption or foster care. Regular full-time Team Members are eligible for up to four (4) weeks of paid
maternity/paternity/adoption leave following twelve (12) months of service. The FMLA allows Team
Members up to 12 workweeks of unpaid leave annually and will run concurrently with the
maternity/paternity/adoption leave.
If both parents are Team Members of the Company only one may access the paid benefits of this
policy. Both, however, continue to be entitled to FMLA, if eligible, or a personal unpaid leave.
Continuation of Benefits
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Health insurance benefits will continue to be provided during the paid maternity/paternity/adoption
leave under this policy at the same rate as in effect before the leave was taken regardless of length
of service. Paid leave benefits will continue to accrue until the maternity/paternity/adoption leave
has been exhausted.
Obtaining Paid Maternity/Paternity/Adoption Leave
The Team Member must provide thirty (30) days’ notice (or as much notice as possible if the leave
timing is unpredictable) to their Supervisor or General Manager by completing the necessary forms
and filing with the Company’s Home Office Human Resources Department.
MILITARY LEAVE
Military leaves are governed by federal and state law and will be treated in accordance with applicable
regulations. Generally, such leaves include National Guard and Reserve duty, and will be granted in
accordance with the law. Where reasonably possible, Team Members must give advance notice that
he or she will be taking a military leave of absence. Full-time Team Members will be paid the
difference between their military base pay (not including allowances) and their normal straight time
salary for up to ten (10) days each calendar year. Such Team Members will submit a receipt or
certification of their military pay. Team Members honorably discharged from military service are
entitled to reinstatement to their former position upon returning from military leave.
PERSONAL LEAVE
The Company recognizes that its Team Members may occasionally need time off for urgent personal
reasons.
• General Managers of the work locations may grant such unpaid leaves of absence at his or
her discretion
• Unused accrued PTO must be used towards a personal leave prior to going on an unpaid
personal leave
• In no event will a personal leave last longer than three (3) months unless required by
applicable federal, state or local law or approved by the Company’s Home Office Human
Resources Department
• Job reinstatement at the end of the leave is not guaranteed and is limited to the available
positions for which the Team Member is qualified
• During leave, Team Members are required to pay both the Team Member portion and the
Company portion of benefits premiums. If you fail to pay your premiums, the coverage will
cease, and you must wait until the next annual open enrollment period to re-enroll
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WORKERS’ COMPENSATION LEAVE
Team Members are given Workers’ Compensation leave according to state law requirements.
• If you are injured on the job, you are required to notify your Supervisor or the General
Manager at your work location immediately
• If a Team Member’s injury is also a serious health condition under the FMLA, the Workers’
Compensation leave will be counted as, and run concurrent with FMLA. The Company’s
Human Resources must be notified in order to process the FMLA portion of the leave
• Team Members on Workers’ Compensation leave will ordinarily be able to return to the same
job/position they held before the leave was taken, when the leave is six (6) months or less
• If the leave is between six (6) and twelve (12) months, reinstatement is usually limited to any
position available for which the Team Member is qualified
• Any state law or other legal requirements always take precedence
BEREAVEMENT LEAVE
The Company provides regular full-time Team Members paid leave for a death in the immediate
family. “Immediate family” includes: spouse, domestic partner, children, siblings, parents,
grandparents, grandchildren, sons-in-law, daughters-in-law, stepparents, stepchildren, legal
guardians, parents-in-law, brothers-in-law, sisters-in-law, grandparents-in-law or other family
member as determined at the discretion of the General Manager at your work location and the
Company’s Home Office Human Resources Department.
Paid bereavement leave may be up to three (3) days in length, depending on the distance to be
traveled and other circumstances, subject to the General Manager at your work location or the
Company’s Human Resource Department approval. Bereavement leave pay is calculated based on
the Team Member’s base pay rate at the time of absence and does not include any special forms of
compensation, such as incentives, commissions, bonuses or shift differentials. Team Members may,
with their Supervisor or General Manager’s approval, use any available paid time off for additional
absences. Bereavement leave hours will not be counted as time worked in the calculation of
overtime.
JURY DUTY
If you receive a jury summons, you should notify your Supervisor or the General Manager at your
work location immediately. Team Members required to serve jury duty will be excused from work
with no loss of seniority or job status.
Full-time Team Members will be paid for eight (8) hours at their regular rate of pay if summoned for
jury duty or are selected to serve on jury duty. Team Members are expected to report to work
whenever the court schedule permits and must contact their Supervisor on a daily basis to discuss
work issues. If you wish to volunteer for jury duty, you must ask the General Manager for an unpaid
leave of absence.
• If you complete your jury duty (or are excused) before the end of your scheduled hours of
work for the day, you must immediately notify your Supervisor the General Manager at your
work location to find out if you need to come to work
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• All Team Members who take jury duty leave must provide evidence of attendance at jury duty
to their Supervisor or Human Resources Department after performing service
• Advance notice of service must be presented fifteen (15) days prior to jury duty or as soon
as possible if notice is not received in a timely manner by the governing jurisdiction
• State law requirements may supersede or supplement these provisions
• Jury duty service will not be counted as time worked in the calculation of overtime
WORKPLACE SAFETY
SAFETY
The Company takes safety very seriously and works hard to provide a safe workplace for Team
Members. To help keep this safe environment, it is very important that you immediately report unsafe
conditions or safety concerns.
• You should report such conditions or concerns to your Supervisor or General Manager. You
should remove yourself from the unsafe condition until the situation is addressed. If it isn’t,
you must notify the General Manager at your work location or
confidential@sportsfacilities.com immediately
• Always keep a lookout for potential hazards, unsafe conditions, and unsafe practices. Report
any of those concerns as soon as you can to your Supervisor or General Manager at your
work location
• Obey safety regulations, policies and procedures at all times
• If an unsafe condition or accident occurs (even if no one is injured), you should report it to
your Supervisor or the General Manager at your work location
• You should also report all injuries to the Manager on Duty immediately and complete any
appropriate incident report
INSURABILITY
All Team Members whose duties require driving must be always insurable at standard automobile
rates. This means Team Members must maintain a good personal driving record to protect their job.
• Drive safely always, both on and off the job. The Company prohibits the use of cell phones,
unless being used hands-free, while driving on company business. Failure to abide by this
policy could result in un-insurability of the individual Team Member and disciplinary action,
up to and including termination of employment
• If your job duties require driving, keeping your job depends on insurability at standard rates.
For certain positions, Team Members may be required to register their vehicle or asked to
maintain special insurance on the personal vehicle and under the Team Member’s personal
insurance coverage
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NO SMOKING
The Company provides a smoke-free workplace for our Team Members and guests at its managed
facilities. This means Team Members are not permitted to use tobacco products, including
smokeless tobacco or electronic smoking devices in the work areas, including any parking structures
and common areas around that building in accordance with applicable state laws. Exceptions to this
policy may be made on a facility-by-facility basis. Even if an exception is made locally and a
designated smoking area is provided at the Company’s managed facility, Team Members should
never smoke or use any tobacco products in view of guests.
SUBSTANCE ABUSE AND DRUG TESTING POLICY
The Company is committed to providing a safe environment for our guests and Team Members by
fostering an environment of health and well-being. Our commitment is jeopardized when any Team
Member uses illegal drugs or alcohol on the job, comes to work with these substances present in
their body, or possesses, distributes, or sells drugs in the workplace. The Company maintains a
Drug Free Workplace and a drug free policy that all Team Members must follow.
All Team Members must provide a negative result on a pre-employment drug screening. The
Company refers all positive results to an independent third party for verification. A secondary test
will then be conducted. Should the secondary test also reflect a positive result, a Medical Resource
Officer (MRO), will be assigned to the case to validate the results and collect any additional required
information.
Fit for Duty
The Company expects Team Members to report to work ready and “fit for duty”. According to
OSHA, “fit for duty” means that an individual is in a physical, mental, and emotional state which
enables the Team Member to perform the essential tasks of his or her work assignment in a manner
which does NOT threaten the safety or health of oneself, co-workers, property, or the public at large.
The EEOC states that existing Team Members may be required to participate in fit for duty testing
if:
• There is reliable objective evidence of a Team Member having difficulty performing the
essential functions of their job
• There is reasonable suspicion the Team Member has a medical condition that limits their
ability to safely perform their essential job functions
• The Team Member is returning to work after a leave of absence
• The Team Member requests an accommodation
Required Conduct
A Team Member may be asked to attend a business event where alcohol is served. The Company
neither requires nor expects any Team Member to consume alcohol at these events. If a Team
Member does consume alcohol while on company business, they are expected to act responsibly
and professionally.
Under no circumstances should a Team Member ever compromise their own safety, or that of others
after consuming alcoholic beverages. Team Members should always be certain of, or make
satisfactory arrangements for, safe transportation to and from events. The Company will reimburse
16.F.3.a
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the Team Member’s taxi or similar transportation fare from an event to the Company’s premises, the
Team Member’s usual work location or to the Team Member’s home under these circumstances.
Team Members should never, under any circumstances, put themselves or others in danger.
It is a violation of the Company’s policies for any Team Member to possess, sell, trade drugs or
engage in the illegal use of drugs. Responsibly drinking alcoholic beverages at a company sponsored
and authorized event as described above and further in this handbook is not considered to be a
violation of this policy. Illegal drug use and alcohol abuse are incompatible with employment with the
Company and its business. Should the Company’s management become aware of such conduct
even during off work hours, it will be considered a violation of this policy. The Team Member could
be subject to disciplinary action up to and including termination. Team Members who are taking
prescribed medication which could affect their job performance, jeopardize their safety or that of
others, should report this to their Supervisor or General Manager before starting work. Violations of
this policy are subject to disciplinary action, up to and including termination.
SECURITY
Workplace security requires everyone’s attention and cooperation. At a minimum, Team Members
all should abide by the following security measures.
Visitors (Guests, Members, or Vendors)
All visitors to an office or facility managed by the Company, when the workplace is not open to the
public for activities or events, should be directed to the reception area until escorted to another area
by a company representative. At no time should visitors become a distraction for a Team Member
in the performance of their work duties. Guests, members, and vendors of managed facilities are
expected to abide by local facility security policies.
Offices and Related Facilities
Team Members should never tamper with any safety related equipment, such as: doors or fire exits,
locks, alarms, security lights, fire extinguishers, or similar devices or equipment.
The Company expects Team Member’s cooperation in the event of any security or emergency event.
If a Team Member is issued a building key or a building access pass, they are not to loan it to anyone
else, even another Team Member, and not copy or duplicate it. Any Team Member that violates this
policy, could be subject to disciplinary action, up to and including termination.
INSPECTIONS AND SEARCHES
The Company provides office space, desks and other access to company equipment and materials
for the convenience and use of its Team Members at the Company’s expense. It is believed that
maintaining a workplace that is safe and secure for Team Members and guests is vital to the success
of the business. As a result, the Company prohibits firearms or other weapons, explosives,
hazardous materials or articles, illegal drugs, or the unauthorized possession of company property
or proprietary and confidential information.
The Company reserves the right to conduct a routine inspection or search of Company or the
Company’s client’s property and equipment, and any personal item carried onto the Company’s
workplace premises at any time. Routine searches or inspections may include a Team Member’s
office desk, file cabinet, closet, computer files, voice mail, electronic mail or similar places.
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Inspections or searches for prohibited materials also may include a Team Member’s locker, pockets,
purse, briefcase, lunch box, or other item of personal property that is being worn or carried while on
company premises. A routine search of company property might result in the discovery of a Team
Member’s personal possessions. Team Members should understand that they have no expectation
of privacy regarding any items brought onto company premises. In addition, the Company reserves
the right to conduct inspections and searches based on reasonable suspicion. The Company’s
Human Resource Department or General Manager at the work location will lead the execution of any
inspection or search. The inspections described in this paragraph may occur at any time, with or
without advance notice and may be conducted before, during or after working hours by the
Company’s Human Resource Department, General Manager or Manager on Duty at the work
location, or outsourced security personnel designated by the Company to conduct such a search.
Team Members, who are found to be in possession of prohibited materials in violation of this policy,
will be subject to disciplinary action, up to and including termination.
VIDEO SURVEILLANCE
The Company, in order to further promote the safety and security of Team Members and guests,
may conduct video surveillance of any portion of the premises at any time. Video cameras will be
positioned in appropriate places within and around the workplace. Cameras will never be in personal
privacy areas such as, restrooms, showers, or dressing rooms.
RIGHT TO MONITOR
Telephone and computer systems permit Team Members to receive, send and transfer voicemail
and electronic mail messages. Although Team Members are able to use codes to restrict access to
voice and electronic mail messages, the Company’s and Company’s client’s phone systems are
intended for business use only. The Company maintains the ability to monitor any phone calls made
on these work-related telephone systems. The Company also maintains the ability to access any
messages left on or transmitted over the phone or computer mail systems. Team Members should
not assume that electronic or phone messages are confidential or that access by the Company or
its designated representative will not occur.
THREATS, VIOLENCE, AND WEAPONS
The Company is committed to providing a safe and productive work environment. The potential for
workplace violence today is an unfortunate reality in all workplaces. The Company prohibits violence
or threats of violence of any sort, including, but not limited to, verbal or written abuse, stalking,
harassment, horseplay, physical attacks, fist fighting and unwelcome physical touching, sexual or
otherwise.
If you are aware or have been made aware of threats or of a potentially violent situation against Team
Members, vendors, visitors, guests or any other persons who are on the Company’s or the
Company’s client’s premises, notify your Supervisor, General Manager at your work location, or the
Company’s Home Office Human Resources Department immediately.
If you are feeling threatened, harassed or know someone who is, use the Open Door Communication
Policy (described above in the Handbook) and share your concerns with your Supervisor or the
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General Manager at your work location. You may also contact the Home Office Human Resources
Department to talk through any issues and for referrals to professional help via
confidential@sportsfacilities.com
EMERGENCY CLOSINGS
The Company will always make every attempt to be open for business during hours advertised as
open to the public. Individual work locations may close from time-to-time, however, during these
hours to address safety concerns or to comply with governmental directives.
WORKPLACE GUIDELINES
PAYCHECK/PAYROLL
The Company pay cycle for all Team Members begins on Sunday and ends on Saturday on a bi-
weekly basis. Team Members are paid on the Friday following the previous pay cycle worked. If
that pay day falls on a federal holiday, Team Members will be paid on the preceding workday. All
payroll is direct deposited into a Team Member’s checking and/or savings account. Should a Team
Member not have a banking account on file, a re-loadable pay card will be issued to the Team
Member.
ATTENDANCE AND PUNCTUALITY
Team Members must be conscientious about their attendance and punctuality to work. The
Company depends on all contributions to the team, starting with consistent and reliable attendance
as an essential part of each job position with the Company.
Unauthorized Absence
An unauthorized absence is defined as any time a Team Member fails to report for their shift or fails
to work the full scheduled shift without approval. This does not include approved PTO, holiday,
bereavement, jury duty, leaves of absence (LOA), company-initiated time off, or other excused
absences as required by applicable federal and state law.
• If you are late or absent, you personally must contact your Supervisor or the General Manager
or Manager on Duty at your work location. There may be additional late/absent reporting
rules at each work location. See Management concerning late/absent policies in your
department or facility
• If you are required to work away from your regular workplace, you may be asked to account
for your time
• If it is necessary for you to miss more than three (3) days of work for medical reasons, you
may be asked to provide a written statement from your doctor supporting your absence until
you are able to return to work. In addition, we may ask that you provide a note from your
doctor saying that you are medically able to return to work including any restrictions
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Policy Violations
• Team Members who are consistently absent or late will be subject to disciplinary action, up
to and including termination
• If your PTO has been denied and you fail to work on the day you requested off, you may be
subject to disciplinary action, up to and including termination
• If you fail to report an absence to your Supervisor, Manager on Duty, or General Manager
within two (2) hours of the beginning of your shift, this is considered a No Call, No Show
(“NCNS"). A NCNS for two (2) consecutive days, or shifts, based on your work schedule is
considered job abandonment. If you have been employed by the Company for less than
ninety (90) days, one (1) NCNS will be considered job abandonment and grounds for
immediate termination. Job abandonment is considered to be an immediate voluntary
resignation
WORK HOURS AND OVERTIME
Our business often involves challenging and demanding work that requires scheduling flexibility. You
may be asked to carry out vital assignments with little notice or to assist with a project or assignment
in a different department.
Non-exempt Team Members must record all time worked. (e.g., time sheet, timecard, digital time
keeping system). Timecards record regular hours worked, tardiness, overtime, absences, and PTO.
Accurate recording of time worked is each Team Member’s responsibility. Management is
responsible for reviewing and approving Team Members’ recorded time for each payroll period
ensuring accuracy and that proper meal breaks and rest periods are taken as required by the
Company’s policy and applicable law. Failure to do so may result in disciplinary action, up to and
including termination.
FALSIFYING TIME RECORDS IS STRICTLY FORBIDDEN. TAMPERING WITH, ALTERING, FAILING
TO RECORD TIME WORKED OR MAKING ENTRIES ON ANOTHER TEAM MEMBER’S TIME
RECORD IS GROUNDS FOR IMMEDIATE TERMINATION.
Non-exempt Team Members may be asked to work overtime. Unless stipulated by state or local law,
overtime consists of hours worked in excess of forty (40) hours in a workweek. This is generally paid
at one and one-half times the Team Member’s regular rate of pay. If you have any questions about
the applicable overtime pay rates in your state, speak with the General Manager at your work location
or the Company’s Home Office Human Resources Department. If a situation arises that requires you
to work overtime, you must alert your Supervisor immediately for approval. Hours paid but not
worked (such as holidays, PTO, jury duty, and bereavement) do not count toward the calculation of
overtime.
It is the Company’s policy to comply with the salary basis requirements of the Fair Labor Standards
Act and equivalent state laws. It is prohibited for managers to make any improper deductions from
the salaries of Team Members. Team Members should be aware of this policy and the Company
does not allow deductions that violate the law. If you believe that an improper deduction has been
made to your salary, you should immediately report this information to the General Manager at your
work location or the Company’s Home Office Human Resources Department. Reports of improper
deductions will be promptly investigated.
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TIMEKEEPING POLICY
Timekeeping Systems & Physical Timesheets
Team Members are responsible for accurately recording their time worked each pay cycle and
certifying the accuracy of all time recorded. Team Members must immediately report any problems
with their hours to their immediate Supervisor.
Team Members must only record time worked for themselves personally. Using another Team
Member’s information or recording time for another Team Member could result in disciplinary action
up to and including termination of employment of both Team Members.
Time worked includes all time that a Team Member is required to be performing duties for the
Company. Time worked is also used to determine overtime pay required for non-exempt/hourly
Team Members. The following are considered time worked:
• Work performed away from premises approved by the General Manager or Manager on Duty
or Supervisor at a Team Member’s work location
• Break time such as rest periods of 15 minutes or less are counted as time worked (refer to
the state rest period laws in the location where you primarily work)
BREAKS AND LUNCH PERIODS
Break and meal periods are intended to provide you an opportunity for rest and relaxation.
Accordingly, they should be enjoyed away from your work area.
Meal and rest period guidelines may vary from state-to-state, please contact your Supervisor or
General Manager at your work location should you have any questions about meal or rest period
requirements. Non-exempt Team Members are required to record the beginning and end of their
lunch periods on their timekeeping system. Breaks may not be combined or added to a Team
Member’s lunch period or to start work late or end the workday earlier.
PERSONAL PROPERTY
The Company assumes no liability or responsibility for your personal property, including personal
injury, damage, theft, or other loss. Team Members should exercise good judgment as to what
personal belongings to bring into their workplace and take their own appropriate steps to secure
them.
INTERNAL APPLICANT POLICY
The Company encourages career growth and development for all Team Members. Location or
department transfers may be available to Team Members depending on the needs of the
organization. Transfers are based on availability, qualifications, past performance, and potential.
To be considered for an open position within the Company, Team Members should express their
interest directly with their Supervisor and/or the General Manager at their work location. The
Supervisor and/or General Manager will help Team Member’s evaluate their potential for the positions
sought and if appropriate, then guide them in the application process.
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RECORDS INQUIRY/PRIVACY ISSUES
Team Member files are company property. Access to the information contained in Team Member
files is restricted. Generally, only the Company’s officers and representatives who have a legitimate
reason to review information in a file will be permitted. Team Members should be aware that their
work files and information on their work-related equipment and devices may need to be produced
by the Company when a legal request is made.
You may request a review of your personnel file by contacting the Company’s Home Office Human
Resources Department. All requests for employment verifications and Team Member references
should be directed to the Home Office Human Resources Department. Team Members in other
departments should not provide any such information. A written disclosure authorization and release
from the Team Member may be required before this information is furnished.
PERSONAL APPEARANCE
Your personal appearance makes a significant impression on our clients, guests and the local
community. It is important that you wear appropriate attire and be neat, clean, and well groomed.
We expect you to use good taste and judgment in your appearance. Check with the General
Manager at your facility or your Supervisor if you have questions about our dress code. If there is a
problem with your appearance, your Supervisor, General Manager, or Manager on Duty will advise
you.
(For location-specific “Dress Code” policies, refer to the appropriate Team Member Handbook -
Location Supplement)
GIFTS AND BUSINESS COURTESIES
Team Members are expected to always maintain the highest ethical standards in the conduct of
company business. Team Members may accept unsolicited gifts that conform to the reasonable
ethical practices of the marketplace, including:
• Cash tips, if reported immediately to their Supervisor or the General Manager at their facility
upon receipt. Cash tips are considered income and are subject to Federal income tax, social
security tax and Medicare taxes, unless the tips received by the Team Member total less than
$20 in a calendar month
• Flowers, fruit baskets, and other modest presents that commemorate a special occasion
• Gifts of nominal value, such as calendars, pens, mugs, caps, and t-shirts (or other novelty,
advertising or promotional items)
Business courtesies are sometimes offered to Team Members in the course of employment. You
should not feel any entitlement to accept and keep a business courtesy. Although you may not use
your position with the Company to obtain business courtesies, and you must never ask for them,
you may accept unsolicited business courtesies that promote successful working relationships and
good will with organizations with which the Company maintains or may establish a business
relationship.
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Team Members who engage contractors or who can influence the allocation of business on behalf
of the Company and/or its clients, who create specifications that result in the placement of business,
or who participate in negotiation of such contracts must be particularly careful to avoid actions that
create the appearance of favoritism or that may adversely affect the Company’s reputation for
impartiality and fair dealing. The prudent course is to refuse a courtesy from a supplier when the
Company is involved in choosing or reconfirming a supplier or under circumstances that would create
an impression that offering courtesies is the way to obtain business. Team Members with questions
about accepting gifts or business courtesies should talk to the General Manager at their work location
or the Company’s Home Office Human Resources Department.
PERFORMANCE MANAGEMENT
As a Team Member, you are expected to:
• Render prompt, courteous and efficient service to our guests and vendors
• Conduct yourself according to established policies and procedures
• Comply strictly with all laws, rules and regulations applicable to your job-related activities
• Perform all your duties in an acceptable manner
When performance expectations are not met, actions may be taken. “Performance Management”
refers to all actions taken to help Team Members correct substandard job performance and/or
unacceptable behaviors. These actions may vary from informal coaching and/or counseling, verbal
warnings, written warnings, and final written warnings to suspension pending investigation of
circumstances and suspension to immediate termination of employment.
The actions taken by the Company in less egregious cases will depend on the facts and
circumstances surrounding the situation. In general, the approach of coaching, counseling, written
warnings and escalating to termination of employment when problems are severe, or recurring will
be followed. However, under certain circumstances, and at the Company’s sole discretion,
termination can occur without prior notice or corrective action. In addition, intermediate corrective
actions may vary or be skipped altogether based on the severity of the offense and/or the
circumstances of a particular situation.
It should be remembered that employment is for an unspecified term and is at the mutual consent
of the Team Member and the Company. Consequently, the relationship is “At-Will” and either the
Team Member or the Company may terminate the employment relationship at any time with or
without cause and with or without notice.
RESIGNATION/SEPARATION
Team members may voluntarily end their employment with the Company at any time, and for any
reason, by notifying their Supervisor or General Manager of their work location with a verbal or written
notice. The Company requires at least two (2) weeks written notice of your intention to resign. If a
Team Member provides less than two (2) weeks’ notice, the Company may deem the individual to
be ineligible for rehire and the Team Member will forfeit any unused PTO unless otherwise prohibited
by applicable state law.
Team Members are required to return all equipment and other company property that has been
issued to them. Items should be returned to the Team Member’s Supervisor or the General Manager
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at their work location on their last scheduled workday or earlier if requested. Items and/or equipment
that are not returned by at least the last day of the Team Member’s employment will result in
replacement costs being deducted from the Team Member’s last paycheck up to the amount unless
otherwise limited by applicable law.
Team Members are expected to resolve any outstanding indebtedness at the time of resignation.
Team Members will become immediately responsible to repay the Company for items such as:
repayment of any unaccrued PTO balance obligations, outstanding contributions required for
participation in benefit programs and relocation allowances if applicable.
Team Members who resign in good standing; provide proper notice, return all Company assigned
equipment, repay all outstanding debt and whose documented performance meets requirements
may be eligible for rehire consideration.
CONFIDENTIALITY
The Company expects each Team Member to exercise discretion in the access and use of Company
information and information systems. In the course of your work, you may have access to valuable
confidential information, including but not limited to:
• Business promotion strategies and plans (these may be in writing, communicated orally, or
exist as a matter of practice or custom)
• Proposals to clients or potential clients, including information compiled or prepared to assist
with proposals to clients or potential clients
• Client/customer or prospective (e.g., “target”) clients and/or customers lists and contact
information
• Client requests (whether presented orally or in writing) for information, proposals, promotional
assistance, or other information, which relates to the Company or to the Company’s clients
• Event or potential event information, including dates, locations or costs, ticket prices, on-sale
information, and ticket price determination formulas, methods, strategies, or variations
• Information regarding other Team Members and their employment with the Company
• Information regarding the talents, skills, abilities, and work experience of other Team
Members
• Company records regarding Team Members, such as personnel files, social security
numbers, mother’s maiden name, personal addresses, driver license numbers, computer pin
and passwords, benefits and medical information or other confidential Team Member
information maintained by the Company
• Computer hardware, software, or computer-related information, whether purchased or
created by or on behalf of the Company, used or applied to the Company’s and/or the
Company’s client’s business
• Information, which pertains, directly or indirectly, to contemplated or actual business
relationships between the Company and businesses that engage in activities related to the
Company’s business
• Information, which pertains, directly or indirectly, to contemplated or actual business
relationships between the Company client’s and businesses that engage in activities related
to the Company’s client’s business
• The identity of consultants, vendors, or other third parties that provide or seek to provide
services to the Company, together with the nature of any such services
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• Personal information regarding non-Team Members, which is obtained through the
Company’s business, the Company’s client’s business and promotional activities (such as
information regarding Internet website visitors, facility membership, guest information, e-mail
newsletter subscribers, etc.)
It is your responsibility to keep this confidential and proprietary information confidential.
Unauthorized disclosure of any such information is strictly prohibited and is grounds for immediate
termination of employment. Unauthorized disclosure could include leaving such information in areas
that are not restricted or locked. It is your responsibility to ensure you maintain such records in
locked offices or file drawers and limit access to those areas to only those who have a business need
to do so. You must also not use any of this confidential information except as directly necessary.
This policy does not include information that is routinely made open to the public. If you have any
doubt, do not disclose the information.
• If you have a question about whether information is confidential, ask your Supervisor, the
General Manager at your work location, or contact confidential@sportsfacilities.com
• You may not make or keep copies of records of any type which contain trade secrets or
proprietary or confidential information, unless you are required to make the copies as part of
your job for business reasons
• Electronic copies of records that contain trade secrets, proprietary or confidential information
should not be saved to personal computing equipment (such as a home personal computer)
or portable media (such as a disk or CD or memory stick)
• The Company may also require you to sign a proprietary information and/or similar
agreement as consideration for your employment or continued employment. Any such
agreement will only supplement this policy, but to the extent that any provision of those
separate agreements conflict with the policies included in this Handbook. The provisions of
those separate agreements will supersede the terms of this Handbook
• If you have confidential information from a previous employer, if you are subject to an
agreement regarding your previous employer’s trade secrets or confidential information, or if
your previous employer required you to sign a non-disclosure agreement, you must
immediately let your Supervisor or the General Manager at your work location know or
contact confidential@sportsfacilities.com. Under no circumstances may you reveal, use, or
rely on a previous employer’s trade secrets or confidential information in your work for the
Company. In the event that you disclose or use in connection with your activities as a Team
Member of the Company”, or induce the Company to use any confidential information or
trade secrets, or any other materials that are the subject of proprietary rights, with respect to
which you have any right, title or interest, you grant, and agree to grant, to the Company,
without any limitations or any additional remuneration, the worldwide, non-exclusive,
perpetual, irrevocable, transferable, freely sub licensable, right and license under all such
right, title and interest with respect thereto, including all rights to use
• Violation of this policy will not be tolerated, and we will take appropriate disciplinary action.
The Company may also take legal action and terminate your employment
The Company’s online intranet site for news and information is a proprietary website. This site allows
our Team Members to gather and share information with each other. It is a powerful way for us to
share ideas, solve problems, and discover new opportunities. However, you are not allowed to share
the site, materials, or information with persons outside of the Company. Violations of this policy will
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not be tolerated, and we will take appropriate disciplinary action. The Company may also take legal
action and could terminate your employment.
MEDIA CONTACTS
Unless your work specifically authorizes you to speak to the media on behalf of the Company, you
may never respond to an inquiry or request for a comment or statement from a member of the media
(e.g., a news reporter, television or radio reporter, entertainment reporter, or columnist). Relay all
such requests to your Supervisor or the General Manager at your work location. Failure to follow this
policy may result in disciplinary action, up to and including termination.
NO SOLICITATION AND DISTRIBUTION
The distribution of pamphlets, literature, or any other solicitation or promotional material by Team
Members or non-Team Members on the Company’s or Company’s client’s premises is prohibited.
