Agenda 06/13/2017 Item #11A06/13/2017
EXECUTIVE SUMMARY
Recommendation to review the updated conceptual site plans, cost analysis, and funding allocation
plan associated with the development of a regional tournament caliber sports facility and approve
the recommended funding allocation, project delivery plan; and direct the County Manager to
execute the plan as submitted or as amended by the Board.
OBJECTIVE: To comply with prior Board direction to provide a follow-up analysis of the proposed
sports facility location, cost comparison and funding scenarios; and seek authorization to move the project
forward.
CONSIDERATIONS: In early 2015, staff recognized that there was insufficient capacity to
meet the existing and increasing demands for local and regional sports facility needs and
proposed seeking professional assistance in evaluating our existing facilities and planning for
future facilities. On October 27, 2015, request for proposal 15-6419 was awarded to Hunden
Strategic Partners Inc. (HSP) to evaluate existing facilities, consider future demand, provide
recommendations for facility amenities, and identify potential locations.
On June 28, 2016, under agenda item 11A, the Board reviewed the original HSP market and
needs assessment analysis. In summation, the study indicated there is high market demand for
regional amateur sports facilities and our current sports facilities are fully burdened. The Board
voted unanimously to accept the report and directed staff to begin site specific feasibility studies
based on the recommendations within the report. Over the next six months, staff completed a
next level evaluation of the sites identified in the report.
On February 28, 2017, under item 11C, the Board reviewed the findings of the site specific
feasibility studies. The review focused on three sites (Magnolia Pond, City Gate, and CC305)
and determined that only two sites, City Gate and CC305, were able to reasonably support a
facility of this type. The Board expressed a positive interest in pursuing additional information
on the two sites and asked staff to also consider a scenario for potentially co-locating the project
with phasing. The item was also presented with the premise that the Board would express a
consensus, as a super majority, that they would be willing to fund such an endeavor with an
additional penny of tourist development tax. The Board voted unanimously to direct staff and the
Tourist Development Council (TDC) to evaluate funding allocations and further directed staff to
begin preliminary discussions with representatives of City Gate. The Board noted that the
original asking price of $400,000 per acre for the City Gate property was significantly higher
than the fully burdened per acre cost of CC305.
On March 28, 2018, staff presented a financing plan for Board evaluation along with a request to
continue due diligence and begin earnest discussion with the owners of City Gate. The Board
voted unanimously to reaffirm their interest in funding the facility, authorized the expenditure for
additional consulting services, and provided guidance to staff to evaluate phasing and cost
containment without compromising the functionality of the facility. Subsequent to the meeting,
the Board has had several discussions regarding the tourist development tax allocation noting
that beach renourishment and beach resiliency is a high priority and requested that the next
sports complex presentation be held in conjunction with the TDC.
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Staff began analyzing the project under three scenarios. The first scenario included the full sports
complex entirely on City Gate. The second development scenario included the full sports
complex entirely on CC305, and the third scenario was a hybrid phased approach using both
sites. It was quickly evident that even with a significant reduction in land costs, that it would not
be financially feasible to build the entire complex on City Gate. Working with our consultants
and City Gate representatives, we began refining acreage scenarios for a phased co-located
project. For the phased project, the focus of the analysis was to determine a reasonable acreage
and reduced land cost that would accommodate a base sports complex that could transition into
an expansion onto CC305. The CC305 analysis was a refinement of prior work. It should be
noted that the site amenity construction values and soft costs (sports park design fees) for the
purposes of comparing sites were estimated to be identical as it assumes no difference in
amenities regardless of the site.
CC305 land cost and development analysis:
The County purchased the site for $5,525,000. The site is estimated to generate
approximately 195 acres of useable property resulting in a land cost of $28,000 per
useable acre. The property must go through a rezone application, environmental
permitting, base design for platting, and significant roadway analysis to identify the
preliminary design and alignment for the Wilson/Benfield Roadway. Staff has budgeted
approximately $3,000,000 ($15K per useable acre) for the zoning and preliminary design.
Mitigation is estimated at approximately $9,000,000 ($46K per useable acre). Onsite
construction costs for roadways and the “backbone” water management system may vary
significantly based on final design and will most like be offset by transportation impact
fees. These are roughly estimated at $6,000,000 per mile for 1.5 miles ($46K per useable
acre). Onsite “backbone” utility requirements and offsite improvements to the
transportation system required to connect to the network are difficult to quantify without
the benefit of a final alignment and design. Depending on the alignment, mitigation, and
right of way costs, the improvements may approach another $50K per useable acre. The
final useable per acre price is approximately $185,000. It should be noted that some of
these costs would be captured by other funds outside of the sports complex’s
responsibility.
The second component of the CC305 analysis is time. The County is in the process of
soliciting the planning and engineering RFP for the CC305 site and the transportation
roadway alignment study. The time estimated to bring CC305 to an identical
development level as City Gate is estimated at approximately 48 months from the time
the contract is approved. Based on that forecast, construction would begin approximately
in the spring of 2022. An overlapping aggressive schedule may eliminate 6-12 months.
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City Gate co-located and phased land cost and development analysis:
Staff procured consultants services to reconfigure the scenario to consider a phased co-
located project and to map the base acreage needed to bring a functional phase on line
quickly while the County processed the CC305 site. A 60 acre base scenario was
developed with approximately 5 additional acres for temporary parking. The site was
designed with the assumption that City Gate and the County would work cooperatively
together to adjust land entitlements to minimize the conflicts from two separately entitled
properties.
Staff conducted an initial market analysis of land values in January of 2017 to develop a
cost range for planning purposes. The initial market study suggested a price range of
approximately $220,000 to $260,000 per acre. Our preliminary meeting with City Gate
started with a proposed asking price range of $350,000 to $400,000 per acre. In May, real
property conducted an evaluation of recent sales within the area and found current market
rates for large industrial zoned properties selling at an average price of $294,000 per acre.
After multiple discussions with City Gate and several engineering reviews, City Gate has
agreed to an average selling price of $200,000 per acre for 60 acres and an option for the
County to acquire the 5 acre temporary parking site at the same price. In exchange for the
lower selling price, the County has agreed to take on 44 acres of water quantity through
our future water management system at the CC305 site. City Gate will still be required to
provide water quality. The net result of allowing the water to pass through the CC305
system is that City Gate will recapture approximately 4 acres of useable property. The
impact to the future CC305 water management system is anticipated to be minimal.
The City Gate site requires no additional zoning or environmental permits for the phase 1
sports complex. It is anticipated that should the County proceed with the co-location
project, phase 1 could begin construction in late 2018. This is approximately three years
ahead of CC305. Staff in conjunction with representatives from City Gate has developed
a memorandum of understanding and City Gate has provided a letter of concurrence. The
agreed upon business points are intended to be the precursor to a formal purchase and
sale agreement, should the Board choose this approach.
Funding allocation analysis and recommendations:
Based upon prior Board direction and discussion with respect to priorities, staff
conducted an internal review of the four areas (beaches, promotion, sports tourism
development and museums) driving the funding deliberations. It is abundantly clear that
beach renourishment/beach resiliency is the highest priority. Coastal Zone was tasked
with developing a draft 25 year plan that not only assured beach renourishment but also
considered resiliency by constructing higher and wider beaches along with structural
hardening. A memorandum is attached that identifies a tentatively financially balanced
plan where beaches receive a 100% boost in funding thus increasing the allocation by an
additional $2,500,000 annually.
The Tourism Department was tasked with considering a $750,000 to $1,000,000 annual
reduction in destination marketing funding. This was done recognizing that the sports
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complex in itself would provide a marketing offset. The Tourism Director has produced a
memorandum outlining the proposed reductions and associated risk to visitation.
Finally, the adjustments provided leave approximately $3,750,000 available annually for
the sports complex. This level of funding supports approximately $50,000,000 to
$55,000,000 of debt service. Recognizing that the project is still estimated in a range of
60 to 80 million dollars, staff anticipates several factors that could offset the shortfall.
The initial increase in TD tax can be used in a pay and go format for a portion of the land
acquisition and soft costs prior to initiating debt service for vertical construction. Naming
rights and additional public private partnerships will be explored to buy down the costs.
Finally, the project can be scope managed to meet the funding available at the time of
construction and a general fund buy down can also be considered ahead of debt service.
Regardless of which site is selected, the proposed total outlay remains in the range identified
above. There are three variables that drive the high delta between the low and high range. The
ability to quantify the required fill material both in price and quantity may cause a several
million dollar swing in the actual cost. Factors impacting the fill calculations include permitted
control elevations, field clearance from a 5-25 year storm event, and the ability to used excavated
material from planned pond sites. The championship venue total price will vary by several
million dollars based on the size and type of amenities provided. The biggest variance is
associated with the field house/indoor complex. The proposed indoor facility is estimated to be
approximately 125,000 square feet under air. The HSP extended market and needs assessment,
completed in February of 2017, identified comparably sized indoor facilities costing between 15
and 20 million dollars.
Through the HSP report and a parks and recreation review of existing services at similar
facilities, a revenue and operating/maintenance cost analysis has been developed. With artificial
turf, the annual O&M expenses are estimated at approximately $2.5 million dollars with the
potential for a 50% cost recovery from fees collected by tournaments and local league play. The
remaining O&M is expected to be made up by the general fund. This assures that we meet the
rational nexus test for allowing local play on a facility funded by TD taxes for construction.
Based upon the information and recommendations provided by the HSP report, the reduction in
the average selling price per acre for City Gate, and the recommended delivery schedule for the
project, staff is recommending that we move forward with the co -location option. This option
delivers the first phase of a regional tournament caliber sports facility within three years. This
option provides certainty in the delivery schedule, is flexible, and cost effective. It also allows us
the ability to leverage additional property as suggested by HSP to expand the facility and
consider complimentary uses as demand grows while preserving the County’s ability to further
develop CC305.
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Go forward Plan:
Should the Board wish to move forward with the project as proposed, the following tasks would
be recommended to assure a successful project and adequate funding:
Project delivery:
1. Solicit for a design professional and contractor and use the Construction
Manager at Risk delivery model. This allows the design team, the owner, and the
contractor to control costs from day one
2. Seek assistance from HSP or a similar entity along with an end -user working
group (Concept Review Team) to finalize our market study and needs
assessment with respect to the stadium, field house, and also assist with amenity
selection and design enhancements
3. Develop a formal purchase and sale agreement for the City Gate property for
Board approval in September
4. Move forward with a naming rights assessment and policy to be approved by the
Board in order to generate additional funding for the project
5. Fast track the entitlement process and preliminary design for CC305 to be ready
for phase 2 as soon as practicable
6. Evaluate additional public private partnerships and donations to offset costs
7. Review existing management and marketing models from other successful
facilities and adopt the final management plan before the 30% design is
complete
Funding allocation and financing delivery:
1. Amend the TDT allocation ordinance consistent with proposed modifications
and enact the fifth (5th) penny by July 11, 2017; prepare the first reading of the
ordinance amendment for the June 27, 2017 BCC meeting
2. Adjust the allocation model as recommended and finalize it with the FY 18
budget
3. Bring back a bond validation resolution at the July 11, 2018 meeting and move
forward with the validation process over the summer recess
4. Bring back a resolution on June 27, 2018, authorizing participation in the
Florida local government pooled commercial paper loan program which will
allow bridge financing prior to completing the final construction debt service
FISCAL IMPACT: The current proposed strategy to fund and finance the proposed amateur sports
complex involves a combination of cash and carry appropriations and issuance of short/long term debt.
The specific combination of direct annual appropriation and the timing of any financing will depend
largely upon the sequencing of specific project elements and the anticipated payout schedule. Here is
what is known today;
Attempting to pursue funding and financing for the amateur sports complex without
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enacting the fifth (5th) penny eliminates all flexibility when attempting to increase
funding for beach re-nourishment/beach resiliency and maintain the traditional
funding allocation for marketing and promoting the destination as well as museums
Adopting the fifth (5th) penny will raise $5,250,000 million dollars and these dollars
can immediately be used to cash and carry any component of funding the amateur
sports complex (such as land) provided the Board continues to find that the project
promotes tourism in accordance with state and local statute
Pledging the fourth (4th) and fifth (5th) penny to pay debt service most likely for
structural improvements will, according to bond counsel, require a successful bond
validation process prior to the issuance of the prerequisite bond counsel opinion;
Initiating this process will require the enactment of the amending ordinance enacting
the fifth (5th) penny as well as the bond resolution signifying the board’s intent to
issue debt in a not to exceed amount; this bond validation process will most likely
take approximately three to six months; Bay County was the recent recipient of a
successful bond validation decision by the court for financing their amateur sports
complex.
Short term commercial paper and long term bonded debt are available for the Board
to consider as components of the amateur sports complex evolve; short term
commercial paper under a covenant to budget and appropriate all legally available
non ad valorem revenue is available to the Board as a gap financing solution and any
short term paper issued would then be refinanced as pa rt of a long term bond after a
successful bond validation.
If the Board intends to enact the fifth (5th) penny to fund and finance the proposed
amateur sports complex, then it is suggested that the July 11 Board meeting contain
the final proposed amending ordinance enacting the fifth (5th) penny as well as the
respective financing resolutions including a short term funding resolution providing
for access to commercial paper under the FLGFC program and the proposed long
term bond resolution; this would allow staff, the CA’s office and bond counsel to
commence the bond validation process over the 2017 summer recess.
The Board in discussions on May 23, 2017 provided a level of guidance concerning spending priorities
for programs currently funded with tourist development taxes. That guidance included no change in
Museum category C1 and C2 funding and some level of increased funding support for beach re-
nourishment/pass maintenance. Further the Board agreed that funding and financing the proposed amateur
sports complex will require enactment of a fifth (5th) penny. Staff believes that achieving this guidance is
not possible without enactment of a fifth penny inclusive of ongoing amateur sports marketing and
promotion and achieving the Board desired program funding objectives.
Recognizing the above, the following table offers one option for distribution of tourist tax dollars based
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upon the Board’s guidance and recognizing the eventual need for using a portion of fifth (5 th) penny
dollars for debt service connected with the proposed amateur sports complex.
PROPOSED CHANGES TO THE TDT ALLOCATION
Description Beach
Renourishment
& Beach Park
Facilities
Amateur
Sports Tourism
Venues
Tourism
Promotion
Total
1st Percent 1,250,000 - (1,250,000) -
2nd Percent 1,250,000 - (1,250,000) -
3rd Percent - - - -
4th Percent - - - -
5th Percent - 3,750,000 1,500,000 5,250,000
Total $2,500,000 $3,750,000 $(1,000,000) $5,250,000
The approach described above assumes no more than $3,750,000 of fifth penny TDT is devoted to
funding and financing amateur sports facilities. Annual debt payments of $3.75 million can service
borrowing between 50 and 55 million dollars over a period of 25 years, remembering that bond validation
is a prerequisite to debt issuance. This approach also presumes some level of General Fund lump sum
contribution to achieve the funding need for the project outlay.
Based upon the proposed allocation, beach renourishment/pass maintenance programming under the
above scenario would receive an additional $2,500,000 annually. This is possible by reducing funding for
marketing and promotion from the first two penny’s by $2,500,000 and directing $1,500,000 from fifth
penny proceeds to marketing and promotion. Under this approach, total marketing and promotion TDT
funding is reduced by $1,000,000. The traditional allocation to Museums remains the same.
Under our conservative $5,250,000 per penny planning model, the introduction of fifth penny proceeds
will increase annual TDT dollars to $26,250,000. Based upon the above scenario, amateur sports funding
would receive 14.29% of proceeds; beach re-nourishment/pass maintenance would receive 42.56% of
proceeds; marketing and promotion would receive 33.57% of proceeds and; museums would receive
9.59% of proceeds.
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PROPOSED NEW TDT ALLOCATIONS ($)
Description Beach
Renourishment
& Beach Park
Facilities
Amateur Sports
Tourism
Venues
Tourism
Promotion
Museums Total
1st Percent 2,960,661 - 1,030,494 1,254,845 5,250,000
2nd Percent 2,960,661 - 1,030,494 1,254,845 5,250,000
3rd Percent 5,250,000 - - - 5,250,000
4th Percent - - 5,250,000 - 5,250,000
5th Percent - 3,750,000 1,500,000 - 5,250,000
Total $11,171,322 $3,750,000 $8,810,988 $2,517,690 $26,250,000
Overall % 42.56% 14.29% 33.57% 9.59% 100%
It is important to note that only the first three pennies of TDT revenues may be used to fund beach and
inlet management projects and programs. When the initial 2% tourist development tax was enacted in
1992, beaches received 60% of the available eligible funding and promotion received 40%. When a third
penny was added to the tax in 1995, beaches received 73% of the eligible funding with promotion
receiving 27%. When a fourth penny was added to the tax, together with a new allocation earmarked for
museums, beaches received 67% of the eligible first three pennies, promotion received 15% and museums
received 18%. When the Board reallocated the tourist development taxes in 2013, beaches received 55%
of the eligible first three pennies, promotion received 29% and museums received 16%. The staff
recommendation in the table above commits approximately 71% ($11,171,322 of $15,750,000) of legally
available beach funding to this program category with 13% allocated to destination marketing and
promotion and 16% to museums.
Ordinance 2005-43 filed in August 2005 provided for the enactment and subsequent collection of the
fourth (4th) penny. Full proceeds from this penny began posting to the accounting system on or about
December 1st - approximately 90 days after adoption. So, if the Board was to enact the fifth penny and file
the respective enabling ordinance on or about August 1st, proceeds would likely be received during the
first quarter of FY 2018 on or about November 1, 2017.
The above option is only one approach. However, with guidance not to reduce the TDT allocation to
museums, it is apparent additional dollars devoted to beach re-nourishment pass maintenance will directly
impact marketing and promotion dollars. Also, dollars devoted to amateur sports facilities is essentially
for pay as you go capital or financing and annual operating dollars will be funded from other sources -
most likely the General Fund (001).
Board direction is necessary to prepare a first draft reading of a revised TDT allocation ordinance for
consideration on June 27th. Thereafter, final adoption of the amending ordinance can be ready for Board
approval on July 11th prior to summer recess.
Regarding visitation, direct, and indirect revenues, HSP provided a report identifying the potential local
economic impact resulting from the sports complex. Using a 10 year maturity horizon on visitation, HSP
predicted approximately 265,000 annual visitors attributed to the complex. Using a 20 year horizon, HSP
predicted $468 million in total spending, $5.3 million in TD tax at 4% based on a total hotel spending
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receipts of approximately $132,500,000. Estimated annual stabilized direct spending was approximately
$14,800,000. While these numbers are projections, they indicate the potential for a significant positive
impact for the local economy. The intangible benefit is the availability of these facilities to our local
residents that they would not otherwise have access to. The complete HSP report and summation is
attached for reference.
GROWTH MANAGEMENT IMPACT: The development of sports facilities does not conflict with
Growth Management Plan.
LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires a
majority vote for Board approval. -JAK
RECOMMENDATION: That the Board of County Commissioners approve the recommended funding
allocation and project delivery plan and directs the County Manager or his designees to execute the plan
as submitted or as amended by the collective will of the Board.
Prepared by: Nick Casalanguida, Deputy County Manager
Explanation of attachments:
1. BCC Meeting minutes from 2-28-17 and 3-28-17 providing guidance with affirmation to
move forward to the next phase (2)
2. Hunden Strategic Partners initial study, follow-up, addendum, and summation (4)
3. City Gate initial market evaluation and follow-up sales price analysis (2)
4. City Gate Memorandum of business points, letter of concurrence and exhibits (5)
5. Coastal Zone 25 year beach resiliency memorandum identifying a tentative plan and
budget (1)
6. Tourism Director’s memorandum of reduction in budget analysis and charts (2)
7. Parks and Recreation analysis of anticipated operations and maintenance costs (1)
8. Exhibits depicting planning level complex layouts (4) Note: These were developed for
acreage and feasibility assessment purposes only. Final designs may vary significantly.
9. Wilson/Benfield Alignments (2)
10. City Gate DCA (1)
ATTACHMENT(S)
1. BCC Minutes from 2-28-17 (PDF)
2. BCC Minutes from 3-28-17 (PDF)
3. (Linked) Hunden Strategic Partners initial study (PDF)
4. Hunden Strategic Partners follow-up (PDF)
5. Hunden Strategic Partners addendum (PDF)
6. Hunden Strategic Partners summation (DOCX)
7. City Gate initial market evaluation (PDF)
8. City Gate initial market evaluation follow-up sales price analysis (DOC)
9. City Gate Memorandum of business points (PDF)
10. City Gate letter of concurrence (PDF)
11. City Gate Exhibit 1 (PDF)
12. City Gate Exhibit 2 (PDF)
13. City Gate Exhibit 3 (PDF)
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14. Coastal Zone 25 year beach resiliency memorandum identifying a tenative plan and budget
(DOCX)
15. Tourism Directors memorandum of reduction in budget analysis (DOCX)
16. Tourism Directors memorandum of reduction in budget charts (PPTX)
17. Parks and Recreation analysis of anticipated operations and maintenance cost (XLSX)
18. Planning level complex layout Exhibit 1 (PNG)
19. Planning level complex layout Exhibit 2 (PNG)
20. Planning level complex layout Exhibit 3 (PNG)
21. Planning level complex layout Exhibit 4 (PNG)
22. Wilson Benfield Alignment Exhibit 1 (JPG)
23. Wilson Benfield Alignment Exhibit 2 (JPG)
24. City Gate DCA (PDF)
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COLLIER COUNTY
Board of County Commissioners
Item Number: 11.A
Doc ID: 3335
Item Summary: ***This item to be heard at 1:00 p.m.*** Recommendation to review the
updated conceptual site plans, cost analysis, and funding allocation plan associated with the development
of a regional tournament caliber sports facility and approve the recommended funding allocation, project
delivery plan; and direct the County Manager to execute the plan as submitted or as amended by the
Board. (Nick Casalanguida, Deputy County Manager)
Meeting Date: 06/13/2017
Prepared by:
Title: Executive Secretary to County Manager – County Manager's Office
Name: MaryJo Brock
06/07/2017 11:57 AM
Submitted by:
Title: County Manager – County Manager's Office
Name: Leo E. Ochs
06/07/2017 11:57 AM
Approved By:
Review:
Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 06/07/2017 12:05 PM
Budget and Management Office Mark Isackson Additional Reviewer Completed 06/07/2017 4:11 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 06/07/2017 4:30 PM
County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 06/07/2017 4:39 PM
Board of County Commissioners MaryJo Brock Meeting Pending 06/13/2017 9:00 AM
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RECOMMENDATION TO EVALUATE THE SITE FEASIBILITY
AND FINANCIAL REQUIREMENTS OF DEVELOPING A
REGIONAL TOURNAMENT CALIBER SPORTS FACILITY
AND TO PROVIDE GUIDANCE ON FUTURE ACTIONS -
MOTION TO MOVE FORWARD WITH THIS ITEM, LOOK FOR
FUNDING SOURCES THAT INCLUDE TOURIST TAX
DOLLARS AND PRESENT FINDINGS TO THE TDC ON
MARCH 27TH AND BCC ON MARCH 28TH — APPROVED
MR. OCHS: This is Item -- this is Item 11C on your agenda this
morning. It's a recommendation to evaluate the site feasibility and
financial requirements of developing a regional tournament caliber
sports facility and to provide guidance on future actions.
Mr. Casalanguida, your Deputy County Manager, will begin the
presentation.
MR. CASALANGUIDA: Thank you, sir.
Good morning, Commissioners. I've had the pleasure of working
on this project in two capacities: One was your Braves concept
feasibility study, and we know that didn't end well, and this one here, I
think, is a little bit different.
COMMISSIONER McDANIEL: Contraire. It did quite -- yeah,
that did end well, actually.
CHAIRMAN TAYLOR: It did very well.
MR. CASALANGUIDA: When I say it didn't end well, for the
person who worked on it, it was a -- didn't end well.
This is a little bit different. I'm going to give you a little bit of
background first for the new commissioners because there's a little
history that goes with this project.
This is Gantt chart that we used when we brought something to
the TDC and to the Board to bring on your new sports tourism deputy
assistant director, which the Board approved. It gives you a feel for
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February 28, 2017
some of the projects we worked on and gives you basically an FY16
timeline.
Notice on the top of the screen on the right-hand side there's a
little gap over there. That's a lot of the times during the June/July
period where we're giving the field a rest and we're pushing, you know,
things off in terms of tournament play and even local play.
In 2005 your Parks Department and your Tourism Department
recognized the deficiencies we had in our facilities. We were starting
to, you know, back up in our events management. We were delaying
local field play. So we reached out to Hunden Strategic Partners,
which is here today, and had them do an analysis of what is available
in Collier County, determine our existing capacity, the demand, and do
a presentation to the Board.
As part of that presentation, they suggested a certain type of play
or tournament caliber facility that would be able to provide the level of
demand that we have here in Collier County.
We started out with six sites that was presented to the Board. It
gives you an overview map with North Collier Park being on the top of
the screen, the locations around I-75/951, there were four of them, and
one down in the south which is Manatee Elementary School location
off of 41, Manatee Road and Roost Road.
So that was presented to the Board, discussed at length, and a
couple of these came off.
We then started with North Collier Regional Park, and the
comment was, let's take a look at this but let's do some public
involvement. There was a lot of discussion about the preserve area in
the middle here.
With Hunden's recommendation, they looked at eight fields, both
multi-purpose fields and softball/baseball as well as the determined
need that we don't have a sports championship venue or what we call --
you know, not a stadium but a chairmanships venue caliber facility as
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well, too.
So we went to the public, and the feedback was, don't touch the
preserve. So we converted North Collier Park to just a turf analysis. It
was supposed to be an item that was going to follow this. The TDC
heard it Monday. They wanted some additional information, as the
County Manager pointed out, and that will come back to you in a
month. So we left North Collier off the table in terms of this review.
Manatee Middle School superimposed three fields. It's residential
all around it, it takes access off Roost Road, Manatee, and 41. The site
can't be expanded. That was taken off fairly easily. I think Hunden
suggested 60 acres was the minimum, so we looked at it. Clearly, it
wasn't going to accommodate what we were trying to accomplish.
We looked at the golf course site, superimposed three fields. This
is 167 acres. This -- at the time it was suggested, there was a lot of
discussion about the existing use of the golf course and the developer
at the time who owns the golf course, the land developer suggested
putting multifamily around here. It became quite controversial, so it
was taken off due to that.
I think there's still an opportunity to look at that. And we
received interest from the owner that says, if you're still looking, I'm
interested in talking to the county. So right now that is not in your
feasibility study, but it is a viable alternative to a sports location site.
Next is Magnolia Pond. Mr. Beyrent, who's spent quite a bit of
time -- I think he's in the audience -- bringing proposals to us. This is
multi-owner site. This location here is owned by one owner, this is a
firm in Miami, and this is Mr. Benderson that owns the property here.
Just to the right is 951.
Had the engineer do a layout of this site showing that the venue
could accommodate the fields. There was some complications with
some preserves and drainage easements. Really, when we looked at
this site, Commissioners, it boiled down to trying to work with four
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different owners, county being one of them, trying to manage the
traffic and capacity improvements that are controlled by this owner,
and the fact that this owner has the property entitled or committed
under a purchase and sale right now.
So this, out of all the sites, has the most complications, although
it's in a very good location.
We next evaluated the City Gate site. City Gate has a long
relationship with the county. We've had three or four developer
contribution agreements with City Gate Development. They're
building and designed a four-lane road that connects to 951. We are
now completing that road all the way over to the Collier County 305
site. It's going to provide access to the resource recovery park and
ultimately to the Wilson/Benfield Road.
So we had a different firm work with that -- that's the same firm
that's doing some of the City Gate work -- for expediency and cost.
Collier County's 305 is next door. We are -- purchased that site
already for approximately $5 million going back a few years. At one
point in time we were considering making an offer for 18 million. We
picked this up from Mellon Bank as a distressed property when they
were able to write off some of the bad loans. So the county owns this
property right now.
It is going to be a -- in our long-term plans has the potential for a
landfill expansion, buyer reactor site, a future county road that's in our
Long Range Transportation Plan, and also access to the resource
recovery park. There's about 165 useful acres there that we can
accommodate future development.
So we've laid out what we call the full complex that Hunden
Strategic Partners suggested on both sites. Going to City Gate first,
there's one main access road off this road that's being constructed right
now. Secondary access road to the west. It has the complement of the
eight facility fields and the championship fields and also
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accommodates a future field house.
So the site is large enough at about 105 acres. Concern with this
is the price. The positive with this is, obviously, it's zoned, shovel
ready, and within 12 to 24 months you could be turning dirt on this site
and be moving forward.
Had very good conversations with the owners of City Gate. They
said they're interested in talking to us further. And we didn't have
authority to negotiate, so we left it as it's a viable site.
Collier County 305, same complement of facilities; identical to
City Gate and allows and considers the future road development of
Wilson/Benfield. Complications with this site, you are looking at three
to five years to turn dirt on this site because of the permitting that's
required, public involvement, Federal Highway in terms of crossing
I-75, an alignment that's there, and quite a bit of mitigation.
We have five million of sun (sic) cost in this. We're going to
develop the site at some point in time. You have the benefit of
multiple departments; in other words, transportation is going to have to
do a lot of the site infrastructure improvements to build the road and do
the drainage. I know we're looking at a restore project for drainage
here as well as expansion from public utilities.
So this site is viable. It's a time component issue for that. And
our costs, all in, you know, get to the higher end of 200,000 per acre to
get it developable.
Our recommendations boil down to four important components,
and I'm going to give some time for Hunden Strategic Partners to talk
about the demand and also our public speakers, but this is important.
As part of our financing plan when we looked at this, it's not
going to get done without some sort of TD pledge, tourist development
tax. In terms of where we are right now in Collier County, you're at 4
percent tourist development tax. Obviously, 1 percent per hundred of
room means a dollar a night, so average room is 250, you're looking at
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2.50 more per room night added for a 1 percent tax.
We're one of the only communities that's at the current 4 percent
rate. Most communities are at 5. Some of the coastal high-impact
communities are at 6.
One percent in TD revenue generates about $5.2 million. The
ranges we've given you in this site development is 60 to 100 million
dollars. Obviously, the high end of that is based on the price range
that's in City Gate at the top value of$400,000 per acre. That would
be significantly reduced if we went to the 305 site or if City Gate was
able to work with us on the price coming down.
Ten to $15 million of that range that's in there is the field house
building. That could be delayed or done at a second phase. I think
Hunden will talk a little bit about the field house building as well, too.
So you're looking at about $50 million on a -- you know, a low
price land acquisition developable complex. The 1 percent generates
about 5 million. Your debt service, to get to 50 to 60 million with
assuming some sort of general fund buy-down, is about $4 million a
year. So financially it's feasible to do that.
And I'm spending a little bit of time on Item 1 because I think, in
fairness to the folks that we're going to have to work with at the next
phase, if there's no real commitment to really explore that financial
plan, it really shouldn't go to the next phase because it's quite
expensive and coming back with the detailed pro formas on both the
sites without a commitment to do that, really a little disingenuous
negotiating with these folks.
Now, the second part of the recommendation is the meet with
City Gate folks. I think they've talked to us several times and said the
price is negotiable; they can come down. They've also talked about
some nonmonetary exchanges. And from explaining that to you a little
bit is when you're designing a site, there's things such as drainage,
other improvements that could be done in shared berms where if we
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co-locate that site, we can reduce the price as well, too.
And I'd like to -- part of that Item 4 is allow some additional
funds for me to spend some time with the engineers and see what kind
of nonmonetary value we can get by developing that site.
We expect to deliver to you, when we come back, a final
comparison of the two sites. If I were to add anything to this
recommendation, it would be to maybe include the golf course as a
sniff test as well, too, to see if there's any interest in that and what that
might bring.
I did want to address a couple comments as we've had with the
board members regarding some of the locations. I know
Commissioner Solis suggested yesterday there was a concern about
industrial property, so you kind of perked my curiosity. I wanted to
get through and see what was left over. His concern was we have very
light industrial property in the county, and if we chew up 105 acres at
City Gate, what's left over?
I reached out to the Rice's. We did an analysis in-house. There's
still quite a bit of acreage left over. There's about another 105 that
would be left over; enough for a Hertz-type industrial complex plus 10
more, 100,000-square-foot building. So the site does have the
flexibility to take this on and still have some light industrial left over.
There's also the component that we could do a little balance
development on this as well, too, and I think we'll look at that if the
Board decides to go forward, meaning that we would look at both sites,
and maybe we could start with a portion on City Gate and develop the
rest on Collier 305 if that made sense. But I think from a staff
perspective,'what our goal would be in the next 120 days is bring you
several financing plan options with the TD kind of revenue built into
that equation.
There'd be a General Fund component for a buy-down we would
talk about, because there would be a lot of public use that would go
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into this as well, too. And then really do a pro forma on City Gate,
Collier County 305, and potentially the golf course as well, too, so that
you'd be looking at some, really, better numbers and better time frames
on a project like this.
That's my end of the presentation. I think you -- I would like to
bring up Hunden Strategic Partners, because their expertise is in
demand, and evaluate. And we've asked them to evaluate what we had
done and also take a look and brief the Board on some of the demand
components and facility components that we asked them to look at
about six to nine months ago.
So with that, I'll ask Mr. Hunden to come forward.
MR. HUNDEN: Thank you, sir. Appreciate it.
MR. OCHS: Introduce yourself on the record.
MR. HUNDEN: Will do. My name is Rob Hunden, president of
Hunden Strategics Partners. I have with me Nick D'Onofrio who has
also worked on this quite extensively, both the prior analysis and the
current additional work that we just completed.
Very happy to be here and go through this presentation. I think
that -- you've heard, I think, most of the results, but I'm going to go
into a little bit of detail.
So first, for those of you who weren't involved in the prior study,
I wanted to just give you an overview of what was found. I'll try to
keep this pretty brief. We have -- I know that we're beyond the
time-certain, so it's a good thing we probably don't work at NASA.
But I will tell you I am from the community that has more
roundabouts than any other in the country in Carmel, Indiana. And see
me afterwards, but definitely, definitely highly recommend them. They
have over 100.
So the overview of the prior study: What we learned is that you
are really -- it's my least favorite term in economic development, but
you're leaking demand and money and spending to other communities
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through these because you're losing the opportunity for additional
sports utilization for tournaments, people traveling for tournaments,
and of course Florida and your county in particular are very attractive
for youth sports tournaments of all kind, both indoor and out, primarily
outdoor because of your weather, but also indoor as well has become a
big trend.
And so we did the analysis and, as you can see here on Slide 4,
we projected from the recommended number of facilities -- let me
actually go back. So just to give you a broad overview of the number
of minimum facilities that we recommended as a result of doing our
demand and financial analysis, as well as economic impact analysis, is
that we recommended at least eight multi-purpose fields and at least
eight diamonds; however, again, that would be the minimum.
So if that's going to take up 60 acres when you include parking,
we actually believe that down the road in terms of phasing you could
go certainly to double that number and then also add an indoor facility,
and I'll talk about indoor in a second.
So we're talking about something that's pretty robust and takes up
a lot of space, which is why it narrowed down the 29 sites that we
looked at before to just these handful that we're talking about today.
In terms of the economic fiscal and employment impact, it's really
driven by the day trips and overnights and, primarily, here you're going
to get into the overnights which, of course, is going to generate a lot of
TDT and other taxes related to the spending at hotels, restaurants, and
retail, primarily.
So from that we broke down the estimated stabilized hotel room
nights and other spending from that that was over 40,000 broken up
into soccer, baseball, softball, football, lacrosse. That did not include
any indoor which, again, we'll talk about, so that is up and coming.
On Slide 5, we have an estimate of the 20 years of impacts, and I
consider these to be net new impacts. We don't talk about cannibalized
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spending that's sort of recycled in the community. We're only talking
about net new, folks that are coming from outside the community for
day trips or overnights and spending those dollars here.
So pretty significant. Over 20 years, 468 million just from that
eight and eight outdoor facility. If you did indoor, if you did more than
eight and eight, these numbers would be higher, and about 5.3 million
in the 4 percent TDT. So -- and supporting about 400 jobs full-time
equivalent.
So pretty -- and, again, these are based on actual results in other
places. We've worked on probably about 30 sports rec and tournament
facilities around the country, and many -- it's a big trend right now
that's continuing to increase. At some point it will peak out, but sort of
first-mover advantage, you want to establish your presence in the
industry so that you can have a positive reputation and continue to
grow that business.
So in terms of the key questions, we were asked to assess three
proposed sites that seemed to start to fit the bill, narrowed down from
the 29. Also look at the site and parking plans. I won't go into a huge
amount of detail, although it is in your packet there. And then talk to
you a little bit about indoor, because that wasn't a super focus of the
last study, so we want to sort of get you educated and up to speed on
just kind of where that's going, and then also talk about the
management and governance structure a little bit.
So with that, I'll move forward. So the -- so you have already sort
of seen an overview of the three primary sites, and this is how they lay
out. And just so you know, the City Gate site, you're really only getting
about half of that, and so that's what was focused on in the prior
presentation is that there's a possibility that you could potentially use
both sites and have them combine in such a way as to be most
beneficial for the immediate and long term.
So, I know this is probably hard to read but, big picture, all three
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sites are large, but in terms of the minimum site size, especially if
we're talking about future phasing, it really sort of knocks the
Magnolia Pond site out of the box right away and really forces you to
focus on the 305 site and the City Gate site.
So, again, Magnolia Pond is several parcels, and access for all
those parcels is going to -- you're just going to have to do a lot of
legwork to get everything assembled in order to make that work. And
so this is how it could lay out. This is another slide showing how that
it could lay out if you added the formerly proposed preserve site to
that. But, again, the parking and all of the amenities and uses are not
necessarily easy to access if you're walking -- parking and then
walking, and then, of course, we have multiple parcels to purchase and
assemble, and so that could take some time and effort.
And, again, the overall ability to expand is not there, and so that
makes it a challenge, because then you'd have to be looking for another
site if you wanted to do that. And the way this industry is going is that
the tournaments are trying to be in as -- in one place if they can be.
And five, 10 years ago, they were used to having to use multiple
facilities all over the place. These days enough communities have
built all-in-one-place sort of category killers, kind of the big box effect,
that they're sort of getting spoiled, right, to have everything in one
place.
And so, unfortunately, the Magnolia Pond site doesn't really set
up well for that. So I'm not going to really spend a lot of time on the
positives and negatives, because the negatives, like I said, sort of
knock it out of the box.
Let's look at the City Gate site plan assessment. You saw some of
the visuals up here before. Here is sort of a closeup of one of those.
And so, obviously, the site is large enough. There are only two access
points into the complex that are planned at this time. We do believe
there would be an ease of way finding throughout so both vehicles and
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pedestrians could easily navigate through.
You could design the setup to allow for multiple simultaneous
events. Although there's no perfect situation, this lays out fairly nicely,
and it does suit all the needs of what our recommendations suggest at
this time.
The parking is -- gets you -- at least in terms of the analysis that
was done on the site suggested 1,800 parking spaces, which is 106 per
field. Really, the max you should ever need is about 100 per field.
You can sometimes get away with less; 70 to 80. So this parking ratio
does match the requirements of the event organizers. And I'm sure you
can work a roundabout in there somewhere.
COMMISSIONER McDANIEL: Quit.
MR. HUNDEN: So then in terms of--
CHAIRMAN TAYLOR: He did say that, right?
COMMISSIONER McDANIEL: Twice.
CHAIRMAN TAYLOR: Twice, okay. All right. Just checking.
I had to do a double-take there.
MR. HUNDEN: And so the site conclusions are that this
particular site does offer the county a flexible and contiguous base for
the development of the recommended sports complex and amenities
plus the ability to expand. And because it is adjacent to the 305 site, it
does give you those added options for expansion as well.
It's -- of course, they're all sort of in the same area, so they're all
near the same nodes, the support nodes of hotels and restaurants.
As was mentioned, the major challenge is the expected cost to
acquire the site from the private owner but, again, they have indicated
that they would be willing to have a conversation about that. So we do
recommend that this be considered along with the 305 site as one of
the options.
Now, let's move on to the Collier County 305 site. This is the
largest of the sites. Certainly undeveloped at this point in time. It also
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has two access points and would allow for ease of access for vehicles
and pedestrians.
The site is generally ideal for tournament-quality play and
development. There did not appear to be anything that would really be
a deal killer for this site. It just, obviously, would need to be prepped
for this appropriate type of a use. And so, there are some timing issues
with that, too. But, again, having this adjacent to the other site is a
great benefit.
The parking that's available, again, is more than the 100 spaces
per field, which is more than adequate. And, again, this could be
designed and done in such a way that you could add other types of uses
as well in terms of indoor and additional outdoor.
So because you own the site, you have a lot more control of what
happens here, and it provides more than the required acreage for the
minimum site and certainly allows you plenty of opportunity to
expand.
The other thing that it allows you to do -- and this is one of the
things that is either in the -- it's in the back of our presentation here, but
a lot of these complexes are designing the amenities right into the
complex if they have room. So they've put, like, a Hampton Inn and a
restaurant and maybe a doctor's office that works on bone injuries or
whatever right on site, and so that's handy for all those --
COMMISSIONER McDANIEL: Those bone injuries derived
from lit intersections, not roundabouts.
MR. HUNDEN: Correct, correct.
So with that said, this site certainly provides you a lot of options
and also the fact that it is adjacent to the other site gives you some
options.
So those two we do recommend you continue to consider, and it's
great that you can sort of play them off of each other and use those to
leverage, right? Use those for leverage to get your best project
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developed.
Now, in terms of indoor facilities, those have become a big focus
recently. Outdoor has historically been the driver, but there's a lot
going on in indoor, and it's not just basketball and volleyball. It's
dance, cheer, wrestling, you name it. So there are a lot of things going
on. And we've worked on a number of these that are being developed
or have been developed or are under development.
But I want to bring a reality check to all of these, and whether
you're talking about an indoor facility or an outdoor facility, in general,
they don't make enough money, and sometimes they don't make any
money at all internally in order to support their operations or debt
service. And so if people are coming and saying, hey, do I have a deal
for you, we want to get you to invest in this and everybody's going to
make a bunch of money, just be careful, because these are economic
development projects and, typically, the public sector does backstop
the funding for whether it's indoor or outdoor, and then you can have
private management if you so choose, which we'll discuss.
But in terms of the facilities themselves being profit makers for
individual investors, we've seen that play out negatively in other
places. So we just want to give you some overview education on that.
So there have been several large ones developed. We highlight
four here: Frisco, Texas; Rockford, Illinois, which we worked on, just
opened last year; Emerson, Georgia, which is called Lake Point. We
were just there about a week ago, and they have 12 indoor courts; and
then also we worked on the Grand Park in Westfield, Indiana, which is
just north of all those roundabouts.
But, anyway, big picture, they cost about 3 million on average per
court to develop, and so if you're doing, say, a 10-court facility, that's
about a $30 million investment.
The case studies show that a spectrum of facilities have been
established, and they are very busy when they're open, and they do
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generate a lot of room nights, and certainly because they're indoor,
they have seasonality -- they're buffered against some seasonality that
outdoor fields can sometimes struggle with.
They tend to be booked on weekends all the time, and so there's a
they make a nice counterbalance to an outdoor set of fields that can
tend to get overused or burned up in certain times of the year or some
types of the year. If you're not in Florida, you can't use the outdoor
fields at all.
But in terms of just some of the highlights, most of these are
booked between 30 and 45 weekends a year, and they're getting a
significant amount of room nights and visitors per year in the many
tens of thousands.
So on to the governance structure. If you build it, will they
come? And the answer is not necessarily. I used to speak at a
conference called, if you build it, will they come, because that's the
kinds of things we specialize in, convention centers and conference
centers and youth sports and stadiums and professional arenas and that
sort of thing. And it has to be executed well.
So unlike most government operations, such as passive parks or
general services, sports complexes operate within a very competitive
marketplace. You're competing against cities and communities and
private entities all around the country for all types of things, and so you
want to be -- you want to have nimble, experienced, and aggressive
management that's proven themselves. You need to have dedicated
funding so you can have nice facilities that are continuously, you
know, sort of at the top of their game, so to speak, and your managers
and marketers need to be very knowledgeable of both the sports and
the people in each of those sports so -- because it's sort of like concert
promotion. It's not the facility itself. It's the promoter and what their
relationships are and how well they treat people when they're here.
So you've got a great convention and visitors bureau that does a
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great job now and treats people really well. People love coming here.
That's not always the case in other places that we work, and so your
reputation goes a long way to serve you down the road. If somebody
comes and has a bad experience, they won't necessarily come back.
So, what are the primary models? So we have public
management, which is parks and rec and generally government
orientation; we have private management; and then we would have an
authority or maybe an enterprise model within government. And I
know that you-all are probably very aware of these very different
governance models, but just to give you a sense of it, within public
management if you're, you know, inside sort of a parks and rec, that
can -- can be constrained by government bureaucracy and rules that
don't necessarily recognize the sort of nimbleness that's needed within
a competitive market-oriented environment.
We've seen where the revenue and expense sides of the ledger are
not always related or know what -- kind of know what's going on
between the right and the left hand.
It can limit the ability to make quick or creative decisions.
Incentives are often not in place to act like a business enterprise. We
actually have a client in California where the public sector operates it
and the private sector developed it, and the reviews, unfortunately, are
coming in that there's not the connection by the folks running it who
understand that this is supposed to be for the public good, and so it's
supposed to incentivize and drive room nights and all of that, and so
the way they're treating the customers is not necessarily customer
friendly and not necessarily inviting them back. We're giving them
parking problems and things like that.
So -- and it's not the people's fault. They're just in a different
environment where their goals and what's driving their, sort of,
nine-to-five work ethic is different than if you were running it as your
own entrepreneurial business.
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Sometimes you can be influenced by political or public sector
personalities. If you do choose this option, though, it can work if it's
created as more of an enterprise unit within government where they're
sort of allowed to operate within their own environment of customer
service and setting goals of impact and high utilization as well as high
customer service.
Private management tends to -- when you go out for bid then, you
can get those groups competing for you to offer you sort of the best
deal to operate your facility. They should have experience in the
management of these and marketing of these as well as driving,
potentially, sponsorships in advertising, which is a really big deal for
these kinds of facilities. They should have relationships with national
and regional event promoters.
And you need to have knowledge on your side of it, though, and
we can actually -- and Mike Malay, who worked with us on the first
phase of this, I would recommend that he be sort of reengaged as you
go forward because he sets up these sports commissions or these
governance types of things so that no matter what governance model
you go with, that the people running it -- and ultimately it would be
owned by you -- are educated enough to know how to ask the right
questions and set up the right incentives for whatever model is
eventually structured. So in any event, I would recommend you talk
with Mike down the road.
But -- and he used to run ESPN Wide World of Sports and has set
up multiple sports authorities. So they operate in a private market
environment, and so they should be very reactive and receptive to that.
And then there's a third way which is sort of an authority or an
independent model which is something that's sort of quasi in between.
And we like this a lot because it still allows you to have a great
influence. And you can either hire a private manager or just an
individual management team within an authority model that allows
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you to sort of have the best of both worlds from the public and private
sector.
So we can get into more details of this. There are no hard and fast
rules, but the structures can protect you from bad eggs. You can have
great operators that are in bad structures, but it's hard to have great
operations within a bad structure -- or the good structures protect you
from bad operators, in our experience.
So with that, we have some other detail if you want to, but I know
that you're behind on time. So we just wanted to get through and make
those points and see if you had and questions about the overall
movement down the road.
CHAIRMAN TAYLOR: Commissioner McDaniel?
COMMISSIONER McDANIEL: Yeah. I didn't have any
questions. I just wanted to make a statement, if I may, with regard to --
I'd like to move this along and get to our public opinion.
CHAIRMAN TAYLOR: Yeah, well, if you don't have a question
anyone has a question up here.
COMMISSIONER SOLIS: Not of him.
COMMISSIONER McDANIEL: Not of him.
CHAIRMAN TAYLOR: But of staff?
COMMISSIONER McDANIEL: Yes, of staff, I do.
CHAIRMAN TAYLOR: Okay. So let's bring staff back. Let's
bring Nick back to --
COMMISSIONER McDANIEL: Right. And that was why my
light was up, Madam Chair.
COMMISSIONER FIALA: How many speakers do we have?
CHAIRMAN TAYLOR: How many?
MR. MILLER: Eleven.
CHAIRMAN TAYLOR: Eleven.
MR. CASALANGUIDA: Speakers first, or do you want me to
take questions?
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CHAIRMAN TAYLOR: No. We have some questions, and
that's fine.
MR. CASALANGUIDA: Okay. Sure. Go right ahead.
COMMISSIONER McDANIEL: Am I allowed to go? Yes,
please.
And I wanted to say this out loud. If you could bring up the
screen that you talked about the four points that you brought up with
regard to prioritization for us. Not that one. The one that had the --
that one right there.
And I kind of hung on this at the beginning in regard to
apologizing to you for your theory on wasting time on that other
endeavor with regard to the professional sports stadium. It wasn't
wasted time. It's a process that we have to necessarily go through.
But I hung on the statement that you made, in that our efforts,
without a funding device in place in advance, are kind of disingenuous,
and I don't think -- I don't think any of us, or at least I know personally
I don't think that is a -- there's an issue with regard to the need for this
type of facility for our community. That was the whole process of
moving the professional facilities along and move over to here.
But I would -- I would much prefer as we go through this that we
really focus our energies in short order with regard to the funding
sources first and then back into it with -- from a comparison standpoint
with regard to the alternatives, the management, the layout, the indoor,
the outdoor, although those were very interesting -- interesting thought
processes, that I think we need to stay very pragmatic with how we
move through this.
MR. CASALANGUIDA: For clarification, it doesn't have to be
in place. I just think that as a board, collectively, if we're going to go
through this effort, there's got to be an interest to look at that and be
willing to do that. If there's not, then we should stop here.
So question one would probably want to be answered.
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CHAIRMAN TAYLOR: Okay. Commissioner Saunders?
COMMISSIONER SAUNDERS: Thank you. A couple
questions, Nick. I may have misheard this. It won't be the first time.
But you were talking about the 305 property, and you said -- or I made
a note of this -- that it would cost $200,000 per acre to get it into a
developable state.
COMMISSIONER McDANIEL: That's what he said.
COMMISSIONER SAUNDERS: And I don't understand that.
MR. CASALANGUIDA: In other words, our costs, sun costs to
buy in are about 28,000 an acre, what we spent already to buy the
property. So now the next phase is you've got to go through the
permitting process with the Army Corps. You've got to get it to a
certain phase, like City Gate. In other words, if you were going to
raise it to be equal to City Gate, which is entitled, permitted, all the
zoning processes in place, your now per-acre cost starts to get in that
200,000 range, because we bought it as raw land.
COMMISSIONER SAUNDERS: Okay. I wanted to make sure I
understood that. That's a phenomenal cost --
MR. CASALANGUIDA: Yeah.
COMMISSIONER SAUNDERS: -- for that.
And to the comment in terms of the financing plan, the only way
to finance this is with the 1 percent tourist tax, and so that raises two
questions: One, has this been discussed with the Tourist Development
Council? I suspect probably not, but --
MR. CASALANGUIDA: Only to the extent that we're doing
these feasibility processes. The idea was, if it's feasible, then we'll go
through, develop some sort of finance package, bring it to the Tourist
Development Council, and bring it back to the Board.
COMMISSIONER SAUNDERS: And just -- this is a question
for the County Attorney, but my understanding is to impose a 1 percent
tourist tax for these types of facilities requires a supermajority vote of
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the County Commissioner. It doesn't require referendum; just a
supermajority vote of the Commission, so -- is that correct?
MR. KLATZKOW: You're correct on both counts.
COMMISSIONER SAUNDERS: Okay. So I think what you're
asking is, is there a desire on the part of this commission to consider a
1 percent tourist tax increase for this project. If there isn't, then there's
no point in going forward, I think is what your question is.
MR. CASALANGUIDA: Exactly correct, sir.
COMMISSIONER SAUNDERS: So that's a question for us,
Madam Chair.
CHAIRMAN TAYLOR: Okay. Commissioner Solis?
COMMISSIONER SOLIS: A couple of questions: One is -- and
I like the way that we've laid out what the initial discussion should be
or consideration for the Board, because I think the financing is a
threshold issue, but I want to express my concern. One, if$200,000 is
the cost per acre to get the 305 property up to, you know, where we're
ready to build something -- I mean, that's half of the number that's out
there right now.
MR. CASALANGUIDA: For the City Gate.
COMMISSIONER SOLIS: For the City Gate.
MR. CASALANGUIDA: That's right.
COMMISSIONER SOLIS: Okay. Number two, has any
consideration been given at this point to kind of co-developing this?
Because what occurred to me was, we could phase it, right? We could
and my concern, as you said, is we have such limited light
industrially zoned land. There's virtually, I think, five or six areas in
the county where we have this. To use what little we have of that kind
of land for fields and things, even if it's a revenue source, is still just --
I don't know if it's counterintuitive. It's not counterintuitive. It just
doesn't make sense to me from an economic development standpoint.
But putting that aside, if we could leverage the ownership of the
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305 property with the need to get this done if we work out the
financing issues, the need to get something built expeditiously that
would benefit the community, I would really want to look at that,
because, one, we could phase it. We could get some of it done
quickly. We could work on the total cost and leverage, you know, the
county-owned land as opposed to using up the light industrial land.
So I think there's a lot there that could be done there to work on
what this is all going to cost, how it would happen, that I think we need
to think very, very seriously about.
MR. CASALANGUIDA: Sir, to your point -- I think I touched
on it, but I'll elaborate a little bit more with the cursor, if I could here.
Under the C is -- this is the championship venue. And the way it's
broken out is the four diamonds and then some more multipurpose
fields.
Rob, correct me if I'm wrong, but I think as I read in the report,
the multipurpose fields are the highest demand. And as you'll hear
from, I think, Mr. Berman from FBU, if you were to do a
complementary side-by-side project, you might do the championship
venue laid out with six or eight multipurpose fields, leverage what you
said, only take down the back half of City Gate, then develop the
baseball championship on ours, so you've got something you could
start on fairly quickly that addresses the demand for the multipurpose
fields and that championship venue, allow Collier County 305 to run
its course over the next three to five years, take down the back half,
and you've got both the expansion prospect as well as some immediate
relief. And I think that's our plan is to give you a pure City Gate, a
pure 305, and then maybe a hybrid approach when we come back as to
something in between.
COMMISSIONER SOLIS: Okay. I just see that that would be
one way of hopefully lowering the total cost for providing the venue.
And that's all I have.
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CHAIRMAN TAYLOR: That's it? Okay.
You know, when we talk about this investment, we talk about
price and what we're going to do, and we talk about economic diversity
and economic development. To me this is the -- you know, the new
century economic development. It's a nine billion -- is that correct? --
nine billion dollar a year" industry throughout the United States of
America, and we are turning -- I sent you an email that shows we are
turning groups away. And so it's extremely important that we look at
this.
We've seen the paper where tourism is flat. We've got Cuba at our
doorstep, right? You know, but this is -- this kind of tourism, to me,
such a wonderful tourism because it doesn't matter if the sun is shining
or not; they're going to come because they're here to play and they're
here to compete.
And the parents come and maybe, depending on where they come
from, the relatives come. And building this helps our community
because our kids are short fields. And so it's a wonderful blending of a
positive active step in the right direction where we're -- we are looking
at the next generation.
So to me it's everything wrapped up in one, but the price is
concerning to me, and I always go back to our five-year projection;
129 million in recommended projects in excess that we don't know
where the funding is going to come in the next five years; $129
million.
We need to be very careful how we go through this and what
we're going to spend our money on even though this is a wonderful
thing to do.
Deputy Manager Casalanguida, you've got to shapen your pencil,
sir. I mean, I'm very concerned about that. We cannot overspend; no
matter how exciting this is, we've got to be judicious in how we apply
this money.
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And one thing I'd like to see -- and I don't know if we want to
make a motion right now. We could do that afterwards, perhaps, after
we hear from the speakers. But as we look at raising the tourist tax 1
percent, we need to look at reallocation of that money. That has to be
factored into it, so -- in my opinion.
All right. So thank you very much, and I guess we'll hear from
our speakers right now.
Before we do that, we have a minute and a half, right?
MR. MILLER: Yes, ma'am.
CHAIRMAN TAYLOR: All right. So this is a little --
MR. CASALANGUIDA: Go ahead, Troy.
A video was played.)
MR. OCHS: We love having all of you
here. Enjoy your week here. Enjoy all the
wonderful amenities that Collier County has
to offer."
COMMISSIONER McDANIEL: Maybe you ought to let it spool
up first.
CHAIRMAN TAYLOR: Yeah. Let's try it another time. Try it
at the end. It's not working.
MR. OCHS: Looks like me at a board meeting.
MR. MILLER: I am pushing play and pausing, and I'm -- it's a
computer issue, I guess. Oh, there we go.
CHAIRMAN TAYLOR: Oh, it's stopping again. All right.
MR. MILLER: It's a computer file, and I don't know if it's just
not running fast enough or what.
MR. OCHS: We'll try to come back to it after the speakers.
MR. MILLER: Okay. We'll do that. Your first speaker -- I'm
going to ask the speakers to use -- I'm going to ask the speakers to
dance.
CHAIRMAN TAYLOR: Part of speaking. Part of speaking is
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you have to dance to the music as you come up here, so let's play that
again.
COMMISSIONER SOLIS: Come on down.
MR. MILLER: Your first speaker -- I'll ask the speakers to use
both podiums and remind the speakers to state your name for the
record when you come up.
Your first speaker is Garrett Beyrent. He'll be followed by Nora
B eyrent.
MR. BEYRENT: For the record, I'm Garret FX Beyrent. I've
been a developer in Collier County for 46 years. I'm much older than I
look.
In any case, I'd like to actually ask the chairman of the board,
chairwoman of the board, I'd like to be sworn in for testimony, and I'd
like to --
CHAIRMAN TAYLOR: You don't have to be sworn in for this,
sir.
MR. BEYRENT: No, I want to be sworn in.
CHAIRMAN TAYLOR: Well --
MR. BEYRENT: Donna Fiala did it last time.
CHAIRMAN TAYLOR: Did you?
MR. BEYRENT: Yeah.
COMMISSIONER McDANIEL: Not the Chair anymore.
MR. BEYRENT: I know.
CHAIRMAN TAYLOR: Well --
MR. BEYRENT: No, it's a quasi-judicial --
CHAIRMAN TAYLOR: No, sir, it's not.
MR. BEYRENT: It's not anymore?
CHAIRMAN TAYLOR: No, it's not.
MR. BEYRENT: Burt?
COMMISSIONER SAUNDERS: No.
MR. BEYRENT: No, all right. Okay.
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In any case, I'd like to give one of these blueprints I've got of the
Magnolia Pond PUD to Mr. Klatzkow and the other one to the co --
could I give it to the court reporter?
CHAIRMAN TAYLOR: You can.
MR. BEYRENT: And it would be part of public record, right?
CHAIRMAN TAYLOR: Yes, it would be.
MR. BEYRENT: Okay.
COMMISSIONER SAUNDERS: You now have 10 seconds left.
COMMISSIONER McDANIEL: Your clock's ticking Garrett.
CHAIRMAN TAYLOR: Your clock is ticking.
MR. BEYRENT: My daughter won't be speaking. She was going
to secede (sic) her three minutes to me. She's back there. She's going
to stand up.
CHAIRMAN TAYLOR: She is.
MR. BEYRENT: That's her. That's my daughter.
MS. BEYRENT: I relinquish my three minutes to my father.
MR. BEYRENT: She grew up here in Naples and went to all the
schools, and --
CHAIRMAN TAYLOR: Quite beautiful.
MR. BEYRENT: -- played baseball left field; boring, okay.
So in any case, I'm here because I'm on the list there, I was on the
list, till the Hunden study said that magic word; they said they knocked
Magnolia Pond out of the box. That's a baseball euphemism.
And my argument is always that baseball is yesterday, because in
1962 I went to New York City to watch the New York Yankees play.
Mickey Mantle was there and Roger Maris and all the big guys. It was
boring. And today it's even more boring.
So when I designed my PUD, I went with the lady that knows
more about sports than I do; Commissioner Fiala. So I put 72
pickleball courts in my design plan, and I don't see any in the other
plans. But -- I've got three minutes left, right?
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Okay. And very long story -- everybody's got copies of the site
plan that I proposed. But I should tell you that yesterday I actually
went over to see my buddy Jace Kentner, and I said, hey, can you give
me a copy of that fast track ordinance. He said, how fast would you
like it? I said, right now. So he gave it to me, and then I went over to
my other buddy, Ray Bellows, and I said, Ray, I need to have an
appointment to have a sit down with you guys because I want to fast
track my sports complex.
He said, your sports complex? I said, yeah, my sports complex,
because I don't want to wait around for this thing to get developed
because there will be 22 more studies done to tell me baseball is better
than pickleball. I disagree.
So in any case, I guess it was around 2 o'clock yesterday
afternoon I submitted my plan with my $500 check, and on -- let me
see, March the 1st I'm having my first sit down with staff to go over
my preliminary application, and on March the 3rd I've got to get
surgery because the VA says I have howitzer hearing and a bad leg
from my combat service. I'm pretty sure I was in the army.
Anyhow, that pretty much wraps it up. So what I want to just say
is that I kind of jumped the gun on you guys because I'm too old and I
can't wait around because my kids and my grandchildren need a sports
complex, and the future is pickleball and another thing called
spaceball, which is high-intensity version of boring baseball.
So, anyhow, I'm moving forward, and I hope all you people are,
too. Thank you.
CHAIRMAN TAYLOR: Thank you.
MR. MILLER: Your next speaker is Mary Shea. She'll be
followed by Douglas Berman.
MR. OCHS: Ladies and gentlemen, if you could use both
podiums, that would be helpful. Thank you.
MS. SHEA: My name is Mary Shea, and I hope after today I
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don't get a nickname. I'm the president of the Sports Council for
Collier County. The Sports Council in Collier County consists of about
60-plus members, and the members are anywhere from a hotelier to a
restaurant to a country club to a realtor, transportation company,
director of any type of tournament.
UNIDENTIFIED SPEAKER: Attractions.
MS. SHEA: I'm sorry, Robin. Pure Naples and Naples Princess
as well -- and more attractions.
Our goal is to partner with Jack and his team. We're an extension
of his team. He books them, and we take care of them. We make sure
they're happy, and we certainly want them to return.
I think everybody in the room with -- the members that are in the
room know the year to date this hasn't been the best season. I don't
know if we're ever going to see 2015 again, but I think everybody
that's going to be speaking after me knows the importance of sports
and the importance of tourism, not just the first quarter of the year but
12 months out of the year, and sports is what's to feed all of us.
So we need this, and it's such a no-brainer, and I think it's going to
help us with revenue. It's going to obviously give more jobs and bring
more millennials down here and help us old folks even play some
sports.
So thank you for your time and enjoy the next 10 speakers.
MR. MILLER: Your next speaker is Douglas Berman. He'll be
followed by Roger B. Rice.
MR. BERMAN: Good morning, Commissioners. My name's
Doug Berman. I'm the Chairman of All American Games, and we're
the company that puts on that football university national
championship event.
I'm the former State Treasurer/Chief Operating Officer of the
State of New Jersey, so I well understand and appreciate the challenge
you-all have in trying to figure out what are appropriate investments
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that lead to economic development. They're not easy choices,
particularly with this question of how do you finance something that
you believe will make long-term investments.
Seventeen years ago I helped found All American Games, and we
develop high school and youth sporting events across the country. We
do roughly 300 events a year from small assemblies to 800 to 900-kid
training events and this football university national championship.
Among the properties we've developed is the U.S. Army All
American Bowl. Sixteen years ago we moved that event to San
Antonio and have been anchored there throughout. It's now the largest
high school sporting event in the country every single year.
Anchoring events is critical, as the deputy manager suggested.
Think of Cooperstown. They run youth baseball tournaments all year
in a private facility right next to the Hall of Fame, or Williamsport,
Pennsylvania, and its unique facilities for the Little League World
Series.
Four years ago, roughly now, All American Games came and
started the conversations with Collier County about bringing the finals
of the FBU national championship down to Naples. That event has
grown.
This past year we brought eight teams in each of the six divisions,
sixth, seventh, eighth grade. To give you a sense of what this event
means, because it's the one true national championship, the Maryland
team won this past season. They were recognized yesterday in the
Maryland state house by the State Assembly for their achievements
beating teams from Seattle to Florida to Massachusetts to San Diego,
all of who came down.
We're looking at trying to build this tournament with 40 teams,
nearly 1,500 kids and their parents this coming year. The challenge is
actually finding enough fields to play it on. We've gotta play 20 games
a day to make that event happen.