Posting or displaying any solicitation leaflets, notices, literature, decals, stickers or similar material on
Company or the Company’s client’s property, including company vehicles, bulletin boards, e-mails,
or work premises is prohibited. At no time may a Team Member obtain facility guest information for
any purpose other than business directly related to the Company or the Company’s client(s).
ACCEPTABLE USE OF ELECTRONIC INFORMATION AND INTERNET
In order to minimize the risks associated with the connectivity and array of services available via
modern communications infrastructure (such as the Internet), Team Members must use IT resources
to execute authorized business activities in conjunction with meeting or supporting the Company’s
business objectives. The Company may access, monitor, control, manage and review information
stored on or transmitted through its network and systems at any time and for any reason. Team
Members found to be in violation of this policy may be subject to discipline, up to and including
termination. Team Members should expect no privacy when using the Company’ or the Company’s
client’s IT resources.
Internet Use
The Company does not wish to impose undue restrictions that contradict its culture of openness,
trust, and integrity. However, unguarded access to the Internet can potentially disrupt business
operations, negatively impact confidentiality, integrity, and availability and expose the Company and
the Company’s clients to legal, financial, regulatory, competitive, and other risks. The Company must
also safeguard and proactively manage facility guest information as a top priority, as well as the
Company’s and the Company’s client’s image and market position.
The Company extends access privileges to the internet to allow Team Members to execute assigned
duties and responsibilities and help fulfill business strategies and objectives. In general, incidental
personal use of the Internet is permitted so long as it does not interfere with the execution of assigned
duties and responsibilities, business operations or in contradiction to Company values and Code of
Conduct.
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Users granted internet access privileges are never authorized to:
• Inappropriately transmit any of the following:
o Business trade information
o Material, sensitive information
o Guest credit card information
o Personal Identifiable Information (PII)
o Intellectual property in violation of the Company Team Member Handbook
• Use alternate or unauthorized means to connect to the Internet while simultaneously
connected to the Company’s Home Office network
• Formally represent the Company unless expressly authorized by Company management
• Engage or participate in activities pertaining to defamation, patent, copyright or trademark
infringement, misappropriation of trade secrets, misappropriation or unauthorized
communication of confidential company information, discrimination, harassment or related
actions
• Reveal or share account logins/passwords information
Additionally, any content composed, transmitted, accessed, or solicited via the internet must not
violate other company policies including that which may be discriminatory, slanderous, offensive,
obscene, threatening, harassing or intimidating in nature.
Personal Use
The Company grants access privileges to IT resources for use by Team Members to facilitate the
execution of authorized job-related activities. Company authorized users may use the Company’s IT
resources to conduct activities of a personal nature on a limited basis.
Personal use must not:
• Interfere with the Team Member’s professional work performance or expectations
• Interfere with any other Team Member’s work performance
• Convey the appearance that personal use is carried out in any official capacity
• Be used with the intent of commercial gain or in support of other “for profit” activities such
as outside employment or to operate a personal business
• Be used with the objective to raise funds for any political or social campaign, to conduct
activities of a non-profit nature (lobbying, political, religious, etc.), or to endorse any
commercial or private product, venture or process
• Interfere with the functionality and performance of any company policies, technical
protocols or rules that compromise company information, confidentiality, integrity or
availability
• Violate any provision of this or any other company policies or applicable local, state, federal
or international jurisdiction laws
Prohibited Use
Team Members are prohibited from using the Company’s IT resources for non-work-related activities
that could adversely impact the Company, the Company’s clients or IT performance. Under no
circumstances is a Team Member authorized to engage in any activity that is illegal under local, state,
federal or international law while utilizing company-owned or client-owned equipment or resources.
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While not fully inclusive, the following activities are explicitly prohibited:
• The copying, sharing, transferring, distribution, sale, trading or use in any manner of software
that is purchased, licensed, deployed and registered for use by or at the Company for any
reason, unless permitted by the software’s license agreement
• The download or installation of personally licensed software, freeware, malware or shareware
without explicit approval from management
• Tampering with or disabling technical security protocols, controls, rulesets or policies (e.g.,
anti-malware applications, personal firewalls, management and remediation software,
password-protected screensavers, etc.), whether manually, physically or programmatically—
unless such activity is defined as part of a user’s job function— without explicit management
approval. Such activity includes, but is not limited to, password cracking, decryption,
vulnerability scanning, bypassing or defeating copy protection
• Unauthorized access or fraudulent/criminal conduct or other malicious activities to advance
a personal or business agenda that is not company-sanctioned
• Any form of harassment via email, telephone, texting, or other social media vehicles
• Downloading music, movies or other type of media for which one does not have the rights
• Posting company information on any publicly accessible medium (e.g., web sites, discussion
forums, etc.) without management approval
• Defamation, libel, abuse, or portraying in a false context any company Team Member or any
of its business partners, affiliates, subsidiaries, or guests in violation of company policies or
any U.S. state, federal or international laws
• Promoting, maintaining, or endorsing a business for personal or non-profit gain; endorsing
any product or service, proselytizing for religious causes, lobbying for or participating in any
political activity
• Writing, copying, executing or attempting to introduce any unauthorized computer source
code designed or intended to self-replicate, damage, or otherwise hinder or adversely affect
the scheduled or expected performance of Company IT resources
• Installing any type of surveillance or recording mechanisms (e.g., spyware or key- logging
software); monitoring, peer-to-peer or data-sharing software application programs with the
intent of tracking or logging another person’s activities in violation of U.S. Privacy laws
• Retaining sensitive information such as client or managed-facility guest or customer credit
card information, personal identifiable information, in an electronic or hardcopy format in a
manner that is not compliant with company information security policies, or the Payment
Card Industry Data Security Standard (PCI DSS)
• Providing information about or lists of company Team Members to parties outside the
Company
E-mail Use
Communicating via e-mail technology presents risks and threats that can compromise information
confidentiality, integrity and availability. The Company may:
• Retain e-mail records to comply with electronic discovery regulatory requirements
• Monitor, intercept and/or cancel any e-mail traffic it deems to present a risk to its operations
• Conduct audit or forensic investigations to isolate threats that compromise system integrity
or performance
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Please ensure your email signature contains the following information at the footer of the email
signature (signatures information may vary by location):
“NOTE: The information contained in this e-mail is intended only for use of the individual or entity
named above. If the reader of this message is not the intended recipient, or the Team Member or
agent responsible to deliver it to the intended recipient, you are hereby notified that any
dissemination, distribution or copying of this communication is strictly prohibited. If you have received
this communication in error, please immediately notify us by telephone (727) 474-3845 and destroy
the original message.”
In general, e-mail users are allowed to check company e-mail accounts using individual credentials
when present at a working location or using remote access technology.
When using e-mail, you are never authorized to:
• Reveal or share account login/password information with anyone else
• Send credit card information or personal identifiable information without the proper level of
encryption
• Send sensitive business or trade materials, or intellectual property owned by the Company
• Open any unsolicited file attachments sent from anonymous or unrecognized sources
• Distribute or post copyrighted materials without consent from the copyright owner
• Create or forward “chain letters”, “Ponzi” or other “pyramid” schemes of any type
• Unauthorized use or forging of email header information
• Send unsolicited email messages, including the sending of “junk mail” or other advertising
material to individuals who did not specifically request such material (email spam)
• Create private e-mail addresses that reference or can be construed to represent the
Company in an official capacity
• Send an e-mail message or a file attachment (or post one on behalf of the Company) using
the Company’s IT systems to a bulletin board, blog or social network website that:
o Reflects information that is confidential, privileged, material or business- sensitive or
that may have contractual or other legal or business operation implications for the
Company, unless it is company-sanctioned for an authorized business purpose
o Damages the Company’s market reputation or adversely impacts its market
capitalization or relationships with its Team Members, guests and/or suppliers
o Reflects personal representations or expresses personal opinions purporting to be
those of the Company or that are sanctioned by the Company
o Is illegal, defamatory, libelous, obscene, pornographic, offensive, derogatory or
damaging or may be considered to be harassing or discriminatory
o Infringes upon intellectual property rights, such as patents, copyrights and/or
trademarks including but not limited to the digitization and distribution of magazine
or book photographs, copyrighted music, etc.
o Constitutes “junk” email or is posted to multiple news groups (“spamming”)
o Falsify a Team Member’s identity
Laptop or Desktop Use (computer)
The Company assigns laptop or desktop computers to certain Team Members to facilitate activities
that coincide with certain business requirements. Always lock your computer when you step away
from the computer even for a few moments.
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Personal information or data should not be stored on company computers. Immediately report the
theft or damage of any company-issued computer equipment to your Supervisor or the General
Manager at your work location.
If you are assigned a computer, you may:
• Use the computer to maintain proprietary company information on a temporary basis but
synchronize, or “back-up” the information regularly to a company-storage location
• Use the computer to authenticate and access the Company’s or Company’s client’s network
and IT Systems to conduct your assigned duties and responsibilities
Conversely, computers are never permitted to:
• Maintain unencrypted or unprotected sensitive business information
• Capture, copy, store or distribute guest credit card information to anyone for any reason
• Capture, copy, store or distribute personal identifiable information to anyone for any reason
• Bypass company network controls
• Install unauthorized software of any kind
• Be unsecured against the threat of theft or damage
• Be connected to any external or third-party network while simultaneously being connected
to the Company or the Company’s client’s network
Telecommunications Use
Landline Telephone System Use: The Company extends the privilege of access to telephone
systems for the execution of business-related activities. Incidental use of these systems is permitted
as long as it does not interfere with the assigned duties and responsibilities of others and their duties.
Cell Phone / Smart Phone Use: The use of cellular telephones to facilitate communication with
business colleagues, business partners and/or third-party vendors is permitted provided users follow
professional due care to help control the dissemination of company information.
Users of smart phones are required to adhere to the same controls and restrictions as computer
users. If the company provides a cell phone reimbursement to a Team Member, the user must:
• Make sure password authentication is used for accessing the screen capabilities
• Immediately report the theft or damage of any company issued or personally owned phone
equipment to your Supervisor or the General Manager at your work location
• Cell phone users are never authorized to:
o Use voicemail to store business trade, material or sensitive information, guest credit
card information, or personal identifiable information
o Use the cell phone’s image or video capture functions to capture business trade,
material or sensitive information, guest credit card information, or personally
identifiable information
o Record any conversation for any reason in violation of any U.S. Privacy laws
o Use the cell phone’s Bluetooth features to exchange data with a PC, laptop or other
information collection system
16.F.3.a
Packet Pg. 1701 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
38
The Company requires the safe use of cell phones and other mobile devices by Team Members.
Team Members are required to obey all applicable state and local laws regarding cell phone use
while driving. Team Members who use handheld cell phones or other mobile devices while on
company business must refrain from making or receiving business calls, text messaging, responding
to or sending e-mail while driving unless using a hands-free device. Team Members found to be in
violation of this policy may be subject to disciplinary action, up to and including termination.
USE OF SOCIAL NETWORKING SITES
The Company has established a specific policy around the personal use of social networking
websites. This policy identifies standards regarding activities associated with these sites, including
posting information, pictures, or other materials on these sites. Even though such sites are frequently
used to express personal views, they can directly or indirectly impact the Company, other Team
Members, and guests. This policy emphasizes the importance of good judgment, common sense,
courtesy, and respect for clients, guests, co-workers and others with whom the Company does
business.
Given the unrestricted and public nature of the Internet, there can be no expectation of privacy with
respect to any information posted on social networking websites. The Company reserves the right
to access or monitor the use of any publicly accessible information any Team Member posts on such
sites. We expect Team Members to demonstrate respect for others when participating on social
networking sites.
Additionally, it should be remembered that social networking sites may be reviewed, copied and re-
disseminated by others, including our competitors. At no time should any of the Company’s
trademarked, confidential or proprietary information be posted on any social networking site without
authorization from appropriate personnel. If a Team Member is unsure whether the information
he/she intends to post on any social networking site is confidential or proprietary, contact the General
Manager at your work location or the Company’s Home Office prior to posting. Disclosures that
violate the privacy, trade secret, intellectual property, or other proprietary rights of any individual or
organizations, including the Company, are inappropriate and against this policy.
Team Members are not authorized to speak (or purport to speak) on social networking sites on behalf
of the Company, unless given specific, prior written approval from the General Manager at your work
location or the Company’s Home Office Marketing Team. With the exception of company websites,
the Company’s intranet or other sites that are sponsored or managed by the Company, social
networking sites are not company-owned. When using any Social Networking Site, a Team Member
should recognize that his/her behavior may, even unintentionally, reflect on the Company. Thus,
when posting messages on these social networking sites when a Team Member’s affiliation with the
Company is evident in any way, the Company expects a Team Member’s behavior to always reflect
good judgment and professionalism (i.e., Team Members should not post or respond to any
information that is derogatory or inappropriate towards the Company, the Company’s client’s,
colleagues or that reflects poorly on the Company or the Company’s clients in any way).
Communications that are associated with or linked to the Company, even indirectly or by innuendo,
which disparage or exhibit disrespect for other individuals are simply not appropriate.
Further, the Company does not permit Team Members to take pictures of guests or disseminate any
images, pictures or depictions of the Company’s client’s guests and customers, Team Members or
16.F.3.a
Packet Pg. 1702 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
39
facilities for any purpose that is not expressly authorized by the Company or without the express
consent of the photographed guests or Team Members. The Company does not prohibit a Team
Member from occasionally using its technology resources to access social networking sites during
working hours. Such incidental use however should be brief and should not interfere with a Team
Member performing his or her duties. More than incidental use of the Company’s resources to
access social networking sites may result in disciplinary action, up to and including termination of
employment.
16.F.3.a
Packet Pg. 1703 Attachment: SFC Team Member Handbook-June 2021 copy1 (20984 : Paradise Coast Sports Complex Operating Manual)
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Facilities Financial Guide
Table of Contents
1. Home Office Support Team
a) Team Member Contact Information (1/21)
2. Cash Handling Policies
a) Bank Accounts/Authorized Signers (1/21)
b) Cash Handling Policy (1/21)
c) Cash Drawer Reconciliation & Deposit
Procedures (1/21)
d) Safe Management & Counting Procedures
(1/21)
e) Petty Cash Fund Management (1/21)
f) Bank Reconciliation Policy (1/21)
g) Credit Card Processing (1/21)
3. Revenues
a) Setting up New Customers (1/21)
b) Invoicing & Contract Requirements (1/21)
c) Booking Deferred Revenues & Advance
Deposits (1/21)
d) Accounts Receivable & Collections (1/21)
e) Sales Tax Liability & Payment (1/21)
4. Disbursements
a) New Vendor Setup (1/21)
b) A/P Approvals & Best Practices (1/21)
c) Disbursements (1/21)
d) 1099 Processing (1/21)
5. Expense Reports
a) Approval Process (1/21)
b) Corporate Allowances (In Development) (1/21)
6. Inventory Control (In Development)
(1/21)
7. Cashier Policy & Drawer
Reconciliation Process (1/21)
8. Month End
a. Checklist (1/21)
b. Facility Financial Reporting Guideline (1/21)
9. Appendix
a) Cashier Policy and Drawer Reconciliation
Process Acknowledgement (1/21)
b) Cash Control Form Template (1/21)
c) New Vendor Welcome Letter Template
(1/21)
d) Vendor Add/Change Form (1/21)
e) Vendor Check Request Form (1/21)
f) Safe Memorandum of Understanding (1/21)
g) Safe & Vault Log Sample Template (1/21)
h) Sample Safe Reconciliation Template (1/21)
i) Sample Expense Form Template (1/21)
j) Sample Petty Cash Form Template (1/21)
k) Credit Card Processing From (1/21)
l) SOP Template (1/21)
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
1.a - Home Office Support Team (1/21)
Bob Stout
Chief Financial Officer
Office: (727) 474-3845
Mobile: (317) 281-9095
bstout@sportadvisory.com
Gene Baker
Senior Accountant
Office: (727) 474-3845
Mobile: N/A
gbaker@sportadvisory.com
Christy Phlieger
Regional Finance Manager
Direct Office: (727) 474-2001
Mobile: (785) 259-5723
cphlieger@sportadvisory.com
Tami Swanson
Human Resources Manager
Direct Office: (727) 953-7141
Mobile: N/A
Tswanson@sportadvisory.com
Sylvia Bierchen
Staff Accountant
Direct Office: (727) 953-9837
Mobile: (727) 239-9120
sbierchen@sportadvisory.com
Erin McLean
Payroll & Benefits
Administrator
Office: (727) 474-3845
Mobile: N/A
emclean@sportadvisory.com
Bruce Rector
General Counsel & Risk
Management
Office: (727) 474-3845
Ext. 108
Mobile: (727) 507-1710
brector@sportadvisory.com
Carrie Salzer
Staff Accountant
Office: (727) 474-3845
Ext. 126
Mobile: N/A
csalzer@sportadvisory.com
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
2.a - Bank Accounts & Authorized Signers (1/21)
Policy Sections:
I. Overview
II. Authorized Signer & Account Access
III. Authorized Signer Obligations & Responsibilities
IV. Adding and Deleting Authorized Signers
I. Overview
There are two standard bank accounts at every facility: an operating account and a payroll account. The
number of bank accounts that pertain to each individual facility may vary based on the facility size,
owner requirements and operating needs.
The operating account is in the name of the facility owner. The payroll account is in the name of Sports
Facilities Management, under the specific SFM LLC entity created for your facility.
II. Authorized Signer & Account Access
In most cases, the General Manager of each facility will be granted access to the operating account as
an authorized signer and will have many of the same rights to the account as the actual account owner.
Authorized signers can sign checks and place stop payments.
The Finance Manager and General Manager will be granted certain levels of bank account access with
the capability of viewing account balances, transactions and monthly bank statements. Transactions
made by the authorized account signer must always be conducted with the best interests of the
business in mind. Authorized signers have no rights to the assets in the account and are not considered
the beneficiary of the account should the contractual relationship with the account owner terminate for
any reason.
If you wish to amend the rights to the account (i.e. deleting or adding an authorized signer), the bank will
require these changes in writing from an actual account owner.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
III. Authorized Signer Obligations & Responsibilities
When you accept the task of being authorized signer in your role, you also accept the following
obligations & responsibilities:
An authorized signer is considered a fiduciary related to the funds in the accounts and must
never write or sign checks when they know the funds are unavailable.
Knowingly using funds in an unlawful or fraudulent manner, or for matters that are directly
unrelated to business operations, will result in an investigation and may lead to suspension of
duties and possible termination.
A General Manager, or any other assigned authorized signer, that is caught abusing or misusing
business funds, or caught using funds for personal use, may be open to a personal lawsuit that
could result in potential restitution and repayment liabilities.
IV. Adding and Deleting Authorized Signers
Due to Federal Laws, banks may have very strict procedures around opening an account and adding or
deleting an authorized signer, such as:
The addition or deletion of an authorized signer must typically be done in person at the bank.
A new signer may also be required to supply a picture ID and their Social Security number.
Most banks will require written notification from an account owner to add or remove a signer’s
rights.
Revoking an authorized signer must be a priority when there’s any change in management structure to
avoid being responsible for charges while the revocation or change is being made. Deletions of
authorized signers may take up to 24 hours to be processed. Please plan accordingly to limit liabilities
during known transition periods.
If you have any questions regarding the addition, deletion or revocation of an authorized signer, you can
ask your local bank representative, or contact your SFM Home Office Accounting or Legal Team for
further guidance.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
2.b - Cash Handling Policy (1/21)
Policy Sections:
I. Overview
II. Cash Handling Do’s & Don’ts
III. Securing Cash
I. Overview
This section identifies specific cash procedures that must be followed when dealing with cash at the
facility level. Proper management and understanding of all cash handling operations are crucial to the
success of the facility. The General Manager has the overall responsibility to ensure proper cash
handling at each facility; however, each individual Manager and Team Member plays an integral role in
ensuring that the facility’s cash is handled with utmost care on every single transaction conducted within
the facility.
II. Cash Handling Do’s & Don’ts
All Managers and Team Members handling cash need to be properly trained before they are allowed to
handle cash operations at any SFM Managed Facility. The General Manager has the responsibility to
ensure that all Team Members, Managers on Duty (MODs) and any other Authorized Managers
handling cash are properly trained on cash handling procedures and how it can impact the facility’s
overall performance.
All Team Members handling cash, including MODs and Authorized Managers that oversee these Team
Members, must review the attached Cashier Policy and Drawer Reconciliation Process (See Section 7)
and sign the Acknowledgement (See Appendix 9.a) This must be retained in each Team Member’s
personnel file serving as a memorandum of understanding for cash handling as part of their overall job
responsibility and acknowledgement of expectations for their role.
Cash must be counted in a designated and secure cash counting location within your facility.
Designated counting areas will be identified by the General Manager and must always be in the
presence of security cameras. Established cash counting locations are crucial to protecting the
interests of the facility, as well as protecting the Team Member, MODs and Authorized
Managers that are accepting responsibility for the cash banks and/or cash drops. These
locations must be introduced to each Team Member as part of their new hire orientation.
Whenever cash payments are received for services, a receipt for the payment must always be
provided to the customer at the time of payment. A point of sale receipt must be provided to the
customer for every sale conducted. If a point of sale receipt is not available, a handwritten
receipt from a receipt book (Staples Item #: 306647 | Model #: TC1182) must be provided. The
receipt book above provides three copies that should be handled accordingly: the original
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
handwritten white copy must remain in the receipt book at all times, the pink copy goes to the
customer and the yellow copy is turned in with the shift closeout envelope for that Team
Member. Cash is hard to track if not properly documented, so this step is crucial when
recording cash payments.
The designated cash counting locations within the facility AND all operating Point of Sale
terminals (POS), such as: the box office, ticket window registers and concessions registers that
are accepting cash must be visible to security cameras at all times.
Team Members accepting cash banks for a shift must always count their bank before starting
their shift to ensure they are accepting responsibility for a complete bank.
Two-person cash counting policies are a primary expectation; however, in cases where another
person is physically unavailable due to facility demands, all counting must take place in a
secured location and in the presence of security cameras in case verification of funds are
necessary.
o Two-person cash handling policies ensure the safeguarding of cash operations and also
protect all Team Members, MODs and Authorized Managers that are handling cash
funds by dually documenting and verifying the movement of cash funds.
o The MOD or an Authorized Manager must always be the second person involved in
cash counting, not another Team Member.
Team Members must feel secure when accepting the responsibility of cash for their shift. MODs or
Authorized Managers are responsible for making sure all Team Members are accepting cash banks in a
designated location, where it is safe for them to verify the funds prior to being in the presence of patrons.
III. Securing Cash
Cash must always be secured and never left unattended. No Exceptions!! The following procedures
must be adhered to, at all times, by all Team Members, MODs and Authorized Managers that are
responsible for handling cash. MOD’s and Authorized Managers are responsible for ensuring these
steps are followed by all Team Members at all times:
Unattended registers must be locked at all times. A Team Member must log off and secure their
register and cash drawers whenever it is left unattended.
o Team Members are responsible for the cash in their drawers and will be responsible for
any discrepancies on collections made under his/her name.
If a Team Member knowingly collects $1,000 or more in cash during their shift or has an
excessive amount of bills in their drawer, they must call the MOD or an Authorized Manager to
do a mid-shift safe drop.
o Keep in mind that any mid-shift safe drops must be recorded on the final drop envelope
in order to balance the funds at the end of the shift. The Finance Manager needs to
know how many drop envelopes to look for when reconciling the total cash from an
individual’s shift.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
o The cash must be placed into a drop envelope clearly marked with the Team Member
name, shift date, shift location and completely sealed before calling the MOD or
Authorized Manager to make a drop so the entire shift can be accounted for.
Register keys must be held by a Manager at all times. Team Members must never have access
to a register key, nor should they ever be left in the register drawer where Team Members have
access to them.
Additional cash banks, that are not in use for a shift, must always be securely stored in a locked
Managerial Safe at all times until signed out by a Team Member starting a new shift. (See Next
Section - Safe Management & Counting Procedures 2.d).
Vending machines that accept cash, must be locked at all times and only emptied by an
Authorized Manager in the presence of a security camera.
Cash must never be left unattended in an office or left in an unlocked desk drawer.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
2.c - Cash Drawer Reconciliation & Deposit
Procedures (1/21)
Policy Sections:
I. Overview
II. Deposit Safety
III. Cash Drawer Responsibilities
IV. Reconciliations & Deposit Preparations
V. Bank Deposit Expectations
I. Overview
Depositing daily operational funds in a timely manner to a facility’s bank account(s) is critically important
to the success of each managed facility. Deposits typically consist of cash from the previous days’
business operations, excess vault cash from larger events, sponsorship checks, advanced deposits, A/R
balance payments, etc.
II. Deposit Safety
Always exercise good judgement when bank runs are required. Larger deposits should always be
handled with the depositing Team Member’s safety in mind. The following guidelines should be
considered when resources are available:
Ask for a police escort or a private security escort for night drops, large cash deposits and when
picking up large cash orders from the bank. Some local police departments may be willing to
provide that service at no charge.
Avoid going alone when you are depositing large sums of money, especially at night – buddy up
with another Manager.
Always exercise good judgement and always discuss larger deposit plans with the General
Manager to ensure safety is always a top priority.
III. Cash Drawer Responsibilities
At the beginning and end of every individual shift, every Team Member responsible for a specific cash
bank will be required to perform certain tasks. The following steps should be done by the Team Member,
with the Manager on Duty (MOD) or other Authorized Manager (assigned by the General Manager)
overseeing these tasks.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Shift Start
When a Team Member starts a shift, they will need to follow these steps:
Punch in for the scheduled shift.
Request and receive a cash bank for their register.
o This will be provided by the MOD or Authorized Manager.
o The Team Member should not allow anyone else to use their register bank since they
are accepting responsibility of the drawer and its contents until they return these funds
at the end of their shift.
The cash bank must always be counted by the Team Member prior to starting a shift. Bank
starting amounts will be predetermined by the General Manager based on the specific financial
needs of the facility. The starting amount in the bank should be counted and verified by the
Team Member, and the MOD or Authorized Manager, to ensure all cash handling counting
policies are enforced.
o The Team Member is accepting the bank with a specified amount of cash. After verifying
the starting amount with the MOD or Authorized Manager, they are accepting
ownership and responsibility of all funds until they drop all funds at the end of their shift.
o If there are cash discrepancies in a drawer prior to starting a new shift, the Team
Member must immediately report the discrepancy to the MOD or Authorized Manager to
have it verified and corrected. The Team Member has the right to reject the bank until it
is made whole again.
The Team Member will report to their shift and secure their bank in the register drawer for the
entirety of their shift.
All monetary exchanges between the customer and the team member representing the facility
must be handled under a facility security camera located in the point of sale area. Monetary
transaction exchanges with a customer must never take place outside of the point of sale areas
for any reason.
Shift End
At the end of a shift, the Team Member must perform a series of tasks to complete their shift:
Remove all funds from the drawer and place all contents into a zipped cash bag. Double check
the drawer to ensure all funds have been removed.
o Leave the empty cash drawer in the register with the drawer left slightly open. This helps
to reduce unnecessary break-ins to the register when the drawer is clearly accessible
and empty.
Print the shift journal or register closeout report for the individual shift (varies by system).
o Include this report in your bank bag – If your system allows the cashier reports access.
The Team Member will then move to the designated and secure counting location assigned to
them within the facility.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
o Remember: bank bags and shift funds must always be counted in front of a security
camera and never in front of patrons for security reasons.
The Team Member should review their shift journal/close out report (reporting capabilities
available to the cashier may vary based on the system(s) being utilized in the individual
facilities).
o The Team Member must understand how to read the register reports and must be
trained on the facility’s individual point of sale operations during orientation for their role
(See Appendix for Cashier Training Tool 9.a).
o The Team Member will be able to determine the amount of revenue from their shift by
deducting the starting bank amount, originally accepted at the start of their shift, from
the total cash reported on the shift closeout report at the end of their shift. This will also
help identify overages/shortages that may have occurred during their shift once the
actual cash/check amount is counted and verified.
The cash in the bank bag is then separated into two piles, by the Team Member closing out the
shift.
o First, the cash is counted down to the original starting bank amount and placed into a
separate bank bag. Cash should be counted with a MOD or Authorized Manager
present; however, in instances where a MOD or Authorized Manager may not be readily
available, all cash must be counted in front of a security camera for verification
purposes. The bank bag is replaced into the Managerial safe when the MOD or
Authorized Manager is present or dropped into the drop safe if a Manager is
unavailable, so the funds always remain secured.
The Team Member should leave rolled change and smaller bills in the cash bank
being returned for a future shift. Correctly prepping bank bags for future shifts
helps minimize currency exchanges for the next Team Member receiving the
bank.
Leave coins rolled until they are needed to make change. This process
eliminates human error while counting and makes shift changeover’s a more
efficient process.
All remaining cash and checks, also known as the shift revenue, is counted and
placed into a Cashier Report Envelope (Item #MT230 from
www.cashierdepot.com or similar envelope) with the shift date, Team Member
name, shift location, fund analysis by currency and coin type and total amount of
the shift revenue is identified on the front of the envelope. A facility may choose
to use bank bags instead with a copy of the cash template detailing out the cash
totals (See Cash Template in Appendix 9.b).
The employee should verify that the shift revenues match their shift close out
report totals, if applicable.
Team Members must notate the total cash from all mid-shift drops that pertain
to their shift before counting the remaining cash or they will not balance.
Currency types that made up the mid-shift drop total may not be identifiable,
since the envelope may no longer be accessible to the Team Member, but the
overall cash from these total drops must be noted on the final envelope.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Any discrepancies between the shift close out report and the actual shift
revenue cash counted should be reported immediately to a Manager. A detailed
explanation of the discrepancy should be noted with final drop, so the Finance
Manager has the details when they perform their reconciliation process.
If the problem with the cash cannot be identified, the Finance Manager will try to
identify the issue when preparing the daily deposit.
The employee drops their cashier report envelope (or bank bags with a copy of the reporting template) in
the drop safe where the Finance Manager will retrieve it the next business day, verify the cash count on
the front of the envelope and prepare the deposit slips accordingly.