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Long term, we're solicited every single day by your competitors
to move the event. We think Naples is the great long-term home for
this, but I will tell you I don't think we could do year in year out trying
to find the right high school fields. Ultimately, it needs a facility
something like on the table.
CHAIRMAN TAYLOR: Thank you.
MR. MILLER: Your next speaker is Roger B. Rice. He'll be
followed by Steven Gyorkos.
MR. RICE: And again, my name is Roger Rice. I represent City
Gate Development.
I want to reiterate that we believe that if we engage in
negotiations that it would be productive and that we could reach an
acceptable price.
Further, we believe that City Gate is an ideal location for this
sports complex. We have existing permits. We have the zoning. We
have the roadway.
Just to be very brief, again, we reiterate, I think that negotiations
would be productive.
We have -- our location adjoining the 305 gives us some
opportunities that could minimize our price. Thank you.
CHAIRMAN TAYLOR: That's good news. Thank you very
much.
MR. MILLER: Your next speaker is Steven Gyorkos. He'll be
followed by Tom White. My apologies for the last name
pronunciation.
MR. GYORKOS: Perfect. Yes, good morning. Thank you,
Commissioners, for allowing me the opportunity to speak. My name is
Steven Gyorkos. I have been fortunate enough to live and work in
Collier County for the last 12 years. I'm currently the Director of Sales
for the Residence Inn by Marriott here in Naples.
There's two items I'd like to speak to: One are the facts about the
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growth of sports. It's evident that for the state of Florida it's a
year-round play. I am very involved. I have two young boys that are
very involved in sports in Collier County. I devote a lot of money to
the progression for them to grow in the sports.
But first I'd like to talk more about the business side and then
about the quality of life that it brings. We have seen historically that
we have lost very large sporting tournaments to other facilities where
if I can recall back in November we had a girls lacrosse team that
was so successful that we were actually going to make it part of our
calendar as lacrosse week. Unfortunately, we lost that because we
weren't big enough. They left. And that benefits more of the hotels
that need it the most than those hotels that are beachfront. Those
hotels that are east of 41 really rely more on the sports ambiance of
revenues than other hotels.
So in addition to the quality of life that it brings to the
community, you know, for me to travel with my kids for soccer, I've
been involved in seven different clubhouse here in Naples, and I have
to drive to Jet Blue Stadium, I have to drive to Veterans Park, to
Corkscrew, to North Collier. I have to drive all over the place because
there's really no one facility that they can practice on.
There's only two major clubs in Collier County that could be
more, but there's not enough space for them to practice.
And I'd like to, you know, mention the quality of life. I'm able to
do this for my kids because financially I'm set, but there's others that
aren't, that they're not able to drive that far. They don't have the finance
or the time to be able to drive to all these different locations for their
kids to grow up.
So the quality of life, aside from the business impact that is
obviously/evident that we've lost and is there is something to be
occurred, and I thank you for your time on that.
Applause.)
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MR. MILLER: Your next speaker is Tom White. He'll be
followed by Janet Marlowe.
MR. WHITE: Thank you for pronouncing my name correctly,
last name. I appreciate it. My name is Tom White. I've been a citizen
of Collier County for approximately 17 years. I've worked in the
community. I built the Hawthorne Suites with five partners. I've
owned and operated it for -- ever since.
In addition to that, we have a unique community to build a hotel
in Sarasota. I had 12 partners up there; Hyatt Place. The Sarasota
market with the sports it does is phenomenal. They have so many
fields there. I was always surprised whenever I'd go up there, I'd see,
like every weekend we had a different sporting event taking place,
filling all the hotels, filling the restaurants, filling the dry cleaners,
filling the gas stations, keeping the attractions busy, keeping the town
happy.
And it's not just in the seasonal months. It's year round. And it's
not just for the weekends. I said the weekends, but many times you go
up there in the summer, there would be baseball teams, softball teams,
soccer teams. They were playing for one-, two-week tournaments,
series, training events. It's just a great opportunity.
And we talk about economic stimulus. I can't think of a better,
cleaner, more socially responsible way to grow the community than
sports. It's great for everyone in the community and with -- outside the
community.
So the other thing that's brought up is Nick's county -- deputy
county commissioner -- or manager's --
MR. CASALANGUIDA: Don't put me there.
MR. WHITE: Nick -- is the point about who's going to be --
who's going to burdened with collecting the tax, and no one wants to
increase tax. No one wants to collect. But as someone that would be
burdened with that and someone that would have to help facilitate that,
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I just want to let you know that I personally would support that
recommendation, so --
CHAIRMAN TAYLOR: Thank you.
MR. WHITE: Thank you.
MR. MILLER: Your next speaker will be Janet Marlowe. She'll
be followed by Liz Sanders.
MS. MARLOWE: Hi. Thank you for having me today. My
name is Janet Marlowe. I don't have a fancy title. I'm just a
43-year-old Naples resident. Grew up here playing softball. Had to
travel a lot. There wasn't enough facilities here to facilitate
tournaments and stuff like that.
I now have an 11- and 14-year-old son -- two boys that also play
baseball. We're going every weekend. We're going up to Sarasota,
Bradenton, Miami, Orlando. And just seeing what all of those places
are making, I just -- I hope that this can move on to the next phase and
you-all can -- and find it in your budget to really look into something
that is going to bring a lot of revenue to this county. It is a
billion-dollar-a-year industry, and I really think it is something all
youth sports can utilize.
I've never heard of pickleball, but I guess that is growing. And
maybe we could add pickleball courts to that as well. But, you know --
and like he said, a lot of people aren't able to play youth sports or travel
because they don't have the funds. So if there is something that can be
built in this community, I think that would help kids get out of their
houses, get off their iPad, and get out there and enjoy this beautiful
weather year-round like, you know, some of us are able to do.
So I really hope this does move on to the next phase and we can
push this forward. Thank you.
Applause.)
MR. MILLER: Your next speaker is Liz Sanders. She'll be
followed by Jim Ludwig.
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MS. SANDERS: Good morning, everybody. My name is Liz
Sanders, and I believe the reason why I was asked to speak today is
because I have a little bit of a unique perspective.
THE COURT REPORTER: Can you slow down a little bit.
MS. SANDERS: That is my slow. I'm sorry. That is my slow.
Trust me, I've been married to a southerner for 30 years.
Anyway, quite honestly, I'm here because -- what brought me to
Naples, Florida, was to work for Collier County Parks and Recreation
back in 1987. And back in that era was when they were building a park
a year if not more, right, Murdo?
I don't know. There was a lot of parks being built back there in
the late '80s and early '90s, and it was phenomenal. I mean, it was
great for the new community. It was great. It was awesome.
Everything was growing, and then things lulled down a little bit, and
then all of a sudden they build North Regional.
And my issue with it is the fact that my husband has coached
everything in town from flag football -- both Commissioner Saunders
and Commissioner Solis, you know my husband's coached your kids at
one point or another -- and with Greater Naples Little League, NFL,
Naples Football League, travel ball.
And what brought to my attention about the issue being need -- to
have more sports in town was that I was a secretary for Greater Naples
Little League, and all of a sudden, they told me, hey, Liz, you've got to
get hotel rooms over in West Palm for Father's Day weekend for seven
teams. I'm like, holiday weekend? What's that? I wasn't even in the
hospitality business back then.
And when I realized that I was booking all of these rooms for
seven teams to go over there for six years in a row, I came immediately
right back to my old friends at Collier County Parks and Rec and said
to Jim Thomas, the athletic director, god rest his soul, why is North
Collier just softball and soccer? And he was -- basically was -- at that
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time was the most lucrative leagues. No idea about destination sports
marketing, you know. Where here I am personally taking out all this
money out of Collier County.
And if you just look at all the different leagues in town, all the
different high schools, public and private, I know that, you know, my
sons -- I raised athletes. They're both captains of their teams at Naples
High. My older son, I probably spent 20 grand -- I asked my husband
the number last night, and he goes, easy 20 grand -- on going to
showcases across the state just to get my kid to play ball in
Tallahassee. He played one season. You know what I mean? I want
that 20 grand back.
But we -- you know, at least he got one college season down, you
know. But, you know, I got to go all over the state and spend all of the
money in every other county. Places like Palatka and Lakeland. If
they can figure it out, I do believe we can figure out.
And that's what I'd like to have to say. And I hope we can move
forward with this and make Collier County a year-round economic
impact for everybody.
Thank you.
MR. MILLER: Your next speaker is Jim Ludwig. He'll be
followed by Vivian Walton.
MR. LUDWIG: Hello. I'm Jim Ludwig. Considered the
pickleball guy. And, Gary, I enjoy baseball and pickleball, and
baseball is not boring. I played it.
And this poor young lady here doesn't know what pickleball is.
That's because she's traveling all over the state. We are in the
pickleball capital of the world, and this young lady doesn't know what
it is. So we're making her travel when she doesn't have it.
But as you know, we've done a lot with pickleball here, and it
started out with a dream a few years ago, and we talked to Donna.
And Donna said, yeah, sure. Come on. Let's go. Let's get this thing
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going.
Well, the county and the TDC had faith in what we were doing.
And we put this phenomenal tournament together last year, and we had
825 people come in and play. This year we're at 1,300. These people
are coming down here seeing how beautiful it is, and they're taking it
back home. Why can't we do this with other sports? It's the same
thing. People are moving here because of pickleball. Let's get them to
move here because of other sports.
CHAIRMAN TAYLOR: Here, here.
MR. LUDWIG: It's a great opportunity for all of us. Let's take
advantage of it. Thank you.
CHAIRMAN TAYLOR: How many nations -- where -- last year,
how many different nations were represented?
MR. LUDWIG: We had seven countries and 39 states
represented.
MR. MILLER: Your next speaker is Vivian Walton. She'll be
followed by Murdo Smith.
MS. WALTON: Hi, good morning. My name is actually
Victoria. Sorry for the chicken scratch.
MR. MILLER: Sorry.
MS. WALTON: I am here as a board member with Gulf Coast
Little League and with USSSA Pride Softball. I am a sports mom. I
am a crazy hotel manager on my spare time.
But much like Janet, I spend two to three weekends a month
traveling the state of Florida spending my money on hotels and
restaurants in other cities, other counties.
I moved here from Clearwater where the hotel tax is 13 percent.
We're only at 10. And I think in many of those counties that you look
at, they're at 12 and 13 percent at this point because they've invested in
their future. And I think now's the time to do that. We are trying to
attract more industry here. Those are people that have kids that are our
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age, and they need something to do. Right now if people ask, what is
there to do in Collier County for your kids, sports is the answer.
Being part of the Little League, it's not just about my kids. My
kids will probably be grown up before this is done, but all those cute
T-ballers that we're bringing in. We're not just developing baseball
players and softball players hoping for college scholarships. We are
developing productive citizens.
So you guys have been very supportive in the past, and we're
looking forward to the same thing happening with this.
Thank you.
MR. MILLER: Your final speaker on this item is Murdo Smith.
MR. SMITH: Good morning, Commissioners, or maybe good
afternoon. I wasn't going to speak on this issue, but I think it's a great
idea for sports in general for -- to have this coming down to Collier
County.
I do have one question, and I heard it kind of talked about here a
minute ago. The youth here are always looking for fields to play and
practice on, and I was just wondering if, when this facility is built, if
the youth and adults and so forth from this community will be able to
play on the fields versus just the tourists that come down.
I think that's very important because we've always been saying we
want to build fields for the kids, and I just want to make sure that we
look at this and have a place for them to practice and play games here
locally and what the -- bringing in the teams that are big, powerful
travel teams, that's great, it's great for our community, great for
everybody, but just don't forget the kids that live here that need to
practice and have ballfields. Okay?
Thank you.
Applause.)
A video was played.)
MR. OCHS: We love having all ofyou
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here. Enjoy your week here. Enjoy all the
wonderful amenities that Collier County has
to offer.
Who is going to win the national
championship. "
CHAIRMAN TAYLOR: Our girls. Our girls.
MR. QUINN: Wow. From the time they
got here on Friday night"...
CHAIRMAN TAYLOR: All right. Work on the last half and --
MR. QUINN: Beautiful sunshine,
85-degree weather here in Naples on this
beautiful beach party at the Beach Club has
been non" --
COMMISSIONER McDANIEL: All right.
MR. OCHS: That was great.
CHAIRMAN TAYLOR: That's all right. That's all right. By the
way, those young cheerleaders, our girls. They live here. They
volunteer.
Applause.)
CHAIRMAN TAYLOR: It's FBU. It's FBU that's made us
aware of the importance and the potential for this kind of industry here,
this kind of light -- it's not industrial, but light industry. Diversification
of our economy.
We've heard a lot of testimony and certainly heard from our
public. Do we have a motion? Does anyone want to put together -- ah,
Commissioner McDaniel?
COMMISSIONER McDANIEL: I only hit my button once this
time.
I would like to make a motion that we move this forward for a lot
of the reasons that you just got done saying, Madam Chair. I mean, it's
imperative that we diversify our economy as we continue to grow.
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I would like to give positive direction to staff that we bring this
back in two weeks to start with the exploration to get consensus and
start with what I believe is paramount from a funding source
standpoint to stipulate the funding sources so that our future
negotiations, and as we go, are with a financial plan. That's going to
allow us to not be disingenuous in any of our efforts as long as there is
a consensus on the payment.
CHAIRMAN TAYLOR: So we have a motion that says that we
want to go ahead with this and that we would like it -- the beginning of
a discussion of the financing comes back to us in two weeks; is that
right?
COMMISSIONER McDANIEL: Yes, ma'am.
COMMISSIONER FIALA: Second the motion.
CHAIRMAN TAYLOR: I have a motion and second. So,
Commissioner Saunders?
COMMISSIONER SAUNDERS: I think there's some questions
that need to be discussed by the Board. I don't know that there's any
other way to finance this other than tourist taxes.
And correct me if I am wrong, Mr. Ochs, but is that kind of the
option?
MR. OCHS: Well, that's the recommended option, sir. I mean,
you have other opportunities, but they're competing interests for those
dollars that are even more --
COMMISSIONER SAUNDERS: The only other alternative is ad
valorem taxes.
MR. OCHS: Exactly.
COMMISSIONER SAUNDERS: So, Madam Chair, I think the
Board needs to -- I think we need to discuss whether or not we're
willing to even consider a 1 percent increase in the tourist tax.
COMMISSIONER McDANIEL: And doesn't that -- forgive me
for -- I don't mean to interrupt, Madam Chair, but I mean --
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CHAIRMAN TAYLOR: Shh.
COMMISSIONER SAUNDERS: If that's part of the motion that,
you know, we're willing to consider that, then -- and a positive vote on
the motion means that you're willing to consider a 1 percent tourist tax,
that's fine. I just want to make sure that we're not telling staff to go off
and do something, they're going to come back with a financing plan
which is going to be tourist taxes, and I don't want three of us to say,
well, we're not interested in it, so...
COMMISSIONER McDANIEL: Correct. That was my
understanding. And my understanding also was that the tourist tax had
to go through the TDC before it could come to us, if I'm not mistaken.
COMMISSIONER SAUNDERS: And that was going to be my
next question as to whether or not this can be presented to the TDC
pretty quickly.
COMMISSIONER McDANIEL: And I just -- I wanted to make
it clear with regard to the motion that the two weeks wasn't drop dead.
If we don't have time frames to move it through the system to get back
to us with regard to that, then, you know, 30 days is certainly
sufficient. I just want the public to know that the Board sees the
necessity for this type of industry for our community for the benefit.
COMMISSIONER SAUNDERS: Madam Chair?
CHAIRMAN TAYLOR: Yes.
COMMISSIONER SAUNDERS: A couple more points on the
motion, because I think that what staff is looking for is an affirmation
that we're interested in pursuing the financing, which we know will be
tourist taxes, and for staff to be directed to talk to the folks at City
Gate, to talk to the folks that own the Golden Gate golf course --
CHAIRMAN TAYLOR: That's right.
COMMISSIONER SAUNDERS: -- and to come back to us with
some discussion after they've had those negotiations. Two weeks isn't
going to be sufficient for that.
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COMMISSIONER McDANIEL: I wasn't -- I wasn't talking
about those negotiations, sir. I'm just strictly moving this forward and
to explore within -- at our next meeting the financing alternatives with
detail. I mean, because there's --just for the record, there are even
more moving parts to this equation than what has been mentioned
today.
COMMISSIONER SAUNDERS: Okay. I understand.
CHAIRMAN TAYLOR: Okay. So maybe we can ask staff,
because you had recommendations. Maybe you can put them back up
there so that we are very clear so we can follow -- not necessarily
follow along but are guided by Deputy County Manager's
recommendations here in the presentation.
And while we do this, Commissioner Solis.
COMMISSIONER FIALA: I'm next.
CHAIRMAN TAYLOR: Oh, Commissioner Fiala. No more
pickleball courts right now.
COMMISSIONER FIALA: Okay. At least for this moment.
CHAIRMAN TAYLOR: That's right.
COMMISSIONER FIALA: They have called you up, right?
MR. CASALANGUIDA: Sure.
I think, Commissioner McDaniel, I think what you're asking is to
lay out, like, a pro forma and where the revenue would come from. In
terms of a financing plan, there's a revenue and expense side of that
component, and I'd want to wait for that financing plan till I got a little
bit into that portion of it. But I think what you're saying is bring back a
formal item that would look at what a TD tax would look like, the
revenue it would generate --
COMMISSIONER McDANIEL: Bondable amount, the
interest/expense associated with it, the aggregate amount that we're
looking at raising as we go through this process.
MR. CASALANGUIDA: And I'd give you a range --
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COMMISSIONER McDANIEL: Correct.
MR. CASALANGUIDA: So 50, 70 million, come back --
COMMISSIONER McDANIEL: Has to be. All depends on
term, interest rates.
MR. CASALANGUIDA: Gotcha.
COMMISSIONER McDANIEL: I don't mean to interrupt him,
but --
CHAIRMAN TAYLOR: You did.
COMMISSIONER FIALA: You are.
MR. CASALANGUIDA: And I think the recommendation
would be to look at it and then direct staff to incorporate that into the
120-day analysis with the negotiation that you'd be comfortable
moving forward doing some sort of TD tax with that analysis. That's
what you're asking.
COMMISSIONER McDANIEL: I don't know if I'm allowed to
speak or not.
CHAIRMAN TAYLOR: Stay where you are.
Commissioner Fiala?
COMMISSIONER FIALA: It would probably be difficult in two
weeks for you to come up with all of that stuff that he rambled on --
MR. CASALANGUIDA: We already have it.
COMMISSIONER FIALA: -- because we don't even know the
price of the land yet. It's rather difficult. Not only that, we don't know
the response from the TDC, and that does have to go before them.
They just met yesterday, so it will be on the 27th of March before they
meet again and deliberate over the idea of doing something like this.
So I think -- you know, I don't want to jump ahead of something
and then discuss it and then have to delay it again and again because
we don't have the answers to anything.
I would -- I personally would love to see this go forward. That's
my own opinion, but it's just my own opinion. And I believe that we
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can get there, but we have to make sure that we get there in the right
direction rather than rush it and then have it crumble.
So I would suggest that maybe two weeks isn't the proper amount
of time to wait for the meeting but four weeks from today instead so
we get some answers back. But the motion isn't that at all on the floor,
so -- and I seconded the other one, so I'll pull my motion -- or my
second.
CHAIRMAN TAYLOR: All right. So there's a motion on the
floor now without a second.
Would you agree, Commissioner McDaniel, to pull the motion
from the floor until we discuss this fully, and then we'll come with
another motion?
COMMISSIONER McDANIEL: Of course.
CHAIRMAN TAYLOR: Okay. Thank you very much.
Commissioner Solis?
COMMISSIONER S OLI S: I actually was going to waive my
time. Commissioner McDaniel very eloquently raised the issues, and
Commissioner Saunders as well, as to the issues.
I wanted to make sure that I understood what the motion was, and
if the motion is just to come back and have more clarity as to what the
financing option's going to look like in numbers, then I'm fine with the
motion as it was. Now it's gone.
CHAIRMAN TAYLOR: Let me --
COMMISSIONER McDANIEL: My light's back on.
CHAIRMAN TAYLOR: Let me see if you would agree to the
120 days, sir, within one hundred -- report back to the Board, which
gives everyone some opportunity.
COMMISSIONER McDANIEL: Yes. And -- well --
COMMISSIONER SAUNDERS: Madam Chair?
CHAIRMAN TAYLOR: Yes. Go ahead.
COMMISSIONER SAUNDERS: I'm sorry. Maybe one way to
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deal with this is to ask Mr. Casalanguida what type of direction would
work for them in terms of moving -- we all want to move this project
along. We all need more information. Perhaps you could give us a
little guidance on what direction you need, because I perceive that part
of this is you need some direction to start talking to property owners
and --
COMMISSIONER McDANIEL: Correct.
COMMISSIONER SAUNDERS: So if you could help us with
that.
MR. CASALANGUIDA: I get from the discussion,
commissioners, that I think, to Recommendation 1, as I said in the
presentation, I think we want clarity that there's a palate or a taste to
move this thing forward with the financing plan. I think
Commissioner McDaniel is saying, let's get that off the table right
away that we're willing to do that. We've already run some numbers
with some interest rate figures. We can bring that back in two weeks,
tell you what the impact is. And if there's -- that's an easy one to do.
And if-- it's bring that back in two weeks, and then over the next 120
days, assuming that in two weeks you say, yeah, that's reasonable, we
could do that, we could start with the negotiations after the two weeks.
COMMISSIONER McDANIEL: Why didn't you say that
before?
COMMISSIONER SAUNDERS: That was your motion.
MR. CASALANGUIDA: I don't get a button, sir.
COMMISSIONER SOLIS: How about a do-over?
CHAIRMAN TAYLOR: Okay. So let's try for this motion
again.
MR. OCHS: Madam Chair, I don't mean to interrupt or belabor
this, but if you want your TDC to have some input before you
deliberate on that financing plan, then back to Commissioner Fiala's
point, they meet again on March the 27th.
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An alternative may be to present the kind of general financing
information that Commissioner McDaniel asked about first to the
TDC, then bring that back to the Board subsequent with the input from
the TDC; in the meantime, allow us to proceed immediately with
discussions with the landowners at City Gate and the landowners at the
Golden Gate Golf Course to begin to see if we can make the numbers
work ultimately.
CHAIRMAN TAYLOR: Is that your motion, Commissioner
McDaniel?
COMMISSIONER McDANIEL: I believe so. I said it once
before and, again, I have to say it out loud again. It's imperative that
staff is aware that we are all -- we're looking to move this forward, but
I really think it's key for us to be working on the financing mechanism
first without commingling negotiations. Doesn't mean we can stop. I
mean, we've all had meetings with property owners and other
interested parties along the way. I don't want to stop those things, but I
just wanted to give very specific direction as to our focus as to what we
wish to do.
Now, if we need to extend it out for 30 days, take it to the TDC --
CHAIRMAN TAYLOR: Don't talk us out of it.
COMMISSIONER McDANIEL: I'm not talking us out of it. I
am actually --
CHAIRMAN TAYLOR: Let's just -- we've got a motion. Do we
have a --
COMMISSIONER McDANIEL: -- accommodating
Commissioner Fiala with regard to --
CHAIRMAN TAYLOR: Do we have second? Do we have a
second on that motion?
COMMISSIONER McDANIEL: Thirty days.
COMMISSIONER FIALA: Second to the motion is come back
in 30 days with a plan and after discussing it with TDC; is that what
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you were just saying?
CHAIRMAN TAYLOR: That's exactly it.
COMMISSIONER McDANIEL: That's what I said.
MR. OCHS: Yeah, with the financing piece of it, yes.
COMMISSIONER FIALA: Right.
MR. OCHS: It will allow us to begin discussions with two
landowners.
COMMISSIONER FIALA: And that's what your motion was?
COMMISSIONER McDANIEL: That is my motion.
COMMISSIONER FIALA: Okay. So the motion --
MR. OCHS: Just so you know, the TDC meeting is a day before
your board meeting on the 28th of March. So if you want that
information the next day at the board meeting, we're not going to have
time to get it all in a packet. We'll prepare what we prepared for the
TDC, but their feedback will have to come to you verbally at that
point.
COMMISSIONER McDANIEL: That's fine.
CHAIRMAN TAYLOR: Okay. So we have a motion on the
floor and a second to start the process, and the process needs to be
followed, needs to go to the TDC first, then it will come back to us.
Meanwhile, staff will start negotiating on the site; is that correct? Are
we all in agreement that that is the motion?
MR. OCHS: That's our understanding, yes.
CHAIRMAN TAYLOR: Okay. All right. All those in favor?
COMMISSIONER McDANIEL: Aye.
COMMISSIONER FIALA: Aye.
CHAIRMAN TAYLOR: Aye.
COMMISSIONER SOLIS: Aye.
COMMISSIONER SAUNDERS: Aye.
CHAIRMAN TAYLOR: Those opposed?
No response.)
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COMMISSIONER McDANIEL: At what time?
COMMISSIONER FIALA: Good. Thank you.
CHAIRMAN TAYLOR: 10:20.
COMMISSIONER McDANIEL: 10:20.
A brief recess was had.)
MR. OCHS: Ladies and gentlemen, please take your seats.
COMMISSIONER McDANIEL: We have a quorum of two.
CHAIRMAN TAYLOR: We have a quorum. That's those
brownies in the back. I think it's Terri's brownies in the back. There
we go. All right. Okay.
Item #11A
EVALUATE THE FINANCING PLAN ASSOCIATED WITH
DEVELOPING A REGIONAL TOURNAMENT CALIBER
SPORTS FACILITY AND TO PROVIDE GUIDANCE ON
FUTURE ACTIONS - MOTION TO DIRECT STAFF TO
PROCEED IN GATHERING ADDITIONAL INFORMATION,
AUTHORIZE A $50,000 EXPENDITURE FOR A CONSULTANT
AND RE-AFFIRM AN INTEREST IN INCREASING THE
TOURIST TAX AND HAVE STAFF LOOK AT THE SCALE OF
THE PROJECT – APPROVED
MR. OCHS: Madam Chair, this takes us to Item 11A on this
morning's agenda. This is a recommendation to evaluate the financing
plan associated with developing a regional tournament caliber sports
facility and to provide guidance to the staff on future actions.
Mr. Mark Isackson, your Corporate Financial Management
Services Division Director, will make the presentation.
MR. ISACKSON: Thank you, County Manager Ochs.
Good morning, Chair Taylor, members of the Commission. Mark
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Isackson with the Office of Management and Budget.
We are continuing -- it's an ongoing discussion and debate on our
amateur sports complex. The Board had asked for some preliminary
funding options relative to the complex.
We had met with the TDC yesterday and made a similar
presentation to them. But I want to start by talking a little bit about the
issuance of debt itself because at some point in time when the numbers
are revised and massaged, you're going to have to probably issue debt
somewhere between 60 and $80 million, again, depending upon what
the final numbers come out to be. And there's a process that we go
through for doing that.
The Finance Committee, which I chair, will be actively involved
in deliberating the pros and cons of various financing structures, and
those recommendations will be brought back before you.
I'm also told by bond counsel and a financial advisor that any
adjustments or changes that are necessary to the tourist development
tax ordinance needs to be in place before you're ready to go to market
on this type of an issue.
Now, the county has a self-imposed debt limit in their Growth
Management Plan. We're one of the few counties that has such a
vehicle. It essentially states that your bondable revenues over your
annual debt service can't exceed 13 percent. We're right now at about 7
percent. That provides a cap of about $375 million in terms of debt
issuance.
Now, you have to think about the going-forward piece when you
consider the debt issuance, and that's certainly something that the
finance committee will look at, and that's kind of the nuances with
regard to those deliberations that will happen at the Finance
Committee.
Now, that $375 million is general governmental in nature. It's not
enterprise debt. This policy pertains specifically to general
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governmental debt.
Now, you've got bridges, you've got roads, you've got other things
coming down the pipe which will be actively discussed by the Board.
So when you start talking about 60 or 80 million in the scheme of 375,
I just wanted to make sure the Board had a sense for our ability to
move forward with a debt issuance, and we're certainly comfortable
within the guidelines that we've set forth in the Debt Management
Plan.
COMMISSIONER SOLIS: Could I just ask a quick question.
Could you just define for me the difference between governmental and
enterpri -- what is enterprise?
MR. ISACKSON: Enterprise debt, Commissioner, is essentially
our public utilities side of the house.
COMMISSIONER SOLIS: Okay.
MR. ISACKSON: Our general governmental side, parks. We've
done a lot of general building debt in regard to that. We've got a lot of
SO debt we call special obligation bond debt. So that's the general
governmental side of the house.
COMMISSIONER SOLIS: Okay. Thank you.
CHAIRMAN TAYLOR: Mr. Isackson, another thing you said
that I was asking questions, and I think right now -- because this is not
what I would call a quick read, I think if we have questions, please, if
you're okay, Mr. Isackson --
MR. ISACKSON: Sure.
CHAIRMAN TAYLOR: -- we'll just interrupt you.
MR. ISACKSON: No. That's fine.
CHAIRMAN TAYLOR: You mentioned that the -- we have to
have the -- clearly how we're going to finance it in terms of the
ordinance in place before we go to market. What's our time frame?
MR. CASALANGUIDA: Ma'am, we explained to the TDC
yesterday that we would come back within 120 days with the
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comparative analysis and your TDC recommendations for the Board
before the summer recess. So the timing: You would review that and
make recommendations to staff to amend the ordinance and then come
back in the fall to do so if you needed.
CHAIRMAN TAYLOR: Because I know Commissioner
Saunders was very forward in his concerns about the way the
ordinance is allocated right now. Do we wait for the TDC to make the
recommendations and then more forward from there, or do we do it
simultaneously, or what's our time frame there?
MR. OCHS: Well, ma'am, you know, at your last board meeting
you sent us forward as a staff to go to the TDC, which we did
yesterday --
CHAIRMAN TAYLOR: Yes.
MR. OCHS: -- to ask them to evaluate the current allocation of
the 4 percent and to bring you back some recommendations, so that's
what we've done at this point.
CHAIRMAN TAYLOR: Okay. And those recommendations
should come to us by when, do you think?
MR. OCHS: Before your summer break. They wanted to have a
workshop. I've asked Jack to put that together in the next 30 days, if
possible, with them so they can have that prior to their next formal
meeting.
CHAIRMAN TAYLOR: So if it comes to us before our summer
break, when do we deliberate this?
MR. OCHS: You can deal with it when it comes to you in the
summer; you know, June. You meet all of June -- excuse me -- all of
June and one meeting in July, so I think you'll have sufficient time.
And, again, what you would be doing is amending your ordinance at
that point to provide for whatever allocation of tourist taxes you want
to make to the various funds that receive that money and/or deciding if
you want to add any additional half or full penny to the ordinance.
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CHAIRMAN TAYLOR: Okay.
MR. OCHS: And that's a supermajority vote of the Board to
amend that ordinance.
CHAIRMAN TAYLOR: Commissioner McDaniel?
COMMISSIONER McDANIEL: Let Commissioner Saunders go
first.
COMMISSIONER SAUNDERS: No, no. Go ahead. I'm still
trying to --
CHAIRMAN TAYLOR: You're thinking.
COMMISSIONER SAUNDERS: Yeah.
CHAIRMAN TAYLOR: Thinking this thing through.
COMMISSIONER SAUNDERS: Getting close.
COMMISSIONER McDANIEL: Okay. And I just wanted to
talk about the -- because I was in favor of moving this action forward
at our last meeting. And I just -- I wanted to make a couple of points, if
I may, with regard to the agenda item that we, in fact, passed.
It would be my preference that we focus our energies on the
vetting of the increase in the TDT, the allocation of that money, the
total amount of the bond issue that is attainable by the increase in the
TDT before we negotiate with property owners -- we already pretty
much know where the facilities, in fact, are going to be -- before we
spend $50,000 to hire a consultant to ascertain the potential overall
expenses associated with this process. We already know it's going to
range anywhere from 60 to $100 million dollars depending on what
land we ultimately get -- that we ultimately pick where it's going to be
located, and I would rather that we focus our energies preliminarily on
the revenue aspect of this before we go out and negotiate with property
owners and spend money on consultants in advance.
MR. OCHS: Madam Chair, with respect to that, I see it a little
differently. We have been fairly deep into negotiations all along, and I
think we've provided that transparency in the disclosure to the Board
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several times.
And Commissioner McDaniel is referring to the February 28th
meeting where we brought an item, and one of the elements of the staff
recommendation was to authorize negotiation with the owners to try to
get to a final and best price. I understand his concern and comment.
I think the flip side of that discussion may be, you know, if we
know exactly what our bottom line is, then you can tailor the amount
of increase in your TDT tax, if you're even inclined to do one, because
you'll know exactly or pretty closely what kind of expense you're
going to incur for the project.
COMMISSIONER McDANIEL: Since he was addressing me,
may I speak?
CHAIRMAN TAYLOR: Yes.
COMMISSIONER McDANIEL: Okay. There is a rationale in
that regard that we wouldn't actually know with more detail, but I beg
to differ with regard to specific negotiations on pieces of real estate
and the expenses associated with it. We've already got preliminary
plans. We've already had preliminary meetings. And the suggestion
that I would give you as a thought process was the inordinate amount
of time that was spent by our staff on the professional baseball facility
negotiations and so on and so forth that got sent away.
And so my thought process from my personal business
experience was to -- would be -- my preference would be that we focus
our energies on the revenue streams in advance. We've already done a
considerable amount of work with regard to the negotiations for the
individual properties -- that we focus our energies on the revenue side
of it first. That's just --
CHAIRMAN TAYLOR: Okay. Commissioner Saunders?
COMMISSIONER SAUNDERS: Yeah. I guess a couple
questions, and these may require some input from the County
Attorney.
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I know that the statute sets out how these funds can be used,
which penny can be used for different things. I mean, I don't know
that we need to get into that kind of a discussion.
But I think the Board -- and today we perhaps should again
reaffirm this. I think the Board is committed to raising the 1 percent.
If we're not committed to doing that, then there's no point in having
this discussion because it's the only way to finance this thing.
COMMISSIONER McDANIEL: That was pretty much far more
eloquently put than I did.
COMMISSIONER SAUNDERS: Okay. So I think, you know, if
we move to continue the dialogue, I think that vote should indicate that
we're also committing to the increase in the tourist tax for this purpose.
That's not a binding obligation. We can change our mind, but at least
let the public know and the tourist industry know that we are serious
about raising that one penny. That's one thought in terms of the actual
motion that's ultimately made to go forward.
The other is that we're talking about a 60- to $80 million project.
I'm not sure if that's really the right range or not. We're also talking
about trying to get more money into beach renourishment to kind of
bolster those funds in case there's a major storm event, and I'd like to
have staff kind of think along the lines of let's raise the one percent, the
one penny, the one percent, but perhaps only allocate 75 percent of that
one penny to this sports facility and the other 25 percent to beach
renourishment so that we're increasing that fund.
I think that will be something very positive for the tourist industry
in terms of beach renourishment, but I think that that 75 percent may
be enough to get us to a phased-in amateur sports facility. Again, just
a thought. Nothing that would be binding, but just a thought in terms
of perhaps giving us some information in that direction.
MR. ISACKSON: I think, Commissioners, when you open up
the tourist development tax ordinance, I think we can get to a point
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where we're increasing dollars for certain areas.
But I'm not so sure -- we have to certainly respect what the statute
allows in terms of the fourth and fifth pennies and --
COMMISSIONER SAUNDERS: Well, the statute is -- you
know, money's fungible, so we're going to be raising the five pennies,
25 million, $28 million, and we'll have certain restrictions -- certain
buckets that we can put that money in. So I think we can get to where
I've suggested as a possibility. We may not call it the 25 percent of the
fifth penny, but it would be some additional money into --
MR. ISACKSON: I understand that direction.
COMMISSIONER SAUNDERS: Again, just a thought. I don't
know how the commission would feel about that, but I think that that
would satisfy some concerns in the community about beach
renourishment. I think that would help solve some concerns with the
tourist industry in accepting the increase in the tourist tax.
CHAIRMAN TAYLOR: Commissioner Fiala?
COMMISSIONER FIALA: Yes. I'm sorry that I missed the
beginning of this conversation.
At the TDC meeting yesterday this was discussed heavily, and
there was some concern on the part of the TDC, the Tourist
Development Council, and they wanted some more facts, some more
figures, et cetera, and so they asked to have a workshop, and they
asked to be able to put that workshop together pretty quickly, and --
which then staff replied they would do just that.
Then Mark Isackson made a statement, and this one was
profound, in my opinion. Mark said, don't forget, if you vote this one
penny in and you take -- and you bond it, that bond money comes
before anything else that you want to spend, and if the economy dips,
that bond money comes out -- regardless of whether it's beach
renourishment or a sports center or anything at all, that money comes
out first, and I think that really woke everybody up.
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And so that was a concern as well. So they wanted to have this
workshop. So I'm just laying that on the table to see how you feel once
you heard that.
CHAIRMAN TAYLOR: I think it's fiscal responsibility. I don't
have a problem with it.
COMMISSIONER McDANIEL: Absolutely.
CHAIRMAN TAYLOR: Commissioner McDaniel?
COMMISSIONER McDANIEL: Yes, ma'am. And in regard to
Commissioner Saunders' statement -- and if you all recall, I serve on
the Southwest Regional Planning Council as a representative from our
board, and literally yesterday I went through a list of the elected
officials up and down the west coast of Florida that have similar issues
to us. It's the same big pond out there, and we all have similar beach
renourishment issues.
And I'm in the process, through the Council, of establishing a
consortium of elected officials up and down the west coast of Florida
to discuss the pros and cons of the issues that we all necessarily share
with regard to the necessities for our beach renourishment. And,
ultimately, my hope is by learning from their shortcomings, that we
actually suffer from as well, how we can collaborate and utilize our
asset basis for the greater good in accomplishing that. So that's just
one little thing with regard to beach renourishment that I'm working
on.
Number two, I did get an email, I think, from Leo or somebody
yesterday with regard to some of the preliminary comments that came
from the TDC meeting and, you know, there was, basically, what is the
ROI with regard to the facility, where are we looking at as far as the
management, operations, and so on. Basic normal concerns that we've
all necessarily expressed.
We all like the idea of this amateur facility. It's just how are we
going to get there from here? And I think as we move through this
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process, it's going to be investigated by the TDC. I did listen in a little
bit yesterday while the TDC was talking. I didn't hear the profound
statement by Mr. Isackson, but I was pleased to have you repeat that.
And on that note, I think we as a board, we as a government, we
as a community, need to be having some conversations about
sustainability. Mr. Isackson's profound statement yesterday had to do
with -- because with this facility comes rental, comes revenue and,
ultimately, comes maintenance, and if that revenue for utilization were
to drop, then the maintenance is going to fall back on our public
treasury.
And I think we -- as we're moving forward with this project -- I
would like to see us move forward with this project -- we need to recall
and have serious discussions about the sustainability aspect of it. And
until we actually formally see what it's, in fact, going to be, that
sustenance is going to have to be determined at a later date.
CHAIRMAN TAYLOR: Thank you very much.
Mr. Isackson?
MR. ISACKSON: Thank you, Chair Taylor.
Let me, if I can, put up a pretty informative chart here that will
talk to you about the -- your financing alternatives.
We modeled a couple of different options: Two alternatives at 60
million over 20 and 25 years, and two alternatives at 80 million over
20 and 25 years. And you can see based on current market interest
rates the all-in true interest cost in this line item here. The maximum
annual debt service, and that gets to be important when you start
looking at coverage requirements, anywhere between 4 million and
roughly $6 million a year. And you can see the total debt service for
each of these scenarios.
What's important on the bottom half is getting to this statement
that I made at the TDC meeting. When you issue debt -- and this will
be the first time that -- if the project goes through and the Board
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authorizes the issuance of debt under a strict TDT pledge, that
becomes the priority position with regard to the distribution of
proceeds.
Now, what we laid out here is what would happen under these
various scenarios regarding coverage. And coverage requirements,
essentially, what type of coverage do you have to pay your debt
service? That's essentially what it means.
And our financial advisors have indicated that with a strict TDT
pledge, most people will get a Double A rating if they have 2.4 times
coverage.
Now, there's, you know, nuance, little give and takes there, but
you can see here that under a one-cent coverage, you're not going to
get to that magical 2.4, but you will get to it under a pledge of two
pennies. So that's the -- that's the significance of that -- of those
particular lines. And the only reason we bring it up is to -- when we
start debating the issuance of debt at the Finance Committee, those are
the discussions that we will have in pretty significant detail when it
comes to knowing what the dollar amount that we're going to issue at
some point and also the coverage.
Now, we also indicated yesterday -- and we've had discussions
with our bond counsel and financial advisor that there would not be
what we call a county CB&A backstop to this. What we mean by
CB&A is covering the budget and appropriate.
We're not going to pledge -- we're not going to pledge. We're
going to pledge TDC tax -- TDT tax, but there's not going to be any
backstop from the county. You'll recall that -- I'll give you an
indication. The CRA note has no backstop from the county. It's a
strict pledge of tax increment financing revenues. Here will be a strict
pledge of tourist development taxes with no backstop by the county.
That's, I think, a point we need to emphasize.
Now, there's been some discussion about the fifth penny. And --
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COMMISSIONER McDANIEL: Can I ask one quick question?
CHAIRMAN TAYLOR: Yes.
COMMISSIONER McDANIEL: With regard to the backstop, is
there a limitation on the rate associated with the lack of the backstop?
MR. ISACKSON: Yeah. The interest rate probably won't vary
that much. I mean, we're a Double A Plus rating with our revenue
bond debt. We're a Triple A rating by Standard & Poor's on our general
corporate rating.
So it's not going to be that big of a deal, provided you can get the
Double A. If you're down to Single A, I think you're going to get some
interest rate discussions.
COMMISSIONER McDANIEL: Okay.
MR. ISACKSON: As Commissioner Saunders had pointed out,
the fifth penny was discussed, and there's a couple reasons why you
pursue the fifth penny. There's certainly a cash flow issue. You need
to replace the debt service that you're going to pay somewhere,
because that's going to get lost in the shuffle. It's going to get
earmarked to debt service, and somebody -- somebody, some other
programs, whether it's beaches, marketing, museums, are going to take
a hit.
So the fifth penny will allow you to, what I term, establish some
ordinance redistribution flexibility, and that's important.
Leo, what is this, about our third time we've been doing this?
MR. OCHS: Yes.
MR. ISACKSON: So, you know, we've had a little practice at
redistributing the ordinance, so...
We talked about the credit coverage. That's important. And we
also talked about, at the TDC, budget certainty. Let's talk about that a
little bit. Everybody's real comfortable right now, renourishment,
marketing, museums within the blanket of the tourist development tax.
There is some element of budget certainty with regard to that.
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If, for example, you don't do the fifth penny or you only do a
portion, let's say, of that fifth penny, now you have to introduce a
non-tourist development tax revenue source to help support marketing
or beach renourishment or museums. And once you do that, the likely
source is going to be your General Fund.
So now what happens? You get lost in the morass of tax policy,
the general appropriation process, and all of the competing interests
that are nipping at the tails of the General Fund: Transfers to capital,
our operational issues, things of that nature.
So you lose an element, I think, of budget certainty when you get
wrapped up in that big discussion about how general funds are
distributed.
So that's why we mention there are alternatives, but those
alternatives have risk. And the programs that are wrapped up within
the TDC have a nice blanket around them because there is some
budget certainty there. They know what the revenue sources are from
year to year, generally.
Commissioners, that's all I have right now. And I'll be happy to
answer any other questions you have right now, and I look forward to
your guidance and direction.
CHAIRMAN TAYLOR: Do you think we need to make a
motion, or is this more of a consensus? Or tell us -- tell us what you're
looking for, please, County Manager.
MR. OCHS: We're looking for the Board to authorize the
recommendations that were made in the executive summary --
CHAIRMAN TAYLOR: Okay.
MR. OCHS: -- and those are to develop a comparative
conceptual site development plan, schedules, cost analysis, and
financing plans for the site and bring that report back to the Board
within 120 days to negotiate with the owners of City Gate a final and
best price for the land in the non-monetary exchanges and to authorize
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an expenditure not to exceed 50,000 for additional consultant services
to help with the site development planning and some of the other
related elements of the project.
Now, Commissioner Saunders, I think, was suggesting to the
board -- and that would certainly be appreciated by the staff that there
that there may be an expression of a commitment at this point to
entertain that fifth penny so at least we know generally the gross
revenues that we're working with here. The allocations will ultimately
shake out over the next several months between the TDC
recommendations and the staff suggestions, and then the Board will
make those final decisions.
CHAIRMAN TAYLOR: Yeah. As long as -- as long as the -- if
it's agreed with my colleagues here that I would support that as long as
the fifth penny -- agreeing to the fifth penny does not preclude looking
at the reallocation of those five pennies.
MR. OCHS: No, ma'am. You know, you have two related issues
here. You had a board direction to look at the allocation of the TDC
revenues as they exist today, the 4 percent.
CHAIRMAN TAYLOR: Four pennies, uh-huh.
MR. OCHS: And you also have this action, which is related,
which is the financing options using tourist development taxes for the
sports complex. Staff is recommending and suggesting that you need
to add to those four pennies to make this happen.
So they're related but the reallocation will come back to you,
especially if you indicate a willingness to move forward on the fifth
penny. Now you'll have a reallocation recommendation of all five
pennies, and you'll deal with that over the next couple months.
CHAIRMAN TAYLOR: And I'll respectfully remind my board
that the reason that the people ever voted for this, and I think -- and
persuaded the commissioners -- and, Commissioner Fiala, it might
have been with you. The reason that people agreed to a bed tax -- it
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was before you. I think it was before you. You were elected in 2000.
COMMISSIONER FIALA: I was actually on the committee
from the outside working on that.
CHAIRMAN TAYLOR: Because of the beaches. It was the
beaches.
COMMISSIONER FIALA: Exactly right.
CHAIRMAN TAYLOR: And we have to keep that in the
forefront. Okay.
COMMISSIONER FIALA: Might I suggest we have some
speakers?
CHAIRMAN TAYLOR: We've got a couple other comments
here.
COMMISSIONER FIALA: Okay. I didn't want to take a -- I
didn't want to have anybody take a motion before we hear from our
speakers.
CHAIRMAN TAYLOR: Commissioner Saunders?
COMMISSIONER SAUNDERS: Madam Chair, I'd like to hear
from the speakers, and I would like to try to fashion a motion at that
point, if I could --
CHAIRMAN TAYLOR: When --
COMMISSIONER SAUNDERS: -- just to capture a couple
things that I think would be important.
CHAIRMAN TAYLOR: Okay. Commissioner -- I'm going to --
Commissioner McDaniel, I know you were there.
COMMISSIONER McDANIEL: And I would, too, is wait till
we hear from our public speakers.
COMMISSIONER SOLIS: I will as well.
CHAIRMAN TAYLOR: Very good.
Let's hear from some speakers.
MR. MILLER: Madam Chair, we have five registered speakers.
Your first speaker is Mike Dunkle. He'll be followed by Kevin Van
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Duser.
MR. DUNKLE: Commissioners, thank you for your time.
My name is Mike Dunkle. I am the Asset Manager for the
Springhill Suites and Fairfield Inn Suites. I appreciate the time to be
able to speak.
And I wanted to let everyone know that we wanted to go on
record in regards to the fifth penny, that we are very supportive of this
effort. I encourage my fellow hoteliers, many that are here, to do the
same.
This is an effort that helps diversify the economy here in Naples.
It also benefits all hotels, urban and beach hotels. I can make that
statement because our hotel has negotiated with sports teams that have
played here before, and many of those teams selected to stay at beach
hotels. So it is a market that does benefit all hotels.
I also wanted to share one experience that I had with everyone. I
have the responsibility of five other hotels that I asset manage here in
the state of Florida. One of those hotels in Stuart -- in Stuart. Several
months ago when I traveled there, I arrived in the evening time. I
noticed that in our great room breakfast area, there was a baseball
team; 9- and 10-year-olds and many coaches, and they proudly
displayed Naples on their jerseys.
And I certainly was aware of this effort, so I walked up to one of
the coaches and I said, may I have an opportunity just to say hello to
your team and parents and players? And they granted me time to talk a
little bit.
I made them aware of what this effort was all about. And I can
tell you, it met with great excitement, not only from parents and
coaches, but also the players.
A specific comment that was made to me from the parents were
that it would be great to have a nice facility in Naples that we can be
very proud of, not that they're not proud of the current facilities that are
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already here, but it would be nice to be able to host these tournaments
here in Naples versus having to travel to Stuart or other cities.
And I thought that was very telling, and I appreciated their time in
sharing their feelings on that, and I encouraged them to get behind this
effort.
Thank you so much for your time.
CHAIRMAN TAYLOR: Thank you.
COMMISSIONER FIALA: Where did you fly in from? I know
you announced that yesterday.
MR. DUNKLE: Sure. I flew in from Dallas on Sunday night
specifically to be here for the TDC meeting and this meeting today.
COMMISSIONER McDANIEL: Thank you.
Applause.)
MR. MILLER: Your next speaker is Kevin Van Duser. He'll be
followed by Kyle Zech.
MR. VAN DUSER: Good morning. Thank you for your time
and all that you do and for giving me the opportunity to speak. I'm
actually here, I guess, on behalf of the kids.
I've been dealing with sports for 40 years. I was born and raised
in Miami. I have six brothers and four sisters. After we finished our
chores, we were headed to the park and, if not, we had more chores.
So we wanted to make sure that we could get out of there and get out
of there as fast as possible.
When I grew up in Miami, I started -- at age 17 I started working
with kids. I saw the need for kids. I went to school, Liberty
University, played football. Coach Kramer and I actually played
together, then we ended up at American High School together in
Miami. And when he left 20-something years ago to come over here, I
was -- I left the American High School also and went -- because being
at one high school, I couldn't reach enough of the kids. There are so
many kids with problems, so many kids with difficulties. And one of
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the number one things we can do to get them off the streets, out from
behind the Play Stations and onto the playing field, was with sports.
And so I started a program over here. I came over here and
worked at First Baptist Church Naples when they moved to the new
location, and I started -- in 2008 I started a program called the
Beacons. The number one reason I started it, there weren't enough
fields. There weren't enough places for them to play.
And I started it in 2008, and when I resigned from First Baptist
Naples in 2014, the reason I resigned was because we got too big for
the property. And they have 90 acres. We covered a whole property,
and there wasn't enough.
So the Beacons are still going on right now. I started a whole new
program, Young Champion Sports, where our focus is to train young
champions for the future. We train the whole athlete. It's
four-dimensional coaching: Heart, soul, mind, and strength. Sooner or
later the sport is over. The type of people they become is what's most
important.
During that process I met Steve Quinn. Steve Quinn's sons were
involved in my program. Steve Quinn in involved with FBU. I have
the privilege to run the national championships for a football university
here for the last two years, and I'll be running national championships
here.
We went from 12 teams to 24 teams last year, and now we're
going to have 42 teams coming this year. And I know that that's a
huge help for the community and for the hotels and for -- it's a great
resource for money to come in and help pay for some of these things.
I -- one of my -- one of the key things that I have always tried to
keep in mind with working with the kids is that the number one thing
is keep the focus on the kids. All the fields and things that we use,
we've been using over the years, are heavily used. We go -- we get on
the high school -- I started a 501(c)3 because of the costs. It gets very
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expensive. So I started a 501(c)3 because we wanted to get on the
athletic fields, but I am now sharing it -- I was at Barron Collier last
night 7 on 7, four high schools involved with that.
Eventually -- what we did, we had to share the field with the
lacrosse teams. So if you look at what's going on right now -- is that --
oh, I've got one second -- with -- you've got somewhere between two
and four football teams. You've got between two and six lacrosse
teams. You've got two -- between two and six soccer teams that are
using all these fields. So with my program what we have to do all the
time is try to find -- where can we find a small corner of space to grow.
The last thing I'll say is when I started and I left First Baptist
Church Naples, we went from 80 families to 1,900 families that were
involved. So the kids are there; there's just no place for them to go and
be.
So thank you for your time and listening.
MR. MILLER: Your next speaker is Kyle Zech. He'll be
followed by Liz Sanders.
MR. ZECH: Good morning. My name's Kyle Zech. I'm actually
born and raised in Naples, Florida, here and hard to believe that I was
one of those 9- and 10-year-old kids that was traveling to these
tournaments in the other cities and other states.
I'm honored to be here today. I was a two-time state champion at
Naples High for baseball and football and had the opportunity to play
Division 1 baseball at Stetson University, had an older brother that
played Division 1 baseball at Villanova, and a younger brother that
currently plays Division 1 baseball at University of South Florida.
Growing up and being on these traveling teams, it was a hardship
on my parents. They spent roughly $10,000 a year just on travel to
other cities and other states on food, hotels, gas. And I think the
opportunity to have a sports complex like this in Naples and in this
community is going to benefit, one, our youth in the local community,
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the local business owners.
And, also, the amount of money that people are willing to spend
on sports is outrageous. I mean, knowing my parents, they were
middle class, and it is tough, but you're going to do what's best for your
kids. And they were willing to travel halfway across the state for us to
play in these tournaments, and in the end it benefited myself because
everyone knows sports teaches things that you can't learn in the
classroom, such as hard work, such as accountability, and these things
then translate into your future in your career.
So I look at this opportunity as an investment to our local
community and our future leaders of tomorrow. Thanks.
CHAIRMAN TAYLOR: Thank you.
MR. MILLER: Your next speaker is Liz Sanders. She'll be
followed by Kenneth Coloma.
CHAIRMAN TAYLOR: Okay. Ms. Sanders, you have to talk
slowly.
MS. SANDERS: Okay. I'll talk really slowly. I'm going to
decline speaking. I think Kyle hit it home. It's what it's all about. He's
born and raised here, and he's actually -- this is slow.
Anyway, Mike Dunkle and Coach V and Kyle, they said what I
have to say. So thank you very much.
MR. MILLER: Your next speaker is Kenneth Coloma. He will
be followed by Larry Petit-Dor.
MR. COLOMA: Good morning, Commissioners.
CHAIRMAN TAYLOR: Good morning.
MR. COLOMA: My name is Kenneth Coloma. I'm a member of
the local community, a graduate of Naples High School, and a father,
and a local business owner.
Eight years ago I became involved in Naples Gators youth
football and cheerleading as a coach. Three years ago I took over as
president of the nonprofit organization. This nonprofit organization
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has been in our community since 1958, as a lot of you know.
After taking over, I became aware of the financial burden that our
local youth nonprofits are expected to pay and incur. Our program,
like many others, helps create a safe environment to keep the kids off
the streets, helps developing student athletes become fine community
citizens.
The Gators consistently scholarship over 30 of our participants on
an annual basis. The cost of leasing fields, practice, game days has
increased significantly in the past three years.
Speaking on behalf of myself, the Gators, and local other youth
programs in Southwest Florida, and our governing board, the
Southwest Florida Youth Football League, we have discovered a
financial strain on these fees -- on those fees, excuse me.
Not only the Gators, but many other youth sport organizations are
finding it hard to find fields to play games or practice. Leagues are
paying over $1,000 a day to rent high school fields and accommodate
their needs. As a nonprofit, these costs and insurance costs are
weighing heavily because many need to increase their participation
fees.
The need for the sports facility has become a necessity for our
programs throughout Collier County and all of Southwest Florida.
Whether it be football, lacrosse, or any other sport, we are becoming
limited on space and usage. Naples is a great location for a sports
complex.
You know, Orlando may have conventions, theme parks, and
other tourist attractions, but Naples will be known as a sports paradise
coast.
FBU is a constant supporter of our local youth programs as well
as bringing in many tourists from throughout the country to Southwest
Florida. The complex will only increase this, events like the Youth
National championship, 7 on 7 tournaments, and other tournaments
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that fulfill the needs of the facilities.
As a community member and the president of the Naples Gators,
I can't be more excited for my children to have the opportunities
coming to them as a result of this new sports complex.
Thank you very much for your time.
CHAIRMAN TAYLOR: Thank you.
Applause.)
MR. MILLER: Madam Chair, your last speaker is Gary
Petit-Dor.
MR. PETIT-DOR: Thank you. My name is Gary Petit-Dor. I'm
the president and founder of Wealth Leaders Life Coaching. And I
know I see a lot of the athletes of youth in Immokalee, a lot of them
here in Naples, and when I get a chance to talk to them, a lot of them
are encouraged that, you know, when you play sports or when you're
out and you're competing, you get a chance to position yourself to do
something great that you see the many people doing on TV.
Many a times for those kids, especially in Immokalee, they have
to travel all the way to Miami to be able to get a chance to be on a big
stage, and we believe having the sports complex here in the Naples
area even benefits the children in Immokalee and the small area where
their high school is the only place that they have to play a sports game,
and to bring a complex like this would be very beneficial to them, too,
to have that experience of a big stage so that they can pursue and go on
to bigger stages in college, bigger stages, even becoming professionals
in this event that they might be training for, and so many of them train
from childhood all the way to adulthood and never see a chance to get
a big stage.
And I think it would be great in their lives to be able to be a part
of that and you guys make a great movement in moving forward and
bringing this to these children, bringing this to these hardworking
families who, so many times, have to travel very far in order for their
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children that they work so hard for, the families that they work so hard
for, to see something like this, let alone win, but just alone just to see
it.
And it's awesome to know that Naples is positioning themselves
to bring something like this to us, bring something like this home,
because we need it, and we don't want to keep traveling so far to be
able to smile and bring trophies back to Naples, bring trophies back to
Collier County. We want to be able to host it here and win them here.
So thank you.
Applause.)
CHAIRMAN TAYLOR: Thank you.
Commissioner Solis?
COMMISSIONER SOLIS: A couple things. One, my son
actually played with Kyle's younger brother, and so traveling around I
know playing baseball -- and Liz Sanders' husband was the coach, too,
as well on a couple different sports.
You know, I think -- I just want to make sure that as we're
looking at this as a tourist -- as a sports tourism revenue source and all
that, that we don't lose sight of the local kids.
CHAIRMAN TAYLOR: That's right.
COMMISSIONER SOLIS: I know when I was in the Little
League baseball area, you know, none of -- at least none of the teams
that my son played on played at North Collier Regional Park, and we
always wondered why. I mean, I understand there's reasons for it.
But I'm just -- I want to make sure that if we move forward with a
big complex like this that it is as available to the local teams as it is to
tournament teams. I think it's a great idea. It would alleviate the
burden. Also, a lot of families that -- having traveled around Florida, it
is expensive; it's very expensive.
Secondly, I just want to make sure that what we're talking about
today is it's directing staff to come back with comparative plans on the
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different alternatives that we discussed, not -- we're still talking about
the three different options that we had talked about before.
MR. CASALANGUIDA: That's right.
COMMISSIONER SOLIS: Okay. Because maybe I
misunderstood that we were just looking at one of the options, but -- I
want to make sure about that.
And then as far as the fifth penny, I would like to maybe
understand a little more about -- let me back up.
I'm concerned about this looming $120 million backlog of capital
improvements that we keep referring to. And I want to make sure that
whatever we do, we're not necessarily pledging, I guess, the county's
funds, general funds, to pay back these bonds, because I thought that
was a little -- what Mark said and what Commissioner Fiala said was a
little different, and I want to make sure that I understood that well.
MR. ISACKSON: All right. There's two issues here. One is
what Commissioner Fiala was referring to and what I was referring to
yesterday with the TDC is once you introduce a bond issue that's paid
for strictly from a tourist development tax pledge, that that becomes
the primary purpose for the redistribution.
COMMISSIONER SOLIS: That's it.
MR. ISACKSON: In other words, it's buried within there, and it
takes a priority position when it comes to the payment of debt. That's
always a priority position whether it's TDT or any other debt that we
issue. That's always first and foremost.
Now, what you're referring to, Commissioner, I think, is this
noncounty backstop, and there's a reason why we don't do that, and it's
exactly the reason that you just mentioned. We've got a lot of other
things that we're dealing with.
So if for some reason -- we don't like to use the D word in terms
of default. But if for some reason there is a dip in the market,
whatever the case might be, that's what we were talking about
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yesterday, I'm not swooping in with general governmental revenues as
a bailout.
COMMISSIONER SOLIS: Okay. That's all I had. Thank you
for clarifying that.
CHAIRMAN TAYLOR: Commissioner Saunders?
COMMISSIONER SAUNDERS: Madam Chair, I was going to
make a motion, if it's --
CHAIRMAN TAYLOR: Commissioner McDaniel?
COMMISSIONER SAUNDERS: -- in the event that no one has
any objection to that.
CHAIRMAN TAYLOR: Commissioner McDaniel? Okay.
Please go ahead.
COMMISSIONER McDANIEL: If I might just make one quick
comment, and this is just -- this is, again, my personal belief with
regard to the chronological order, and maybe your motion's going to
necessarily take care of this.
We don't go out and shop for homes until we know what we're
prequalified for, and that's my rationale from seeking the funding
source in advance, at which point then we can go forth with the efforts
and expenditures to analyze and get to where we need to be with
regard to the locations and the potentials of the site. That was --
COMMISSIONER SAUNDERS: Let's talk about that for just a
second, because I think we're going to put staff on a rather short
timeframe. I think four months -- three to four months, they're going
to come back to us. If they don't have the additional support with the
50,000 authorization to hire some consultants, I don't think we're
going to be able to get information that we need.
And so part of my motion's going to be to include that $50,000
expenditure to authorize that. I hope you can support it with the
understanding that if we're going to get an answer fairly soon, staff's
going to need that additional support to get us the information we need.
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COMMISSIONER McDANIEL: Can I say, it rubs me the wrong
way, but I'm -- I will acquiesce to your knowledge and experience.
COMMISSIONER SOLIS: Well -- and --
COMMISSIONER SAUNDERS: I'll take the blame for it.
COMMISSIONER SOLIS: This raises a good issue. The 50,000
for the design is -- we also need to know what we want to do, right?
And that relates to how much it's going to cost as well, right? So there
is somewhat of a chicken-and-the-egg problem, but I guess we've got
to pick one.
COMMISSIONER McDANIEL: We already have -- and I don't
mean to interrupt. But I mean, we've already seen preliminary site
plans, we've already seen preliminary layouts on the locations, at least
on the City Gate and the 305; we haven't looked at the golf course
facility yet, necessarily. I haven't seen a plan with regard to that.
We already have an estimated topline expense with regard to this
facility as to what it could be depending on what the land costs, in fact,
end up being. But we -- negotiating for the purchase of a piece of land
before you're qualified with regard to your finances just -- and I
understand this is government and it's not how we do things outside the
door, but I just -- to me, chronologically, we have the cart in front of
the horse if we're doing that, so...
MR. OCHS: Madam Chair?
CHAIRMAN TAYLOR: Yes, of course.
MR. OCHS: If the Deputy Manager could speak a little bit to that
consultant engagement.
CHAIRMAN TAYLOR: Yes.
MR. CASALANGUIDA: Sure. The first comment
Commissioner McDaniel made as far as the Braves analysis, it was
100,000 feet. It was not very detailed. There were, I would call them,
caricatures. We didn't invest a lot of time and engineering in that.
In the second round we presented you, we just looked at acreage
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to make sure that the acreage made sense, you know, for what we were
looking at and get rough ideas.
I would recommend you move forward with this next phase only
because of the timing. If you're going to be looking at trying to
understand the financing, as Commissioner Saunders pointed out, the
quarter penny to beaches and three-quarters there, the feasibility of
directing an ordinance change and -- or the amount, I think you need to
know a little bit deeper.
So from 50,000 feet to 25,000 gets you those three different
versions with some better information so you could make a more
informed decision, and that would my recommendation to you. It also
has an impact on Collier 305, because we're going to be coming
forward with a rezoning of that and the planning for 305 with the road.
And without knowing a little bit of this in advance, it's going to affect
the planning of that as well, too.
COMMISSIONER McDANIEL: And if I might clarify, then, a
portion of that is going to be an analysis of the expenses associated
with the rezone of a piece of property that we're going to do anyway,
and that's just -- I mean, eventually we're going to rezone that piece of
property to something. So a portion of that expense, then, is allocated
over there for that analysis to give us a truer cost as to what we're
staring at for the utilization of that?
MR. CASALANGUIDA: Yes, sir.
COMMISSIONER McDANIEL: I'm happier.
Applause.)
COMMISSIONER McDANIEL: I wasn't going to vote against
it, by the way. It just isn't working.
CHAIRMAN TAYLOR: Sometimes in life things come together,
and you can't silo them. And I would say that this sports content and
all the parts of the government and what we do are being touched.
COMMISSIONER McDANIEL: Right.
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CHAIRMAN TAYLOR: Beach renourishment, our parks, our
children, our future, diversifying our economy, jobs. It's all under this
extraordinary time we live in, and it's important, I think, to bring it all
in. So I really appreciate the comments.
Commissioner Saunders?
COMMISSIONER SAUNDERS: All right. Well, let me try to
make a motion that will have a couple parts to it.
The first part is to direct staff to proceed to provide information
concerning the amateur sports complex and to authorize the
expenditure of the requested $50,000 to move the project along.
As part of the motion to reaffirm our willingness to increase the
tourist tax, recognizing that the only way to finance this project is
through tourist taxes. There is no other mechanism.
And, number three, to see about reducing the scale of the project
so that we don't have to dedicate one penny, one percent, the fifth -- the
entire fifth cent to debt service, because that will give us a cushion to
put more money into beach renourishment. It will also give us a
cushion if there's a slight turndown in the tourist industry so that we
don't have to take away from other funds as opposed to just
committing the entire 1 percent.
Again, not an obligation on our part, but just direction to staff to
take a look at the scale of the project recognizing the potential for
reducing the debt service to a point where it doesn't take up the entire
fifth penny.
COMMISSIONER McDANIEL: And I'll second that for
discussion.
CHAIRMAN TAYLOR: I was fine until you talked about the
reduction. I guess because I've lived the Hunden report, and they've
come, and if we build it, they will come, and we need -- the Hunden
folks were brought in here because of two things: We were
conceptualizing a sports area facility, but we needed -- we need extra
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fields for our kids, and we didn't know how this would come together.
And they came -- the Tourist Development Council paid for the
consultant. Mr. Wert was very involved in it. And what they said was,
you know, if you're going to build something, you need to build it so
that you can attract. And there's a lot of other communities that are
doing the same thing, so you've got to build it right. It doesn't mean
you have to build, you know, the Taj Mahal, but you have to build it
right.
And that $60 million figure was an approximate brought forward
by Hunden. It was always my understanding, Mr. Casalanguida, that
once we pick the spot, figure out the financing, then the hard work
comes to figure out exactly how much this is going to cost based on
our needs, and this would all be based on our needs.
The consultant's study actually did a survey of what we do need.
And I can tell you, we don't need -- we do not need -- it's amazing.
The priority is baseball, is baseball, in this community. That's the
number one. Football is there, but it's not as high as baseball.
So in that study -- it's an easy read. It's not a little read, but it's a
very easy read, really well written. And if you haven't read it, I would
encourage you to do it because it basically give us a blueprint not to --
not a -- it gives us a blueprint, but it doesn't require us to follow it
exactly, but it kind of talks about the way to approach this.
So we're talking about diversifying our economy in this
discussion, which is huge unto itself, and we just need the facilities to
do it.
So I don't think I can support -- if you could modify the end of
your motion somehow to not say cut it down, but if you could rephrase
it somehow.
COMMISSIONER SAUNDERS: Well, let me talk about the
motion for a minute, because what I said was for staff to take a look at
the scale of the project so that, perhaps, we don't have to spend the
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entire one penny for debt service. And I indicated that that would not
be anything binding on us. That would just be giving staff some
direction.
The information that's been provided by staff says that we need to
have 4 to $6 million for -- I'm assuming this would be for debt service.
It says 4 to $6 million of program tourist development tax distribution
to satisfy debt service payments.
I'd like to see us closer to the 4 million than to the 6 million,
because if we're at the 6 million, you know, and there's a problem, then
we're going to be dipping into all of the other tourist development uses
to make that debt service.
If we're closer to the 4 million, remember one percent will raise
5.2 to $5.4 million. That gives us a cushion, but it's not an obligation
on our part. If Hunden comes back and says, nope, there's no way to
do this, you have to do this with 5 or $6 million in debt service, then
we'd have an opportunity.
I'd like to have staff look at this from the perspective of let's be
frugal, let's be -- let's build what we need to build, but if we can, you
know, be conscious of downturns in the economy and what that could
mean for other uses of tourist tax, I think that would be a prudent
approach.
So that's the purpose of the motion. But it wouldn't obligate us to
a lower number. It would just be direction to staff to see if we can do
it at that lower number.
CHAIRMAN TAYLOR: But it's my understanding that we need
that. Did I mis -- did I misinterpret what you said, Mr. Isackson? We
need two pennies, 2.39 pennies; is that correct?
COMMISSIONER McDANIEL: No.
MR. OCHS: No.
CHAIRMAN TAYLOR: Okay.
COMMISSIONER McDANIEL: I'm sorry.
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MR. ISACKSON: Ma'am, what we're talking about is a nuance
in regard to our debt service coverage.
CHAIRMAN TAYLOR: Right.
MR. ISACKSON: That's all that relates to.
CHAIRMAN TAYLOR: Okay.
MR. ISACKSON: You're going to be -- you're going to be
considering this within the confines -- if you raise a fifth penny, you're
going to be considering this within the confines of five cents. And
when we pledge something, when we write something in a bond
document and we pledge revenues, we're going to have to decide what
we're going to do. We're going to -- a pledge doesn't mean -- all a
pledge means is that you're pledging a revenue source to pay debt
service. That's all that's required to do.
CHAIRMAN TAYLOR: Okay.
MR. OCHS: Madam Chair, from my perspective and the staff
perspective, we're comfortable with what Commissioner Saunders has
laid out as a motion. We think we can work with that effectively
without compromising, you know, the scope or the quality of the
program.
There's phasing opportunities; there's other things. So for what
it's worth to the Board, we're comfortable with moving under that
direction, and I don't believe that that compromises the facility as the
consultant had recommended at this juncture.
CHAIRMAN TAYLOR: Okay.
COMMISSIONER SOLIS: And that's one of the things that I
was going to mention was that one of the alternatives was, you know,
phasing the project, part of it on the City Gate property, part of it on
the 305 property, and maybe taking advantage of the phasing for, you
know, the revenue stream. So that's all I wanted to say. Your turn.
COMMISSIONER McDANIEL: Madam Chair gets upset with
me if I start talking without hitting my button.
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There are a lot of moving parts. There are a lot of dynamics with
regard to the financing, with regard to the location, with regard to the
phasing. There are other entities that we haven't even talked about yet
here that are interested in participating with this program for the
benefit of our community, for the benefit of our kids.
So I think Commissioner Saunders' motion, with me not being
happy about spending the 50,000 right now, does what we need it to
do.
Our CFO, Mr. Isackson, made a comment about financing
flexibility, and I think that's something that our bond counsel -- when
our Finance Committee comes through, with the recommendations,
Commissioner Saunders, they'll have enough conservativism (sic) built
into the borrowing process to not obligate us out past the revenue
sources. There are historic data that comes along with these tax
increases and so on and so forth that I think we've covered what we
need to do in order to move this project forward.
CHAIRMAN TAYLOR: Okay. We have a motion on the floor.
Any other discussion?
No response.)
CHAIRMAN TAYLOR: And there's a second. I don't remember
who the second was.
COMMISSIONER McDANIEL: It was me.
CHAIRMAN TAYLOR: Commissioner McDaniel.
COMMISSIONER SAUNDERS: Madam Chair --
CHAIRMAN TAYLOR: Yes.
COMMISSIONER SAUNDERS: -- before we call the vote,
rugby is an up-and-coming sport, so plug that into the dialogue.
MR. OCHS: It's in the program, sir.
MR. CASALANGUIDA: It's in the program.
COMMISSIONER SAUNDERS: Okay.
COMMISSIONER McDANIEL: It's part of multi-use fields, sir.
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MR. OCHS: We're looking for a captain of the county team, sir,
if you're interested.
COMMISSIONER SAUNDERS: You're got one right here.
COMMISSIONER SOLIS: Are we building tennis courts out
there?
COMMISSIONER McDANIEL: Exactly.
MR. CASALANGUIDA: Pickleball.
CHAIRMAN TAYLOR: Yeah, pickleball courts.
MR. OCHS: All right.
CHAIRMAN TAYLOR: All right. So there's a motion on the
floor and a second. All those in favor?
COMMISSIONER McDANIEL: Aye.
COMMISSIONER FIALA: Aye.
CHAIRMAN TAYLOR: Aye.
COMMISSIONER SOLIS: Aye.
COMMISSIONER SAUNDERS: Aye.
CHAIRMAN TAYLOR: Those opposed, like sign.
No response.)
CHAIRMAN TAYLOR: It carries unanimously. Thank you.
MR. OCHS: Thank you, Commissioners.
COMMISSIONER FIALA: Can I say, speaking of sports, I hope
everybody gets over to the East Naples Community Park to see that
shade structure. Whoa. It is amazing what we're doing over there.
Thank you.
Applause.)
Item #11B
INITIAL FUNDING IN THE AMOUNT OF $1.8 MILLION PLUS
A 10% CONTINGENCY AMOUNT OF $180,000 FOR
CONVERSION OF MULTIPURPOSE NATURAL TURF FIELDS
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Packet Pg. 130 Attachment: BCC Minutes from 3-28-17 (3335 : Sports Facility)
Hunden Strategic Partners
February 27, 2017
11.A.4
Packet Pg. 131 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
2
o Demand for both indoor and outdoor sports is not being accommodated by existing
facilities locally.
o Multiple large events are outgrowing Collier County facilities and have or are
considering relocating.
o Hospitality package impacted by limited number of available affordable rooms and
seasonality.
o Outdoor facilities are highest priority, closely followed by indoor facilities.
o North Collier Regional Park expansion ideal scenario. Other sites offer more
flexibility with development.
Overview of
Previous Study by HSP
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Packet Pg. 132 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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HSP Recommended
Sports Complex
o Recommended Outdoor Sports Complex
o Minimum of 60 acres
o Eight multipurpose fields (16 fields for future growth needs)
o One championship field
o Lighted and turf fields
o Eight diamonds
o One championship field
o Lighted and turf infields
o Field overlay plans for outfields of diamonds
o Recommended sports complex should be developed on a site that provides
adequate amount of acreage for future growth of the sports facilities and
development of support amenities, such as hotels and dining options.
11.A.4
Packet Pg. 133 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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HSP Previous Study
Projected Room Nights
Projected Room Nights Generated - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer 5,900 6,418 6,573 8,926 9,552 9,784 10,014 10,251 10,493 10,741
Baseball 9,016 9,236 10,749 11,018 12,660 12,985 13,317 13,659 14,010 14,370
Softball 5,382 6,298 7,264 8,771 9,866 10,129 10,400 10,678 10,964 11,257
Football 1,537 1,574 1,794 2,064 2,309 2,368 2,429 2,491 2,555 2,620
Lacrosse 1,181 1,209 1,699 1,897 1,944 1,993 2,042 2,093 2,145 2,199
Other 127 127 214 214 300 300 386 386 386 386
23,145 24,862 28,293 32,890 36,631 37,558 38,588 39,557 40,552 41,573
Source: Various Sports Organizations, Hunden Strategic Partners
•Major hotel room night generator by stabilization
11.A.4
Packet Pg. 134 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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HSP Previous Study
Economic, Fiscal and Employment
Impact
Summary of Impacts
20-Years Stabilized
Year
Net New Spending
Direct $320 $14.8
Indirect $82 $3.8
Induced $66 $3.0
Total $468 $22
Net New Earnings
From Direct $118 $5.4
From Indirect $7 $0.3
From Induced $5 $0.2
Total $129 $6.0
Net New FTE Jobs
From Direct 362 345
From Indirect 13 13
From Induced 36 35
Total 412 392
Collier County Taxes Collected
Tourism Development Tax (4.0%)$5,301 $248
Collier County Total $5,301 $248
Construction Impact (000s)
Total Spending $18,614
Direct Labor Spending $21,071
Job-Years, Actual 114
Source: Hunden Strategic Partners
(millions)
(millions)
Actual
(000s)
•Recommended sports complex is
estimated to generate $468 million
in total spending over 20 years.
11.A.4
Packet Pg. 135 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County Sports Study –Phase II
Key Questions
o Assessment of three proposed sites
o Assessments of site and parking plans
o Feasibility of an indoor facility –minimum size and costs
o Management structure
11.A.4
Packet Pg. 136 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County Site Map
11.A.4
Packet Pg. 137 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County Site Summary
•Collier County 305 & City Gate sites provide opportunity for the county to
acquire additional acres beyond the current parcel size.
•City Gate site ownership will allow County the opportunity to purchase
additional land when future phases of sports complex are needed.
•Magnolia Pond expansion not a likely possibility.
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
Collier County 305 Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
Magnolia Pond Drive Private New Excellent 45.9 No TBD Long-term < 1.5 miles 7 832 Yes
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
Costs
Potential for
ExpansionSizeAccess &
Visibility
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Packet Pg. 138 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Magnolia Pond Site Plan
Exhibit F-4
•Parking: 1,067 spaces
11.A.4
Packet Pg. 139 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Magnolia Pond Site Plan
Exhibit F-5
•Parking: 1,035 spaces
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o Positives:
o Proximity of fields provides ease of operations for large tournaments
o Dedicated parking for championship facilities
o Negatives:
o Location of championship fields across an active street
o Multiple entry points
o Site does not allow for expansion or addition of other amenities
o Plan provides ~67 spaces per field (typical allocation is 75 to 100).
o Location in relation to fields is not ideal; smaller parking areas for every four fields
is preferred.
o Parking plan is generally challenging for large tournaments and should
not be considered.
Magnolia Pond -Exhibit F-4
Site Plan Assessment
Magnolia Pond
Exhibit F-4 Parking Plan Assessment
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Magnolia Pond -Exhibit F-5
Site Plan Assessment
o Plan includes six multipurpose fields (at least eight are recommended).
o Disconnect between fields and diamonds, with no clear access and required
crossing of an active road.
o Plan does not allow for future expansion or addition of other amenities.
o Plan is not ideal for a tournament-quality complex.
o Parking plan features 1,035 spaces, or approximately 74 per field.
o Location in relation to fields is not ideal.
o Challenges for any overflow parking.
o Parking design in Exhibit F-5 is not ideal for the recommended sports
complex.
Magnolia Pond
Exhibit F-5 Parking Plan Assessment
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13
Magnolia Pond Site Conclusions
o Con’s:
o Largest hurdle to development is existence of multiple owners and parcels. Access
to site would require additional parcel. In order for County to purchase the site, it
must negotiate with four site owners. Strategic, price, timing and complexity
constraints.
o Site size and potential for additional developments are limited.
o Challenges exist related to conservation and drainage for a sports complex.
o Pro’s:
o Access would be ideal for recommended sports complex if parcels were acquired
and combined.
o Proximity to hotel and dining options make this site attractive for large tournaments.
o HSP suggests that the Magnolia Pond site not be considered.
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Packet Pg. 143 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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City Gate Commerce Center Sports
Complex Conceptual Plan
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City Gate -Site Plan Assessment
o Site plan includes recommended sports complex and is sited on a contiguous plot
of land, which is ideal for event organizers.
o Only two access points into complex are planned.
o Ease of wayfinding by both vehicle and pedestrians throughout complex.
o Site plan is designed to allow for multiple events to be programmed at same time.
However, disconnect between the two four-wheels of diamonds could present
challenges by event organizers.
o City Gate site plan features a sports complex that includes all features currently
required for tournament-quality sports complexes.
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City Gate
Parking Plan Assessment
o City Gate parking plan features more than 1,800 parking spaces, which is
approximately 106 parking spaces per field. At this ratio, parking plan matches
requirements of event organizers.
o Design and layout of parking allows for ease of access to all fields and surrounds
entire sports complex.
o Allotment of parking spaces per field and design and layout of parking spaces
throughout complex make parking plan ideal for recommended sports complex.
City Gate Parking Summary
Parking Ratio Units
Required
Parking
Provided
Parking
15 Fields / 1 Fieldhouse 50 spaces / Field 16 Fields 800 801
3,000 seat Championship Venue 1 Space / 3 Seats 3,000 Seats 1,000 1,000
Bus Parking ------8
Total ---1,800 1,809
Source: Davidson Engineering, Hunden Strategic Partners
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Packet Pg. 146 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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City Gate Site Conclusions
o Provides Collier County with flexible and contiguous space for development of sports
complex and amenities plus ability to expand.
o Site’s location, access and proximity to support amenities are ideal for tournament-
quality complex.
o Major challenge is expected cost to acquire site from its private owner. However,
ownership group has provided option to allow County to acquire additional land
throughout phased development.
o HSP suggests that City Gate site be considered for development of recommended sports
complex.
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Packet Pg. 147 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County 305 Site
Sports Complex Conceptual Plan
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Packet Pg. 148 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County 305
Site Plan Assessment
o Collier County 305 site plan features recommended sports complex plan.
o As with City Gate site plan, Collier County 305 site plan has two access points and
an ease of access throughout complex for vehicles and pedestrians.
o Design and layout of sports facilities is ideal for a tournament-quality facility. By
keeping like sports facilities adjacent to each other, plan keeps tournament traffic
contained and centralized around relevant sports facilities.
o Collier County 305 site plan is ideal and incorporates design requirements and
expectations of nationally-relevant sport complex developments.
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o The Collier County 305 parking plan features an allocation of nearly 110 parking
spaces per field, and a total of nearly 1,900 spaces, more than necessary.
o Design and layout of parking features adequate amount of parking spaces and
vehicle access path surrounding entire complex.
o Although a few fields and diamonds do not have immediate parking access
adjacent, walkways allow for ease of access to fields.
o At nearly 110 parking spaces per field and vehicle access surrounding the complex,
this parking plan is most desirable for a tournament-quality complex.
Collier County 305 -
Parking Plan Assessment
Collier County 305 Parking Summary
Parking Ratio Units
Required
Parking
Provided
Parking
15 Fields / 1 Fieldhouse 50 spaces / Field 16 Fields 800 859
3,000 seat Championship Venue 1 Space / 3 Seats 3,000 Seats 1,000 1,000
Bus Parking ------8
Total ---1,800 1,867
Source: Davidson Engineering, Hunden Strategic Partners
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Packet Pg. 150 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Collier County 305
Site Conclusions
o Site is owned by Collier County and is the largest of three potential sites (more than 300
acres). At this size, site provides more than adequate acreage for recommended sports
complex, future expansion and the development of support amenities.
o Access and proximity to County amenities, such has hotels and dining options, makes
site very attractive to tournament organizers.
o Site presents challenges in investment needed to improve site infrastructure and
mitigation.
o Overall, the site presents opportunities for the County to develop the recommended
sports complex as well as additional developments. HSP suggests Collier County
consider this site for the sports complex.
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Indoor Facilities
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•Average age: less than 4 years old
•Average cost: $22 million
•Average cost per court: $2.3 million
Case Studies
Indoor Youth Sports Facilities - Case Studies
Facility Name Location Opened Ownership Operator
Cost
(millions)SF Basketball Volleyball
No. of
Parking
Spots
Fieldhouse USA Frisco, TX 2009 City of Frisco Private $18 144,000 12 24 581
UW Health Sports Factory Rockford, IL 2016 City of Rockford Public $24 108,000 7 14 451
Lakepoint Indoor Facility Emerson, GA 2016 Private Private $37 170,000 12 24 650
Jonathon Byrd's Fieldhouse Westfield, IN 2016 City of Westfield Public $9 88,000 8 16 300
Average 2014 ----$22 127,500 10 20 496
Source: HSP
Development Cost Ranges for Indoor Sports Facilities*
Basketball
Courts
Minimum
Building Size
for Courts
Likely Building
Size
Cost Range
Low
Cost Range
High
Parking
Suggested
Site Size
Suggested
(Acres)
4 28,800 40,000 $10,000,000 $12,000,000 200 3
6 43,200 60,000 $15,000,000 $18,000,000 300 5
8 57,600 81,000 $20,250,000 $24,300,000 400 7
10 72,000 101,000 $25,250,000 $30,300,000 500 8
12 86,400 121,000 $30,250,000 $36,300,000 600 10
* Costs do not include site or parking
Source: Hunden Strategic Partners
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Packet Pg. 153 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Indoor Facility
Case Study Overview
o Case studies show spectrum of facilities that are established, reaching stabilization and
recently opened.
o Management structure varies between facilities.
o Indoor facilities with more than eight courts will attract national, regional and state
tournaments throughout multiple indoor sports.
o Facilities are booked 80 to 90 percent of the year and generate impact for the community
from room nights and other spending.
o Support amenities, such as hotels and dining options, will be developed in close
proximity to facility, due to facilities’ success.
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Packet Pg. 154 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Indoor Facility
Case Study Overview
o Fieldhouse USA averages more than 31 tournaments and more than 25,000 participants
per year.
o UW Health Sports Factory had more than 60 tournaments and 80,000 visitors in its first
year.
o Lakepoint Indoor Facility averages two tournaments per month and has more than 175
event days booked for 2017, as well as daily usage by local groups.
o Jonathon Byrd’s Fieldhouse had more than 30 events and more than 425,000 visitors in
2016.
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Packet Pg. 155 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Governance Structure
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If you build it, will they come?
o Not necessarily….
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Governance
o Unlike most government operations, such as passive parks or general
services, sports complexes (and any event facilities) operate within a
competitive marketplace.
o A successful complex requires
o Nimble, experienced and aggressive management,
o Funding for operations and to incentivize key bids/events,
o Knowledge of various sports and how they operate,
o Relationships with event promoters, leagues and sports organizations,
o Ability to create repeating events
o Ability to generate sponsorship and other revenue streams
o Housing coordination
o Others
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Primary Models
o Public Management (Parks and Rec, Government)
o Private Management
o Authority or Similar Management Model
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Governance
o Public Management
o Often within government bureaucracy and constraints
o Revenue and expense sides of ledger may not be related
o Can limit ability to make quick or creative decisions
o Incentives not in place to act like a business enterprise (customer
service, desire for room night impact)
o May resist maximizing schedule to minimize repairs, maintenance and
overall work involved in being creative to generate impact
o If within government, expectation should include stipulations similar to
private management company (marketing, revenue generations, expense
control, customer service)
o Can be influenced by political and public sector personalities
o If this option chosen, suggest it is created as an enterprise unit of
government with own revenue, expense goals as well as impact and
customer service expectations
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Governance
o Private Management
o Competition drives quality/value proposition from bidders
o Experienced management with diverse backgrounds and networks
Relationships with national and regional event promoters
o Some lack of control by municipal owner, but depends how contract is
written
o Focused on generating high utilization, revenue and minimizing expenses
Focused on hotel impact, as that often generates revenue for facility and
tournaments
o Many groups claim to be experts. Check references and all claims about
past performance and reputation.
o Be smart about fees, incentives.
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Governance
o Authority Model
o Can be best of both worlds
o Independent board appointed by County and CVB (for example)
o Keeps politics at arms length
o Still an enterprise with guaranteed public funding support, but with
business model to maximize utilization, impact
o Authority will hire manager or management team or a third-party private
management company
o Ability to modify expectations and actions as market and reality demands
o Local control + hired expert management team
o May still have some government constraints, but not always a bad thing.
Authority can weigh each on the merits.
o HSP recommends this model.
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QUESTIONS?
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Packet Pg. 163 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Fieldhouse USA–Frisco, TX
Fieldhouse USA development has three locations:
•Frisco, Texas
•Grapevine, Texas
•Mansfield, Texas
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o Fieldhouse USA in Frisco features:
o 144,000SF facility and includes 600 parking spaces
o 13,000 hotel bookings and 62,000 room nights since 2009
o 1.5 million visitors annually
o More than 31 tournaments and 25,000 participants per year
Fieldhouse USA Frisco Overview
Fieldhouse USA
Key Data Points
Location Frisco, Texas
Ownership City of Frisco
Operator Sports Village Holdings, LLC
Year Opened 2009
Facilities 12 full-sized hardwood basketball / volleyball courts
Regulation indoor soccer turf
5 pitching / batting cages
Cost $17.5 million
Funding Private / Public
Source: Fieldhouse USA, CASE Commercial Real Estate Partners, City of Frisco, HSP
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•Owned by City of Rockford
•Opened in May of 2016
•Cost: $24.4 million
•Operated by the Rockford Parks District
•Includes 7 basketball courts and 14 volleyball courts
UW Health Sports Factory
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Packet Pg. 166 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Lake Point Sports Community –Outdoor Lake Point Sports Community –Indoor
Overview:
•12 Basketball Courts
•24 Volleyball Courts
Tournaments / Events include:
•Under Armor Boy’s Basketball Tournament
•Preseason Harlem Globetrotters
•Lake Point Tip-Off Classic
37
Overview:
•8 Baseball Diamonds
•3 Multi-Purpose Fields
Tournaments / Events include:
•Perfect Game –Baseball
•Johnson Ferry Christian Soccer
•WWBA Memorial Day Tournament
Location: Emerson, Georgia (73 miles from Newnan)
1,400 acre campus –full build-out by 2018 –4,500 hotel rooms
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38
o Tournament first facility –state funded infrastructure –privately owned land
o $37 million indoor facility –own fiber network for broadcasting –netting comes down from ceiling
–170,000 SF, column free space
o Need for 7,000 hotel rooms at peak –June & July
o Corporate sponsors –Coca-Cola, Kia, Local Health Facility
o Hydro Chill –cools multi-purpose fields –FieldTurf
o Philips Lighting –world class LED field lighting –outdoor facilities
o Activate dead space –retail stores –shipping containers –collect rent and share of revenue
o Perfect Game programs baseball complex
o Prefer to host events internally –few external event organizers
Lake Point Sports Community -Feedback
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39
Grand Park -Westfield, IN
•Opened in 2014
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Westfield Grand Park
Location: Westfield, IN
Opened: 2014
Size: 400 acres
Facility Overview:
-31 soccer fields
-26 Baseball Diamonds
-Indy Eleven Training HQ
-Jonathan Byrd’s Fieldhouse
-Eight court facility
-Events Center ( July 2016)
-370,00 square feet
-Three full-size soccer fields
Sports hosted: Soccer, Lacrosse, Football,
Baseball, Rugby, Basketball, Volleyball
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Packet Pg. 170 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Westfield Grand Park
Overview
41
o Primary Tenants:
o Soccer: Indiana Soccer Association & IN Fire Juniors
o Baseball: Indiana Bulls
o Houses the Indy Eleven training headquarters
o Brings in more than 1.5 million visitors annually
o Long-term goal is to make Grand Park a development hub fostering retail, hotel and
entertainment growth all geared towards enhancing family sports atmosphere
o Event center and hotels are under construction
o Urick Concessions –official concessionaire
o Westfield is reviewing the rental value of its fields and diamonds to
determine rental strategy going forward
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Packet Pg. 171 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Westfield Grand Park
Event Overview
42
o Host 70-80 events per year between all sports
o Attendance:
o 900,000 in park’s first year
o 1.5 million in 2015
o 2 million+ projected in 2016
o Soccer and baseball are primary uses
o Local use primarily fills indoor facility on weekdays
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Packet Pg. 172 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Westfield Grand Park
Development Analysis
43
o New highway and 24-hour care center were developed simultaneously with the complex
o Hospitality development is critical
o Three new hotels in the area
o Outperforming other regions
o Noticeable effects from youth sports such as extended waits in restaurants
o Grand Park Village is in the development and design stage. Will be an adjacent 220-
acre development designed for lakeside dining, retail and entertainment all along a
pedestrian-friendly boardwalk.
o Jonathon Byrd’s has pulled its sponsorship/partnership with the fieldhouse at Grand
Park.
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Packet Pg. 173 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
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Grand Park Event Data
•61,970 hotel rooms in Hamilton County generated from Grand Park
events in 2015
•No local use, only tournament use
Grand Park Event Visitor Data - 2014 - 2016
Soccer and
Field Sports
Baseball and
Softball
Grand
Opening Yearly Total
Overnight Visits
2014 161,982 100,360 --262,342
2015 247,952 402,735 --650,687
2016*272,747 426,235 698,982
Day Trip Visits**
2014 139,037 108,610 --247,647
2015 163,823 183,480 --347,303
2016*180,205 191,323 --371,528
Local Visits
2014 209,863 177,444 9,500 396,807
2015 225,619 158,026 --383,645
2016*248,181 190,067 --438,248
Total Visits
2014 510,882 386,414 9,500 906,796
2015 642,041 744,241 --1,386,282
2016*706,245 807,625 --1,513,870
2015 % Non-Local 64%79%----
*Estimate
**Visitors from outside of Hamilton County
Source: City of Westfield, Hunden Strategic Partners
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Packet Pg. 174 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Westfield Grand Park
Hotel Feedback
45
o The closest hotel attributes 90 percent of weekend guests to Grand Park
o Third party housing agency works to connect Grand Park with hotels
o Three new hotels under construction will support Grand Park
o Majority of current room night demand is served by properties in Carmel, approximately
five miles south.
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Packet Pg. 175 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Westfield Grand Park
Parking Overview
46
o Nine parking lots with roughly 4,500 paved spaces
o Utilize nearby unpaved space for overflow
o Could use more paved parking for some events
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Packet Pg. 176 Attachment: Hunden Strategic Partners follow-up (3335 : Sports Facility)
Collier County Market and Needs Assessment Addendum
Submitted to:
Jack Wert
Executive Director
Florida’s Paradise Coast Convention & Visitors Bureau
2800 N. Horseshoe Drive
Naples, FL 34104
April 9, 2017
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Packet Pg. 177 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
April 9, 2017
Jack Wert
Executive Director
Florida’s Paradise Coast Convention & Visitors Bureau
Naples, FL 34104
Dear Mr. Wert:
Collier County Board of County Commissioners Purchasing Department, Collier County Tourism Division
and the Sports Marketing section of the Naples, Marco Island, Everglades Convention & Visitors Bureau
engaged the Hunden Strategic Partners to perform an addendum to its 2016 report regarding the potential
for a tournament sports complex in Collier County.
As part of the analysis, HSP assessed three potential development sites, profiled the realities and trends
associated with indoor sports facilities and showed the visitation impacts of other large sports complexes
around the U.S. The attached is the amendment to the 2016 report.
This deliverable has been prepared under the following general assumptions and limiting conditions:
§ The findings presented herein reflect analysis of primary and secondary sources of information
that are assumed to be correct. HSP utilized sources deemed to be reliable, but cannot
guarantee their accuracy.
§ No responsibility is taken for changes in market conditions after the date of this report and no
obligation is assumed to revise this report to reflect events or conditions occurring after the
date of this report.
§ HSP has no control over construction costs or timing of construction and opening.
§ Macroeconomic events affecting travel and the economy cannot be predicted and may impact
the development and performance of the project.
We have enjoyed serving you on this engagement and look forward to providing you with continuing service.
Sincerely yours,
Hunden Strategic Partners
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Packet Pg. 178 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Addendum 1 Extension Study – Site Analysis and Indoor Facility Analysis
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Packet Pg. 179 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 2
EXTENSION STUDY - SITE ANALYSIS AND INDOOR FACILITY ANALYSIS
Since the original study was completed in 2016, additional work has been done to narrow down the site options
for the recommended facilities. Also, additional information was requested regarding the costs of indoor sports
facilities.
This chapter provides an analysis of the three proposed sites that are being considered for the recommended
outdoor sports complex. Additionally, this chapter provides indoor youth sports development trends and will
identify and profile several youth sports complexes that are similar in size and have established reputations as
premier sports complexes.
Site Analysis, Site Concept and Parking Plan Analysis
The following section provides a more detailed assessment of three proposed sites for the development of the
recommended outdoor sports complex. The three identified sites are the Collier County 305 site, the City Gate
site and the Magnolia Pond Drive site. This section also provides a detailed assessment of the site concept and
parking plans, provided by the county, for the development of the recommended outdoor sports complex at
each potential site. As stated in Chapter 7, HSP provided the proposed outdoor sports complex
recommendation below.
§ Minimum of 60 acres
§ Eight multipurpose fields (16 fields for future growth needs)
§ One championship field
§ Lighted and turf fields
§ Eight diamonds
§ One championship field
§ Lighted and turf infields
§ Field overlay plans for outfields of diamonds
The complex is intended to balance the needs and accommodations for local activities while being flexible
enough to accommodate tournaments and events that will attract visitors from outside the Collier County area.
Below, the positive and negative aspects of each site, site concept plans and parking plans under consideration
will be discussed as they relate to the recommended outdoor sports complex.
Site Analysis
The following table shows a summary of the three identified sites.
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Packet Pg. 180 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 3
Table A-1
The Collier County 305 site is owned by the county and at more than 305 acres, is the largest site of the three
proposed sites. The City Gate site is owned by one private owner and is approximately 153 acres. Both the
Collier County 305 and City Gate sites provide adequate acreage for the development of the recommended
outdoor sports complex. The Magnolia Pond Drive site is the smallest site at nearly 46 acres and does not
provide for future expansion to accommodate growth in demand. However, the Collier County 305 and City
Gate sites provide the footprint for future expansion.
The following figure illustrates the sites for the recommended outdoor sports complex and their relative
locations.
Figure A-1
The following section describes each site, site concept plan and parking plan.
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
Collier County 305 Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
Magnolia Pond Drive Private New Excellent 45.9 No TBD Long-term < 1.5 miles 7 832 Yes
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
Costs
Potential for
ExpansionSizeAccess &
Visibility
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Packet Pg. 181 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 4
Site 1 – Collier County 305 Site
The Collier County 305 site is owned by Collier County and is located on the northeast corner of the I-75 and
Collier Boulevard intersection. The site is approximately 306 acres and is the largest site of the three proposed
sites. At this size, the site provides more than adequate acreage for the recommended complex as well as other
development. Access and proximity to County amenities, such as hotels and dining options, makes the site very
attractive to tournament organizers. The site presents challenges in investment needed to improve site
infrastructure and mitigation for development. HSP suggests Collier County consider this site for the sports
complex.
The following illustrates the recommended site plan for the Collier County 305 site.
Figure A-2
The Collier County 305 site plan includes a championship multipurpose field and a championship diamond. The
site plan has two access points, one to the north and one to the east, which is ideal for tournament organizers.
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Packet Pg. 182 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 5
This site plan features an ease of wayfinding by both vehicle and pedestrians throughout the complex, with a
vehicle access road that surrounds the complex, which is ideal for high-usage times. The design and layout of
the sports facilities is ideal for a tournament-quality facility. By placing similar sports facilities adjacent to each
other, the plan keeps tournament traffic contained and centralized around relevant sports facilities. Overall, the
Collier County 305 site plan is ideal and incorporates design requirements and expectations of nationally-
relevant sport complex developments.
The following table shows a summary of the Collier County 305 site concept’s parking plan.
Table A-2
The Collier County 305 parking plan features an allocation of nearly 110 parking spaces per field. At a total of
nearly 1,900 spaces, this parking plan provides more parking spaces than are necessary for the expectations
and requirements of tournament organizers. The design and layout of the parking plan features a vehicle access
path that surrounds the entire complex and connects all parking lots. Although a few fields and diamonds do
not have immediate parking access, walkways and directional signage would allow for ease of access to fields.
Overall, at nearly 110 parking spaces per field and vehicle access surrounding the complex, this parking plan
is most desirable for a tournament-quality complex. HSP recommends that Collier County considers a parking
plan design like this one.
Site 2 – City Gate Site
Located to the east of and adjacent to the Collier County 305 site is the 153-acre City Gate site. The City Gate
site is a privately-owned parcel and is part of a larger development site. The site provides Collier County with
flexible and contiguous space for development of the recommended sports complex and amenities plus ability
to expand. The City Gate site has access to and is near hotels, dining options and other support amenities that
tournament organizers desire. The lack of County control and acquisition costs of the site present challenges
for the County. However, based on conversations with the landowner, ownership is willing and eager to work
with the County to sell the site. Additionally, its ownership has provided an option to allow Collier County the
ability to acquire additional land throughout a phased development. HSP suggests that the City Gate site be
considered for the development of the recommended sports complex.
The following illustrates the potential sports complex site plan for the City Gate site.
Collier County 305 Parking Summary
Parking Ratio Units
Required
Parking
Provided
Parking
15 Fields / 1 Fieldhouse 50 spaces / Field 16 Fields 800 859
3,000 seat Championship Venue 1 Space / 3 Seats 3,000 Seats 1,000 1,000
Bus Parking ------8
Total ---1,800 1,867
Source: Davidson Engineering, Hunden Strategic Partners
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Packet Pg. 183 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 6
Figure A-3
The City Gate site plan is sited on a contiguous plot of land, which is ideal for tournament organizers. The site
plan features two access points, one to the north and one to the west, which allows tournament organizers the
ability to control gate fees in a more efficient manner. The ease of pedestrian connectivity illustrated in the site
plan, by both vehicle and pedestrians, is ideal for tournament-quality sports complex developments. The site
plan is designed to allow for multiple events to be programmed at the same time. While not critically impactful,
the disconnect between the two four-wheels of diamonds could present challenges for event organizers to
manage and program tournaments in an efficient way. Overall, the City Gate site plan features a sports complex
that includes all features currently required for tournament-quality sports complexes. HSP recommends Collier
County consider the City Gate site plan for the recommended sports complex development.
The following table is a summary of the parking plan in the City Gate site plan concept.
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Table A-3
The City Gate parking plan features more than 1,800 parking spaces, which is approximately 106 parking
spaces per field. At this ratio, the parking plan accommodated the general per-field need of 75 to 100 parking
spaces at large sports complexes. The design and layout of parking allows for ease of access to all fields and
surrounds the entire sports complex. HSP recommends that Collier County consider the City Gate parking plan
for the recommended sports complex.
Site 3 – Magnolia Pond Drive Site
The Magnolia Pond Drive site is adjacent to the east of Golden Gate High School, approximately three miles
west of the City Gate and Collier County 305 sites. The site is the smallest of the three identified sites, at nearly
46 acres and is made up of ten parcels of land on the north and south of Magnolia Pond Drive. The ten parcels
include one ownership group that owns seven of the ten parcels, and three ownership groups that each own
one parcel. The Magnolia Pond Drive site’s access is ideal for the recommended sports complex, if all ten
parcels were acquired and combined. The proximity to hotel and dining options make this site attractive for large
tournaments. However, the site presents challenges for the County and the development of the recommended
sports complex. The largest challenge to development is the existence of multiple owners and parcels. In order
for the County to purchase the site, it must negotiate with four site owners. Strategic, price, timing and
complexity constraints are present at this site. In addition, the size and potential for additional developments
are limited. Additionally, challenges exist related to conservation and drainage for a sports complex. HSP
suggests that the Magnolia Pond Drive site not be considered for the recommended sports complex.
Collier County provided HSP with two site plan developments for the Magnolia Pond Drive site, Exhibit F-4 and
Exhibit F-5. Below is a discussion of each.
Magnolia Pond Drive Exhibit F-4 Site Plan
The following illustrates the site plan development, Exhibit F-4, at the Magnolia Pond Drive site.
City Gate Parking Summary
Parking Ratio Units
Required
Parking
Provided
Parking
15 Fields / 1 Fieldhouse 50 spaces / Field 16 Fields 800 801
3,000 seat Championship Venue 1 Space / 3 Seats 3,000 Seats 1,000 1,000
Bus Parking ------8
Total ---1,800 1,809
Source: Davidson Engineering, Hunden Strategic Partners
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Figure A-4
The site plan’s proximity of fields provides ease of operations for large tournaments. The dedicated parking
spaces for the championship facilities allow for multiple events to be programmed throughout the complex.
However, it limits the use of both championships fields at the same time. The site plan presents challenges that
are not ideal for tournament-quality sports complexes and tournament organizers. The location of the
championship fields across an active street from the multipurpose fields and diamonds present traffic flow and
access issues for pedestrians crossing the active street. The site plan has multiple entry points and the complex
is not enclosed by a vehicle access path, which provides a challenge for event organizers to control and collect
gate fees. At 46 acres, the site and site plan does not allow for expansion or the addition of other amenities.
The following table is a summary of the parking plan in the Magnolia Pond Drive Exhibit F-4 site plan concept.
Table A1-4
Magnolia Pond Drive Site Parking Summary - Exhibit F-4
Parking Ratio Units
Required
Parking
Provided
Parking
7 Multipurpose Fileds 50 spaces / Field 7 Fields 700 348
7 Diamonds 55 spaces / Field 7 Diamonds 700 386
Championship Field/Diamond 166 spaces / Field 2 Units 200 333
Total ---1,600 1,067
Source: Agnoli Barber & Brundage, Hunden Strategic Partners
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The Exhibit F-4 site plan includes a parking plan that features 1,067 parking spaces. The parking plan has an
allocation of 67 spaces per field, which is less than ideal for a tournament-quality sports complex. Generally,
tournament-quality sports complex developments require 75 to 100 spaces per field to accommodate demand
from state, regional and national tournaments. The parking location in relation to fields is not ideal and requires
spectators and participants to walk distances that are not typical in sports complex developments. Typically,
event organizers prefer smaller parking areas for every four fields.
Overall, the site plan and parking plan presented in Exhibit F-4 are generally challenging for large tournaments
and should not be considered for the development of the recommended sports complex.
Magnolia Pond Drive Exhibit F-5 Site Plan
The following illustrates the Exhibit F-5 site plan for the Magnolia Pond Drive site.
Figure A-5
The Exhibit F-5 site plan does not feature HSP’s recommended sports complex. The plan includes six
multipurpose fields, while HSP recommended at least eight multipurpose fields. The disconnect between fields
and diamonds with no clear access and the need for pedestrians to utilize an active road presents challenges
in safety and tournament play. As with Exhibit F-4, Exhibit F-5 does not allow for future expansion or the addition
of other amenities. Overall, Exhibit F-5 is not ideal for a tournament-quality complex.
The following table is a summary of the parking plan in the Magnolia Pond Drive Exhibit F-5 site plan concept.
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Table A1-5
The parking included in Exhibit F-5 features 1,035 parking spaces throughout the complex, or 74 spaces per
field. The location of parking in relation to fields is not ideal and this lack of connectivity to the three parking lots
throughout the complex presents challenges for tournaments, as well as events that have overflow parking
needs.
Overall, the site plan and parking allotment presented in Exhibit F-5 are not ideal for accommodating the full,
recommended sports complex. It is possible that it could accommodate a portion of the recommended facilities,
perhaps focused on one sport or field type.
Indoor Facility Development Trends
HSP was requested to provide insight into indoor sports development building trends. The focus of the original
study was primarily outdoor sports and fields. The discussion below rounds out the analysis to include a
perspective on indoor youth sports facilities.
Development of indoor sports facilities over the years has shifted towards multipurpose facilities that provide
the ability to accommodate many types of sports and events. Generally, indoor sports facilities will include a
mix of basketball courts, volleyball courts and/or multipurpose turf fields to accommodate a wide variety of
indoor sports. In addition, indoor sports facilities include support amenities such as seating, parking, concession
and more. HSP has provided a detailed description of support amenities and general trends for each amenity
below.
§ Parking. A common challenge expressed among tournament organizers is that facilities do not
have enough parking. Ample parking should be provided for the facility whether it is
accommodating sports tournaments or league play, meetings, conventions, consumer shows or
concerts.
§ Concessions. An efficient concessions operation should be included in the facility. Given that
events can often be held over a full day, concession options should go beyond the basics and
provide more robust options, especially until more nearby walkable restaurants are developed
(depending on site). Concessions can be a significant revenue source for venues if events and
food and beverage policies are properly implemented. Venues and events are restricting outside
food and beverages in an effort to maximize onsite spending during events.
§ Seating. Seating expectations for youth sports as well as non-sporting events are based on
feedback from user groups and event organizers. There are minimal seating expectations for
Magnolia Pond Drive Site Parking Summary - Exhibit F-5
Parking Ratio Units
Required
Parking
Provided
Parking
7 Multipurpose Fileds 75 spaces / Field 5 Fields 500 373
7 Diamonds 47 spaces / Field 7 Diamonds 700 329
Championship Field/Diamond 166 spaces / Field 2 Units 200 333
Total ---1,400 1,035
Source: Agnoli Barber & Brundage, Hunden Strategic Partners
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tournaments for youth sports such as volleyball and basketball based on the feedback from user
groups. The two typical seating arrangements are folding chairs around the court (approx. 90
seats) or the use of three- to five-row portable bleachers. Sporting events such as wrestling, cheer,
dance and gymnastics prefer and, in some cases, require spectator seating that can
accommodate as many as 2,500 people. Non-sporting events such as concerts, graduations and
others prefer raked or arena-style seating to provide improved site lines. The seating configuration
of a facility can impact the types and size of events.
§ Locker/Changing Rooms. Generally, recent indoor sports facility developments have included
two to four locker/changing rooms, at least one for players and one for officials. Facilities are
transitioning towards changing rooms in order to eliminate shower facilities (plus associated utility
and maintenance costs) and program the rooms based on the events. For example, men- and
women-only locker rooms limit their use. However, if they are unisex changing rooms, the facility
can make more rooms for women during a girls’ volleyball tournament.
§ Restrooms. These should be provided and designed in concert with changing rooms and
concessions.
§ Multipurpose Rooms. These include areas for event organizers and staff. Event organizers need
locations for event headquarters to conduct their business and meetings. Also, tournament
officials and referees do not regularly have a base location to change or operate from. Two
multipurpose rooms, with bathrooms are generally recommended. In addition, these rooms can
act as group fitness or meeting rooms during non-event times, providing an additional revenue
source.
§ Scoreboards. Provide space for scorekeepers and a visible scoreboard for courts.
§ Internet/Wi-Fi. Event organizers lose capacity and effectiveness when they do not have access
to sufficient Internet bandwidth. The facility should host a specific Internet connection (preferably
wireless).
The following table shows development cost ranges for indoor sports facilities.
Table A-6
Development Cost Ranges for Indoor Sports Facilities*
Basketball
Courts
Minimum
Building Size
for Courts
Likely Building
Size
Cost Range
Low
Cost Range
High
Parking
Suggested
Site Size
Suggested
(Acres)
4 28,800 40,000 $10,000,000 $12,000,000 200 3
6 43,200 60,000 $15,000,000 $18,000,000 300 5
8 57,600 81,000 $20,250,000 $24,300,000 400 7
10 72,000 101,000 $25,250,000 $30,300,000 500 8
12 86,400 121,000 $30,250,000 $36,300,000 600 10
* Costs do not include site or parking
Source: Hunden Strategic Partners
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The average cost per court for indoor sports facilities is approximately $2 to $3 million. These costs do not
include any site or parking costs. A four-court facility can have a development cost range from $10 million to
$12 million. Larger indoor sports facilities with ten to 12 courts can range from $25 million to $36 million.
Indoor Facility Case Studies
Four indoor facility case studies are profiled. Of the four facilities, three (UW Health Sports Factory, LakePoint
Indoor Facility and Jonathon Byrd’s Fieldhouse) all opened in 2016 and one (Fieldhouse USA) opened in 2009.
Fieldhouse USA, LakePoint Indoor Facility and Jonathon Byrd’s Fieldhouse are all part of a larger sports
complex. All the facilities profiled provide quality athletic facilities for local youth sports while also serving as a
host for regional and national tournaments. Analysis of these facilities focuses on the physical program of each
complex as well as the historical demand.
The following table provides an overview of the comparable facilities.
Table A-7
The number of basketball courts range from seven to 12, while the volleyball courts range from 14 to 24. Three
of the facilities are publicly owned and one is privately owned. The UW Health Sports Factory and Jonathon
Byrd’s Fieldhouse are both publicly operated, while the other two facilities are privately managed. These
complexes host several tournaments that attract thousands of participants and spectators. The majority of these
large tournaments have a significant impact on the local markets of each respective community.
Sports Village USA / Fieldhouse USA – Frisco, TX
The Sports Village USA in Frisco, Texas is a public-private, mixed-use development. The $100 million mixed-
use project was developed through a joint partnership between the City of Frisco and Sports Village USA. The
62-acre complex includes a variety of uses, including a retail area, office space, multi-unit residential, a sports
facility, a hotel and restaurants. Fieldhouse USA is the sports facility that is situated on 14 acres of the 62-acre
Sports Village development and opened in March 2009.
The following figure is an illustration of Fieldhouse USA and the Sports Village USA.
Indoor Youth Sports Facilities - Case Studies
Facility Name Complex Name Location Ownership Operator Opened
Cost
(millions)SF Basketball Volleyball Parking Spots
Fieldhouse USA Sports Village USA Frisco, TX City of Frisco Private 2009 $18 144,000 12 14 581
UW Health Sports Factory --Rockford, IL City of Rockford Public 2016 $24 108,000 7 14 451
LakePoint Indoor Facility LakePoint Sporting Community Emerson, GA Private Private 2016 $37 170,000 12 24 650
Jonathon Byrd's Fieldhouse Grand Park Westfield, IN City of Westfield Public 2016 $9 88,000 8 16 300
Average --------2009 $22 127,500 10 17 496
Source: Hunden Strategic Partners
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Figure A-6
Frisco is a suburb in the Dallas-Fort Worth area, approximately 25 miles north of Dallas. The population of
Frisco in 2014 was approximately 145,035 (a significant increase from its 2000 population of 33,700) and the
estimated population in the Dallas-Fort Worth-Arlington MSA was 6.7 million.
The table below is a summary of information for the Fieldhouse USA facility.
Table A-8
The centerpiece to the sports complex is the $17.5 million indoor facility, named “Fieldhouse USA,” a 146,000-
square foot complex. The facility has an indoor turf field designed for indoor soccer, football, and lacrosse and
12 full-sized hardwood basketball/volleyball courts. The facility also has 13,200 square feet of designated space
for a food court, retail space and meeting space as well as a 10,000-square foot training facility. The Fieldhouse
also house an EXOS (formerly Athletes’ Performance) training facility. EXOS is an industry leader in integrated
performance training, nutrition and physical therapy for elite and professional athletes. EXOS offers programs
and services for professional, amateur, tactical, collegiate, high school and youth athletes, business executives
and industry professionals.
The figure below is a layout of the Fieldhouse.
Fieldhouse USA
Key Data Points
Location Frisco, Texas
Ownership City of Frisco
Operator Sports Village Holdings, LLC
Year Opened 2009
Facilities 12 full-sized hardwood basketball / volleyball courts
Regulation indoor soccer turf
5 pitching / batting cages
Cost $17.5 million
Funding Private / Public
Source: Fieldhouse USA, CASE Commercial Real Estate Partners, City of Frisco, HSP
Fieldhouse USA
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Figure A-7
Sports Village USA, LLC (SVUSA), the developer of the project, donated the acreage for Fieldhouse USA,
valued at $5 million. The City of Frisco issued $12.5 million in municipal bonds for development of the facility.
SVUSA leases the facility from the city for an annual fee that will pay the debt service on the bonds. SVUSA
operates the facility as a for-profit enterprise and receives all revenue for rentals and concessions.
The following figure shows the basketball courts at the Fieldhouse.
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Figure A-8
The following figure shows the courts and spectators during basketball and volleyball events.
Figure A-9
The following figure shows the turf field and EXOS (formerly Athletes’ Performance training facility).
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Figure A-10
In 2011 and 2012 the Fieldhouse averaged 35 events, with approximately 3,360 participating teams, over 80
tournament days. These two years have drawn an average of 220,500 spectators. However, the initial
projections for the number of events were greater. As a result of the lower than expected performance and a
resulting inability to meet rent payments, Sports Village Holdings requested to renegotiate its lease agreement
with the city in 2011. The new agreement states that Sports Village Holdings, LLC will pay the city $110,000
quarterly, which began in 2012. The quarterly payments increased to $260,150 beginning in 2016. By 2033, the
lease payments to the city are anticipated to total $25.8 million. Based on conversations with the city, it has
taken four years for the Fieldhouse to generate a profit and meet the terms of the renegotiated lease agreement.
As of 2016, the fieldhouse has had more than 13,000 hotel bookings and more than 62,000 room nights
generated from tournaments and events since its opening. The facility averages more than 31 tournaments
and more than 25,000 participants each year.
UW Health Sports Factory – Rockford, IL
The city of Rockford, Illinois is actively taking steps to reestablish its downtown as a destination for robust
economic activity, and as a catalyst to improve the community’s economic health, quality of life and grow the
identity of Rockford. In addition to other development projects such as a downtown hotel, downtown residential
units and retail/restaurant storefronts, the city purchased the Ingersoll manufacturing building in 2002 for
approximately $2 million and later identified it as a venue to repurpose into an indoor sports complex. The sports
complex is anticipated to be a catalyst to the revitalization along the east bank of the Rock River.
The UW Health Sports Factory is a 108,000-square foot indoor sports facility that opened in May 2016. Owned
by the City of Rockford, the $24.4-million facility is operated by the Rockford Park District. In 2016, the City of
Rockford agreed to sell the naming rights for $1.9 million to UW Health and is now called the UW Health Sports
Factory. UW Health agreed to pay a base of $175,000 per year for ten years (with escalators following the
consumer price index) to the Park District.
The following figure is a rendering of the outside of the UW Sports Factory along the Rock River.
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Figure A-11
The UW Health Sports Factory offers 96,000 square feet of hard court surface, which includes the following
configurations; 16 volleyball courts (two being championship courts); eight basketball courts (one being a
championship court); 16 wrestling mats; 42 pickleball courts. Additionally, the facility includes seating for up to
3,700 spectators, five meetings rooms and trade show space. Also, included in the 108,000 square feet is an
event plaza, restaurant/bar and a riverfront boardwalk.
The following figure shows the basketball courts with volleyball nets at the UW Health Sports Factory.
Figure A-12
UW Health Sports Factory is intended to accommodate local groups, while offering tournament-level facilities
to host and attract larger regional and national tournaments. Prior to opening, UW Health Sports Factory staff
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had pre-booked more than 25 event days from the middle of May through the end of 2016. Rockford Hoops,
which offers youth basketball tournaments, had more than 5,600 teams from ten states and three countries last
year and will be using UW Health Sports Factory as the home for all tournaments. In addition to these
tournaments, the Rockford Park District offers adult and youth volleyball leagues, lessons and camps year-
round. UW Health Sports Factory had more than 60 tournaments and 80,000 visitors in its first year.
LakePoint Sporting Community – Emerson, GA
The LakePoint Sporting Community is located in Emerson, Georgia, west of I-75 and east of SR-43 off Old 41
Highway NW. LakePoint is 35 miles north of Atlanta and is the largest sports complex in the Atlanta MSA. The
tournament-first facility opened in 2014, and is on privately-owned land with state-funded infrastructure. The
development is phased and features outdoor and indoor sports facilities, hotels, dining options, retail and other
support amenities throughout a campus of 1,400 acres.
The following shows the master plan development plan at LakePoint Sporting Community. Not all of the fields
have been developed.
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Figure A-13
The 1,400-acre campus is divided into a North Campus and a South Campus. The South Campus includes the
current facilities that have been developed, while the North Campus is planned for future developments.
The following figure illustrates the South Campus layout and amenities.
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Figure A-14
LakePoint’s South Campus currently features eight baseball diamonds, three multipurpose fields, ten beach
volleyball courts, three cable wakeboarding pools and a 170,000-square foot indoor facility. The indoor facility
includes 12 basketball courts that convert to 24 volleyball courts. In addition to the sports facilities, LakePoint
includes three on-site hotels, four dining options and an entertainment venue (LakePoint Station).
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The baseball diamonds are all turf fields and are programmed by Perfect Game and include an entrance
walkway that features converted storage containers for companies to utilize as a merchandise store. Throughout
the spring, summer and fall the baseball complex is utilized nearly every weekend with Perfect Game events.
In June and July collegiate teams program the facility every week. In addition to field rental fees, LakePoint also
charges rent for the storage units as well as revenue share of sales generated from each storage unit. The
multipurpose fields are turf fields that include Hydro Chill, an evaporative cooling solution that cools the synthetic
turf in the hot, summer months. This technology cools surface temperatures by 30 to 50 degrees. The feedback
from participants, teams and spectators have all been positive since Hydro Chill was installed. The baseball
and multipurpose facilities feature LED Philips lighting, which keeps the light focused on the sports facilities and
not bleed out to nearby areas.
The following image shows the hardwood courts at the indoor facility.
Figure A-15
The $37-million, column-free indoor facility has 170,000 square feet. The facility is equipped with its own fiber
network for broadcasting and 2,500 removable/slide out seats. The equipment for volleyball and the court
dividers both come down from the ceiling. Staff at the indoor facility has the ability to cover the hardwood courts
to program other floor sports and to utilize the removable seating. The facility has a third-party agreement with
a concession vendor, but management is interested in taking over concessions in the future. Sponsorships have
been lower on the priority list, but management indicated sponsorships will be a focus going forward. The facility
does not currently have a naming sponsor but does have agreements with Coca-Cola, Kia and a local health
organization.
The indoor facility programs tournaments and events for basketball, volleyball, wrestling, cheerleading and
dance, martial arts and other indoor sports. From conversations with management, cheerleading is the most
profitable tournament type programmed at the facility and younger-aged girl events and tournaments have the
highest spectator to participant ratio. Management prefers to own the events that are programmed in the facility
to capitalize on revenues and eliminate expenses. However, the majority of tournaments programmed are third-
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party tournaments. The facility is averaging two tournaments per month and has more than 175 event days
booked for 2017, which includes daily usage by local groups.
Since its opening, the LakePoint Sporting Community has had more than two million visitors. The events that
are booked at both the indoor and outdoor facilities require a need for approximately 7,000 hotel rooms during
peak months (June and July). The campus has developed 500 of the 1,400 acres as of 2016, which includes
two hotel developments. June and July’s need for 7,000 hotel rooms is forcing participants and spectators to
book hotel rooms outside of the sports campus and even the county. Management indicated that the complete
development of the 1,400 acres will include 25 hotels on campus with approximately 4,500 rooms. In addition,
the complete development will include 12 additional baseball fields and ten more multipurpose fields as part of
the North Campus development.
Westfield Grand Park – Westfield, Indiana
The Westfield Grand Park is located in the city of Westfield, Indiana, on the suburban fringe north of
Indianapolis. The city has designed, developed and constructed a comprehensive sports campus to meet the
needs of the growing youth sport programs in the community and to host major tournaments. The first phase of
the Westfield Grand Park development began construction in the fall of 2011 and opened in 2014. Grand Park
is located on a 400-acre site north of State Road 32 and west of U.S. 31.
The following figure is a map of Grand Park including both of its indoor facilities.
Figure A-16
In phase one, the campus included a variety of championship-level outdoor facilities as well as a multi-purpose
indoor facility. Phase one included:
§ 12 baseball fields, including two championship fields with spectator stands, synthetic turf and
lights, as well as seven other fields with synthetic turf and lights;
§ 14 dedicated softball fields with dirt infields;
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§ 31 soccer/football/lacrosse fields, including one championship field with spectator stands,
synthetic turf and lights, as well as seven fields with synthetic turf and lights;
§ Two multi-purpose indoor facilities with a multi-use floor for basketball, volleyball, indoor soccer
and other indoor uses.
Grand Park has 24 Kentucky Bluegrass multipurpose fields that are 120 by 90 yards each, seven synthetic
fields that measure 120 by 80 yards each and eight lighted fields, which include one championship/stadium
field. The park also includes 18 grass diamonds, four full-size synthetic diamonds and four junior-size synthetic
diamonds. The synthetic turf allows for increased usage of the fields and diamonds. Other important amenities
at Grand Park include centralized concession areas, restroom facilities and extensive parking. The indoor sports
facilities that were developed after the outdoor fields will allow soccer and baseball training to continue year-
round, as well as provide indoor sports opportunities such as basketball and volleyball. A new highway and a
24-hour care center were developed simultaneously with the complex to accommodate visitors and provide
emergency care for events.
The City of Westfield developed relationships with various sports entities in the Westfield area, two of which are
the primary tenants. These tenants generate the majority of events and participants at the park, both through
leagues and by hosting tournaments at the facility. The tenants also book or allow other organizations’
events/leagues to book. The Indiana Soccer Association (ISA) is the primary tenant for the soccer fields and
the Indiana Bulls baseball club is the primary tenant for the baseball/softball fields.
Phase two of the complex included the development and construction of two indoor facilities: the Jonathon
Byrd’s Fieldhouse that opened in January 2016 and the Grand Parks Events Center that opened in July 2016.
The following figure shows a rendering of the inside of the Fieldhouse.
Figure A-17
The $8.1-million Jonathon Byrd’s Fieldhouse opened to the public in 2016. The 88,000-square foot fieldhouse
includes eight basketball and eight volleyball courts. Also, included in the facility are a sports rehab, strength
and conditioning facility, Jonathon Byrd’s restaurant and elevated seating for up to 400 people. Jonathon Byrd’s,
a local catering company, executed a ten-year agreement with the City of Westfield to be the naming sponsor
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of the indoor court facility. Grand Park indicated that the fieldhouse was booked throughout 2016, before the
facility officially opened. In 2017, Jonathon Byrd has pulled its partnership with Grand Park and is evaluating
the extent of the relationship going forward.
The Indiana Juniors volleyball club and the fieldhouse established a five-year agreement to move the club’s
headquarters to the fieldhouse and lease nearly 5,000 square feet of space. In addition, the Indiana Youth
Basketball League (IYBL) now programs all league, games and tournaments at the fieldhouse.
The Grand Park Events Center had its grand opening ceremony in July 2016. The $20-million facility features
370,000 square feet and three full-sized multipurpose turf fields. The facility also includes office space, locker
rooms, meeting rooms and a Jonathon Byrd’s family dining restaurant. In 2016, Indiana Soccer Association
(ISA) announced that in November, ISA would relocate its headquarters to the Grand Park Events Center and
offer a variety of indoor soccer leagues. Max Lax, a central Indiana-based lacrosse league, also announced
that Grand Parks Events Center would be the home facility for all league games and tournaments.
The Grand Park Events Center was built by the South Bend-based Holladay Properties and has executed an
agreement with the City of Westfield to lease the facility to the City. The City of Westfield will pay Holladay
Properties $53 million, with interest, to lease the facility over 25 years. The City of Westfield intends to generate
the lease payments from subleases and user fees form sports leagues and events; however, if this revenue
does not cover the payment, tax dollars will back the lease.
The figure below shows an organization chart of the primary users of the Grand Park.
Figure A-18
As the chart above shows, the two tenants, the ISA and the Lids Indiana Bulls, will cooperate with the local
clients in the scheduling and use of the fields. The local groups, the Indiana Fire Juniors (merger between
Westfield Youth Soccer Association and Carmel United Soccer Club) Westfield Youth Sports, Inc., primarily
provide league play for a variety of sports. The Indiana Fires Juniors Club will have more than 2,600 youth and
adult players using the Grand Park as their home facility. The newly formed club is an affiliate of the Chicago
Fire MLS team.
ISA oversees maintaining fields and operating and marketing soccer and other field events, and it is responsible
for funding these operations. Therefore, ISA receives all revenues from event fees and rental fees of the fields
Westfield Grand Park Tenants and Local Clients
City of Westfield
Tenant - Indiana Soccer Assn.
Soccer/Multi-Use Fields
Tenant - Indiana Bulls
Baseball/Softball Fields
Westfield Youth Soccer Assn. Soccer Westfield Youth Sports, Inc.
Football, Lacrosse, Rugby
Westfield Youth Sports, Inc.
Baseball, Softball
11.A.5
Packet Pg. 202 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 25
they operate. ISA also receives 35 percent of parking fees collected at Grand Park, concessions revenue for
certain field events and $8.40 per room night generated as a result of its events. The $8.40 per room night
comes from a $15 per room night hotel use fee that the city levies against users of Grand Park. ISA is also
contractually obligated to contribute $400,000 annually to a capital improvements fund used for any non-City
controlled areas. The Bulls have a similar fee structure.
The Bulls are responsible for funding the maintenance of the baseball/softball diamonds at Grand Park,
including utilities, and holding and promoting events. The Bulls, too, receive all revenues from its events, 35
percent of parking fees and concessions for certain events. The Bulls do not receive any revenue from the hotel
use fee; instead, their portion goes directly to the City. The Bulls must also contribute $320,000 annually to a
capital improvements reserve for any diamond-related repairs or improvements.
The City of Westfield manages and maintains all common areas of Grand Park, including restrooms,
concessions, parking and other areas not directly related to the fields or diamonds. It also pays to irrigate the
fields. The City is charged with managing and producing sponsorships and naming rights, from which it receives
all revenues. Westfield also takes 30 percent of gross revenues for all parking fees and all concessions
revenues that are not given to ISA or the Bulls during special events, as they contract these services through
Urick Concessions, a third-party concessionaire. Lastly, the City of Westfield receives $3.60 per room night
generated by ISA events and $12 per room night for Bulls events.
The first season of baseball games from April to October 2014 had more than 5,000 games scheduled. Each
tournament, mostly sponsored by the Indiana Bulls, averaged 60 teams from 15 states and two countries. Other
tournaments included the Midwest High School Classic, with teams representing four states. The very first game
took place on March 8, 2014, when DePauw University and Manchester University played a collegiate game.