IV. Reconciliations & Deposit Preparations – Finance Manager
The Finance Manager at each facility is responsible for preparing deposits for their facility. The following
procedure should be followed by the Finance Manager daily:
Collect the shift drops from the previous business day from the drop safe.
Obtain and review the shift close out reports for each individual shift you are working on. The
cashier report envelope, combined with the shift close out report from the POS system, should
provide the following details:
o Team Member’s name
o Shift date
o Shift location
o Starting shift bank amount
o Ending shift bank amount
o The amount of calculated cash and credit cards received during the shift.
o The amount of shift revenues to deposit (total shift sales, less starting bank amount
provided and returned).
o Identification of overages/shortages, depending on the system being used, and how
they were handled by the MOD or Authorized Manager that was on duty.
o Any notes regarding overages, shortages or cash discrepancies from the MOD,
Authorized Manager or Team Member.
o Copies of all signed credit card slips.
Count the total cash for each individual shift, using a calculator tape for support, and verify the
total on the individual shift close out report.
o This step may vary in each facility since there are multiple POS systems being utilized
and different ways to reconcile shifts – some electronically through the POS and others
manually.
Identify shift overages/shortages in cash, if applicable. If the discrepancy is more than $5.00 the
MOD or Authorized Manager should be notified. It is important to monitor if a cashier is
consistently over or short on a shift. This allows the appropriate measure to take place, such as:
re-training, coaching, or verbal or written disciplinary action when necessary.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Sign and date each individual shift closeout report to show that cash/check funds have been
verified and by whom.
o Make sure your total shift deposit includes cash and checks received on your shift, if
applicable.
o Circle the total deposit on the calculator tape for that individual shift, so it stands out and
you know how much cash you are adding to the consolidated deposit pile.
o Place checks, cash and coin into like denomination/coin piles as you verify the total for
each shift.
When depositing enough bills or coins of like denominations, band or roll them in the following manner to
make the final deposit count more efficient. A currency counting machine (Royal Sovereign RBC-4500)
is recommended for the counting process to help eliminate human error.
25 x $1 bills = $25.00
20 x $5 bills = $100.00
25 x $10 bills = $250.00
25 x $20 bills = $500.00
50 x pennies = $0.50
40 x nickels = $2.00
50 x dimes = $5.00
40 x quarters = $10.00
Place the shift closeout reports, with the calculator tape that was prepared to verify the counted
cash, in a separate pile – to be added up in the next step.
When all shifts have been individually reconciled and verified, add up all the circled totals from
each individual calculator tape slip on the closeout reports. This will be the total on the daily
deposit slip.
Before preparing the deposit slip, verify or prepare the following:
o Band like currencies and roll change, where applicable.
o Re-verify all the cash as one lump sum using the cash counting machine (that was
previously put into denomination piles) as each shift verification was completed.
o Always make copies of all checks before depositing them. This level of detail is needed
to ensure the checks are posted to the proper A/R balances when the deposit is posted
later into the facility’s financial system.
The shift closeout report(s) that support the total deposit being made for the day should be
attached to a copy of the deposit slip. Once deposited, the actual bank receipt should be
attached to the top of the deposit.
The deposit should then be entered into the venue’s financial system, splitting up revenue
streams accordingly. Don’t forget this important step!!
o Make sure checks are posted to the proper A/R balances and customers. This is where
the check copy details are a necessity.
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o Make sure all shift revenues are split to the proper revenue stream.
Ex. Concessions F&B Revenues would be posted to Concessions F&B income
accounts, while FEC registers should be posted to FEC income accounts,
noting sales tax liabilities accordingly.
The shift closeout report and/or cashier report envelope information ensures the
Finance Manager has the information necessary to post deposits to the proper
revenue accounts.
The Finance Manager must then file all entered deposit backup, into a folder by month and year,
in a file drawer labeled Deposits. Each deposit should have all the required backup attached,
prior to filing, so that audit trails are clear and detailed and past deposits can be researched, if
needed.
The filed deposit should always include the following:
o Original printed bank slip from the bank showing the deposit amount and deposit date
into the bank account.
o A carbon or photocopy of the handwritten deposit slip brought to the bank for deposit.
o All closeout reports that add up to the daily deposit total. This provides details of the
deposit: individual shift totals, Team Member’s that worked and departments with
income on that deposit.
o Copies of all checks received, prior to depositing.
Additional deposits from the mail or other sources, such as the vault following larger events, should be
managed in a similar fashion. Checks received in the mail can be added to a daily deposit slip or can be
prepared as its own deposit slip; however, it is still important to make copies of the checks for entry
purposes. Be sure to group deposits in the financial system the same way they will appear on the bank
statement. The undeposited funds account in QuickBooks allows us to post items on the proper revenue
dates, group multiple deposit items together as one deposit and allows for the actual bank deposit date
posted in QuickBooks to follow the bank statement dates for reconciliation reasons.
Safe deposits may be necessary after large events have concluded. Once cash needs for larger events
have been met, the General Manager or Finance Manager should return excess funds to the bank for
operating needs, instead of holding the additional cash onsite. Only a minimum level of cash should be
kept onsite and what is needed to meet operating needs. All excess cash at the facility should be
deposited into the bank as soon as possible after any event.
All the vault deposits/transactions should flow through the vault cash account in your financial system
instead of the operating cash accounts. The vault GL in your financial system should match your vault’s
actual cash and show the movement of cash in and out of the vault.
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V. Bank Deposit Expectations
Deposits must be prepared daily by the Finance Manager and should follow the reconciliation guidelines
outlined above. This ensures that all reconciliations are done in a timely fashion, helps control cash flow
and allows the Finance Manager to identify issues with shifts or specific Team Members while the
discrepancies are still current.
Daily bank runs are preferred; however, deposit totals should dictate the need for a bank run. If deposit
totals are more than $1,000, during normal banking hours, a bank run is required. If SFM’s client
expectations require a lower deposit threshold, those policies must be honored.
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2.d - Safe Management & Counting
Procedures (1/21)
Policy Sections:
I. Overview
II. Safe Management
III. Safe Counting Locations & Safe Log Procedures
IV. Safe Types & Uses
a. Managerial Safe (MOD)
b. Drop Safe
c. Vault Safe(s)
I. Overview
SFM managed facilities are required to have safes on site. It is strongly recommended that every facility
installs a minimum of three safes: A Managerial Safe (MOD), a Drop Safe and a Vault Safe. These safes
are to secure and protect items of value, primarily cash.
Procedures for using these safes are outlined below.
These safes must be secured by bolts to the floor or wall or installed properly and securely as a wall
safe. A drop safe must have an access slot to accommodate MODs, Authorized Managers and Team
Members that are responsible for shift drops and cash handling, while also limiting access to only
authorized personnel and management once the funds have been dropped.
II. Safe Management
The General Manager is the responsible party for all of the safes at each facility. They are also
responsible for assigning safe access to the Finance Manager, MODs and Authorized Managers and
must exercise care and caution when allowing safe access to others.
When granting someone access to a safe, the following policies must be adhered to at all times:
Safe combinations are a privilege and they must never be shared with anyone.
Safe access with two people present is always preferred. A two-person counting policy helps
protect everyone’s best interest and is also a requirement per SFM’s cash handling policies
referenced previously in this manual; however, we realize that a second party may not always be
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available. If another party is unavailable, it is acceptable to access the safes that are verifiable
by security cameras when a need arises.
The General Manager, or Account Executive when there’s a need, is responsible for changing
safe combinations whenever a management transition or termination occurs, and that person
had safe access.
III. Safe Counting Locations & Safe Log Procedures
The General Manager must assign a secure counting location, that is not in the presence of patrons, to
provide Managers and Team Members with a safe place to count funds. The designated areas must
always be in the presence of security cameras to enhance loss prevention measures and also provide
an environment where our Team Members feel safe handling and counting cash.
MOD and Vault Safes on site must have a safe log that includes specific information for every item
transacted and must also be installed in the presence of security cameras. The Safe Log is crucial and
mandatory because it monitors all of the cash movement, records the Managers that have accessed the
safe and establishes a timeline to identify discrepancies should they arise. These safe types have a
starting and ending balance that needs to be monitored daily and reconciled weekly.
Drop safes do not require a Safe Log since the cash accessibility for this safe is limited to only the
Finance Manager and the funds are supported with shift close out reports and cashier report envelope
reconciliations instead. This safe does not have a starting and ending balance to be monitored. Funds
housed in this safe are reconciled by the Team Member making the drop, and the Finance Manager
preparing the deposits the next business day.
The safe log for MOD and Vault safes must include the following information:
Date and time for each cash transaction and/or bank bag movement.
A clear signature identifying the person physically removing the cash.
o The two-person counting rule should be enforced when possible; however, in
unforeseen instances where a suitable second party may be unavailable, the MOD or
Authorized Manager must make sure s/he is clearly counting the funds in the presence
of a security camera.
o We never want to invite random parties into the safe room and risk asset security just to
have a witness, so the security camera system can be utilized as a second “person” as
a last resort only.
o All funds, even with a second party witnessing the transaction, must still be clearly
verified in the presence of a security camera.
Bank bags must be uniquely numbered as they are changed out or added to the safe for the first
time. Notation of the unique bank bag identification number should be noted on the safe log as
an audit trail for the movement of each individual bag.
Dollar amounts must be recorded on every individual transaction.
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A reason for the movement of cash – Ex. Currency or coin exchange for a register drawer, bank
order pickup or return for a large event, bank deposit, etc. The type of transaction will vary
depending on the safe type being accessed.
The Safe Log is not optional for MOD and Vault safes and must be performed on every individual
safe transaction, regardless of value or amount, and properly stored in a binder using tabs
sorted by month.
(See Appendix for Sample Log – Safe Control Log Template Appendix 9.g)
IV. Safe Types & Uses
As previously stated, each facility must have, at a minimum, three safe types. Each safe type is used for
a specific purpose and Managerial accessibility will vary based on safe type at the discretion of the
General Manager.
a. Managerial Safe (MOD Safe) – Accessible to all MODs, GM, FM
The Managerial Safe must only be utilized to store all prepared bank bags needed for daily operations
and upcoming events and for making currency and/or coin exchanges for open shifts. The value stored
in this safe will be set by the General Manager based on the facility’s individual operating needs. Access
granted to this safe will be assigned to Authorized Managers and MODs at the discretion of the General
Manager and after the Manager has been properly trained on the appropriate safe procedures (See
Appendix – Safe Memorandum of Understanding Appendix 9.f).
The amount in each stored bank bag will also be determined by the General Manager. A recommended
starting bank bag is $200, but this may vary based on individual facility and event needs. Each bank bag
must be identified by a unique number that is noted on the Safe Control Log and provides an audit trail
for that specific bag should a discrepancy arise. The General Manager, Finance Manager, MODs and
Authorized Managers may be granted discretionary access to this safe. Team Members must never be
given direct access to any safe at the facility.
Monetary needs for larger events must be discussed and prepared for during weekly Leadership
Meetings at your facility. It is important to understand all upcoming operations that may require
adjustments to your bank bag values, such as: large events requiring larger starting banks, different
currencies based on event admissions prices, currency and change exchanges, etc. Event needs
requiring specific currencies must be discussed with your bank prior to the event to ensure they can
accommodate all monetary needs and currency types in the required timeframes leading up to an event
date. Most banks require a 48-hour notice or more, so plan accordingly as events are approaching.
Procedures relating to the movement of bank bags to and from the managerial safe must be reported on
the Safe Log as individual transactions and include all of the information required above (Reference
Section III Above-Safe Log Procedures).
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This safe must be counted daily by the opening MOD or Authorized Manager, before shift
operations commence, to ensure discrepancies are caught and corrected on a daily basis.
The Finance Manager must perform a weekly verification count to ensure the MOD safe funds
reconcile to the safe control log balance at that time.
There will typically be a consistent amount of bank bags and cash in the MOD safe, with a
standard safe value assigned by the General Manager; however, there will be instances where
additional banks are made for a short period of time to accommodate events with additional
funding needs.
o Ex. The safe normally houses 10 prepped banks with $200 per bank, so the safe will
typically house $2,000. During an event, the safe may house 10 additionally prepped
banks making the safe $4,000. This must all be recorded on the Safe Log showing the
movement of the funds from the Vault Safe to the MOD safe for the additionally made
cash banks.
o At the end of the event, the funds will be returned to the MOD safe where they were
originally obtained as bank bags. The funds can remain in the MOD safe as bank bags
for future use, be withdrawn from the MOD safe and deposited to the operating bank
account or withdrawn from the MOD safe and deposited back into the Vault safe.
b. Drop Safe
Every facility must have a drop safe on site. A drop safe allows for protection of the facility’s daily cash
operations and provides Team Members that are handling cash a secure place to drop their shift
revenues and shift banks. This safe also allows MODs and Authorized Managers to make quick mid-shift
drops to keep funds safe and secure when registers are heavy with cash.
The Finance Manager is the only party with direct access to retrieve funds from the drop safe.
A drop safe will not require the use of a safe log; however, all dropped shift funds must be accompanied
by the following items:
All funds must be in sealed cashier report envelopes or zipped bank bag that include the name
of the Team Member, the date of the shift, the shift location and the total amount of funds
enclosed.
Drop envelopes must include a shift close out report, signed by the Team Member, and must be
bundled as follows:
o One bank bag must be prepared with the original starting bank received at the start of
the shift.
If the MOD is available, the starting bank bag must be verified and returned to
the MOD safe for the remaining shifts and noted on the MOD safe control log.
If the MOD is unavailable, the bank bag must be prepared and dropped into the
drop safe for safe keeping. It will be retrieved the next business day by the
Finance Manager, returned to the MOD safe and noted on the Safe Log.
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o The cashier report envelope dropped must have the remaining funds and checks from
the shift – the shift revenues. Shift revenues must match the close out report.
Discrepancies must be found or noted and also reported to the MOD or Authorized
Manager when discovered.
o Additional mid-shift drop envelopes must be found, the cash verified and matched to the
close out report for that Team Member, if applicable.
o If there are multiple drop envelopes for any given shift, they must include the same
information specified above AND the total number of drops should be noted on the final
drop envelope at the end of the shift with the total value of those mid-shift drops noted
on the cashier report envelope. The Finance Manager must have a way to reference
how many drops pertain to that Team Member’s shift.
The drop safe must be managed and reconciled on a daily basis by the Finance Manager as
part of their daily operational tasks (See Section IV under Cash Drawer Reconciliations & Deposit
Timeline Procedures 2.c).
c. Vault Safe
The Vault Safe will house additional cash needed for larger events and may also be used to exchange
currencies and coins for register banks, as well as other items of value the facility may want to keep
secure. Petty cash bank(s), postage stamps, lost and found valuables, etc. are examples of some of the
additional items you may store in the vault safe.
The General Manager, in conjunction with the Finance Manager, must manage the amount of cash kept
in the vault safe. This amount may fluctuate based on the needs of the facility’s operations. It is
important to prepare this safe prior to an event and funding needs must be discussed amongst the
Management Team. Most banks typically request that currency and coin orders are placed 48 hours in
advance. Please contact your bank directly to determine what their order requirements will be. When an
event concludes, any surplus cash funded to the safe to accommodate the event needs must be
immediately deposited to the original source and noted on the Safe Log.
The General Manager and Finance Manager are the only two individuals that need access to the Vault
Safe. If the MOD or Authorized Manager needs funding for bank bags, additional bank bags, or currency
exchanges, this must be communicated to the above Managers so internal funding requests can be
accommodated in a timely fashion.
The Vault Safe must be verified on a weekly basis and a final monthly reconciliation completed during
the month end process. A vault safe template is provided in the appendix of this guide in Appendix 9.h.
The safe must be counted by the Finance Manager and General Manager, along with a MOD or
Authorized Manger, to ensure segregation of duties during the reconciliation process. The monthly
reconciliation must be provided to the General Manager to review, approve and sign. The signed
reconciliation report must be filed with the month end reporting in a binder with tabs by month.
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2.e - Petty Cash Fund Management (1/21)
Policy Sections:
I. Overview
II. Fund Management Guidelines
III. Petty Cash Advances
IV. Month End Process
I. Overview
The General Manager at each facility may elect to have a petty cash fund on site for unexpected
expenses or smaller reimbursements that could potentially require the need for immediate cash
payments. Some examples of petty cash expenses include: purchases from a non-account vendor,
small employee expense reimbursements, COD deliveries, lunch meetings with your Team, etc.
If your facility has a petty cash fund, this should be secured in the Vault Safe with the Finance Manager
responsible for managing the fund. The General Manager will have access to the fund for instances
where the Finance Manager may not be available when a funding need arises.
II. Fund Management Guidelines
SFM facilities should follow these guidelines for managing and reconciling your specific facility’s petty
cash fund:
The petty cash fund starting balance is determined by your General Manager based on the
facility’s specific needs. The recommended value is $300, which may be adjusted as funding
needs change.
The Finance Manager will control and maintain responsibility for the petty cash fund, with the
General Manager also having access for emergency requests.
Petty cash expenses must be reviewed and recorded, at a minimum, weekly on the books
during the period they were incurred. This ensures departmental spending ledgers remain
current as Managers track their budgets vs. spending for the same period.
o As receipts for petty cash expenses are entered weekly into the financial system, the
amount reflected in the general ledger for the petty cash account should match the
amount of actual cash remaining in the petty cash fund.
Fund replenishments should be made as needed, but at a minimum, on a monthly basis based
on the final reconciliation for the month. Petty cash replenishment checks must be prepared
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prior to the last business day of the month to ensure the full fund is available at the start of the
next month.
A vendor called ‘Petty Cash’ should be created in your financial system. The vendor should be
labeled ‘Petty Cash’ and the ‘Check Name’ should reflect the name of the individual, typically the
General Manager, that will be responsible for cashing the check and accepting the responsibility
to return the replenishment funds back to the facility. The Finance Manager should never be the
person responsible for the replenishment of the fund to ensure that segregation of duties and
internal controls are enforced.
o Never use the check name ‘Cash’. If a check made out to cash is ever misplaced or lost,
the funds are susceptible to theft and fraud.
o Make sure to update the check name, before printing a replenishment check, if the
Manager going to the bank varies each month.
A petty cash receipt book (Tops Spiral Petty Cash Receipt Book, 2-Part, Carbonless, 4
messages per page, 200 set per book) must be purchased for when a petty cash transaction
takes place. The following information must be recorded on the handwritten receipt for every
individual cash transaction taking place from the petty cash fund:
o The amount of the transaction reimbursement, payment or cash advance.
o The date of the cash transaction.
o Notate the General Ledger (G/L) number on the ‘Account No. line’ on the receipt, if
known at the time of disbursement; otherwise, the G/L number must be notated on the
receipt at the time of entry into the financial system.
o The name of the person approving the money – either the Finance Manager or General
Manager making the disbursement.
o The name of the Team Member, Manager or Vendor receiving the cash for payment or
use.
o The reason for the transaction, so the appropriate G/L account code and memo can be
recorded on the transaction when it is recorded in the ledger.
There must always be two signatures on every petty cash transaction receipt, no exceptions:
o The name of the Finance/General Manager preparing and distributing the cash from the
fund AND the name of the Manager, Team Member or Vendor verifying and/or receiving
the cash from the fund.
o The white copy of the petty cash receipt must remain in the petty cash receipt book at
all times as record of all transactions during a given period of time.
o The carbon copy must be placed into the petty cash bank bag, stapled to a copy of the
original store receipt(s)/invoice(s) as supporting documentation. The amount of the
purchase should match the amount of cash distributed to keep the fund balanced.
o The petty cash receipts placed into the fund are in place of funds removed. All funds
removed MUST have a supporting receipts and signatures.
A petty cash account number must be established in your facility’s General Ledger, if one does
not already exist, to manage this cash account. This account must be set up in the General
Ledger as a cash account, detail type – cash on hand, with 10600 as the assigned G/L code as
per SFM’s standard chart of accounts code for Petty Cash Fund Management.
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The Petty Cash Fund must also be reconciled as part of the month end process in the facility’s
financial system. The system’s reconciliation report should be attached to the actual signed
petty cash reconciliation form (See Appendix 9.j), with receipt backup, and then filed away in the
A/P files under Petty Cash as the vendor.
Note: Your facility’s General Manager may elect to round up to the nearest quarter dollar on all petty
cash transactions to eliminate unnecessary change from the fund. This is at the General Manager’s full
discretion and must meet specific client expectations and guidelines for reporting, when applicable.
III. Petty Cash Advances
Advances of cash from the fund are for purchases that are needed, but they have not taken place yet.
Here’s an example: A $40.00 advance is given for an estimated purchase cost. The actual purchase
total is $38.50. The change given is $1.50.
The following steps should be followed to record the advance and the actual expense incurred:
Fill out a handwritten petty cash receipt for the advanced amount of cash. Both parties will sign
for the distribution and receipt of cash.
o In this example, the petty cash receipt will show $40.00 distributed, noted ‘ADVANCE’.
The Team Member receiving the cash will need to return an original store receipt, or invoice,
showing the amount of the purchase, the total payment amount and the change received.
o In this example, the item purchased will show as $38.50 total, with a $40 payment and
$1.50 change given.
When the change from the purchase is returned, the Manager that distributed the funds will review
the following:
o Verify the original amount of cash advanced on the petty cash slip.
o Verify that the Team Member has returned the original store receipt, or invoice, after the
purchase has been made.
o Verify the amount of change being returned and that it’s accurate.
The Team Member that made the purchase is responsible for returning all
unused funds and change received.
The petty cash distributing Manager is responsible for making sure the receipt
and change are returned to the fund and documented accordingly.
o The petty cash fund Manager will make sure the purchase amount, plus the returned
change, totals the amount originally advanced to keep the fund in balance.
o The petty cash handwritten receipt amount distributed will be crossed out and updated
from the original advance amount to the actual amount spent, with supporting backup
attached.
In the example above, the $40.00 will be crossed off and changed to the actual
amount spent $38.50.
o The change will be returned to the fund and only the $38.50 is recorded on the books as
the actual expense amount.
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IV. Month End Process
A final monthly reconciliation must be completed by the Finance Manager as part of the month end
close process to ensure the fund is replenished (See Template in Appendix 9.j).
Remaining cash in the fund must be sorted by currency and counted.
The month end reconciliation must detail the following items:
o The month being reconciled.
o The starting balance of the fund.
o The signed petty cash receipt for each transaction - supported by an invoice or store
receipt for backup.
o The total amount of cash used for expenses during the month, broken down by
individual transactions for posting purposes into the G/L.
o The total amount of cash remaining in the fund.
o The total amount of cash required to make the fund whole again.
o The reconciliation should be prepared by the Finance Manager of the fund and reviewed
and signed by the General Manager of the facility as a second point of verification and
internal control.
o Store receipts or invoices should be neatly stapled to the handwritten, signed petty cash
disbursement receipt so the General Manager has all of the required supporting backup
to review.
o All receipts, both store/invoice and handwritten petty cash receipts, should be sorted by
date and neatly placed into an envelope with the month noted on the front.
Once the reimbursement check is issued to make the fund whole again, the following items must
be stored in the facility’s A/P file, named Petty Cash, for any future reference:
o The prepared reconciliation form for the month, signed and dated by the Finance
Manager and the General Manager, to maintain internal controls.
o All handwritten petty cash disbursement receipts and original store receipts/invoices –
neatly stored in one sealed envelope and stapled to the back of the reconciliation form.
o The reconciliation from QuickBooks, or other internal financial software, for the petty
cash account at month end.
o A copy of the check stub to make the fund whole again showing proof of payment made
and to whom.
All expenses must be recorded in the G/L, throughout the month, as part of the weekly
reconciliation process.
Verify that the replenished petty cash account in the G/L is the correct starting balance for the
upcoming month.
(See Appendix 9.j – Sample Petty Cash Reconciliation Form)
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2.f - Bank Reconciliation Policy (1/21)
Policy Sections:
I. Overview
II. Internal Control Guidelines and Frequency
I. Overview
It is the policy of all SFM managed facilities that all transactions involving incoming and outgoing funds to
the facility’s accounts are to be recorded in the general ledger for the venue on a timely basis. Bank
reconciliations are essential to ensuring that we are handling all funds and transactions for our clients
with transparency and accuracy.
Bank account reconciliations should be done in a timely manner. Reconciling the bank statement
balance with the general ledger (books balance) is a necessary function to ensure the following internal
controls:
Verification that all receipts and cash disbursements are recorded in the ledger.
Helps maintain complete and accurate monthly financial statements.
Ensures that all issued checks/payments are clearing the bank in a timely fashion to prevent
outstanding items from approaching a ‘stale’ date where they are no longer negotiable.
Identifies reconciling items and ensures they are being recorded correctly.
Identifies potential duplicated postings of deposits or expenses.
Ensures that the reconciled bank cash balance reconciles to the general ledger cash balance on
the books at month end.
Ensures the register bank reconciliation balance ties to the Trial Balance report or identifies
possible adjustments needed to maintain clean books.
This policy applies to all bank accounts that are managed and maintained by SFM on behalf of its client.
In many instances, multiple accounts may need to be managed and reconciled as part of the month end
close process.
II. Internal Control Guidelines and Frequency
The General Manager of the facility, working with the facility’s Finance Manager, will develop and
maintain good cash controls and documented procedures for reconciling each bank account at the
facility.
When the provided accounting system allows for electronic matching of incoming and outgoing
transactions with the applicable bank, it is highly recommended this function is utilized and reviewed
daily. This helps to eliminate missed transactions in the general ledger, maintains a daily reconciliation of
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incoming and outgoing transactions, identifies potentially fraudulent transactions and identifies any other
issues that may need to be immediately addressed.
The following guidelines and procedures should be exercised by every facility on a monthly basis during
the month end closing process:
Once a bank statement is available, all bank accounts will be reconciled on a monthly basis
within 3 business days of close month.
Any unmatched book/bank entries, or other reconciling items, should be corrected as soon as
possible, but in no event longer than 30 days after the statement closing date of the reconciled
month.
Uncleared deposits are typically an indicator of a date posting error and/or a possible duplicated
deposit entry. It is the Finance Manager’s responsibility to review all uncleared deposits and
provide reasonable explanations for each uncleared item on the bank reconciliation, should
these exist. Incorrect postings are expected to be corrected prior to submitting a finalized
reconciliation report.
Any issued checks, greater than 60 days outstanding, should be addressed as follows:
o A follow-up call should be placed to the payee/vendor to determine the status of the
check.
o Lost checks should be reissued immediately (following a stop payment with the bank).
The responsible individual for the cost of stop payment fees for lost checks will be
determined on a case-by-case basis.
o If a vendor is holding a check, please ask them to provide a status on when the check
will be cashed and note accordingly on the bank reconciliation summary.
Bank reconciliations should not be performed by the same Team Member whose primary
function is cash handling, cash deposits and cash disbursements, whenever reasonably
possible.
o Note: This may not be feasible in smaller venues with lighter staffing requirements and
budgetary means. It is important the General Manager reviews and signs all bank
reconciliation reports to ensure it is always being reviewed by an additional party.
Bank account reconciliations are typically prepared by the venue’s Finance Manager and must
also be reviewed, signed and approved by the General Manager once completed.
The General Manager’s signature on the bank account reconciliation summary will confirm that
current procedures were followed, and that the reconciliation accurately presents the status of
the account at the bank, as well as on the books in the general ledger.
o This step also provides an additional layer of review for the facilities where lighter staffing
requirements don’t allow for the segregation of duties between cash handling and bank
reconciliations.
o The General Manager should be confirming the starting and ending bank balances on
the reconciliation match the bank statements. The General Manager should also be
reviewing the bank statements for total deposits and total withdrawals, reviewing
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cleared check data, auto-withdrawals and other bank related charges to ensure
accuracy on the QuickBooks reconciliation reports within the financial system.
The original signed bank account reconciliation, along with a full copy of the monthly bank
statement, will be filed in the month end binder at the facility and must be secured at the close of
each business day. This binder houses all month end financial reporting sorted by monthly tabs
and fiscal year.
Any other supporting documentation, such as reconciling item notations or
uncashed/outstanding check notations, must also be filed in this binder, with the reconciliation
reporting, for future reference.
The bank reconciliation reports and bank statements will be provided to the Client as part of the
month end process review.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
2.g - Policy for Accepting Credit Card
Payments (1/21)
Policy Sections:
I. Credit Card Overview
II. Prohibited Credit Card Activities
III. Credit Card Deposit Batches
IV. Payment Card Processing Fees
V. Refunds
VI. Chargebacks
VII. Maintaining Security
VIII. Wireless Technology Usage
IX. Training
X. Credit Card Best Practice Guidelines
I. Credit Card Overview
The purpose of this policy is to establish business processes and internal control procedures for
accepting credit cards at all SFM facilities. Proper credit card management will help minimize the
facility’s risk, prevent chargebacks, protect personal information and ensure we are doing our due
diligence in preventing identity theft for our patrons.
A merchant account will need to be established in order to process credit cards at the facility. In some
instances, multiple merchant accounts may need to be established to accommodate certain facility
programming. The merchant account application will allow the funds to be directed to specific facility or
client specific bank account. All merchant processor contracts must be PCI DSS 12 compliant.
Accepted payment types may vary for each individual facility; however, most SFM managed facilities
accept major credit cards including Visa, MasterCard, American Express and Discover. Depending on
negotiated fees with the merchant processor, a facility may choose to opt out of accepting a specific
card type based on their negotiated rates. This will be determined by the General Manager of the facility
when establishing the merchant accounts and discussed with our Clients, when required.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
II. Prohibited Credit Card Activities
Credit cards are accepted in the form of payment for admissions, services or goods. The following items
are prohibited when accepting credit card payments:
Accepting credit cards for cash advances.
Issuing a refund in excess of the original credit card sale amount.
SFM also discourages the following items, which also may be prohibited or limited by state law:
Discounting a good or service based on the method of payment.
Adding a surcharge or additional fee to payment card transactions, unless it is clearly defined
that the purchased goods have a convenience fee that is the responsibility of the purchaser.
III. Credit Card Deposit Batches
Shift’s that are accepting credit cards as a form of payment will typically be part of the facility’s daily
credit card deposit batch. It is important to understand how your merchant processor batches your daily
deposits (deposits by individual shift, batch deposits by date, brick and mortar vs. online sales batches,
etc.). The merchant processor will issue a month end statement that identifies total credit card sales,
fees charged, debits and credits that will hit the bank as deposits, chargebacks and fees for all merchant
accounts established. All merchant card transactions on the statement must be matched not only to
actual bank deposits, but also reconciled to the ledger clearing and cash accounts on the books as part
of the month end closing process.
Credit card batch revenues must be recorded in QuickBooks on a daily basis using the actual date of
the sales. A merchant clearing account (deposit in transit) must be set up in the General Ledger as an
“Other Current Asset Account” since it will primarily have a working debit balance. A merchant clearing
account(s) is utilized for credit card batch postings until the batch deposits are actually deposited into
the bank account.
The initial entry will be a debit to the merchant clearing account and a credit to the proper
revenue account(s) and liability sales tax account(s) to recognize the actual date of the sales on
the date they occurred.
The actual deposit of credit card funds will be recorded as a credit to the clearing account and a
debit to the bank account in which the deposit took place. This entry is dated the actual date of
the deposit settlement to keep the deposit in the financial system the same as the bank deposit
date.
The final outcome in the merchant clearing G/L will be a net zero offset, as this is used as a
passthrough account for deposits in transit. If there are discrepancies, it is typically a
chargeback or other type of dispute that may require additional attention and research.
This account may not zero out at month end, due to timing of deposits across two periods of
financial months. If the balance sheet shows a balance in this account at month end, the
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Finance Manager should be verifying all clearing account balances net out in the next 2-3
business days of the following month.
A credit card batch deposit may take 2-3 business days to actually hit the operating bank account. In
most instances, the debits and credits in the merchant clearing account will offset one another to zero;
however, it is still important to reconcile the merchant statement at month end against the QuickBooks
merchant clearing and cash accounts where adjustments for chargebacks or other discrepancies with
deposits that may surface during this review can be booked. Usually, if the account has a balance, it
indicates a different deposit amount from your settlement reports, or a possible chargeback situation
where money expected was altered and requires additional research to resolve. It may also be a timing
issue where a deposit is made in the month following the date of the sale as stated above.
(See Section 3- Revenues in this guide for more details).
IV. Payment Card Processing Fees
Each credit card transaction may have an associated fee or percentage charged by the credit card
company and/or merchant processor. Credit card fees must be coded to a merchant processing fees or
credit card fees general ledger expense account. Most merchant processing companies charge this fee
one time per month, as one monthly fee, a few days into the new business month. These fees will be
reflected on your month end statement and should be accrued in the proper month of operations if the
payment is auto paid in the following month.
Processing fees, rates and charges on a sale will be facility specific based on the contract with your
merchant processor. It is best to verify these fees as part of the month end process to ensure the
processor is charging your facility the proper contracted rates. It is also extremely important to notify our
patrons when the credit card fee is passed on to them as the customer – convenience fees for using
credit, etc. where the customer absorbs the cost or part of the cost to use credit as their payment type.
Auto payment of processing fees is strongly recommended, and in some instances may be contractually
mandatory, to avoid system interference due to a late or accidentally missed payment.
V. Refunds
When a good or service is purchased using a credit card and a refund is necessary, the refund must be
credited back to the credit card account that was originally charged. Refunds in excess of the original
sale amount or cash refunds are strictly prohibited (See Section II-Prohibited Card Activities).
VI. Chargebacks
Occasionally a customer may dispute a payment card transaction, ultimately leading to a chargeback. In
the case of a chargeback, the merchant or bank will notify the owner of the merchant account in writing,
to the legal address listed on the account, with as much information as possible regarding the
chargeback. This will usually include the name of the customer, the amount disputed, the date of the
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
dispute and a reason for the dispute. If you have a way to research and reach the customer that has
disputed the charge, it is recommended to contact the customer and discuss the reason for the
chargeback.
If a disputed charge cannot be resolved directly with the customer, it is the Finance Manager’s
responsibility to gather and obtain all supporting documentation in response to the chargeback letter. In
most instances, the chargeback letter will have a reference number and phone number to call. Gather
all signed credit card slips, contracts and any other supporting documentation and follow the steps
provided on the original dispute letter from the merchant processor to resolve the discrepancy.
If the chargeback is deemed fraudulent, and the credit card company is unwilling to reverse the
chargeback, the facility will need to write the chargeback off as bad/uncollectable debt expense. This
process must be discussed between the General Manager and Finance Manager to determine the best
course of action on the facility level. The write off would be charged to bad debt expense and offset the
Accounts Receivable balance for that customer to zero to clean up the A/R Aging reporting for the
balance still owed.
It is extremely important to verify the signature on the back of the card with the signature on the
customer receipt to try and reduce credit card fraud and possible chargebacks. Always have the
customer sign a credit card slip when they are making in-person transactions and retain these slips for
the period of time mandated by your state of operations.
VII. Maintaining Security
All facilities accepting payment cards must make security a priority. Protecting our patrons and the way
we transmit their information must be handled with utmost security.
It is our intent that we do not want to save or maintain credit card information on any of our devices.
Unfortunately, certain POS systems may automatically store information locally. It is important for
facilities to understand if their POS stores information locally and delete this information, when possible,
after the transaction is completed.
Below are some important things to consider when trying to maintain the highest level of security at your
facility:
Cardholder data shall never intentionally be stored on servers, local hard drives, or external
(removable) media including floppy discs, CDs or thumb (flash) drives unless encrypted.
Email must never be used to transmit full credit card numbers or personal payment
information. If it is necessary to transmit credit card information via email only the last four digits
of the credit card number should be displayed.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Fax transmissions (both sending and receiving) of credit card and electronic payment
information occurs using only fax machines which are attended by those individuals who must
have contact with payment card data to do their jobs.
The processing and storage of personally identifiable credit card or payment information on SFM
computers and servers is prohibited. Only secure communication protocols and/or encrypted
connections to the authorized merchant provider are used during the processing of e-commerce
transactions.
The three or four-digit validation code printed on the payment card is never stored in any form.
The full contents of any track data from the magnetic stripe are never stored in any form. The
personal identification number (PIN) or encrypted PIN block are never stored in any form.
The primary account number (PAN) is rendered unreadable anywhere it must be stored.
All but the last four digits of any credit card account number are masked when it is necessary to
display credit card data.
All media containing payment card or personal payment data is retained no longer than a
maximum of six (6) months and then destroyed, shred or rendered unreadable.
Notify the General Manager and Finance Manager of the facility if you feel that any of the above
items have been breached. Our IT support company and/or the merchant processor must be
contacted if a breach has occurred, so we can do our due diligence in preventing these types of
breaches moving forward.
Cardholder data shall never be stored unless approved or selected by the Cardholder and
where they are accepting the terms of risk.
Any merchant processing company that handles payment cards, including debit and credit cards, must
meet the 12 requirements of PCI DSS compliance directly or through a compensating control. Failure to
meet the PCI DSS 12 requirements may result in fines or termination of credit card processing
privileges.
VIII. Wireless Technology Usage
SFM advises against the use of wireless technology to process or transmit cardholder data, as it could
expose our customers to a non-secure payment environment; however, we realize that this technology
may be used as part of our business operations. A secured wireless connection must be utilized to avoid
breaches in data.
If the use of wireless technology is approved by the General Manager, the storage of cardholder data on
local hard drives, floppy disks or other external media is prohibited. It is also prohibited to use cut-and-
paste and print functions during remote access as this information may remain accessible after it has
been pasted.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
IX. Training
Team Members who are expected to be given access to cardholder data must complete training
explaining cardholder data security (See Section 7 - Cashier Policy & Drawer Reconciliation Training
Outline). Team Members shall be required to acknowledge that they have received training, understand
cardholder security expectations, and agree to comply with these expectations as part of their role.
X. Credit Card Best Practice Guidelines
To ensure compliance, prevent chargebacks and hold Team Members to a high standard of security to
protect our guests, the facility must always use good judgement when accepting a credit card payment.
Here are a few guidelines to consider every time you are processing a credit card for payment:
Verify that the Cardholder is the person actually presenting the card and verify that the signature
on the card matches the signature on the receipt.
Don’t be afraid to ask questions or ask for another form of ID if something seems suspicious.
This measure is to protect all parties involved from fraudulent charges and chargebacks.
The purchaser must always sign the merchant copy. A signed slip may be our only leverage in a
chargeback situation, so they must always be neatly turned in with your register bank drop for
your shift, so they can be securely retained.
If something doesn’t seem right or appears suspicious during a transaction, don’t be afraid to
ask a Manager for assistance on the transaction.
Payments for an event or registration that require multiple installments or auto payments must
have a signed authorization on file for the period of time and the approved amount the
Cardholder is allowing or agreeing to on the automatic payment to prevent disputes and
chargebacks.
Direct your customer to the online portals for your facility where they can be responsible for
entering their own payment information. Phone orders are not recommended. If a phone order
ends up being fraudulent, and the facility does not have the signed credit card slip, the chances
of recovering the lost funds are unlikely.
If a credit card transaction appears fraudulent or suspicious, immediately notify a Manager. The
Manager will need to decide, based on the facts of the situation, if Law Enforcement involvement
is needed and if the facility should proceed or decline the transaction being attempted.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
3a. - Policy for Setting up New Customers (1/21)
Policy Sections:
I. Overview
II. Mandatory Customer Fields
III. Additional QuickBooks Fields
I. Overview
New customer setup in your financial system is important to ensure that the system reflects the correct
billing, shipping and legal address information on file for every customer and business entity. Thorough
entry of all available fields in the system allow for the facility to contact the customer more efficiently
should the need arise.
SFM utilizes QuickBooks Online (QBO) as the financial tool to be used in the facilities. If a client requests
a different system, the Account Executive will need to approve this deviation from SFM standards and
new facility specific internal controls will need to be developed.
II. Mandatory Customer Fields
To ensure that customer data remains consistent across each facility, it is extremely important to
maintain certain mandatory fields when entering a new customer into the system. General public
customers have less field requirements than businesses and are shown below.
General Public Customers
Full Customer Name – A first and last name should be entered.
Full Mailing Address – Be sure to include a complete address, including a full zip code.
Customer phone number – Include a 10-digit phone number, including a valid area code.
Customer email (if available) – This is not a mandatory field, but it is strongly recommended.
For Business Customers
Business customers require the above information, plus the following fields:
Full Legal Business Name
Billing address and shipping address, if the two addresses are different.
A/P Contact Name, with a valid email and phone number for correspondences.
A resale or tax ID# certificate to identify tax exempt customers, when applicable.
Net Payment Terms clearly identified on each customer file.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
It is important to use all of the fields in the financial system when entering a new customer. This
information may be used for marketing and other sales initiatives, so it is important and mandatory to
gather all of the above details. Customer and business information must also be entered correctly to
ensure it is presented in a neat and professional manner on the invoices being sent.
No matter which financial software your facility is utilizing, all new customers should have net terms set
up on their profile. This ensures invoices are always being sent with due dates that we can use to hold
customers accountable for timely payments and also provides us with accurate A/R Aging reports.
Customers that are set up with a shipping address outside of the state the facility is operating in may
have a direct result on your system’s sales tax calculations. If you see an ‘out of state tax agency
payable’ on your balance sheet, the shipping address may need to be deactivated in the system to
correct this.
III. Additional QuickBooks Fields
Additional tab information is available in QuickBooks Online on the new customer screen. These fields,
although not mandatory, should be utilized if the information is available to you.
Notes Tab - This tab may be utilized for specific notes you wish to store regarding an individual
customer. It may also be used to store A/R notes and collection attempts, so they are viewable by Home
Office, Account Executives and other Management Teams.
Tax Info Tab - If you are using QuickBooks to track your facility’s sales tax, the tax tab should be set up
to default to the proper sales tax jurisdiction on all invoices based on their location. If a customer is tax
exempt, they can be marked exempt and their tax ID number can be referenced on their file. Not all
facilities will utilize the sales tax functions in QBO due to POS variances, but the option is available.
Payments and Billing Tab - Under the payments and billing tab, QBO allows you to select the net
terms associated with a particular customer. This will reflect on the customer invoice and indicate when
payments are due. This is a mandatory field for all new customer entries since all invoices should have
payment terms on them prior to be sent.
Attachments - It is a good practice to upload documents that pertain to the customer and their tax
status. If a customer is exempt, the exemption certificate should be attached to the customer file for
future reference and easy accessibility. This tab can be utilized to attach all necessary documents
pertaining to each individual customer to maintain clean audit trails on specific entity types and
exemptions.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
3.b - Invoicing & Contracts Requirements (1/21)
Policy Sections:
I. Overview
II. Contract Preparation
III. Invoice Expectations
I. Overview
As your facility generates income from the goods or services that you sell to customers, an invoice may
be necessary to collect and record certain revenues earned. SFM facilities process sales receipts
through a POS system at the time of service for certain revenue streams, in which case an invoice would
not be necessary. A clear invoicing policy helps keep cash flowing and streamlines and simplifies
administration.
Balances on events and contracted services should be collected on the date of service, immediately
following the event, unless other payment arrangements have been specified. Other walk-in services,
provided within the facility, should be paid for at the time of service. This ensures the facility is accepting
payments either before, or at the time of service to prevent outstanding A/R balances.
II. Contract Preparation
When a customer is purchasing a certain type of good or service, it is mandatory to outline the details of
the purchase contractually. If a service is not sold through the daily POS operations (ex. concessions,
climbing courses, FEC purchases, etc.) then a contract must be executed. Examples of services
requiring a contract may be: facility rental agreements, banquets and catered events, outside vendors
promoting events within the facility, etc.
Contract templates are available from the SFM Corporate Legal Department and must be used to create
consistency amongst facilities. All contracts must have the following information specified:
Venue Information – Name, Address, Phone and Email
Responsible Party – Business Name, Sports Entity/Team or Full Legal Name.
Contact information must include a contact name, a full address, a valid email address and a
phone number.
Date(s) and Time(s) the responsible party wants to secure/reserve.
Description of what’s included in the contract – menu selections, breakdown of price, guest
count included, decorations included, location in facility, etc.
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Sports Facilities Management, LLC
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Clearwater, FL 33755
The time of arrival allowed, if applicable, for the event or rental and what costs are associated
with events or rentals that may run over the allotted time slot reservation.
Payment Details – deposit due, refundable or non-refundable, dates of importance, balances
due and due dates, payment structure for events with multiple payments, etc.
For facility rentals, the contract should specify the rules and guidelines regarding early arrivals,
usage time periods and fees imposed if a late departure from the space affects an incoming
reservation, along with dates and facility locations pertaining to that specific contract.
III. Invoice Expectations
In some cases, a facility may allow extended payment terms on certain goods and services. These
services will require an invoice for payment to be made. It is the Finance Manager’s and General
Manager’s responsibility to ensure that invoices extended with payment terms are sent in a timely
fashion and collected within the specified timeframe allowed.
Product and service codes must be set up within the financial system prior to invoicing items within the
QuickBooks system. It is extremely important that each product and service code is set up with very
specific naming and that its linked to the appropriate income, deferred, or liability account. It is
mandatory that every product and service code set up reflects the G/L code and G/L name it is linked to
in the actual product and service code name. The naming of these codes is crucial to ensuring the
appropriate G/L codes are being utilized when booking certain types of entries through invoicing. Items
that are taxable may also be marked as taxable directly in the product and service code setup. This
ensures that we are not missing applicable sales tax when invoices are sent out for items that are
marked taxable for your individual state.
Invoices that are sent in conjunction with an executed contract should include the details of the contract
it pertains to, such as: responsible party information, dates and times of events and facility usage,
contract number, payment structure and any other pertinent details necessary.
Invoice structure may vary between facilities depending on the financial software being used; however,
all SFM invoices should have, at a minimum, the following information clearly shown on every invoice
they process:
Responsible Party – Full Customer Name or Business Name.
Mailing/Billing address.
Terms – when the invoice is expected to be paid by before becoming delinquent.
Late Fee Disclosure – if the invoice balance is not paid on time, the late fee disclosure should
identify the terms of the late fee.
The grace period, amount/percentage to be charged and collections policy will vary by facility
and should be determined by the General and/or Finance Manager.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Clearly identify the purchased product(s).
Clearly identify the quantities being purchased.
Clearly identify the cost of each item and/or the cost of the event.
Clearly identify the event date(s).
A total amount due, plus any applicable sales taxes, should be clearly itemized.
All advance deposits or payments already received should be reflected on the invoice and
itemized.
Clearly identify convenience fees that may apply if paid by credit card.
A balance due must be clearly shown.
All invoices sent should clearly identify the name of the facility, along with the correct mailing address,
facility phone number and a contact email in case questions arise.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
3.c - Booking Deferred Revenues
& Advance Deposits (1/21)
Policy Sections:
I. Overview
II. Deposits on Future Bookings
III. Point of Sale Revenues
IV. Advance Deposit Recording
V. Deferred Revenue Recording
I. Overview
SFM Managed Facilities follow GAAP reporting as their standard reporting method. In rare instances, a
facility may be required to report using a different reporting structure. For purposes of this guide, we will
refer to GAAP reporting methods. Revenue must always be booked on the date it is earned, not the date
it is received, so financial statements reflect revenues in the proper month for reporting purposes.
Revenue is received in various forms, through various avenues. Each facility’s structure will vary;
however, typical avenues for receiving revenues are identified below:
Point of sale systems – Daily operational sales will typically flow through a POS system, such as
concession F&B, arcade sales, family entertainment center sales and activities, etc. These are
activities that go on in the facility on a daily basis throughout the week and are paid for using
cash, credit cards, gift cards and possibly checks at the time of purchase.
Mail Receipts/Advance Deposits – Checks or money orders may be received by mail to pay A/R
balances extended with terms or pay advance deposits on contracted events. These receipts
are usually tied to a specific customer contract in the system and are applied accordingly.
Deferred Revenues – Sports programming registrations, facility fitness classes, personal training
sessions and contracted facility rental contracts, etc. would be examples of a facility’s deferred
revenue. These revenues are usually tracked through a specific registration software, POS
system, or manually through Excel and are earned and booked over a period of time.
II. Deposits on Future Bookings
Facilities may receive different types of deposits, as part of their normal daily operations, that are
received for a future booking. For purposes of this manual, deposits that are received before a function
or program takes place is recorded as either an advance deposit or a deferred revenue. The difference
between booking monies received before an event or program date are as follows:
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Sports Facilities Management, LLC
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Clearwater, FL 33755
The advance deposit G/L should only be utilized for one-time events, such as: weddings,
banquets, social events, birthday parties, corporate events, holiday parties and meeting rooms
that are booked with one specific date in mind and a guaranteed contractual time slot.
Deferred revenue deposits should be booked to the appropriate deferred revenue G/L account
for that sport or rental type. This may include: facility rental agreements for turf over a period of
time or possibly a deposit on a sports program that requires a deposit to reserve a spot.
Deferred revenues should be booked for programs or facility rental contracts that are
recognized over a period of days, months or possibly even multiple years.
The movement of these deposits and/or registration pre-payments, when revenues are finally
recognized, will be outlined in more detail in the sections below. Recording revenues will vary based on
how it is received.
III. Point of Sale Revenues
If your facility utilizes a POS system for certain revenue streams, it is important to be cognizant of the
sales date, especially the last few days of the month. Revenue is always booked on the date it is sold in
the financial system; however, the corresponding credit card or cash deposit may not occur in the same
month.
Cash deposits that clear the bank in a different month should remain in the undeposited funds account
until the day the cash is physically deposited into the bank. The deposit date in QB should match the
date of the actual bank deposit transaction. Credit card deposits may also take several days before they
are received in the bank account. The merchant clearing account should be adjusted on the date of the
actual credit card batch deposit.
In both instances, revenue accounts are credited to recognize the sales, using the actual date of the
sale, with a debit to undeposited funds or the merchant clearing account. When cash is actually
deposited, undeposited funds is credited and the cash bank account is debited. Similarly, when a credit
card batch is deposited to the bank, the merchant clearing account is credited, and the cash bank
account is debited.
Recording revenues when they were earned or sold keeps the P&L income section accurate, while
posting the actual date of the bank deposits to the cash or bank account(s) ensures our system’s
records remain consistent with bank statement deposit dates. This is extremely important to monitor
when booking POS reports manually into QB.
IV. Advance Deposit Recording
As described above, the advance deposit(s) liability G/L account should house all deposits received, but
not yet earned, for contracted one-time events or functions. The proper way to record this type of
transaction is outlined below.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Recording the Receipt of an Advance Deposit in QuickBooks
When entering an advance deposit in QuickBooks, the following procedure should be followed:
First, check the system to make sure the customer information is entered. If not, follow the new
customer setup procedure described in this guide and make sure all required fields are
populated in the customer profile.
o Since a deposit is typically required on all contract agreements, an advance deposit is a
good indicator that a contract exists.
o Obtain a copy of the contractual agreement that pertains to the deposit received, if you
have not already done so.
If this is the first ever advance deposit you have received for entry into QB, you will need to set
up a 20000 series GL account, using “other current liabilities” as the type, and call it “Advance
Deposits”.
o It remains a liability on the balance sheet until the event takes place and the facility
actually earns the income, a refund takes place to the customer, or until the deposit is
forfeited due to a cancellation.
Under invoicing in QuickBooks, you will need to set up a product/service item. It should be
called Advance Deposits.
o You will hit ‘new’ to add the new item code, put Advance Deposits as the name, select
Service and map the G/L liability account for advanced deposits to this item code.
Select the plus sign in the top right of QuickBooks then sales receipt under customers. This step
can also be done by selecting invoicing, customers, selecting the customer, clicking the green
button in the top right corner labeled new transaction, then selecting sales receipt.
The sales receipt should include the following information:
o Customer Name (from the customer file in QB)
o Customer Email (which will populate if it was entered into the customer’s profile)
o Billing Address (which will populate from customer’s profile)
o Sales Receipt Date will populate to the date of entry – it can be changed, if necessary
o Choose the payment method from your drop down, add new payment methods, if necessary
o Reference number should show the check number, wire or EFT number or left blank for
cash.
o Select the appropriate “Deposit to” account, typically the facility’s operating account or an
undeposited funds account for a later deposit.
o Under product/service, you would type advanced deposits and it will populate.
o The description in the memo field should provide some level of detail to describe the reason
for the deposit – Event Date or Event Name is mandatory.
o Enter the amount of the deposit received.
o The signed contract should be attached to the sales receipt – see the bottom left side of
sales receipt screen to attach files.
o Hit save and send.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
The receipt of the deposit will be sent to the customer via email as proof payment was received.
The customer account will show the sales receipt in the history; however, it will not show as a
credit on the customer account or the A/R aging report as a negative amount due.
Applying an Advance Deposit to the Final Invoice
After you have received the deposit into the system, you may bill the final invoice or set up a delayed
charge in QB, using the contract event date as the invoice date. You will invoice the full contracted rate,
less the advance deposit, by following the steps listed below.
The final invoice must always be dated the date of the actual function.
o This ensures the income is reported in the proper P&L month in which it was actually
earned.
o The date will drive the invoice’s status on your A/R Aging report. It will not show up on
the aging until the event has occurred, or you run an A/R aging report with a future date
for forecasting purposes of upcoming revenues.
The final invoice should be billed as follows:
o The total amount of the contract should be invoiced on the first line of the invoice, with
the total contracted amount shown, to the proper revenue account(s).
o The executed contract must be scanned AND attached to the final invoice in QB.
o All advance deposits received should be itemized on a separate line with the advance
deposit liability GL account used and the amount of the deposit entered as a negative
rate/amount to offset the original entry of the deposit to that account.
o Verify that your debits and credits offset to zero for this particular customer in the
advance deposit GL account. This account must be reviewed and reconciled as part of
the month end process. The balance details for this account should be provided during
month end, so it is understood how many customers make up the balance, which
customers make up the balance and what amounts are pending as deposits.
If you run a GL report for the advance deposit account using the event date, you
should see a debit and credit for the customer for the deposit amount(s). These
amounts should offset to create a net zero outcome in the GL account.
If a journal entry is done in lieu of an invoice to move a deposit to a revenue
account, the journal entry must always include the customer name in the
customer field of the advance deposit line entry. This ensures reporting can be
run for specific deposit ledger accounts by customer and by balance remaining
or used.
If there are adjustments that need to be made after the event concludes, you should adjust the invoice
line items, as long as the period is still open for changes. If the period happens to be closed, a credit
memo may be required for the adjustments needed; however, keep in mind the credit memo adjustment
will reflect in a different period on the books.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Service adjustment credits or any other additional changes, additions or deletions of services,
should be itemized below on individual lines and clearly described on the final invoice. This
ensures a clear audit trail when there is a deviation from the original contract agreement.
o Adjustments to reduce the invoice should be entered with a negative rate/amount on the
invoice.
o Additions above and beyond the scope of the original contract should be entered as a
positive rate/amount on the final invoice.
o Itemizing the invoice details, especially when the amount varies from the original
contract value, helps others understand the reasons why the final invoice may differ
from the contract value following the actual closeout of an event.
The final invoice should be able to be deciphered by any party accessing the system. Attach a copy of
the contract, plus any addendums, email chains or notes, to the final invoice in QB so it is easily
accessible by all parties. Clearly invoiced items prevent questions from customers and also maintains a
clean audit trail in the system for all parties that may be reviewing these items on a future date.
V. Deferred Revenue Recording
Although each facility may vary, almost every SFM managed venue promotes some variation of sports
programming, tournaments, private training sessions, reoccurring facility rental agreements and sports
or fitness classes that may span over a period of time. In many cases, the revenue earned from these
programs are earned over more than one month. In cases like these, deferred revenues should be
reported until the income is actually earned.
It is recommended that every facility have a deferred revenue liability account(s) set up to record these
types of transactions. Deferred revenue account usage may vary by facility, but they must always follow
the SFM Master Chart of Accounts numbering structure for deferred revenue accounts which can be
requested from Home Office.
Deferred Revenues and how they are booked may also vary depending on the POS system being used
in your facility. Some POS systems will identify deferred revenues and will automatically move them on
reports to revenue accounts when the date in the system has occurred. Some facilities may have to
book deferred revenues manually based on reports from online-based registrations and other
registration software. In either case, tracking these revenues and when they are earned are a must. No
matter which method your facility is utilizing, programs that span over multiple months should be
recorded as earned income in the month it is actually earned.
Generally speaking, most deferred revenue income would be recorded as follows:
Debit cash or debit merchant clearing for credit cards, credit deferred revenue and credit
deferred sales tax (if tax applies).
When the credit card money is actually received by the bank, it would be recorded as a debit to
the cash/bank account and a credit to the merchant clearing account.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
When the event takes place, or at month end if preferred, earned revenue portions should be
recognized on the P&L by debiting the deferred revenue account and deferred sales tax
account and crediting the actual revenue account(s) and sales tax liability accounts accordingly.
o If these items are tracked and amortized manually through Excel, it is important to
upload the Excel attachment identifying the details on every single journal entry
necessary.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
3.d - Accounts Receivable & Collections (1/21)
Policy Sections:
I. A//R Overview
II. A/R Aging Reports
III. Extending Credit to Customers
IV. A/R Guidelines & Process
V. Payment Agreements
VI. Collections Guidelines
I. A/R Overview
There may be instances when certain customers do not pay the full amount due at the time of the event
or service and a balance is left unpaid on the books as an Accounts Receivable (A/R). It is crucial that
every SFM facility monitors and manages their accounts receivable balances with caution, care and time
sensitivity. The longer you wait to pursue collecting on a balance, the less likely you are to collect, so
time is of the essence.
II. A/R Aging Reports
Accounts receivable aging reports allow each facility to determine and account for all customer invoices
that remain unpaid. It also identifies if they are current or past due. Regardless of the accounting
software being used at the facility, an accounts receivable aging report will be available to you and
should be reviewed on a weekly basis to monitor customer accounts. SFM managed facilities are
primarily cash-based businesses, where sales are paid for in advance or at the time of service, so
accounts receivable balances should remain rather low in most of our facilities. This report is a
mandatory report provided during the month end process to upper Management for review.
III. Extending Credit to Customers or Businesses
If your General Manager determines that extending credit terms is the right approach for your specific
facility, these steps should be considered:
Only extend terms to customers or business with verifiable credit worthiness.
Request credit references to verify credit worthiness with other vendors.
Being conservative on credit terms and liberal with collections will minimize risk for
losses and uncollectable debts.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
IV. A/R Guidelines & Process
When reviewing your outstanding A/R balances, the following steps must be taken to minimize risk of
loss:
Run the A/R aging report weekly.
Determine delinquent customer balances that need follow-up.
Call the customer to discuss the delinquent balance and follow up with an email to document the
nature of the call.
Ask the customer to provide a status on their payment.
All correspondence and communications regarding any past due accounts should be
documented, organized and stored for future reference.
At the end of each month, review previous notes and know the facts of the individual “case”
before continuing your collections efforts.
Send an itemized statement to all A/R customers at month end, regardless of due dates, to
consistently keep them informed of their account status, balance and due dates. Statements
must show each invoice number and amount as an individual line item, not inclusive in a
previous balance. You should use the open transactions statement type in QB so that all open
invoices, both past due and current, are clearly itemized.
o Email is a great way to date and time stamp these communications.
o Itemized statements allow customers to easily request specific invoices that may be
missing.
The General Manager should be updated at your weekly Team meeting on all A/R efforts that
may require additional attention or escalation.
o Your Account Executive (AE) should be looped in on all A/R challenges if they continue
to escalate or remain unresolved after 30 days past due.
o With approval and discretion of the General Manager, business services and/or facility
usage, may be temporarily discontinued if a customer has an outstanding balance
exceeding 60 days delinquent.
If a customer is not available by phone, it may be necessary to re-send them the invoice and/or a
statement by mail and email. If collections efforts are being ignored by the customer, certified mail with a
signature required should be used to document all attempts to reach them before utilizing other
resources, such as a collections agency or SFM’s internal Legal Department.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
V. Payment Agreements
In some instances, a payment agreement may be the solution to help collect an unpaid and past due
balance. For customers that show good faith in wanting to pay their balance, a payment agreement may
be an alternative option to collections. This should be at the discretion of the General Manager of the
facility, with the approval of your Account Executive, and will provide each individualized case an
additional layer of legal documentation should the collections case escalate to a more formalized legal
matter.