The City of Westfield issued a $45-million bond to fund the construction of Grand Park’s fields, diamonds and
other necessary facilities. However, these funds proved to be less than needed after complications arose during
construction and less-than-expected revenues from sponsorships and naming rights. The City decided to lend
the project $6 million, which came from the sale of its water and wastewater utilities to Citizens Energy Group,
from its city infrastructure fund.
With Grand Park’s development completed, it is expected to attract more than 500,000 people annually. The
facility is also expected to generate $3.5 million in surrounding area shopping, $4.8 million in meals purchased,
and $2.2 million in hotel revenue annually, and produce 2,300 jobs in the first three years. Several hotels, retail
and entertainment developments are near the complex, but were well established prior to Westfield Grand
Park’s development.
Grand Park has averaged 70 to 80 events per year since opening. Soccer and baseball events program the
majority of the events each year. Weekdays for the indoor facilities are primarily programmed with local use,
with tournament use on the weekend. The number of events is expected to increase with the addition of the
Fieldhouse and Event Center.
The following table shows visitor data at Grand Park from 2014 through 2016 (estimated).
11.A.5
Packet Pg. 203 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 26
Table A-9
The park had nearly 1.4 million visitors in 2015, which is up from 906,796 in 2014 and represented a 53 percent
increase. A majority of the visitors came from outside of Westfield; nearly 80 percent of the baseball and softball
visitors were from other cities and 64 percent of soccer visitors were not local. Of the total visitors in 2015,
nearly 47 percent were overnight visits.
The increase in visitors also brought an increase in spending. The City of Westfield indicated that spending in
2015 increased nearly 115 percent compared to 2014. The City of Westfield expected visitor spending to
increase eight percent in 2016.
Area businesses have experienced the intended impacts of Grand Park with the events and daily activities
taking place at the complex. The local surrounding restaurants have experienced noticeable effects such as
extended wait times when events are occurring at the complex. In addition, the local hotels attribute 90 percent
of weekend guests to Grand Park.
Large Sports Complex Impact Data
Large sports complexes with dozens of fields and/or a large indoor facility are a fairly recent trend. Many have
only been open for under three years. However, early results show the impact of these facilities on hotel room
nights and overall visitors.
HSP has gathered data on several of these large complexes and presents the latest available information below.
Grand Park Event Visitor Data - 2014 - 2016
Soccer &
Field Sports
Baseball &
Softball Grand Opening Yearly Total
Overnight Visits
2014 161,982 100,360 --262,342
2015 247,952 402,735 --650,687
2016*272,747 426,235 698,982
Day Trip Visits**
2014 139,037 108,610 --247,647
2015 163,823 183,480 --347,303
2016*180,205 191,323 --371,528
Local Visits
2014 209,863 177,444 9,500 396,807
2015 225,619 158,026 --383,645
2016*248,181 190,067 --438,248
Total Visits
2014 510,882 386,414 9,500 906,796
2015 642,041 744,241 --1,386,282
2016*706,245 807,625 --1,513,870
2015 % Non-Local 64%79%----
*Estimate
**Visitors from outside of Hamilton County
Source: City of Westfield
11.A.5
Packet Pg. 204 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Collier County Sports Market & Needs Assessment Study Addendum 1 - Page 27
Table A-10
As shown, the average number of visitors in this wide array of complexes is 1.9 millon per year. That figure
includes players, coaches and spectators. That equates to approximately 43,000 per field or court per year.
While exact hotel room night figures are not available, the Westfield example suggests that the hotel room
nights to total visitor ratio is about 1:3. If this were applied to the average, then a generic situation could expect
about 14,000 room nights per field/court per year. HSP has made very specific projections for the complex
proposed in Collier County, but these figures show how real these complexes are and suggests major impacts.
Comparable Facilities Summary
Outdoor Indoor
Facility Location
Year
Opened
# of Annual
Visitors*
# of Fields /
Courts
Visitors per
Field / Court Multipurpose FieldsDiamonds Championship FieldBasketball
Courts
Indoor Turf FieldsIce Rinks Other
National Sports Center Blaine, MN 1990 4,250,000 63 67,460 52 --Yes --2 8 Golf Course, Velodrome
Maryland Soccerplex Boyds, MD 2000 650,000 33 19,697 24 --Yes 8 2 ----
Reach 11 Sports Complex Phoenix, AZ 2006 n/a 23 n/a 18 4 Yes --------
Scheels Overland Park Overland Park, KS 2009 700,000 13 53,846 12 ----1 ----Skate Park, Tennis Courts
Premier Sports Campus Lakewood Ranch, FL 2011 n/a 22 n/a 22 ----------Training Center
Irvine Great Park Irvine, CA 2016 --39 --18 12 Yes 4 --4 Tennis, Sand Volleyball, Golf Course
Westfield Grand Park Westfield, IN 2014 2,000,000 68 29,412 31 26 --8 3 --Event Center
Average 2007 1,900,000 37 42,604 25 14 1 5 2 6
*Includes participants and spectators
Source: Various Facilities, Hunden Strategic Partners
11.A.5
Packet Pg. 205 Attachment: Hunden Strategic Partners addendum (3335 : Sports Facility)
Hunden Excerpts on Visitation and Revenues
1. What is the potential increase in visitation and revenue if the new sports complex is developed?
a. The Hunden Strategic Partners report to the BCC in May, 2016 indicated the types of
sports events that would have the greatest potential to attract and to grow in the future
with a new sports event complex. The projections below are based on national
averages.
i. Please refer to the tables below for the types of events and the number of
visitors that could potentially be attracted to the new sports complex for those
new events:
11.A.6
Packet Pg. 206 Attachment: Hunden Strategic Partners summation (3335 : Sports Facility)
11.A.6
Packet Pg. 207 Attachment: Hunden Strategic Partners summation (3335 : Sports Facility)
b. The Hunden Strategic Partners study presented to the BCC in May 2016 also included a
Proforma Report on the proposed new complex.
i. Please refer to the Proforma reports below outlining the financial projections
and the economic impact potential of the new sports complex.
11.A.6
Packet Pg. 208 Attachment: Hunden Strategic Partners summation (3335 : Sports Facility)
11.A.6
Packet Pg. 209 Attachment: Hunden Strategic Partners summation (3335 : Sports Facility)
The City Gate Commerce Park
Parcel # 00298160008
3721 WHITE LAKE BLVD
CGII LLC 121 S MAIN ST STE 5OO AKRON, OH 44308
Lepal 35 49 26 Ntlz LESS WATER TREATMENT PIANT, IESS R/W & LESS OR 3336
PG 2498, IESS OR 4520 PGS 2222-23
BACKGROUND
The City Gate Commerce Park Development of Regional lmpact (DRl) is located on 287 acres at the northeast
corner of l-75 and County Road 951 in Collier County (see Attachment l, Location Map). The Board of Collier
County Commissioners approved the project on December 13, 1988 in Development Order (D.O.) (88-93). This
order was amended to settle an appeal taken by the Department of Community Affairs on August 28, 1990 in
D.O. (90-4). The project is approved for a total of 90,000 square feet of commercial, 836,000 square feet of
office, 1,920,000 square feet of industrial, 250 hotel/motel rooms, and 80,000 square feet of public, utilitarian,
recreational and educational space.
Industrial Market Activity: Current Naples market trends data indicates a decreas e of -2.6"h in the median asking
price per sq ft for Industrial properties compared to the prior 3 months, with an increase of +13.07o compared to last
year's prices. County-wide, asking prices for Industrial properties are -0.67o lower at $134 per sq ft compared to the
current median price of $142 per sq ft for Industrial properties in Naples, FL.
lndustrial Property Asking Price lndex - Sale Trends
Asking Prices lndustrialfor Sale Naples, FL ($/SF)
31 60
$r20
$r00
$80
I)evelopment of Regional Impact (DRI)
2015
-
Strtr
-
tilrtro
-
County
2013
- CiE *r.ooOrt.
360
11.A.7
Packet Pg. 211 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Market Analysis Overview
swFL ECOr{OUIIC OVERVTEW
Unemptoyme*t in the t#county region, rnirrsred both ttatewide and .natisnal tre*ds ovsr the preceding
1?+nonth prriod. Statrstics lor all three counties shorrv a year{ver-y€ar decline'lrom 2015, yet a rhght
tncreaie rn unemployrnent {rsm May of 2D'16 to June of 281 6. The State ol Florrda remarned flat Irom May
to June 2O16. yet nationalty, a simrl*r increase r rss reported
Taxable sales ar€ ttp year-s\Ier-year in all ,3 Southvrest Florida Cor;nties--increa:rng 516 in Lee County, 316 in
Collier County, and a signi{rcant inrrea*e *l 17% in Char{otte Cor.rnty for a total ,rsf $926..4 mrllion
{rc65sn611}tsadjustedJ,
Housing demand in the tricounty regioo was mixed---reporting anoiher penod ol dsnsecutive decline E
percent year"overle) in anhe nurnber of exist,ng single.famity horne salel; yet the median .home price
continues to rise, Cverall velocity ol p.ermits pulled year-overaear decrease.J by 3,Ot6 due to declines rn
ColherCounty; iocte*ses were reportsd lor Lee and Char{otte Counti*c
Latest paisenger dat* {or the 3 Ssuthwest Florida airport: .:how: a 3,016 increase over ttre rrne period
DEitANP
Clear Front $unner* Year to date, tl're subrnarkets of Br:qita/Estero and llorth Naple: are the clear {ront
runnErs rn r€spect to the median pn(e per tquare of said parcels, yet, thete suhmarlcets po;ted the lowest
nurnber ol ovetall rales {likely a {uqctron of availab]e la*d}, Overall, acrsss all 3 countres, only two
*ubmsrkeE{Fqrt Myers No*h and Che rlatte Col.rnty} posted a median ealqs price per EquBre loot underthe
l[3,00 threshold.
A closer lsok at the segmentl of land sa}*r indicates signi{rcani Erowth tor resident,allyzaned land in Lee
Cr:,unty---up lram a median price per lquare{+ot <rl $2.7t atthe Mid-Yearpoinl to$6"50 p#currently,
From a dernand rtandpoint. 7 of the '!0 top lond rale: {by price} through Mid-Year urere lccated in C+llier
Counry. Dlstribution c{ lan,J types was heavily we*ghted by csrnrneroal improved outparcels yrhlch fetched
trelry price: p€r iquare {oot, lnvestor sale* were rnore limrted tiran in previous penods; instead, Fevelopers
accolued {or a large nurnber *f land sales throq;gh MiCYear, The propo*ed use wai a trealrhy balance of
residenti+l, senicrhousrng, mrxed planned developrnent. a*d traditianalcommerrlalsuFarcel,
EII/IERGITiIG TREHDS I FORECAST
Expectto lee rrsrng{Ferhaps raprdiy) Fncei for availalrle land rn Boaita. Estero. and North Naples despite
tts development cond'tian and pockets ol lnsrsT5ing pric,ng {or rrr,p'roved and approved land pircels in iey
rubmarketr tuch a s For-t M yer: Srx.rth ;nd Crpe Coral,
tllnile quic* ttatittirs *row an a decLne tn mediao aler price {or fansacled industrial srlet in Lee and
C+llier Coanty, thir ttafisnics is heav*ly inlluenced by the make-up of the land lales included, l*vantory of
ifldu'.$trial eoned land in Colher Counry is heavily dimin,shed aed will trontrnue ts s€e elevated prrces for
ideallylocated land, or parcels in close proxrrnrty to the tntrrstate and {eatunng over 1,5 acres, These
parcels are in hrgh demand for user: desiiing to build a rn,dsized ltrurtufe and benefit lrom outdoor yard
space and intercon nectinity to service a regional ql irntele,
I
z
3
€
Lo
Uoltn
"(l9.
\oo
.;il
BI
q
€o>
rno
o
c!
}IAftXITT$VE*ASE
Orlr ,n thd srah-strcs s*ctr*l al
this .€FE$t in hosed** land
me*rrng ttre {olfouring .rsnift i3r
rBquirs*€rite:
,' Coirlfn€fcrsllndlsrlaland
Fegideoaal.roned faad
'Alllandsnes
. lVoFgroterament
' Sele and Far Sale srsriilkr
Lee County 51.47 53.6?
C'sll,eraounT $10.09$11.96
CharlorieCuunty $f .54 tI.38
So{rhy.e.t FL f4.3t i4"27
+ Leecounty 12.07 $4.87 .]
Coll'*r(csr'ry 57.0S !?.6$
CherlbtteCounty f26,83 t5.tt
Southrvest FL 53-63 l5-OU
LeeCorrrty 3d.58 $?.71
Collr*r{ornl1 S}.28 55.61
(harisneqourliy tI.58 Ss.4l
Sor$hyr€.t Ft. t2.71 10.90
t
+
tt
+t
+
+
*t
r#E f,drfiarri!t R.rl grtrt. C6nrdl!d6tr, I lfFleridr LI{rfirod tsal Ert;rr Erohrr
$E[n.{H s(}rD a0t6 e015
HVP$f sY 60uilTl MY
MEb{AN SOLD af16
*lY
101!
elYP5F BY COUhITI
ilnEDiAN 301"D eor6
*tY
,015
MYP5F BY (OUNTI
11.A.7
Packet Pg. 212 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Comparable MarketData
11.A.7
Packet Pg. 213 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Comparable Listings:
Vincentian Village PUD - Naples - 30+ Acres
$ 6,800,000 $226,666 per acre
Commercial Land, Commercial Zoned Acreage
I1480 Tamiami Trail E, Naples
Commercial Land
Vincentian Village PUD property consists of 30.68 acres of raw land entitled for up to 224 residential units or 250,000 SF of
commercial space (including but not limited to big box retail/grocery/department store, office, and hotel and assisted living). The
property is located on the southeast corner of U.S. 4l East (aka Tamiami Trail East) and Southwest Blvd.
A few additional highlights:
. Located on a signalized intersection
. ACOE & SFWMD Permits are active and in place
. +l- 35,500 vehicles per day (2014)
. +/- 830 linear front feet on Highway 4l East
' Only remaining undeveloped parcel, with l0 acres or more, along U.S. 41 East between Downtown Naples and Collier Blvd.
(aka 95 1 )
. Suitable for big box retail
East Naples is thriving with many new residential developments
Zoning: 224 Tovnhome/Multi-family units or up to 250,000 SF of commercial. Zoning also allows 150-unit hotel and assisted living.
Collier County Tax ID: 00439880008
11.A.7
Packet Pg. 214 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Comparable Listings:
650 Palm Springs Boulevard Naples, FL 34107
10.75 AC ' Land for Sale
$2,150,000 $200,000 per Acre
Sarecino I RMF Development Land
Price $2,l50,000PropertySub-type Multifamily(land)
Lot Size 10.75 AC Property Use TypeVacant/Owner-User
Property TypeLand Features
Electricity/Power
Water
Telephone
Cable
Multifamily (land)
65720320005
Price
Lot Size
Price/AC
$2,150,000Lot Type
10.75 AC APN / Parcel ID
$200,000
. *".-ffid
s
r st{tRfYooo PASX
= ll35 units
11.A.7
Packet Pg. 215 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Comparable Listings:
Bush Blvd. & Tollhouse Dr.
Noples, F|34114 1Cl 66 AC . Lono For"Sole
4 snore * Wotch Property 0 ce: Alrr:s . D creste Repcrt € Print
s5,500,000
Get Finoncing
Price
Lot Size
Toll Gate Commercial / Industrial Use
$3,500,000Property Sub-type Commercial/Other (land)
10.66 AC Property Use TypeVacant/Owner-User
Property TypeLand Features
Electricity/Power
Irrigation
Water
Telephone
Cable
Asking price: $328,330 per acre
#
ll
11.A.7
Packet Pg. 216 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Valuation Market Analvsis Overview:
The asking price for the "listing comparables" square feet is averaged to be $5.77sf / $251,341ac. The asking
price is typically higher than the actual sales price per square feet. According to the market survey, Industrial
Land has stabilized in some market areas, although the sales price is lower than the median sold 6 months ago.
Emerging Trends/Torecast
Ordinances 09-68 & 09-69 are providing the City Gate Commerce Park the establishment of a "community
development district" and the streets within the PUD will be open to the public. The market survey indicates for
the subject property's competitive market range will be $5.05sf / $220,000 to $6.00sf / $261,360 per acre.
Roosevelt Leonard, R/W-AC
Sr. Review Appraiser
Real Property Management
3335 Tamiami Trail East Ste. l0l
Naples. FL 341 l2
Ph 239 252-2621
11.A.7
Packet Pg. 217 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Buildino Site Usaoa
Servlce Statlon
HotcuMotet ll,
R.stiurbnt/l6ung. l2l
Rctall. personal servlc..
medical service l3l
Public. utilitarlan.
recr€atlonal. educatlonal
offic.s (q)
Lighi manufacturing;
processlng; storage and
distributlon
Research. testinq,
development
Service and repair
br.rslnesses
Showrooms aod sales centersin association wlth
P€rmltted uses
Publishlng. reproduction.
commdnlcations
lot"l
TABLE 12. B.3.
t of Gross
Buildlns Slte Buttdlno
Development by Ph.so Slt. - parklno Emolov€es! ll lll lV y Acrcaqe soaces-(s| 'lsi
tof
Grosg
Buildlng
Slte Area
3
4
3
ll
5
20
35
6
10
I t I - - 6.21
Ittt-8.36
I - 1 | - 6.2.'
tlll-6.36
Amount
of Bldg.
Developmelt
3 statlons
250 roomj
3{,000 sq.ft.
56.0b0 sq.ft.
80,000 sq.ft.
836.000 sq.fl..
1.250 1,520,000 sq.ft.
313 100,000 sq.ft.
572 160,000 sq.ft.
60,000 sq.tt
80,000 sq. ft.
l0-q5
75
500
500
33tl'
516
3l
200
125
.o
-{
6)
{m!
0
3
lh-{tn*t
Fz
!vo!ottnoln
=m
Cti
og
-Il2t 261
-356641.82,052!.q33
5 l0 l0 5 5
222
-2224
73.15 1,000
l2.5rl 300
20.9 500
26t
. 251
tt.865
5
t00
122 10.q5 516
:_:l?2 l0.rl5 250
I 19 26 24 22 . 209 5.553
11.A.7
Packet Pg. 218 Attachment: City Gate initial market evaluation (3335 : Sports Facility)
Memorandum of Value
TO: Nick Casalanguida, Deputy County Manager, County Manager’s Office
FROM: Toni Mott, Manager, Real Property Management
Roosevelt Leonard, Sr. Review Appraiser, Real Property Appraiser
DATE: June 1, 2017
RE: City Gate Valuation Analysis
__________________________________________________________________________
Recent Sales Activity in the City Gate PUD White Lake PUD for the period of 2015 – 2017
are listed below:
1. 11/12/2015 3620 Shaw Blvd 1.68ac $400,000 @ $238,000ac
2. 10/06/2015 3808 White Lk BL 8.61ac $7,410,000 @ $860,630ac
3. 12/15/2016 3823 White Lk BL 1.65ac $1,040,000 @ $630,300ac
4. 08/29/2016 3819 White Lk BL 1.88ac $725,000 @ $385,640ac
5. 08/29/2016 3815 White Lk BL 1.74ac $675,000 @ $387,930ac
6. 12/15/2016 0000 Shaw Blvd 3.48ac $1,284,000 @ $368,966ac
7. 11/07/2016 3807 White Lk BL 1.64ac $2,200,000 @ $1,341,463ac
The average for these transactions is $15.24sf / $664,120 per acre. Out parcels typically sell
at a higher per square feet bases. OR
The median sales prices in this industrial market per acre is $8.90sf / $387,930.
The current market rate for larger industrial land acreage is $6.75sf / $294,000 per acre.
The purchase price of $200,000 per acre as outlined in the Memorandum of Understanding
between CG II, LLC, a Florida limited liability company, joined by 850 NWN, LLC, a Florida
limited liability company, and CityGate Development, LLC, a Florida limited liability company
and Collier County equates to $4.59sf and is below the current market rate.
In conclusion, the analysis is as follows:
60 acres x $200,000 per acre = $12,000,000
60 acres x $294,000 per acre = $17,640,000
Estimated cost savings: $5,640,000
11.A.8
Packet Pg. 219 Attachment: City Gate initial market evaluation follow-up sales price analysis (3335 : Sports Facility)
CITY GATE / COLLIER COUNTY AMATEUR SPORTS PARK
PUBLIC PRIVATE PART NERSHIP MEMORANDUM
TO: CITY GATE
FROM: NICK CASALANGUIDA, COLLIER COUNTY, DEPUTY COUNTY MANAGER
SUBJECT: DRAFT BUSINESS POINTS
DATE: JUNE 2, 2017
CC: LEO E. OCHS JR., COUNTY MANAGER
Based upon prior Board of County Commissioners direction, we have met multiple times to evaluate
the potential for a public private partnership between City Gate and Collier County for the phased
development of an amateur sports park. Should the Board elect to developing a collocated facility,
the first phase would be developed on a portion of City Gate property and the second phase on the
County’s CC305. When discussing the options, the Board directed staff to work with your
development team to refine the land cost and development components. Please review the following
business points that were tentatively created from our joint development review meetings:
1. City Gate would agree to sell the County up to +/-60 acres for the sports park for a price
of $200,000 per acre. This concept considers a constructive donation by City Gate of the
amount between $200,000 per acre and the fair market price of the land, which land is
approximately shown on attached Exhibit-1.
a. Recognizing that the footprint is approximate, the County and City Gate agree
that the 60-acre base footprint may vary by +/- 3 acres.
b. The County would be responsible for all development permits and construction
costs, including the final water management system. City Gate is providing a
preliminary water management system while Collier County permits CC305.
2. City Gate is willing to temporarily lease approximately 5.5 additional acres for grass
parking, which 5.5 additional acres are approximately shown on attached Exhibit-2.
a. The County would lease this 5.5 additional acres at a cost of $1 per year, triple
net, with the County being responsible for improving the site.
b. Subject to paragraph c below, the grass parking site can be purchased by the
County for the same average selling price as the initial 60-acre site within a time
to be determined within a future purchase and sale agreement.
c. City Gate may have the option to take back the grass parking area with
reimbursement for the improvements the County placed on the property.
3. The 60-acre site and the temporary grass site will be developed with a shared access and
egress concept.
11.A.9
Packet Pg. 220 Attachment: City Gate Memorandum of business points (3335 : Sports Facility)
2
4. The County will be responsible to extend City Gate Boulevard South to the back entrance
of the sports park.
5. The County will provide approximately 44 acres of water quantity within the water
management system of the future CC305 site, which 44 acres are approximately shown on
attached Exhibit-3. City Gate will provide the water quality for the 44 acres within City
Gate PUD.
6. City Gate and the County will continue to evaluate the potential for discounted fill
material should the County or City Gate develop the main City Gate water management
lake, concurrently or as part of the sports park.
7. The County and City Gate agree that they will work collaboratively to update the City
Gate DRI/PUD and entitle the CC305 site.
a. Current restrictions for development on the CC305 site would be eliminated for
County development of governmental purposes or ancillary sports facilities.
b. Additional pass through traffic would continue to be restricted until a connection
is made to the Wilson Boulevard-Benfield Road Extension, notwithstanding any
prior approvals from existing projects.
8. City Gate will consider selling an additional 50 acres, for 12 months after the closing,
should the County receive a donation from a private entity to expand the sports park in
the first phase. The terms for the additional land would be agreed to in a formal purchase
and sale agreement.
9. Should the Board approve the phased project concept, City Gate and the County will
develop a formal purchase and sale agreement with the intent of closing in December
2017.
The business points above are non-binding and are intended to provide the Board information that
they can comfortably rely upon when evaluating the options for developing an amateur sports park.
Recognizing that these are tentative business points, I would ask that your office provide a qualified
letter of concurrence so that we may present this information with a reasonable level of assurance at
a future Board meeting.
11.A.9
Packet Pg. 221 Attachment: City Gate Memorandum of business points (3335 : Sports Facility)
11.A.10
Packet Pg. 222 Attachment: City Gate letter of concurrence (3335 : Sports Facility)
C I T Y G A T E B O U L E V A R D N O R T HB R E N N A N D R I V EC I T Y G A T E B O U L E V A R D S O U T HC I T Y G A T E B O U L E V A R D N O R T HTEMPORARY PARKINGPARCEL(±5.50 AC)60 ACBOUNDARYN11.A.11
Packet Pg. 223 Attachment: City Gate Exhibit 1 (3335 : Sports Facility)
B R E N N A N D R I V EC I T Y G A T E B O U L E V A R D S O U T HC I T Y G A T E B O U L E V A R D N O R T HCITY GATELAKECITY GATELAKE44 ACRES TO SENDOFF-SITEOFF-SITELAKEOFF-SITELAKEN11.A.12
Packet Pg. 224 Attachment: City Gate Exhibit 2 (3335 : Sports Facility)
C I T Y G A T E B O U L E V A R D N O R T HB R E N N A N D R I V EC I T Y G A T E B O U L E V A R D S O U T HC I T Y G A T E B O U L E V A R D N O R T H60 ACBOUNDARYN11.A.13
Packet Pg. 225 Attachment: City Gate Exhibit 3 (3335 : Sports Facility)
TDC Funding Analysis – Renourishment and Resiliency
JG McAlpin 5/31/2017 Rev. 1
1
Collier County Beach Renourishment and Coastal Resiliency Program
The elements of Collier County’s beach nourishment program should be allowed to evolve with time to
take advantage of lessons learned and to incorporate new goals. The present program has been highly
successful in achieving the goals of buffering erosion, maintaining the recreation quality of the beach,
nourishing on a flexible schedule with multiple sand sources, and exercising environmental sensitivity.
The next step is to improve upon this plan by adding increased storm protection and climate change
resiliency to the goals with incremental improvements to the existing plan, using a cost effective
approach that improves the resident and tourist experience at the beach. Many of these objectives can
be met with construction of a wider beach, a larger dune system and an improved construction method
to build these features.
A more robust, comprehensive and sustainable approach to beach renourishment and coastal resiliency
can be achieved using offshore sand sources, a six (6) year beach design life and ocean going hopper
dredges. This can be accomplished with increased TDT funding of $2.5M per year. This program is
practical and relies on proven techniques that would be broken into the following implementation
phases.
Phase 1
Phase 2
Phase 3
Phase 4 Bayside solutions to prevent tidal surge roll over on the backside of the beach
Initial renourishment of approximatly 1M CY's to create a 50 ft. wider dry beach that
is 1 ft. higher with dune and a 6 yr maintenance renourishment cycle
Hard Structural Solutions where beach widening with sand on previously renourished
critically eroded beaches is not feasible. Areas downdrift of inlets, Park Shore beach,
Clam Pass Park beach, Older beach structures too close to water and beaches with
significant hardbottom outcroppings too close to shore are examples of areas that will
require hard structural solutions. Examples of solutions could be Permeable Adjustable
Groins, Concrete seawalls encased inside sand dunes, selected new seawalls, Raising
the height of existing private seawalls and submerged breakwaters.
Private/Public partnerships to protect coastal Infrastructure for non-critically eroded
or private beaches.
The $2.5M in additional TDC fund would be used exclusively for beach renourishment or solutions
where beach widening is not practical to protect the coastal environment, upland structures or
infrastructure. The additional $2.5M will be combined with the existing $2.5M and used for beach
renourishment and/or coastal protection. Funding for the first major beach renourishment/widening
project will be in Yr. 3-FY20 and will be funded from a onetime adjustment from unrestricted 195
monies ($12M), catastrophe reserves ($8.5M), FDEM reserve reimbursement ($7M), reserves from Fund
183 ($5.5M) and $5M from FY18 and FY19 incremental TDC revenues. Funds borrowed from the
catastrophe reserves and from Fund 183 will be reimbursed as funding becomes available.
11.A.14
Packet Pg. 226 Attachment: Coastal Zone 25 year beach resiliency memorandum identifying a tenative plan and budget (3335 : Sports Facility)
TDC Funding Analysis – Renourishment and Resiliency
JG McAlpin 5/31/2017 Rev. 1
2
The program will be managed in 5 year planning blocks over a 25 year period. Each planning block will
include all revenue and expenses associated with renourishment, resiliency, inlets, regulatory costs,
beach maintenance and program management and are summarized as follows:
Yr 1-5 Yr 6-10 Yr 11-15 Yr 15-20 Yr 21-25 Total
$91,931,800 $56,045,400 $56,916,500 $56,916,500 $56,916,500 $318,726,700
$75,503,636 $79,150,908 $41,643,330 $66,248,330 $55,168,330 $317,714,534
$16,428,164 -$23,105,508 $15,273,170 -$9,331,830 $1,748,170 $1,012,166Yearly Difference
Revenue (+) Vs. Expenses (-)
Total Revenue
Total Program Expenses
With the additional $2.5M yearly increase in beach renourishment funding a wider and higher beach
program is possible along with structural solutions to protect the coastal environment, upland
structures or infrastructure where beach widening with sand is not possible. This completely
accomplishes Phase 1 and Phase 2 of our renourishment/resiliency system.
Funding is also available for studies, design, permitting and some construction for the Private/Public
Partnership and Bayside Phases of this program (Phases 3 and 4). As the program progresses, studies
will refine and clarify implementation for all phases of this program. With these refinements and
improvements, sufficient funding will be available to meet our Renourishment and Resiliency goals.
A detailed spreadsheet is attached.
Critical assumptions made in the development of this plan are as follows:
1. No major storm damages to the beaches over the life of this 25 year plan or if a major storm
does occurs then reimbursement would be reimbursed by FEMA.
2. FDEP cost share program remains in effect.
3. Escalation of renourishment costs will be approximately 2% per year.
4. The county will consider a more flexible beach renourishment timing in the future.
5. Revenue will increase over the next ten years as per the 10 year projections with no increases
for the balance of the 25 year plan.
6. No interest income has been projected in this plan.
7. Catastrophe reserves will be set aside in FY21 through FY40 to reestablish $10M in reserves.
11.A.14
Packet Pg. 227 Attachment: Coastal Zone 25 year beach resiliency memorandum identifying a tenative plan and budget (3335 : Sports Facility)
Convention & Visitors Bureau &
Tourism Development Division
2660 Horseshoe Drive North # 105 · Naples, FL 34104
MEMORANDUM
DATE: June 5, 2017
TO: Nick Casalanguida, Deputy County Manager
FROM: Jack Wert, Tourism Director
SUBJECT: TDT Reallocation Discussions
OVERVIEW: The Board of County Commissioners tasked County staff to consider a reallocation of the
funds generated by the current Tourist Development Tax (TDT). The TDT is currently levied in Collier
County at a rate of 4% on revenues received from short-term rentals of six months or less. County
Ordinance 2013-30 currently allocates funds to several uses including beach renourishment,
maintenance and inlet management; destination marketing and sports marketing; operations of County
Museums, and marketing grants to non-County owned or operated museums.
Recent TDT reallocation discussions have centered on two major goals: increased funding for beach
renourishment and inlet management, and the development of a new amateur sports facility. Numerous
models of funding reallocations have been developed by County staff and presented to the Tourist
Development Council (TDC) for consideration and recommendation. The BCC has directed staff to come
back with recommendations on how to accomplish the reall ocation goals and to preserve funding for
the County Museum operations as part of the TDT allocations.
Staff has determined that to accomplish all the above TDT funding goals, a reduction of the funding
directed toward destination marketing would be required and, the collection of an additional 5th percent
of TDT would need to be implemented.
CONSIDERATIONS:
1. If changes to TDT allocations, including a decrease in destination market funding, are adopted by the BCC, the
Tourism Development Division anticipates some potential negative impacts and results. Below are a few
examples of the effects anticipated with a reduction of between $750,000 and $1 Million in the destination
marketing tourist tax allocation:
11.A.15
Packet Pg. 228 Attachment: Tourism Directors memorandum of reduction in budget analysis (3335 : Sports Facility)
a. Year-Round advertisement and promotion will have to be reduced, thereby limiting the CVB’s ability to
attract new visitors. The existing marketing program was unanimously recommended and supported by
the Collier tourism industry and approved by the BCC in 2013. Current allocations have delivered record
visitor spending, TDT revenue, and job growth in Collier County.
b. Collier County will not be able to compete at the same level in the tourism marketplace, and will likely
see some loss in our market share to other destinations. For example, competing destinations in Florida
that target a similar visitor profile to ours, such as Palm Beach County and Sarasota County, each have a
year-round destination marketing programs. Neither County has plans to reduce funding in the coming
year.
c. As visitation demand decreases, Collier area hoteliers will discount their rates to compensate for lower
demand, resulting in a corresponding decrease in TDT revenue.
i. A decrease of 5% in Average Daily Rate (ADR) in Collier accommodations will result in a
corresponding 5% decrease in TDT revenue. For example, from January to March 2017 the TDT
revenue collected was $8.1 million. Therefore, a 5% drop in ADR would mean a $405,000
reduction in TDT revenue. Such a reduction in TDT revenue would be felt across all users of TDT
revenue.
d. The larger the reduction in destination marketing funding, the greater the impact will be upon revenue,
visitor spending in our community and jobs lost in the hospitality and tourism sector.
i. 36,500 Collier residents are currently employed in the hospitality and tourism industry. Those
jobs represent the livelihood of thousands of Collier families that depend on a strong visitor
market for their everyday needs.
2. Additional challenges currently face our destination marketing program:
a. VISIT FLORIDA, our state tourism marketing agency, may be successful in retaining their current funding
level, but the legislative restrictions on their operations will severely limit our ability to participate in
their co-op opportunities. We will closely monitor the outcome of a special legislative session. We have
already had to cancel several upcoming co-op promotions due to the uncertainty of Visit Florida funding.
i. Our current FY 17 Marketing Budget includes about $500,000 in Visit Florida co-op opportunities
in advertising and trade show participation. If these opportunities are not available to us in FY
18, we will need to pay the full amount to participate by ourselves.
b. Elimination of funding for Brand USA, our national marketing organization for the international market,
has been proposed by the White House. We participated in numerous Brand USA co-ops last year in the
UK, Germany and Brazil. We will not be able to afford any of those activities in FY 18.
c. Our Group Meetings Market continues to be short 100,000 s/f of space at the J W Marriott on Marco
Island, and this space will not come back online until the Fall of 2017.
d. Sports tourism venues in Collier County are at capacity, creating challenges to grow current events and
to attract new events. We are beginning to experience a loss of events to other destinations due to
these capacity issues. Sports tourism will continue to grow in popularity both regionally and nationally,
but without expanded or new facilities Collier County will not be able to take advantage of this market.
11.A.15
Packet Pg. 229 Attachment: Tourism Directors memorandum of reduction in budget analysis (3335 : Sports Facility)
RECOMMENDATIONS:
To accomplish the TDT reallocation goals set forth by the BCC, the Tourism Division staff has been requested to
identify areas in the destination marketing and promotion budget where we could consider decreases to
accommodate a funding reduction.
1. The proposed decrease in destination marketing funding is between $750,000 and $1 million. Tourism staff
has studied the current FY 17 budget and at our requested budget for the FY 18, and we have identified
some areas that could be considered for reductions. Our recommendations reflect the potential impact of
less co-op marketing funding from Visit Florida and from Brand USA. Below is our plan to reduce our
marketing efforts within the projected range above, and what consequences we anticipate might occur from
these reductions.
a. Decrease the currently planned $1.1 million FY 18 Winter broadcast advertising and promotion
campaign by $283,965 in Boston, Cleveland, Minneapolis and Toronto in the December-March time
frame. We would also not schedule print advertising totaling $176,720 in Canada, in some group
meeting publications, and in Brand USA and Visit Florida co-op print campaigns. We will continue
our current level of advertising in our top feeder markets in the Greater New York and Greater
Chicago metro areas. We will also reduce the advertising production budget by $100,000 and
postpone major production projects until the next fiscal year. The media and production reductions
will also reduce the advertising agency annual service fee $56,065 (10% of BCC approved advertising
budget). The above reductions will total $616,750.
i. The first quarter of the year is the highest rate and occupancy time of the year, so our hotels
and area businesses may feel some reduction in business and revenue from those cities dropped
from the media plan. Visitors from those areas may likely choose to travel to competitive
destinations that are advertising in those markets during that important travel time of the year.
b. We will reduce the investment in attending some of the group meeting planner and consumer trade
shows that we plan to attend in FY 18 by $100,000 reflecting a savings of registration fees and travel
costs. These shows and related sales efforts are all direct selling opportunities and are important our
marketing efforts.
i. A reduced presence at group meeting trade shows and consumer shows may
eventually result in fewer high spending visitors, resulting in a decrease in TDT
revenue for the many users of that tax revenue.
c. We will hold the current funding levels for our support of major sports events such as professional
golf tournaments and we will plan to hold increases in other event funding requests to no more than
10% above the current year expenditures. This will result in a $200,000 savings.
i. These events provide us with national TV coverage of our community and feature
tourism commercials promoting future visitation and are an important part of our
annual marketing plan, so we should see about the same visitation results in FY 18.
d. We will reduce our Latin America support in co-op promotions and advertising by $90,000, primarily
in Brazil, Argentina and Chile. We will maintain the stronger International feeder markets of Europe
and the UK and try to marginally grow the emerging Latin American markets.
i. International visitors from the UK and Europe tend to stay longer and spend more
than domestic visitors and have shown year over year growth for the past 6 years
due in part to our marketing efforts in those countries.
e. The above reduction suggestions total $1,006,750. We will adjust these suggested budget reductions based on
the direction from the BCC on the TDT reallocations, and on the results of the VISIT FLORIDA and Brand USA
funding reductions.
11.A.15
Packet Pg. 230 Attachment: Tourism Directors memorandum of reduction in budget analysis (3335 : Sports Facility)
To urist Development Tax
Re allocation Discussion
11.A.16
Packet Pg. 231 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
TDT REVENUE HISTORY
11.A.16
Packet Pg. 232 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
Tourist Development Tax
Tourist Development Tax Collection Trend
11.A.16
Packet Pg. 233 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
$0
$500,000,000
$1,000,000,000
$1,500,000,000
$2,000,000,000
$2,500,000,000
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
VISITOR SPENDING HISTORY
11.A.16
Packet Pg. 234 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2002 2004 2006 2008 2010 2012 2014 2016 2018
DESTINATION MARKETING BUDGET HISTORY
11.A.16
Packet Pg. 235 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
6
Collier Direct Hospitality & Tourism
Employment (Calendar Year)*
Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec.
2012 25,300 25,800 25,900 25,100 23,700 22,300 21,200 21,000 21,000 22,200 24,300 24,900
2013 25,600 26,400 26,400 25,900 24,500 22,800 22,200 22,000 22,100 23,400 25,500 26,300
2014 26,900 27,600 27,900 27,100 25,700 24,100 23,200 23,100 22,700 24,400 26,500 26,900
2015 27,700 28,400 28,600 27,900 26,300 24,800 23,800 23,800 24,000 25,600 27,900 28,700
2016 29,000 29,700 29,700 29,000 27,500 25,900 25,100 24,800 24,900 25,500 26,900 27,900
2017 28,400 28,100 28,900
20,000
21,000
22,000
23,000
24,000
25,000
26,000
27,000
28,000
29,000
30,000
MonthlyDirect Leisure and Hospitality Employment* SOURCE: Florida Department of Economic Opportunity, Labor Market Information, Current Employment Statistic Program
(CES), Collier County Leisure and Hospitality Sector.
2014
2013
2012
2015
2016
2017
11.A.16
Packet Pg. 236 Attachment: Tourism Directors memorandum of reduction in budget charts (3335 : Sports Facility)
Annual $
Field Supervisor 512100 Regular Salaries 54,953
512600 Er 457 Deferred Comp 500
515000 Vacation Sell Back 136
519100 Reserve For Salary 1,594
521100 Social Security Matching 4,374
522100 Retirement Regular 4,767
523150 Health Insurance 13,100
523152 Dental Insurance 490
523153 Short Term Disability Ins 90
523154 Long Term Disability Ins 190
523160 Life Insurance Short -Long
Position #50001330 Budget:80,194
FTE:1.00
Annual $x 2
2 x Crew Leader 512100 Regular Salaries 54,471 108942
512600 Er 457 Deferred Comp 500 1000
515000 Vacation Sell Back 135 270
519100 Reserve For Salary 1,580 3160
521100 Social Security Matching 4,336 8672
522100 Retirement Regular 4,725 9450
523150 Health Insurance 13,100 26200
523152 Dental Insurance 490 980
523153 Short Term Disability Ins 90 180
523154 Long Term Disability Ins 190 380
523160 Life Insurance Short -Long
Position #50001332 Budget:79,617 159234
FTE:1.00 2
Annual $
Maintenance Specialist 512100 Regular Salaries 34,408$
515000 Vacation Sell Back 85$
519100 Reserve For Salary 998$
521100 Social Security Matching 2,715$
522100 Retirement Regular 2,985$
523150 Health Insurance 13,100$
523152 Dental Insurance 490$
523153 Short Term Disability Ins 90$
523154 Long Term Disability Ins 190$
523160 Life Insurance Short -Long
Position #50001542 Budget:55,061$
FTE:1
Annual $x 10
10 x Maintenance Work 512100 Regular Salaries 34,144$341,440$
512600 Er 457 Deferred Comp 500$5,000$
515000 Vacation Sell Back 84$840$
519100 Reserve For Salary 990$9,900$
521100 Social Security Matching 2,733$27,330$
522100 Retirement Regular 2,962$29,620$
523150 Health Insurance 13,100$131,000$
523152 Dental Insurance 490$4,900$
523153 Short Term Disability Ins 90$900$
523154 Long Term Disability Ins 190$1,900$
523160 Life Insurance Short -Long -$
Position #50001551 Budget:55,283$552,830$
FTE:1.00 10
11.A.17
Packet Pg. 237 Attachment: Parks and Recreation analysis of anticipated operations and maintenance cost (3335 : Sports Facility)
11.A.18
Packet Pg. 238 Attachment: Planning level complex layout Exhibit 1 (3335 : Sports Facility)
11.A.19
Packet Pg. 239 Attachment: Planning level complex layout Exhibit 2 (3335 : Sports Facility)
11.A.20
Packet Pg. 240 Attachment: Planning level complex layout Exhibit 3 (3335 : Sports Facility)
11.A.21
Packet Pg. 241 Attachment: Planning level complex layout Exhibit 4 (3335 : Sports Facility)
11.A.22
Packet Pg. 242 Attachment: Wilson
11.A.23
Packet Pg. 243 Attachment: Wilson Benfield Alignment Exhibit 2
11.A.24
Packet Pg. 244 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 245 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 246 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 247 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 248 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 249 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 250 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 251 Attachment: City Gate DCA (3335 : Sports Facility)
11.A.24
Packet Pg. 252 Attachment: City Gate DCA (3335 : Sports Facility)
Collier County Market and Needs Assessment Analysis
Submitted to:
Jack Wert
Executive Director
Florida’s Paradise Coast Convention & Visitors Bureau
2800 N. Horseshoe Drive
Naples, FL 34104
July 19, 2016
July 19, 2016
Jack Wert
Executive Director
Florida’s Paradise Coast Convention & Visitors Bureau
Naples, FL 34104
Dear Mr. Wert:
Collier County Board of County Commissioners Purchasing Department, Collier County Tourism Division
and the Sports Marketing section of the Naples, Marco Island, Everglades Convention & Visitors Bureau
engaged the Hunden Strategic Partners Team (Team or HSP), including local sports marketing
professionals at Clancy’s Sports Properties and design experts BEA Architects to perform a market and
needs assessment regarding community sports, training, special event and performance facilities and
infrastructure throughout the County. As part of the analysis, the HSP Team assessed each County facility’s
physical condition, activity levels, opportunity for renovation/expansion of programming, overall operations,
financial performance (as available), potential future revenue opportunities, and other opportunities for
renovation, expansion or new facilities. The attached is our report.
This deliverable has been prepared under the following general assumptions and limiting conditions:
! The findings presented herein reflect analysis of primary and secondary sources of information
that are assumed to be correct. HSP utilized sources deemed to be reliable, but cannot
guarantee their accuracy.
! No responsibility is taken for changes in market conditions after the date of this report and no
obligation is assumed to revise this report to reflect events or conditions occurring after the
date of this report.
! HSP has no control over construction costs or timing of construction and opening.
! Macroeconomic events affecting travel and the economy cannot be predicted and may impact
the development and performance of the project.
We have enjoyed serving you on this engagement and look forward to providing you with continuing service.
Sincerely yours,
Hunden Strategic Partners
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 2
INTRODUCTION
The Sports Marketing section of the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB), a
division of Collier County Government engaged the HSP Team, including Clancy’s Sports Properties and BEA
Architects, to perform a sports and event facility needs analysis for Collier County, Florida. The analysis
assessed sports participation trends, current supply of sports facilities, opportunity for expansion or
development of new sports facilities in the near and distant future, a sports marketing plan, detailed revenue
and expense analysis and projected constructions costs for any new or expanded facilities.
The study was commissioned because the County is interested in evaluating the existing parks, recreation
and school facilities to understand the County’s current and future needs. Additionally, assessment of demand
and the distribution between local parks and recreation use, tournament use and non-local use will contribute
to the analysis of facility needs. User feedback illustrates the group/user experience from Parks and
Recreation programs that are geared towards residents and the group/user experience from tournament
events that are secured through the Convention and Visitors Bureau. Understanding the roles Parks and
Recreation and the CVB play in the sports market will help the HSP Team determine what strategies can be
implemented to improve the overall sports experience in Collier County. The HSP Team analyzed the
operation and physical condition of each of the facilities. HSP understands the current condition, historical
demand and financial performance of the existing assets as well as the current market opportunity, which
suggests expansion and renovation.
The primary questions that HSP was requested to answer are:
! What is the existing local and regional sports supply mix? Are there gaps in the current supply or
quality of fields, courts and other sports facilities?
! Is there enough potential activity and demand in the market to support the development of a
youth sports complex, given the climate, location and market for traveling youth sports
tournaments?
! What is the current and future likely market demand for local, regional and tournament-based
sports at a new complex in Collier County?
! What is the likelihood of attracting/securing tournaments in Collier County? What trends may
impact opportunities?
! Is sports tourism being accommodated by the “hospitality package”?
! How much would a recommended complex cost and would it need ongoing financial support
beyond the initial development?
! How would this ongoing youth sports activity benefit the area? What impacts are expected?
! What are the key marketing strategies to ensure success of Collier County’s sports and
hospitality package?
Many cities have used youth sports developments as activity and demand generators to enhance their
communities and overall development efforts. The activity of youth sports complexes (which are also used by
adult tournaments) can generate consistent usage, which provides consistent hotel and restaurant activity,
especially on weekends, which in many locations is a weak time of the week. In the case of Collier County,
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 3
the winter months and weekend periods experience strong performance as visitors flock south to avoid colder
climates. The ability to drive incremental business during non-peak periods such as late spring and summer
months will help to diversity the tourism industry in Collier County.
The findings suggest there is a demand for additional multipurpose fields and diamonds and that there is not
an overabundance of tournament-ready sites locally and in a region that is mostly accommodated by baseball
and softball facilities in Lee County. North Collier Regional Park is the only sports complex that can
accommodate sizeable events and many events require overflow fields nearby to accommodate event needs.
Traveling competitive teams frequently must use school and community parks, while some facilities focus on
a few traditional sports such as soccer, baseball or softball. Additionally, the County has redeveloped
underutilized facilities to accommodate the rapidly growing pickleball demand. The availability for large
regional youth tournaments is limited.
More specifically, however, the purpose of this study primarily focuses on what the short- and long-term
sports facility strategy that can accomplish the objectives of the CVB to host more and larger tournaments to
attract visitors, events and fulfilling the demand of the local participatory sports community through Parks and
Recreation programs. A new multi-use sports facility would serve a local audience well and tap into an already
strong regional demand in sports, along with providing options for growing sports such as pickleball, lacrosse
and field hockey. Partnering with local hotels is one important key to creating a sense of guest comfort,
considering the nearby accommodations.
Collier County leaders realize that a community amenity such as high quality sports facilities is valuable to the
city on many levels, and is rarely profitable when serving the community at rates affordable to a majority of
households. As such, a portion of the operating costs may be subsidized by outside sources to help fund the
cost of operation. The facility itself must be able to generate enough events on the calendar to keep it
operating without significant financial support. Almost no sports complex can completely pay for itself, so the
design and operating concept of any new facility should ensure that it can maximize revenues and minimize
expenses. A clear understanding of Parks and Recreation and CVB roles and objectives will be critical in the
programming of Collier County facilities moving forward. The balance between local use to accommodate
resident needs, while securing revenue-generating tournament will require strong partnerships between
stakeholders.
HSP met with key stakeholders, interviewed existing and potential facility users, analyzed the competition,
reviewed the physical and calendar situation four tournaments, analyzed the market, investigated comparable
situations and worked with the site options to fit an optimal development program.
The next portion of this executive summary includes key elements and conclusions from the report.
SUMMARY OF CONCLUSIONS
Collier County Facilities Overview
Collier County has a mix of community and regional parks that provide a range of athletic facilities and
recreational amenities for resident and visitors. The Collier County Parks and Recreation Department
manages the majority of athletic and recreation facilities and use at each park. In addition to park
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 4
management, the Parks Department also programs several parks with activities, leagues, camps, educational
classes and other recreation opportunities. While the Parks Department focuses on local programs, the
Florida’s Paradise Coast Convention and Visitors Bureau (CVB) pursues and secures events that attract non-
local visitors to Collier County. The core objectives of the CVB are to increase the number of new events, the
number of total visitors, economic impact and hotel room nights added as a result of the events secured or
retained in Collier County. By securing high-profile events, the CVB is attracting events that will rent and
generate revenue for the facility, while driving room nights and economic impact in the community. The
objectives between Parks and Recreation and CVBs are fundamentally different, however, the two must work
and create synergies in order to provide quality facilities for residents that, in turn, create a destination appeal
for event owners and visitors. Event owners interested in securing facilities for an event in Collier County
more than a year in advance must work with the CVB to secure facilities. Once there is an agreement in
place, the event owner then must sign a facility rental agreement with the Parks Department.
A critical element that the community will need to decide is the balance between local recreational use and
event-based use that attracts non-local visitors. This balance will impact the short- and long-term strategies
for both the Parks Department and CVB. Facilities with the goal to minimize operating deficits or possibly
breakeven will give revenue-generating events like tournaments scheduling priority on the weekends and
open weekdays to local and non-event activities. This allows Parks and Recreation programs to occur four to
five days during the week and any open weekends. Tournament priority on weekends allows CVBs to pursue
multi-day events that can attract thousands of visitors to the community, which will generate economic impact
on- and offsite of the sports venue. Currently, more than 65 percent of facility demand is generated by local
use, while tournament and event demand is generating approximately 35 percent. The majority of rental
revenue is generated from local user groups.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 5
The following table shows the events by sport from 2012 to 2016 in Collier County.
Table 1
Collier County - Historical Event Overview Collier County - Historical Event Day Overview
Sport 2012 2013 2014 2015 2016 Average
Soccer 8 8 15 14 3 10
Field Hockey --------8 8
Softball 4 8 13 5 3 7
Baseball 5 3 4 5 15 6
Basketball --1 4 4 11 5
Football 1 --7 5 --4
Golf 1 --4 5 5 4
Beach Volleyball ----3 ----3
Triathlon/Running 1 1 11 1 1 3
Volleyball --3 ------3
Lacrosse 2 1 3 4 4 3
Pickleball --2 2 2 4 3
BMX 1 --1 ----1
Body Building /Rugby ------1 --1
Crossfit ----1 ----1
Karate --1 1 ----1
Martial Arts ----1 ----1
Shooting ------1 --1
Stand Up Paddling --1 ------1
Surfing ----1 ----1
Tennis ------1 --1
Track and Field ------1 --1
Various --------1 1
Water Polo --1 ------1
Watercross ------1 1 1
Wrestling --------1 1
Total 23 30 71 50 57
Source: Naples, Marco Island, Everglades CVB
As the table shows, soccer tends to program the most events on an annual basis. The event types with the
most events in Collier County, on average, are outdoor sports, which include soccer, field hockey, softball and
baseball. Basketball generates the most indoor events.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 6
The following table shows an overview of the event data by park in 2015.
Table 2
Collier County - 2015 Event Overview by Park
Event Location Events Event Days Total Visitors
Total Room
Nights
North Collier RP 27 78 27,578 9,993
Multiple Locations*5 17 6,448 2,610
Tiburon Golf Club 4 14 4,328 8,875
Golden Gate CP 3 10 1,389 825
East Naples CP 2 6 1,075 1,000
Twin Eagles Golf Club 2 10 2,280 2,575
Fleischmann Park 1 2 900 270
Cindy Mysels Community Park (Gulf Coast)1 1 75 50
Naples Grande Beach Resort 1 4 165 200
Naples High School 1 6 2,125 2,250
St. John Neumann High School 1 3 750 500
Sugden Park 1 8 275 1,100
Vanderbilt Beach 1 3 1,800 1,100
Total 50 162 49,188 31,348
*Events at multiple locations
Source: Naples, Marco Island, Everglades CVB
North Collier Regional Park is the primary sports and recreation facility in Collier County. The remaining
facilities in the County primarily consist of community parks, which are intended to meet local recreation and
social needs rather than large tournaments. The average community park is approximately 17 acres.
Demonstrated by the parks in Collier County, NCRP is hosting the majority of tournaments while the
community parks are accommodating overflow needs or specific events. NCRP is a large-scale, regionally
based park that consolidates programmed adult and youth athletic facilities that is capable of accommodating
tournament events as well as local uses and programs.
Local Demographics and Economy
Collier County is located in southwest Florida. Collier County comprises the Naples-Immokalee-Marco Island,
FL Metropolitan Statistical Area. The county seat is East Naples and the largest city is Naples. As of the 2010
census, the population was 321,520. In general, the size of a local population base can help determine the
potential demand for many types of developments. While local residents will generate a portion of demand,
out-of-town visitors will be the driving force of new economic impact as a result of any new developments.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 7
The following table shows population changes in the United States, the State of Florida, Collier County, the
MSA and the City of Naples.
Table 3
Population and Growth Rates
Population Percent Change
1990 2000 2010 2014 Estimate 2000-2010
United States 248,709,873 281,421,906 308,745,538 318,857,056 9.7%
Florida 12,937,926 15,982,378 18,801,310 19,893,297 17.6%
Naples-Immokalee-Marco Island MSA 152,099 251,377 321,520 348,777 27.9%
Collier County 152,099 251,377 321,520 348,777 27.9%
City of Naples 19,505 24,980 22,617 20,968 -9.5%
City Pop. As % of Metro Area 12.8%9.9%7.0%6.0%--
Source: U.S. Census Bureau, Hunden Strategic Partners
Collier County is largely a rapidly growing resort community populated with many transient residents and
tourists that are affluent. Besides those that stay in the area for the winter, the permanent population is
swelling along to the northeast and southeast of Naples. Interstate 75 is the area’s link to both the Miami area
to the east and the Gulf Coast shore cities of Tampa-St. Petersburg and Fort Myers and points northward.
The beauty of the coastal islands, beaches, cities and the Everglades make the county a popular area for
tourists, which is helpful in driving visitation to the area, and is essential for this county in its quest to bring
families that would participate in a youth-sports campus. The area’s high level of education, affluence and
overall growth make Collier County ripe for building on its natural attractiveness with more amenities for the
burgeoning permanent population of families. What was once merely a winter destination based on its
beaches and attractive island resorts, is rapidly becoming a substantial metropolitan area in its own right, and
needs to develop metropolitan-style attractions and amenities to serve its growing population.
Local Sports Facility Supply Analysis
HSP evaluated the local indoor and outdoor sports facilities to determine both the supply of local facilities for
sports as well as the existing demand to determine if more facilities are needed to support local use and how
the existing facilities may handle tournaments.
Various athletic facilities, primarily outdoor, exist throughout Collier County. The existing sports facility supply
in Collier County is mostly recreational in nature with a few venues that are high enough quality and offer the
necessary facilities and amenities to accommodate tournament use. As the sports tourism market continues
to grow, local facilities are growing from small recreational parks with a few fields or courts to large
tournament facilities that are drawing teams from out-of-state.
Locally, the area has few sports facilities that may compete with regional facilities for regional and national
events. In addition to any proposed development, other facilities may complement new sports complex
developments because they could be used for practice fields and substitute locations if a large tournament
takes place during a specific weekend.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 8
The following figure shows the sports facilities in Collier County.
Figure 1
HSP identified 14 relevant facilities in Collier County, including North Collier Regional Park, Fleischmann
Park, Veteran’s Park and the planned Big Corkscrew Island Regional Park.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 9
Sports Facility Demand Analysis
For any premier sports complex, the majority of high impact usage will be from tournaments or organizations
hosting state, regional and national events and events that attract out-of-state visitors. HSP contacted various
groups and stakeholders in the Collier County community that represent competitive and recreational sports
organizations, state association representatives, event organizers and other local demand generators. In
addition, this section includes information gathered about the current issues, challenges and suggestions for
how potential new or expanded sports facilities may be envisioned and utilized.
Even with the variety of facilities in Collier County and the surrounding area, interviews with local stakeholders
and sports leaders indicate that demand exists that exceeds supply. The following table summarizes the local
and regional sports supply of facilities and participation levels.
Table 4
Local, State and Regional Sports Overview
Supply of Facilities Participation Levels
Sport Local State Regional Local State Regional
Indoor
Basketball Low Low Medium Medium High High
Volleyball Low Low Medium High High High
Outdoor
Soccer Low High High High High High
Football Low Low Low High High High
Lacrosse Low Low Low Medium Medium Medium
Pickleball Medium Low Low High High Medium
Baseball Low High High High High High
Softball Low High High High High High
Source: Hunden Strategic Partners
The indoor sports of basketball and volleyball have a low level of supply for indoor facilities locally and state,
yet a medium supply level exists regionally. The participation level is also medium to high for those sports.
Local supply for field sports such as soccer, football, lacrosse, as well as diamonds sports like baseball and
softball have a low supply of facilities, while local participation is high for all except lacrosse, which has a
moderate amount of participation. Pickleball has become one of the fastest growing sports in the United
States and popularized by the Boomer generation. Football, lacrosse and pickleball all have a low supply of
facilities in the state and regionally. Soccer, football, baseball and softball all have high participation levels
locally, statewide and regionally, while pickleball participation is continually growing and increasing the fastest
on the west and east coasts.
The following table shows the assessment of facility and participation growth locally, statewide and regionally.
Green arrows represent growth, yellow dashes represent flat participation, and red arrows represent
participation decline. The larger the arrow, the greater the growth.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 10
Table 5
Local, State and Regional Sports Trends
Supply of Facilities Participation Growth
Sport Local State Regional Local State Regional
Indoor
Basketball
Volleyball
Outdoor
Soccer
Football
Lacrosse
Pickleball
Baseball
Softball
Source: Hunden Strategic Partners
As shown, the supply for indoor facilities is relatively level partly due to the difficult business models of indoor
athletic facilities. Communities across the state and region are developing soccer, baseball and softball fields.
Local development is modest. Big Corkscrew Island Regional Park will add a modest number of facilities to
the Collier market. Participation growth locally, in Florida and the regionally is modest across most sports.
Pickleball, soccer and softball are experiencing more growth than the other sports. Although national trends
show most sports participation declining, conversations with organizations in Florida provided the sense of
modest growth that is likely occurring due to the population growth in the metropolitan areas throughout the
state.
The following table shows the user group demand by use and the overall facility needs in Collier County.
Table 6
Collier County Sports Supply and Demand Matrix
User Group Demand Facility Needs
Sport Local Users Leagues Tournaments Low Medium High
Indoor
Basketball High High Medium
Volleyball High High Low
Outdoor
Soccer High High High
Football High High Medium
Lacrosse High High Medium
Pickleball High High Medium
Baseball High High Medium
Softball High High High
Source: Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 11
Indoor and outdoor sports have a high demand from local users and leagues, which correlates with the
necessity to add facilities in Collier County. The high demand from tournaments for soccer and softball can
only be accommodated by expanded or additional facilities. Volleyball has a modest tournament demand,
while football, lacrosse, pickleball and baseball all have a medium demand.
State and Regional Sports Facilities Analysis
HSP evaluated state and regional facilities to determine the level of competition in Florida and surrounding
region to understand the facility components that would competitively position Collier County as a potential
site for events in the state and potentially the region. The various sports complexes located in Florida
compete to host state tournaments, while appealing to local and regional users as a destination for practices,
leagues, neutral game sites and tournaments. These facilities, depending on location, are likely to compete
with a Collier County facility on a state, regional and potentially local level.
This section presents a range of youth sports complexes that all have similar characteristics to what is
envision in Collier County. While subtle differences are found between each facility, each complex’s business
model includes scheduling tournaments. These tournaments attract a significant number of non-local
attendees and has a direct impact on the local hotel market through room nights generated. These facilities
also maintain local leagues to help supplement each facility’s usage and financials.
Scheduling priorities are a challenge for nearly every facility. Facilities with expectations to generate economic
impact place an emphasis on tournaments while local groups are offered usage based on calendar availability
after tournaments are scheduled. Some facilities have demonstrated the ability to attract more than just
soccer, baseball or softball events, further enhancing usage opportunities and financial performance.
A sports complex’s success will depend on how well the facility’s schedulers and staff can meet the standards
set by these regional facilities. Not only do these complexes offer insight into the facility mix in the region, they
will also serve as competitors for many tournaments and events.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 12
The following table provides an overview of the competitive and comparable sports facilities that regularly host
tournaments and events in Florida and surrounding states.
Table 7
Collier County Regional Athletic Facilities
Facility City Miles from NCRP Basketball Diamonds Multipurpose Tennis Pickleball Volleyball Total
JetBlue Park Fort Myers 24 --7 6 ------13
Hammond Stadium/CenturyLink Sports Complex Fort Myers 25 --10 --------10
Englewood Sports Complex Englewood 93 --10 4 6 6 --26
Premier Sports Campus at Lakewood Ranch Lakewood Ranch 112 ----22 ------22
Lakewood Ranch Park Lakewood Ranch 115 --10 --------10
IMG Academy Bradenton 117 4 7 14 52 ----77
Sugar Sand Park Boca Raton 123 --6 --------6
Tamiami Park Miami 126 1 16 1 6 ----24
Lake Myrtle Sports Park Auburndale 138 --5 11 ------16
Village Park West Palm Beach 152 --4 20 ------24
Sid Lickton Complex Clearwater 160 --7 --------7
Eddie C. Moore Softball Complex Clearwater 162 --9 --------9
ESPN Wide World of Sports Complex Orlando 168 6 10 17 10 --12 55
Wiregrass Ranch Sports Complex*Tampa 172 --19 ------19
USTA Tennis Center Lake Nona 187 ------109 --109
Seminole County Sports Complex*Sanford 211 --15 --------15
Seminole Soccer Complex Sanford 211 ----11 ------11
Cocoa Expo Sports Center Cocoa 226 11 17 --14 ----42
Ocala Rotary Sportsplex Ocala 244 --11 --------11
Ormond Beach Sports Complex Ormond Beach 249 --9 10 ------19
Nations Park Newberry 285 --16 --------16
St. Augustine Little League St. Augustine 288 --9 ------9
Jacksonville Ice & Sportsplex Jacksonville 320 5 --------5 10
Patton Park Jacksonville 325 ----13 ------13
Meadows Soccer Complex Tallahassee 424 ----10 ------10
James Messer Sports Complex Tallahassee 431 --11 --------11
Frank Brown Park Panama City Beach 535 --9 7 4 ----20
Ashton Brosnaham Park Pensacola 616 ----10 ------10
Grand Park Athletic Complex Myrtle Beach 679 --9 --------9
Average ----5 10 11 29 6 9 22
North Collier Regional Park Collier County --2 5 8 ----4
Difference from average -3 -5 -3 -29 -6 -5
Source: Hunden Strategic Partners
There are a number of complexes with similar characteristics that are capable of hosting soccer,
baseball/softball and other field sports tournaments, and indoor tournaments in the surrounding region. Some
are smaller local facilities that host few tournaments while others are larger sites that are able to attract teams
from within a one-to-two-hour driving distance for a few annual tournaments. Others are large facilities that
have established robust and exhaustive tournament schedules for local and regional traveling teams. In each
case, local teams are offered usage based on calendar availability after tournaments are scheduled. Any
association that can be made with an established family of travel teams known in the region will help
crystalize relationships that could build premier tournaments, which is a necessity for success. These
tournaments attract a significant number of non-local attendees and has a direct impact on the local hotel
market through room nights generated. These facilities also organize local leagues and have local tenant
groups to help supplement each facility’s usage and financials.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 13
Sports Complex Industry Background
In the United States several types of sport facilities and complexes exist for youth and adults, for recreational,
competitive, interscholastic and intercollegiate sports and fitness activities. High schools, colleges and
universities have facilities for the students of their schools, and these facilities often allow non-students to use
the sports and recreational facilities for a fee. Municipalities and other local government entities own and
operate recreational facilities with a wide range of services. Private sports and fitness facilities provide the
public with fee-based sports and recreation opportunities. The advent of large, multi-sport youth and
recreation complexes has been driven by several factors: the increase in travel sport programs and the
recognition by communities that such relatively inexpensive complexes can generate significant economic
impacts in the form of room nights and related travel spending.