Payment agreements must have the following items clearly identified:
Date of agreement
Name of responsible parties
Total account balance past due (as part of agreement)
Terms of payment
o When the first payment date begins
o Amount and frequency of payments
o Total payments due under the duration of the agreement
o Due date for which payments are to be received by
o Interest and late fees added to payment, if received past a due date
Agreement should be executed by both parties’ signing and dating.
Agreement should include verbiage on consequences if terms are not followed.
Examples:
Payments not received on time will negate the payment agreement and collections will be
pursued.
Payments not received by the specified due date will have additional late fees incurred.
Specify late fee structure.
o Deviation or violation of this agreement in any way may result in collections actions
against you.
VI. Collections
Collections policies are key to ensuring that money owed for a sale is collected either at the time of
service or in a timely fashion when net terms are extended to our customers. With this in mind, it is
extremely important to have a clear collections policy and standard within each SFM facility. We strive to
have a consistent and courteous approach to collections in order to avoid any necessity to engage in
dunning activities.
Accounts will be invoiced in a timely fashion:
o Contracted events will be provided an invoice that corresponds to the payment
structure in the contract.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
o Customers purchasing a service on terms must always be provided with an invoice at
the time or purchase or conclusion of an event, especially if the event had upgrades
from the original contract that may have altered the contracted prices.
Accounts will be called when they are one week past due and will continue weekly. If no
payments are received after three calls, the sales representative will be asked to contact the
customer as a final attempt.
If an account is 30 days late, pre-collections attempts should be made via certified mail.
Include invoice.
o Any supporting documentation (signed contract, email agreements, etc.).
o A professionally written letter stating they will be placed into collections if left unpaid.
Provide a date to respond by in the letter.
If there is still no response, the account is considered for third-party collections and/or legal
action.
o Submit the documentation and all other correspondence notes to our Legal Department
for further review and advice on how to proceed.
Terms established should never exceed net 30 days. All credit worthy customers are expected to pay
within this period. Any exceptions must be based on competitive practices in accordance with
established procedures. Companies seeking longer terms must be subject to closer scrutiny and
verification prior to allowing credit terms.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
3.e - Sales Tax Liabilities – Recording &
Payment Policy (1/21)
Policy Sections:
V. Overview
VI. Facility Formations & Sales Tax Filings
VII. Recording Sales Tax Liabilities
VIII. Sales Tax Reporting & Information Required
IX. Sales Tax Deadlines & Facility Expectations
I. Overview
Sales taxes that are collected at SFM Managed facilities may vary based on the operating state of the
facility, as well as the structure in which the facility is operating.
Sales taxes collected during a sales transaction are not considered facility revenues and must be held in
a liability account until is it paid to the appropriate state, county and other local/city entities. The Finance
Manager at each facility is strongly encouraged to research the state sales tax rules and regulations that
pertain to their individual facility to ensure the facility is fully compliant with sales tax collection and
payment.
II. Facility Formations & Sales Tax Filings
The method in which a facility is formed may vary Client to Client and it is important for the General
Manager and Finance Manager to fully understand how a facility was structured during formation. The
Finance Manager should request a copy of the W-9 from the Client in an effort to fully understand how
the facility is structured from a naming, dba and taxing stand point.
It is also important for pre-operational facilities to understand who is accepting the responsibility of
establishing the appropriate facility specific sales tax registrations with the state (SFM or the Client). The
Client will usually handle the sales tax registrations, but it is important as the Management Company to
ensure this task is completed prior to taxable sales operations commencing.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
In our experience, the following two structural setups are most common:
Facility is operating as an individual LLC and/or under its own EIN
In most cases, the facilities we manage are set up as individual LLC’s with a unique facility Employer
Identification Number (EIN) established. When a facility is operating under its own EIN number, and
collects sales tax during the sales process, they are required to file those sales taxes to the appropriate
entities under that EIN filing.
Facility is operating under the same EIN as our Client
Another structural formation that may be encountered is a facility that chooses to operate under the
same EIN as our Client. This is more common for city and municipality clients. If a facility is operating as
an additional branch of a larger entity, using the same EIN number for the facility that is associated with
our Client and collecting sales tax at the time of sale at the facility, then the sales tax filing is usually
handled at the Client level. The facility’s sales tax collections will typically roll-up to a larger scale sales
tax filing processed by the Client.
In this scenario, the Finance Manager is required to provide the monthly sales tax liability reporting to the
designated individual filing sales taxes for the overall entity within 5 business days following the end of
the operating month.
It is strongly encouraged that facilities following this type of structural setup discuss a more specific
facility level internal process with the Client, such as report timing, responsible individuals and required
information to remain compliant. A facility specific SOP for this process should be developed and
followed.
Other Facility Structures
In the event a facility does not fall into one of the two aforementioned formation types, SFM strongly
advises that additional meetings between the General Manager, Finance Manager, Account Executive
and appropriate Client Team Members take place to determine if there’s a need for a more specific SOP
at the facility.
III. Recording Sales Tax Liabilities
It is standard and customary that sales taxes collected are recorded under appropriate sales tax liability
accounts located on the facility’s balance sheet; however, the structure of the facility may alter how the
taxes are recorded. As mentioned above, collected sales taxes are not considered facility revenues and
should never be recorded as such.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
A facility may have several liability accounts depending on the state, county and local taxes that will vary
by state. The entities in which taxes are paid to should be verified and understood by the General
Manager and Finance Manager and individual liability accounts must be established to segregate
different tax types and the agencies we are liable to make payments to, so the liabilities are clearly
defined on the balance sheet.
As mentioned above, the facility structure may have an impact on how we are handling sales tax
collections and payments. Following the same structures mentioned above, here is how each facility
may vary.
Facility is operating as an individual LLC and/or under its own EIN
For facilities that are operating under a separate EIN/LLC, booking sales taxes collected as a liability on
the balance sheet is the appropriate way to record sales taxes collected that are due to outside
agencies. The liability on the books should net out to zero for that month when the appropriate sales tax
payments are made.
If there are any variations between the liability account(s) and the actual payment amounts, the Finance
Manager must determine if there was an excess of sales tax collected or determine the reasons for the
discrepancies by reconciling all sales tax entries to the appropriate system reporting prior to filing.
Rounding is another common reason a liability account may be left with a debit or credit balance. If the
liability account is left with a balance, an adjusting entry may be required to net out the liability account
for that period.
o Rounding that creates a small credit balance in the liability account may be adjusted with an
adjusting journal entry debiting the liability account and crediting a revenue account – sales tax
adjustment.
o Rounding that creates a small debit balance in the liability account may be adjusted with an
adjusting journal entry crediting the liability account and debiting an expense account – sales tax
adjustments.
The most common approach for recording sales tax collected is a credit to the appropriate sales tax
liability account(s). This entry is typically recorded at the same time that revenues and cash receipts are
being booked. This would stand true for the facilities that are operating under their own sales tax
registration/EIN, where the collected sales taxes are reported on the facility balance sheet and paid
through the facility books.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
An example is provided below:
A facility reports gross receipts of $600, which is inclusive of a total of 7% sales tax collected. The facility
is in a state where the state tax rate is 6% and the county tax rate is 1%. The cash receipts are broken
down as follows:
Total taxable sales $560.75
Total tax collected $39.25
Gross receipts collected $600
The total net sales, in this case $560.75, would be a credit to the appropriate revenue account – F&B
Concessions or similar. The total tax liability would be a credit to the state tax payable account for the
6% portion totaling $33.65 and a credit to the county tax liability account for $5.60 - payable to two
separate tax agencies. The cash accounts would then be debited to recognize the various types of
payments – cash, check, credit card batch, etc.to balance the entry.
Account Type Debit Credit
Cash (Operating Account) $500.00
Credit Cards (Merchant Account) $100.00
F&B Concessions $560.75
State Tax Liability $33.65
County Tax Liability $5.60
When the tax liability is paid by the facility, a journal entry may be created to debit the liability accounts
and credit the bank account supplying the check. A check entry under the appropriate agency vendors
may also be booked to record the payment of the liabilities. The appropriate liability G/L’s should be
selected to offset the liability account(s) accordingly.
Facility is operating under the same EIN as our Client
When a facility is operating under a larger entity’s EIN, the sales taxes collected by the facility may be
reported differently than the method mentioned above.
In this scenario, sales tax reports from the facility’s Finance Manager are usually reported for the facility,
on a monthly basis, to a designated Client Representative. The Client Representative will be responsible
for filing the sales tax for the entire entity operating under the common EIN. The facility’s portion of sales
taxes are reported on the Client’s sales tax filing, with the facility representing only a portion of the
overall operations under the common EIN. The sales taxes collected will usually not be recorded as a
facility liability in this example because the facility itself will not be paying the tax liability.
It is important to discuss with the Client the best approach in recording, reporting and paying required
sales taxes for the facility, so that the facility itself is doing its due diligence in remaining tax compliant. If
liabilities are booked for sales taxes, the overall entity may choose to invoice the facility for repayment of
the taxes paid on their behalf and to ensure the facility liabilities are cleared monthly.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Additional conversations are strongly recommended with the Client and additional facility specific SOP’s
should be developed, when necessary.
IV. Sales Tax Reporting and Information Required
When sales taxes are being collected by any facility, we must ensure they are being reported and paid in
a timely fashion. Regardless if the taxes are paid by the facility, or by the Client on behalf of the facility, it
is the job of the General Manager and the Finance Manager to ensure all reporting is entered correctly
and verifiable when pertaining to sales taxes collected on behalf of outside agencies.
Sales taxes are reported in QuickBooks in various formats, which may include, but are not limited to:
point of sale reporting, customer invoices processed in QuickBooks that include taxable events, rentals
or other taxable sales types, other various external software systems being utilized that may be manually
journaled or imported into the financial software for overall facility reporting purposes.
It is SFM’s policy that all sales taxes be reviewed by the General Manager and Finance Manager at
month end for accuracy against all external reporting systems used and that those figures are verifiable
during an audit. It is mandatory that all sales tax filings completed and filed also have sufficient reporting
to support collected sales taxes in any given period of time.
All journal entries manually entered recording sales tax liabilities on the books must have supporting
reports attached in QuickBooks. The monthly journal entry or check payment to record the payment of
the liability for sales tax must also have attachments in QuickBooks verifying and supporting the total
amount paid and any adjustments that were made and why. This attachment is typically an Excel
document supported by system reporting.
V. Sales Tax Deadlines & Facility Expectations
Sales tax are filed monthly, quarterly or annually and may vary for each facility. Filing frequencies may
change depending on your sales tax due amounts and/or taxable sales amounts. It is important for the
Finance Manager to know and understand their reporting requirements and to keep sales tax
compliance a top priority.
Sales tax filings are usually required to be done through a Web File profile for the state and may require
a facility token or other type of “identifier” to initially set up the facility’s account. The Finance Manager
should be very cognizant of these items prior to operations beginning, so sales tax filings are not delayed
or delinquent. These identifiers are typically mailed to the legal address on file for the EIN associated
with the facility’s sales tax registration.
Keep in mind many states do not allow paper filings and these tokens may go directly to the Client’s
legal address and not the facility itself, so it is important to notify the Client of this document and its
importance.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Local and County sales taxes may be done electronically or via paper filings. Please research all of your
facility’s tax agencies and understand how filings are processed. The Finance Manager must research
the state guidelines to ensure all of the proper agencies are being paid and that the proper forms or
online accounts are established.
Monthly sales tax filings are due by the 20th of the month for the full monthly period that just passed. For
example, an August 20th filing would cover the period of July 1st - July 31st. The majority of the facilities
we manage have sales and collected taxes that require monthly filing.
The following information should be readily available as you file your return, as these figures are typically
needed on all returns:
gross sales;
nontaxable and exempt sales;
taxable sales;
purchases or uses subject to tax;
credits you are claiming on the return;
sales tax, use tax, and any special taxes you collected or were required to collect; and
current information regarding your business.
If the Client is handling the sales tax returns on behalf of the facility under a larger scale filing, it is
extremely important to develop additional internal SOP’s above and beyond SFM’s guide to ensure the
Client and the Finance Manager at the facility understand what reports are expected and the frequency,
timing and responsible individuals involved in the process.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
4.a - New Vendor Setup (1/21)
Policy Sections:
I. Overview
II. New Vendor Entry
III. Guidelines for New & Existing Vendors
I. Overview
This policy was created in order to maximize efficiency within the Accounts Payable (A/P) function to
avoid duplicate vendor payments and inaccuracies in vendor information. It is extremely important to be
consistent in the manner in which you enter vendors to avoid duplicates. Address information should
also be entered in its entirety to ensure the vendor system is compliant to SFM standards.
II. New Vendor Entry
A new vendor information form should be utilized when entering a new vendor into the system (See
Appendix 9.d– New Vendor Form). This vendor form will ensure you are receiving all of the required
documentation PRIOR to entering the vendor information into the system for payments.
Please follow these steps and make sure you have the following information before entering or changing
vendor information in the financial system:
Complete a new vendor information form for all new vendors in its entirety.
Be sure you have all of the pertinent information for the vendor. This information can be found on
the new vendor form and must be entered into the system.
o Customer name, Business name and D/B/A name, if applicable.
o Mailing address and correspondence address, if different.
o Contact information for the business and/or the individual.
o Phone, Fax and Email information.
You will need to know if the vendor should receive a 1099 at year end. This can be verified by
obtaining a W-9 form as part of every new vendor package.
o Check the 1099 box when entering the vendor information, only if the vendor is due to
receive a 1099 form at year end, and make sure to enter the SSN or EIN that applies to
that vendor.
o Always scan and attach the W-9 to the vendor file in QB so it can be referenced as
needed.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
All subcontractors and individuals that will be performing services on site (landscaping, HVAC,
facility maintenance, snow removal, etc.) must have a Certificate of Insurance (COI) on file prior
to performing services and more importantly, before any payments may be issued.
o COI must list the facility as the certificate holder
o COI may require additionally insured parties, such as your client or SFM LLC,
depending on how the contract for the services are written.
o COI may be required to meet specific general liability, auto and worker’s comp
limits as specified by each individual contract and/or the standards set forth by
the SFM Home Office Legal Department.
Contact the SFM Home Office Legal Department for additional
information, questions or concerns relating to COI requirements.
o Under no circumstances should any vendor receive payment for services
without the required insurance documentation on file.
o Always scan and attach the COI to the vendor file in QB – including updated
COI’s as policy dates are renewed.
o It is the responsibility of the Finance Manager at the facility to manage this
process and ensure COI’s are always current before making payments to
vendors.
III. Guidelines for New & Existing Vendors
Here is a list of guidelines you should follow for all new and existing vendors and subcontractors due to
missing documentation. It is important to be cognizant of these guidelines to avoid more work for
yourself at year end or during audit periods.
Make sure all Managers responsible for hiring new vendors are aware they should fill out the
new vendor form AND also be requesting the COI and W9 before work proceeds.
All subcontracted scopes of work or re-occurring work should be proposed in writing and
authorized by a Manager before work commences.
Finance should be provided with and maintain file storage of all contracts in a binder in safe and
secure place. Contracts should always be scanned into the vendor file, if the financial system
allows, for cloud storage safety and also easy accessibility for remote parties accessing the files
for various reasons.
o Many of the facilities we manage have been impacted with storms and other natural
disasters. Electronic storage in the cloud, such as QB attachments, Drop Box or Share
Point is the only way to ensure documents remain recoverable should a disaster occur.
Please plan accordingly and make sure your documents are always safely stored.
Consider using a purchase order system within your facility to help maintain consistency,
document agreed pricing and assist with accruals at month-end for items completed, but not yet
invoiced. Larger facilities may find this as a useful option, but it is not required.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Do not enter or pay a vendor that has incomplete paperwork or documentation.
o This allows the vendor to receive payment without possible tax information that may be
required at year end.
o Paying a vendor decreases our leverage to receive the necessary forms and puts us at
risk if certain forms cannot be obtained.
Certificates of insurance should be kept easily accessible and filed neatly in a binder for future
audit(s) and reference. Always make sure you have a valid certificate on file for vendors we have
used previously. There must be a valid COI on file for all subcontractors whenever they are
actively being paid. All COI’s received must be neatly filed in a binder, using A-Z tabs, filed
alphabetically by vendor name. The newest COI should always be combined with the expired
certificates for that vendor by paperclipping the active COI to the top of that vendor’s COI
submissions. Audits may require access to expired COI’s depending on the audit period, so it’s
important to keep them.
Scanning the new vendor form, w-9 and COI to the vendor file is mandatory into the QB’s online
vendor profile.
Since many of our clients are county, city, municipal and/or government entities, audits are going to
become a responsibility that your facility will encounter. Plan ahead. Organize your work. Have a
structure in place. Documenting and scanning your work helps build trust with the client by providing
information freely, makes it easily accessible by them, eliminates unnecessary communications and
safely keeps our information stored.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
4.b - Policy for Accounts Payable Invoice
Approvals & Best Practices Guide (1/21)
Policy Sections:
I. Overview
II. A/P Process
III. A/P Best Practice Guidelines
I. Overview
Accounts Payable invoices from vendors must always be reviewed, approved and coded by the
Departmental or General Manager prior to entry into the financial system. This policy ensures that the
Manager responsible for the purchase has verified receipt of the items being billed on the invoice,
reviewed pricing to ensure that it agrees with quotes and/or agreed pricing and verifying that quantities
and sales tax rates are accurate.
II. AP Process
As invoices from vendors are received, it is important to follow the steps below to ensure the proper
internal controls are in place and that all necessary Managers are involved with the process.
Segregation of duties becomes a mandatory part of the A/P process. The Manager running the checks
should not be the person responsible for signing and reviewing the checks. Typically, the Finance
Manager prints the checks and the General Manager is the authorized signer responsible for reviewing
and signing the checks.
L, ALL INVOICES MUST BE STAMPED WITH A DATED RECEIVED STAMP.
o If your facility does not have one, it is important to obtain one. Please purchase Staples:
Offistamp® Traditional Date and Received Stamp Item #: 920340 | Model
#: 034522/10690.
Sort and distribute the invoices to the appropriate Manager(s) for review, approval and coding.
o A color-coded folder system is an ideal way to keep A/P invoices neat and organized,
but also identifiable by the manager assigned to a specific color. Be sure to develop an
internal distribution method that works well for your specific facility and that the process
expectations are clearly communicated to all of the Managers involved.
o Each facility may vary, but the General Manager or Department Manager(s) for each
specific department should be reviewing every invoice that the facility receives and
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Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
plans to process. Invoices must be approved before they are entered by the Finance
Manager for payment.
o Frequency of invoice distribution to Managers for approval is minimally once per week;
however, each facility may choose to determine alternative or more frequent internal
policies. Frequency and internal methods of transferring the information amongst
departments should be discussed with your management team to ensure vendors are
being paid in a timely fashion.
The Manager responsible for the invoice approval will verify the invoice for accuracy, code the
invoice with the appropriate G/L code and approve the invoice for entry and payment by signing
and dating.
o Any changes to an invoice must be clearly marked (i.e. price change, sales tax
exemptions, quantity changes, etc.).
o If multiple G/L codes pertain to the invoice, the Manager must clearly indicate the splits
on the invoice by providing the G/L code and the amount to record to that GL code.
Approving Managers will return the approved invoices to the appropriate party in the Finance
Department for entry into the financial system.
The Finance Department will enter invoices.
o Remember to check for, enter and utilize all available early payment discounts.
Checks must be run minimally once per week, with the chosen day of the week remaining
consistent and also so management knows the schedule. To prep for the check run, the Finance
Manager should first verify available cash balances. The A/P aging report should be run and all
items that are past due, or coming due, should be paid if cash is available. Send the cash
availability and the A/P aging report to the General Manager and identify which items you wish to
pay.
The General Manager should review and approve all requested check payments prior to the
check run. Following his/her approval, the Finance Manager should perform the check run on
the items approved for payment.
Verify that the check numbers in the system properly match the physical checks for that vendor.
Run a check register, including the check numbers, and prepare the supporting invoice backup.
The full check should be placed on top of the corresponding invoice(s) being paid and provided
to the General Manager for a final review and signing of the checks.
When the pile is returned to Finance for collating and mailing, the Finance Manager should
perform the following:
o Verify that all invoices being paid on the check stub are physically present for each
check and that the amount being paid matches the amount approved by the Manager
for payment.
o Make sure the General Manager signed all checks and didn’t accidentally miss one.
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Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
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o Scan the weekly A/P pile. Include a check register on top, followed by check and the
supporting invoice backup for each individual payment. It is helpful to keep the scanned
file saved on a backed-up cloud drive with the A/P batch saved as the date of the check
run in case the paper files are ever destroyed or lost.
o This file may also be required to be sent to the client for approval before checks are
actually mailed. Some agencies may require additional steps, such as entry into a
banking or positive pay system, following their approval of the check batch. This step
may vary depending on your facility’s contractual arrangements.
After being scanned, staple the bottom check stub to the invoice backup. The check with the
remaining stub should be placed in an envelope, stamped and mailed. The invoice backup and
check stub should be stapled and filed in the facility’s A/P files for future reference.
III. AP Best Practice Guidelines
While entering AP, keep the below guidelines in mind. These best practices will help avoid duplication of
vendors and payments and will also ensure you have minimal work to do at year end obtaining
documentation.
Never pay or enter items from a statement alone. Individual invoices referenced on a statement
should be entered individually to the vendor file and not as a bulk statement amount. If you wish
to pay a statement amount monthly on one check, you should first verify that all invoices have
been individually entered into the financial system and then attach those individual invoices to
the statement as backup. If invoices are missing, you must call the vendor and request an
individual copy.
Always pay A/P from original invoices. If you have to pay from a copy, be sure to thoroughly
check your vendor records for the same invoice number and dollar amount first to avoid
duplication. Also, if your financial system allows, it is recommended to adjust your company
settings to prompt or warn you regarding duplicated invoice numbers. QuickBooks has this
function and it must be turned on at every facility to avoid A/P duplications.
Never combine multiple invoices into one A/P entry. If an invoice has its own unique invoice
number, it is meant to be entered that way. Invoice number history is key to avoiding duplicated
payments and needs to be clearly identified in the vendor’s history for audit trail purposes.
When paying any vendor, be sure there is a W-9 on file for them and that it has been attached
electronically to the vendor file, when the financial system allows. This will save a lot of hassle at
year-end when you need to prepare 1099’s. Fines for not complying with 1099 reporting
requirements can be hefty. As per SFM’s policy for adding a new vendor, a vendor should not
be entered into the system without having a W-9 on file first.
Be sure to develop an internal policy at the facility on how invoice numbers should to be
entered. Although most invoices have numbers distinguishing them, utility companies and some
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Sports Facilities Management, LLC
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other vendors may not have a numbering system pre-populated on their invoice. Keep the
invoice numbering consistent as new invoices are received.
The person entering the invoice (Finance Department Representative) should be different from
the person approving the invoice (Departmental Manager), who should be different from the
person signing the check (General Manager). The distinction between these duties helps to
minimize errors on invoice entries, minimizes the ability for theft and/or personal purchases,
verifies that check payments match the invoices on the check stub and ensures that multiple
parties are viewing and verifying the validity of the invoice prior to any payments being
processed and sent.
Have all invoices come to the finance department first before being sent out for approval(s). If
invoices consistently go missing during the approval process, the finance department may opt to
log them prior to sending them out for management approvals.
Payments that are made online for an open invoice should be recorded in the system using the
confirmation number as the check number.
All invoices should have the account coding written on them as well as any notes about special
handling as part of the approval process. This also helps to maintain a clear audit trail when
invoices are adjusted or modified, but please be sure to keep the copies neat and clean. We do
not want to write all over the invoices where they become difficult to read.
The amount of the invoice should be entered with the amount billed even if you don’t plan on
paying the full amount. A separate line item on the bill entry may be utilized to indicate a short
payment, so it is clearly noted and understood why the full amount is not being paid. A credit
memo may also be entered and matched against the invoice later if you are disputing a line
item. The key is to remember audit trails and keep all questions that may arise later clearly
noted in the system for an outsider looking in.
Utilize the new vendor welcome letter that you can send informing new vendors of where
invoices should be sent, what information you require to process their invoices and any forms
you need completed (w-9, COI, new vendor information form, etc.). Vendors will appreciate the
information to ensure their payments aren’t held up and it will create consistency in you’re a/P
processes (See Appendix 9.c -New Vendor Welcome Letter Template).
Watch your payables carefully to take advantage of any discounts being offered by vendors. It
can add up to a nice sum by the end of the year if properly managed.
A/P files should be maintained on a fiscal year basis. This allows the facility to have a clean filing
system that is purged annually. This not only allows for space, but it keeps the files neat and
organized for auditing and other year-end purposes where files may need to be accessed or
pulled. If you have room in your filing cabinets, it is helpful to keep two years of files accessible at
all times.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
4.c - Policy for Disbursements (1/21)
Policy Sections:
I. Accounts Payable Disbursements
II. Credit Card Purchases
III. Check Request Forms
IV. Expense Report Disbursements
Check disbursements and/or spending of facility funds must be monitored by the General Manager of
the facility with strict segregation of duties to promote and reduce loss prevention. There are several
types of disbursements that may occur in SFM facilities. Accounts payable disbursement checks, credit
card purchases using facility credit cards, check requests for special payments and expense report
disbursement checks to employees are a few examples of some of the types of fund disbursements you
may handle in your facility on an ongoing basis.
Each disbursement is handled in a similar fashion; however, these policies should be upheld with
disbursing or spending facility funds.
I. Accounts Payable Disbursements
Disbursements for vendors are selected accordingly, using the Accounts Payable Aging report
and the vendor’s net payment terms as a guideline for priority of payments.
In the check printing screen, you must verify the following:
o Verify that you have selected the appropriate bank account from which the funds are to
be disbursed from, so the bank register is accurately represented.
o Verify that the starting check number in the system matches the starting check number
on the check stock and also understand how your printer pulls the checks through to
keep check numbers accurate in the system.
o Verify that the date of the check batch in the system matches the date you want
reflected on your checks.
Once checks are printed, you will need to pull the invoices that are being paid.
The invoices should be neatly paperclipped to the corresponding check payment. Do not staple.
The check disbursements, and supporting backup, are handed to the General Manager for
check signing and one final review.
The disbursement checks are returned to the Finance Department after they are reviewed and
signed.
The Finance Department will scan the entire file, checks with the supporting invoices following,
and save as APXXXXXXXX (using the date of the checks in an 8-digit form – two-digit month,
two-digit date and four-digit year) to a backed-up or shared drive.
The check and one detailed stub will be removed and mailed to the vendor.
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Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
The remaining stub will be neatly stapled to the supporting invoices as backup.
The invoice backup and check stub for the disbursement is filed in your closed A/P file.
A/P files should be maintained on a fiscal year basis and it is recommended that each facility
keeps the current and prior year A/P files available and accessible.
II. Credit Card Purchases
Use of a facility’s credit card is a privilege and must be handled with care. Even though funds are not
being directly distributed at the time of purchase, it is important to treat these purchases similar to that
of a vendor invoice.
When a credit card statement is received, it is handled as one A/P disbursement with payment to the
credit card vendor; however, the information on the statement still requires proper coding and approval
from the Manager utilizing the facility’s card to prevent fraudulent charges from being overlooked.
When using a facility credit card, the following steps must be taken:
Manager makes the purchase and obtains a purchase receipt.
The purchase receipt is coded with the appropriate GL(s), signed/initialed and dated.
The approved receipt is given to the Finance Manager for entry into the system. As a credit card
holder, it is your duty to turn in all receipts promptly and also make sure they are legible and
neat.
Once the credit card statement is received, the receipts are matched to the statement
purchases.
o Many of these purchases have already been recorded in the system from the receipt –
noting the purchase date, vendor and amount, but instead of disbursing through a cash
account, the credit card liability account is selected instead.
The Finance Department will reconcile the credit card statement to the individual receipt entries
in the system.
Once all purchases are accounted for, the disbursement payment on the statement will be
issued as part of the weekly AP disbursement.
It is very important to treat every credit card receipt like an “invoice” since this will allow the Finance
Manager to verify actual charges made vs. possible fraudulent charges that could appear on the
statement. The disbursement of the funds to pay the statement is then handled as an A/P disbursement,
payable solely to the credit card company vendor, following the process mentioned in Section I. The
credit card account(s) must always be reconciled in QuickBooks and the reconciliation report provided
at month end, as well as filed with the credit card statement being paid.
III. Check Requests (for Special Payments)
There may be instances where your Management Team needs a check to pay a vendor and you do not
have an invoice. One example of this could be a COD (Cash on Delivery) payment for goods and
services. If a check needs to be prepared prior to receiving an invoice, the Manager requesting the
payment should follow these steps:
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Fill out a check request form in its entirety (See Appendix 9.e -Check Request
Form) and have the General Manager approve.
o Include the date requested and date needed
o Provide at least one weeks’ notice, when possible
o Vendor Name
o Check Amount
o Reason for Check(s)
o GL code(s)
o Purchasing & General Manager Approvals
The Finance Department will enter the check request in place of an actual invoice and will have
the check ready as part of their weekly A/P disbursement.
Once delivery of merchandise, goods or services is accepted, you will need to provide the
Finance Department with a receipt of payment or a paid invoice. The Finance Manager should
attach the invoice or receipt to the original check request form, attach a copy of the check stub
from the disbursement payment and file in the paid A/P file. Check emergencies may arise
where a check is needed ASAP; however, it cannot be guaranteed that a check will always be
issued under these circumstances, so it is best to always plan ahead, when possible.
IV. Expense Reports
Disbursement checks to employees for expenses paid out of pocket must be submitted on an expense
report template (See Appendix 9.i -Expense Report Template). These disbursements are issued as part of
the weekly A/P disbursement and the expense report template, with receipt backup, is used in place of
an invoice.