Travel Teams
A major and growing trend in youth sports is the growth of elite or travel teams throughout the United States.
Begun as a way to play a chosen sport in the summer months for high school team sports participants, the
trend has increasingly become less tied to high school programs and has included younger players. In some
sports, such as basketball and baseball, independent travel teams have become the most important forum for
college recruiting and scouting. This has placed more and more emphasis on travel team sports for those
players seeking scholarships to major Division I colleges, and even in a few instances going directly to
professional sports after high school.
Youth sport travel is one of the fastest growing segments of the travel industry, outpacing leisure travel
overall, and growing numbers of families are finding their summer weekends filled with trips to tournaments
and competitions. Although tournaments are being held year-round, there are a limited number of top-tier
travel weekends families regularly travel long distances on.
The following table shows the weekends families are regularly choosing to travel for sports.
Table 8
Primary Travel Weekends
Weekend Month
Labor Day September
Columbus Day October
Thanksgiving November
Xmas/New Years December
MLK Weekend January
Presidents Day February
Easter March
Memorial Day May
Independence Day July
Mothers Day May
Source: Clancy's Sports, HSP
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 14
The primary tournament weekends nationally are over extended holiday weekends. The month of August has
very few events because travel season are ending and youth are returning back to school.
The criticism of some aspects of travel teams, along with the growing cost and time commitment, may grow to
force a slowdown of youth sports travel teams. However, presently travel teams are a large part of the existing
youth sports culture and those teams will continue to be a major aspect of youth team sports in the near
future.
Several significant trends currently shape youth and adult recreational and competitive sports.
! There is tremendous growth in participation by girls and women in the past three decades in
many types of sports, especially softball, soccer and volleyball.
! There is continued popularity of certain sports, including soccer, baseball and basketball.
! There has been recent growth in popularity of certain sports, such as lacrosse and rugby, as
well as the decrease in popularity of adult softball. Cricket is also increasing with continued
immigration by South Asians.
! There has been incredible growth in the popularity of regional and national tournaments for
youth, creating travel and elite all-star teams.
! With the increase in travel leagues, there has been a significant rise in the creation of multi-field
and multi-discipline sports complexes to serve the local community and provide a venue for
regional tournaments. These have generated thousands of weekend hotel room nights for their
home communities.
! There has been a trend toward less municipal and county involvement in certain sports
programs due to budget and financial concerns, corresponding with the rise in private, for-profit
organizations that provide outlets for those who can pay for the use of the facilities. However,
more communities are spending economic development dollars to create tournament facilities,
often with private participation and management.
These trends show that recreational and youth sports and athletics are still growing in popularity. The trends
also show that youth sports and recreational sports, historically a local, non-profit enterprise, has become
more centralized, regional and sometimes national in scope. In many cases recreational and youth sports
have become a business as well as an athletic endeavor.
Tournament Market Analysis
One major trend in youth sports is the rise of travel teams that participate in regional, statewide or multi-state
tournaments. This trend has led to more youth being involved as a single-sport participant, especially as the
participant ages and moves into higher skill levels above age 12 or 13. The result of this trend is that localities
have begun to understand the economic benefits of hosting such tournaments. Therefore, more localities are
developing athletic complexes with the intention of not only providing the local community with athletic
opportunities, but economic benefits such as hotel room nights and restaurant spending. The athletic
complexes are built with the intention to encourage regional, multi-day tournaments that will bring participants
and families to the area to stay overnight and contribute to the local economy.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 15
The demands on the new multi-field parks are increasing due to increased competition. To attract regional
and even national tournaments, the athletic complexes are adding amenities such as championship-quality
fields, an arena-type field for playoffs and finals, and higher levels of quality in bathrooms, concessions and
other facilities. These demands drive the costs of the facilities higher.
Localities that construct such multi-field/court facilities can benefit from the travel teams, such as soccer,
baseball, softball, basketball and volleyball. However, at some point specific areas could become saturated
with multi-use fields. Supply will overtake demand and to remain competitive facilities will have to provide
more services and a lower cost, which would then cause operating losses. The convention center industry is a
recent victim of oversupply, due to communities attempting to race to the top in terms of larger facilities and
amenities beyond what the economics of the industry could support. The industry now struggles due to
oversupply.
Clubs and sponsors throughout the country book up weekends virtually every month of the year hosting
tournaments, thus allowing teams to travel or stay local and compete as much as they want. It's big business
for many clubs and event owners that host events, and typically for the cities and counties where they're held.
Many area tournaments will see repeat traffic from year to year, but with new and competing events popping
up all the time, event owners and cities cannot become complacent.
Event owners will market an event four to five months, while others will market year-round and start on the
following year event as the current event is taking place. Clubs will enlist teams, coaches and staff to help
spread the word about events, in part by talking to the coaches of the teams they face both locally and at out-
of-town events. From a club perspective, a whole club may pitch in to sell an event to participants and to help
run it, serving volunteer hours to make sure the fields are lined, facilities are kept clean and every need is
met. A successful tournament pays off for clubs because it can be a significant revenue-generating event.
Event revenues not only help the host clubs, it can be a boon for the local economy through spending at
restaurants, gasoline stations, hotels, stores and more.
Large events like tournaments are instrumental in funding and generating revenue for athletic complexes, but
determining the ideal balance between tournaments, league and open use will be essential when managing a
facility calendar. It is also important to identify the requirements and expectations of governing bodies and
event organizers to better understand the level of events and activities a sports complex in Collier County can
expect to attract.
Hotel Market Analysis
HSP profiled the local hotel market to understand its quality, performance, change in character over time and
other data that will help to understand the potential impact on sports tourism in Collier County.
The following table shows the lodging summary of the Collier County area market-by-market class.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 16
Table 9
Lodging Summary: Collier County
Market Class Rooms % of
Total Rooms Hotels Rooms
per Hotel
Avg.
Opening Year
Avg. Age
in Years
Luxury 2,350 37%9 261 Mar-88 28
Upper Upscale 1,119 18%13 86 Feb-89 27
Upscale 935 15%10 94 May-91 25
Upper Midscale 1,202 19%11 109 Dec-82 33
Midscale 721 11%13 55 May-75 41
Total / Average 6,327 100%56 113 Apr-85 25
Source: Smith Travel Reasearch, Hunden Strategic Partners
The market in total includes 6,327 rooms. More than a third of hotel rooms are luxury, followed by Upper
Upscale and Upper Midscale representing more than a third collectively. The average age of these rooms is
25 years old.
Logic suggests that the closer facilities are to hotels and restaurants, the better the match. The hotels must
also be the right kind. Each event has its own housing requirements. Many team events are looking for
“double doubles” and a free breakfast. The luxury market class represents approximately a third of the hotel
market, which pose a challenge for event organizers seeking rooms during peak tourism periods or if other
events are in town as well. However, there is a relatively even mix of quality and service type in the market.
Unaccommodated demand is defined as demand that would have been captured by the market but for a lack
of available or quality rooms. This demand is therefore deferred to later dates, accepts lesser-preferred
accommodations, moves just outside the competitive set, moves its business to another area, or cancels
plans altogether. Therefore, as new properties are added to the market, it is expected that this demand will be
accommodated by the new supply, suggesting that when new hotels are added, they do not cannibalize
existing market demand, but accommodate previously unaccommodated demand. While it is not possible to
accurately predict all unaccommodated demand, a decent figure can be inferred from occupancy data.
The following table shows the occupancy by day of the week per month for the twelve months of 2015. Days
of the week with occupancy between 75 and 80 percent are shown in yellow, suggesting mild displacement
and unaccommodated demand, while orange shows days with 80 to 90 percent occupancy, suggesting very
likely displacement. Days in red are for times when occupancy was beyond 90 percent for the set, suggesting
near-certain displacement.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 17
Table 10
Occupancy Percent by Day of Week by Month: 2015
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Avg
Jan-15 64.4%72.5%74.3%76.6%77.7%77.9%77.7%74.4%
Feb-15 80.1%84.4%87.8%90.0%91.9%89.7%90.2%87.7%
Mar-15 75.3%82.9%86.1%88.1%87.9%87.6%87.6%85.1%
Apr-15 64.4%73.1%76.5%78.5%78.0%80.5%81.9%76.1%
May-15 61.8%59.5%65.0%67.4%68.7%76.1%79.9%68.3%
Jun-15 49.7%55.2%57.7%61.1%61.1%70.0%74.8%61.4%
Jul-15 50.2%59.6%66.6%64.2%63.0%71.7%77.4%64.7%
Aug-15 42.6%48.4%54.7%53.3%53.3%57.7%62.5%53.2%
Sep-15 47.7%43.9%47.8%49.0%48.0%57.0%64.8%51.2%
Oct-15 52.3%58.8%60.9%62.1%61.2%63.8%66.2%60.7%
Nov-15 50.9%59.8%65.3%69.0%72.2%74.3%74.0%66.5%
Dec-15 59.5%67.3%65.8%64.7%65.6%62.0%67.4%64.6%
Average 58.2%63.6%67.1%68.3%69.1%72.3%75.1%
Sources: Smith Travel Research
Each cell is an average of four specific dates, for example Wednesdays in February averaged 90 percent
occupancy. As shown, Wednesday through Saturday occupancy February 2015 through April 2015 was
consistently high, with the majority of those days more than 77 percent occupancy. Weekday occupancy is at
its lowest during September ranging from 43 percent on Mondays up to 49 percent on Wednesdays. The
seasonality demonstrates Collier County is a strong leisure market as well as healthy corporate demand
during the week.
The following table shows the ADR by day of the week per month for 2015. The yellow cells represent ADR
values from $100 to $140, the orange cells represent values from $140 to $180, and the red cells are all
values above $180.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 18
Table 11
Average Daily Rate by Day of Week by Month: 2015
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Avg
Jan-15 $ 250.51 $ 232.54 $ 229.00 $ 231.67 $ 265.82 $ 260.94 $ 250.49 $ 247.13
Feb-15 $ 306.79 $ 293.50 $ 290.90 $ 295.94 $ 307.30 $ 315.65 $ 318.76 $ 304.12
Mar-15 $ 332.81 $ 322.41 $ 334.21 $ 325.74 $ 335.44 $ 335.25 $ 338.92 $ 331.89
Apr-15 $ 249.85 $ 234.45 $ 239.24 $ 252.29 $ 275.48 $ 279.20 $ 265.36 $ 257.04
May-15 $ 181.85 $ 162.36 $ 160.27 $ 163.43 $ 169.80 $ 188.66 $ 188.95 $ 174.86
Jun-15 $ 155.30 $ 143.21 $ 141.14 $ 141.75 $ 152.46 $ 168.83 $ 169.66 $ 152.46
Jul-15 $ 154.35 $ 144.06 $ 145.61 $ 148.01 $ 163.21 $ 176.44 $ 179.84 $ 159.15
Aug-15 $ 143.04 $ 137.86 $ 138.11 $ 136.73 $ 144.39 $ 154.98 $ 155.16 $ 144.42
Sep-15 $ 143.10 $ 122.80 $ 124.06 $ 127.77 $ 135.41 $ 152.96 $ 154.45 $ 136.47
Oct-15 $ 166.04 $ 156.30 $ 153.46 $ 156.24 $ 159.18 $ 166.07 $ 167.23 $ 160.98
Nov-15 $ 166.15 $ 160.81 $ 169.84 $ 179.39 $ 186.32 $ 189.02 $ 183.43 $ 175.56
Dec-15 $ 219.64 $ 219.06 $ 210.66 $ 220.09 $ 227.95 $ 201.20 $ 213.73 $ 216.39
Average $ 205.80 $ 193.88 $ 195.31 $ 197.39 $ 210.99 $ 214.40 $ 213.57
Sources: Smith Travel Research
The highest average daily rates occur on Friday’s and Saturday’s in March, at $335.25 and $338.92,
respectively. The market has considerable variance on a monthly basis, from an average of $136.47 in
September to an average of $331.89 in July. The days of the week with the lowest ADR are Monday’s and
Tuesday’s with an average between $193 and $195. Overall, Fridays have the highest ADR during the week.
The Collier County hotel market is composed of a mix of market class options, however approximately one-
third of the hotel inventory are luxury accommodations. There are enough quality hotels downtown, and the
market is strong enough, that there is an opportunity for a successful hospitality package, if marketed right.
Occupancy, rate and overall performance of hotels has improved to the point where group business,
particularly youth sports tourism, could be priced out of the market and/or demand is so high that rooms will
not be available. The sports tourism market is generally price conscious and usually seek hotel rates that are
approximately $140 or less per night. As rates increase above this threshold, event organizers and potential
visitors begin to look at other destinations. A compelling destination has the opportunity to offset this
challenge by offering other unique experiences and amenities that cannot be had anywhere else. In short, if
the County and event owners create attractive hotel packages for tournament participants in Collier County,
there should be little reason for a family or team to leave the area for any need during their stay, beyond the
beach, which is available within the County and within a short drive.
Recommendations
Based on the comprehensive analysis of the market, the needs of tournaments and leagues, the projected
development of competitive and recreation athletic facilities, and the overall market, HSP’s recommendations
are targeted to meet Collier County’s mission to provide a state-of-the-art venue that can provide adequate
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 19
sports opportunities and economic impact for the local community and be a platform for regional and national
events, while operating facilities with minimal public subsidy.
The proposed recommendations are intended to optimize Collier County’s ability to attract tournaments and
support local organizations simultaneously, all while being accommodated on one site. The goal is to integrate
critical elements that will optimize new sports facilities and increases economic activity from beyond the local
area. The HSP Team collaborated with the Client and community stakeholders to identify potential sites and
develop a development concept that best serves the community. After review and discussion, the team began
to focus on outdoor facilities, based on the market indications of what was most needed and sensible.
The details of each recommendation are presented below.
Multipurpose Fields (Soccer, Football, Lacrosse, etc.)
! Eight fields including one field that can be programmed as a championship field with seating to
create a stadium atmosphere during high profile events. This offers sufficient fields for
competition and practice during events. Tournament organizers typically schedule age/gender
competitions using a pod format. Generally, the pod format is four-field units.
! Fields should be lighted, which provides scheduling flexibility and extends the timeframe for daily
use. Some organizations such as USYSA and NIRSA seek facilities with lights. It is suggested
that installation should be in four-field units if programming limits the number of lighted fields.
! The playing surface of the fields is suggested to be artificial turf.
! Championship field. It is suggested one field to be programmed as a championship field. It is
encouraged that one field has berms for seating or can be programmed with additional seating
for large championships games/matches. Large organizations are looking for a “mini-stadium”
atmosphere for events and as a competitive incentive for teams.
! The recommended site should be large enough to allow for future expansion. The expansion
area should allow for at least eight additional multipurpose fields.
Baseball/Softball Facilities
! A standard rule of thumb for softball tournaments is one field for every ten youth teams and one
field for every fifteen adult teams. Regional tournaments can range from 20 teams up to 60
teams. National tournaments have consisted up to 172 teams. It is suggested that the sports
complex include eight diamonds.
! Turf Type. It is recommended the baseball/softball fields be constructed with artificial turf. This
allows for both softball and baseball use at all age and competition levels. Artificial turf provides
maximum programming flexibility and minimizes the impact of inclement weather.
! Field size. It is recommended that Collier County have fields with a minimum 300-foot fence.
This meets the minimum needs for adult competitions while still acceptable for youth (which use
a 200-foot fence distance). Portable fences can be installed for youth competitions if a shorter
fence distance is desired. Additionally, the infield should also be designed so that the base paths
can be adjusted to shorter distances for youth competition.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 20
! All fields should be lighted, which provides scheduling flexibility and extends the timeframe for
daily use. This is an important feature for both youth and adult league and recreational play,
which are largely scheduled during evening hours to accommodate community residents.
! Field overlay. Generally, overlays are multipurpose fields that overlap the outfields of baseball or
softball fields. Artificial turf baseball/softball fields provide the opportunity and flexibility to
program the outfields with multipurpose fields when not utilized for baseball/softball programs.
The also increased the number of available and potential fields for events and use. Based on the
design of the baseball/softball fields, they may not support full-sized multipurpose fields.
Other Recommendations
! Offer sufficient space for vendors/concessionaires to operate during events.
! Parking. Common concern of tournament organizers is not enough parking. A common metric
used for athletic facilities is to allocate 100 to 150 parking spaces (1.0 – 1.5 acres) per field. In
order to accommodate the parking needs for the recommended facilities, 1,600 to 2,400 parking
spaces (16 to 24 acres) would need to be programmed onsite. Options for overflow parking and
shuttling should be provided.
! Concessions. Beyond the concessions that should be a part of the announcer/scorekeeper’s
booth for the diamond facilities, an additional set of concessions should be developed, at least
one concession building for the multipurpose fields. Because of the size of soccer fields, a
second concession/amenity building should be considered for these fields.
! Changing/Locker Rooms. Changing/locker rooms should be provided, two for each sport, and
these could be designed into the concession and restroom buildings.
! Restrooms. These should be provided, at least one for each sport and designed in concert with
locker rooms and concessions.
! Areas for event organizers and staff. Event organizers need locations for event headquarters to
conduct their business and meetings. Also, tournament officials and referees regularly do not
have a base location to change or operate from. Two small meeting rooms, with bathrooms,
should be provided for each sport.
! Result/Scoreboards. Provide space for scorekeepers and a visible scoreboard for fields, one per
sport.
! Internet/Wi-Fi. Event organizers lose capacity and effectiveness when they do not have access
to sufficient Internet bandwidth. The facility should host a specific Internet connection (preferably
wireless).
! It is recommended that governing bodies be consulted for their facility assistance resources in
the design and layout process. Governing bodies such as USYSA offer free services to optimize
the highest and best use for each particular sports facility design and layout, in accordance with
their facility specifications. Additionally, many offer opportunities for grants that can be used to
help offset design and potentially construction costs.
Hotels, Restaurants and Retail
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 21
! Hotel development should be encouraged in the immediate vicinity of the facility. This will
mitigate the concern of the location of the facility away from the hotel cluster along Tamiami
Trail. A hotel would serve multiple demand generators in Collier County, not just the sports
facilities.
! Convenience retail should be developed near the sports facilities. This should include a drug
store at minimum.
! Several restaurants should be developed near the proposed sports complex, including a coffee
shop, two to three “fast casual” restaurants such as Subway or Panera as well as one or two full-
service restaurants, such as a TGI Fridays or Chili’s. These do not need to be national chains,
but should cater to families with children.
Site Analysis
When considering potential sites for sports facilities within Collier County, there are a number of criteria that
should be identified and clearly addressed as sites are considered. The site should benefit from high visibility
and easy access from the major thoroughfares, although is not 100 percent necessary. Visitors traveling from
outside the area must also be able to conveniently navigate through signage and landmarks as simply as
possible. What is more important for the success of the development is that it be located near other support
amenities, restaurants, hotels and have enough room for parking and overflow activities. In addition, the site
must be large enough to accommodate large tournaments or multiple events and parking, and be inexpensive
enough to make the development feasible, yet high quality enough to be a regional attraction.
The following considerations would help to identify a preferred site for locating a new indoor athletic or
multipurpose facility in Collier County.
Urban Issues
! Compatibility with Adjacent Land Uses: Land adjacent to potential site should not be used for
low-density residential, where sensitivity of neighbors will be an issue, or noxious uses such as
industry. Best case is tourism-related uses such as restaurants, transient housing and retail.
! Facility Image/Visibility: Site offers good views of a possible new facility from one or more
favorable vantage points.
! Quality of User Experience: Visitors to the site are likely to have a pleasant experience, either
because of scenic qualities of the site and surroundings, or because of vibrant urban
development valued by visitors.
! Proximity to Existing Hotels is often a key determinant of preferred sites.
! Proximity to Dining/Retail/Entertainment is a secondary, but still very important criterion for
selection of preferred sites.
! Proximity to Existing Parking Resources: If it is possible to legally utilize off-site parking
resources to satisfy some of the parking demand generated by the facility, this can help to
reduce the land required and site development cost of the facility.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 22
! Business Development Potential (new/existing): An important urban consideration is whether
land or available (vacant) buildings exist in proximity to the potential site such that new
development of private businesses, housing, or retail could be catalyzed by the project.
Transportation
! Vehicular Access: An ideal site will be readily accessible to cars, buses and delivery vehicles
using existing roadway systems. Proximate location to interstates and other major thoroughfares
will provide easy access for visitors. Worst case is new roadways would be required; best case
is existing roadways can handle expected traffic to the facility without modification.
! Adequacy of Proposed Parking Strategy: The site, together with any usable off-site parking
resources, should be able to accommodate the parking demand generated by the proposed
facility.
! Pedestrian Access: Is the site accessible to pedestrians (including disabled pedestrians)? Is
there a good existing infrastructure of sidewalks, crosswalks and (if needed) protected
intersections?
! Public/Alternative Transit: Is the candidate site served by public transit on existing routes, or by
alternative transit systems such as ferries, light rail, streetcars, people movers, trails,
greenways, etc.?
Site Factors
! Site Size, Configuration, and Shape: The overall size and shape of the site must be conducive to
the type of development proposed. Generally, developments will require adequate land for open
space, detention, parking, landscaping, etc.
! Potential Views from Site: Does the potential site offer unique vistas or prospects that add to its
appeal?
! Topography/Slope: Sites without steep slopes to allow construction of buildings and parking
without excessive grading, cut, or fill is preferred. Extensive site work can be very expensive.
! Geologic or Water Table Issues: Are there known issues with site geology (such as visible rock
outcroppings) that would suggest difficulty in construction? Is the candidate site known to have a
high water table that could require mitigation?
! Archeological Resource Issues: Is the potential site likely to trigger required archeological
investigation in its development or redevelopment? This would be triggered if the site was part of
earliest known settlement of the community, or was otherwise known to be historically sensitive.
! Demolition - Extent, Historic: Are there numerous structures that would have to be cleared to
make the site suitable for development/redevelopment? If historic structures exist, local historic
preservation or other groups may pose objections to development of the site.
! Environmental Issues/Remediation: The potential site should consider environmental issues
requiring remediation or making development difficult. In addition to known hazardous materials,
wetlands, streamway or floodplain issues should also be considered.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 23
! Zoning/Regulatory Issues: Considerations should be given to the difficulty of zoning or land use
changes if required. The best-case scenario is current zoning permits development of proposed
facilities.
! Potential for Expansion: The ability to accommodate future expansion of the facility, if warranted,
must be considered. If not, adjacent undeveloped land will be assessed in order to understand if
there is available for acquisition in the future.
Cost Factors
! Land Acquisition Cost: The best-case scenario is the Client already owns the land. Next best-
case option is publicly-owned land that can be made available without a purchase transaction.
Less than ideal situations are when identified sites are privately-owned. The worst-case scenario
would be multiple private owners requiring parcel assembly. The costs to acquire privately-
owned parcels can be very costly and not feasible options for the project.
! Ability to Meet Proposed Schedule: Any encumbrances on the potential sites would make it
difficult to place under development in accordance with proposed project timelines.
The following table shows potential sites identified and assessed by the HSP Team, Client and County
officials and stakeholders to determine a possible location for expanded and/or new facilities.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 24
Table 12
Collier County Site Options
Site
Hussey Parcel
Immokalee Airport
Resource Recovery Business Park
I-75 County Tract
Water/Sewer Site at Orangetree
City Gate
Future Vanderbilt Beach Road Extension Park
Collier County Fairgrounds
North Collier Regional Park
Manatee Park
Future School Site
Big Corkscrew Island Regional Park site
Hacienda Lakes
Randall Curve Parcel
Magnolia Pond Drive
Swamp Buggy Grounds
First Assembly Church
Shady Hollow
East Gateway
Marco Island Group
I-75/Alligator Alley
Collier Blvd Mixed Use
GG Commerce Park
Marco Vision and Stewardship
Amerisite
North Naples Middle School
Veterans Memorial School
Ave Maria
Source: Collier County
Collier County Site Options
Ownership
Private
Collier County
Collier County
Collier County
Collier County
Private
Collier County
Collier County
Collier County
Collier County
School Board
Collier County
Private
Collier County
Private
Private
Private
Collier County
Private
Private
Private
Private
Private
Private
Private
School Board
School Board
Private
Collier County Site Options
Approximate
Size (Acres)Suitability
2,547 Land use and infrastructure challenges, privately-owned
692 Land use and infrastructure challenges, committed to alternative use
344 Dedicated land use, restrictive covenants
306 Land use and infrastructure challenges, County-owned
216 Committed to alternative use
153 Large enough, privately-owned
122 Lacks proximity to activity nodes, current infrastructure challenges
68 County-owned, land use challenges
60 County-owned, land use challenges
60 County-owned, land use challenges
60 Committed to alternative use
59 Lacks proximity to activity nodes, development plans underway
50 Site too small
48 Site too small
46 Site too small
45 Site too small
43 Site too small
43 Site too small
37 Site too small
30 Site too small
30 Site too small
25 Site too small
25 Site too small
24 Site too small
18 Site too small
13 Site too small
8 Site too small
Varies Lacks proximity to activity nodes
Approximately 28 sites throughout Collier County were reviewed and assessed as possible opportunities.
There are 11 Collier County-owned, 14 privately-owned and three School Board-owned sites reviewed during
the process. Sites range from less than ten acres to more than 2,500 acres. The physical requirements of the
recommended facilities and fields suggest a minimum site size of approximately 60 acres.
Based on the above general criteria and the need for approximately 60 acres to accommodate the
recommended facilities as well as parking, the HSP Team identified six sites to test fit the recommended
facilities. The following tables assesses the six scenarios based on physical metrics as well as important
factors event organizers consider when selecting facilities for events. It is recommended that further detailed
analyses of environmental and development concerns of any proposed site be performed before selecting
one particular site.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 25
The following table shows the assessed sites listed by the estimated time to development
Table 13
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
North Collier Regional Park Collier County Expansion Excellent 60.0 Limited TBD Short- to Mid-term < 3.5 miles 4 523 Yes
I-75 County Tract Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
Collier County Fairgrounds / Big Corkscrew Regional Park Collier County New Good 127.0 Yes TBD Mid- to Long-term > 11.5 miles 1 91 No
Manatee Park Collier County New Fair 60.0 Limited TBD Mid- to Long-term > 5.0 miles 2 101 Yes
Future Vanderbilt Beach Road Extension Park Collier County New Fair 122.4 Yes TBD Long-term > 11.5 miles 1 91 No
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
Costs
Potential for
ExpansionSizeAccess &
Visibility
The next table shows the assessed site listed by distance to closest hotel node.
Table 14
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
I-75 County Tract Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
North Collier Regional Park Collier County Expansion Excellent 60.0 Limited TBD Short- to Mid-term < 3.5 miles 4 523 Yes
Manatee Park Collier County New Fair 60.0 Limited TBD Mid- to Long-term > 5.0 miles 2 101 Yes
Collier County Fairgrounds / Big Corkscrew Regional Park Collier County New Good 127.0 Yes TBD Mid- to Long-term > 11.5 miles 1 91 No
Future Vanderbilt Beach Road Extension Park Collier County New Fair 122.4 Yes TBD Long-term > 11.5 miles 1 91 No
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
CostsPotential for
ExpansionSizeAccess &
Visibility
The following discussion analyzes the conditions for development of a sports facility to better provide for
Collier County and the benefits of related offshoot business, for ease of traveling from outside the county,
potential group demand, the local business community and any unaccommodated demand from nearby
sports and tournament complexes. The positive and negative aspects of each site were assessed taking into
account the proposed developments, Collier County, surrounding community and existing facilities.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 26
The following figure illustrates the proposed sports complex sites.
Figure 2
The following section describes each site and provides a preliminary test fit to determine if each site can
accommodate the recommended facilities, parking and any potential future expansion. These do not
represent a recommended configuration, but rather assist in the assessment process. Each test fit will show
the site under review with the recommended facilities outlined with solid lines. The facilities outlined with a
dashed-line represent potential future expansion and the shaded areas represent parking.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 27
Example Development Scenario
HSP presented two location and programming scenarios for a sports complex. One site shows a full build out
of the recommended facilities with potential future expansion. The other site shows a smaller, phased
scenario at NCRP that would expand the existing facilities and retain a large portion of the undeveloped park
area north of the adjacent neighborhood.
The following figure shows an example schematic design of the I-75 County Tract site.
Figure 3
Potential Future Expansion
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 28
The following figure shows estimated magnitude of costs for the I-75 County Tract site.
Table 15
I-75 County Tract Sports Complex
Estimated Order of Magnitude Costs
Item Unit Quantity Price Subtotal
Site Preparation (60% of Site)CY/SY 294,575 $50 $14,728,750
Fill, demucking, clearing / grubbing (assumes 3 ft. depth - no geotechnical)$14,728,750
Fields Field 16 $600,000 $9,600,000
Sub-grade, drainage, profile, irrigation, seeding, lighting, fencing, miscellaneous $9,600,000
Infrastructure / Support
Irrigation building Building 1 $12,000 $12,000
Field House Building 1 $600,000 $600,000
Baseball Tower Building 2 $450,000 $900,000
Electrical Distribution on Site (40% of Site)SF 1,767,454 $2.00 $3,534,908
Parking Space 1,440 $3,000 $4,320,000
Roadway LF 4,195 $1,900 $7,970,500
General Landscaping SF 2,458,176 $2.25 $5,530,896
Hardscape (non-vehicular)SF 30,000 $12.00 $360,000
General Site Lighting (parking / roadway / walkway areas)SF 809,730 $4.00 $3,238,920
Site Signage Allowance Lump Sum 1 $100,000 $100,000
$26,567,224
Subtotal $50,895,974
Contingency (15%)$7,634,396
Total Allowance $58,530,370
*Other Costs Not Included: Off-Site Utilities, Design, Permit Fees Reports, Investigations Environmental, Mitigation Tree, Wildlife Protection Water Features,
Drainage Features (wells, retention) Artificial Turf, Scoreboards
Source: BEA Architects Inc., Hunden Strategic Partners
The recommended full build out development cost is estimated to be $58.8 million. The site preparation costs
are estimated at nearly $15 million. The assumption of wetlands and other environmental issues are expected
to add costs to development of a site like the I-75 County Tract. The field costs are estimated at $9.6 million,
while infrastructure and support costs are estimated at $26.5 million.
The estimated costs are assumed to be accounted for in the site work, infrastructure and contingency costs. It
is important to note, the costs are estimations and it is highly recommended the appropriate environmental
studies are conducted to determine the amount of wetland and imperiled species mitigation is required on the
site. Above costs are general allowances for "order-of-magnitude" construction costs for preliminary budgeting
only. The cost information is not based on a sufficiently developed site-specific project design, nor has it been
vetted with Collier County local contractors. Site preparation costs may increase due to site conditions and
recommendations of geotechnical engineer.
Phased Development
The construction of sports complexes across the country is on the rise. However, municipalities are
developing sports complexes differently either all at once or through phasing different portions over time.
There are numerous factors such as overall project cost, financing, land control, single sport vs. multi-sport
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 29
facility, expansion vs. new build, demand growth and others that impact the decision-making process on
whether to phase the construction of a sports facility.
Based on the current demand and lack of existing athletic facilities in the market, if the County does determine
that a facility is a priority in future years, HSP suggests that the following phased approach be taken that
provides an outdoor facility in the first two phases of a new sports complex development and an indoor facility
as the third of three phases. The first and second phases focus on building out the recommended outdoor
athletic facilities. The first phase is currently eight multipurpose fields and eight baseball fields. The second
phase is an additional eight multipurpose fields to be studied again in the next four to six years. The third
phase would be an indoor facility to be studied in the next five to eight years to reassess demand for indoor
facilities.
A phased development of the recommendations is an option. The following table outlines the phased master
plan development for the recommended facilities. The master plan includes the immediate recommended
facilities as well as facilities to follow as part of a future expansion phase.
Table 16
Collier County Sports Complex - Master Plan Development Scenario
Phased Build Out
Sport Recommended Phase I Future Phase II Total Assumptions
Soccer/Rugby/Football/Lacrosse (110x70 yards) Fields 8 8 16
Acreage
Fields 24 8 32 2 acres per field
Circulation, Amenities, Concessions 8 3 11 33%fields
Parking 8 8 16 1.0 acre per field
Total Acreage 40 19 59
Parking Spaces 800 800 1,600 100 cars per acre
Baseball/Softball (400'x400') Fields 8 0 8
Acreage
Fields 24 0 24 3 acres per field
Circulation, Amenities, Concessions 8 0 8 33%fields
Parking 8 0 8 1.0 acre per field
Total Acreage 40 0 40
Parking Spaces 800 0 800 100 cars per acre
Total Fields 16 8 24
Acreage
Fields 48 8 56
Circulation, Amenities, Concessions 16 3 18
Parking 16 8 24
Total Acreage 80 19 98
Total Parking Spaces 1,600 800 2,400
*Overall development acreage/spaces are expected to change, considering needs for amenities such as concessions, changing rooms, restrooms, etc.
Source: Various Facilities, Hunden Strategic Partners
The phased master plan shows the recommended facilities as well as facilities for a recommended future
phase. In total, the master plan calls for 16 multipurpose fields and eight diamonds, with eight multipurpose
fields added in the Future Phase II. The Future Phase II facilities should be considered once the Phase I
facilities reach stabilization, which is estimated to be the fifth year of operation. The parking estimations in
Phase I call for 1,600 spaces, while Phase II would require another 800 spaces for a total of 2,400 spaces.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 30
Future Indoor Facility
While there is not enough demand to fully support an indoor facility at this time, the public sector in many
other communities has determined that such facilities were public priorities for a variety of reasons, including
community pride, wanting to accommodate certain existing demand, establishing a reputation, developing
sports and leisure assets that would accommodate year-round programming.
The third phase of the project is suggested to be an indoor facility. If the facility is intended to be tournament-
oriented to drive hotel room nights, the facility will likely require at least four basketball courts to accommodate
tournament use. A specific indoor athletic facility study should be conducted in approximately five years to
update the market and determine specifics for the facility.
Phasing Alternative
An alternative phasing option could include a modest expansion of an existing facility such as North Collier
Regional Park before making a larger investment into a new tournament facility. For example, this would allow
the County to increase multipurpose and/or diamonds at North Collier Regional Park in order to improve the
park’s competitiveness regionally and ability to accommodate larger events at one site.
A phased development will not immediately provide the “home-run” facility necessary to enter the ultra-
competitive pursuit to secure regional and national events. However, it will provide Collier County the
opportunity to accommodate growth in demand, secure more events, and provide more time to develop a
strategic plan to fund and develop a destination tournament facility, if sports facility development is a priority
for the community.
Governance and Management
These types of facilities are significant businesses and must be responsive to the needs of the market. When
well run, they can generate net income for the owner. If treated as a public amenity, they can cause significant
financial deficits, which would be covered by the owner – in most cases the public sector. The goal for the
complex will be to both generate economic and fiscal impacts as well as maximize revenue and minimize
expenses.
The management staff of the sports complex will be one of the most critical elements to the success of the
facility. Management must be as good of external marketers and champions for the facility as they are
operators.
The ability to maximize hotel usage is key to the economic and fiscal impact of the facility within the
boundaries of Collier County. The tourism arm of the city and county, Florida’s Paradise Coast Convention &
Visitors Bureau, should continue to enhance the symbiotic relationship area sports complexes to orchestrate
tournament bids, housing (hotel) management and destination packages that funnel spending and impact to
area hotels and other businesses.
One option that can help bring some clarity to the sales and management process would be a funding source
from hotel room nights. Other sports facilities have created options where local hotels offer a combined room
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 31
block and for every hotel room purchased in the block, a portion of the room rate is directed toward the sports
complex. It is assumed the sports complex would receive a portion per room night for each ‘local’ room night
generated. Given that the sports complex is generating the room nights, finding ways to return some of these
impact funds to the sports complex will help sustain it financially.
These proactive, market-based and tourism-responsive steps will help the sports complex succeed as a
competitive market-based operation, even if owned publicly.
Sports Marketing Plan
The review of facilities and the conversations with the key stakeholders in Collier County exposed some
facility and seasonality weaknesses but also provided some strong opportunities to strengthen Collier County
as a great place to “live and play” as well as to “visit and play”. The challenge in putting together
recommendations on impactful marketing and business development tactics rests in one word that becomes a
thread in objectives…”Clarity”.
For Collier County this will mean:
! Clarity in Vision
! Clarity in Goals & Objectives
! Clarity in Responsibilities
! Clarity in Evaluation Metrics
In order to strengthen Collier County sports tourism and develop the reputation of the community as both a
premier leisure and sports tourism destination, a comprehensive and long-term marketing and public relations
strategy needs to be devised and implemented by a combination of stakeholders, which may include leaders
from the City, Convention and Visitors Bureau, Park District and other key members of the community. Collier
County has the opportunity to be known as a destination of important sports events, enhance the appeal of
the area and drive economic impact to the county, region and state.
Demand and Financial Projections
Based on the feedback provided by club directors, national governing bodies and tournament organizers, the
demand and financial projections assumed the following.
! Eight multipurpose fields.
! Eight baseball/softball diamonds.
! Site should allow for future expansion of at least eight more multipurpose fields and four
diamonds.
! Operating Assumptions
! The facility will be municipally owned.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 32
! The facility management will be charged with proactively programming the facility as well as
oversee the day-to-day operations.
! The facility is assumed to be operated in a first-class manner by the parties who have
operated similar facilities.
! User groups and event organizers will be proactively engaged to utilize and host events at
the facility.
! Programming Assumptions
! All eight multipurpose fields will be artificial turf. The diamonds will have artificial turf.
! All fields will have lights to allow for evening use.
! Demand assumed a mix of newly created and existing events. Existing events assume an
event that already occurs annually in the market is relocated to or hosts a portion of the
event at the new sports complex.
! Programming and demand considered the seasonality of sports, the primary tournament
weekends throughout the year, as well as the existing annual events in the Collier County
area.
! Programming and demand considered the seasonality of the hotel market occupancy, rate
and overall performance. Projections assumed hotel market conditions are conducive to
accommodating youth sports tourism demand.
The following table shows the number of annual events assumed for each user group.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 33
Table 17
Projected Number of Events - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 3 3 3 4 4 4 4 4 4 4
Competitive New Tournament 2 2 2 3 3 3 3 3 3 3
Local New Tournament 1 2 2 2 3 3 3 3 3 3
Youth Soccer Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 28 28 28 28 28 28 28 28 28 28
Adult Soccer Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
High School Regional/State Soccer Events*2 2 3 3 3 4 4 4 4 4
Total 86 89 92 94 95 96 96 96 96 96
Baseball
Competitive Existing Tournament 3 3 3 3 3 3 3 3 3 3
Competitive New Tournament 4 4 5 5 6 6 6 6 6 6
Local New Tournament 2 2 3 3 4 4 4 4 4 4
Youth Baseball Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 10 12 12 12 12 12 12 12 12
Practices 28 28 28 28 28 28 28 28 28 28
High School Regional/State Baseball Events*2 2 3 3 4 4 4 4 4 4
Total 69 73 78 78 81 81 81 81 81 81
Softball
Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2
Competitive New Tournament 2 3 4 5 6 6 6 6 6 6
Local New Tournament 2 2 2 3 3 3 3 3 3 3
Youth Softball Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 28 28 28 28 28 28 28 28 28 28
Adult Softball Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
High School Regional/State Softball Events*2 2 2 2 3 3 3 3 3 3
Total 86 89 92 94 96 96 96 96 96 96
Football
Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2
Competitive New Tournament 2 2 2 3 3 3 3 3 3 3
Local New Tournament 1 1 2 2 3 3 3 3 3 3
Youth Football Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 24 24 24 24 24 24 24 24 24 24
High School Regional/State Football Events*0 0 0 0 0 0 0 0 0 0
Total 55 57 60 61 62 62 62 62 62 62
Lacrosse
Competitive Existing Tournament 1 1 1 1 1 1 1 1 1 1
Competitive New Tournament 0 0 2 2 2 2 2 2 2 2
Local New Tournament 0 1 1 2 2 2 2 2 2 2
Youth Lacrosse Leagues (Spring)16 16 16 16 16 16 16 16 16 16
Camps/Programs 4 6 8 8 8 8 8 8 8 8
Practices 24 24 24 24 24 24 24 24 24 24
High School Regional/State Lacrosse Events*1 1 2 2 2 2 2 2 2 2
Total 48 50 54 55 55 55 55 55 55 55
Other
Other Sporting Events 4 6 8 8 8 8 8 8 8 8
Collier County Events 1 1 2 2 3 3 4 4 4 4
Other Non-Sport Events 2 2 3 3 4 4 5 5 5 5
Total 7 9 13 13 15 15 17 17 17 17
Total Events 351 367 389 395 404 405 407 407 407 407
*Tournament Events 31 33 40 45 51 52 52 52 52 52
Source: Various Sports Organizations, Hunden Strategic Partners
As shown, there are projected to be approximately 407 events in the stabilized year, including approximately
52 tournaments. Each season, practice and league event is considered one event occasion. A 12-week
season would account for 12 events.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 34
The next table shows the total number of visitors (participants and spectators) expected at the sports
complex.
Table 18
Projected Total Visitors (Players, Coaches, Families) - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 8,160 8,323 8,490 11,546 11,777 12,012 12,253 12,498 12,748 13,003
Competitive New Tournament 3,754 3,866 3,982 6,152 6,337 6,527 6,723 6,925 7,132 7,346
Local New Tournament 1,711 3,525 3,631 3,740 5,778 5,951 6,130 6,314 6,503 6,698
Youth Soccer Leagues (Spring & Fall)32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789
Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612
Practices 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148
Adult Soccer Leagues (Spring & Fall)5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148
High School Regional/State Soccer Events*377 377 566 566 566 754 754 754 754 754
Total 61,971 64,367 65,257 70,607 73,076 73,879 74,509 75,155 75,818 76,498
Baseball
Competitive Existing Tournament 8,160 8,323 8,490 8,659 8,833 9,009 9,189 9,373 9,561 9,752
Competitive New Tournament 7,066 7,278 9,370 9,651 11,929 12,286 12,655 13,035 13,426 13,829
Local New Tournament 3,422 3,525 5,446 5,610 7,704 7,935 8,173 8,418 8,671 8,931
Youth Baseball Leagues (Spring & Fall)23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184
Camps/Programs 884 1,489 1,804 1,822 1,841 1,859 1,878 1,896 1,915 1,935
Practices 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699
High School Regional/State Baseball Events*386 386 580 580 773 773 773 773 773 773
Total 49,802 50,884 55,573 56,205 60,962 61,746 62,551 63,378 64,228 65,102
Softball
Competitive Existing Tournament 4,760 4,855 4,952 5,051 5,152 5,255 5,361 5,468 5,577 5,689
Competitive New Tournament 3,533 5,458 7,496 9,651 11,929 12,286 12,655 13,035 13,426 13,829
Local New Tournament 3,422 3,525 3,631 5,610 5,778 5,951 6,130 6,314 6,503 6,698
Youth Softball Leagues (Spring & Fall)27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324
Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612
Practices 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623
Adult Softball Leagues (Spring & Fall)17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280
High School Regional/State Softball Events*359 359 359 359 538 77,808 78,475 79,162 79,867 80,593
Total 65,185 67,615 70,168 74,416 77,158 77,808 78,475 79,162 79,867 80,593
Football
Competitive Existing Tournament 2,208 2,252 2,297 2,343 2,390 2,438 2,487 2,536 2,587 2,639
Competitive New Tournament 1,584 1,632 1,680 2,596 2,674 2,754 2,837 2,922 3,010 3,100
Local New Tournament 792 816 1,680 1,731 2,674 2,754 2,837 2,922 3,010 3,100
Youth Football Leagues (Spring & Fall)5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192
Camps/Programs 1,056 1,422 1,795 1,813 1,831 1,850 1,868 1,887 1,906 1,925
Practices 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505
High School Regional/State Football Events*0 0 0 0 0 0 0 0 0 0
Total 12,337 12,818 14,150 15,180 16,267 16,493 16,726 16,964 17,209 17,461
Lacrosse
Competitive Existing Tournament 1,581 1,612 1,645 1,678 1,711 1,745 1,780 1,816 1,852 1,889
Competitive New Tournament 1,382 1,424 2,933 3,021 3,112 3,205 3,301 3,400 3,502 3,607
Local New Tournament 672 685 699 1,426 1,455 1,484 1,514 1,544 1,575 1,606
Youth Lacrosse Leagues (Spring)3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643
Camps/Programs 352 533 718 725 733 740 747 755 762 770
Practices 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614
High School Regional/State Lacrosse Events*193 193 386 386 386 386 386 386 386 386
Total 10,437 10,705 12,638 13,494 13,653 13,817 13,986 14,158 14,335 14,516
Other
Other Sporting Events 730 1,116 1,518 1,549 1,579 1,611 1,643 1,676 1,710 1,744
Collier County Events 1,550 1,550 3,100 3,100 4,650 4,650 6,200 6,200 6,200 6,200
Other Non-Sport Events 1,200 1,200 1,800 1,800 2,400 2,400 3,000 3,000 3,000 3,000
Total 3,480 3,866 6,418 6,449 8,629 8,661 10,843 10,876 10,910 10,944
Total Visitation 203,212 210,256 224,204 236,351 249,745 252,404 257,090 259,694 262,368 265,113
*Total Tournament Visitation 53,523 58,416 68,313 80,356 91,495 94,048 96,476 98,971 101,534 104,168
Source: Various Sports Organizations, Hunden Strategic Partners
Total attendance is projected to increase from more than 200,000 to approximately 265,000 by stabilization,
depending on the number of tournaments held. Nearly 105,000 attendees are projected from tournaments by
the tenth year.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 35
Financial Projection
The next table is a consolidated estimate of revenue and expense for the sports complex.
Table 19
Collier County Sports Complex - Financial Projections (thousands of inflated dollars)
Fiscal Year
Item Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Operating Revenue
Rental Fees $604 $673 $752 $802 $855 $881 $912 $940 $968 $997
Net Concessions $34 $38 $46 $53 $62 $65 $70 $74 $77 $82
Net Novelties $2 $2 $3 $3 $4 $4 $5 $5 $5 $5
Advertising and Sponsorship $48 $67 $103 $106 $109 $113 $116 $119 $123 $127
Total Revenue $689 $780 $904 $965 $1,031 $1,063 $1,103 $1,138 $1,173 $1,211
Operating Expense
Fixed
Salary - Permanent Staff $290 $299 $308 $317 $326 $336 $346 $357 $367 $378
Salary - Part-Time/Seasonal Staff $100 $103 $106 $109 $113 $116 $119 $123 $127 $130
Benefits - Permanent Staff $96 $99 $102 $105 $108 $111 $114 $118 $121 $125
General and Administrative/Other $92 $95 $98 $101 $104 $107 $110 $113 $117 $120
Marketing Advertising $45 $46 $48 $49 $51 $52 $54 $55 $57 $59
Utilities $120 $124 $127 $131 $135 $139 $143 $148 $152 $157
Facility Maintenance $331 $341 $351 $362 $373 $384 $395 $407 $419 $432
Security $25 $26 $27 $27 $28 $29 $30 $31 $32 $33
Insurance $45 $46 $48 $49 $51 $52 $54 $55 $57 $59
Operating Expenses $1,144 $1,178 $1,213 $1,250 $1,287 $1,326 $1,366 $1,407 $1,449 $1,492
Facility Reserve $34 $37 $43 $47 $51 $52 $54 $55 $57 $59
Net Operating Income (Deficit)($490)($435)($352)($332)($307)($315)($317)($324)($332)($340)
Source: Hunden Strategic Partners
The model assumes events will pay daily, hourly or complex fees to use the facility, based on fees charged at
comparable facilities as well as current Collier County Parks and Recreation Department fee schedules.
However, anchor tenant leagues may pay a lower rental rate, similar to how an anchor retail tenant in a mall
pays lower rent per square foot as they guarantee consistent usage and demand. This is assumed to be
negotiated on a case-by-case basis due to different needs of fields and time as well as amount of usage.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 36
Summary of Impacts
The table below shows the summary of impacts from new spending and visits to the Collier County area.
Table 20
Summary of Impacts
20-Years Stabilized
Year
Net New Spending
Direct $320 $14.8
Indirect $82 $3.8
Induced $66 $3.0
Total $468 $22
Net New Earnings
From Direct $118 $5.4
From Indirect $7 $0.3
From Induced $5 $0.2
Total $129 $6.0
Net New FTE Jobs
From Direct 362 345
From Indirect 13 13
From Induced 36 35
Total 412 392
Collier County Taxes Collected
Tourism Development Tax (4.0%)$5,301 $248
Collier County Total $5,301 $248
Construction Impact (000s)
Total Spending $18,614
Direct Labor Spending $21,071
Job-Years, Actual 114
Source: Hunden Strategic Partners
(millions)
(millions)
Actual
(000s)
In total, the sports complex is estimated to generate $468 million in total spending over 20 years. New
earnings are projected to total $129 million over the period, supporting 412 full-time equivalent positions
during that time. The local taxes collected over the period are projected to total approximately $5.3 million in
Collier County. The construction impact totals more than $18.6 million in impact from materials spending
locally and more than $21 million in spending from earnings as well as 114 construction job-years.
Conclusion
There is an opportunity to capture a piece of the burgeoning youth sports tournament activity at a new
development in Collier County. The focus is on building an efficient and smart operating that maximizes
revenue and impacts while minimizing operating expenses. This will ensure the net impact on the community
is positive and long lasting.
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 37
Report Layout
! Executive Summary
! Chapter 1 Collier County Facilities Overview
! Chapter 2 Economic and Demographic Analysis of Collier County
! Chapter 3 Local Sports Facility Supply and Demand Analysis
! Chapter 4 Regional Sports Facility Supply Analysis
! Chapter 5 Tournament Opportunity Analysis
! Chapter 6 Hotel Market Overview
! Chapter 7 Recommendations
! Chapter 8 Sports Marketing Plan
! Chapter 9 Demand and Financial Projections
! Chapter 10 Economic, Fiscal & Employment Impact Analysis
About Hunden Strategic Partners
Hunden Strategic Partners is a full service real estate development advisory practice specializing in
destination assets. With professionals in Chicago and Indiana, Hunden Strategic Partners provides a variety
of services for all stages of destination development in the following primary areas:
! Real estate market and financial feasibility and financial consulting
! Owner’s representation and operating consulting
! Strategy and master planning
! Public incentive analysis
! Economic, fiscal and employment impact analysis (cost/benefit)
! Economic and tourism policy/legislation consulting
! Organizational development
! Research and statistical analysis
! Developer solicitation and selection; Private management company solicitation and selection
Hunden Strategic Partners professionals have provided all of the above services for hundreds of client
projects worldwide for the public, non-profit and private sectors. In addition, our professionals have prior
professional career experience in municipal and state government, economic and real estate development,
real estate law, hotel operations and non-profit management. Over 80 percent of our clients are public
Collier County Sports Market & Needs Assessment Study Executive Summary - Page 38
entities, such as municipalities, counties, states, convention bureaus, authorities and other quasi-government
entities empowered to conduct real estate, economic development and tourism activities.
Limiting Conditions
HSP relied on primary and secondary sources of information for the assumptions made in this report and
assumes these sources to be accurate. Assumptions created for the analysis were based on the data
available to HSP during the study period as well as professional judgment.
The Project is assumed to be owned and operated in a first-class manner by the parties who have operated
similar facilities.
No responsibility is taken for unforeseen events occurring after the date of the analysis, including war and
terror attacks, natural disasters and major economic recessions.
This report is intended to be used as a tool for decision-making by the contracting parties related to this
Project and for no other purpose.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 2
COLLIER COUNTY FACILITIES OVERVIEW
The Collier County Tourism Division and the Sports Marketing section of the Naples, Marco Island,
Everglades Convention & Visitors Bureau (the County) engaged the HSP Team, including Clancy’s Sports
Properties and BEA Architects, to perform a marketing and feasibility study regarding each County facility’s
physical condition, activity levels, opportunity to renovation/expansion of programming, overall operations,
financial performance (as available), potential future revenue opportunities and other opportunities for
renovation, expansion or new facilities. HSP also studied and considered the benefits and development costs
associated with a new competition venue or stadium.
The HSP Team interviewed Collier County Parks and Recreation management, event owners and area
organizations to gain a better understanding of demand and what the distribution is between local parks and
recreation use, tournament use and non-local use. User feedback illustrates the group/user experience from
Parks and Recreation programs that are geared towards residents and the group/user experience from
tournament events that are secured through the Convention and Visitors Bureau. Understanding the roles
Parks and Recreation and the CVB play in the sports market will help the HSP Team determine what
strategies can be implemented to improve the overall sports experience in Collier County. The HSP Team has
conducted a facility condition assessment to determine where the facilities lack, meet or exceed market and
design/functionality expectations. The assessment also determines what upgrades, renovations and/or other
changes are recommended to make the facilities competitive and able to host a variety of events.
The HSP Team has assessed the local and comparable sports facilities and tournaments and has answered
the following questions:
! What is the existing local and regional sports supply mix? Are there gaps in the current supply or
quality of fields, courts and other sports facilities?
! What is the current and future likely market demand for local, regional and tournament-based
sports at a new complex in Collier County?
! What is the likelihood of attracting/securing tournaments in Collier County? What trends may
impact opportunities?
! Where are comparable facilities and what do they offer?
! Is sports tourism being accommodated by the “hospitality package”?
Collier County has a mix of community and regional parks that provide a range of athletic facilities and
recreational amenities for resident and visitors. The Collier County Parks and Recreation Department
manages the majority of athletic and recreation facilities and use at each park. In addition to park
management, the Parks Department also programs several parks with activities, leagues, camps, educational
classes and other recreation opportunities. While the Parks Department focuses on local programs, the
Florida’s Paradise Coast Convention and Visitors Bureau (CVB) pursues and secures events that attract non-
local visitors to Collier County. The core objectives of the CVB are to increase the number of new events, the
number of total visitors, economic impact and hotel room nights added as a result of the events secured or
retained in Collier County. By securing high-profile events, the CVB is attracting events that will rent and
generate revenue for the facility, while driving room nights and economic impact in the community. The
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 3
objectives between Parks Departments and CVBs are fundamentally different, however, the two must work
and create synergies in order to provide quality facilities for residents that, in turn, create a destination appeal
for event owners and visitors. Event owners interested in securing facilities for an event in Collier County
more than a year in advance must work with the CVB to secure facilities. Once there is an agreement in
place, the event owner then must sign a facility rental agreement with the Parks Department.
A critical element that the community will need to decide is the balance between local recreational use and
event-based use that attracts non-local visitors. This balance will impact the short- and long-term strategies
for both the Parks Department and CVB. Facilities with the goal to minimize operating deficits or possibly
breakeven will give revenue-generating events like tournaments scheduling priority on the weekends and
open weekdays to local and non-event activities. This allows Parks and Recreation programs to occur four to
five days during the week and any open weekends. Tournament priority on weekends allows CVBs to pursue
multi-day events that can attract thousands of visitors to the community, which will generate economic impact
on- and offsite of the sports venue. Currently, more than 65 percent of facility demand is generated by local
use, while tournament and event demand is generating approximately 35 percent. The majority of rental
revenue is generated from local user groups.
It has been observed that communities are modifying or improving their facilities, building new complexes or
falling further behind by taking no action. New facilities must be developed with tournaments in mind. Similar
to other communities across the country, in order for the County to develop it’s reputation as a youth sport
tourism destination, investment into current and future sports and recreation projects will need to occur. The
County will need to enhance its facilities package by improving existing parks or develop new facilities to
better accommodate exiting events and attract events that are currently not considering Collier County. Event
organizers of larger events have specific field and amenity requirements.
By the conclusion of HSP’s comprehensive analysis, the County will know its position within the competitive
sports environment on a local, state, regional and national level. The assessment of current park utilization
and tournament facilities will establish a baseline when aligning local use and tournament use expectations
and goals. This will impact the facility strategy of either carrying out new construction, renovations and/or
expansions of County facilities.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 4
Collier County Parks Use
The following table shows the County’s inventory of parks with quantity of facilities.
Table 1-1
Collier County - Park Inventory
Park/Facility Name Agency Total Acreage Park Class
Baseball
Field
Little League
Field
Multi-use
Field
Soccer/
Football/
Lacrosse Softball Field
Basketball
Court Bocce Ball
Shuffleboard
Court
Racquetball
Court Tennis Court
Airport Park County 19.0 C --------------------
Cambier Park Tennis Courts Naples 12.8 C --------1 1 --7 --12
Collier County Racquet Center (Marco Island)Marco Island 3.0 C ----------------2 8
Community Park (Everglades City)Everglades City 0.9 C --------------------
Corkscrew Elementary/Middle School Board 16.9 C 1 ----1 1 2 ----2 4
Eagle Lakes Community Park County 32.0 C 1 ----2 1 1 ------2
East Naples Community Park County 47.0 C ------2 1 4 --6 4 8
Eden Park Elementary School Board 2.8 C ----1 --------------
Fleischmann Park Naples 25.3 C --2 --2 1 2 ----4 --
Freedom Park County 25.2 R --------------------
Golden Gate Community Center County 21.0 C ----1 ----1 --------
Golden Gate Community Park County 35.0 C 1 1 --1 2 2 --6 4 4
Gordon River Greenway County 79.0 R --------------------
Gulfcoast Park County 5.0 C --2 ----------------
Immokalee Community Park County 23.0 C 1 ------2 3 ----2 2
Immokalee High School School Board 1.0 C ------------------2
Immokalee Sports Complex County 14.0 C ------3 --1 --------
Mackle Park Marco Island 30.0 C ------1 --2 --6 ----
Mar-Good Harbor Park County 2.5 R --------------------
Max A. Hasse Community Park County 20.0 C --------2 1 ------2
McLeod Park Everglades City 1.0 C ----------1 ------2
Naples Park Elementary School Board 5.0 C --1 --------------2
Naples Preserve Naples 9.8 R --------------------
North Collier Regional Park County 207.7 R ------8 5 1 --------
Osceola Elementary School School Board 3.2 C --2 ----------------
Palmetto Elementary School Board 2.0 C ----1 --------------
Pelican Bay Community Park County 15.0 C ----------1 3 --4 8
Pulling Park Naples 12.2 R --------------------
Randall Curve County 47.0 C --------------------
River Park Naples 1.6 C ----------1 --------
Sabal Palm Elementary School Board 9.5 C ------2 2 2 --------
Sugden Regional Park County 120.0 R ----1 --------------
Tony Rosbough Community Park County 7.0 C --2 ----------------
Various Beach Access Points Naples 0.5 R --------------------
Veterans Community Park County 43.6 C 1 ----1 3 2 4 --4 4
Veterans Memorial Elementary School Board 4.0 C ----1 --------------
Vineyards Community Park County 35.5 C ------4 2 2 --6 4 4
Total Community Parks - ( C ) 483.1 29 5 10 4 19 18 29 7 31 30 64
Total Regional Parks - ( R )456.9 8 0 0 1 8 5 1 0 0 0 0
Total All Parks 940.0 37 5 10 5 27 23 30 7 31 30 64
Source: Collier County Parks and Recreation Master Plan
Athletic Fields (AUIR Facilities)Hard Courts (AUIR Facilities)
As shown in the table, the County currently has a total of 37 parks between community and regional parks,
totaling approximately 940 total acres. Collier County has 19 parks that total nearly 800 acres. Of the County
parks, there are 364 acres between 14 community parks and 434 acres between five regional parks. Naples
is the only other municipality with regional parks. Multipurpose fields comprise the most outdoor facilities,
while all hard court sports have more than 30 facilities except for bocce ball.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 5
The following table shows the CVB’s utilization hours of Collier County parks from 2009 to 2015.
Table 1-2
Collier County - Field Utilization Hours
Park 2009 2010 2011 2012 2013 2014 2015 Average
Vineyards CP 2,164 4,945 6,828 3,317 12,828 11,462 15,196 8,106
Veterans CP 6,344 5,691 5,677 7,055 6,529 5,670 5,820 6,112
North Collier RP (Soccer)4,673 5,836 7,208 5,027 6,552 6,035 5,686 5,859
Golden Gate CP 4,076 2,496 4,660 3,282 4,095 5,464 5,376 4,207
North Collier RP (Softball)4,227 3,900 3,390 4,287 3,426 4,613 4,050 3,985
Corkscrew Elem/Mid School 1,805 2,210 2,334 2,753 5,252 3,563 5,127 3,292
Sabal Palm Elementary School 1,678 2,665 1,830 1,462 3,604 5,247 6,376 3,266
Eagle Lakes CP 1,641 2,469 2,283 3,317 3,870 3,825 3,018 2,917
Immokalee Sports Complex 3,562 3,754 4,019 1,973 2,683 1,923 1,330 2,749
Immokalee CP 3,537 3,323 2,692 2,751 1,085 1,607 1,342 2,334
Osceola Elementary School 2,932 2,836 2,760 2,705 1,697 1,572 1,221 2,246
East Naples CP 1,385 1,972 1,812 1,429 2,334 2,916 2,249 2,014
Tony Rosbough 1,712 3,129 2,570 935 1,197 1,312 1,462 1,760
Cindy Mysels CP 1,076 1,318 1,262 1,468 2,088 2,148 1,657 1,574
Veterans Memorial ------1,755 1,005 1,423 1,030 1,303
Max Hasse CP 1,543 1,395 1,349 1,250 1,724 552 638 1,207
Naples Park Field 727 1,219 1,238 1,226 1,085 1,274 611 1,054
Palmetto Elementary School 216 946 703 344 912 1,104 1,185 773
Eden Elementary School 360 1,182 905 412 593 606 270 618
Total 43,655 51,285 53,520 46,746 62,558 62,314 63,644
Source: Naples, Marco Island, Everglades CVB
The utilization of the 18 parks has increased by approximately 20,000 hours between 2009 and 2015. Over
the past three years, Vineyards Community Park has been the most utilized park with more than 15,000 hours
in 2015. In addition to Vineyards Community Park, Veterans Community Park, North Collier Regional Park
and Golden Gate Community Park are the most programmed in the County. These same parks account for a
greater portion of the total hours each year. In 2010 these parks accounted for 45 percent of total utilization,
while in 2015 they account for 57 percent. Over time, it will be more difficult to maintain the fields as more
demand is accommodated and less rest periods occur to allow the field turf to recover. Other parks and
complexes will need to accommodate the growing demand in order to maintain the existing quality standards
at the parks.
For community and regional parks, the events are key in understanding the usage and capacities of each
park. Overall, Collier County has a mix of local, regional, state and national events programmed throughout
the 37 parks in the county.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 6
The following figure shows the total number of events per year from 2012 to 2016.
Figure 1-1
23
30
71
50
57
0
10
20
30
40
50
60
70
80
2012 2013 2014 2015 2016
Collier County - Events
Source: Naples, Marco Island, Everglades CVB
In 2014, a peak of 71 events were held throughout Collier County parks, followed by 50 in 2015 and 57 in
2016. As more events are secured by the CVB, greater demand and impact will occur on County parks.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 7
The following table shows the events by sport from 2012 to 2016 in Collier County.
Table 1-3
Collier County - Historical Event Overview Collier County - Historical Event Day Overview
Sport 2012 2013 2014 2015 2016 Average
Soccer 8 8 15 14 3 10
Field Hockey --------8 8
Softball 4 8 13 5 3 7
Baseball 5 3 4 5 15 6
Basketball --1 4 4 11 5
Football 1 --7 5 --4
Golf 1 --4 5 5 4
Beach Volleyball ----3 ----3
Triathlon/Running 1 1 11 1 1 3
Volleyball --3 ------3
Lacrosse 2 1 3 4 4 3
Pickleball --2 2 2 4 3
BMX 1 --1 ----1
Body Building /Rugby ------1 --1
Crossfit ----1 ----1
Karate --1 1 ----1
Martial Arts ----1 ----1
Shooting ------1 --1
Stand Up Paddling --1 ------1
Surfing ----1 ----1
Tennis ------1 --1
Track and Field ------1 --1
Various --------1 1
Water Polo --1 ------1
Watercross ------1 1 1
Wrestling --------1 1
Total 23 30 71 50 57
Source: Naples, Marco Island, Everglades CVB
As the table shows, soccer tends to program the most events on an annual basis. The event types with the
most events in Collier County, on average, are outdoor sports, which include soccer, field hockey, softball and
baseball. Basketball generates the most indoor events.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 8
The following figure shows the total amount of event days per year in Collier County.