Expense reports policies and allowances are covered in more detail in the next section. Disbursements
for out of pocket expenses cannot be done without submission of the expense report documentation
required in the next section and always requires a receipt or supporting document in order to be
reimbursable to the employee.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
4.d - Policy for Processing 1099’s (1/21)
Policy Sections:
X. 1099 Overview
XI. Proper Documentation
XII. Who Receives a 1099?
XIII. QuickBooks Responsibilities
XIV. Forms Required to File
XV. How to Process in QuickBooks
V. Overview
A 1099 is an Internal Revenue Service (IRS) form that is used to report income received through
sources other than employment. A 1099 is another option for stating income besides the W-2. The 1099
is another form that is connected to the tax return and serves as evidence that income is paid to a
specific taxpayer. Since the 1099 also includes the taxpayer's social security number (SSN) or Tax
Identification Number (TIN), the IRS is able to check to see if an income has been reported.
A 1099 serves as a record that reflects income given to someone by a person or organization that they
are not formally employed by. The most important part of 1099 is that it shows the income that was paid
during the last year. People receive 1099 forms for different reasons due to the different types of income
that there are.
Beginning with tax year 2020, Form 1099-NEC is used to report nonemployee compensation. File a
Form 1099-NEC, Nonemployee Compensation (NEC), for each person in the course of your business to
whom you have paid the following during the year:
At least $600 in:
Services performed by someone who is not your employee (including parts and materials) (box 1)
Cash payments for fish (or other aquatic life) you purchase from anyone engaged in the trade or
business of catching fish (box 1)
Payments to an attorney (box 1)
You must also file Form 1099-NEC for each person from whom you have withheld any federal income
tax (report in box 4) under the backup withholding rules regardless of the amount of the payment.
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Sports Facilities Management, LLC
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File Form 1099-MISC, Miscellaneous Income, for each person in the course of your business to whom
you have paid the following during the year:
At least $10 in royalties or broker payments in lieu of dividends or tax-exempt interest.
At least $600 in:
Rents (box 1);
Prizes and awards (box 3);
Other income payments (box 3);
Generally, the cash paid from a notional principal contract to an individual, partnership, or estate
(box 3);
Any fishing boat proceeds (box 5);
Medical and health care payments (box 6);
Crop insurance proceeds (box 9);
Payments to an attorney (box 10) (see Payments to attorneys, later);
Section 409A deferrals (box 12); or
Nonqualified deferred compensation (box 14).
In the past, our facilities have typically processed a 1099-MISC form to outside contract labor, such as:
referees, coaches, scoreboard operators and other facility related positions that require labor on an as
needed basis and are considered positions outside of our regularly paid payroll positions.
2020 will now use 1099-NEC for these vendors.
Other examples of 1099 forms we can expect to process are directly related to vendors that are
identified as a sole proprietors, individuals and/or specific types of partnerships.
The 1099-NEC & 1099-MISC forms are required to be postmarked by the 31st of January in order to
remain compliant. It is important that the threshold be confirmed each year, as these amounts are always
subject to changes by the IRS.
VI. Proper Documentation
In order to remain compliant, it is mandatory that we obtain a W-9 for every vendor we pay to ensure we
are providing 1099s to vendors that fall into the above payment thresholds. This step is also outlined in
our New Vendor Setup policy within our Facilities Financial Guide.
A W-9 will provide us with the structure of the entity/individual, as well as: the Legal Business Name and/or
Individual Name, SSN/EIN/TIN and the full mailing address where the 1099 should be mailed. This form
should be signed and dated by the individual or organization providing the form. It should also be scanned
into QuickBooks as an attachment to that vendor file in case it is needed for future reference.
If you do not obtain a W-9 before making a payment to a vendor, you will be required to obtain this
information at the end of the year. Vendors may not always provide the documentation when requested
which is why our policies outline obtaining this form before any payments are made. Please note that
paying a vendor without this form goes against the New Vendor Setup policies referenced in the Facilities
Financial Guide.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
VII. Who Receives a 1099?
A 1099 is provided to only certain vendors and may be determined by reviewing the W-9. The following
individuals may be required to have a 1099 issued to them for their services:
Outside Contract Laborers/Independent Contractors – this includes all individuals that are working
in the facility, but they are not paid on the facility’s payroll. If they earn over $600 in a calendar
year, it is likely they will be due a 1099 to report their earnings.
Individuals/Sole Proprietor/Single Member LLC – if this box is checked on the W-9, we are required
to send a 1099 if all other requirements have been met.
C Corporation – We are not required to send a W-9 for C-Corporations.
S Corporation – We are not required to send a W-9 for S-Corporations.
Partnership – if this box is checked on the W-9, we are required to send a 1099 if all other
requirements have been met.
Limited Liability Company with Classification of S Corp, C Corp or Partnership – If this box is
checked, the organization or individual must provide the classification code for the LLC. For S-
Corp and C-Corp LLC’s, we are not required to provide a 1099. If an LLC is classified as a
Partnership, we are required to send a 1099 if all other requirements have been met.
A Form 1099 must be issued to a law firm for payments more than $600 in a year as part of the
client's business. This is regardless of a vendor classification.
If you are unsure of a vendor’s classification, it is better to error on the side of caution and send a
1099.
VIII. QuickBooks Responsibilities
There are a few steps that are required in QuickBooks to ensure a seamless 1099 process. These steps
are outlined below:
Always attach the W-9 to the vendor file in QuickBooks to ensure a quick reference should it be
needed.
If a vendor’s W-9 indicates they are a 1099 entity (based on Section 3 above), it is imperative that
the 1099 box is checked on the vendor file during the initial setup AND that the EIN/TIN/SSN is
entered. This step is one of the crucial steps in how QuickBooks determines 1099 eligibility.
The vendor file must be set up the same as the provided W-9. The company or individual name
entered into QuickBooks must match the W-9. The display name can be changed for internal
searching purposes and will not affect the W-9.
If there is a dba on the W-9, the company name should reflect this so that is pulls onto the 1099.
The address, city, state, zip entered into QuickBooks should match the provided W-9 form.
The SSN or EIN on the W-9 must match the Business ID No. box in QuickBooks.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
If the above fields are consistently entered during the New Vendor Setup, the required fields for
processing a 1099 will be satisfied and the 1099 process at year-end will require minimal work. If the
above fields are missing, the facility will be required to obtain this information before the 1099
processing deadline. It is recommended that a 1099 report is run in early December, so that any missing
information can be requested and received before the mandatory postmark deadline.
IX. Forms Required to File
Before beginning the 1099 process, certain forms will need to be obtained to complete the process and
these forms must be ordered before the 1099 process can commence (unless the facility has chosen to
use the e-file service). The 1099-NEC & 1099-MISC forms may change year to year, so it is important to
make sure the correct forms are used.
The 1099 form is a three-part form distributed in the following manner:
Copy A – Copy A is a red copy of the form and is the Internal Revenue Service copy.
Copy B – Copy B is a black copy of the form and is the Recipient copy.
Copy C – Copy C is a black copy of the form and is the Payer copy.
The 1096 form is a summary tax report submitted to the IRS that shows the total information from all
corresponding 1099 forms processed. Copy A is provided as the backup to this summarized form for
every individual form that was processed. Copy B will be mailed to the Recipients and Copy C will be
kept by the Payer for internal filing. The Payer should also keep a copy of the 1096 form once it has
been reviewed for accuracy, finalized, signed and dated. Every facility must keep a 1099 file that is
secured at all times due to personal information being on the forms, with files that are separated by each
calendar/filing year.
A 1096 is provided with every type of 1099 processed, so for example, if1099-NEC & 1099-MISC forms
are processed, a separate 1096 is submitted to the IRS for each type of 1099. If additional types of
1099s are processed, such as a 1099-R for retirement services, then a separate 1096 would be
submitted with this type as well. Variances from this policy for unique facilities must be documented in
an individual SOP and published in that facility’s Financial Guide.
X. How to Process in QuickBooks
Now that forms are ordered, it is time to process the actual 1099 in QuickBooks. Although these forms
can be handled by outside services, it is recommended these are done in-house at the facility by the
Finance Manager to save time and reduce costs.
There are exceptions to this policy! For example, if a facility is operating within a city AND the facility is
reporting under the same tax ID number as the city, then it is the Finance Manager’s duty to work with
our Client to provide the required 1099 information reports from QuickBooks to the person that will be
responsible for the actual form processing. Once that information has been provided to the processor
and forms have been completed on the facility’s behalf, the facility should file the provided 1099
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
QuickBooks report for future reference and also try to get copies of the 1099’s that were processed on
behalf of the facility.
In QuickBooks, the following steps should be followed:
Prepare your 1099s
1. From the Expenses menu, select Vendors.
2. Select Prepare 1099s.
3. Select Let's get started or Continue your 1099s.
4. Follow the steps to prepare 1099s.
*Note: You may run this report several times before forms are actually printed. This report is a
guideline for 1099’s based on the vendor boxes that were selected to track 1099s, as well as
accounts that have been identified from the Chart of Accounts as 1099 GL accounts.
These steps should be reviewed for accuracy before actual running the forms. Keep in mind these
forms are costly to replace if mistakes are made, so they should only be processed when the report
has been verified. Running a transaction list by vendor report for the calendar year is another good
method for reviewing vendors that may require a 1099 because it indicates payments over $600 that
may require additional review.
There are other QuickBooks reports under Expenses & Vendors that may also be helpful during the
review process, such as: the 1099 transaction detail report. It is good practice to review these
reports against the 1099 report that QuickBooks provides because the information on the 1099
report is only as accurate as the information our Team enters into QuickBooks. Double checking our
work is key for providing accurate 1099s and variances found between these reports typically
indicate that an error may have occurred somewhere along the way and it should be researched
further.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
File your 1099s
Choose the way that works best for you. You may E-file using the 1099 E-file Service, but there is a cost
to the facility for this method. You can also print and file in-house using pre-ordered forms.
E-Filing Option
1. When you're done preparing your 1099s, select Go to 1099 E-File Service.
2. Follow the steps to sign up, and Intuit will show you how to file the forms online.
Print and Mail 1099s
1. When you're done preparing your 1099s, select Print and mail.
2. Follow the steps to print your forms – 1099 and 1096 forms must be mailed according to the IRS
instructions.
3. Make sure your 1096 form is signed and dated.
4. Make sure your Copy A forms are attached.
5. Make sure you track your package so that you have a way to verify it has been delivered.
6. Remember, all mailings must be POSTMARKED by the 31st of January.
QuickBooks offers support should you run into an issue processing the 1099s. This service may be
accessed using the help module within QuickBooks, chatting with an Intuit specialist, or calling Intuit
directly. Your SFM Home Office Finance Team is also available to you for any questions or concerns that
you may have regarding this process.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
5.a - Expense Reports (1/21)
Policy Sections:
I. Overview
II. Approval Process
III. Incorrect or Incomplete Expense Reports
I. Overview
There may be instances where an employee pays for a business-related expense and requires a
reimbursement for the costs they paid out of pocket. Primary examples of an employee submitting an
expense report could be for self-booked business travel, mileage or business meeting/lunch expenses,
paying for business related items when the company credit card is unavailable, or other business-related
items.
All expense report submissions must follow specific SFM guidelines and allowances for approval
and reimbursement to occur.
II. Expense Report Approval Process
Expense reports should be submitted on an approved SFM Expense Report Template. There is a sample
template in the Appendix of this manual and the Excel version can be obtained from Home Office
Finance. All expense report submissions must adhere to the following process:
Employee pays for a business-related cost and obtains a receipt. All business-related expenses
should be approved by a Manager prior to the purchases being made.
o Receipts for mileage are a requirement. These can be obtained by using map quest or
another online mapping tool specifying starting and ending points and mileage totals.
Employee completes the SFM expense report template (See Appendix 9.i).
All receipts must be attached to the expense report as supporting documentation. Every
expense requires supporting documentation as backup. Acceptable forms of backup are:
o Itemized store receipt for a purchase
o Map quest printout showing starting and end points and total mileage
o A vendor invoice showing date and items purchased
o Email confirmations showing date, price of items and items purchased
All receipts should be coded with the appropriate GL prior to submitting the expense report to
your Supervising Manager for final approval.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
The employee submits their expense report, and all supporting documentation, to their direct
report supervisor for approval. The following items should always be reviewed prior to approval:
o Employee name is clearly shown on the submitted report
o Report is dated – indicate the period of time the report covers
o Reasons for expenses are clearly indicated and include supporting documentation for
the expense incurred
o Items purchased - quantity and cost should be clearly identified
Items for personal use should not be included on the reimbursement report and
should be identified as personal on the receipt
o Date of purchase should be noted
o Reason for the purchase and/or how it is business-related (i.e. was the expense
associated with a specific facility function, event, meeting, etc.).
o General Ledger codes should be referenced on the expense items, so the Finance
Department can code appropriately. The approving Manager is responsible to code if
the employee is unable or unsure.
Once the expense report is verified and approved by the direct report supervisor, it should be
submitted to the Finance Manager for processing. The Finance Manager will also review the
report for inaccuracies, such as math errors, missing receipts and missing GL codes. The report
is then entered into the system for payment processing once it has been additionally verified.
The General Manager is provided the expense report and the disbursement check for signing.
The General Manager should also review the report for budgeting and inaccuracies during this
time as an added layer of verification prior to signing the check for distribution to the employee.
III. Incorrect or Incomplete Expense Reports
Expense reports that are incorrect, incomplete or include disorganized receipts:
Will be returned to the Approver for completion with the Team Member.
May result in delay or non-reimbursement of specific items.
Altering of receipts can result in disciplinary action up to and including termination.
Employees must obtain approval from their direct manager to spend travel dollars in advance of
the trip.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
5.b - Corporate Policy for Travel Expenses &
Allowances (1/21)
Policy Sections:
I. General Guidelines Overview
II. Policy Key Points
III. Employee Responsibility
IV. Alcoholic Beverages
V. Reporting Guidelines
VI. Documentation Requirements
VII. Corporate Allowance Guidelines by Expense Type
VIII. Entertainment Expenses: Entertaining Customers
IX. Approval Process
X. Travel Policy Procedure
I. General Guidelines Overview
These policies and procedures are designed to act as a guideline for business travel and entertainment
expense and miscellaneous expense reimbursements. They are based on practices employed by most
organizations of our size and take into consideration what is considered reasonable and customary.
While this guide does contain suggested expense limits, we challenge all employees to use professional
judgment when incurring expenses on behalf of the Company. This guide recognizes that, in some
isolated cases, business related expenses might need to be reviewed on a case-by-case basis;
however, this primarily applies if the expense in question was not discussed in this policy.
ALL APPROVED EXPENSES INCURRED MUST BE IN ACCORDANCE
WITH YOUR INDIVIDUAL DEPARTMENTAL BUDGET. IF YOU ARE
UNCLEAR AS TO YOUR EXPENSE BUDGET, PLEASE CONTACT
YOUR DEPARTMENT HEAD OR FINANCE PRIOR TO INCURRING ANY
EXPENSES.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
II. Policy Key Points
This policy is designed to accomplish the following key points:
Ensure all employees have a clear and consistent understanding of policies and procedures for
business travel and expenses.
Ensure employees are reimbursed for legitimate business travel and entertainment expenses.
Provide employees who must travel with a reasonable level of service and comfort at the lowest
possible cost.
Maximize the company’s ability to negotiate discounted rates with preferred suppliers and
reduce travel expenses.
Provide the appropriate level of accounting & business controls for the company to ensure that
expenses are reviewed & approved by the appropriate person.
III. Employee Responsibility
The traveler is responsible for complying with Company Travel Policies. The manager who approves and
signs expense reports is responsible for accurately reviewing expense reports for compliance. The
Company will reimburse employees for all reasonable and necessary expenses while traveling on
authorized company business
or entertaining business clients. The company assumes no obligation to reimburse employees for
expenses that are not in compliance with this policy. The company CEO must approve any deviation
from this policy.
Employees who do not comply with this policy may be subject to delay or withholding of reimbursement
and/or, disciplinary action.
IV. Alcoholic Beverages
The Company policy is to refrain from consuming alcoholic beverages during business functions. The
cost of alcoholic beverages will not be reimbursed. If you choose to purchase alcohol, it should be on a
separate check and paid for personally.
In the event an employee chooses to consume alcoholic beverages in connection with a business
function, the Company expects that employees will act responsibly and avoid excess. If an employee
has any concerns that he/she is not capable of safely driving after such events, the Company will
reimburse the cost of alternative transportation to ensure that the employee does not place themselves
or others in danger. An employee, who is arrested and convicted for Driving Under the Influence while in
the performance of company business, or when returning from a business function, is subject to
disciplinary action up to and including termination.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
V. Reporting Guidelines
Employees must file travel expense reports no later than three (3) days following the completion of the
trip or of incurring the expense. All expense reports submitted by Thursday will be reimbursed by the
following Friday. Expenses must be submitted for reimbursement within one (1) month of being incurred,
or they will not be reimbursed.
VI. Documentation Requirements
Employees must provide the following information in order to be reimbursed for any business-related
meals or entertainment expenditures:
First and Last Names of individuals present, their titles, company name and business purpose
Name and location of where the meal or event took place.
Exact amount and date of the expense
Receipts for all expenditures and meals.
Employees must submit the following documentation with their Expense Report:
Air/Rail – original passenger receipt.
Hotel – hotel folio plus credit card receipt or other proof of payment.
Car Rental – credit card receipt or rental agency invoice.
Entertainment – credit card receipt or register receipt for all expenses.
Meals – credit card receipt and detailed meal receipt for all meal expenses.
Please note: Restaurant chits and credit card statements (i.e. Amex tear out receipts included in a
monthly statement) are not considered an acceptable form of receipt. Receipts must include the name
of the vendor, location, date and dollar amount. All expenses must be reported, regardless of how they
were paid. The following receipts are acceptable:
Original receipt completed by the vendor
Customer’s copy of credit card slips
IRS-approved electronic ticket receipt
If appropriate documentation is not submitted, those charges will not be reimbursed to you.
VII. Corporate Allowance Guidelines by Expense Type
Air/Rail Travel
Air travel reservations should be made in such a manner as to secure the best available fare.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
ALL AIR TRAVEL MUST BE IN COACH CLASS.
When traveling by air:
Employees are expected to use the lowest logical airfare available.
Employees are expected to reserve 7-day advance notice purchases.
Employees are expected to use non-direct flights when the savings are substantial.
Obtain CEO approval for all trips over $1,000
Obtain CEO approval for all International travel
Upgrades for Air Travel
Upgrades for air travel are not reimbursable. If an employee wishes to upgrade, it is done at the
employee’s expense.
Cancellations
When a trip is cancelled after the ticket has been issued, the traveler is responsible for contacting the
airline to cancel or change the ticket asap to ensure any remaining credit can be reused. Unused credits
are the property of the company and should be used to offset future company travel expense for non-
billable trips when possible.
Airport and Train Station Parking
When parking at an airport or train station is part of business travel, it is expected that employees will
utilize Long Term parking lots. Short Term parking fees will not be reimbursed.
Auto Travel: Car Rental
Employees may rent a car to get to their destination when driving is more cost effective than airline or
rail travel. Employees may rent a car at their destination when it is less expensive than other
transportation modes such as taxis, airport limousines and airport shuttles, Uber/Lyft, or when
entertaining customers. Whenever multiple employees are traveling together, every effort to rideshare or
carpool must be made.
Employees must reserve a car in the compact rental car category. When picking up a rental car, check
with the rental car agent for any promotional rates, last-minutes specials or free upgrades. At the time of
rental, inspect the car and be sure that any damage found is noted on the contract before the vehicle is
accepted.
When plans change, employees are responsible for cancelling rental car reservations.
Employees may book a car rental class of service one level higher when:
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
The traveler can be upgraded at no extra cost
Two or more company employees are traveling together
Entertaining customers
Cars in the authorized category are not available
Transporting excess baggage such as tradeshow displays, etc.
Travel Authorization
Domestic travelers should always decline the collision and all other insurances offered by rental
agencies. International travelers should accept all insurances offered. Additionally, whenever possible,
the prepaid gas option should be declined, and the employee should refill the gas tank prior to returning
the car.
Only the employee(s) listed on the rental car contract as primary or additional drivers are permitted to
operate the rental vehicle.
Rental cars must be returned as follows:
To the original rental city unless approved for a one-way rental
Intact (i.e. no bumps, scratches, or mechanical failures)
On time, to avoid additional hourly changes
With a full tank of gas.
Should a rental car accident occur, employees should immediately contact the rental Car Company,
local authorities (as required), and the Human Resources Department.
Rental Car Gas
Gasoline for use in rental cars is reimbursable with proper documentation. Make sure to log this expense
as AUTO RENTAL & GAS.
Cell Phone Use While Driving
Use of a cell phone while driving is not recommended in any situation and employees are expected to
refrain from using their phone while driving. Employees are strongly encouraged to pull off to the side of
the road and safely stop the vehicle before placing or accepting a call. If acceptance of a call is
unavoidable and pulling over is not an option, employees are expected to keep the call short. Employees
are strictly prohibited from using a cell phone without a hands-free device while driving.
Taxi / Shuttle / Parking Fees
The use of airport shuttles, taxis and Uber/Lyft upon arrival at the employee’s destination is the preferred
mode of transportation. Make sure to ask for a receipt if one is not offered.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Business Use of Personal Vehicle
Employees may use their personal vehicle for business purposes if it is less expensive than renting a car,
taking a taxi, or using alternate transportation. Personal vehicles may also be used when transporting
company goods for delivery or entertaining clients.
It is the personal responsibility of the vehicle owner to carry adequate insurance coverage for their
protection and for the protection of any passengers. Mileage is reimbursed at the rate established by the
IRS. This mileage allowance is in lieu of actual expenses for gasoline, oil, repairs, tags, insurance, and
depreciation. Therefore, actual expenses for those items will not be reimbursed when your personal
vehicle is used for business.
To be reimbursed for the use of your personal vehicle for business, employees must list on the expense
report:
Date and purpose of the trip
Locations traveled to and from
Mileage (only mileage in excess of normal commuting to the employee’s normal work location is
reimbursable)
Lodging / Hotel
Hotel reservations should be made in such a manner as to secure the best available rate.
Employees are required, whenever possible, to use properties in the Standard Room category.
Meals
Personal meals are defined as meal expenses incurred by the traveler when dining alone on an out-of-
town business trip. Recommended meal guidelines are shown below, with a maximum $55.00 per day
cap. Additional meal expenses above and beyond $55.00 daily are not reimbursable and will be at the
employees own expense.
$10/day for breakfast
$20/day for lunch
$25/day for dinner.
The itemized restaurant bill must always be provided
Business Meals Taken with Other Employees
Employees will be reimbursed for business-related meals taken with other employees only in the
following circumstances:
When a client is present
When at least one company employee is from out of town
When, for confidentiality reasons, business must be conducted off company premises
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
The following documentation is required by the IRS, and must be recorded on the expense report:
First and Last Names of individuals present, their titles and company name
Business purpose
Name and location of where the meal or event took place
Exact amount and date of the expense
The itemized restaurant bill must always be provided
Please note that employees will not be reimbursed for entertaining other employees unless there is a
direct reporting relationship between them.
Miscellaneous Expenses
The Miscellaneous column is designated for expenses that do not fit into the previous categories, yet are
directly business related, and therefore reimbursable. ONLY the following items can be considered as
reimbursable business expenses:
Office services (i.e. faxes, copies, overnight delivery / postage)
Currency conversion fees
Business gifts of reasonable value with prior management approval
Laundry / Dry Cleaning / Suit Pressing for trips exceeding 5 days
Seminar fees / training classes with prior approval
Subscriptions with prior approval
Be sure to note that the following items are NOT reimbursable under this policy:
Airline club / Country club membership dues
Parking tickets or other fines
Delinquency fees / Finance charges for personal credit cards
Excess baggage charges
Clothing
Luggage or briefcases
Expenses for travel incurred by companions / family members
Expenses related to vacation or personal days while on a business trip
Loss / Theft of personal funds or property / Lost baggage
Avoidable "No-Show" charges for hotel or car service
Non-compulsory insurance coverage
Rental car upgrades
Repairs due to accidents
Mini-bar charges
Personal toiletries
Pet care
Prescription Refills
Shoeshine
Souvenirs and personal gifts
Personal entertainment
Barbers/hairdressers
Car washes
Never assume that an item will be covered under the "Miscellaneous" category. Be sure to check with
your manager if an item you need is not outlined specifically in this policy.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
VIII. Entertainment Expenses: Entertaining Customers
Entertainment expenses include events such as nightclubs, theatre and sporting events, whereby a
business discussion takes place during, immediately before, or immediately after the event. Approval for
reimbursement of entertainment expenses can only be granted by a CEO and will only be granted if:
Person entertained has a potential or actual business relationship with the company
Expenditure directly precedes, includes or follows a business discussion that would benefit the
company.
Prior approval before incurring the expense, from the CEO is required to receive reimbursement.
IX. Approval/Authorization Process
The employee’s manager must approve all expense reports. No employee is authorized to approve
his/her own, a peer’s, or a manager’s travel expense report. The manager is responsible for verifying:
Business purpose
Correct totals
Supporting documentation and receipts
Policy compliance
In addition, the person in attendance with the most senior title must put the expense on his/her expense
report to facilitate review by a more senior person not in attendance. Remember:
Traveler is responsible for complying with the Employee Travel Expense Policy
Manager who approves and signs the expense report is responsible for reviewing the report for
compliance.
Once approval has been obtained, be sure to make a copy of the signed report along with copies of your
receipts to keep for your own records. Employee Travel Expense Policy Guidelines are designed to
facilitate successful and cost-effective travel. Please check with Accounting or HR regarding questions
and/or feedback.
X. Travel Policy Procedure
Employee obtains approval for business trip
o Manager can approve trips up to $1,000 (airfare + hotel)
o CEO approves trips in excess of $1,000 (airfare + hotel)
Employee self-books trip using normal internet practices and following Travel Policy guidance
Company credit card may be used to charge airfare
Employee uses personal credit card to reserve and pay for hotel room and rental car
Employee uses personal credit card to pay for meals, re-fill rental car with gasoline, parking
and any other travel expenditures
At conclusion of trip, employee completes an expense report and submits for manager approval.
Manager is expected to confirm compliance with Travel Policy and if so, approve within 3 business
days.
Accounting completes an additional check to ensure compliance with Travel Policy and if so, reimburses
employee within 5 business days.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
6. - Inventory Policies and Procedures (In
Development) (1/21)
Policy Sections:
I. Overview
II. Monthly Physical Inventory Process
III. Automated Inventory Software
IV. Conclusion
I. Overview
SFM Managed Facilities may have several types of purchased items that are kept in stock to support
operations. These could include areas such as:
Food and beverage, alcohol, paper products and non-food items purchased for food operations
Family Entertainment Center items such as redemption prizes, arcade cards and possibly some
additional smaller items for resale – socks, lanyards, etc.
Merchandise available for sale, including items such as t-shirts, socks, sporting good items, etc.
Whether to “inventory” such items (vs. expensing them when purchased) is a judgement that must be
made by the facility based on the financial materiality of the items or group of items and its impact on
operations. Typically, the food and beverage stock are material enough to be put under inventory
control.
There are two primary ways to account for those items you decide to keep under inventory control. For
smaller operations, a monthly physical inventory process may suffice. For facilities with larger
operations, it will make sense to purchase an inventory control system to help track inventory items on a
daily basis.
The following sections will describe the processes and policies for both of these operations.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
II. Monthly Physical Inventory Process
Under this process, all purchases during the month should be coded to the appropriate cost of goods
account. At the end of the month, a journal entry will be made from the cost of goods account to the
appropriate inventory asset account for unused goods. The amount of this entry will be based on the
difference between the beginning and ending balance of the inventory based on the physical counts at
month-end. The result should be that the month-end balance in the inventory asset account equals the
value from the month-end physical inventory.
A physical inventory count is required on a monthly basis and should be completed and/or managed by
the applicable department head(s). It is suggested that an inventory count sheet be developed that
includes the typical types of items you keep in stock along with the applicable costs per unit. An Excel
spreadsheet is a very effective way to do this. The results of the physical inventory must be submitted to
the Finance Manager by the 3rd of the following month, so the proper accounting entries may be
recorded for the prior month.
Inventory adjustments must be made on the last day of the month being closed and should be reversed
on the 1st day of the new month. This is a once a month adjustment that is made based on physical
inventory counts. Spoilage adjustments should be made on a separate entry, with supporting backup
attached. Spoilage entries are not reversed in the new month.
III. Automated Inventory Software
At this point, SFM does not have a recommended software for maintaining the inventory in our
facilities. There are independent systems and some POS systems have inventory capabilities.
If you choose to use an inventory software, you must develop internal processes to ensure that your
QuickBooks accounting financials are updated on a regular basis (daily is preferable). A physical
inventory count is still required to be completed on a monthly basis as of month end. The physical
counts should be completed and/or managed by the applicable department head and the results
compared/reconciled to the counts in the inventory software.
IV. Conclusion
The General Manager, along with the Account Executive, are responsible for determining which areas of
the facility’s operations should be put under inventory control. Monthly physical counts are required for
all items that are inventoried. These processes will ensure that the monthly financial statements of the
facility appropriately reflect its cost of good(s) sold for the month.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
7 - Cashier Policy & Drawer
Reconciliation Process (1/21)
Policy Sections:
I. Cash Handling Overview
II. Appropriate Handing of Cash and Property
III. Opening Procedures
IV. Money Management
V. Protecting Logins and Password
VI. Cash Handling Basics
VII. Requesting Change
VIII. Shift Drop
IX. Voids & Sale Cancellations
X. Refunds
XI. Closing Procedures
XII. Overages/Shortages
XIII. Counterfeit Money
XIV. Personal Checks
XV. Traveler’s Checks
XVI. Credit Cards/Debit Cards
XVII. Security Training on Credit Card Acceptance
XVIII. Coupons
XIX. In Case of Robbery
XX. Summary
I. Cash Handling Overview
Handling cash is a serious business operation, which requires skills and concentration from all Team
Members. A cashier’s primary responsibility is the proper handling of the money received from customers.