Figure 1-2
54
91
175
147
197
0
20
40
60
80
100
120
140
160
180
200
2012 2013 2014 2015 2016
Collier County - Event Days
Source: Naples, Marco Island, Everglades CVB
In 2016, there were 197 event days in Collier County. Despite the fewer number of events, the average length
of events is nearly 3.5 in 2016. The average length of events has increased from 2.5 days in 2014 to just less
than three days in 2015. The increase in event length is a promising trend for spending in Collier County and
the potential for hotel room night generation.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 9
The following table shows the total event days summarized by sport annually.
Table 1-4
Collier County - Historical Event Day Overview Collier County - Historical Room Night Overview
Sport 2012 2013 2014 2015 2016 Average
Field Hockey --------31 31
Soccer 18 25 32 31 9 23
Football 3 --35 27 --22
Basketball --3 11 12 49 19
Golf 2 --22 23 26 18
Baseball 12 11 11 16 35 17
Softball 9 21 28 15 7 16
Pickleball --8 6 6 16 9
Volleyball --7 ------7
Lacrosse 5 3 6 11 9 7
Watercross ------1 9 5
Triathlon/Running 2 3 13 1 2 4
Water Polo --4 ------4
Beach Volleyball ----3 ----3
BMX 3 --3 ----3
Stand Up Paddling --3 ------3
Crossfit ----2 ----2
Karate --3 1 ----2
Various --------2 2
Wrestling --------2 2
Body Building /Rugby ------1 --1
Martial Arts ----1 ----1
Shooting ------1 --1
Surfing ----1 ----1
Tennis ------1 --1
Track and Field ------1 --1
Total 54 91 175 147 197
Source: Naples, Marco Island, Everglades CVB
In 2015, the number of event days decreased by 28 days. However, 2016 the number of event days is
expected to nearly reach 200. Historically, football, golf, watercross and water polo events have an average
event length of more than four days. The more traditional sports of soccer, baseball and softball that are
regularly held in Collier County average between 2.5 and 3.0 days in length. These figures are consistent with
holiday weekend events that are common for sports events.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 10
The following figure shows the amount of visitors per year from 2012 to 2015 in Collier County.
Figure 1-3
19,420 20,770
56,311
46,198
0
10,000
20,000
30,000
40,000
50,000
60,000
2012 2013 2014 2015
Collier County - Visitors
Source: Naples, Marco Island, Everglades CVB
As the figure shows, 2014 had the highest amount of visitors with more than 56,000, followed by 2015 with
more than 46,000 visitors. A decrease in soccer, softball and running events attributed to the decrease in
overall visitation.
The following figure shows the amount of room nights generated each year between 2012 through 2015.
Figure 1-4
9,502
6,373
25,661
28,498
0
3,000
6,000
9,000
12,000
15,000
18,000
21,000
24,000
27,000
30,000
2012 2013 2014 2015
Collier County - Room Nights Generated
Source: Naples, Marco Island, Everglades CVB
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 11
In 2014, more than 25,500 room nights were generated from sports tourism. Despite a decrease in number of
events and visitation, the number of room nights increased to nearly 28,500 in 2015. The increase in room
nights was primarily a result of additional rooms generated from soccer, softball, baseball and pickleball
events.
The following table shows an overview of the event data by park in 2015.
Table 1-5
Collier County - 2015 Event Overview by Park
Event Location Events Event Days Total Visitors
Total Room
Nights
North Collier RP 27 78 27,578 9,993
Multiple Locations*5 17 6,448 2,610
Tiburon Golf Club 4 14 4,328 8,875
Golden Gate CP 3 10 1,389 825
East Naples CP 2 6 1,075 1,000
Twin Eagles Golf Club 2 10 2,280 2,575
Fleischmann Park 1 2 900 270
Cindy Mysels Community Park (Gulf Coast)1 1 75 50
Naples Grande Beach Resort 1 4 165 200
Naples High School 1 6 2,125 2,250
St. John Neumann High School 1 3 750 500
Sugden Park 1 8 275 1,100
Vanderbilt Beach 1 3 1,800 1,100
Total 50 162 49,188 31,348
*Events at multiple locations
Source: Naples, Marco Island, Everglades CVB
As shown, North Collier Regional Park is the primary and only true tournament facility in Collier County. In
2015, the NCRP hosted 27 events and more than 27,500 visitors. No other facility held more than five events.
There were five events that used multiple parks. This clearly shows event organizers only view NCRP as a
destination for tournaments and larger events. With only one tournament facility, the other parks are primarily
used for local use and overflow facilities for events at NCRP or Lee County events.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 12
The following table shows the new events to Collier County in 2016.
Table 1-6
Collier County - 2016 New Events
Event Sport Location Event Days
Perfect Game 11U/12U BCS Finals Baseball NCRP/Ft.Myers 7
Perfect Game 9U-12U Labor Day Classic Baseball NCRP 4
Perfect Game 9U-12U Easter Classic Baseball NCRP/Ft. Myers 3
Perfect Game 11U/12U/14U Super 25 FL State Regional Baseball NCRP/Ft. Myers 3
Perfect Game 9U/10U/13U FL State Championship Baseball NCRP/Ft. Myers 3
Perfect Game 11U/12U/14U FL State Championship Baseball NCRP 3
Perfect Game 9U-12U Florida Fall Classic Baseball NCRP 3
NFHCA Top Recruit Winter Blast Field Hockey NCRP & Veteran's 3
Basketball Hall of Fame Naples Golf Classic Golf Tiburon Golf Club 2
Laxpalooza Lacrosse Tournament Lacrosse NCRP 3
US OPEN Pickleball Championships Pickleball East Naples 6
Southern Tropics- Naples Pickleball Tournament Pickleball East Naples 3
InfoSport Soccer Combine Soccer NCRP 5
Sports Recruiting USA College Soccer Showcase Soccer NCRP 2
Girls Soccer Individual Showcase Soccer NCRP 2
Boys Soccer Individual Showcase Soccer NCRP 2
Elite Tournaments Tournament Soccer NCRP 2
Gene Cusic Collegiate Softball Softball NCRP 22
ASA Men's D Southern National Championship Softball NCRP 5
ASA Softball Tournament Softball NCRP 3
ASA Tournament Softball NCRP 2
Mark Rosenbalm Softball Tournament Softball NCRP Softball 2
ASA Softball Tournament Softball NCRP 2
ASA Lee County Event Softball NCRP 2
ASA Tournament Softball NCRP 2
ASA Softball Tournament Softball NCRP 2
Wounded Warrior Amputee Softball Game Softball NCRP 1
Chase Life Invitational Wrestling PRHS 2
Total 101
Source: Naples, Marco Island, Everglades CVB
In addition to the recurring annual events, 28 new events have been secured in Collier County for 2016. Of
the 28 events, 24 will be hosted or co-hosted at North Collier Regional Park. As shown, there are events that
are held in multiple locations such as NCRP and Fort Myers (Lee County).
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 13
The following table shows the Lee County events that are using Collier County facilities as overflow sites.
Table 1-7
2016 Lee County Overflow Events
Event Sport Location Event Days
Perfect Game 11U/12U BCS Finals Baseball NCRP/Ft. Myers 7
Perfect Game "The Series"Baseball NCRP 5
Perfect Game 9U-12U Labor Day Classic Baseball NCRP 4
Perfect Game 9U-12U Easter Classic Baseball NCRP/Ft. Myers 3
Perfect Game 11U/12U/14U Super 25 FL State Regional Baseball NCRP/Ft. Myers 3
Perfect Game 9U/10U/13U FL State Championship Baseball NCRP/Ft. Myers 3
Perfect Game 11U/12U/14U FL State Championship Baseball NCRP 3
Perfect Game 9U-12U Florida Fall Classic Baseball NCRP 3
Gene Cusic Collegiate Softball Softball NCRP 22
ASA Men's D Southern National Championship Softball NCRP 5
ASA Lee County Event Sotball NCRP 2
Total 60
Source: Naples, Marco Island, Everglades CVB
Lee County regularly uses Collier County facilities to accommodate event demand and has become a major
demand generator. In 2016, Lee County will use NCRP for 11 events over 60 event days. The largest event is
the 22-day Gene Cusic Collegiate Softball event that attracts more than 100 teams and will use three facilities
in Fort Myers and NCRP in Collier County. Lee County has established itself as a destination for baseball and
softball by leveraging the two spring training facilities for the Boston Red Sox and Minnesota Twins. As a
result, the events that spill over into Collier County are primarily baseball (73 percent) and softball (37
percent).
The partnership and cooperation between the two counties helps the region keep growing events from leaving
as well as capture events neither area could accommodate on their own. Continuing to co-promote and co-
host events will help build the identity of Southwest Florida as a sports tourism destination. This will be
important as other Florida destinations pursue and develop similar projects.
Competitive Parks Overview
The following table shows the facilities that are highly utilized or regularly host events that are attracting non-
local participants and visitors.
Table 1-8
Collier County - Competitive Park Overview
Park/Facility Name Agency Total Acreage Baseball Field
Little League
Field
Multipurpose
Fields Softball Field
Basketball
Court Bocce Ball
Shuffleboard
Court
Racquetball
Court Tennis Court Pickleball
North Collier Regional Park County 207.7 ----8 5 1 ----------
East Naples Community Park*County 47.0 ----2 1 4 --6 4 8 48
Veterans Community Park*County 43.6 1 --1 3 2 4 --4 4 8
Vineyards Community Park County 35.5 ----4 2 2 --6 4 4 --
Golden Gate Community Park*County 35.0 1 1 1 2 2 --6 4 4 4
Fleischmann Park Naples 25.3 --2 2 1 2 ----4 ----
Total- All Parks 394.1 2 3 18 14 13 4 18 20 20 60
*Pickleball Courts Underdevelopment
Source: Naples, Marco Island, Everglades CVB
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 14
North Collier Regional Park
At approximately 207-acres, North Collier Regional Park (NCRP) is the largest park in Collier County. Owned
and operated by the County, North Collier Regional Park is located just southwest of the Immokalee Road exit
on Highway-75, off of Livingston Road in Naples, Florida. The park opened in 2006. The park includes the
following
! Eight tournament multipurpose fields
! Five tournament softball fields
! Sun-N-Fun Lagoon Water Park
! RecPlex Fitness Complex that includes one basketball court
! Calusa fossil dig play area for children
! Interactive playground
! Exhibit hall
North Collier Regional Park is currently the most utilized park for larger regional, state and national
tournaments for both soccer and softball. NCRP uses are limited to games and tournaments. Practices are
not permitted on NCRP fields in order to minimize overuse and wear-and-tear on the fields. The existing
wetland at NCRP has been proposed as a potential site for additional sports or park-related development. Any
development on the existing wetland will require wetland mitigation.
The following figure shows an aerial view of North Collier Regional Park.
Figure 1-5
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 15
The following table shows the 2015 overview of North Collier Regional Park.
Figure 1-6
North Collier Regional Park - 2015 Overview
Sport
Baseball
Basketball
Field Hockey
Football
Karate
Lacrosse
Martial Arts
Soccer
Softball
Total
Source: Naples, Marco Island, Everglades CVB
North Collier Regional Park - 2015 Overview
Events Event Days Visitors Visitors/Event
5 16 5,118 1,024
1 3 920 920
--------
2 16 18 9
--------
3 6 2,864 955
--------
14 31 20,965 1,498
5 15 2,766 553
30 87 32,651 1,088
Source: Naples, Marco Island, Everglades CVB
North Collier Regional Park - 2015 Overview
Room Nights
Room
Nights/Event
Room Nights/
Event Days
2,190 438 137
100 100 33
------
89 45 6
------
1,100 367 183
------
5,279 377 170
3,185 637 212
11,943 398 137
In 2015, as expected, soccer, baseball and softball accounted for the most events. However, NCRP hosted
14 soccer events, which accounted for nearly half the total events. The soccer events were held throughout
the entire year. The Kelme Cup holds boys, girls and certain age brackets on four separate weekends.
Between all weekends, the Kelme Cup is the largest event held at NCRP accommodating approximately
8,500 visitors and generating 1,725 rooms. Softball events generate the most room nights per event day at
212. Also, it is common to see softball events attract more visitors and generate more room nights than
baseball events. Families tend to bring more family members to youth girls events than youth boys events.
The Senior Softball-USA Winter National Championships generated the most room nights of any event at
NCRP with approximately 2,400 rooms over the six-day event.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 16
The following table shows the North Collier Regional Park multipurpose field events for 2016.
Table 1-9
2016 NCRP Multipurpose Field Events
Event Event Days
InfoSport Soccer Combine*5
Kelme Cup Boys/Girl 6V6 8V8 2
Kelme Cup Boys/Girl U13/14 2
Kelme Cup Boys & Girls Senior Weekend 2
Naples Spring Shootout Soccer Tournament 2
Sports Recruiting USA College Soccer Showcase*2
Florida Fire Adidas Spring Classic 2
Girls Soccer Individual Showcase*2
Sweetbay Memorial Cup 3
Boys Soccer Individual Showcase*2
Naples Cup 3
Florida Fire Fall Classic 2
Bazooka Soccer Tournament 2
Elite Tournaments Tournament*2
The Gulf Coast Cup 2
Total 35
Average 2.3
*New Event
Source: Naples, Marco Island, Everglades CVB
In 2016, there are 35 event days programmed for the NCRP multipurpose fields, with an average of 2.3 event
days per event. At five event days, the InfoSport Soccer Combine has longest event, followed by the
Sweetbay Memorial Cup and Naples Cup both three-day events. The other 12 events all are two-day events.
Event owners are using NCRP as a host site, but are programming separate boys’ and girls’ weekends.
Holding genders or age groups on different weekends has its pros and cons, but can be costly for event
organizers to run two separate events when one event could be held at a venue with more fields. As more
and larger facilities are developed, event organizers preferences are trending more towards single site venues
that can accommodate their entire event on one weekend.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 17
The following table shows the 2016 events for NCRP diamond fields.
Table 1-10
2016 NCRP Diamond Field Events
Event Event Days
Wounded Warrior Amputee Softball Game*1
ASA Softball Tournament*3
Gene Cusic Collegiate Softball*22
20th Annual Bill Longshore Memorial Tournament 2
ASA Tournament*2
Mark Rosenbalm Softball Tournament*2
ASA Softball Tournament*2
USSSA State A&B Fastpitch 3
ASA Men's D Southern National Championship*5
ASA Lee County Event*2
ASA Tournament*2
Winter Nationals SSUSA Softball 5
ASA Softball Tournament*2
Total 53
Average 4
*New Event
Source: Naples, Marco Island, Everglades CVB
As shown in the table, there are 13 events scheduled in 2016 for the NCRP diamond fields. The Gene Cusic
Collegiate Softball event is a 22-day event and is new event to NCRP, which is co-hosted with Lee County.
ASA, a governing body for softball in the United States, has scheduled seven new events at NCRP in 2016.
The ASA events range from the two-day events to five-day events. In all, the diamonds are expected to be
programmed for approximately 53 days in 2016.
As larger tournaments are added to the NCRP schedule, the utilization rates for the fields and diamonds will
continue to increase, which will cause issues with maintaining and keeping fields at tournament quality. In
order to continue attracting larger tournaments to the area, additional tournament quality facilities will need to
be added to compliment and continue growing the success at NCRP.
East Naples Community Park
East Naples Community Park is a 47-acre park with two multipurpose fields, one softball field, four basketball
courts, six shuffleboard courts, four racquetball courts and eight tennis courts. Located just south of Avalon
Elementary School on Thomasson Drive in Naples, Florida. East Naples Community Park is owned and
operated by Collier County. The County recently completed a conversion of a skate park and resurfacing the
eight tennis courts to 23 pickleball courts. The conversion and resurfacing occurred to accommodate the
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 18
growing pickleball demand as well as the 2016 US Open Pickleball Championships and will give the park a
total of 48 pickleball courts.
The following figure shows the pickleball courts at East Naples Community Park.
Figure 1-7
The following table shows the event overview for East Naples Community Park.
Table 1-11
East Naples Community Park - Events Overview
Event Year Sport Event Days Visitors Room Nights
Room Nights/
Event Day
Atlantic South Regional Tournament 2014 Pickleball 3 500 200 67
East Naples Skill Level Tournament 2014 Pickleball 3 500 200 67
Atlantic South Regional Pickleball Tournament 2015 Pickleball 3 625 750 250
East Naples Skill Level Tournament 2015 Pickleball 3 450 250 83
Southern Tropics- Naples Pickleball Tournament 2016 Pickleball 3 ------
US OPEN Pickleball Championships 2016 Pickleball 6 ------
Average 4 519 350 100
Source: Naples, Marco Island, Everglades CVB
The active and growing pickleball contingency in Collier County has had success hosting pickleball
tournaments at East Naples Community Park. As a result, Collier County secured the 2016 US Open
Pickleball Championships. In 2014 and 2015, the park averaged more than 450 visitors per event and
generated more than 200 room nights. The US Open Pickleball Championship attracted more than 800
participants and thousands of spectators over the six-day event.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 19
Veterans Community Park
Veterans Community Park is a 47-acre community park that includes one baseball field, one multipurpose
field, three softball fields, two basketball courts, four bocce ball courts, four racquetball courts and four tennis
courts. Currently, the County is developing eight pickleball courts at Veterans Community Park in response to
the growth and demand for the sport. Owned and operated by Collier County, Veterans Community Park is
located south of the NCH North Naples Hospital on Immokalee Road and east of Goodlette-Frank Road on
Veterans Park Drive.
The following figure shows an aerial view of Veterans Community Park.
Figure 1-8
The following table shows the event overview for Veteran’s Community Park.
Table 1-12
Veterans Community Park - Event Overview
Event Year Sport Event Days Visitors Room Nights
Room Nights/
Event Days
USSSA Fall Classic*2014 Softball 3 1,250 600 200
USSSA Super NIT Naples AA/AAA Baseball*2015 Softball 3 1,223 600 200
USSSA All-Star Baseball*2015 Softball 3 1,350 350 117
NFHCA Top Recruit Winter Blast*2016 Field Hockey 3 ------
Average 3 1,274 517 172
*Held at multiple locations
Source: Naples, Marco Island, Everglades CVB
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 20
All events held at Veterans Community Park are multi-site events. In conjunction with the other parks, the
events average more than 1,200 visitors per event and averaged 517 room nights. With only one or two
events per year, the majority of the parks utilization is generated from local league play and activities. In 2014,
92 percent of the 6,190 available hours were utilized. Veterans Community Park is home to the Cal Ripken
and Babe Ruth leagues in Naples. The utilization of Veterans Community Park is derived from these leagues
and associated activities.
Vineyards Community Park
Vineyards Community Park is a 35-acre community park that is owned and operated by Collier County.
Located south of North Collier Regional Park and east of the Vanderbilt Beach Road exit on Highway-75 on
Arbor Boulevard West in Naples, Florida. The park consists of four multipurpose fields, two softball fields, two
basketball courts, six shuffleboard courts, four racquetball courts and four tennis courts.
The following figure shows an aerial view of Vineyards Community Park.
Figure 1-9
The following table shows the event overview for Vineyards Community Park.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 21
Table 1-13
Vineyards Community Park- Event Overview
Event Year Sport Event Days Visitors Room Nights
Room Nights/
Event Days
Optimist Soccer Tournament 2014 Soccer 1 ------
Naples Cup*2015 Soccer 3 2,500 1,000 333
Naples Cup*2016 Soccer 3 ------
Average 2 2,500 1,000 333
*Held at multiple locations
Source: Naples, Marco Island, Everglades CVB
Vineyards Community Park is less than three miles from NCRP, which provides the opportunity for the park to
be an overflow park for larger tournaments programmed at NCRP. In 2014, the Optimist Soccer Tournament
had programmed a one-day event at the park that ultimately was cancelled. Vineyards Community Park was
one of two venues used to host the Naples Cup that collectively had 2,500 visitors and generated 1,000 room
nights in 2015.
The Vineyards Community Park has had the highest utilization rate for all parks in 2014 and 2015. In 2014,
the utilization rate was nearly four times the allocated hours and three times the allocated hours in 2015. With
the park only co-hosting one large tournament per year, the majority of utilization is from local organizations,
Parks and Recreation programs and the Optimist Soccer League.
Golden Gate Community Park
Golden Gate Park is a 35-acre park that is owned and operated by Collier County. The park features one
baseball field, one little league field, one multipurpose field, two softball fields, two basketball courts, six
shuffleboard courts, four racquetball courts and four tennis courts. With the growth and demand for pickleball
in the area, Collier County is currently resurfacing the tennis courts to pickleball courts.
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 22
The following figure shows an aerial view of the Golden Gate Community Park.
Figure 1-10
The following table shows the event overview for Golden Gate Community Park.
Table 1-14
Golden Gate Community Park - Event Overview
Event Year Sport Event Days Visitors Room Nights
Room Nights/
Event Days
USSSA Fall Classic*2014 Baseball 3 1,250 600 200
SSA Florida Cup 5&6 (Wheels-Golden Gate)2014 BMX 2 1,000 700 350
USSSA Super NIT Naples AA/AAA Baseball*2015 Baseball 3 1,223 600 200
Average 3 1,158 633 238
*Held at multiple locations
Source: Naples, Marco Island, Everglades CVB
As shown in the table, the Wheels BMX Skate Park had a two-day event in 2014. The BMX event had 1,000
visitors and generated 700 room nights. Similar to other community parks in Collier County, Golden Gate
Community Park co-hosted three-day baseball events in 2014 and 2015. The two baseball events attracted
more than 1,200 visitors and generated more than 600 room nights. In addition to the Collier County Parks
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 23
and Recreation’s programmed events and activities, the park is the home field for the Golden Gate National
Little League and the Golden Gate Softball League.
Fleischmann Park
Fleischmann Park is a 25.26-acre park that includes two little league fields, two multipurpose fields, one
softball field, two basketball courts and four racquetball courts. Owned and operated by the City of Naples,
Fleischmann Park is located just west of the Naples Zoo at Caribbean Gardens at the corner of Fleischmann
Boulevard and Goodlette-Frank road.
The following figure is an aerial view of Fleischmann Park.
Figure 1-11
The following table shows the event overview Fleischmann Park.
Table 1-15
Fleischmann Park - Event Overview
Event Year Sport Event Days Visitors Room Nights
Room Nights/
Event Days
FBU National Championship First Round 2015 Football 2 900 270 135
FBU National Championship First Round 2016 Football 2 ------
Average 2 900 270 135
Source: Naples, Marco Island, Everglades CVB
As shown, the FBU National Championship First Round is the primary event held at Fleischmann Park. In
2015, the event had 900 visitors and generated 270 room nights during the two-day event. In addition to the
FBU National Championship First Round, Fleischmann Park events include event programming from the
following leagues:
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 24
! Greater Naples Little League
! The City of Naples Flag Football League
! Southwest Florida Youth Football and Cheer League
! Naples Lacrosse Club
The local programming from these leagues generates all the demand at the park. Programming from these
leagues cover all ages for both boys and girls and are programmed throughout the year.
Big Corkscrew Island Regional Park
Big Corkscrew Island Regional Park is a proposed project by the Collier County Parks and Recreation
Department. This $9 million project is currently in the design and development stage. This approximately 59-
acre proposed project includes four baseball/softball fields, eight soccer fields, two basketball courts, four
tennis courts, pickleball courts, an aquatic facility and indoor athletic complex. In addition, the proposed
project includes a community center, passive park trails and exercise course, playground, splash pad and two
entertainment stages. Located just east of the Collier County Fair and Exposition Fairgrounds, Big Corkscrew
Island Regional Park will be just north of Palmetto Ridge High School. The Big Corkscrew Island Regional
Park is expected to be a hub of sports, recreation and leisure activities in northwest Collier County.
The following figure is the master plan for the Big Corkscrew Regional Park.
Figure 1-12
Collier County Sports Market & Needs Assessment Study Chapter 1 - Page 25
Implications
North Collier Regional Park is the primary sports and recreation facility in Collier County. The remaining
facilities in the County primarily consist of community parks, which are intended to meet local recreation and
social needs rather than large tournaments. The average community park is approximately 17 acres.
Demonstrated by the parks in Collier County, NCRP is hosting the majority of tournaments while the
community parks are accommodating overflow needs or specific events. NCRP is a large-scale, regionally
based park that consolidates programmed adult and youth athletic facilities that is capable of accommodating
tournament events as well as local uses and programs.
NCRP was developed to accommodate the larger metropolitan area to accommodate events at a stand-alone
complex. Regional parks and sports complexes similar to NCRP are intended to be heavily programmed with
athletic facilities to maximize land uses and operational efficiencies. With ever-changing recreational trends,
greater emphasis is being placed on designing complexes to be as flexible as possible without unduly
compromising specific uses. Unfortunately for NCRP, events are outgrowing the facility and are required to
use multiple parks throughout Collier County. Additionally, with the limited number of fields and diamonds at
NCRP, Collier County is overlooked by event organizers resulting in local groups dominating field use.
In addition, the decision whether or not to enhance the overall sports and recreation package of Collier
County has significant implications for NCRP and the existing community parks. If Collier County desires to
become more competitive in the sports tourism business, changes to North Collier Regional Park and new
potential facilities will need to occur in order for Collier County to become more competitive in the region.
Overall, HSP has completed market research to determine the optimal physical programming of these assets
and the opportunity they will likely capture if investment is made.
TABLE OF CONTENTS
----------- Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Profile of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Market Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
!
!!
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 2
ECONOMIC & DEMOGRAPHIC ANALYSIS
Local market area characteristics such as population, a diversified economy, education, access and tourist
attractions influence the potential demand for hotels. This section profiles Collier County and the surrounding
area, including an overview of the economic characteristics of the market and the area.
Overview
Collier County is located in southwest Florida. Collier County comprises the Naples-Immokalee-Marco Island,
FL Metropolitan Statistical Area. The county seat is East Naples and the largest city is Naples. As of the 2010
census, the population was 321,520.
The following figure shows a map of western Collier County.
Figure 2-1
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 3
Airport Access
There are five airports that service Collier County. Everglades Airpark is a public use airport located one mile
southwest of the central business district of Everglades City. Immokalee Regional Airport is located in
Immokalee. It is categorized as a general aviation facility. Marco Island Executive Airport is located in Naples
and is publicly owned by Collier County. Naples Municipal Airport is located in Naples Florida and is owned by
the City of Naples Airport Authority. The airport provides space for general aviation as well as mosquito
control and EMS helicopters. The closest international airport to Naples, FL is Southwest Florida International
Airport, which is a 30-mile drive and is located east of Fort Myers. It is a rather large and busy airport, serving
approximately 14 million passengers annually, ranking it the fifth busiest in the state’s largest metro areas of
Orlando, Miami, Fort Lauderdale, and Tampa-St. Petersburg. Most major US airlines as well as international
carriers such as Air Canada and Air Berlin serve the airport.
Highway Access
Primary ground access to Naples is by car via Interstate 75 from the north and east. The most direct exit is
exit 105, Golden Gate Parkway, which runs west to US 41 in the city of Naples. Naples is also directly on US
41, the Tamiami Trail that runs from Miami through Southwest Florida and north through Tampa and
eventually through Atlanta. Located at the southern tip of Florida, highway access from the rest of North
America is limited to a few key highways, however, this remote location on the Gulf’s beaches is precisely
why the area is so popular with tourists. Most visitors fly, rather than drive.
Population
In general, the size of a local population base can help determine the potential demand for many types of
developments. While local residents will generate a portion of demand, out-of-town visitors will be the driving
force of new economic impact as a result of any development.
The following table shows population changes in the United States, the State of Florida, Collier County, the
MSA and the City of Naples.
Table 2-1
Population and Growth Rates
Population Percent Change
1990 2000 2010 2014 Estimate 2000-2010
United States 248,709,873 281,421,906 308,745,538 318,857,056 9.7%
Florida 12,937,926 15,982,378 18,801,310 19,893,297 17.6%
Naples-Immokalee-Marco Island MSA 152,099 251,377 321,520 348,777 27.9%
Collier County 152,099 251,377 321,520 348,777 27.9%
City of Naples 19,505 24,980 22,617 20,968 -9.5%
City Pop. As % of Metro Area 12.8%9.9%7.0%6.0%--
Source: U.S. Census Bureau, Hunden Strategic Partners
The U.S. population grew by 9.7 percent from 2000 to 2010 and the state of Florida experienced an increase
of 17.6 percent from 2000 to 2010. During the same period, the City of Naples decreased 9.5 percent. Collier
County and the City of Naples both experienced a 27.9 percent increase in population between 2000 and
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 4
2010. The population growth in Collier County is occurring in the northeastern and southeastern areas of the
county where large, new residential community developments are taking place.
The following figure shows the existing population centers based on 2010 figures in the Collier County Parks
and Recreation Maser Plan.
Figure 2-2
The following figure shows the estimated population growth in Collier County between 2015 and 2020
illustrated in the Parks and Recreation Master Plan.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 5
Figure 2-3
As shown, the population growth is expected to primarily occur in the northeastern portion of Collier County
around the Orangetree and Ave Maria communities.
Diversified Economy
A healthy and diversified economy provides not only employment and disposable income for a market’s
residents, but it also helps to insulate an area from economic downturns. Markets that have historically relied
on one sector have often had difficulty recovering from market shifts to other sectors, which leads to an
overall loss of local income and employment. This situation will often lead to declining population trends, as
has been the case in many industrial cities as residents move to other areas with better opportunities. Markets
with diversified employment can often withstand economic downturns better than those reliant on one
industry.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 6
The following figure shows the 2014 levels of employment by sector for Collier County.
Table 2-2
Collier County Employment by Industry - 2014
Description Employees Percentage of Total
Total employment 202,939 100%
By industry
Farm employment 3,329 1.6%
Nonfarm employment 199,610 98.4%
Private nonfarm employment 186,299 91.8%
Retail trade 23,409 11.5%
Real estate and rental and leasing 22,040 10.9%
Health care and social assistance 19,897 9.8%
Accommodation and food services 19,451 9.6%
Construction 15,690 7.7%
Other services, except public administration 14,909 7.3%
Administrative and waste management services 13,651 6.7%
Finance and insurance 12,843 6.3%
Professional, scientific, and technical services 12,303 6.1%
Arts, entertainment, and recreation 9,571 4.7%
Wholesale trade 4,525 2.2%
Manufacturing 4,017 2.0%
Forestry, fishing, and related activities 3,028 1.5%
Transportation and warehousing 3,005 1.5%
Educational services 2,699 1.3%
Information 2,072 1.0%
Mining 1,936 1.0%
Management of companies and enterprises 1,017 0.5%
Utilities 236 0.1%
Government and government enterprises 13,311 6.6%
State and local 12,032 5.9%
Local government 11,195 5.5%
State government 837 0.4%
Federal, civilian 628 0.3%
Military 651 0.3%
Source: Bureau of Economic Analysis, Hunden Strategic Partners
As shown, employment in Collier County has several primary industries in the private and public sector. The
leading industry in employment is retail trade with 11.5 percent followed by real estate and rental and leasing
with 10.9 percent. These two industries account for more than 45,400 employees. The area is not dominated
by one particular industry or sector, insulating it from severe shocks relative to other areas. Health care and
social assistance is the third largest industry in the area, followed accommodation and food services,
employing 9.8 and 9.6 percent of the county’s labor force.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 7
Income and Housing
The depth and strength of a market’s employment base and income levels is a strong indicator of its ability to
support meeting and event facilities, hotels, sports facilities, convention centers and other facilities. Indicators
of a market’s overall wealth and growth can include trends in its income and employment.
The following table provides data on home ownership, income and retail sales, based on the latest data from
the US Census Bureau.
Table 2-3
Income, Spending and Other Demographic Data
Category United States Florida Collier County Naples
Homeownership rate, 2010-2014 64.4%66.1%72.9%80.4%
Median value of owner-occupied housing units, 2010-2014 $175,700 $156,200 $258,400 $707,000
Persons per household, 2010-2014 2.63 2.62 2.61 1.98
Median household income, 2010-2014 $53,482 $46,956 $55,843 $78,614
Persons below poverty level, percent, 2010-2014 14.8%16.5%14.3%8.7%
Total employment, 2013 118,266,253 7,134,644 108,607 --
Total employment, percent change, 2012-2013 2.0%2.9%2.0%--
Retail sales per capita, 2012 $13,443 $14,177 $15,956 $115,769
Source: US Census Bureau
The home ownership rate is higher in Collier County than in Florida as a whole, and even higher in Naples.
The homeownership rate in Naples is 16 percent higher than that of the country. The median value of owner-
occupied homes is higher in Collier County than in Florida. The city of Naples has a median value of owner
occupied homes of $707,000. The rather unbelievable figure of $115,769 in retail sales per capita is due to a
large number of very-high-end retailers that sell high-dollar products in large volumes to the thousands of
wealthy visitors and affluent retired snowbirds (that are by-and-large not part of the city’s population), divided
by the town’s rather small population. These shoppers are generally visitors and many of them stay on Marco
Island or in other resort areas outside of the Naples city limits. Typically, a normal population of 20,000 people
could not support such high levels of spending. Retail sales in Naples is more than $102,000 higher than the
United States.
Unemployment
The following figure shows the unemployment rate in the state, the county, the MSA and the U.S. for 2000
through 2016.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 8
Figure 2-4
2.0
4.0
6.0
8.0
10.0
12.0
14.0 Jan-00 Jul-00 Jan-01 Jul-01 Jan-02 Jul-02 Jan-03 Jul-03 Jan-04 Jul-04 Jan-05 Jul-05 Jan-06 Jul-06 Jan-07 Jul-07 Jan-08 Jul-08 Jan-09 Jul-09 Jan-10 Jul-10 Jan-11 Jul-11 Jan-12 Jul-12 Jan-13 Jul-13 Jan-14 Jul-14 Jan-15 Jul-15 Jan-16 Source: Bureau of Labor Statistics
Unemployment Rates
US Unemployment Rate Collier County/MSA Florida
Unemployment rates in the MSA have been higher than that of the state and the country since 2008 until
2012. During the recession, unemployment rates increased to a peak of 13.0 percent in August 2010. The
unemployment rate of Collier County has seasonal ups and downs but has followed the national rate more
closely. The current level is near 4.4 percent.
Metro Area Employment Index
High employment growth is indicative of a metropolitan area’s ability to purchase goods and services and
possibly luxury items and leisure travel. A growing rate of population increase tends to mirror an employment
increase. The following figure shows is a five-year monthly history of the annual rate of employment growth in
the Naples-Immokalee-Marco Island MSA.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 9
Figure 2-5
In February of 2016, the Naples-Immokalee-Marco Island MSA hit a low of 1.2 percent employment growth,
however in the two year period from June 2013 through June 2015 the area showed remarkable growth at an
average of approximately five percent per month.
The following figures show maps of the MSA in comparison with other metro areas in the region.
Figure 2-6
Naples-Immokalee-Marco Island, FL
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 10
Figure 2-7
Naples-Immokalee-Marco Island, FL
Figure 2-8
Naples-Immokalee-Marco Island, FL
In the case of the previous maps, Naples is the southwestern-most green dot identified by the red arrow. In
2012 and 2014, growth reached more than four percent and fiver percent, respectively, However, February of
2016 has shown a slow-down, especially compared to Fort Myers and other nearby cities. Whether this is the
beginning of a trend or simply a minor slow period remains to be seen.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 11
Corporate Presence
The following table shows the largest employers in Collier County by number of full-time employees.
Table 2-4
Collier County Top Employers
Company Industry
Number of
Employees
Naples Community Hospital Hospital 4,000
Ritz-Carlton Naples Hotel 1,110
Garquilo Inc Produce 1,110
Arthrex Inc Manufacturing 1,056
Collier County Sheriff's Office Government 1,029
Home Team Inspection Services Real Estate Inspection 900
Publix Super Markets Grocery Stores 800
Marriott Hotel 700
Naples Grande Beach Resort Hotel 700
Downing Frye Realty Real Estate 550
Gulf Bay Group Real Estate 500
Moorings park-Home Health Home Health 500
Continental Transportation Services Transportation 500
Bentley Village Retirement Village 470
John R Wood Realtor Real Estate 400
US Post Office Government 380
Finnegan Team Real Estate 375
Naples Beach Hotel & Golf Club Hotel 350
Walmart Retail 325
Cemex Wholesaler 301
Home Depot Retail 300
Naples Country Club Country Club 300
Nordstrom Retail 300
Seminal Casino Immokalee Casino 300
Commercial Concrete System Concrete 290
Source: Collier County Department of Economic Development
Naples Community Hospital is the largest employer in the county, employing 4,000 workers, followed by Ritz
Carlton Naples and Garquilo Inc, which both employ 1,110 employees each.
Higher Education
The presence of colleges, universities and educational institutions can serve as a major demand base for
lodging establishments.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 12
The following table shows colleges and universities in the Collier County area.
Table 2-5
Higher Education - Collier County
Institution Location
Distance from
OHP (miles)
Highest
Degree Offered Enrollment
Ava Maria School of Law Naples, FL 7 Doctorate 269
Hodges University Naples, FL 7 Masters 1,892
Ava Maria University Ava Maria, FL 29 Doctorate 1,081
Florida Southwestern State College Fort Myers, FL 30 Bachelors 15,389
Florida Gulf Coast University Fort Myers, FL 32 Doctorate 14,473
Total Enrollment 33,104
Source: National Center for Education Statistics, HSP
Within a 35-mile radius of Collier County, there are a total of three universities one college and one law
school, accounting for 33,104 students. However, the two largest schools are fairly far away. The largest
institution is Florida Southwestern State College, located almost 30 miles north in Ft. Meyers, with a total
enrollment that surpasses 15,000 students. In addition to providing educational opportunities for area
residents, these colleges and universities offer attractive employment opportunities that provide increased
spending power in the market.
Educational Attainment
The level of education in a community is generally linked to income potential and hence, disposable income
and long-term growth. Highly educated people have more choices in their decision to locate themselves and
their families. The higher the education level, the stronger the labor market and the more disposable income
that is available for spending on eating out and attending events.
The following table shows the educational attainment in the area.
Table 2-6
Collier County Educational Attainment
Age 25+ Population United States Florida Collier County
Did not complete high school 7.6%8.3%6.5%
Completed high school 27.8%29.8%27.0%
Some college 21.1%21.0%19.0%
Associates Degree 8.1%8.9%7.5%
Bachelors Degree 18.4%16.9%19.3%
Graduate Degree 11.2%9.5%13.0%
Source: US Census Bureau, Decision Date, Hunden Strategic Partners
Collier County’s adult population is higher than the national and state average in Bachelors and graduate
degree attainment. Collier County has a lower percentage of adults not completing high school or who only
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 13
completed high school. The number with post-graduate degrees is also higher than the state or nation as a
whole.
Arts, Culture, Recreation, Entertainment and Tourism
Tourist attractions provide visitors activities while in town and if compelling enough, induce visitation. The
more tourist attractions, the better the community can lure meetings, events and tournaments. The most
commonly viewed attractions of this area include the fine white sandy beaches of the Gulf of Mexico, and the
shopping along Tamiami Trail.
The following table shows Collier County’s major tourist attractions.
Table 2-7
Collier County Attractions
Attraction City Category
Naples Botanical Gardens Naples Gardens
Corkscrew Swamp Sanctuary Naples Nature and Wildlife Areas
Naples Pier Naples Boardwalks
Lowdermilk Beach Naples Beaches
Delnor-Wiggins Pass State Park Naples State Parks
The Revs Institute Naples Museum
Naples Zoo at Caribbean Gardens Naples Zoo
Clam Pass Park Naples Beaches
Bird Gardens of Naples Naples Nature and Wildlife Areas
The Holocaust Museum and Education
Center of Southwest Florida Naples Museum
Museum of the Everglades Everglades City Museum
Gulf Coast Visitor Center Everglades City Visitor Center
Keewaydin Island Marco Island Beaches
Mackle Park Marco Island Parks
South Marco Beach Marco Island Beaches
Tigertail Beach Marco Island Beaches
Marco Island Historical Museum Marco Island Museum
Island Tennis Marco Island Sports Camps
Camp Romano Marco Island Beaches
Isles of Capri Marina Marco Island Marinas
Source: TripAdvisor, Hunden Strategic Partners
Naples Attractions
The Naples Botanical Gardens is a garden in Naples, FL. It features year round events, concerts, festivals
and Botanic gardens. Eight Naples residents originally started it in 1993. The garden offers 2.5 miles of
walking trails, a 90-acre preserve, a café, an auditorium, six gardens and a store.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 14
The Botanical Gardens include the Chabraja Visitor Center. The visitor center was added in 2014 and
includes three feature gardens, Kapnick Hall, the Jane and Chuck Berger Shop in the Garden and Fogg Café.
The Botanical Gardens feature a variety of different themed gardens including:
! Lea Asian Garden
! Kapnick Brazilian Garden
! Kapnick Caribbean Garden
! Smith Children’s Garden
! Scott Florida Garden
! Water Garden
Naples Botanical Garden is also home to a 90-acre nature sanctuary. There have been nearly 300 species of
native plants that have been catalogued.
The Corkscrew Swamp Sanctuary is a National Audubon Society sanctuary located just north of Naples. It
was established to protect one of the largest remaining stands of bald cypress and pond cypress in North
America. The Sanctuary offers a boardwalk that provides walking access through pine flatwoods, wet prairie,
pond cypress, bald cypress and marsh ecosystems.
Naples Pier is a historic pier located on the Gulf of Mexico in Naples, FL. It is known for fishing, bird-
watching, dolphin-spotting and scenic sunset views. The pier features restrooms, a concession stand with a
covered eating area and beach supplies. The beach at the pier features volleyball nets.
Lowdermilk Beach is located in Naples, FL. It offers a concession stand, sand volleyball courts, two
children’s playgrounds, picnic tables, benches, restroom and shower facilities and two gazebos for rent.
Everglades City
Everglades City is the home to the Gulf Coast Visitor Center for Everglades National Park. Everglades
National Park is a US National Park that protects the southern 20 percent of the original Everglades. It is the
largest tropical wilderness, the largest wilderness east of the Mississippi River, in the United States. On
average, 1,000,000 people visit it each year. It is the third-largest national park in the contiguous United
States following only Death Valley and Yellowstone and was declared an International Biosphere Reserve, a
World Heritage Site and a Wetland of International Importance. It is one of only three locations worldwide to
appear on all three lists.
Everglades National Park was the first park in the US that was created to protect a fragile ecosystem. The
Everglades are a network of wetlands and forests fed by a river flowing a quarter of a mile per day out of Lake
Okeechobee, southwest into Florida Bay.
Everglades National Park has several walking trails that vary in hiking difficulty on Pine Island. The park also
features four visitor centers. Camping is available year-round in the park. Everglades City has a variety of
boat, nature and wildlife, speedboat and walking tours of the Everglades National Park.
Collier County Sports Market & Needs Assessment Study Chapter 2 - Page 15
Marco Island Attractions
Keewaydin Island is a barrier island that has no cars, roads or bridges. It is most commonly known for the
south tip of the island where local boaters congregate. Visitors have to rent a boat, go on a tourist boat, visit
with a private individual who has a boat or call the Keewaydin Express water taxi service since the island is
unreachable by car.
Tigertail Beach is located on Marco Island. It features a 32-acre habitat for wintering and nesting shorebirds
and a tidal lagoon that separates the Tigertail Beach Park from the state managed Big Marco Pass Critical
Wildlife Area. The park amenities include:
! Six boardwalks
! Tigertail Beach Café
! Restroom facilities
! Education kiosk
! Children’s playground
! Butterfly garden
! Picnic area with tables and grills
! Rentals of paddleboards, kayaks, electric seaquirts, water trikes, electric boats and paddleboats.
Implications
Collier County is largely a rapidly growing resort community populated with many transient residents and
tourists that are affluent. Besides those that stay in the area for the winter, the permanent population is
swelling along to the northeast and southeast of Naples. Interstate 75 is the area’s link to both the Miami area
to the east and the Gulf Coast shore cities of Tampa-St. Petersburg and Fort Myers and points northward.
The beauty of the coastal islands, beaches, cities and the Everglades make the county a popular area for
tourists, which is helpful in driving visitation to the area and is essential for this county in its quest to bring
families that would participate in a youth-sports campus. The area’s high level of education, affluence and
overall growth make Collier County ripe for building on its natural attractiveness with more amenities for the
burgeoning permanent population of families. What was once merely a winter destination based on its
beaches and attractive island resorts, is rapidly becoming a substantial metropolitan area in its own right and
needs to develop metropolitan-style attractions and amenities to serve its growing population.
TABLE OF CONTENTS
----------- Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Profile of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Market Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 2
LOCAL SPORTS SUPPLY AND DEMAND ANALYSIS
HSP has evaluated the local indoor and outdoor sports facilities to determine both the supply of local facilities
for sports as well as the existing demand to determine if more facilities are needed to support local use and
how the existing facilities may handle tournaments.
Various athletic facilities, primarily outdoor, exist throughout Collier County. The existing sports facility supply
in Collier County is mostly recreational in nature with a few venues that are high enough quality and offer the
necessary facilities and amenities to accommodate tournament use. As the sports tourism market continues
to grow, local facilities are growing from small recreational parks with a few fields or courts to large
tournament facilities that are drawing teams from out-of-state.
Locally, the area has few sports facilities that may compete with regional facilities for regional and national
events. In addition to the any proposed development, other facilities may complement new sports complex
developments because they could be used for practice fields and substitute locations if a large tournament
takes place during a specific weekend.
The following figure shows the sports facilities in Collier County.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 3
Figure 3-1
HSP identified 14 relevant facilities in Collier County, including North Collier Regional Park, Fleischmann
Park, Veteran’s Park and the planned Big Corkscrew Island Regional Park.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 4
The following table summarizes the relevant sports facilities within Collier County.
Table 3-1
Collier County - Local Athletic Facilities
Facility Address Location Park Type
Distance
from Site
(miles)Ba
s
k
e
t
b
a
l
lDi
am
o
n
d
sMu
l
t
i
-
p
u
r
p
o
s
e
P
i
c
k
l
e
b
a
l
l
T
e
n
n
i
s Ot
h
e
r
North Collier Regional Park 5000 Livingston Rd Naples Regional --2 5 8 ----1
Veterans Community Park 1895 Veterans Park Dr Naples Community 3 --4 1 ------
Vineyards Community Park 6231 Arbor Blvd.Naples Community 4 --2 4 ------
Pelican Bay Community Park 764 Vanderbilt Rd Naples Community 5 --------8 --
Starcher Pettay 685 111th Ave. N.Naples Little League Fields 5 --1 --------
Max Hasse Community Park 3390 Golden Gate Blvd. W.Naples Community 8 --2 ----2 --
Fleischmann Park 1600 Fleischmann Blvd Naples Community 10 2 3 1 ----6
Golden Gate Community Park 3300 Santa Barbara Blvd.Naples Community 10 --4 1 ------
East Naples Community Park 3500 Thomasson Dr Naples Community 12 ----2 25 8 --
Big Corkscrew Island Regional Park*825 39th Ave NE Naples Regional 13 ------------
Cindy Mysels Park 5611 Warren Street Naples Little League Fields 15 --2 --------
Eagle Lakes Community Park 11565 Tamiami Trail E Naples Community 17 --2 2 ------
Immokalee Parks 321 N. 1st St.Immokalee Community 31 1 1 2 --1 4
Tony Rosbough Park 1213 Little League Road Immokalee Little League Fields 35 --2 --------
Average 13 2 3 3 25 5 4
Totals --5 28 21 25 19 11
*Under development
Source: Various Facilities, Hunden Strategic Partners
Local Facilities
North Collier Regional Park
The 212-acre North Collier Regional Park (NCRP) is a premier tournament facility featuring five softball fields
and eight multi-use fields. The eight tournament quality multi-use fields are used for soccer, lacrosse and field
hockey. In addition to the fields, the park also includes Sun-N-Fun Lagoon Water Park, RecPlex Fitness
Complex, Calusa Fossil dig play area for children, interactive playground and exhibit hall. The NCRP is owned
and operated by Collier County Parks and Recreation Department and opened in 2004. Primarily used as a
main park for larger tournaments, NCRP is reaching capacity of usage without additional fields and upgrades
to the park.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 5
The following figure shows an aerial view of NCRP.
Figure 3-2
The five lighted softball and eight lighted multi-use fields host league and tournament play. Each of the 13
fields has a 250-seat capacity with alternate seating available. Throughout the year, NCRP has more than 30
multi-day tournaments, which generate on average more than 300 hotel rooms per event. In addition to
league play, the park hosts events for the state, larger youth sports organizations, national tournaments and
professional league combines. With 11 additional parks located less than 18 miles from NCRP, larger
tournament and events can be programmed.
The RecPlex Fitness Complex is an exercise facility and a two-basketball court gymnasium. Adjacent to the
gymnasium is an exhibit hall that can be used for meetings or additional rooms to the gymnasium. Both the
fitness complex and gymnasium operate based on a membership subscription model and are open seven
days a week. The gymnasium throughout the year will host basketball tournaments and showcases.
Expansion to this park has been studied and proposed but with costs of mitigation of wetlands, protective
wildlife area preserves and opposition of nearby residential communities, the expansion opportunities at this
park are very expensive and not popular within the area.
Located southwest of the Immokalee Road exit on I-75 and east of Livingston Road, NCRP provides easy
access from the interstate. Within a ten-mile radius from NCRP are hotels, entertainment and dinning options,
in addition to nearby access to the beach.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 6
North Collier Regional Park is the primary park for soccer, baseball, softball, lacrosse and football leagues
and tournaments and is currently reaching maximum capacity for usage. Without an expansion to add
additional fields to this park, the tournaments and league play is unable to continue to grow and/or will have to
continue programming leagues and tournament play at multiple parks.
Veterans Community Park
Veterans Community Park is one of the flagship parks in the Naples area, located in North Naples and three
miles from North Collier Regional Park. Veterans Community Park is nearly 44 acres and includes three
lighted softball fields, lighted bocce ball courts, one lighted baseball field, four lighted tennis courts, four
lighted racquetball courts, one lighted soccer/football field, two sand volleyball courts and a covered lighted
multipurpose rink. In addition to the fields, Veterans Community Park includes a community center, Rover
Run Dog Park, lighted playground and two picnic pavilions. Veterans Community Park is owned and operated
by the Collier County Parks and Recreation Department.
Veterans Community Park hosts league and tournament play and is combined with local parks to attract
larger tournaments for baseball, softball, soccer and tennis. In addition, the park also has dozens of children’s
activities and exercise classes organized by the Collier County Parks and Recreation Department. The park
also features the only dog park within the county, with both a small dog and large dog areas. Local Little
League programs conduct league play on the baseball and softball fields throughout the year, specifically Cal
Ripken Youth Baseball provides the highest usage of time at the park.
Located three miles west of the North Collier Regional Park off of Immokalee Road, Veterans Community
Park is south of Immokalee Road and east of Goodlette-Frank Road on Veterans Park Road. As with North
Collier Regional Park, Veterans Community Park is within a ten-mile radius of hotels, entertainment and
dinning options, in addition to beach access.
Veterans Community Park is one of the most used parks in the county and is reaching capacity of usage for
the activities and tournaments currently programmed. Land-locked between commercial parcels and
residential neighborhoods, this park would be best for continued renovations to the current amenities.
Currently, the Collier County Parks and Recreation Department is building eight pickleball courts. With
continued maintenance and renovations to the current fields, this park is a viable option to be used a
secondary park for local leagues and continued overflow for larger tournaments.
Vineyards Community Park
Vineyards Community Park is a 35.5-acre park located adjacent to the Vineyards Development in North
Naples between Vanderbilt Beach Road and Pine Ridge Road. The park includes two lighted softball fields,
four soccer fields (three lit), four lighted comfort cushioned tennis courts, two lighted basketball courts and
four racquetball courts. Other park amenities include a community center, walking trail, eight picnic shelters,
pavilion, lighted playground, rest rooms and a water play feature. Vineyards Community Park is owned and
operated by the Collier County Parks and Recreation Department.
Vineyards Community Park is primarily programmed for local parks and recreation leagues and activities. In
addition, with the park approximately three miles from North Collier Regional Park, the park is also a
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 7
secondary park for larger tournaments in the area. In 2014 and 2015, the park was a secondary park for more
than three larger multi-day tournaments in the area.
Vineyards Community Park falls within the same ten-mile radius to hotels, entertainment and dinning options
as North Collier Regional Park. Located approximately three miles southeast of North Collier Regional Park,
Vineyards Community Park is just east of I-75 and less than one-mile south of Vanderbilt Beach Road on
Arbor Boulevard West.
The Vineyards Community Park is land-locked against the highway and surrounding residential
neighborhoods, with no possible expansion option. In order to keep up with expectations of tournament
organizations, the park will need to continue upgrading the current amenities to comply with expectations.
With continued upgrades, the park is a viable option to be combined with other current or expanded parks in
the area for local, state, regional and national tournaments, in addition to the local leagues.
Pelican Bay Community Park
Pelican Bay Community Park is located west of US-41 on Vanderbilt Beach Road and is one mile from beach
access. The 15-acre Pelican Bay Community Park includes eight lighted clay tennis courts, four lighted
racquetball courts, two bocce courts, one lighted basketball court, one softball field and one soccer field.
Additionally, the park has one lighted playground, walking trail system, a pavilion and a lake. The park is
primarily programmed for tennis leagues, lessons and tournaments. Pelican Bay Community Park is owned
and operated by the Collier County Parks and Recreation Department and also offers annual memberships
and private lessons. In addition, local Little League programs have the ability to program little league games
on the softball field.
Surrounded by Vanderbilt Beach Road and residential neighborhoods, Pelican Bay Community Park growth is
limited to its current size. Upgrades and renovations to the amenities at the park would allow for continued
league and tournament play on the tennis courts.
Starcher Pettay
Starcher Pettay is the Naples Park School little league baseball complex which includes one lighted little
league baseball field and two lighted tennis courts. The park is located on the grounds of the Naples Park
Elementary School, north of 111th Ave, east of Vanderbilt Drive and adjacent to Saint John Evangelist Catholic
Church. The little league baseball field is programmed by the North Naples Little League, (NNLL) which is a
chartered affiliate of Little League Baseball, Inc. The NNLL programs league games on Starcher Pettay, more
than three games a week, from the middle of January to the middle of May. With only one baseball field and
growth in the NNLL, Starcher Pettay is filling the demand needs of the league as an additional field for league
play.
Max Hasse Community Park
Max Hasse Community Park, named after a philanthropist who was vital in helping build the parks system in
Collier County, is located less than nine miles southeast of North Collier Regional Park. The park includes two
lighted softball fields, two lighted tennis courts, as well as a covered and lighted basketball pavilion.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 8
Additionally, the park amenities include a community center, fitness center, picnic area, lighted playground,
and a picnic shelter. Max Hasse Community Park is owned and operated by the Collier County Parks and
Recreation Department. The fitness center is a membership model with annual and monthly rates, as well as
personal training.
Max Hasse Community Park is primarily programmed by the local boy scouts program and after school and
summer camp programs for local children. Local Little League programs conduct league play on both softball
fields throughout the year.
The park is located east of I-75, west of Collier Boulevard and just south on Golden Gate Boulevard West.
Additionally, the park is less than 13 miles from beach access and within a 15-mile radius of hotels,
entertainment and dinning options. Expansion at this site would likely require mitigating wetlands and the
protective wildlife area preserves. In addition, the access from the highway could pose as an issue with
programming larger tournaments. Continued maintenance and renovations to the current amenities will allow
for Max Hasse Community Park to continue to be programmed as a secondary park for larger tournaments.
Fleischmann Park
Fleischmann Park is owned and operated by the City of Naples and is located ten miles southwest of North
Collier Regional Park. At 15 acres, this park includes four lighted racquetball courts, three lighted
baseball/softball fields, two lighted volleyball courts, two lighted basketball courts and a lighted football field
and practice field. Other amenities at the park include toddler playground, school age children playground with
sunshades and water splash zone, picnic pavilions and a community center.
The community center includes two dance studios, main room, game room and a meeting room. The center
programs gymnastics, marital arts, creative arts, dance, after school club and summer and holiday camps.
Fleischmann Park is host to the Football University (FBU) National Championships every year. The FBU
National Championships is a sixth, seventh and eighth grade football tournament, which brings the final four
teams in the tournament for each grade to the park. Due to the size of the FBU National Championship game,
the game has now outgrown the parks capacity. In addition to the FBU National Championship game,
Fleischmann Park is programmed by the local Little League programs for league play.
Fleishman Park is just south of Coastland Center Mall on Fleischmann Boulevard at Goodlette-Frank Road.
Less than two miles from beach access, Fleishman Park is within a ten-mile radius of hotels, dinning and
entertainment options that make it attractive for larger tournament organizers. With no room for expansion
and programmed as one of the main parks for larger tournaments, continued maintenance and renovations to
this park will keep Fleischmann Park an attractive option for larger tournaments.
Golden Gate Community Park
Located less than ten miles southwest of the North Collier Regional Park, Golden Gate Community Park
includes; two lighted softball fields, one lighted little league field, one lighted baseball field, one lighted
soccer/football field, four lighted tennis and racquetball courts, one lighted basketball court, shuffleboard
courts and one bocce court. Additional amenities are a fitness center, an aquatics facility, playground, paved
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 9
fitness trail and a boat ramp. Golden Gate Community Park is owned and operated by the Collier County
Parks and Recreation Department.
The fitness center is a membership subscription model facility that includes annual and monthly members.
The aquatics facility includes a 25-yard by 25-meter heated pool, a children’s activity pool, a 110-foot tube
slide, two one-meter springboards and one three-meter springboard for open swimming, leagues, lessons and
instructed classes. Daily, three month and annual fees are required to access the amenities of the aquatics
facility.
Local little league and adult league organizers program Golden Gate Community Park. Little League
programs in the area use the baseball, softball and little league fields for league play throughout the year. In
addition, the park is programmed as additional fields for larger national tournaments throughout the year,
which are multi-day events and can average more than 1,000 participants and spectators per event.
Golden Gate Community Park is north of I-75 on Santa Barbara Boulevard and is just less than seven miles
from beach access. Within a 15-mile radius of hotels, dining and entertainment options, Golden Gate
Community Park is an attractive secondary park for larger tournaments. In addition to the park amenities, the
park is just west of the Golden Gate High School, which includes baseball, softball, soccer, football and
multipurpose fields.
Currently, Collier County Parks Department is in the process of restriping some of the tennis courts to include
pickleball lines as well. Continued maintenance and renovations to this park are the only viable option, due to
being surrounding by developed areas. Golden Gate Community Park provides local little leagues and adult
leagues with quality amenities to have league play. Additionally, the park provides quality tournament fields
and amenities to be a secondary park for larger tournaments.
East Naples Community Park
East Naples Community Park is located more than 16 miles south of North Collier Regional Park and recently
completed a renovation. The recent renovation includes the conversion of a roller hockey rink, skate park and
eight tennis courts to pickleball courts. The redevelopment of under utilized facilities is part of plans to
accommodate the growing sport of pickleball in the area as well to meet the requirements to hold the US
Open Pickleball 2016 Championships. In addition to the renovation, the park includes two lighted basketball
courts, two racquetball courts, four lighted softball courts, two lighted multipurpose fields and 23 pickleball
courts. After the redevelopment of the existing facilities, East Naples Community Park now has a total of 48
pickleball courts. A lighted playground, lighted exercise trail around the lake, picnic area, pavilion, a senior
center and a playground are also offered at the park.
East Naples Community Park is programmed for adult and youth leagues, fitness programs, after school care,
senior programs and community center. The park currently hosts two multi-day regional pickleball
tournaments per year, which average more than 800 participants and spectators per event. East Naples
Community Park had a rise in participation and spectatorship with the first annual US Open Pickleball 2016
Championships held in April.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 10
The first-ever US Open Pickleball Championships attracted approximately 835 participants, while more than
3,000 spectators visited over the six-day event. The event included event parties, live entertainment,
charitable fundraising activities, as well as a kids day.
Located west of US-41 on Thomasson Drive, East Naples Community Park is less than two miles from beach
access. East Naples Community Park is within a 15-mile radius of hotels, dinning and entertainment options
that make this park an attractive destination for larger regional and national tournaments.
With the recent renovations, East Naples Community Park is capitalizing on the destination amenities and
park amenities to attract larger regional and national pickleball tournaments to the area. These tournaments
are multi-day tournaments that provide economic value to the area.
Big Corkscrew Island Regional Park
Big Corkscrew Island Regional Park is a new development project in Collier County that will be developed,
owned and operated by the Collier County Parks and Recreation Department. The $9 million project is
currently in the design and development stage and is located 18 miles northeast of North Collier Regional
Park. The proposed project includes four baseball/softball fields, eight soccer fields, two basketball courts,
four tennis courts, pickleball courts, an aquatic facility and indoor athletic complex. In addition, the proposed
project includes a community center, passive park trails and exercise course, playground, splash pad and two
entertainment stages.
Located just east of the Collier County Fairgrounds, Big Corkscrew Island Regional Park will be just north of
Palmetto Ridge High School. Less than 18 miles from beach access, Big Corkscrew Island Regional Park will
be within a 20-mile drive of hotels, dinning and entertainment options. The park will anchor the northeast
portion of Collier County and will be another quality venue to host tournaments and partner facility with events
taking place in Lee County.
Cindy Mysels Park
Cindy Mysels Park is located 14 miles south of the North Collier Regional Park and includes two lighted
baseball/softball fields. Primarily programmed for local Little League programs, the park is off of the
Logan/Santa Barbara extension between Rattlesnake Hammock and US-41 E.
Eagle Lakes Community Park
Located less than 20 miles southeast of the North Collier Regional Park, Eagle Lakes Community Park
includes a lighted baseball field, one lighted softball field, two lighted multipurpose fields and one lighted
basketball court. Additionally, the park amenities include a community center, fitness center, meeting room,
picnic shelter, lighted playground, interactive water feature with spray ground play area, two and half mile
nature trail and one mile paved walking/running trail.
Collier County Parks and Recreation activities, after school programs, summer and holiday camps and local
Little League programs utilize Eagle Lakes Community Park. Additionally, the park is a secondary park for
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 11
larger regional and national tournaments. The running trail at Eagle Lakes Community Park allows for 5K runs
to be held throughout the year.
Located south of Lely High School and Parkside Elementary School off of Tamiami Trail E., Eagle Lakes
Community Park is the southern most park of all the local parks in Collier County. Less than 13 miles, driving,
to beach access and within a 15-mile radius of hotels, dinning and entertainment options.
Immokalee Parks
Immokalee Parks includes four parks: Immokalee Airport Park, Immokalee Community Park, Immokalee
Sports Complex and South Immokalee Park all of which are owned and operated by the Collier County Parks
and Recreation Department. The Immokalee parks are in the northeast region of Collier County and have
limited access and amenities to support the facilities. There is limited access to major highways and there are
less than five hotels within a 15-mile radius. Given the location and lack of highway access to these parks,
these parks are not considered primary venues to host larger tournaments and events. A breakdown of each
park is detailed below.
! Immokalee Park is located on the east side of Main Street next to the Immokalee Airport and is a
popular park for birthday parties and family gatherings due to the picnic pavilions, amphitheater
and playgrounds.
! Immokalee Community Park is less than 42 miles northeast of the North Collier Regional Park
and includes a lighted baseball/softball field, basketball courts, tennis court and four-wall
racquetball courts. Other amenities at the park are a picnic area, a lighted playground and a
picnic shelter. Immokalee Community Park is just east of Immokalee High School at the corner
of North 1st Street and Immokalee Drive.
! Immokalee Sports Complex is located less than one mile west of Immokalee Community Park
just north of Immokalee High School on Immokalee Drive. The sports complex features a
gymnasium, three lighted multipurpose fields and an aquatic facility. The aquatic facility includes
a 23- by 25-meter heated pool, a one-meter springboard, slide and a heated children’s activity
pool. The aquatic center offers daily passes, three-month and annual membership fees to
access the center.
! South Immokalee Park is southwest of Immokalee Community Park off of School Drive. The
park is popular with youth and adult basketball leagues due to the lighted basketball court. Other
park features include a playground, a grassy area and a sand volleyball court.