Accuracy is a paramount issue, when handling any amount of cash. Please study this guide carefully, ask
questions, and be accurate and transparent when money at our managed facilities.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
II. Appropriate Handing of Cash and Property
All Team Members are responsible for the handling of cash, tickets, passes, products, inventory and all
property of our clients appropriately. SFM treats the handling cash and the client’s property very serious.
Team Members who are dishonest or unable to properly account for money and/or property entrusted to
them are subject to disciplinary action as outlined in the Team Member Handbook including the
possibility of termination and may be subject to criminal penalties under applicable laws.
If you suspect any person of theft at one of our managed facilities, it is your responsibility to report it to
your Supervisor or anonymously to the SFM Home Office immediately. The corporate email for
anonymous reporting is confidential@sportadvisory.com.
III. Opening Procedures
All funds must be properly accounted for and safeguarded. Only one Team Member should work out of
a single cash register drawer at any time. When beginning a shift on a register, it is the responsibility of
the Team Member responsible for a drawer to follow all register opening procedures listed below.
Register drawers must always be secured and never left unattended.
The Team Member should begin the shift by counting the starting register drawer cash (“bank”),
along with a Manager on Duty present, to verify the amount of the opening bank they will be
responsible for returning at the end of their shift.
The Team Member must report any discrepancies in the amount of the opening bank
immediately to a Supervisor or Manager on Duty and prior to starting a shift and handling any
transactions for customers.
The Team Member should check your register tape (if applicable), to ensure an adequate supply
of both receipt and journal tape. The Team Member should notify a Supervisor of any receipt or
journal tape requirements prior to starting a shift.
IV. Money Management
The primary responsibility as a cashier is the correct, organized handling of cash. Below are a few
simple rules you must follow to keep cash neat and easy to handle:
Keep bills face up and facing the same direction.
Do not open rolled coins unless needed. This makes the close process at the end of your shift
easier to manage.
Bundled currencies are to be placed face up, in the same direction, and paper clipped. They
should still be confirmed and counted at the end of your shift to ensure they are bundled
accurately.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
V. Protecting your Login and Password
Most facility workstations require individual Login ID’s and an assigned password for the register to operate.
Before you are scheduled to work at one of these workstations, your Supervisor/Manager will issue you a
personal Login ID and a password. Do not share it with anyone. Should you feel that your password has
been compromised, contact your Supervisor/Manager immediately so that your password can be reset.
VI. Cashier and Cash Handling Basics
There are several basic procedures you should follow:
Never leave money unattended or your cash drawer open (you should remove the clerk
key from the register in your absence). Always keep your drawer locked and secured when
you step away from the register.
Acknowledge the presence of a guest/customer even if you are unable to assist him/her
immediately. This can often be done simply by making eye contact with guests waiting in
line and telling them you will be with them shortly.
Clearly state the total amount due from the guest. Upon accepting the guest’s payment,
repeat the amount of the sale, as well as the amount of money he/she gave you. This will
help prevent errors. Always provide a receipt for payments received.
In instances where the guest will receive change, keep their money sitting on your drawer until
you hand them their change and receipt, and complete the transaction. This will help prevent
discrepancies about how much money the guest initially gave you.
Once you have rung up the sale and the guest has given you payment, follow these steps to
close the transaction:
o State the amount of change when giving it back to the customer.
o Give every customer a receipt.
Once a customer has counted his or her change and left your station, you cannot make up any
reported shortages. It is the customer’s responsibility to check his or her change before he/she
leaves your station. If a patron returns and claims he/she was short-changed, never give change
back without your Supervisor/Manager to pull your cash journal and count your drawer.
Always use the least amount of coins and bills possible when making change.
VII. Requesting Change
When you need to order change for your station, please follow this simple procedure:
Determine how much change you need.
Plan and anticipate busy times when change will be needed. Do not wait until you are out of
change to call! If you open the last roll of coins of that denomination, call and make a request for
more before you run out.
All cashiers will pay for any change they order with money from their own cash drawer.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
VIII. Shift Drop
A “DROP” is the withdrawal of money from your register drawer for purposes of convenience and security.
If you accumulate large amounts of bills during your shift, request a drop from your Supervisor. The
Supervisor will respond and determine if a drop is necessary.
IX. Voids & Sale Cancellations
If you make a mistake while processing a transaction, you should follow these procedures.
If your Supervisor is not available, you should complete the transaction, then take the receipt
with the mistake on it and write the word “void” along with your initials. Place it in your cash
drawer.
Start a new transaction and ring it up correctly. Make sure you keep every voided receipt in your
cash drawer. Prior to a Manager or Supervisor closing out your register, let them know that you
have voids and they will correct the transaction.
X. Refunds
Cashiers are not permitted to complete refund transactions. Should a customer return an item to your
workstation or request a refund, call your Supervisor.
XI. Closing Procedures
It is the responsibility of each employee to properly follow the established closing procedures. At the end
of your work shift you are required to count your cash drawer.
Only the cashier assigned to the cash register can count the money. If you are assigned to close out a
cash register, follow the procedures listed below:
Notify your Supervisor if you have made any voids during the day. Remain with your
Supervisor while your cash drawer is being closed out. Never leave your cash
unattended.
Remove the drawer from the register. Be sure to check behind and beneath the cash
drawer for any misplaced currency or paperwork.
Cover your cash and proceed to your designated counting location. Never count your
register drawer in the presence of patrons. Always count your drawer in the area
designated for drawer cash counting by your Supervisor.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Count out an amount equivalent to the starting cash you began with at the start of your
shift. To do this, start by counting all your change to the highest, even dollar amount,
then use $1 bills, some $5 bills, and possibly a few $10 bills to equal the amount of your
starting cash (use smaller bills for start-up money and deposit larger bills). Remove all
other monies, (your “refractility” for the day), and place the new starting cash amount
into the cash drawer. Your Supervisor will verify your starting cash amount.
Count the remaining money. This is your revenue. It may include bills, coins, travelers
and personal checks, coupons, credit card drafts, and gift certificates. Your Supervisor
will verify your revenue amount and the amount will be recorded on the appropriate
form. This figure will be reconciled against the cash journal/drawer reconciliation form.
Once your Supervisor has sealed your revenue in an approved bank deposit bag, you
will sign a cash journal/drawer reconciliation form verifying your revenue and any
overages/shortages and drop the bank bag into a facility safe.
XII. Cash Overages & Shortages
Every Team Member is responsible for handling cash at our managed facility with full transparency and
complete accuracy; however, there are often times, especially during periods of heavy volumes of
transactions when mistakes are made and need to be addressed. The following is a guideline for
situations that arise when a Team Member discovers a cash handling variance (overages & shortages):
For any instances when an overage or shortage of more than five dollars ($5.00) occurs, the following
reporting procedures must be followed:
Double check the net sales versus the variance to confirm there is a variance
Once an over/short variance has been confirmed an exception report must be completed.
The exception report includes:
o the name of the team member
o the date of the variance
o identification of the revenue center where the cash was handled (concessions, retail,
gate, etc.…)
o an explanation of the variance, and back up paperwork including copies of the team
members “z” and cash-out sheet completed by the Team Member.
o If a receipt or a signature is missing that causes the over/short, copies of any receipts or
back up helpful in understanding the variance should be taken need to be included as
well.
Once the exception report is fully completed by the Team Member, it is submitted to the General
Manager for review, evaluation of the Team Member’s conduct that may lead to disciplinary action, up to
and including, immediate discharge.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
XIII. Discovery of Counterfeit Money
If an employee suspects a counterfeit bill is being used, the Manager on Duty must be notified immediately.
The Team Member should collect descriptive information about the person tendering it, including their
appearance, direction of travel, and vehicle information, but never approach, confront or follow that person
in any way.
XIV. Personal Checks
Follow these procedures when accepting checks at our facilities:
Customers may write checks for the amount of purchase only. We are not able to provide any
cash back to customers.
All checks must be made out to the correct facility name/LLC. Do not accept checks made out
to any other payee.
The check must have a pre-printed name, address, account number, routing number, and
check number, if not call your Supervisor for approval.
When accepting a check as payment through POS, be sure to attach the transaction to a
customer or specific event deposit, when applicable.
We DO NOT accept starter checks of any kind.
Returned checks are accessed a $30 NSF fee that is passed on to the customer.
Ask for ID on every check purchase. Verify ID and write the following on the check:
o Home, work, and/or cell phone number
o Driver’s license number and issuing state
XV. Traveler’s Checks
Traveler’s Checks may be accepted as payment our facility locations.
Traveler’s Checks are a cash substitute used by travelers for protection from theft. Traveler’s
Checks are pre-signed, once, by the purchaser at the bank.
Our Managed-Facilities only accept domestic currency Traveler’s Checks as payment
(Traveler’s Checks purchased in the United States). All other Traveler’s Checks must be
exchanged at a commercial bank for cash.
Our Managed Facilities do not accept Traveler’s Checks that have been previously counter
signed and have more than one of the same signatures. Checks should have one signature
when presented as payment. The customer must sign the check again in your presence in order
to use as a form of payment.
When accepting a Traveler’s Check, it is your responsibility to verify that the signatures and
counter signatures on the Traveler’s Check match. If the signatures do not match, the Traveler’s
Check cannot be accepted, and a Supervisor must be notified.
Traveler’s Checks may only be used when paying for a product or service. We do not honor
Traveler’s Checks for cash only.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Traveler’s Checks must be dated and made payable to the facility at which you are working.
If a Traveler’s Check has no pre-signature, the guest must sign both lines as you watch. In this case, ask
for one form of identification with the guest’s photo and signature.
Acceptable forms of identification include:
o State/international driver’s license
o School identification (with picture)
o State identification
o Passport
Do not accept a Traveler’s Check if the original signature appears to be altered. For example:
overwritten or written with a felt-tip pen. If a check appears to be altered, notify your Supervisor.
Key the amount of the Traveler’s Check into the cash register as a payment to finalize the
transaction.
Traveler’s Checks are like cash, so if the sale is less than the amount received, change will be
given to the guest in currency and/or coins.
XVI. Credit Cards/Debit Cards
Credit/Debit cards are accepted as a form of payment for purchases in all facilities and locations.
The amount placed on the credit card may not exceed the amount of the sale. No change will be
given.
Verify photo ID. The customer’s signature is required on the credit card draft if the customer is
present. Credit card transactions are only taken over the phone or in the mail, with the prior
approval of the General Manager. If such a transaction is authorized by the GM, simply write
“over the phone” or “received by mail” on the draft where the customer signature would go.
Compare the signature on the draft to the signature on the back of the credit card. If they do not
match, contact a Supervisor.
If a customer wishes to pay any type of refundable deposit for rental equipment using their credit
card, the card should be charged for the deposit amount. Once the rental equipment has been
returned, the deposit return should be issued to the same card. Cash should never be given as
a deposit return for a deposit that was paid by credit card.
XVII. Security Training on Credit Card Acceptance
All Team Members accepting payment cards must make security a priority. Protecting patron’s
information in critical and it must be handled with utmost security.
It is our intent that we do not want to save or maintain credit card information on any of our devices.
Unfortunately, certain POS systems may automatically store information locally. It is important for
facilities to understand if their POS stores information locally and delete this information, when possible,
after the transaction is completed.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Below are some important things to consider when trying to maintain the highest level of security at your
facility:
Cardholder data shall never purposely be stored on servers, local hard drives, or external
(removable) media including floppy discs, CDs or thumb (flash) drives unless encrypted.
Email must never be used to transmit full credit card numbers or personal payment
information. If it is necessary to transmit credit card information via email only the last four
digits of the credit card number should be displayed.
Fax transmissions (both sending and receiving) of credit card and electronic payment
information occurs using only fax machines which are attended by those individuals who
must have contact with payment card data to do their jobs.
The processing and storage of personally identifiable credit card or payment information on
SFM or its client’s computers and servers is prohibited. Only secure communication
protocols and/or encrypted connections to the authorized merchant provider are used
during the processing of e-commerce transactions.
The three or four-digit validation code printed on the payment card is never stored in any form.
The full contents of any track data from the magnetic stripe are never stored in any form. The
personal identification number (PIN) or encrypted PIN block are never stored in any form.
The primary account number (PAN) is rendered unreadable anywhere it must be stored.
All but the last four digits of any credit card account number are masked when it is necessary to
display credit card data.
All media containing payment card or personal payment data is retained no longer than a
maximum of six (6) months and then destroyed, shred or rendered unreadable.
Notify the General Manager and Finance Manager of your facility if you feel that any of the above
items have been breached. Our IT support company, Consortium, and/or the merchant
processor must be contacted if a breach has occurred.
Cardholder data shall never be stored unless approved or selected by the Cardholder and
where they are accepting the terms of risk.
Any merchant processing company that handles payment cards, including debit and credit cards, must
meet the 12 requirements of PCI DSS compliance directly or through a compensating control. Failure to
meet the PCI DSS 12 requirements may result in fines or termination of credit card processing
privileges.
SFM advises against the use of wireless technology to process or transmit cardholder data, as it could
expose our customers to a non-secure payment environment; however, we realize that this technology
may be used as part of our business operations. A secured wireless connection must be utilized to avoid
breaches in data. All wireless technology must be approved by the IT helpdesk provider to ensure we
are compliant with PCI DSS 12 standards.
If the use of wireless technology is approved, the storage of cardholder data on local hard
drives, floppy disks or other external media is prohibited. It is also prohibited to use cut-and-paste and
print functions during remote access as this information may remain accessible after it has been
pasted.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
XVIII. Coupons
Verify that the coupons have not expired before accepting them. Follow your facility specific
procedure for accepting and entering coupons.
Always ask if the visitor has a coupon before ringing anything into the register so that a void
does not occur.
XIX. In Case of Robbery
If someone approaches you in a threatening manner and demands your money, give it to them. Do
not resist. Once you are in a safe situation, Call 911 and your Supervisor immediately. Do not
attempt to pursue or follow the person in any way.
As soon as you are able to relax and collect your thoughts, please write down any details that may
help identify the individual that confronted you such as:
Was the individual taller/shorter than you? – refer to height strip, if available.
What color hair did s/he have?
What type of clothing were they wearing?
Did they have any tattoos, piercings, or other identifying features or markings?
Were they driving, walking, or biking?
XX. Summary
Always follow procedures, be courteous to guests and fellow staff, and be honest and transparent any
time you are asked to handle cash at one of our facilities. If at any time you are confused or unsure
about what you should or should not be doing when handling cash, you should stop the transaction and
call for your Supervisor for guidance immediately.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
8.a - Month End Checklist (1/21)
Month End Checklist Items
Month:__________________________ Facility Name:______________________
Post & Verify Transactions
o Make sure all Deposits, Bill payments, Journal Entries and Adjustments are posted in
the proper month.
o Verify that all Advance Deposit Liabilities earned throughout the month are posted to
Revenue Account.
o Book any accruals required for revenues, payroll, etc.
o Review monthly payroll entries to ensure all payroll weeks and accruals have been
properly posted.
o Make sure all event settlements for the month have been posted.
o If your facility uses clearing accounts, are they zero? If not, why? Did you attach
supporting documentation to all journal entries made?
o Did you file all deposits by Month and Year in the appropriate file cabinet drawer?
Undeposited Funds Account
o Verify all undeposited funds from prior month have cleared in current month.
o Balance in account should be reconciled to specific deposits clearing in the next month.
Bank Reconciliations
o Did you perform bank reconciliations on ALL of the bank accounts we manage within 7
days from the end of the previous month?
o Did you review all uncleared outstanding items and continue follow up on items over 60
days to avoid stale dated items, possible duplicated entries requiring deletion on the
books, or older items requiring further research?
o Verify that the cash on the trial balance matches the agrees to the ending bank
reconciliation balance.
o Did your General Manager review, sign and date the final reconciliation report as per the
SFM Finance Manual policy requirement?
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Safe Reconciliations
o Did you perform your monthly safe reconciliation and verification of cash?
o Did the General Manager sign, date and review the final reconciliation?
o Did you file your safe reconciliation paperwork in your month end closing binder with
your monthly financial statements by month?
Review & Reconcile the Petty Cash Fund
o Make sure all petty cash expenses for the month are entered with the correct date.
o Perform the petty cash reconciliation and monthly replenishment form.
o Issue replenishment check to make petty cash whole again.
o Did your General Manager review, sign and date the reconciliation report as per the petty
cash policy guidelines?
o Did you file all petty cash receipts and documentation in the appropriate AP file?
Review & Reconcile Merchant Accounts
o Does your merchant liability account match your merchant settlement statement
transactions?
o Did you reconcile all statement items to your QuickBooks cash and QuickBooks merchant
clearing account?
o Do the pending merchant liabilities at month end clear in the following month or are
there discrepancies?
o Were monthly merchant fees recorded and paid?
o Are there any chargebacks or discrepancies on the statement that need to be posted or
analyzed further?
Note: All cash accounts, credit card accounts and merchant accounts
must be reconciled in QuickBooks. If using the Quickbooks advanced
version, the overview tab is a great tool to ensuring all accounts are
reconciled in a snapshot view.
Inventory
o Have all physical inventory counts been completed? (Food & Beverage/Pro
Shop/Novelty)
o Make necessary Journal Entries to Inventory and COGS accounts on the last day of
the month.
o Make necessary reversing entry in on the 1st day of the new month.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Accounts Payable
o Did you enter all invoices with an invoice date falling in the current period you are
closing?
o Do you have any unapplied credits that require application to open invoices?
o Are you missing vendor invoices that need to be accrued for this period, so they can be
recognized in the correct P&L month? (Usually utility bills)
o Run AP Aging and make sure to verify the balance with the balance on the Trial Balance
report. Clean up items, as needed.
o Did you scan your AP check runs for the month as complete batches to an externally
backed up drive and save by check date?
Review AR Aging Report
o Does your AR Aging Report balance agree with the balance on your trial balance?
o Did you send monthly statements to all Customers showing a balance due?
o Are there any Customers that require payment agreements, collection calls or invoice
copies?
o Are any past due balances going to be written off this month? Provide approval or support
for these types of items.
o Did you have any outstanding unapplied credits that need to be applied to invoices?
o Be sure you continue reporting any AR issues to your General Manager during weekly
leadership meetings.
o Are there any invoices that require accrual entries to record revenues over a period of
time?
Payroll Entries & Commissions Payouts
o Has your Sales Team been paid the appropriate commissions for the month (according to
their offer letter agreements)?
o Have all payrolls with a pay date in the close month been entered?
o Have the appropriate payroll amounts been accrued for the month when pay dates fall in
a following month but include portions of labor from the prior month?
o Verify liability accounts are correct for IRA, payroll taxes, etc. They should zero out
unless there is a payment cross over into the following month. Verify they have cleared in
the following month.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Tips & Gratuities
o Verify all Team Members been paid for tips & gratuities owed to them for the month.
o Verify that all tip liability accounts been cleared.
o Verify that all tip payouts have been properly recorded on the Team Members ADP check
stub for tax & reporting purposes.
Sponsorships
o Have your sponsorship installment bills for the period been invoiced and sent for
payment?
o Have unearned sponsorship liabilities, being amortized over the sponsorship period, been
moved to earned revenue for the month?
o Have prepaid sponsorship commissions, being amortized over the sponsorship period,
been moved to COGS for the month?
o Have corporate and/or city sponsorship shared percentages been paid out?
Point of Sale Report Review
o Did you verify that your sales reports match your QB revenue accounts?
o Did you identify and post cash overage/shortages correctly?
o Did you review your monthly POS reports vs. QB posted sales tax liabilities?
o Did you review your monthly overages/shortages and research larger discrepancies?
o Do you have any unearned registrations that were booked through the POS that are now
earned and require an adjustment entry on the books?
Ticketing and Other Software Programs
o Do you have additional external software that requires month end verification &
reconciliations?
o Did you run reports to ensure all revenues, costs and fees are posted?
General Accounting Items
o Does your facility pay incentives to Home Office as part of your management agreement
over a certain amount of gross sales? If so, did you accrue the expense in the month that
these incentives began or continue to accrue?
o Did you post and/or bill out any monthly subsidies that the facility is receiving?
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
o Do you have prepaid items that require a month end adjustment – property taxes,
insurances, etc.
o Do you have intercompany accounts that require reconciliation at month end?
o Did you review your P&L to ensure monthly expenses are in the proper month and not
duplicated?
o Are there expenses that are mis-categorized and can be capitalized?
o Do the sales tax liability accounts have supporting documentation to validate the liability
due?
o Are construction loan interest and/or mortgage notes or loans posted for the month?
Sales Tax Filings
o Have you filed your sales taxes on time, before the 20th of the month?
o Did you verify that all of your sales tax liability accounts have been properly cleared with
the monthly payment(s) to the proper entities?
o Did you post all vendor tax credits for early/on-time payment(s)?
o Did you have your General Manager review the sales taxes?
o Do you have restaurant privilege taxes due on Food & Beverage, with supporting backup?
Monthly Reporting
Preliminary P&L and Balance Sheet Review with Finance Manager, General Manager, Regional
Finance Manager & Home Office Team completed no later than the 15th of the following month.
Final Reporting due by the 20th, unless otherwise stated by the General Manager.
o Financial Workbook Completed
1. AR Aging Report – through the month end date
2. AP Aging Report – through the month end date
3. Balance Sheet - through month end date
4. General Ledger Report for the month
5. Trial Balance – through month end date
6. Budget vs. Actuals for the Month (Expanded)
7. Budget vs. Actuals for the Month (Collapsed)
8. Budget vs. Actuals YTD (Expanded)
9. Budget vs. Actuals YTS (Collapsed)
o Bank Reconciliation from QB, as well as a copy of the actual bank statement
o Any additional Board, City, CVB or Municipality request reports, as required by facility.
o Has the General Manager reviewed that all of the above finalized reports are filed in the
facility’s Month End Close Binder? All reports must be filed by month, using tabs by
month.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
Close the Books in QuickBooks
o Once reports are final & approved, QB must be closed through month end.
Any additional entries following finalized reporting should be adjusted in the
next period to avoid reporting discrepancies.
o Email finance@sportadvisory.com requested the month end close.
GM Approval & Verification:
Bank Reconciliations
Safe Reconciliations
Petty Cash Reconciliation
_________________________________ ____________
GM Signature Date
Quarterly Reporting to AE by the 20th of April, July, October, January
(Quarterly Reporting 4 tabs completed as annual workbook)
o Financial Workbook Completed
o Budget vs. Actuals for the Month – YTD
o Prior Year vs. Actuals for the Month – YTD
o AR Aging
o AP Aging
Report Submission to Home Office
o All Reports, Facility Presentation, Workbooks, Checklist & Statements along with journal
entry backup & any other supporting documentation to be saved on the Shared Drive
SFC Share Point Dugout: Venues
Select your Venue
Venues – Documents\Finance\Month End\Year\Month
o Send email to reporting@sportadvisory.com by the 20th of the following month stating
month end is complete.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
8.b – Facility Financial Reporting Guideline (1/21)
Month-End - General Manager, Finance Manager, Account Executive & Departmental Manager
Preliminary P&L review, with all applicable Department Managers. (General Manager to
provide applicable distribution list to Finance Manager)
o Department Managers to respond with corrections, questions and
changes for their responsible areas.
o Department Managers must be able to explain variances against their
individual budgets.
o Each P&L line should be owned by one of the Managers.
o GM should walk through the P&L with the Team and coach them on how
to answer for their lines.
o FM to review recommendations from Department Managers with GM
before making any adjustments to the P&L.
Balance Sheet Workbook updated by the FM.
Preliminary P&L review by the General Manager & Finance Manager
Preliminary P&L review by the FM & Regional Finance Manager
Preliminary version of the financial workbook, the balance sheet workbook and
the sponsorship workbook presented to the Account Executive (AE)
The following items must be prepared for the client, along with any other
presentation materials they are expecting.
o QuickBooks must be closed prior to running final client reports.
Financial Reporting Workbook
Bank Reconciliations completed in QuickBooks, plus supporting
bank statements
Facility Presentation Report (PDF Format)
Any additional Board/Client, City, CVB or Municipality request
reports, as required for each individual facility.
The Board/Client month-end package shall be presented in a neat and professional
format. The General Manager should prepare a summary section for the month -
including activities and revenue generation types. Upcoming monthly financial or facility
specific goals, new leads, etc. may also be presented upon client request. The Finance
Manager will be responsible to prepare the financial snapshots that are copied into the
Client package.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.a - Cashier Policy and Drawer
Reconciliation Process Acknowledgement (1/21)
I, ___________________________________________, acknowledge that I received a copy of the Cashier
Policy and Drawer Reconciliation Process, and have been successfully trained. I accept responsibility
for compliance with these policies by myself and those I supervise. I understand that it is my responsibility
to read it and understand its contents. I understand that, upon request, I may meet with my Supervisor to
review cash handling policies or procedures.
Signature
Date
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.b (1/21)
CASH CONTROL FORM
Cashier: Station:
Date: Bank: $
Cashier Initials: Verified by:
Cash Pickup $ Cash Pickup $
Total Cash Pickups $
Returned to Cash Room
BILLS
x $100.00
x $50.00
x $20.00
x $10.00
x $ 5.00
x $1.00
x
Total Cash $
COINS
$1.00
$0.50
$0.25
$0.10
$0.05
$0.01
Total Coins $
Cash Total $
(Less Cash Bank) - $
Cash Receipt Total $
Credit Cards $
Total Receipts $
(Less Sheet Sales) - $
Cash Over/ (Short) $
Cashier Signature:
Verified by:
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.c – New Vendor Welcome Letter Template
(1/21)
[Insert the venue logo here]
Dear Vendor Partner,
We are pleased to welcome you as a new vendor for {Name of Facility}. This letter is to assist you in
understanding our policies and procedures for timely payment of your invoices.
Vendor Setup Requirements:
We will need a W-9 and new vendor information form returned us before we can begin processes your
invoices.
Additionally, subcontractors that perform on your behalf of must be pre-approved by us and provide
appropriate proof of insurance before they commence any work onsite. This work includes, but is not limited
to: all repairs, maintenance, landscaping/snow, HVAC, plumbing, etc. All subcontractor work must also be
quoted in writing and approved by us before any work begins.
W-9 Form – The Internal Revenue Service requires us to have your Taxpayer Identification Number (TIN)
on file and for you to provide us with this information on the attached W-9 form. Please indicate on the
attached W-9 form what kind of payee you are and also sign and date where indicated.
Invoice Payment Procedures:
All invoices are to be submitted to our Finance Manager.
Please email your invoice(s) to: INSERT FINANCE MANAGER EMAIL HERE or mail your invoices to: INSERT
FACILITY MAILING ADDRESS HERE.
Invoice Requirements:
Invoices must have a unique internal invoice number assigned by your Company.
Invoices must be dated, show the itemized work completed and/or the individual
product/service(s) being purchased, quantities and unit prices when applicable, a sub-total, sales
tax line and total amount due.
Invoices that are not in compliance may be rejected and returned to be revised and/or corrected.
Invoices must be received within 30 days of the date of delivery and/or completion of work.
Check payment(s) on invoices cannot be processed until all of the appropriate paperwork is
received by our office.
Please feel free to contact us at (XXX) XXX_XXXX with any questions you may have.
Sincerely,
FINANCE MANAGER NAME
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.d – Vendor Add/Change Form (1/21)
New Vendor Setup / Existing Vendor Change Form
Vendor/Customer Name: ______________________________________
D/B/A Name (if applicable): ____________________________________
Mailing Address: _____________________________________________
Phone: _______________________ Fax: ________________________
Billing Contact: ______________________ Email: ________________
Vendor Type (Check one): Attach a completed W-9 to this form
____ S Corp ____ C Corp ____ Sole Proprietor/Individual ____ LLC____ Partnership ____
Municipality/Govn’t Agency: __________________ Other: ____________________________
1099 Verification Steps & Subcontractor Documentation
1099 Verification - If vendor W-9 indicates a status as a sole proprietor/individual, single member or
partnership LLC, or general partnership, please be sure to check the 1099 box when entering the
vendor information.
S Corp., C Corp. and S or C Corp. distinguished LLC’s do not require a 1099 at year-end; however, the
EIN/SSN should still be entered in the vendor file screen and the 1099 box left unchecked.
Is the vendor a subcontractor? YES _____ NO _______
Will they physically be on site performing work on the building or facility grounds? YES __ NO __
If you answered YES to the above two questions, a Certificate of Insurance (COI) must be received by
the facility prior to allowing any work to commence on site. Insurance certificates are mandatory prior to
any work commencing so insurance is verifiable, and certificates are easily accessible for audits.
Attach a certificate of insurance to this form, if applicable, before any work is done on site.
Entered into System by: ____________________ Date: _____________ Scanned to vendor file: Y or N
New Vendor Setup Change Existing Vendor Information
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.e – Vendor Check Request Form (1/21)
Date of Request: __________________
Requested by: ______________ Date check needed:
______________________
(please provide 1-week lead time, when possible)
Name of Vendor: ___________________________________________
GL Code(s): _______________________________________________
Reason for check: __________________________________________
Check Amount: _$____________________
Notes: ______________________________________________________
Manager’s Approval: ____________________ Date: ________________
Select One:
________ Mail Check to Address: ______________________________
________ Give Check to Manager: _____________________________
FOR FINANCE USE ONLY:
Check # _______________ Date of Check: ______________________
Check Request Entered by: __________________ Date Ent:_________
Verified Payment Receipt or Invoice Received (attached): YES
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.f - Safe Access Memorandum of
Understanding (1/21)
Access to safes at our managed venues is a serious responsibility privilege and must be handled with
utmost care. The following guidelines must always be followed when granted safe access at any SFM-
managed facility:
1. Safe combinations will never be shared with anyone and must always be kept confidential.
2. Two-person counting policies are required, unless conditions do not allow, and the General
Manager has approved. Any money removed from a safe must always be handled/counted in
the area specifically designated for counting cash in the facility.
3. Safe access may be revoked at any time at the General Manager’s discretion.
4. All monetary transactions processed through the safe will be handled full transparency and with
the best interests of the facility and facility owner in mind.
5. Safe Logs will be completed for every single cash transaction to document the movement of
cash in and out of the safe
I, (Name)____________________________, understand that my safe access at (Insert Facility Name) is a
significant responsibility and may be revoked at any time. I understand that all cash movement to/from
the safe must always be documented on the Safe Log to ensure proper tracking of cash movement. I
understand that the personal safe combination assigned to me is to be kept confidential and never
shared.
I acknowledge the above responsibilities regarding my safe access privileges and hereby agree to the
terms and conditions of this memorandum by signing and dating below.
X ___________________________________ Date: __________________
Team Member Signature
X ___________________________________ Date: __________________
General Manager Signature
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.g – Safe & Vault Log Sample Template (1/21)
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.h – Sample Safe Reconciliation Template (1/21)
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.i – Sample Expense Form Template (1/21)
The following is a screenshot sample of the approved Expense Report Template for all SFM
reimbursements to Team Members. This document can be obtained in Excel by emailing the Home
Office Finance Department.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.j – Sample Petty Cash Form Template (1/21)
Below is a screenshot example of the petty cash reconciliation form. This form can be obtained by
emailing our Home Office Finance Department. This form is set up to automatically calculate receipt
totals and identify the amount of petty cash required to replenish the fund at month end.
Here’s a sample of the petty cash reconciliation form template:
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.k – Credit Card Authorization Form (1/21)
Insert Facility Logo Here
Insert Facility Address Here
Insert Facility Phone # Here
Credit Card Payment Authorization Form
Sign and complete this form to authorize Facility Name to make a one-time debit to your
credit card listed below.
By signing this form, you give us permission to debit your account for the amount indicated
on or after the indicated date. This is permission for a single transaction only and does not
provide authorization for any additional unrelated debits or credits to your account.
Please complete the information below:
I ____________________________ authorize Hoover Metropolitan Complex to charge my credit
card
(full name)
account indicated below for _____________ on or after ___________________. This payment is for
(amount) (date)
_____________________________________. *A 3% credit card transaction fee will be applied*
(description of goods/services)
Billing Address ____________________________ Phone# ________________________
City, State, Zip ____________________________ Email ________________________
Account Type: Visa MasterCard AMEX Discover
Cardholder Name _________________________________________________
Card Number _____________________________________________
Expiration Date ____________ CCV Code ____________
SIGNATURE DATE
I authorize the above-named business to charge the credit card indicated in this authorization form according to the terms outlined
above. This payment authorization is for the goods/services described above, for the amount indicated above only, and is valid for
one time use only. I certify that I am an authorized user of this credit card and that I will not dispute the payment with my credit card
company; so long as the transaction corresponds to the terms indicated in this form.
Facilities Financial Guide
Tel: (727) 474-3845
Fax: (727) 462-2800
Sports Facilities Management, LLC
sportadvisory.com
600 Cleveland Street, Suite 910
Clearwater, FL 33755
9.l – SOP Template (Facility Specific SOP’s) (1/21)
Facility Name – Subject
Policy Sections:
I. Policy Overview
II.
III.
IV.
V.
Content per section:
PARADISE COAST SPORTS COMPLEX
“THE FACTORY” MEMBER AGREEMENT
Membership Number
Member Name
Address
City
Contact Email
If Minor: Parent/Gurdian
Emergency Contact
Contact Email
State
Membership Date
Date of Birth
Zip
Contact Phone
Contact Phone
Minor: Ages 13-17
RATE INFORMATION
Agreement Total
Due Today
Due Monthy
Daily Rate Monthly Rate Yearly Rate
Daily
Monthly
Yearly
16.F.3.c
Packet Pg. 1704 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Per Person Fee PAYMENT TERMS
If this agreement includes a facility rental fee, the terms are outlined above. An attendee/guest count settlement count will
be provided by Licensee to Paradise Coast Sports Complex 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
Paradise Coast Sports Complex accepts the following forms of payment: Cash, Check, ACH or Bank Card/Credit Card.
Approval below authorizes PCSC to process payment(s) based on the terms outlined in Rate Information section of this
agreement.
Please, initial to verify your compliance with the Payment: Rate, Information and Terms Policies
16.F.3.c
Packet Pg. 1705 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Participants Waiver Policy
All participants in the event must fill out a waiver.
RELEASE OF LIABILITY, WAIVER OF CLAIMS, AND INDEMNIFICATION AGREEMENT
Notice – By signing this document you may be waiving certain legal rights, including the right to sue.
In consideration of being allowed to use the facilities and participate in programs, events, and activities (the “Programs”)
at the Paradise Coast Sports Complex (the “Facility”), Participant, and Participant’s parent(s) or legal guardian(s) if
Participant is a minor, do hereby agree, to the fullest extent permitted by law, as follows:
1) TO WAIVE ALL CLAIMS that they have or may have against PARA SFM, LLC, Sports Facilities Management,
LLC, Collier County, Florida, a political subdivision of the State of Florida and their owners, affiliates, operators,
employees, agents, and officers arising out of Participant’s participation in the Programs, or the use of any fixtures,
furniture, and equipment (the “Equipment”) provided by Facility. Participant and his/her parent(s) or legal guardian(s)
specifically understand that they are releasing any and all claims that arise or may arise from any negligent acts or
conduct of PARA SFM, LLC, Sports Facilities Management, LLC, Collier County, Florida, a political subdivision of the
State of Florida and their owners, affiliates, operators, employees, agents, and officers to the fullest extent permitted by
law. However, nothing in this Agreement shall be construed as a release for conduct that is found to constitute gross
negligence or intentional conduct.
2) TO ASSUME ALL RISKS of participating in the Programs and using the Equipment, even those caused by the
negligent acts or conduct of PARA SFM, LLC, Sports Facilities Management, LLC, Collier County, Florida, a political
subdivision of the State of Florida and their owners, affiliates, operators, employees, agents, and officers. Participant and
his/her parent(s) or legal guardian(s) understand that there are inherent risks of participating in the Programs and using
the Equipment, which may be both foreseen and unforeseen and include serious physical injury and death;
3) TO RELEASE PARA SFM, LLC, Sports Facilities Management, LLC, Collier County, Florida, a political
subdivision of the State of Florida and their owners, affiliates, operators, employees, agents, and officers from all liability
for any loss, damage, injury, death, or expense that Participant (or his/her next of kin) may suffer, arising out of his/her
participation in the Programs and use of the Equipment; and
4) TO INDEMNIFY PARA SFM, LLC, Sports Facilities Management, LLC, Collier County, Florida, a political
subdivision of the State of Florida and their owners, affiliates, operators, employees, agents, and/or officers from all
liability for any loss, damage, injury, death, or expense that Participant (or his/her next of kin) may suffer, arising out of
participation in the Programs and use of the Equipment.
Participant understands that his/her participation in the Programs is voluntary and further understands that
he/she has the opportunity to inspect Facility before any participation.
Participant understands that he/she is obligated to follow the rules of the Programs and that he/she can
minimize his/her risk of injury through the exercise of common sense and by being aware of his/her
surroundings.
If, while participating in the Programs, Participant observes any unusual hazard, which he/she believes
jeopardizes his/her personal safety or that of others, he/she will remove himself/herself from participation in the
Programs and immediately bring said hazard to the attention of Facility.
To the extent that any portion of this Agreement is deemed to be invalid under the law of the state of Florida, the
remaining portions of the Agreement shall remain binding and available for use by Facility and its counsel in any
proceeding.
I HAVE READ AND UNDERSTAND THIS AGREEMENT AND I AM AWARE THAT BY SIGNING THIS AGREEMENT I
MAY BE WAIVING CERTAIN LEGAL RIGHTS, INCLUDING THE RIGHT TO SUE.
Parents or Guardians must also sign if Participant is UNDER 18.
Participant’s Signature:_______________________ Date:_____________________
Parent/Guardian Signature:____________________ Date:______________________
16.F.3.c
Packet Pg. 1706 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Please, initial to verify your compliance with the Participant Waiver
For Parents/Legal Guardians of Participants Under 18 Years of Age (Age 13-17)
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 Paradise Coast Sports Complex, 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.
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 Paradise Coast Sports Complex 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 Paradise Coast Sports
Complex. 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 Paradise Coast Sports Complex 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
If Federal and State Governments have halted the operations of events at sports complexes in Collier County due to the
spread of the Coronavirus, and the local, state or federal government shutdown is still in effect 60 days out from the event
dates set in this agreement; Licensee will have the ability to opt out of this agreement. Any deposits or funds paid to
Paradise Coast Sports Complex will be reimbursed within 60 days of notification of opt out.
Please, initial to verify your compliance with the COVID - 19 Event Cancellation Policy
16.F.3.c
Packet Pg. 1707 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating 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 other participants and staff of Paradise Coast
Sports Complex, sponsors and partners
• Poor behavior from event participants and/or other visitors will not be tolerated
• Paradise Coast Sports Complex has the right to remove visitors at any time, if they are deemed to be
in violation of t his 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
• Paradise Coast Sports Complex 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
Please, initial to verify your compliance with Code of Conduct & Facility Guidelines
16.F.3.c
Packet Pg. 1708 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
SIGNATURE PAGE
THE FACTORY at PARADISE COAST SPORTS COMPLEX
MEMBER PCSC COLLIER COUNTY
By: By: By:
Name: Name: Name:
Title: Title:
Date: Date: Date:
16.F.3.c
Packet Pg. 1709 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Event Name
Organization (Sponsor)
Original Agreement Date
PARADISE COAST SPORTS COMPLEX
AGREEMENT ADDENDUM
DETAILS
Paradise Coast Sports Complex
Description of Change
North Collier Regional Park
SPONSOR PCSC COLLIER COUNTY
By: By: By:
Name: Name: Name:
Title: Title: Title:
Date: Date: Date:
16.F.3.c
Packet Pg. 1710 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
PARADISE COAST SPORTS COMPLEX
“THE FACTORY” USE LICENSE AGREEMENT
Event Name
Organization (Licensee)
Licensee Address
City
Licensee Website
Non-Profit Tax ID No.
Federal Tax ID No.
Licensee Contact
Name Contact Email
State Zip
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 PCSC. If Event
Director is not on-site at any time, an additional point of contact should be provided to PCSC.
Event Director (if different than contact)
Contact Email
Secondary On-Site Contact (if available)
Contact Email
Contact Phone
Contact Phone
Club / Org
Dates
16.F.3.c
Packet Pg. 1711 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
THE FACTORY USE DETAILS
Area
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Area
Move Strong
Time Slot
Open Air Classroom
Area Time Slot
Open Air Weight Room
Area Time Slot
Nat Fitness Course
Area Time Slot
Lake Trail
Area Time Slot
Use Notes
THE FACTORY USE NOTES
16.F.3.c
Packet Pg. 1712 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
THE FACTORY RENTAL STRUCTURE
AREA
RENTAL FEE
Move Strong Open Air Classroom Open Air Weight Room Nat 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
Facility Fee Rental
PAYMENT TERMS
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 attendee/guest count settlement count will
be provided by Licensee to PCSC 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
PCSC 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
FOOD & BEVERAGE
PCSC will handle all food and beverage sales on site. PCSC 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 truck pavilion. Outside food and beverage is
not permitted in the facility 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, Licensee and PCSC will fill
out a separate catering agreement.
16.F.3.c
Packet Pg. 1713 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Participants Waiver Policy
All participants in the event must fill out a PCSC waiver. PCSC waiver will be provided to Licensee from PCSC.
Licensee is responsible for providing proof that the PCSC waiver has been signed by every participant. Licensee 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 PCSC sixty (60) business days prior to event. Event will not be honored without appropriate insurance on file.
Please refer to the below for additional insured and coverage requirements.
Sports Facilities Companies, LLC
600 Cleveland St.
Suite 910
Clearwater, FL 34698
PARA SFM, LLC.
600 Cleveland St.
Suite 910
Clearwater, FL 34698
Collier County Board of County Commissioners
3299 East Tamiami Trail
Suite 303
Naples, FL. 34112-5746
Licensee Agrees to provide certificate(s) of insurance for the above entities 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 PCSC 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 Licensee shall indemnify and hold harmless Collier County, PARA
SFM, LLC., and Sports Facilities Management, LLC., 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 Licensee or anyone employed or utilized
by the Licensee 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, PARA SFM, LLC., and Sports Facilities Management, LLC. Any potential liability of the County that arises as a
result of its sole negligence shall not exceed the sovereign immunity limits set forth in Florida Statute, section 768.28.
Please, initial to verify your compliance with the Indemnification Policy
16.F.3.c
Packet Pg. 1714 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Inclement Weather Policy
Inclement weather and/or complex conditions will be assessed by PCSC 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 Licensee 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 PCSC. 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 PCSC 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
In the event that a local, state or federal government shutdown is in effect 60 days out from the event dates set in this
agreement; Licensee will have the ability to opt out of this agreement. Any deposits or funds paid to Paradise Coast Sports
Complex 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 PCSC 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. PCSC will provide power to identified vendor areas and provide
power to these locations. PCSC will cover power and utility costs to these locations.
If the event has national sponsors, these sponsors must be approved by PCSC. 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 sponsorships. Because of this, PCSC will not allow local sponsors at events without also being
involved at the park level.
Licensee must fill out attached sponsor and vendor form 30 days prior to their event.
Please, initial to verify your compliance with Vendor & Sponsor Policy
16.F.3.c
Packet Pg. 1715 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating 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 other participants and staff of Paradise Coast
Sports Complex, sponsors and Licensees
• Poor behavior from event participants and/or other visitors will not be tolerated
• Sports Force Parks has the right to remove visitors at any time, 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
Please, initial to verify your compliance with Code of Conduct & Facility Guidelines
16.F.3.c
Packet Pg. 1716 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
SIGNATURE PAGE
THE FACTORY at PARADISE COAST SPORTS COMPLEX
LICENSEE
By:
PCSC
By:
COLLIER COUNTY
By:
Name:
Name:
Name:
Title:
Title:
Title:
Date: Date:
Date:
16.F.3.c
Packet Pg. 1717 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Event Name
Organization (Licensee)
Licensee Address
PARADISE COAST SPORTS COMPLEX
SELF OPERATED EVENT AGREEMENT
City
Licensee Website
Non-Profit Tax ID No.
Federal Tax ID No.
Licensee Contact Name
Contact Email
State
Contact Phone
Zip
*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
Secondary On-Site Contact (if available)
Contact Email
Contact Phone
Contact Phone
16.F.3.c
Packet Pg. 1718 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
FACILITY USE DETAILS
Paradise Coast Sports Complex
Great Lawn, Food Pavilion, Other
Stadium, Amphitheater
EVENT DETAILS
Event Name
Term
Dates
1 Year 2 Years 3 Years
Anticipated Attendance
Year 1
Year 2
Year 3
16.F.3.c
Packet Pg. 1719 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Buildings, Amenities
Additional Notes
SIGNATURE SECTION
SELF OPERATED EVENT AGREEMENT
SFM COLLIER COUNTY
By: By:
Name: Name:
Title: Title:
Date: Date:
16.F.3.c
Packet Pg. 1720 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
PARADISE COAST SPORTS COMPLEX
LOCAL FIELD USE LICENSE AGREEMENT
Business Name
Organization (Licensee)
Address
City
Licensee Website
Non-Profit Tax ID No.
Federal Tax ID No.
Licensee Contact Name
Contact Email
State Zip
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 Paradise Coast
Sports Complex. If Event Director is not on-site at any time, an additional point of contact should be provided to Paradise
Coast Sports Complex management.
Event Director (if different than contact)
Contact Email
Secondary On-Site Contact (if available)
Contact Email
Contact Phone
Contact Phone
16.F.3.c
Packet Pg. 1721 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Club / Org
Season
Dates
1 2 3
USE DETAILS
4
Field
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
1
Field Time Light
2
Field Time Light
3
Field Time Light
4
Field Time Light
Other
Field Time Light
Paradise Coast Sports Complex
Field Use Notes
FACILITY USE DETAILS
North Collier
16.F.3.c
Packet Pg. 1722 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating 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
Facility Fee Rental
PAYMENT TERMS
A facility deposit of 50% of the total rental fees and charges associated with the event must be paid to Paradise Coast
Sports Complex 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 usage / 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 Licensee to Paradise Coast Sports Complex 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
Paradise Coast Sports Complex 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
16.F.3.c
Packet Pg. 1723 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
No Fee
GATE / PARKING
Gate Fee
Parking Fee
MERCHANDISE
Licensee Split
Licensee Split
Paradise Coast Sports Complex 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, Paradise Coast Sports Complex would need the event logo in vector / EPS format 60 days prior to event.
Licensee sells event
merchandise PCSC sells event
merchandise
PCSC Split
Licensee Split
FOOD & BEVERAGE
Paradise Coast Sports Complex will handle all food and beverage sales on sight. Paradise Coast Sports Complex 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 truck pavilion. Outside food and beverage is not permitted in the facility 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, Licensee and Paradise Coast Sports Complex will fill out a separate catering agreement.
ADDITIONAL USE AREA & HOURS
Area Hours Area Hours Area Hours Area Hours Area Hours
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
16.F.3.c
Packet Pg. 1724 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Participants Waiver Policy
All participants in the event must fill out a Paradise Coast Sports Complex waiver. Paradise Coast Sports Complex
waiver will be provided to Licensee from Paradise Coast Sports Complex. Licensee is responsible for providing proof
that the Paradise Coast Sports Complex waiver has been signed by every participant. Licensee 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 Paradise Coast Sports Complex sixty (60) business days prior to event. Event will not be honored without
appropriate insurance on file. Please refer to the below for additional insured and coverage requirements.
Sports Facilities Companies, LLC
600 Cleveland St.
Suite 910
Clearwater, FL 34698
PARA SFM, LLC.
600 Cleveland St.
Suite 910
Clearwater, FL 34698
Collier County Board of County Commissioners
3299 East Tamiami Trail
Suite 303
Naples, FL. 34112-5746
Licensee Agrees to provide certificate(s) of insurance for the above entities 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 S Paradise Coast Sports Complex 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 Licensee shall indemnify and hold harmless Collier County, PARA
SFM, LLC., and Sports Facilities Management, LLC., 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 Licensee or anyone employed or utilized
by the Licensee 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, PARA SFM, LLC., and Sports Facilities Management, LLC. Any potential liability of the County that arises as a
result of its sole negligence shall not exceed the sovereign immunity limits set forth in Florida Statute, section 768.28.
Please, initial to verify your compliance with the Indemnification Policy
16.F.3.c
Packet Pg. 1725 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Inclement Weather Policy
Inclement weather and/or complex conditions will be assessed by Paradise Coast Sports Complex 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 Licensee 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 Paradise Coast Sports
Complex. 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 Paradise Coast Sports Complex 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
In the event that a local, state or federal government shutdown is in effect 60 days out from the event dates set in this
agreement; Licensee will have the ability to opt out of this agreement. Any deposits or funds paid to Paradise Coast Sports
Complex 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 Paradise Coast Sports Complex 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. Paradise Coast Sports Complex will
provide power to identified vendor areas and provide power to these locations. Paradise Coast Sports Complex will cover
power and utility costs to these locations.
If the event has national sponsors, these sponsors must be approved by Paradise Coast Sports Complex. 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 sponsorships. Because of this, Paradise Coast Sports Complex will not
allow local sponsors at events without also being involved at the park level.
Licensee must fill out attached sponsor and vendor form 30 days prior to their event.
Please, initial to verify your compliance with Vendor & Sponsor Policy
16.F.3.c
Packet Pg. 1726 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating 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 other participants and staff of Paradise Coast
Sports Complex, sponsors and Licensees
• Poor behavior from event participants and/or other visitors will not be tolerated
• Paradise Coast Sports Complex has the right to remove visitors at any time, 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
• Coolers with only ice or items listed above
• Paradise Coast Sports Complex 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
Please, initial to verify your compliance with Code of Conduct & Facility Guidelines
16.F.3.c
Packet Pg. 1727 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
SIGNATURE PAGE
LOCAL USE AGREEMENT
LICENSEE PCSC COLLIER COUNTY
By: By: By:
Name: Name:
Name:
Title: Title:
Title:
Date: Date: Date:
16.F.3.c
Packet Pg. 1728 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
PARADISE COAST SPORTS COMPLEX (PCSC)
CATERING AGREEMENT
Event Name
Organization (Licensee)
Licensee Address
City
Licensee Website
Non-Profit Tax ID No.
Federal Tax ID No.
Licensee Contact
Name Contact Email
State Zip
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 PCSC. If Event
Director is not on-site at any time, an additional point of contact should be provided to PCSC.
Event Director (if different than contact)
Contact Email
Secondary On-Site Contact (f available)
Contact Email
Contact Phone
Contact Phone
16.F.3.c
Packet Pg. 1729 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Event Name:
Date(s)
Date(s)
Date(s)
Location:
CATERING DETAILS
Type Anticipated Attendence
VENUE & SCHEDULE
Paradise Coast Sports Complex North Collier Regional Sports Park
Description Type Start End Serving Location Theme/Set Up
Notes
PRICING
FOOD & BEVERAGE EQUIPMENT/MISCELLANEOUS
Food/Service Items Price Qty Total Food/Service Items Price Qty Total
Subtotal
Tax
Service Charge
Total
Paid
Balance
16.F.3.c
Packet Pg. 1730 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
TERMS
Payment Schedule
A catering deposit of 50% of the total fees and charges associated with the event must be paid to PCSC 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
PCSC 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 Licensee shall indemnify and hold harmless Collier County Florida,
PARA SFM, LLC., and Sports Facilities Management, LLC., 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 Licensee or anyone employed or utilized
by the Licensee 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
Florida, PARA SFM, LLC., and Sports Facilities Management, LLC. Any potential liability of the County that arises as a
result of its sole negligence shall not exceed the sovereign immunity limits set forth in Florida Statute, section 768.28.
Please, initial to verify your compliance with the Indemnification Policy
Inclement Weather Policy
Inclement weather and/or field conditions will be assessed by PCSC 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 Licensee 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 PCSC. 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 PCSC 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
In the event that a local, state or federal government shutdown is in effect 60 days out from the event dates set in this
agreement; Licensee will have the ability to opt out of this agreement. Any deposits or funds paid to Paradise Coast Sports
Complex will be reimbursed within 60 days of notification of opt out.
Please, initial to verify your compliance with the COVID - 19 Event Cancellation Policy
16.F.3.c
Packet Pg. 1731 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Vendors & Sponsors
All third-party vendors must register and be approved by PCSC 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. PCSC will provide power to identified vendor areas and provide
power to these locations. PCSC will cover power and utility costs to these locations.
If the event has national sponsors, these sponsors must be approved by PCSC. 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 sponsorships. Because of this, PCSC will not allow local sponsors at events without also being
involved at the park level.
Licensee must fill out attached sponsor and vendor form 30 days prior to their event.
Name
Please, initial to verify your compliance with Vendor & Sponsor Policy
VENDORS SPONSORS
Approved by Name
Approved by
Name Approved by
Name Approved by
Name
Name
Approved by
Approved by
CATERING AGREEMENT
SIGNATURE PAGE
LICENSEE
By:
PCSC
By:
COLLIER COUNTY
By:
Name:
Name:
Name:
Title:
Title:
Title:
Date:
Date:
Date:
16.F.3.c
Packet Pg. 1732 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
PARADISE COAST SPORTS COMPLEX (PCSC)
EVENT USE LICENSE AGREEMENT
Event Name
Organization (Licensee)
Licensee Address
City
Licensee Website
Non-Profit Tax ID No.
Federal Tax ID No.
Licensee Contact Name
Contact Email
State Zip
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 PCSC. If Event
Director is not on-site at any time, an additional point of contact should be provided to PCSC.
Event Director (if different than contact)
Contact Email
Secondary On-Site Contact (if available)
Contact Email
Contact Phone
Contact Phone
16.F.3.c
Packet Pg. 1733 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
FACILITY USE DETAILS
PCSC G reat Lawn, Food Pavilion, Other
Stadium, Amphitheater
EVENT DETAILS
Event Name
Term
Dates
1 Year 2 Years 3 Years
Anticipated Attendance
Year 1
Year 2
Year 3
16.F.3.c
Packet Pg. 1734 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Buildings, Amenities
Additional Notes
FACILITY RENTAL FEE
Paradise Coast Sports Complex Fee
Facility Fee Rental
PAYMENT TERMS
A facility deposit of 20% of the total rental fees and charges associated with the event must be paid to PCSC 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. Balance due to PCSC with reconciliation within 14 days of the end of the event.
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 Licensee to PCSC 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
PCSC 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
16.F.3.c
Packet Pg. 1735 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
No Fee
GATE / PARKING
Gate Fee
Parking Fee
MERCHANDISE
Licensee Split
Licensee Split
PCSC 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, PCSC would
need the event logo in vector / EPS format 60 days prior to event.
Licensee sells event merchandise
PCSC sells event merchandise
PCSC Split
Licensee Split
FOOD & BEVERAGE
PCSC will handle all food and beverage sales on site. PCSC 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 truck pavilion. Outside food and beverage is
not permitted in the facility 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, Licensee and PCSC will fill
out a separate catering agreement.
HOTELS
Does the event require hotel rooms? Yes No
Housing Service Provider
Oakwood Lodging Group Other
Licensee Room Rebate PCSC Room Rebate
Anticipated Room Nights
Day/Date Room Needs Comp Room Requests
16.F.3.c
Packet Pg. 1736 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Participants Waiver Policy
All participants in the event must fill out a Paradise Coast Sports Complex (PCSC) waiver. A PCSC waiver will be
provided to Licensee from PCSC. Licensee is responsible for providing proof that the PCSC waiver has been signed by
every participant. Licensee 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 PCSC sixty (60) business days prior to event. Event will not be honored without appropriate insurance on file.
Please refer to the below for additional insured and coverage requirements.
Sports Facilities Companies, LLC
600 Cleveland St.
Suite 910
Clearwater, FL 34698
PARA SFM, LLC.
600 Cleveland St.
Suite 910
Clearwater, FL 34698
Collier County Board of County Commissioners
3299 East Tamiami Trail
Suite 303
Naples, FL. 34112-5746
Licensee Agrees to provide certificate(s) of insurance for the above entities 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 PCSC 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 Licensee shall indemnify and hold harmless Collier County, PARA
SFM, LLC., and Sports Facilities Management, LLC., 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 Licensee or anyone employed or utilized
by the Licensee 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, PARA SFM, LLC., and Sports Facilities Management, LLC. Any potential liability of the County that arises as a
result of its sole negligence shall not exceed the sovereign immunity limits set forth in Florida Statute, section 768.28.
Please, initial to verify your compliance with the Indemnification Policy
16.F.3.c
Packet Pg. 1737 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Inclement Weather Policy
Inclement weather and/or complex conditions will be assessed by PCSC 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 Licensee 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 PCSC. 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 PCSC 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; Licensee will have the ability to opt out of
this agreement. Any deposits or funds paid to PCSC 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 PCSC 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. PCSC will provide power to identified vendor areas and provide
power to these locations. PCSC will cover power and utility costs to these locations.
If the event has national sponsors, these sponsors must be approved by PCSC. 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 sponsorships. Because of this, PCSC will not allow local sponsors at events without also being
involved at the park level.
Licensee must fill out attached sponsor and vendor form 30 days prior to their event.
Please, initial to verify your compliance with Vendor & Sponsor Policy
16.F.3.c
Packet Pg. 1738 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating 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 other participants and staff of Paradise Coast
Sports Complex, sponsors, and Licensees
• Poor behavior from event participants 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
Please, initial to verify your compliance with Code of Conduct & Facility Guidelines
16.F.3.c
Packet Pg. 1739 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
SIGNATURE PAGE
EVENT USE LICENSE AGREEMENT
LICENSEE
By:
PCSC
By:
COLLIER COUNTY
By:
Name:
Name:
Name:
Title:
Title:
Title:
Date:
Date:
Date:
REQUIRED ADDENDUM (CHECK ALL REQUIRED)
ADDENDUM A: MEDICAL / FIRST-AID
ADDENDUM B: SECURITY PLAN
ADDENDUM C: PARKING / TRAFFIC CONTROL
ADDENDUM D: SOCIAL MEDIA / DRONE USAGE
16.F.3.c
Packet Pg. 1740 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
EVENT VENDOR &
SPONSOR APPROVAL FORM
VENDORS SPONSORS
Name Approved by Name
Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name Approved by
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
Approved by
VENDOR FEE PAYABLE TO PCSC
Vendor fees must be paid to PCSC 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.
16.F.3.c
Packet Pg. 1741 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Licensee PCSC APPROVAL
ADDENDUM A: MEDICAL / FIRST-AID
Event Name
Medical / First-Aid Event Plan
16.F.3.c
Packet Pg. 1742 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Licensee PCSC APPROVAL
ADDENDUM B: SECURITY / POLICE / FIRE PLAN
Event Name
Security / Police Event Plan / Fire Marshal
16.F.3.c
Packet Pg. 1743 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Licensee PCSC APPROVAL
ADDENDUM C: PARKING / TRAFFIC CONTROL
Event Name
Parking / Traffic Control Event Plan
16.F.3.c
Packet Pg. 1744 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)
Licensee PCSC APPROVAL
ADDENDUM D: SOCIAL MEDIA COVERAGE
Event Name
Social Media Plan (Including Drone Usage)
Drone Usage Policy
Must follow all guidelines for Unmanned Aerial Systems Operations (UAS). The operation of UAS’s while in
the course and scope of County business shall be performed safely and in accordance with all applicable laws
and regulations. The operator of a UAS, known as Remote Pilot in Command (rPIC) or Remote Pilot at
Controls (rPAC) shall be required to meet the minimum standards to operate UAS’s and shall demonstrate the
continued proficiency necessary to perform this operation.
Approved Pilots
The rPIC shall be the individual with responsibility for all personnel and operations related to the UAS mission.
The rPAC is the individual in direct control of the UAS. These titles may encompass the same individual. The
minimum requirements for UAS operation shall be applicable to both the rPIC and the Pilot at Controls.
Enforcement
Any incidents are to be reported to PCSC and PCSC has the authority to deny or cease use if deemed use is
not following established guidelines.
16.F.3.c
Packet Pg. 1745 Attachment: Agreement Templates - combined (20984 : Paradise Coast Sports Complex Operating Manual)