Tony Rosbough Park
Tony Rosbough Park is a local park in Immokalee, Florida. The park is 51 miles northeast of the North Collier
Regional Park and north of Lake Trafford Road off of Little League Road. Tony Rosbough Park includes two
lighted Little League fields. Local Little League programs in the area are the primary users of the park.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 12
Lee County Facilities
Lee County has the Lee County Sports Development (LCSD) office that has the goal to attract and retain
sporting events and activities that will provide economic stimulus through sports tourism. Lee County has
established a position in Florida sports tourism as a destination for events, particularly baseball. With its rich
baseball history as a home for several teams in the past and two currently, the County has invested in several
high quality facilities that regularly host tournaments. These events have grown in size that overflow facilities
are used in Lee County as well as in Collier County. Lee County events have become a significant demand
generator for Collier County facilities in order to accommodate events. For example, the Gene Cusic
Collegiate Classic is an event that offers men’s and women’s NCAA Division III softball and baseball teams,
as well as NAIA softball teams an opportunity to participate in regular season games during their respective
spring breaks. The event was established in 1983 and brings more than 100 teams to Lee County In addition
to the three Lee County parks used for the event, North Collier Regional Park is used as well.
Lee County has eight tournament quality parks that host local, regional, state and national tournaments. Many
smaller local parks are used as overflow for the tournaments as well as Collier County parks. Five of the eight
parks are currently, or have previously been, home to an MLB team for spring training. The following list
summarizes the eight parks:
• City of Palms Park consists of an 8,200-seat main lighted stadium, which includes ten covered
batting cages and dugouts, electronic scoreboard and message center. Opened in 1993, this
park is owned and operated by Lee County, the park also features a large baseball practice field
is located behind the left field wall of the main stadium. The park, located in Fort Myers, was the
spring training home field to the Boston Red Sox from 1993 to 2011 and is now is the home field
of the Florida Southwestern Buccaneers baseball team since 2014. The practice field includes a
scoreboard and covered dugouts. The main stadium and the practice field both are programmed
for larger tournaments in the area.
• The Player Development Complex, which opened in 1993, boasts five full baseball fields, office
space, observation tower, covered batting cages and training rooms. The complex, which is
located over 2-miles east of the City of Palms Park, is owned and operated by Lee County.
Programming at the complex consists of larger tournaments and college and university events
and competitions.
• JetBlue Park is the current spring training facility for the Boston Red Sox, and opened in 2012.
The Park is owned and operated by Lee County, and features an 11,000-seat lighted stadium,
six full-size baseball fields, ten indoor and four outdoor batting cages and six lighted soccer
fields. In addition to the Boston Red Sox springing training schedule of events, the park is
programmed for larger baseball tournaments in the area. The soccer fields are programmed as
the local youth soccer programs main fields. In addition, the park has hosted the women’s
collegiate rugby championship, lacrosse tournaments and the high school baseball
championships.
• CenturyLink Sports Complex/Hammond Stadium is the home spring training facility for the
Minnesota Twins. The complex, which opened in 1991, features Hammond Stadium, a 7,500-
seat lighted stadium. The CenturyLink Sports Complex consists of four large baseball fields, two
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 13
half-sized baseball fields, four lighted softball fields and one multipurpose field. Other amenities
at the complex are ten indoor batting cages and 22 practice pitching areas. Programming on the
eight-acre complex, in addition to the Minnesota Twins spring training schedule, includes youth
baseball and softball leagues and tournaments, as well as large local, state, regional and
national tournaments.
• Terry Park, a historic site in Fort Myers, Florida opened in 1925 and has been the spring training
home facility for four MLB teams over the years. Lee County owns and operates the park, which
features a 3,000-seat lighted stadium. The 25-acre park also includes three lighted baseball
fields, one multipurpose field, a batting cage, eight bullpens, a clubhouse and four covered
batting cage. Terry Park is home to Lee County Park and Recreation sports programs, as well
as a site for larger tournaments in the area.
• Cape Coral Sports Complex is a 52-acre park that opened in 1994. Deemed as the largest
athletic facility in Cape Coral, the sports complex is owned and operated by the City of Cape
Coral. Cape Coral Sports Complex features four lighted regulation-sized baseball fields, five
lighted softball fields and five lighted multipurpose fields. The complex is home to the Cape
Coral Youth Soccer Association and the Little League Junior Senior Baseball program.
Additionally, the park is programmed with men’s softball leagues and hosts many state and
national tournaments throughout the year.
• Cape Coral Northwest Softball Complex is a City of Cape Coral park that is a 15-acre park. In
addition to youth and adult softball leagues, the park also has hosted many state and national
softball tournaments. The softball complex features five lighted softball fields and a concession
stand.
• BMX/Strausser Park is home to several state and national BMX Motocross and softball
tournaments, as well as local youth, adult and senior softball leagues. The BMX/Strausser Park
is a City of Cape Coral park that features three lighted softball fields, a concession stand and a
BMX racetrack.
Additionally, there are three that accommodate high usage from local youth programs as well as local and
regional tournaments. The three parks are as followed:
• Three Oaks Park, a 35-acre park that features three lighted little league fields, one lighted
softball field, two lighted multipurpose fields, 12 lighted tennis courts, two lighted racquetball and
two lighted volleyball courts. Three Oaks Park is a Lee County park.
• S.T.A.R.S. (Success Through Academic and Recreational Support) Complex features one
lighted softball field, one large and two small baseball fields, two tennis courts, a swimming pool,
four basketball courts and a gymnasium. S.T.A.R.S. Complex is a City of Fort Myers park.
• Sam Fleishman/Deleon Complex, a City of Fort Myers park, boasts one large lighted baseball
field, two small lighted baseball fields, three lighted softball fields, ten tennis courts (eight
lighted) and a swimming pool.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 14
Implications
Overall, the majority of the local sports facilities in the Collier County market are modest venues that are
limited by size, quality and location. These facilities are able to host smaller local tournaments and events as
well as be used as overflow facilities that are taking place in Lee County or North Collier Regional Park. The
shortage of fields in one location is a critical challenge that is limiting Collier County’s ability to compete for
statewide, regional and national events that the area is looking to attract. Current renovations or proposed
park developments have allowed for Collier County to attract larger regional and national events and with
continued renovations and expansions to parks, Collier County will be able to continue attracting the larger
state, regional and national tournaments.
LOCAL DEMAND ANALYSIS
For any premier sports complex, the majority of high impact usage will be from tournaments or organizations
hosting state, regional and national events and events that attract out-of-state visitors. HSP contacted various
groups and stakeholders in the Collier County community that represent competitive and recreational sports
organizations, state association representatives, event organizers and other local demand generators. In
addition, this section includes information gathered about the current issues, challenges and suggestions for
how potential new or expanded sports facilities may be envisioned and utilized.
HSP conducted a number of interviews of critical stakeholders for utilization of expanded and/or renovated
athletic facilities in Collier County. These interviews helped determine the potential need and inducement
potential of a new venue, as demand currently exists today and as potentially expanded with a new and/or
expanded facilities.
This section summarizes findings and suggestions based on interviews and other primary and secondary
research. The findings drive the implications and the recommendations for potential expansions of existing
facilities or new facilities and provide an understanding of the local demand.
Even with the variety of facilities in Collier County and the surrounding area, interviews with local stakeholders
and sports leaders indicate that demand exists that exceeds supply. The following table summarizes the local
and regional sports supply of facilities and participation levels.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 15
Table 3-2
Local, State and Regional Sports Overview
Supply of Facilities Participation Levels
Sport Local State Regional Local State Regional
Indoor
Basketball Low Low Medium Medium High High
Volleyball Low Low Medium High High High
Outdoor
Soccer Low High High High High High
Football Low Low Low High High High
Lacrosse Low Low Low Medium Medium Medium
Pickleball Medium Low Low High High Medium
Baseball Low High High High High High
Softball Low High High High High High
Source: Hunden Strategic Partners
The indoor sports of basketball and volleyball have a low level of supply for indoor facilities locally and state,
yet a medium supply level exists regionally. The participation level is also medium to high for those sports.
Local supply for field sports such as soccer, football, lacrosse, as well as diamond sports like baseball and
softball have a low supply of facilities, while local participation is high for all except lacrosse, which has a
moderate amount of participation. Pickleball has become one of the fastest growing sports in the United
States and popularized by the Boomer generation. Football, lacrosse and pickleball all have a low supply of
facilities in the state and regionally. Soccer, football, baseball and softball all have high participation levels
locally, statewide and regionally, while pickleball participation is continually growing and increasing the fastest
on the west and east coasts.
The following table shows the assessment of facility and participation growth locally, statewide and regionally.
Green arrows represent growth, yellow dashes represent flat participation, and red arrows represent
participation decline. The larger the arrow, the greater the growth.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 16
Table 3-3
Local, State and Regional Sports Trends
Supply of Facilities Participation Growth
Sport Local State Regional Local State Regional
Indoor
Basketball
Volleyball
Outdoor
Soccer
Football
Lacrosse
Pickleball
Baseball
Softball
Source: Hunden Strategic Partners
As shown, the supply for indoor facilities is relatively level partly due to the difficult business models of indoor
athletic facilities. Communities across the state and region are developing soccer, baseball and softball fields.
Local development is modest. Big Corkscrew Island Regional Park will add a modest number of facilities to
the Collier market. Participation growth locally, in Florida and the regionally is modest across most sports.
Pickleball, soccer and softball are experiencing more growth than the other sports. Although national trends
show most sports participation declining, conversations with organizations in Florida provided the sense of
modest growth that is likely occurring due to the population growth in the metropolitan areas throughout the
state.
The following table shows the user group demand by use and the overall facility needs in Collier County.
Table 3-4
Collier County Sports Supply and Demand Matrix
User Group Demand Facility Needs
Sport Local Users Leagues Tournaments Low Medium High
Indoor
Basketball High High Medium
Volleyball High High Low
Outdoor
Soccer High High High
Football High High Medium
Lacrosse High High Medium
Pickleball High High Medium
Baseball High High Medium
Softball High High High
Source: Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 17
Indoor and outdoor sports have a high demand from local users and leagues, which correlates with the
necessity to add facilities in Collier County. The high demand from tournaments for soccer and softball can
only be accommodated by expanded or additional facilities. Volleyball has a modest tournament demand,
while football, lacrosse, pickleball and baseball all have a medium demand.
A review of the demand for each sport is set out more fully below.
Baseball
Baseball is a popular sport in Florida and in Collier County. The local baseball fields manage to accommodate
most youth baseball league demand, but there are travel baseball teams that cannot find available fields in
the area. To grow the sport, especially to expand the number of local and regional tournaments, more
baseball fields are needed. Collier County, annually, averages four events per year between 2011 and 2015,
with room nights increasing year-over-year.
Baseball is a sport that has demand in three major areas:
! Local little leagues and pony leagues
! Tournaments for youth teams, including elite travel teams
! College and elite high school teams that travel to the area during the winter
Each group has a distinct set of needs. The following discussion focuses on the needs of each of these
groups.
Several groups of youth baseball leagues exist in Florida. The largest group, with the most local and regional
demand is Little League, which is an international organization with a large following. Little League in Florida
is by far the most organized and popular organization. Little League Baseball is divided into regions and
Florida is in the Southeastern Region. The Florida Little League is divided into districts, and Collier County is
divided in two districts, Immokalee Little League is in District 18 and six Little League programs in the newly
created District 27. The following table sets out the Florida Little League District 27 leagues and field
locations.
The following table shows the Little Leagues and their home fields in Florida’s District 27.
Table 3-5
Florida Little League District 27 (Baseball)
League Field Location
Gulf Coast LL Cindy Mysels Park Naples
Golden Gate American LL Max Hasse Jr. Community Park Naples
Golden Gate National LL Golden Gate Community Park Naples
Ave Marie LL North Park Ave Marie
North Naples LL Starcher Pettay Field Naples
Greater Naples LL Fleischmann Park Naples
Source: Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 18
As shown, many of the local Little Leagues use multiple locations for their fields. Each Little League has its
own set of fields but often must use other fields for overflow use. Local Little League programs are reaching
capacity at each home field and without new or additional fields added will not be able to accommodate the
growth of the program. Additionally, without increasing the number of fields in the county, larger regional and
national tournaments are likely to not be secured.
Little League district, sectional and statewide tournaments occur once per year. These tournaments ultimately
determine which teams go to the national tournament, the Little League World Series. These end-of-season
tournaments occur in the spring, after league play ends. The division tournament rotates between the leagues
and is popular because the resulting tournament concessions revenue helps to fund that league. District,
sectional and even state tournaments are smaller, with fewer than 20 teams each, so a two- or three-field
complex is adequate for those tournaments. Other smaller tournaments also occur during the fall and other
times per year, but most do not require a large-capacity complex.
The Little League fields for different age groups have to be different sizes. The field size for Little League
divisions and ages is set out in the following table.
Table 3-6
Little League Field Dimensions
Division Age Group Base Paths Pitcher's Mound Outfield Fence
Minor Leagues 12 and below 60 feet 46 feet 200 feet
Major League 12 and 13 70 to 90 feet 60.5 feet 200 feet
Junior, Senior, and Allstar Leagues 14+90 feet 60.5 feet 300 feet
Source: Little League
The most important size of fields for Little League baseball are the fields for the Major League, the division
that has a tournament that reaches the Little League World Series, and for older divisions. The smaller fields
for the younger divisions often are adjustable on softball or other clay infields. Little League representatives
indicate that the best size of field to construct is a full-size field with bases 90 feet apart and 300-foot fences.
The fields can always be adjusted smaller, but a small field cannot be enlarged.
Other leagues exist that also have demand for fields. Local “Elite Baseball” leagues, such as the Southwest
Florida Baseball League, Pony leagues, Babe Ruth and Cal Ripken leagues and adult leagues all compete for
a limited number of quality baseball fields.
The second major type of use for a baseball field complex is from games and tournaments organized for
youth baseball travel teams. “Travel Baseball” is a growing trend throughout the United States. Local groups
organize youth teams, usually recruiting the better players from around the locality, and travel to tournaments
around the region, state, and nation.
Often a local group will organize several travel teams from a locality for different ages. The teams are
organized for specific ages: 18 and under; 17 and under; 16 and under; etc. Each team in this group would
play under the name of the team but would play in the specific age group appropriate for that player.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 19
There is a large market for travel baseball in the region. One organization in the region that has had great
success organizing these events is Perfect Game. Perfect Game is the nation’s largest baseball scouting
organization, which organizes tournaments for travel teams across the country. A conversation with the
Florida Super25 Tournament Director/National BCS Director and other baseball organizations produced
insight into the Florida travel baseball market. The following are implications from the conversation.
! Currently run most Florida tournaments in Fort Myers and West Palm Beach. Locations have
been selected as a result of established relationships with counties.
! Artificial turf and lights are game changing for tournaments and should be seriously considered
for any newly developed facilities.
! Stadium fields are necessary to capture college-level events.
! Between 65 percent and 75 percent of visitors from these events are from out-of-state, while 90
percent of teams are overnight visitors, generating many room nights.
! Southwest Florida Baseball has more than 125 players on 18 teams.
! Lee County has captured the baseball more in terms of number of fields and tournaments.
Collier County does not have the number of facilities and quality that exists in Lee County.
! Hotel rates in southwest Florida are expensive during baseball season. More attractive (less
expensive) hotel rates would help secure more teams and events during winter months, filling
more hotel rooms. Improved collaboration with counties or DMOs would help.
Several national organizations have formed to organize tournaments and set standardized guidelines and
rules for tournaments and games. In baseball the largest organization in Florida organizing travel team
tournaments is the United States Specialty Sports Association (USSSA). This organization has a large
presence in Florida and produces many tournaments throughout the state each year.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 20
The following table is a list of the USSSA boys’ baseball tournaments in the state of Florida for the months of
January through June 2016.
Table 3-7
USSSA Baseball Florida Tournaments: January - June 2016
Date Tournament Location
1/22/16 Manatee Classic - Bradenton Tampa
1/30/16 Winter Warm-up - Gainesville/Newberry Gainesville/Newberry
2/5/16 St. Judes Cupid Crush - Tampa Tampa
2/13/16 Frozen Ropes - Daytona Daytona
2/13/16 Winter Classic - Leesburg Greater Orlando
2/19/16 North Florida Dual Super NIT 2016 - Week 1 Gainesville/Newberry
2/19/16 Tampa League Tampa
2/26/16 North Florida Dual Super NIT 2016 - Week 2 Gainesville/Newberry
2/27/16 Spring Start Up Greater Orlando
3/5/16 Florida Major Invitational Greater Orlando
3/11/16 East Bay Classic - Tampa Tampa
3/12/16 March Madness - Lake City Lake City
3/18/16 Shamrock Slugfest - Tampa Tampa
3/19/16 Spring Fever - Daytona Daytona
4/1/16 Spring Invitational - Tampa Tampa
4/2/16 Florida Elite 2K16 - Lake City Lake City
4/8/16 Spring Fling - Tampa Tampa
4/9/16 Beach Bash - Daytona Daytona
4/15/16 Last Chance Super NIT 2016 - Week 1 Gainesville/Newberry
4/16/16 Spring Classic - Plant City Plant City
4/22/16 Last Chance Super NIT 2016 - Week 2 Gainesville/Newberry
4/30/16 Florida Elite - Kissimmee Greater Orlando
5/14/16 Florida State Championship - Sanford Greater Orlando
5/20/16 HS Florida State Championship - Kissimmee Greater Orlando
5/21/16 NE Florida State Championship - Lake City Lake City
6/1/16 CFL Wood Bat Showcase Greater Orlando
6/4/16 All Star Warm-up Lake City Lake City
6/15/16 Mizuno Sunshine State Wood Bat Championship Greater Orlando
6/16/16 Summer Nationals - Session 1 Gainesville/Newberry
6/23/16 Summer Nationals - Session 2 Gainesville/Newberry
6/24/16 Summer Showdown - Tampa Tampa
Source: USSSA Baseball
As shown, USSSA hosts tournaments in several locations around the state. A tournament occurs almost
every weekend, and several weekends have tournaments in multiple locations. Each tournament has several
age group divisions that are part of the tournament.
Locally, the Cal Ripken and Naples Babe Ruth baseball leagues are established sources of demand. The two
leagues have contracted with the County to use Veterans Memorial Park for all their programs and games.
Cal Ripken Baseball is a youth baseball league for ages four to 12, while Naples Babe Ruth youth league is
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 21
for ages 13 to 15. The following table summarizes the number of divisions and number of teams for the Cal
Ripken and Naples Babe Ruth baseball leagues.
Table 3-8
Cal Ripken and Babe Ruth Divisions and Teams
Division Ages Teams
Babe Ruth 13,14,15 12
Majors 10,11,12 12
Minor A 8,9,10 6
Minor B 8,9,10 5
Rookie 6,7,8 5
T-Ball 4,5,6 4
Total --44
Source: Cal Ripken & Naples Babe Ruth Baseball Leagues
Between Cal Ripken and Naples Babe Ruth, there are 44 teams that are utilizing the fields at Veterans
Community Park. More than half of the teams are in the two older age divisions. The league season starts in
early February and runs until the end of April. Due to the demand generated by the Cal Ripken and Naples
Babe Ruth baseball leagues, overflow practices are held at Golden Gate Community Park. The following table
shows the Cal Ripken and Naples Babe Ruth league number of games by month at Veterans Community
Park.
Table 3-9
Cal Ripken and Naples Babe Ruth Schedule
Month Games Days
February 48 Tuesday - Saturday
March 86 Tuesday - Saturday
April 95 Tuesday - Saturday
Total 229 --
Source: Cal Ripken and Naples Babe Ruth Baseball Leagues
Throughout the three-month league season, there are a total of 229 games. These games are scheduled
Tuesdays through Saturdays each week. The majority of games are on Saturdays with two to three games on
weekdays.
The third major area of demand for fields is from organized teams from states that come to Florida to practice
before their season begins. The weather permits these teams to begin practice early. College and university
teams travel to the area to begin their season and possibly have additional training. Some experts hold camps
during January, February and March for elite high school and collegiate players. Complexes that have
multiple fields are in demand during those months.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 22
Implications
Considering the demands of all the types of baseball in southwestern Florida, baseball has a definite need for
quality fields in Collier County. Little League and other youth baseball leagues are at capacity and need
additional fields. Tournament organizers are able to create additional tournaments throughout the year if given
the opportunity. College and other dedicated teams that will travel to the area for practice and skills
improvement during the winter. With these three areas of baseball demand, it is clear that a new or expanded
quality baseball field complex would fill a demand for the county and region.
Softball
Youth girls’ softball is another popular sport in the Collier County area. The sport consists of fast-pitch and
slow-pitch, with the main youth sport being fast-pitch. As with youth baseball, three areas of demand exist.
Local girls’ softball leagues provide playing opportunities throughout the region. Little League runs softball
leagues for girls, and those leagues mirror the youth baseball leagues. USSSA also runs girls’ fast-pitch
leagues, and other local leagues exist around the state. Each league currently uses fields and within Collier
County softball participation is slightly higher compared to boys’ youth baseball. Collier County, annually, has
had eight events between 2012 and 2015, with room nights increasing year-over-year.
HSP interviewed the Head Softball Coach at the Community School of Naples and the Owner of the SWFL
Player Development Center to gain a better understanding of the softball demand and needs in Collier
County. Feedback gathered included:
! The sports with the highest demand in the area are baseball, softball, volleyball and soccer
! Collier County area does not utilize modern technology and training at facilities, many players
are going outside the county for training
! Lee County has more fields and hosts more tournaments than Collier County
! Fields large enough to accommodate adult softball use is important to capture that segment. It is
critical that the fields can be sized down to accommodate younger aged use by using portable
outfield fences and adjustable base paths
! Artificial turf fields are recommended
! Facility features such as a lighting alarm system, netting for balls, two bleachers per field, good
restrooms, concessions and parking nearby are important when hosting events and providing a
quality visitor experience
! Youth softball has greater demand for facilities than baseball
! There are 18 local softball teams that are currently using fields in Ft. Myers
In softball, as in youth baseball, several national organizations have formed to organize tournaments and set
standardized guidelines and rules for tournaments and games. There are three organizations that host a large
number of tournaments: The National Softball Association (NSA), the American Softball Association (ASA)
and USSSA.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 23
The following table is a list of the USSSA youth softball tournaments in the state of Florida for the months of
January through March 2016.
Table 3-10
USSSA Florida Softball Tournament Schedule
Date Tournament Location City
1/23/16 Ice Breaker Hancock Park Clermont
1/23/16 Winter Storm Showdown Lakewood Ranch Park Bradenton
1/30/16 Super Brawl Saturday Cecil Recreation Complex Jacksonville
1/30/16 Blizzard Bash Hancock Park Clermont
1/30/16 SaraBALLooza Miss Sarasota Softball Complex Sarasota
2/6/16 Mardi Gras Bash Drew Park Tampa
2/6/16 Cupid Cup Challenge Lee County Sports Complex Fort Myers
2/7/16 Corey Jones Benefit Lake Charleston Park Lake Worth
2/13/16 Valentine Sweetheart Brawl Madison County Recreation Complex Madison
2/13/16 Valentine Sweetheart Brawl Shocker Park Ocala
2/13/16 Blackstone Sweetheart Brawl Blackstone Park Palmetto
2/13/16 Girls Just Wanna Have Fun Hancock Park Clermont
2/13/16 Pines Thunda-rama Fletcher Park Fletcher
2/20/16 Pitch Hit & Chill Kenny Dixon Sports Complex Bushnell
2/20/16 Bat Wars Drew Park Tampa
2/20/16 Sarasota ChillFest Miss Sarasota Softball Complex Sarasota
2/27/16 Rumble with the Renegades Ormond Beach Sports Complex Ormond Beach
2/27/16 Sawgrass Showdown (2 into 1)Sunrise Athletic Complex Sunrise
2/27/16 Leapers Creepers G.T. Bray Park Bradenton
2/27/16 Leap into Spring Fortune Road Athletic Complex Osceola
3/5/16 New Tampa Ultimate Throwdown New Tampa Park Tampa
3/12/16 Luck of the Irish Field of Fame Apopka
3/12/16 USSSA Invitational (Play It Forward)Carter Road Park (aka Loyce Harpe Park)Mulberry
3/13/16 March Madness w/ WB Lady Bandits Lake Charleston Park Lake Worth
3/19/16 Swing into Spring Fling TBD (Central Florida)--
3/19/16 The Perfect Storm Lakewood Ranch Park Bradenton
3/20/16 Boca March Madness South County Regional Park Boca Raton
Source: USSSA Softball
USSSA holds youth fast-pitch softball tournaments almost every weekend. NSA has approximately the same
number of tournaments in the state, almost every weekend during the fall and spring. ASA has qualifying
tournaments in Florida for its national tournament approximately one weekend per month during the fall and
more in the spring.
In addition, the Naples Girls Softball League (NGSL) and Golden Gate Softball League (GGSL) two softball
Little Leagues that generate a demand throughout the county. The Naples Girls Softball League and Golden
Gate Softball League are charter members, representing Florida Section 6, District 27 of the Little League
Softball organization.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 24
The following table shows the Collier County parks used to program league and tournament play for both the
Naples Girls Softball League and the Golden Gate Softball League.
Table 3-11
Naples Girls Softball League & Golden Gate Softball League Fields
Field Location League
Cambier Park Naples NGSL, GGSL
Cindy Mysels LL Park Naples NGSL, GGSL
Corkscrew Elementary Naples NGSL, GGSL
East Naples Community Park Naples NGSL
Fleischmann Park (Fields 1-3)Naples NGSL
Golden Gate Community Park Naples GGSL
Gulf View Middle School Naples NGSL
Immokalee Field 2 Immokalee NGSL
Lely High School Naples NGSL
Max A Hasse Jr Community Park (Field 1 & 2)Naples NGSL, GGSL
Naples High School Naples NGSL
Sabal Palm Elementary Naples GGSL
Seacrest County Day Naples NGSL
Sea Gate Elementary Naples NGSL
Three Oaks Park Naples NGSL
Tony Rosbough Immokalee NGSL
Veterans Memorial Park (Field 1-3)Naples NGSL, GGSL
Winterberry Park Marco Island NGSL
Source: NGSL, GGSL
Between the two leagues, there are 18 Collier County fields that are programmed with practices, games and
tournaments. NGSL and GGSL seasons start in the middle of February and run through the middle of May.
The following table shows the divisions and number of teams for NGSL and GGSL.
Table 3-12
NGSL & GGSL Divisions and Teams
Division Ages NGSL Teams GGSL Teams Total
T-Ball 4,5 4 5 9
Minors 7,8,9,10,11 4 7 11
Majors 9,10,11,12 2 3 5
Jr. Majors 12,13,14 2 --2
Seniors 13,15,16 2 1 3
Total 14 16 30
Source: NGSL, GGSL
NGSL and GGSL, collectively, have 30 teams among the five divisions of Little League. On average, a typical
little league softball team will have ten players. Across all the parks that are available to both leagues, games
and practices are programmed throughout the entire week. The most games are programmed on Friday and
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 25
Saturday, with one or two games programmed throughout the weekdays. On Sunday, only practices are
programmed at the facilities.
Local youth, adult and senior programs also have a demand for facilities in Collier County. The Collier County
Senior Softball League, formed in 1991, is a 250-member league with three divisions. The divisions are AAA,
Major and Recreational. Collectively there are more than 200 games scheduled at North Collier Regional Park
from January through March.
As with baseball, the third area of demand is from visiting teams and schools that come to Florida for practice
and skills clinics during the winter. Universities, colleges, and high schools send teams to the South for
practice and early-season games. This need creates demand for quality fields and complexes during the
winter season.
Another source of demand that is much stronger for softball than baseball is adult slow-pitch leagues, both for
men and women. Baseball has few adult leagues, but softball is a popular sport for adults and leagues create
further stress on adult-size fields.
Implications
Softball may have more demand than baseball given the smaller supply of quality fields and complexes that
have adult-size dimensions. Adults, college teams, and older youth, both for travel team practice and
tournaments, as well as leagues would use additional softball fields. Based on the high level of demand, the
supply of softball fields is inadequate.
Soccer
Youth and adult soccer leagues and tournaments generate great demand for the existing supply of
multipurpose and soccer fields in southwestern Florida. Youth soccer, for both genders, has a strong
presence in Collier County and surrounding areas. Adult programs also exist to stress the supply of existing
fields. The growth of Collier County will continue to create demand for new or expanded leagues and local
tournaments. Soccer demand, currently reaching 100 percent of field utilization, is expected to continue to
grow in Collier County.
Youth soccer leagues in Florida, as in the rest of the United States, are mostly organized through one central
organization, the United States Youth Soccer Association (USYSA). Other smaller soccer associations exist
and a few youth soccer leagues are only locally organized, but most youth soccer players are within the
USYSA system.
Within Florida, the USYSA teams are organized through the Florida Youth Soccer Association (FYSA). Based
in Auburndale, Florida, the FYSA oversees youth soccer leagues throughout the state and hosts tournaments
at the end of each league year. The Executive Director for FYSA was clear that the demand for additional
fields continues to grow. The following statements were made.
! FYSA has more than 113,000 participants, which has grown five percent per year for the last
five years. The five percent per year growth is expected for the next few years.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 26
! Smaller groups, USSSA, AYSO, and USO, probably increase the total to over 150,000 youth
soccer participants over the next year.
! With the continued growth of youth soccer, there is a definite need for additional fields.
! The FYSA soccer regional and state tournaments do not need a complex with many fields
because it is an elimination tournament.
! The FYSA complex in Auburndale, with eleven full fields, hosts the state tournament without a
problem.
! The travel tournaments have a definite need for additional fields. The FYSA complex currently
supplements ESPN Wide World of Sports for its large tournaments.
! The best size for large tournaments would be 20 to 25 fields, and at least two-thirds of those
fields must have lights.
The FYSA indicates that the demand for fields is growing faster than the supply can accommodate. The
current leagues have home fields and are barely able to meet the demand, and as soccer grows, more fields,
especially adult-sized fields, are needed.
As with baseball and softball, tournaments for travel and elite youth soccer teams are a major demand
generator for soccer. Several groups in the Collier County area host tournaments throughout the year at North
Collier Regional Park. NCRP handles most of the tournaments, but the tournaments could be bigger with
more fields. More elite tournaments and those that have all play at one site draw more teams to the area.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 27
The FYSA affiliate leagues and affiliate groups host tournaments throughout the year. The following table is a
list of the soccer tournaments during the first three months of 2016 that FYSA supports.
Table 3-13
FYSA Soccer Tournament Schedule: January - March 2016
Date Tournament Location Age Group Gender
1/8 - 1/10 Wellington Wave Soccer Shoot-out Wellington U9-U19 Boys and Girls
1/15 - 1/18 Gasparilla Cup Tampa U6-U7 Boys and Girls
1/16 - 1/17 Kelme Cup Goys/Girls 6v6 & 8v8 Weekend Naples U9-U12 Boys and Girls
1/16 - 1/17 District Commissioners Cup Fort Myers U10-U18 Boys and Girls
1/16 - 1/17 Ormond Beach Invitational Ormond Beach U9-U14 Boys and Girls
1/22 - 1/24 GPS FL Pre-Season Classic Apopka U9-U18 Boys and Girls
1/22 - 1/24 Florida Rush Cup Orlando U9-U19 Boys and Girls
1/23 - 1/24 Kelme Cup Boys/Girls U13-U14 Weekend Naples U13-U14 Boys and Girls
1/23 - 1/24 South Florida Spring Soccer Invitational Plantation U8-U14 Boys and Girls
1/28 - 1/31 PCSL All Star Tournament Auburndale U8-U14 Boys and Girls
1/29 - 1/31 2016 Brandon Cup Land O'Lakes U8-U14 Boys and Girls
1/30 - 1/31 Kelme Cup Boys/Girls U15-U19 Seniors Weekend Naples U15-U19 Boys and Girls
1/30 - 1/31 5th Annual Central Brevard Winter Classic Merritt Island U9-U19 Boys and Girls
2/6 - 2/7 2016 LBS Recreational Cup Winter Haven U8-U16 Boys and Girls
2/12 - 2/15 Disney President's Day Soccer Festival ESPN Wide World of Sports U9-U19 Boys and Girls
2/12 - 2/15 Weston Cup & Showcase Weston & Plantation U9-U19 Boys and Girls
2/12 - 2/15 FC Florida Invitational Stuart U9-U18 Boys and Girls
2/12 - 2/15 Jupiter President's Day Cup Jupiter U8-U12 Boys and Girls
2/13 - 2/14 Junior Pro Invitational Seminole Soccer Complex U8-U14 Boys and Girls
2/13 - 2/14 ASG President's Day Tournament FSU Sports Plex U8-U18 Boys and Girls
2/13 - 2/14 Bazooka Soccer President's Day Tournament Winter Haven U8-U19 Boys and Girls
2/13 - 2/14 Plant City Lancer's President's Day Classic Plant City U9-U18 Boys and Girls
2/13 - 2/14 CDL Showcase 2016 Tampa, Brandon, Clearwater U9-U18 Boys and Girls
2/13 - 2/15 Gator Soccer Showcase Gainesville U9-U18 Boys and Girls
2/13 - 2/15 Hall of Fame - President's Day Miami U9-U12 Boys and Girls
2/26 - 2/18 IMG Suncoast Youth Classic Bradenton U9-U14 Boys and Girls
3/4 - 3/6 Miramar Soccer Cup & Showcase Miramar U9-U19 Boys and Girls
3/4 - 3/6 Disney Soccer Showcase, Girls ESPN Wide World of Sports U14-U19 Boys and Girls
3/4 - 3/6 Adidas Spring Classic Land O'Lakes, Tarpon Springs, Brandon, Palm Harbor U8-U19 Boys and Girls
3/4 - 3/6 9th Largo March Madness Soccer Shootout Dunedin U9-U14 Boys and Girls
3/5 - 3/6 11th Annual Bazooka Soccer College Showcase Apopka U13-U19 Boys and Girls
3/5 - 3/6 Harry Olson Memorial Cup Wesley Chapel U8-U14 Boys and Girls
3/12 - 3/13 2016 Jogo Bonito The Champions Cup Adventura U8-U12 Boys
3/18 - 3/20 Champions Cup Tarpon Springs & Palm Harbor U8-U19 Boys and Girls
3/19 - 3/20 Bazooka Soccer Junior Showcase Winter Haven U8-U14 Boys and Girls
Source: Florida Youth Soccer Association
The FYSA alone sanctions tournaments nearly every weekend throughout the state. Other organizations,
such as Soccer Skills Unlimited, which is a tournament hosting organization, which was formed in 2004 and
has completed approximately 120 tournaments.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 28
The following table is a list of all tournaments organized by Soccer Skills Unlimited for 2016 through 2017
season.
Table 3-14
Soccer Skills Unlimited 2016-2017 Soccer Tournament Schedule
Date Tournament Location Age Group Gender
4/16-4/17 The Bradenton Cup Bradenton U8-U19 Boys and Girls
4/23-4/24 South Florida 6v6 & 8v8 Cup Coconut Creek U8-U12 Boys and Girls
4/23-4/24 Sports Recruiting USA College Soccer Showcase Naples U15-U19 Boys and Girls
4/30-5/1 2016 Adidas Spring Classic Naples U8-U19 Boys and Girls
5/7-5/8 South Florida 11 v 11 Cup TBA U13-U19 Boys and Girls
5/14-5/15 2016 Metro PCS Cup Apopka U8-U19 Boys and Girls
5/21-5/22 2016 Miami Select Cup Plantation U8-U12 Boys and Girls
5/28-5/30 2016 Sweetbay Memorial Day Cup Naples U8-U19 Boys and Girls
8/6-8/7 The Senior Pre-Season Cup 2016 Bradenton U15-U19 Boys and Girls
9/4-9/5 The Players Labor Day Cup 2016 Apopka U8-U19 Boys
9/24-9/25 2016 Goal to Goal Cup- Region C Pinellas County U8-U14 Boys and Girls
10/1-10/2 8th Annual Goal to Goal Cup- Region A Coconut Creek U8-U14 Boys
11/26-11/27 2nd Annual Thanksgiving Gold Cup Lauderhill U8-U19 Boys
11/26-11/27 5th Annual Soccer Skills Thanksgiving Cup Bradenton U8-U19 Boys and Girls
12/10-12/11 The Gulf Coast Cup 2016 Naples U8-U19 Boys and Girls
1/14/17- 1/16/17 The Dimitri Cup Boys/Girls 6v6 & 8v8 Weekend Naples U8-U12 Boys and Girls
1/21/17- 1/22/17 The Dimitri Cup Boys/Girls U/13-14 Weekend Naples U12-U14 Boys and Girls
1/28/17-1/29/17 The Dimitri Cup Boys/Girls U15-U19 Seniors Weekend Naples U15-U19 Boys and Girls
4/1/17-4/2/17 2017 World Cup Championships Lauderhill U8-U14 Boys and Girls
Source: Soccer Skills Unlimited
Other demand exists for soccer, including college teams traveling to the area for early spring practice and
skills clinics, and adult leagues and tournaments. Based on all of the above, it is clear that demand for soccer
fields, especially full-size fields with lights, exceeds the supply while demand continues to grow.
Additionally, Adrenaline USA Sports has a proposed project for a multi-use sports complex within Collier
County, to accommodate the programs growth as well as local growth. HSP interviewed the Founder/Owner
of Adrenaline USA Sports who stated the following:
! Adrenaline USA Sports is comprised of soccer, football, futsal, basketball and volleyball clubs
within Southwest Florida. Additionally, Adrenaline USA Sports has a semi-pro soccer team.
! Between all sports, there are 1,800 participants and families in Collier County who participate or
attend sporting events.
! Adrenaline Sports has proposed a master plan that incorporates indoor and outdoor facilities at
NCRP, which Parks & Rec is supporting.
! Hosts a high school basketball state championship but no facility space in Collier County.
! Ideal facility for indoor facility would include, 10 basketball / 20 volleyball courts for practices,
league and tournament play within the program
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 29
! Ideal facility for outdoor facility would include, three full football fields, 30 to 100 acres of open
space to help accommodate soccer, football and lacrosse programs.
Lacrosse
Lacrosse continues to be the fastest-growing sport at the high school level, and a total of 193,235 players
competed in 2015. According to data from the NFHS, from 2010 to 2015, a total of 609 schools added boys’
teams and 560 schools added girls’ teams. Those figures represent a 29 percent increase in the number of
boys’ programs and a 30 percent increase in the number of girls’ programs, easily outpacing other sports in
terms of percentage growth. In 2015, the state of Florida had an estimated 10,700 lacrosse participants,
which is a total growth of 68 percent from 2011 participation levels.
Within Florida, the Florida Lacrosse Association (FLA) organizes and promotes youth lacrosse. The FLA is
based in Auburndale, Florida. The FLA oversees youth lacrosse leagues throughout the state and creates
tournaments at the end of each league year. The Executive Director for FLA was clear that the demand for
additional fields continues to grow in the state. The Executive Director stated the following:
! There is a growing demand for high quality fields. Fields need to be well constructed with good
drainage, not grass on sand. The sand based fields become dangerous after a few weeks, get
easily damaged and lead to injuries.
! Be cautious about over-programming adult leagues and use on higher-quality fields. Adults tend
to cause more damage to fields.
! Lights are essential. It gets dark by 6pm from October through March. Coaches are typically
volunteer dads who don’t get off work until later. Lights extend use and allow more flexibility
when scheduling practices and games.
! Fields need to be larger than just the 120 yards by 60 yards, so lining can adjust and not have
the same goal and sideline locations. Fields get less use in high-traffic spots when field layout
can be reconfigured.
! Eight lighted fields would be great however, 12 fields are the ideal facility.
! Lacrosse tournaments will range in size from 35 teams to more than 130 teams.
! Lacrosse seasons:
! Youth Leagues - Fall and Spring
! Travel Teams - May through July; November through January
! High School - Practice starts in late January and season extends through April.
! Good fields would definitely be used. Elite college teams come to Florida to practice starting in
January, scrimmage each other. Also, elite high school teams make extended visits, usually to
South Florida, scrimmage each other. Facilities such as IMG Academy are recruiting youth club
teams and collegiate teams to train at their facility in Bradenton.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 30
FLA utilizes the following facilities.
Table 3-15
Florida Lacrosse Association Facilities
Facility Location
Brantley South Altamonte Springs
Northwest Recreation Complex Apopka
Green Lawn Field Celebration
National Training Center Clermont
Palatlakaha Park Clermont
Northeast Regional Park Davenport
Austin-Tindall Regional Park Kissimmee
Lake Mary Prep Lake Mary
Soldiers Creek Park Longwood
Mitchell Ellington Field Merritt Island
Boone High School Orlando
Tinker Field Orlando
Long Lake Park Oviedo
Indian Trails Sports Complex Palm Coast
Rockledge Park Rockledge
Seminole High School Sanford
Sylvan Lake Park Sanford
Desoto Park Satellite Beach
Tom Brown Park Tallahassee
Wellington Soccer Complex Wellington
Keene's Point Park Windermere
R.D. Keene Park Windermere
Windermere Prep Windermere
Lake Island Park Winter Park
Showalter East Winter Park
Trinity Prep High School Winter Park
Ward Park Winter Park
Winter Park High School Winter Park
Source: Florida Lacrosse Association
FLA uses fields at the Northwest Recreation Complex in Apopka, which are currently considered the best
fields. The facility in Palm Coast has ten fields. However, there is not enough open space between fields so
spectators sometimes are at risk of being hit by lacrosse balls. Other facilities used for lacrosse events
include Wesley Chapel fields near Tampa, Polo Fields in South Florida, and Lakewood Ranch in Sarasota.
HSP interviewed the President of Corrigan Sports Enterprises, a sport tournament marketing and
management company. Corrigan Sports Enterprises has held two events in Naples at North Collier Regional
Park, the three-day NFHCA Top Recruit Winter Escape (field hockey) in January, and the two-day STX
Paradise Shootout (lacrosse) in November.
! Lacrosse and field hockey are both growing within the local area
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 31
! Lacrosse tournament in November will have 50 teams with 50 athletes per team
! Field Hockey tournament was in January and had 150 teams, 50 athletes per team. Nearly all
the teams were from outside the county. All 150 teams stayed in Naples. Additionally, the
college coaches’ convention will be in Naples at the same time
! Used to have girls’ lacrosse but the sport outgrew Collier County and went to ESPN Wide World
of Sports and another complex
! Girls’ lacrosse has grown to require 27 fields and attract 320 teams for tournaments
Collier County Lacrosse Association (CCLA) and Lee County Lacrosse Club (LCLC) are charter members of
US Lacrosse and each organizes league and tournament play within Collier County and Lee County. The
league season for both CCLA and LCLC starts in January and runs until the end of April. Each league has an
end of season tournament scheduled in April. The league consists of the following five divisions:
! Boys Seniors U 15
! Boys Juniors U 13
! Boys Lighting U 11
! Boys U 9
! Girls
The following table shows the number of teams for each division for CCLA and LCLC.
Table 3-16
CCLA & LCLC Divisions and Teams
Division CCLA Teams LCLC Teams Total
Boys Seniors U 15 1 1 2
Boys Juniors U 13 2 1 3
Boys Lighting U 11 2 1 3
Boys U 9 2 2 4
Girls --1 1
Total 7 6 13
Source: CCLA, LCLC
Between two lacrosse programs, there are 13 teams that compete within the Collier County area. The
following table shows the Collier County fields for both the CCLA and LCLC with number of games
programmed at each field.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 32
Table 3-17
CCLA & LCLC Fields in Collier County
Field Location Club/Association # of Games
Eagle Lakes Community Park Naples CCLA --
Fleischmann Park Naples CCLA, LCLC 90
Gulf Coast High School Naples CCLA 1
North Collier Regional Park Naples CCLA, LCLC 9
Pine Ridge Middle School Naples CCLA --
Seagate Park Naples CCLA --
Vineyards Community Park Naples CCLA, LCLC 81
Total ----181
Source: CCLA, LCLC
Collectively, CCLA and LCLC use seven parks in Collier County for league play. For the 2016 season, only
four have lacrosse scheduled totaling 181 games. Fleischmann Park has 90 games scheduled, followed by
Vineyards Community Park with 81, and the remaining ten games are programmed at North Collier Regional
Park with nine and Gulf Coast High School with one.
Pickleball
Pickleball is played in the United States at an amateur, club and international level. The United States of
America Pickleball Association (USAPA) is the governing body for all sanctioned Pickleball events in the
United States. Pickleball demand in the nation is growing at a fast pace, with more than 4,000 courts.
Pickleball has grown outside of the United States and now has governing bodies for the sport in Canada and
India.
The following table shows the 2016 USAPA Regional and National Tournament schedule.
Table 3-18
USAPA 2016 Regional and National Tournaments
Event Location Dates
USAPA Southwest Regional Sun City, AZ January 14-17
USAPA Atlantic-South Regional Mobile, AL April 7-10
USAPA West Regional St. George, UT April 14-16
USAPA Mid-South Regional Monroe, LA May 27-30
USAPA Atlantic Regional Portland, ME June 23-26
USAPA Great Lakes Regional Fort Wayne, IN August 12-14
USAPA Pacific Northwest Regional Bend, OR August 12-14
USAPA Great Plains Regional Colorado Springs, CO September 7-11
USAPA Nationals VIII Casa Grande, AZ November 5-13
Source: Hunden Strategic Partners
In addition to the USAPA, many national organizations are being created and looking to host larger regional
and national tournaments for pickleball around the United States, specifically Spirit Promotions. Spirit
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 33
Promotions is a consulting company that develops and run premier sporting events throughout the country.
The 2016 US Open Pickleball Championships is the first of these events and will be held at the East Naples
Community Park in Naples, Florida. HSP interviewed the VP of Spirit Promotions and key personnel at the
Collier County Parks and Recreation Department.
! Parks and Recreation Department is converting tennis courts to pickleball and are adding new
pickleball courts to Veterans Memorial Park and East Naples.
! Parks and Recs have more than 300 memberships in Collier County Parks and Recreation
program.
! The US Pickleball Open Championships will be held in Naples annually between 2016 and
2018. Spirit Promotions has a three-year contract with the CVB for the US Open in April 2016
through 2018.
! The six-day event will use 48 courts, including a 700-seat championship court. To accommodate
demand and prepare for the event, an underutilized skate park will be redeveloped as 12 new
pickleball courts and tennis courts will be converted. The 700-bleacher seats will be removed
once he event is over.
! Event is estimating 2,000 to 5,000 visitors between participants and spectators. Event will
include live music in a beer garden, country music bar, and free entertainment will be open to
the public.
! VIP tickets with box seating will be upgrades to general admission tickets.
Pickleball for All is another national organization that is creating demand for facility space in Florida. Currently,
Pickleball for All has plans for four major events in Florida for 2016, with plans for expansion into other
markets upon success.
Football
Football is a popular sport in the United States and especially in Florida. Pop Warner Little Scholars (Pop
Warner Football) and USA Football are a few of the largest governing bodies for the sport of football in the
United States. USA Football is dedicated to teaching proper techniques and setting guidelines for leagues and
coaches to be certified in. Pop Warner football programs are organized by age and weight divisions.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 34
The following table shows the age/ and weight divisions.
Table 3-19
Pop Warner Ages and Weights for Tackle Football
Age/Weight Division Age(s)Certification Weight
End of Season
Weight
Tiny-Mite 5,6,7 35-75 lbs 79 lbs
Mitey-Mite 7,8,9 50-100 lbs 104 lbs
Jr. Pee Wee 8,9,10 65-115 lbs 119 lbs
Older/Lighter 11 65-95 lbs 99 lbs
Pee Wee 9,10,11 80-130 lbs 134 lbs
Older/Lighter 12 80-110 lbs 114 lbs
Jr. Midget 10,11,12 95-155 lbs 159 lbs
Older/Lighter 13 95-135 lbs 139 lbs
Midget 12,13,14 110-180 lbs 184 lbs
Older/Lighter 15 110-160 lbs 164 lbs
Unlimited 11,12,13,14 105 min.--
Source: Pop Warner
There are seven age and weight divisions within Pop Warner football ranging from the ages of five to 15 years
old. The Jr. Pee Wee, Pee Wee, Jr. Midget and Midget divisions have the ability to allow one grade higher to
participate in the division if they meet the older/lighter certification weights. Pop Warner football is divided into
regions and Florida falls in the Southeast Region. The Southeast Region has regional playoffs, bowl games
and a national championship game at the end of each regular season. Within the Southeast Region are 12
conferences and Collier County teams compete in the Peace River Conference.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 35
The following table shows the 20 club associations and locations in the Peace River Conference.
Table 3-20
Peace River Conference Clubs and Locations
Club Association Location Field
Cape Coral Junior FA Cape Coral Caloosa Middle School
Cape Youth Storms Cape Coral Storm Football Complex
Charlotte Warriors Sarasota Twin Lakes Park
Clewiston Cougars Clewiston Clewiston Middle School
Cypress Lake Hornets Fort Myers Rutenberg Park
Englewood Cats Englewood Ann Dever Memorial Regional Park
Estero Mustangs Estero Estero High School
Fort Myers Junior Firecats Fort Myers Brooks Park
Immokalee Seminoles Immokalee Gary Bates Stadium
LaBelle Longhorns LaBelle LeBelle Longhorns Field
Lehigh Acres Raiders Lehigh Lehigh Acres Community Park North
Naples Bears Naples Palmetto Ridge High School
Naples Gators Naples Fleischmann Park
Naples Hurricanes Naples Barron Collier High School
North Fort Myers Knights Fort Myers North Ft. Myers Community Park
North Port Mustangs North Port Larry Thoennissen "Mustang" Field
Port Charlotte Bandits Port Charlotte Bandit Field
Sarasota Sun Devils Sarasota Twin Lakes Park
Riverdale Wildcats Riverdale Buckingham Community Park
Venice Vikings Venice Wellfield Park
Source: Peace River Conference
In addition to Pop Warner football, there are other national and state organizations such as Southwest Florida
Youth Football League (SWFYFL) and National Youth Football Alliance (NYFA) that also program league play
that create demand throughout the local facilities.
The Football University (FBU) is a national organization that develops the ability and skill of football players
from fifth to 11th grade, through camps, bowls, clinics, combines and a national championship tournament.
The FBU National Championship game will be held at Naples High School in Naples, Florida in 2016. The
FBU National Championship is the result of 192 teams across 16 different regions of the United States who
compete in leagues and regional tournaments to 64 final teams who then proceed to the National
Championship tournament. The tournament includes more than 6,000 athletes in sixth, seventh and eighth
grade and is a six-round tournament, similar to the format of the NCAA Men’s basketball tournament. HSP
interviewed representatives from FBU National Championship, Adrenaline Sports and other organizations.
The feedback regarding football demand is summarized below.
! FBU National Championship is the result of two concepts, the Little League World Series and
the NCAA Men’s Basketball Tournament.
! The final four of the championship will be held at Naples High School in 2016, and will host the
final four teams for the sixth grade, seventh grade and eighth grade tournaments.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 36
! The National Championship game and regional games bring an average of 1,500 spectators per
game and provide hotel and economic impact to the local area.
! Currently, FBU National Championship is looking for a long-tern commitment from Naples,
Florida to develop a dedicated stadium. Participation and popularity of the tournament has
grown larger than most regional and national championship sites can accommodate.
! If a dedicated football stadium is built in Naples, Florida, FBU is interested in bring the final eight
teams for each grade to Naples and expand to a two-week event.
! An ideal football complex for the FBU National Championship would be one main lighted, field
turf, football stadium with bleachers on both sides of the field, with a capacity range of 2,000 to
2,500. The stadium would need to include a scoreboard, locker rooms, concession stands and
parking. In addition to the stadium, there needs to be at least one practice field, although two
would be preferred.
! Naples as a destination is attractive to FBU National Championship and falls within the
parameters of the stadium needing to be with in a five-mile radius of hotels, dinning and
entertainment options, and having close proximity to the beach is a major destination plus.
! In addition to just the National Championship game, FBU is looking to find more permanent
homes for camps, clinics and showcases that occur throughout the year.
! Availability of multipurpose fields for football use is low with NCRP not allowing football use.
! Programming of specific fields to allow football would better accommodate local use.
! Adrenaline’s football program has 78 teams and currently rents out open land from private
owners to accommodate the demand of league play.
! Ideally, Adrenaline needs three full football fields dedicated to the program to fulfill the growth of
the league.
! Adrenaline key personnel indicated that with 21,000 kids from elementary to middle school, all
sport programs are growing and there are not enough facilities to accommodate these
programs.
Several other sports also create demand for facilities in Collier County. They include the following:
Basketball
Basketball is played in the United States at an amateur, club, intercollegiate, and international level. The
United States of America Basketball (USAB) is the governing body for all sanctioned basketball events in the
United States. Part of the USAB umbrella is the Amateur Athletic Union (AAU), which is the largest national
organization that sanctions regional, national and international events for the sport of basketball. AAU
Basketball, nationally, has more than 670,000 participants of all ages and all sports. The district that Collier
County falls under in AAU is the AAU Florida District. For the local and regional AAU impact, the AAU
tournaments for the Florida District are all held at the Big House in Taveres, Florida. The Big House is a nine-
hardwood court facility.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 37
The following table shows the 2016 tournaments for both boys and girls basketball at the Big House.
Table 3-21
The Big House - AAU 2016 Tournaments
Date Tournament
Feburary-27 Big House Basketball
March-16 Big House Basketball
March 19-20 AAU Basketball Super Regional
March 26-27 AAU Member Appreciation Easter
April 29- May 1 AAU Boys Basketball State Championship
May 6-8 AAU Boys Basketball State Championship
May 13-15 AAU Girls Basketball State Championship
May 28-29 AAU Member Appreciation Memorial Day
June 11-12 AAU North District Qualifier
Source: AAU Florida District
The Big House - AAU 2016 Tournaments
Gender/Age Group
Boys and Girls
Boys and Girls
Boys and Girls
Boys and Girls
8U-14U
9U-12U
Girls
Boys and Girls
Boys and Girls
Locally, AAU Florida District has more than 27 clubs within a 50-mile radius of Collier County. The current
local facilities are reaching capacity with local demand such as practices, training and club program rentals.
The large and established user groups have either developed their own facilities to operate or secured user
agreements with facilities to accommodate their demand and events.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 38
The following table shows the local AAU clubs within a 50-mile radius of Collier County.
Table 3-22
AAU Clubs With 50-mile Radius of Collier County
Club Location
Phenoms Basketball Naples
EOM Sports Naples
Florida Phenoms Naples
Florida Saints Naples
Naples Sparks Naples
SELECT Naples
Naples Venom Naples
EM Sports Naples
Florida All Stars Naples
SWFL Youth Basketball Fort Myers
Ave Maria Vipers Ave Maria
Florida Flame Fort Myers
High Hoops Fort Myers
Florida Future Elite Fort Myers
Lehigh Devils Lehigh Acres
Tony Perkins Basketball Skills Academy Lehigh Acres
Broadway Ballers Fort Myers
Lehigh Nets Lehigh Acres
Lady Liberty Cape Coral
Cape Warriors Cape Coral
Showtyme Boys Fort Myers
Lee County Sports Development Fort Myers
College Bound Florida Cape Coral
Florida Future Elite Fort Myers
DasHuh Basketball Foundation Fort Myers
Griffins Cape Coral
Florida Future Alva
Source: AAU Florida District
In addition to AAU, many other national and local programs, such as Naples Youth Basketball League (NYBL)
create demand for the limited amount of facilities in the area. The NYBL is using many middle schools and
local community centers for practice and league games.
The majority of basketball facilities in Collier County have less than four courts, and are reaching capacity for
usage by the current demand. The popularity of basketball both locally and in the state is growing and without
additional facilities in Collier County, many programs will have to look outside of the county to accommodate
the growth.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 39
Volleyball
Volleyball is played in the United States at an amateur, club, intercollegiate and international level. The United
States of America Volleyball (USAV) is the governing body for volleyball in the United States and also
sanctions volleyball events. USAV is divided into regions and the Florida Region is the region that the Collier
County falls under. The Florida Region programs many tournaments in the local, regional and state level. The
Florida Region of USAV governs indoor volleyball, outdoor volleyball and sitting volleyball and was
established in 1982. The Florida Region is divided into four districts, and District 3 is the district that Collier
County falls under.
The following table shows the Florida Region Scheduled Events for 2016.
Table 3-23
2016 Florida Region Indoor Volleyball Schedule
Date Tournament Location Gender/Age Group
16-January Team Florida HP Tryouts Daytona Beach Boys and Girls
9-10-January Florida Girls' Club Cup (Tour of Champions Event)Daytona Beach Girls
9-10-January Florida Boys' Pre-Q Daytona Beach Boys
29-January Team Florida HP Tryouts (National & Regionals)Ft. Lauderdale Boys
30-31-January Florida Fest Boys' Bid Tournament Ft. Lauderdale Boys
13-15- February Florida Girls' National 18Q Ft. Lauderdale Girls
19-February Team Florida HP Tryouts Jacksonville Girls
20-21-February JJVA JAX Jam (Tour of Champions Event)Jacksonville --
26-February Team Florida HP Tryouts Tampa Girls
27-28-February Molten Pre-Q (Tour of Champions Event)Tampa --
4-March Team Florida HP Tryouts Miami Boys and Girls
5-6-March Cloverleaf (Tour of Champions Event)Miami --
12-13-March Florida Girls' Regional 18Q (National Bids Only)Jacksonville Girls
29-April Florida Regional Awards Ceremony Orlando Boys and Girls
29-April - 1-May ASICS Girls' Junior Regional Qualifier Orlando Girls
30-April - 1-May Girls' Jr. Regional VB Championships Orlando Girls
14-May Team Florida HP Development Camp Daytona Beach --
27-May - 1-June USA Volleyball Open National Championship Orlando Boys and Girls
28-31-May PLV Championships Orlando --
3-5-June Team Florida HP Training Camp Daytona Beach --
11-12-June Boys' Jr. Regional VB Championship Ft. Lauderdale Boys
19-23-July USA Volleyball HP Championship Ft. Lauderdale Boys and Girls
Source: USAV Florida District
In addition to USAV, AAU is a large organizing body that also sanctions its own volleyball events. AAU travel
teams participate in tournaments around Florida and surrounding regions with the ultimate goal of playing at
the AAU Nationals in Orlando, Florida. AAU Volleyball within Florida has grown rapidly over the past few
years and is continuing to grow.
Collier County Sports Market & Needs Assessment Study Chapter 3 - Page 40
The following table shows the local AAU volleyball clubs within a 50-mile radius of Collier County.
Table 3-24
AAU Clubs With 50-mile Radius of Collier County
Club Location
EOM Sports Naples
Florida Gulfside Volleyball Academy Naples
EM Sports Naples
Naples Junior Volleyball Naples
Florida Heatwave Volleyball Naples
Adrenaline USA Sports Naples
Bonita Springs YMCA Volleyball Bonita Springs
USA South Volleyball Estero
Fort Myers Fusion Volleyball Fort Myers
Southwest Sunset Volleyball Club Fort Myers
Cowgirl Country Volleyball Club Labelle
Source: AAU Florida District
HSP interviewed key personnel at the Collier County Parks and Recreations Department and the
Founder/Owner of Adrenaline USA Sports. The following is a summary of both interviews:
! The Collier County Parks and Recreation Department currently has programs at Golden Gate
Community Park, Immokalee Parks, NCRP and Vineyards Community Park.
! The Collier County Parks and Recreation Department indicated that the demand for the sport is
growing at a fast pace, but have limited facilities to play.
! Adrenaline Volleyball stated they are looking for at least ten basketball/20 volleyball courts to
hold their growing volleyball program.
! Local teams tend to leave Collier County for tournaments. In the past four years, 2013 was the
only year to hold a tournament in Collier County.
Implications
There are few complexes capable of hosting soccer, baseball/softball, basketball, volleyball and other sports
programs in Collier County. While these facilities vary in size and offer a wide range of programs and
activities, few are designed to accommodate regional or national events and destination tournaments that
Collier County could attract. Facilities currently focus on local play and smaller to mid-sized tournaments, and
are overlooked by larger, more impactful events.
There is currently unaccommodated demand for outdoor sports in the area, specifically baseball, softball,
football and soccer. Little league and other youth baseball leagues are at capacity, and organizations such as
Cal Ripken/Babe Ruth are adding to the demand for facility usage in the area. Collectively, all local, state and
national programs stated that demand for fields is growing faster than complexes that can accommodate
them.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 2
STATEWIDE & REGIONAL COMPETITIVE ASSESSMENT
HSP evaluated state and regional facilities to determine the level of competition in Florida and surrounding
region to understand the facility components that would competitively position Collier County as a potential
site for events in the state and potentially the region. The various sports complexes located in Florida
compete to host state tournaments, while appealing to local and regional users as a destination for practices,
leagues, neutral game sites and tournaments. These facilities, depending on location, are likely to compete
with a Collier County facility on a state, regional and potentially local level.
The athletic complexes throughout Florida that would be competitive with a new Collier County sports facility
vary in size, amenities and in quantity depending on the sport. The major facilities that would compete are
complexes hosting major tournaments. Facilities in surrounding states would likely not compete with the
sports facility for local leagues and participants.
This section presents a range of youth sports complexes that all have similar characteristics to what is
envision in Collier County. While subtle differences are found between each facility, each complex’s business
model includes scheduling tournaments. These tournaments attract a significant number of non-local
attendees and has a direct impact on the local hotel market through room nights generated. These facilities
also maintain local leagues to help supplement each facility’s usage and financials.
Scheduling priorities are a challenge for nearly every facility. Facilities with expectations to generate economic
impact place an emphasis on tournaments while local groups are offered usage based on calendar availability
after tournaments are scheduled. Some facilities have demonstrated the ability to attract more than just
soccer, baseball or softball events, further enhancing usage opportunities and financial performance.
A sports complex’s success will depend on how well the facility’s schedulers and staff can meet the standards
set by these regional facilities. Not only do these complexes offer insight into the facility mix in the region,,
they will also serve as competitors for many tournaments and events.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 3
The following table provides an overview of the competitive and comparable sports facilities that regularly host
tournaments and events in Florida and surrounding states.
Table 4-1
Collier County Regional Athletic Facilities
Facility City Miles from NCRP Basketball Diamonds Multipurpose Tennis Pickleball Volleyball Total
JetBlue Park Fort Myers 24 --7 6 ------13
Hammond Stadium/CenturyLink Sports Complex Fort Myers 25 --10 --------10
Englewood Sports Complex Englewood 93 --10 4 6 6 --26
Premier Sports Campus at Lakewood Ranch Lakewood Ranch 112 ----22 ------22
Lakewood Ranch Park Lakewood Ranch 115 --10 --------10
IMG Academy Bradenton 117 4 7 14 52 ----77
Sugar Sand Park Boca Raton 123 --6 --------6
Tamiami Park Miami 126 1 16 1 6 ----24
Lake Myrtle Sports Park Auburndale 138 --5 11 ------16
Village Park West Palm Beach 152 --4 20 ------24
Sid Lickton Complex Clearwater 160 --7 --------7
Eddie C. Moore Softball Complex Clearwater 162 --9 --------9
ESPN Wide World of Sports Complex Orlando 168 6 10 17 10 --12 55
Wiregrass Ranch Sports Complex*Tampa 172 --19 ------19
USTA Tennis Center Lake Nona 187 ------109 --109
Seminole County Sports Complex*Sanford 211 --15 --------15
Seminole Soccer Complex Sanford 211 ----11 ------11
Cocoa Expo Sports Center Cocoa 226 11 17 --14 ----42
Ocala Rotary Sportsplex Ocala 244 --11 --------11
Ormond Beach Sports Complex Ormond Beach 249 --9 10 ------19
Nations Park Newberry 285 --16 --------16
St. Augustine Little League St. Augustine 288 --9 ------9
Jacksonville Ice & Sportsplex Jacksonville 320 5 --------5 10
Patton Park Jacksonville 325 ----13 ------13
Meadows Soccer Complex Tallahassee 424 ----10 ------10
James Messer Sports Complex Tallahassee 431 --11 --------11
Frank Brown Park Panama City Beach 535 --9 7 4 ----20
Ashton Brosnaham Park Pensacola 616 ----10 ------10
Grand Park Athletic Complex Myrtle Beach 679 --9 --------9
Average ----5 10 11 29 6 9 22
North Collier Regional Park Collier County --2 5 8 ----4
Difference from average -3 -5 -3 -29 -6 -5
Source: Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 4
The following figure shows the location of the athletic facilities in the region.
Figure 4-1
Of the listed facilities, the smaller facilities generally have a one or two sport focus. The tendencies for these
facilities are to establish a reputation as a premier, and ultimately the destination, facility for a particular sport
that can organize and operate events on a weekly basis. These facilities carve a niche in the market in order
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 5
to compete with comparable facilities, large destination facilities and to differentiate from community park
facilities.
The large destination facilities strive to offer a one-site venue that has facilities to accommodate large
regional, state and national tournaments. For this reason, these facilities become attractive venues due to the
number of fields, diamonds or courts they offer. These facilities were once sport specific, but are now are
being developed with facilities for multiple sports.
Additionally, there are a few examples of small- to mid-sized facilities that were built to be flexible multi-use
facilities that can accommodate several types of sports or events. This trend is generally seen in newer
developments, as the private and public sectors look to be more efficient with not only space, but monetary
investments as well.
The following discussion profiles regional facilities.
Englewood Sports Complex – Englewood, FL
Englewood Sports Complex is located approximately 93 miles northwest of North Collier Regional Park in
Englewood. The 136-acre facility offers the following:
! Two senior softball fields
! Four little league baseball fields
! Two youth softball fields
! Two adult softball fields
! Four soccer fields
! Six tennis courts
! Six outdoor pickleball courts
! One outdoor basketball court
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 6
The following figure shows pickleball courts at the Englewood Sports Complex.
Figure 4-2
The Englewood Sports Complex is operated by Sarasota County Parks, Recreation and Natural Resources.
The complex also offers a playground, indoor rental space, indoor gymnasium and weight room. The complex
is home to several leagues including youth soccer leagues.
Premier Sports Campus at Lakewood Ranch – Lakewood Ranch, FL
The Premier Sports Campus, located 17 miles northeast of Sarasota off of State Road 70, was opened in
April of 2011. The 140-acre complex is home to 22 full-sized, multipurpose fields, eight of which have lights.
Premier Sports Campus is located in Lakewood Ranch, an 8,500-acre master-planned community, located on
Florida's Gulf Coast, close to I-75. Lakewood Ranch consists of eight villages, with townhomes to custom
estates, while the area surrounding the Premier Sports Campus at Lakewood Ranch include family-friendly
restaurants, A-rated schools, unique shops and boutiques, business parks, hospital and medical center, three
different designed golf courses; an athletic center with fitness, aquatics and 18 lighted tennis courts; even
polo and cricket clubs. The area also provides passive uses with more than 150 miles of sidewalks and trails,
community parks, lakes and nature preserves and forest and wetland preserves.
The combination of the success of commercial properties, the Main Street shopping area, the Premier Sports
Campus, Sarasota Polo Club, and the Ancient Oak Gun Club, Lakewood Ranch is viewed as a premier new-
home destination on Florida's West Coast.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 7
The following figure shows an overhead view of the complex.
Figure 4-3
!
The campus has hosted several national and international events such as the Ultimate Frisbee National
Championships, Florida Youth Soccer Association tournaments, 3D Lacrosse Blue Chips training camps, and
the Nike International Friendlies Soccer tournament. In addition to the regional and national tournaments,
Premier Sports Campus is the home to six tenants, including the Lakewood Ranch Chargers Soccer Club,
Monsters Lacrosse Academy and the Sarasota Surge Rugby Club.
Lakewood Ranch Park – Lakewood Ranch, FL
Lakewood Ranch Park provides Manatee County with six regulation baseball fields, four softball fields and
two youth fields. The complex is a regular host for USSSA tournaments, including the U18, U16 and U14 fast
pitch Summer Storm Open and Winter Storm Showdown.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 8
The following figure shows an aerial view of the complex.
Figure 4-4
!
IMG Academy – Bradenton, FL
IMG Academy is a private athletic training institute for youth, high school, collegiate and professional athletes
locate in Bradenton, FL. The academy, founded in 1978, provides students with college preparatory school in
addition to elite athletic training and competition. Individuals can also attend campus to receive specialized
training in their respective sport. IMG is the home to U.S. Soccer’s full-time residency program for the United
States’ U-16 and U-17 national teams. The academy has trained hundreds of Olympic and professional
athletes. IMG annually has more than 800 on-campus students, more than 10,000 camp-goers, while also
hosting three to four large annual tournaments for each of its eight programs. IMG will also be a host site for a
few high-profile tournaments hosted by third-party event organizers.
IMG’s athletic facilities include:
! Four tournament baseball fields
! Twelve multipurpose fields
! A Spring Training Baseball complex
! A 40,000-square foot fieldhouse
! A championship football stadium with 5,000 seats, expandable up to 10,000 seats
! 35 outdoor tennis courts, five indoor courts, and 16 clay courts
! 18-hole championship golf course
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 9
The following figure shows the layout of the campus.
Figure 4-5
!
IMG’s 500-acre campus is currently undergoing a more than $35 million renovation and expansion that
included the construction of the 5,000-seat football stadium, five-story residence hall, new multi-sport complex
and the Prince Innovation Center. IMG only competes with other large tournament facilities for high-level elite
events. Some of the main competitors for elite tournaments are ESPN Wide World of Sports and the National
Training Center.
Sugar Sand Park – Boca Raton, FL
Sugar Sand Park is located approximately 120 miles due east of North Collier Regional Park in Boca Raton.
The Park was developed by the Greater Boca Raton Beach & Park District and is operated by the City of
Boca Raton. The 132-acre park offers six baseball diamonds, in-line hockey rink and the Field House.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 10
The following figure shows the layout of Sugar Sands Park.
Figure 4-6
Sugar Sand Park offers youth and adult leagues in basketball and volleyball. Throughout the year the park
provides classes for kids ages three to five to introduce and improve skills in basketball, baseball, soccer, golf,
hockey and football. The Park also has gymnastics, rhythmic gymnastics, cheerleading and Tae Kwon Do
classes. There are also several fitness classes offered to adults including, fit mom-to-be workout, fit mom boot
camp and jazzercise.
Tamiami Park – Miami, FL
Tamiami Park is located 117 miles south east of Collier County in Miami. The park was built in the late 1960s
on the site of the former Tamiami Airport. Tamiami Park is operated by the Miami-Dade County Parks &
Recreation Department. The park has the following:
! 16 baseball diamonds
! One basketball court
! One multipurpose field, with lights
! Six tennis courts
! Pool
Tamiami Park offers youth leagues for baseball, basketball, cheerleading, football, soccer, softball and
volleyball. The facility hosts the Dade-County Youth Fair, and has hosted the IndyCar World Series. The park
is also the center of the local baseball community.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 11
Lake Myrtle Sports Park
The home complex of the Florida Youth Soccer Association, Lake Myrtle Sports Park was built in 2009 at a
cost of $21 million. The park is owned by the city of Auburndale and managed by the Auburndale Parks and
Recreation Department. Lake Myrtle Sports Park features ten lighted, fully irrigated soccer fields sodded with
Bermuda grass, five lighted baseball fields and a championship stadium.
The baseball fields are shown in the following figure.
Figure 4-7
In addition to hosting state and regional tournaments for the Florida Youth Soccer Association, the complex
has also hosted the American Collegiate Rugby Association Championships and World Amateur Baseball
Association Championships.
Village Park – West Palm Beach, FL
Village Park is located approximately 150 miles north east of Collier County on the north side of West Palm
Beach off of I-95. Village Park fitness offers the following:
! 17 soccer fields
! Three football fields
! Four baseball fields
! Two hockey rinks
! Gymnasium
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 12
The next figure shows the layout of Village Park.
Figure 4-8
The fields at Village Park are home to the Wellington Soccer Club. The club has 24 boys’ teams and 20 girls’
teams for ages eight to 19. Wellington Soccer Club has traveling teams and also offers training and skills
classes.
Sid Lickton Complex – Clearwater, FL
The Sid Lickton Complex is located on the east side of Clearwater off Keene Road. The facility is operated by
the City of Clearwater Parks & Recreation Department. The complex features five baseball fields and two
softball fields.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 13
The following figure shows the seven fields at the Sid Lickton Complex.
Figure 4-9
The Sid Lickton Complex was given a $3.3 million renovation in 2014, which added a new concession area
and renovated six of the fields. In the center of the five-field “flywheel” is a two-story building that features the
concession stand, press box, restroom and five individual score board stations. The facility is home to
Clearwater Little League baseball and softball. The renovation added a full sized field that will allow players to
stay active at the facility after they grow out of the Little Leagues and will be able to play here until they are 16
years old, instead of leaving to go to other facilities like the players would have to do before the renovation.
Eddie C. Moore Softball Complex – Clearwater, FL
The Eddie C. Moore Softball Complex is located in Clearwater, Florida. The Eddie C. Moore Complex is
Clearwater's national and state award winning softball facility, featuring nine softball fields including five 300-
foot fields, two 250-foot fields, and two 200-foot fields. The facility has soft toss areas and four covered batting
tunnels. The complex is the home of the Clearwater Bullets, a competitive fast pitch softball club established
in 1995.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 14
The following figure shows a layout of the complex.
Figure 4-10
!
The facility is a regular host site of USSSA and NSA Florida Fast pitch tournaments. Some of the major
events held at the sports complex include the USF/Adidas Softball Invitational, USA Women's National
Softball Team, USF Speedline Softball Invitational, Michele Smith Gold Softball Camps, and the National
Softball Association Bombers Tournament.
ESPN Wide World of Sports - Orlando, FL
Rebranded from Disney’s Wide World of Sports Complex to the ESPN Wide World of Sports Complex in
2010, The Walt Disney Company has created an amateur and minor league sports complex that is the state-
of-the-art for youth and amateur sports complex facilities in the United States. Disney built the facility for $100
million on 220 acres in 1997, and it is currently the spring training home of the Atlanta Braves. The complex
features:
! Champion Stadium: A 9,500-seat championship baseball stadium that is the spring training
home of the Atlanta Braves. The complex has hosted previous World Baseball Classics, Atlantic
10 baseball tournaments and high school baseball games.
! HP Fieldhouse: A 70,000 square feet, 5,000-seat multipurpose arena that is home to the NCAA
Old Spice Classic. The fieldhouse can be fitted to accommodate basketball, volleyball and
dance and cheerleading events.
! Jostens Center: A 1,200-seat multipurpose arena that can be formatted to hold six basketball
courts or twelve volleyball courts.
! HESS Sports Fields: Elven multipurpose fields, including a 1,000-seat championship stadium.
Two of the fields are equipped for night play and four fields are constructed to international
soccer dimensions.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 15
! Baseball Quadraplex: Four regulation baseball fields, a practice field, ten bullpens and batting
tunnels. Includes two lighted fields.
! Diamondplex: Six youth/softball fields
! Ten tennis courts, including a 1,000-seat center court stadium
! A 500-seat competition track facility that includes nine track lanes, three shot put rings, two
discus rings, a javelin runway, two high jump areas and two pole vault runways.
In addition to the rebranding in 2010, the complex installed HD video scoreboards at the larger venues, a new
complex-wide audio system and HD broadcast production facility for televised events.
The following figure shows an overhead view of the complex.
Figure 4-11
!
Overall, the quality of the facilities is excellent and the landscaping, hardscaping and theming of the entire
park evokes the sense that this is a championship facility worthy of its status as a Disney entity. The complex
is a regular host of AAU, USSSA and other national championship events, including the USSSA World Series,
Pop Warner National Championships, AAU Volleyball National Championships, AAU Track and Field National
Championships and the cheerleading and dance national championships.
In January 2016, Disney announced plans for a new multi-story building located behind the Jostens Center,
adding 286,000 square feet of space. Also part of the plans is a new parking lot, located on the right hand
side of the complex behind Jostens Center. Disney has stated that the building will be the world's first venue
specifically for cheerleading and dance. Construction of the new facility is expected to be complete by mid-
2017. Disney is teaming with the cheerleading organization Varsity Spirit to create the space. The building will
include a flexible design for one large competition space that can be set up for as many as four competition
areas. With seating for more than 8,000 people, the new multi-use building could also host six regulation
basketball courts, six regulation volleyball courts or concerts. The resort currently hosts cheerleading
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 16
competitions in other venues at its sports complex and at Disney's Hollywood Studios. The new space will
allow Disney to bring in more competitions as the sport grows.
Wiregrass Ranch Sports Complex– Tampa, FL
Pasco County Commissioners approved the plans for the 120-acre Wiregrass Ranch Sports Complex in
January of 2014. The project includes nine major league baseball regulation fields and a stadium, in addition
to ten youth-sized fields. The project is still in the final stages of securing financing. Blue Marble Strategic, the
developer of the $34 million project, is currently in the process of reaching out to Major League clubs that are
looking for a new spring training facility.
The following figure shows a rendering of the field layout.
Figure 4-12
!
USTA Tennis Center
The United States Tennis Association announced in the summer of 2014, its plans to build a state-of-the-art
tennis complex in Lake Nona, Florida. The complex will be located on 63 acres of land, providing space to
host a range of tennis events from youth tennis team events to national championships. The USTA is
partnering with Lake Nona Land Company, a developer and a consortium of regional and state partners to
construct the facility. The completion of the project is targeted for the end of 2016.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 17
The following figure is a rendering of the planned USTA Tennis Center.
Figure 4-13
The new facility will feature 100-plus courts and will house the USTA’s Community Tennis and Player
Development divisions. It will be divided into dedicated areas that will focus on the youngest players to
recreational competitors of all ages and ability levels and from collegians to future pros and professional tour-
level players.
The facility will include the following:
! A tournament and league area that will include 24 clay courts, 16 hard courts and two player
pavilions. This area will also feature a tournament administration office that will include trainer
rooms, a stringer area, player lounge, public restrooms and a check-in area.
! A collegiate tennis area that will feature 12 hard courts and one future tournament show court,
allowing two collegiate matches to be played simultaneously. The courts will be equipped for
television and have seating for 1,200 spectators and the area will feature a two-story pavilion for
concessions, public restrooms, team locker rooms and areas for trainers and officials. This area
will also serve as the home of the University of Central Florida men’s and women’s varsity tennis
programs.
! A Team USA area that will include 12 hard courts. The courts will be utilized by the 17 USTA
sections, along with coaches and their players throughout the country, to work with USTA Player
Development.
! A high performance and player development area that will include eight hard courts and eight
red clay courts for USTA Player Development, with plans for six covered courts in the future.
The space includes dorms that can house 32 boys and girls as well as a strength and
conditioning space.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 18
! Eight 36-foot and eight 60-foot courts that will enable youth and adults to develop their games.
! A USTA office building. The ground floor will include a tennis pro shop, fitness area, locker
rooms, player lounge and cafeteria, with USTA offices occupying the second floor.
The planned tennis center will add a significant amount of tennis courts to the market. Although the facilities
will likely not be available for open recreational use, it is expected to regularly host tournaments as well as
high-profile championships. The development will be the largest tennis facility in the United States and likely
“category killer” for tennis facilities in Florida. No other facilities will be able to accommodate events like the
USTA Tennis Center.
Seminole County Sports Complex (Under Development)
Seminole County commissioners approved the plans for the 102-acre Seminole County Sports Complex in
February of 2014. When completed, the complex is planned to feature 15-lighted athletic fields with synthetic
turf that can be configured for baseball, softball, soccer, football and lacrosse. The county will use a mix of
revenue sources, including tourism taxes, to pay for bonds to build the complex.
The following figure shows the complex under development as of December 2014.
Figure 4-14
Construction began in February of 2015, and the project is estimated to cost $27 million. County directors
plan to host state, regional and national tournaments on the weekends while allowing for local use during the
week. The project is expected to be completed by the summer of 2016.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 19
Cocoa Expo Sports Center – Cocoa, FL
The Cocoa Expo Sports Center, built in 1964 as the spring training home of the Houston Colts, is currently in
the process of a $40 million renovation, which has been delayed due to zoning and permit restrictions. When
completed, the facility will include:
! A 10,000-square foot gym with 11 NBA/BCAA/FIBA hardwood courts
! 14 hardwood volleyball courts
! 30,000-square foot training facility
! 17 baseball fields, seven of which are NCAA regulation
! 16 bullpens and 15 batting cages
A rendering of the complex is shown in the following figure.
Figure 4-15
Ocala Rotary Sportsplex – Ocala, FL
Ocala Rotary Sportsplex is located off of SE Maricamp Road seven miles southeast of downtown Ocala. The
80-acre Rotary Sportsplex was Florida Governor Jeb Bush’s second public/private partnership. It
was established in 1997 after a group of residents created a plan, formed a community alliance and
approached the City of Ocala and Marion County with the idea to build a sports complex. Ground was broken
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 20
in October 1997, and by September 1998, a ten-field facility was open. Today, there are 16 fields, serving
thousands of players each year with more than $3 million in donated materials and services. The facility was
developed to attract and host numerous tournaments to generate economic impact to Marion County.
The following figure shows an aerial view of the complex.
Figure 4-16
!
The sportsplex is home to Babe Ruth and Cal Ripken baseball. The facility features eight Cal Ripken fields for
ages 4 to 12 and three Babe Ruth fields for ages 13 to 18. The complex is a regular host of the Cal Ripken
Rookie State Qualifier and the 10U World Series.
Ormond Beach Sports Complex – Ormond Beach, FL
The Ormond Beach Sports Complex, located just north of Daytona Beach off of I-95, is part of a family park
that includes walking and bike paths, playgrounds and pavilions. The park hosts a variety of regional and
nationals tournaments, including a youth baseball national championship tournament. The sports facilities at
the complex include:
! Five lighted regulation softball fields
! Four lighted regulation baseball fields
! Eight regulation soccer/multipurpose fields
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 21
! Ten smaller-sized baseball fields
The following figure shows the layout of the complex.
Figure 4-17
!
Ormond Beach Sports Complex is the facility frequently utilized by USSSA baseball in the Daytona Beach
area.
Nations Park – Newberry, FL
Located in Newberry, Florida, Nations Park is right outside of Gainesville. The 16-field facility is a baseball
facility that opened in the summer of 2012. The park was formed with partnerships between the City of
Newberry, Nations Baseball Florida Inc., and the Alachua County Tourism Development Board. Nations Park
is a $7 million baseball tournament complex that is built on 40 acres of donated land. In July 2011, the
construction of Nations Park came to a brief stop upon discovery of several endangered Gopher Tortoises.
The construction remained on hold for several weeks while experts were brought on site to relocate the
protected species to a tortoise sanctuary.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 22
A rendering of the park is shown in the following figure.
Figure 4-18
!
The 16 stadiums at Nations Park are built for multiple age groups, 8 to 14 year old baseball players and 12 to
14 year old girls fast-pitch softball players. The stadiums are fully enclosed and have natural grass outfields
and synthetic turf infields. In each stadium, the mounds and base paths are all adjustable to accompany the
correct age group and boasts 220-foot walls and a scorer's tower. Future plans for the project include an
additional 16 fields, which would make it the world’s largest baseball park.
The complex is the exclusive home park for the Nations Baseball Academy. The park only hosts Nations
sanctioned events and is available to Nations teams. Nations Park will host weeklong summer and holiday
tournaments for American and Canadian boys' baseball and girls' fast-pitch softball teams
St. Augustine Little League – St. Augustine, FL
The nine-field Little League baseball complex is located 50 miles south of Jacksonville in St. Augustine,
Florida. The complex is the home of the St. Augustine youth baseball and softball teams that are ages 5 to 16.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 23
The following figure shows the layout of the complex.
Figure 4-19
!
In 2011, the St. John’s County Commission approved a proposed project to complete the West Augustine
Park's Phase III to make improvements to the Solomon Calhoun Park fields. The amount of $600,500 was
allotted for the project. The project work completed renovations to four Little League baseball fields, including
grading, grass, irrigation, sidewalks, fencing, clay infields, backstops and landscaping.
Jacksonville Ice and Sportsplex – Jacksonville, FL
Jacksonville Ice and Sportsplex, in addition to being the only ice arena in Northeast Florida, has more than
100,000 square feet of flexible space for a variety of sports and tournaments. The facility includes:
! 20,00 square feet of continuous space
! Five indoor basketball courts
! 9,000 square feet of turf
! Regulation NHL hockey ice arena
! Three breakout rooms
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 24
The following figure shows the interior of the complex.
Figure 4-20
!
The facility is home to extensive ice programs such as youth and adult hockey leagues, training, figure skating
academy and the Jets travel hockey team. The facility is home to the First Coast Basketball Academy
(FCBA). FCBA provides instruction in all aspects of basketball, with an emphasis on fundamentals and skill
development. The Jacksonville Ice and Sportsplex has partners that utilize the facility.
! First Coast Basketball Academy
! Beaches Adult Soccer League
! Jacksonville Scene Sports League and Social Events
! The Fioretto Fencing Academy
! Proform Kicking Academy
Patton Park – Jacksonville, FL
The Patton family donated the property, which is now referred to as Patton Park, on December 29, 1993.
Patton Park is a 120-acre public land facility owned by the City of Jacksonville and leased to the First Coast
Soccer Association, Inc. The park consists of 12 year-round soccer fields, enclosed concessions, restroom
facilities and paved parking. In summer 2007, a football field was added near the entry of the park.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 25
The layout of the complex, which has 12 fields, is shown in the following figure.
Figure 4-21
!
The park is home to Jacksonville FC, a club that consists of recreational, academy, and travel teams for
players aged U5 to U19. Jacksonville FC travel programs have 35 teams that compete in regional, state and
premier leagues.
Meadows Soccer Complex – Tallahassee, FL
Meadows Soccer Complex is located seven miles north of downtown Tallahassee. The complex boasts ten
large fields, with a portion of them lighted. The fields, which can only be used for soccer, are available by
reservation only. Open public drop-in play is not available at this facility. However, individuals or small groups
of three or less can play on a space available basis during times when fields are reserved for use. The
Meadows Soccer Complex is the primary soccer complex in all of Tallahassee.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 26
The layout is shown in the following figure.
Figure 4-22
!
The Meadows Soccer Complex hosts a number of local organized soccer programs. The facility is home to
the Tallahassee Soccer Association, the Top of Florida Soccer Club, the Tallahassee Tottenham Hotspur
Futbol Club and Warner Soccer.
James Messer Sports Complex – Tallahassee, FL
James Messer Sports Complex, located just west of Florida State University near downtown Tallahassee, is a
baseball and softball complex with eleven lighted fields. The complex has hosted the ASA Southern Nationals
18U, U.S. Fast Pitch Association Sunshine Classic, ASA Girls Fast Pitch National Qualifier - Capital City
Classic, USSSA Youth Baseball Super NIT and the Dizzy Dean Youth Baseball State Championships.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 27
The overhead view of the complex can be seen in the following figure.
Figure 4-23
!
Frank Brown Park – Panama City Beach, FL
Frank Brown Park, located just off the coast in Panama City Beach, Florida. The 200-acre regularly hosts
local, regional and national events. The park underwent more than $10 million worth of expansions and
renovations since 2002, including the addition of an aquatic center. The Bay County Tourist Development
Council is currently proposing an additional $7.5 million in renovations to the park. The park features:
! Nine lighted baseball/softball fields
! One T-ball field
! One Miracle League field
! Three soccer fields
! Four multipurpose fields
! Four Tennis Courts
! Two outdoor basketball courts
! An indoor gymnasium
! An aquatic center
! A 22-acre festival site
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 28
An overhead view of the park is shown in the following figure.
Figure 4-24
Frank Brown Park is a regular host of regional and national Grand Slam Baseball tournaments, including the
2015 Grand Slam World Series. The complex also hosts regional tournaments for the World Softball League,
NSA and USSSA. Organizations such as the Ironman Florida Triathlon, United States Specialty Sports
Association, National Softball Association, Grand Slam Baseball, United States Fast-pitch Association,
Independent Softball Association, World Softball League and the International Flag Football Association hold
championship events at the Frank Brown facilities.
Ashton Brosnaham Park – Pensacola, FL
Ashton Brosnaham Park is a 103-acre park located in Pensacola, off of Ten Mile Road. In addition to ten
soccer fields, the facility features four softball fields, a covered pavilion, and a picnic area. The complex is a
host to Florida Youth Soccer Association events, including the Pensacola Classic, the Blue Angel Classic and
the Bazooka Soccer International Tournament.
Grand Park Athletic Complex – Myrtle Beach
Located in the Market Common District of Myrtle Beach, this multi-use facility opened in Spring 2010 and is
continuously being developed. The city has invested approximately $21 million into the sports complex. The
sports complex currently features:
! Seven lighted FieldTurf fields for baseball, softball, soccer, lacrosse, football and other activities.
! Two lighted youth baseball/softball FieldTurf fields.
! Two youth baseball/softball natural turf fields.
! Space for up to three full size, natural turf soccer/lacrosse fields.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 29
! A six-lane FieldTurf batting cage.
! Multiple concession locations.
The following figure shows an aerial view of the complex.
Figure 4-25
!
The complex hosts both regional and national events, including the 2014 USSSA Global World Series, the
Youth Baseball Nationals, the World Fast-Pitch Connection World Series 2014, the World Softball League
Adult Tournament and USSSA flag football events.
Major League Baseball Spring Training Facilities
Major League Baseball (MLB) has a series of practices and games before the start of the regular season
called Spring Training. The spring training season generally starts in the middle of February and runs up until
the Opening Day of the baseball season, approximately six weeks. Spring training has traditionally attracted
fan attention, drawing crowds who travel to the warmer climates to enjoy the weather and watch teams play.
Spring training coincides with the spring break season, which is a period of high travel for families due to a
break in the school calendar.
MLB’s Spring Training is divided into two leagues: the Cactus League located in the Phoenix metro area and
the Grapefruit League located primarily in south Florida. Each league is comprised of 15 teams. For this
analysis, the primary focus is on Florida’s Grapefruit League.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 30
The following table shows a summary of the Grapefruit League.
Table 4-2
Grapefruit League Spring Training Facilities
Facility Location Team Opened Stadium Capacity Cost (millions)Fields 2
Steinbrenner Field Tampa New York Yankees 1996 11,026 $30 3
JetBlue Park Fort Myers Boston Red Sox 2012 10,823 $78 7
Champion Stadium Lake Buena Vista Atlanta Braves 1997 9,500 --11
Hammond Stadium Fort Myers Minnesota Twins 2014 1 9,300 $49 10
Ed Smith Stadium Sarasota Baltimore Orioles 2011 1 8,500 $31 4
Joker Marchant Stadium Lakeland Detroit Tigers 2016 1 8,500 $37 6
Bright House Field Clearwater Philadelphia Phillies 2004 8,500 $25 7
McKechnie Field Bradenton Pittsburgh Pirates 2013 1 8,500 $10 1
Charlotte Sports Park Port Charlotte Tampa Bay Rays 2009 1 7,670 $27 6
Tradition Field Port St. Lucie New York Mets 2012 1 7,160 $10 6
Roger Dean Stadium Jupiter Miami Marlins/St. Louis Cardinals 1998 6,871 $28 13
FL Auto Exchange Stadium Dunedin Toronto Blue Jays 1990 5,509 $12 1
TBD - Under Construction West Palm Beach Houston Astros/Washington Nationals 2017 TBD $144 13
1 Renovation
2 Includes all fields at complex
Source: Grapefruit League, Hunden Strategic Partners
In the past five years, there has been significant investment into new or renovated spring training facilities
across both leagues. The Grapefruit League has had seven stadiums either built or undergo renovations over
the past five years. In 2015, it was announced that the Houston Astros, along with the Washington Nationals,
are moving their spring training operations to West Palm Beach in 2017, leaving Osceola County Stadium and
Space Coast Stadium vacant of their primary tenant. Additionally, it is public that the Atlanta Braves are
seeking to leave Champion Stadium at ESPN Wide World of Sports in Lake Buena Vista. Sarasota and Palm
Beach have been considered as other potential communities for the Braves relocation.
Spring training complexes shared by two MLB teams are a trend in Arizona, where ten of the 15 baseball
teams in the Cactus League play in five dual-team facilities, including three that opened over the past five
years. Roger Dean Stadium in Jupiter, home of the St. Louis Cardinals and Miami Marlins, which opened in
1998 is the only existing dual-team facility in Florida and a second facility will open in 2017 with the relocation
of the Houston Astros and Washington Nationals to West Palm Beach.
Three teams have left Florida since 2008 and five since 2003 to establish new spring training homes in dual-
team facilities in Arizona. The Astros and Nationals also each looked around Arizona over the last few years
before focusing their negotiations on West Palm Beach. Arizona’s biggest attraction for teams is the fact that
all 15 Cactus League teams play in the greater Phoenix area, with less than 60 miles separating the two most
distant teams. Between 2008 and 2011, the three teams in Tucson, Arizona relocated to the Phoenix metro
area in part to avoid the 120-mile drive to compete against teams in Phoenix. In Florida, especially on the east
coast, some stadiums are located hundreds of miles apart and teams often take bus rides of more than two
hours to play an opponent. The travel time will decrease with the Astros and Nationals relocating to West
Palm Beach, which is 15 minutes from the Marlins and Cardinals in Jupiter and if the Braves relocate near
other facilities on either either coast.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 31
Depending on the site for a new spring training facility, County Commissioners may need to rezone land and
may need to assess the way it would contribute to the financing of such a facility or complex. Currently, the
four-percent tourist tax is allocated to three primary areas. Any actions to increase or change the tax would
need a supermajority of commissioners, which is four out of five votes.
As recent history has shown, teams are willing to relocate their spring training operations for a better situation.
Many of the spring training developments have a stadium field as the focal point with ancillary fields to support
training and possibly host events once spring training is over. The situation of a stadium facility without a
tenant must be considered. There are multiple examples of communities that must determine the highest and
best uses of vacant spring training facilities and reevaluate the how they can be best utilized for local and
other flexible uses. The following are a few situations of vacant spring training facilities.
! City of Palms Park: Located in Fort Myers, City of Palms Park is an 8,000-seat stadium that was
the home of the Boston Red Sox from its opening in 1993 through 2011. While the lease with the
Red Sox ran through 2019, the organization had been considering utilizing the early out clause
in the contract. In 2008, Lee County approved an agreement with the Red Sox to build a new
spring training facility in south Lee County. The Red Sox moved their operations to the new
facility, JetBlue Park, in March of 2012. While the City of Palms Park had negotiated with the
Washington Nationals to be their new spring training home, the facility now only hosts travel
baseball tournaments.
! Holman Stadium: Located in Vero Beach, Florida, Holman Stadium is a 6,500-seat venue that
was built in 1953 to accommodate spring training for the Brooklyn Dodgers as part of a complex
now called historic Dodgertown. It was also home of the Vero Beach Devil Rays of the Florida
State League through the 2008 season. In 2006, the Dodgers received numerous offers form
Arizona cities, attempting to persuade them to move. The offers were too lucrative to overcome,
and the Dodgers played their final game in the facility in 2008. While the facility attempted to
attract other tenants including MLB teams, MLB free agent training programs, and United
Football League operations, all discussions dissolved. Today, the venue hosts year-around
youth sports tournaments in baseball, soccer, lacrosse, and Minor League Baseball Umpire’s
Training Academy.
! Osceola County Stadium: Located in Kissimmee, the six-field stadium complex was home to the
Houston Astros until 2016.The 5,300-seat venue underwent an $18.4 million renovation in 2003,
which increased seating capacity, upgraded the press box, improved the clubhouses, and added
"Autograph Alley" which is a popular feature of spring training events. The Osceola County
Complex is also home of the Jim Evans Academy of Professional Umpiring. Additionally, the
hosts numerous amateur baseball events throughout the remainder of the year in conjunction
with the USSSA, Triple Crown Sports, World Baseball Federation, and Promotion Sports.
USSSA also decided to relocate after its lease expires in January 2018.
The flexibility of a sports complex to accommodate tenant events (youth, amateur and professional, while
allowing access to events secured by the County and/or CVB is critical to establish a sustainable and
collaborative situation.
Collier County Sports Market & Needs Assessment Study Chapter 4 - Page 32
Implications
There are a number of complexes with similar characteristics that are capable of hosting soccer,
baseball/softball and other field sports tournaments, and indoor tournaments in the surrounding region. Some
are smaller local facilities that host few tournaments while others are larger sites that are able to attract teams
from within a one-to-two-hour driving distance for a few annual tournaments. Others are large facilities that
have established robust and exhaustive tournament schedules for local and regional traveling teams. In each
case, local teams are offered usage based on calendar availability after tournaments are scheduled. Any
association that can be made with an established family of travel teams known in the region will help
crystalize relationships that could build premier tournaments, which is a necessity for success. These
tournaments attract a significant number of non-local attendees and has a direct impact on the local hotel
market through room nights generated. These facilities also organize local leagues and have local tenant
groups to help supplement each facility’s usage and financials.
Recent history demonstrates that newer, modern spring training facilities located within close proximity to
other venues are able to attract teams who are unhappy with their current situations, both at the professional
and minor league level. As spring training continues to move away from Central Florida, it is likely that Collier
County will be an attractive destination for a spring training facility (single or dual venue) considering the close
proximity to the existing JetBlue Park and Hammond Stadium 25 miles north in Lee County.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 2
TOURNAMENT OPPORTUNITY ANALYSIS
Sports Complex Industry Background
In the United States several types of sport facilities and complexes exist for youth and adults, for recreational,
competitive, interscholastic and intercollegiate sports and fitness activities. High schools, colleges and
universities have facilities for the students of their schools, and these facilities often allow non-students to use
the sports and recreational facilities for a fee. Municipalities and other local government entities own and
operate recreational facilities with a wide range of services. Private sports and fitness facilities provide the
public with fee-based sports and recreation opportunities. The advent of large, multi-sport youth and
recreation complexes has been driven by several factors: the increase in travel sport programs and the
recognition by communities that such relatively inexpensive complexes can generate significant economic
impacts in the form of room nights and related travel spending.
To examine the sports complex industry one must consider the sports and recreation that occurs at these
facilities. The trends of the sports complex follow the sports and recreation trends of the public, as the
facilities try to meet the growing needs and demands of those taking part in sports and recreational activities.
Sport Participation
Sport participation will also provide insight into the types of programs and services that would be best offered
by sports and recreation facilities. The figures in the following table are a result of a national survey conducted
by the Sports and Fitness Industry Association. A combination of detailed reports from major trade
associations in the US sports, fitness and leisure industries as well as interviews and surveys has led to
annual reports on the growth and decline of various sports.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 3
Table 5-1
United States Sports Participation Age 6 and Older (000s)
Outdoor Sport 2007 2008 2009 2010 2011 2012
1-year
Change 2-year AAG 5-year AAG
Tennis 16,940 17,749 18,546 18,719 17,772 17,020 -4.2%-4.6%0.2%
Baseball 16,058 15,539 14,429 14,198 13,561 12,976 -4.3%-4.4%-4.2%
Soccer (outdoor)13,708 13,966 13,957 13,883 13,667 12,944 -5.3%-3.4%-1.1%
Softball (Slow-Pitch)9,485 9,660 9,180 8,477 7,809 7,411 -5.1%-6.5%-4.8%
Touch Football --10,493 9,726 8,663 7,684 7,295 -5.1%-8.2%-8.7%
Skateboarding 8,429 8,118 7,580 7,080 6,318 6,227 -1.4%-6.1%-5.8%
Tackle Football 7,939 7,816 7,243 6,850 6,448 6,220 -3.5%-4.7%-4.7%
Flag Football --7,310 6,932 6,660 6,325 5,865 -7.3%-6.2%-5.3%
Ultimate Frisbee 4,038 4,459 4,636 4,571 4,868 5,131 5.4%6.0%5.0%
Volleyball (Beach)3,878 4,025 4,324 4,752 4,451 4,505 1.2%-2.6%3.2%
Track and Field 4,691 4,604 4,480 4,383 4,341 4,257 -1.9%-1.4%-1.9%
Volleyball (Grass)4,940 5,013 4,970 4,714 4,211 4,088 -2.9%-6.8%-3.6%
Softball (Fast-Pitch)2,345 2,331 2,476 2,513 2,400 2,624 9.3%2.4%2.4%
Lacrosse 1,058 1,092 1,162 1,423 1,501 1,607 7.1%6.3%8.9%
Field Hockey 1,127 1,122 1,092 1,182 1,147 1,237 7.8%2.4%2.0%
Rugby 617 654 720 940 850 887 4.4%-2.6%8.3%
Total 95,253 113,951 111,453 109,008 103,353 100,294 -3.0%-4.1%1.4%
Indoor Sport 2007 2008 2009 2010 2011 2012
1-year
Change 2-year AAG 5-year AAG
Basketball 25,961 26,108 25,131 25,156 24,790 23,708 -4.4%-2.9%-1.8%
Ice Skating 11,430 11,215 10,964 11,477 11,626 11,214 -3.5%-1.1%-0.3%
Volleyball (Indoor)6,986 7,588 7,737 7,315 6,662 6,384 -4.2%-6.5%-1.6%
Gymnastics 4,066 3,975 3,952 4,418 4,824 5,115 6.0%7.6%4.8%
Soccer (Indoor)4,237 4,487 4,825 4,920 4,631 4,617 -0.3%-3.1%1.8%
Cheerleading 3,279 3,192 3,070 3,134 3,049 3,244 6.4%1.8%-0.1%
Swimming --------2,363 2,502 5.9%5.9%5.9%
Ice Hockey 1,840 1,871 2,018 2,140 2,131 2,363 10.9%5.2%5.2%
Wrestling 3,313 3,335 3,170 2,536 1,971 1,922 -2.5%-12.4%-9.8%
Roller Hockey 1,681 1,569 1,427 1,374 1,237 1,367 10.5%0.3%-3.8%
Total 62,793 63,340 62,294 62,470 63,284 62,436 -1.3%0.0%-0.1%
Indoor and Outdoor Sport Total 158,046 177,291 173,747 171,478 166,637 162,730 -2.3%-2.6%0.7%
*AAG - Annual Average Growth
Source: The Sports and Fitness Association
The most popular team sport in the United States is basketball, with over 23.7 million participants in 2012.
The most popular outdoor sport is tennis, with 17 million people participating in the sport in 2012, followed by
baseball, with nearly 13 million participants in 2012.
The total of all the identified sports has fallen from a high in 2008 of 177.3 million to 162.7 million in 2012. The
outdoor sports’ participation decreased by nearly 14 million over those four years, while the indoor sports
decreased by just one million.
The increase or decrease in popularity of a sport is also a key aspect for consideration in determining the type
and size of a sports or recreation facility. As shown above, there are a few outdoor sports that are increasing
in popularity. Participation in lacrosse and rugby, while still at a low popularity level relative to other sports,
have an average annual growth rate more than eight percent.
In comparison, several sports lost popularity during the same time period. The reduction in participation in
three popular outdoor sports is a concern for any facility that would market to those sports. Baseball and
softball both still have a large participation base, but the sports declining in overall participation, despite the
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 4
increase in travel programs. Developers of baseball and softball fields should take these trends into
consideration when planning large-scale complexes.
In field sports, tackle football has declined in participation, as has touch football. Because these were such
popular sports, any decline represents a significant number of participants. The issues concerning
concussions and the possible long-term affects are greatly impacting football participation figures in youth.
However, lacrosse, although relatively small in participation, is surging in popularity. Soccer has seen a slight
decrease over the past five years, but the total participation, 12.9 million, make it the third most popular sport
overall and the second most popular outdoor team sport.
Travel Teams
A major and growing trend in youth sports is the growth of elite or travel teams throughout the United States.
Begun as a way to play a chosen sport in the summer months for high school team sports participants, the
trend has increasingly become less tied to high school programs and has included younger players. In some
sports, such as basketball and baseball, independent travel teams have become the most important forum for
college recruiting and scouting. This has placed more and more emphasis on travel team sports for those
players seeking scholarships to major Division I colleges, and even in a few instances going directly to
professional sports after high school.
Throughout the last three decades youth team sports have gone through a transformation in structure and
emphasis, and travel teams are the result, and sometimes part of the reason, for that change. Junior high
schools became middle schools, with younger students, but with budgets that often did not permit a large
team sports emphasis. Therefore, youth that wanted to continue in a sport beyond the recreational level
needed another venue to play. Also, as competition became more intense, especially for college scholarships
and the dream of professional sports, more and more players began choosing one sport and training in the
off-season, instead of playing the sport of the season.
Travel teams began to form to give youth the ability to play sports at a higher level against better competition,
and also to train in the traditional off-season for that sport. While each team sport has travel teams throughout
the United States, the most organized and one of the earliest to become popular was the national governing
body of non-scholastic youth basketball, the Amateur Athletic Union, or AAU.
The AAU established the now-universal model of having youth compete in specific age levels against each
other, the “U18, U17, U16...” teams, as well as establishing national tournaments for each age group.
Basketball was the sport in which the AAU had the most success. By 1989 the AAU had national
championships for thirteen age groups for boys and girls.
The travel team system, popularized by the AAU in basketball, has spread to most other team sports. The
majority of travel teams are those who only compete against teams within a small region with participants who
want to compete in the sport in the high school off-season. However, more and more teams are becoming
“elite” or “all-star” teams that promise better instruction, higher levels of competition and greater visibility.
Several sports have national bodies that oversee the travel schedule and tournaments, one of the largest and
most organized being the United States Youth Soccer Association (USYSA). The USYSA holds regional and
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 5
national tournaments each year for U14 through U19 teams in both boys and girls programs. It works through
state organizations that oversee the local teams.
Sports for girls such as softball and volleyball do not have as many travel teams and elite tournament
opportunities, but they are growing in number. The current trend is that girls’ youth sports are organizing more
travel teams. Sports with lower participation, such as lacrosse and rugby, have had travel teams for some
time, because most localities do not have the participants to create leagues. These teams travel regionally to
find competition. The current trend shows that these sports are also beginning to develop elite tournaments
and regional all-star teams to compete on a national level.
The travel team concept, while increasing in popularity, is also seeing increased scrutiny and criticism. At the
highest levels the “elite” travel teams, especially in basketball, have become about sponsorships and money.
International shoe and other companies sponsor tournaments and even teams, giving funds for travel and free
clothing and shoes to players at younger and younger ages in the hopes of eventually having that brand
linked to the next NBA star. Coaches sometimes receive pay from these companies.
With travel teams that do not receive major sponsorships, the time commitment and cost of the travel teams
can be burdensome on parents, who have to pay fees to the teams plus all travel expenses for the children
and themselves. A travel team might participate in several regional and one or two national tournaments per
year, with the parents paying for all expenses.
Youth sport travel is one of the fastest growing segments of the travel industry, outpacing leisure travel
overall, and growing numbers of families are finding their summer weekends filled with trips to tournaments
and competitions. Although tournaments are being held year-round, there are a limited number of top-tier
travel weekends families regularly travel long distances on.
The following table shows the weekends families are regularly choosing to travel for sports.
Table 5-2
Primary Travel Weekends
Weekend Month
Labor Day September
Columbus Day October
Thanksgiving November
Xmas/New Years December
MLK Weekend January
Presidents Day February
Easter March
Memorial Day May
Independence Day July
Mothers Day May
Source: Clancy's Sports, HSP
The primary tournament weekends nationally are over extended holiday weekends. The month of August has
very few events because travel season are ending and youth are returning back to school.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 6
The criticism of some aspects of travel teams, along with the growing cost and time commitment, may grow to
force a slowdown of youth sports travel teams. However, presently travel teams are a large part of the existing
youth sports culture and those teams will continue to be a major aspect of youth team sports in the near
future.
TOURNAMENT MARKET ANALYSIS
Overview
One major trend in youth sports is the rise of travel teams that participate in regional, statewide or multi-state
tournaments. This trend has led to more youth being involved as a single-sport participant, especially as the
participant grows up and moves into higher skill levels above age 12 or 13. The result of this trend is that
municipalities have begun to understand the economic benefits of hosting such tournaments. Therefore, more
municipalities are developing athletic complexes with the intention of not only providing the local community
with athletic opportunities, but also reaping other economic benefits such as hotel room nights and restaurant
spending. The athletic complexes are built with the intention to encourage regional, multi-day tournaments
that will bring participants and families to the area to stay overnight and contribute to the local economy.
The demand for new multi-facility complexes is growing due to increased competition between facilities and
communities. To attract regional and even national tournaments, athletic complexes are adding amenities
including championship-quality fields such as a stadium or arena-type field/court for playoffs and finals, higher
levels of quality in restrooms, concessions and other facilities. This demand drives the cost of the facilities
higher.
Municipalities that construct such multi-field/court facilities can benefit from travel teams, such as soccer,
baseball, basketball and volleyball. However, at some point specific areas could become saturated with multi-
use fields. Supply will overtake demand, and to remain competitive, facilities will have to provide more
services and a lower cost, which could cause operating losses. The convention center industry is a recent
victim of oversupply, due to communities attempting to race to the top in terms of larger facilities and
amenities beyond what the economics of the industry could support. The industry as a whole now struggles
due to oversupply.
Clubs and sponsors throughout the country book up weekends virtually every month of the year hosting
tournaments, thus allowing teams to travel or stay local and compete as much as they want. It's big business
for many clubs and event owners that host events, and typically for the cities and counties where they're held.
Many area tournaments will see repeat traffic from year to year, but with new and competing events popping
up all the time, event owners and cities cannot become complacent.
Event owners will market an event four to five months, while others will market year-round and start on the
following year event as the current event is taking place. Clubs will enlist teams, coaches and staff to help
spread the word about events, in part by talking to the coaches of the teams they face both locally and at out-
of-town events. From a club perspective, a whole club may pitch in to sell an event to participants and to help
run it, serving volunteer hours to make sure the fields are lined, facilities are kept clean and every need is
met. A successful tournament pays off for clubs because it can be a significant revenue-generating event.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 7
Event revenues not only help the host clubs, it can be a boon for the local economy through spending at
restaurants, gasoline stations, hotels, stores and more.
Large events such as tournaments are instrumental in funding and generating revenue for athletic complexes,
but determining the ideal balance between tournaments, league and open use will be essential when
managing a facility calendar. It is also important to identify the requirements and expectations of governing
bodies and event organizers to better understand the level of events and activities a championship-quality
facility in Collier County can expect to attract. The following sports governing bodies and event organizers
provided feedback and insights into factors that will impact the likelihood of Collier County hosting their
events.
! United States Youth Soccer Association (USYSA)
! Florida Youth Soccer Association (FYSA)
! American Youth Soccer Organization (ASYO)
! American Softball Association (ASA)
! United States Specialty Sports Association (USSSA)
! USA Volleyball (USAV)
! Florida Region
! Amateur Athletic Union (AAU)
! National Intramural-Recreational Sports Association
United States Youth Soccer Association
The United States Youth Soccer Association (USYSA) is the largest member of the United States Soccer
Federation, the governing body for soccer in the United States. The USYSA registers over three million youth
players between the ages of five and 19 across the U.S. The USYSA is a non-profit and educational
organizational based in Frisco, Texas and is comprised of 55-member state associations; one in each state,
and two in California, New York, Ohio, Pennsylvania and Texas.
The USYSA membership is divided into four regions. The regions are East (Region I), Midwest (Region II),
South (Region III) and West (Region IV). Each State Association has a Board of Directors, elected by
delegates from their member leagues, clubs or teams.
The USYSA hosts the US Youth Soccer National Championship Series annually during the month of July.
Each summer the USYSA crowns a boys’ and girls’ national champion in each of its seven age divisions -
Under 14, 15, 16, 17, 18 and 19. The finals are a culmination of a yearlong series of competitions at the state
and regional levels. The USYSA National Championship Series provides 60 teams the opportunity to compete
for the national title.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 8
The following table shows host locations for the USYSA National Championships.
Table 5-3
USYSA National Championship Series
Venue Location Dates No. of Teams
Toyota Soccer Complex Frisco, TX July 26-21, 2016 --
Mohawk Soccer Complex Tulsa, OK July 21-26, 2015 88
Maryland SoccerPlex Germantown, MD July 22-27, 2014 88
Overland Park Soccer Complex Overland Park, KS July 23-28, 2013 88
Manchester Meadows Rock Hill, SC July 24-29, 2012 60
Reach 11 Sports Complex Phoenix, AZ July 26-31, 2011 60
Overland Park Soccer Complex Overland Park, KS July 21-26, 2010 60
Citizen Bank Fields at Progin Park Lancaster, MA July 21-26, 2009 60
Source: USYSA
Beginning in 2013, the USYSA National Championships now feature the Under-13 age group for boys and
girls and has a heavier representation from the US National League in the Under-15 through Under-17 age
groups. The USYSA National League will receive two additional qualifying spots for the Under-15 through
Under-17 age groups. This has expanded the competition field to 88 teams for the National Championships.
As shown, the previous national championships have been held at many of the comparable facilities that will
be discussed in the next chapter, including Overland Park and Reach 11. The 2016 National Championship
site was awarded to Toyota Soccer Complex in Frisco, Texas.
The Southern Region is the region in which Collier County resides and where local teams compete under
USYSA sanctioned events. The Florida Youth Soccer Association (FYSA) is the state association sanctioned
by the USYSA and has more than 100,000 registered players and more than 15,000 coaches and volunteers.
FYSA offers programs for various levels of play such as recreational and competitive, and now offer a
program to fit the needs and interests of our young soccer players with physical and/or mental disabilities
called TOPSoccer. The FYSA membership is divided into four regions: South (Region A), East (Region B),
West (Region C) and North (Region D).
The criteria the USYSA follows when assessing a facility’s proposal to host a regional or national tournament
include, but are not limited to the following:
! Number of facilities – The national championship tournament is hosted at only one facility.
Regional championships may be split at two facilities, but the trending preference and
recommended practice is one facility.
! Number of fields – The national championship tournament requires 18 fields - ten fields for
competition and eight fields for practice. The regional championships require 24 fields to support
the larger number of participating teams.
! Facility features – The condition of the facility is evaluated with emphasis on how well the fields
are maintained. Additional features that can add to the experience: lighted fields, space for
vendors/concessionaires, results area and seating. Lighted fields are sought after due to the
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 9
scheduling flexibility they offer. These features need to be well maintained and in very good
condition.
! Amenities – The surrounding local market is evaluated to determine if sufficient restaurants,
hotels and entertainment options are available to participants and spectators. Alternative
entertainment opportunities are desired to provide activities when participants are not
competing. The USYSA prefers that hotel options are available within a 30-minute drive for the
national championships. Regional tournaments require a driving distance of approximately 45
minutes to an hour.
! Access – The number of airports and distance to the soccer facility is important. Centrally
located facilities within a complex allow for more efficient event logistics for the tournament.
Effective traffic control and traffic flow mechanisms from site layout to traffic controllers are also
considered.
FYSA, the USYSA sanctioning body in Florida, sanctions and hosts numerous tournaments and tournament
series that extend multiple months and require multiple sites. The following table provides an overview of the
FYSA sanctioned statewide tournaments by month in 2015.
Figure 5-1
14
10
12 12
17
0
2
8
16 17
12
8
0
2
4
6
8
10
12
14
16
18 January February March April May June July August September October November December # of Tournaments Month
Florida Youth Soccer Association
2015 Sanctioned Tournaments
Source: Florida Youth Soccer Association
In 2015, there were 128 FYSA sanctioned tournaments across the state of Florida. Seven months of the year
have more than ten tournaments scheduled, May and October having the most with 17. The Florida soccer
season ends in late May, which is why June and July each have only two combined tournaments. Also, youth
playing recreational and club soccer are returning to school and playing on their high school teams during the
fall season.
Disney’s ESPN Wide World of Sports typically hosts the most FYSA sanctioned events. Other venues that are
regular hosts to FYSA sanctioned tournaments include North Collier Regional Park in Naples, Northwest
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 10
Recreation Complex in Apopka, Palm Bay Regional Park in Palm Bay and the Seminole Soccer Complex in
Sanford.
The Lake Myrtle Sports Complex has been selected as an ideal, centrally located sports park for all of Florida
Youth Soccer Association's affiliates. Many events are held at the complex throughout the year with the main
event, State Cup, occurring in early to late February. Lake Myrtle Sports Park boasts ten well-maintained
soccer fields, two concession stands, ample amounts of parking, and a large stadium-style field next to the
FYSA office. In 2011, the FYSA completed construction of its headquarters at Lake Myrtle Park in
Auburndale.
Implications
Based on Collier County currently hosting FYSA sanctioned tournaments at North Collier Regional Park,
FYSA currently has interest in the area. With continued maintenance and additional fields added to North
Collier Regional Park or the development of additional facilities in Collier County, the opportunity to continue
to grow the presence of FYSA in Collier County is high.
American Youth Soccer Organization
The American Youth Soccer Organization (AYSO) is a non-profit youth soccer organization based in
Torrance, California. The AYSO has more than 50,000 teams and 500,000 players participating under the
organization’s auspices. Currently, AYSO is considered one of the largest single youth sports organizations in
the United States. The philosophy of the organization is based on participation requiring all players to play at
least one half of every game.
AYSO has a unique national structure. AYSO divides the country for administrative purposes into 14
geographic sections based on player population. Section directors are responsible for activities in their
respective sections. The next level of AYSO’s structure includes roughly 100 “areas.” The areas and sections
work together on training, competitions and events to help regions deliver a quality soccer experience. There
are almost 1,000 regions or community leagues nationwide.
AYSO's biennial event, the National Games, showcases players from around the country for a weeklong
tournament. AYSO hosts the AYSO National Games Series annually during the month of July. Each
tournament AYSO hosts both boys’ and girls’ teams in age groups U10 through U19. The AYSO National
Games is a bi-annual week long national showcase event, bringing together more than 3,500 AYSO players
and their families and friends from across the United States The AYSO National Games provides 220 teams
the opportunity to compete. The tournament is structured with a pool play format followed by a playoff,
guaranteeing teams the opportunity to play multiple games.
However, as part of AYSO’s 50th Anniversary celebration, the National Games were held in Torrance,
California and were twice its normal size, hosting more than 7,000 players on nearly 500 teams from across
the United States. It is estimated that approximately 30,000 visitors attended the National Games event.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 11
The following table shows a list of previous host sites for AYSO National Championships.
Table 5-3
Venue Location Year No. of Teams
The International Polo Club Fields Wellington, FL July 3-10, 2016 NA
Ab Brown Sports Complex, Jefferson Middle School fields, TBD Torrance, CA July 1-8, 2014 500+
US Cellular Fields, Ball Camp/Nichals Ball Fields, Victor Ashe Park,
John Tarleton Park, Regal Fields, Tommy Schupert Park/Lee Stewart
Fields, Regal Stadium Knoxville, TN July 1-8, 2012 220
The International Polo Club Fields Wellington, FL July 4-11, 2010 192
Waipio Peninsula Soccer Complex Oahu, HI July 6-13, 2008 181
Vernon Hills Soccer Complex, Libertyville Soccer Complex Chicago, IL July 9-16, 2006 220
Source: AYSO
AYSO National Games
While most of the National Championships have been held in one or two locations, they required numerous
fields when held in Torrance, California, AYSO’s home base. If held in Collier County, multiple facilities would
be required to accommodate the entire event, with additional fields likely required.
Part of the National Games schedule is the Soccerfest event. It is an event in which registered AYSO players
are randomly distributed onto teams for the express purpose of playing for fun. Co-ed and multi-age division
teams may be organized. This event typically involves every participant and attracts all spectators at the
National Games.
AYSO awards tournaments to host facilities through a formal bid process. A proposal to host a regional or
national tournament must be approved by the Section Director before submission to the AYSO National
Office. Tournament authorization is mandatory for all AYSO tournaments. The criteria the AYSO follows when
assessing a facility’s proposal to host a regional or national tournament include, but are not limited to the
following:
! Number of facilities – AYSO prefers one location but would consider a proposal with two. One
facility makes event logistics easier (e.g. organizing referees).
! Numbers of fields – The National Games require 24 full regulation fields. The AYSO prefers
natural turf fields because full size fields can be converted into smaller playing fields for the
younger divisions.
! Arena – AYSO requires a facility that can accommodate 8,000 to 10,000 people for the opening
ceremonies to the National Games. The facility must accommodate the player and team
progression ceremony while providing enough seating for all spectators in attendance.
! Facility features – The conditions of the playing fields are evaluated to ensure they have been
well maintained and are safe for competition. Additional features that can add to the experience:
lighted fields, space for vendors and product sampling, results area and seating. Lighted fields
are considered an added value but not deemed critical to the event. The National Games host
multiple events with all participants and spectators present at the same time. Adequate parking
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 12
and restrooms are important to accommodate for the sizeable crowds. The features need to be
well maintained and in very good condition.
! Amenities – The surrounding local market is evaluated to determine if sufficient restaurants,
hotels and entertainment options are available to participants and spectators. AYSO will want to
partner with local hotels in close proximity to the tournament site.
! Access – The number of airports and distance to the soccer facility are important factors.
Implications
In order to comply with the number of fields required, Collier County is in need of additional tournament quality
fields to be developed at current facilities or new facilities. With additional tournament quality fields, Collier
County will be able to attract local, state and regional tournaments for AYSO.
American Softball Association
The Amateur Softball Association (ASA) is a not-for-profit organization based in Oklahoma City, Oklahoma.
ASA is the National Governing Body of softball in the United States. The ASA has become one of the nation's
largest and fastest growing sports organizations and now sanctions competitions in every state through a
network of 15 regions and 83 local associations. The ASA has grown to more than 250,000 teams,
representing a membership of more than four million.
Annually, the ASA conducts more than 90 national championships in each of its major disciplines of the sport
- slow, fast and modified pitch. In order to qualify for an ASA National Championship, each team competes
through a network of qualifying tournaments organized throughout the season.
The following table shows the sites of the 2016 ASA National Championships Finals for junior fast
competition.
Table 5-4
2016 ASA National Championship Finals
Fast Pitch
Event Dates Location No. of Fields
Girls’ Class A 10-Under July 31- August 7 Stockton, CA 4
Girls’ Class A 12-Under July 31- August 7 Salem, WA --
Girls’ Class A 14-Under July 31- August 7 Sioux Falls, SD 8
Girls’ Class A 16-Under July 31- August 7 College Station, TX 16
Girls’ Class A 18-Under July 31- August 7 Bloomington, IN 4
Girls’ GOLD 18-Under July 17-July 23 Oklahoma City, OK 4
Source: ASA
Florida ASA is an affiliate of ASA/USA Softball and part of the Southern Region (Region 5). Florida ASA is a
not-for-profit 501(c)(4) corporation and is an affiliate that a softball complex would operate under when
seeking to be a tournament host location.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 13
The following table shows the site of the 2016 ASA National Championships Finals in the Southern Territory
for fast pitch competition.
Table 5-5
2016 ASA National Championship Finals
Southern Territory
Event Dates Location No. of Fields
Girls’ A 10-Under July 25-July 31 Tupelo, MS 6
Girls’ A 12-Under August 4-August 7 Tallahassee, FL 5
Girls’ A 14-Under August 2-August 7 Dallas, TX 6
Girls’ A 16-Under July 25-July 31 Columbus, GA 8
Girls’ A 18-Under August 4-August 7 Johnson City, TN 5
Girls’ B 10-Under July 25-July 31 Tupelo, MS 6
Girls’ B 12-Under July 26- July 31 Lawton, OK 5
Girls’ B 14-Under July 25-July 31 Columbus, GA 8
Girls’ B 18-Under August 4-August 7 Longview, TX 8
Source: ASA
The next table shows the Florida ASA State Tournament information for 2016.
Table 5-6
Florida ASA 2016 Tournaments
Event Facility Location No. of Fields Date
Clearwater Elite 12U Challenge Eddie C. Moore Complex Clearwater, FL 9 Mar 5 - 6
Polk County 14-16-18 Qualifier Polk County Fields Winter Haven, FL 4 May 14 -15
Under Armour/Softball Factory National Showcase Dodgerstown Vero Beach, FL 4 May 20 - 22
Emerald Coast Qualifier Frank Brown Complex Panama City Beach, FL 9 May 21 - 22
Clearwater Memorial Day Qualifier Eddie C. Moore Complex Clearwater, FL 9 May 28 -20
Region 5 18u Gold Qualifier Eddie C. Moore Complex Clearwater, FL 9 May 28 - 29
Tampa Memorial Day Qualifier Greco Fields Tampa, FL 4 May 28 - 30
16 Gold Southern Territory Qualifier Seminole County Softball Complex Altamonte Springs , FL 15 June 4 - 5
Central Florida Qualifier Seminole County Softball Complex Altamonte Springs , FL 15 June 4 - 5
Capital City Invitational James Messer Sports Complex Tallahassee, FL 11 June 10 - 12
18 Gold Southern Territory Qualifier Seminole County Softball Complex Altamonte Springs , FL 15 June 17 - 19
East Coast National Qualifier Seminole County Softball Complex Altamonte Springs , FL 15 June 17 - 29
Jacksonville Qualifier Drew Park Jacksonville, FL 4 June 24 - 26
South Florida Qualifier Pop Travers Park Plantation, FL 4 June 25 - 26
Florida State Championships Polk County Fields Winter Haven, FL 4 July 8 - 10
Source: Florida ASA
As shown, the facilities hosting Florida ASA sanctioned events range in size from four fields up to 15 fields.
The Eddie C. Moore Complex and Seminole County Softball Complex are regularly used for Florida ASA
events throughout the year.
The ASA awards its tournaments to host facilities through a formal bid process that is two years in advance of
the targeted tournament date. The proposal will need to be in collaboration with and receive approval from the
Regional Commissioner before submission to the ASA National Office. The Region Office plays an active role
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 14
throughout the bid process. The criteria the ASA follows when assessing a facility’s proposal to host a
tournament include, but are not limited to the following:
! Numbers of facilities – Multiple facilities are acceptable. No specifications have been given on a
maximum amount.
! Number of fields – Generally for weeklong tournaments, one field for every ten youth teams and
one field for every fifteen adult slow pitch teams is required. Regional tournaments can field 20-
60 teams while national tournaments can field up to 175 teams. Fields must have a minimum
fence distance of 200 feet for youth competitions and 300 feet for adult competitions.
! Facility features – The facility staff must be able to properly maintain and reset fields between
games to ensure they are in safe playing condition. Additional features that can add to the
experience: lighted fields, umpire changing area, scorekeeper location, space for vendors and
seating. Portable outfield fences will allow the facility to be more flexible in meeting the needs of
youth tournaments if they desire an outfield fence smaller distance closer 300 feet. The features
need to be well maintained and in very good condition.
! Amenities – The surrounding local market is evaluated to determine if sufficient restaurants,
hotels and entertainment options are available to participants and spectators.
! Access – Access and distance to/from major roads and airports is a key factor.
Implications
Several softball facilities have established reputations as high quality and premier tournament sites for ASA
softball events. Facilities with five or more fields are hosting state championships. James Messer Sports
Complex was able to secure and accommodate the national championships for the ASA 16U with its eight
fields. The smaller four- and five-field facilities are able to host high profile events however, larger facilities are
being developed to accommodate larger events on one site. Collier County has the opportunity to be a
competitive facility in the state and region for softball tournaments with additional tournament quality fields
added to the current supply.
United States Specialty Sports Association
The United States Specialty Sports Association (USSSA) is a non-profit organization of volunteers that serves
as a sports governing body. The organization was founded in 1968 in Petersburg, Virginia and has since
relocated to Kissimmee, Florida, operating from Disney’s ESPN Wide World of Sports. USSSA started as a
slow-pitch softball association, but in 1998 expanded to offer more sports programs. Currently, USSSA
governs 13 sports and has a membership of more than 3.7 million. Sports programs governed by USSSA
include:
Baseball
USSSA Baseball offers programs for four levels of play for ages 6 to 18. Major and AAA programs are
national programs that culminate in a World Series. The AA program is a regional program ran by the
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 15
participating states that culminate at a national tournament. The A level is for recreational teams and is
organized at a state level only.
! Major Division - The top competitive teams in the country.
! AAA Division - Middle of the pack competitive teams.
! AA Division - Teams that have restricted rosters, drafted players, or play at the recreation level.
! A Division - Recreational league teams only.
USSSA divides the country by state. Florida USSSA baseball hosts approximately 90 tournaments per year
throughout the ten-month season, as January and August are the typical off-season months.
Each year, USSSA hosts their Elite World Series events for all age groups at the ESPN Wide World of Sports
complex. Teams compete in regional World Series events throughout the country to earn the right to advance
to the Elite World Series in Orlando. These national championship tournaments consist of 24 teams per age
group and typically last five days.
Soccer
In July of 2001, USSSA added soccer to the organization by becoming an official member of US Soccer.
USSSA soccer events are open to all US soccer affiliated teams, including USYSA, USASA, US Club, SAY
and AYSO teams.
Fast Pitch
In addition to Florida USSSA hosting smaller one-day and two-day events at smaller complexes throughout
the state, USSSA Fast-Pitch World Series is divided into four regions; the West Region, Central Region, East
Region and ESPN Wide World of Sports Region. The EWWS region is the only World Series event to hold the
championships at one location for all age groups and class levels.
Implications
USSSA is currently utilizing Collier County facilities for multiple tournaments at North Collier Regional Park
throughout the spring and summer months. Additional tournament quality fields would increase the
opportunities to host larger events and maintain the relationship with USSSA.
USA Volleyball
USA Volleyball (USAV) is a non-profit organization and serves as the National Governing Body for the sport of
volleyball in the United States and is recognized as such by the Federation International de Volleyball and the
United States Olympic Committee (USOC). USAV also fosters the development of the sport of volleyball
within the United States through involvement with its 40 Regional Volleyball Associations (RVAs). USAV
responsibilities include supporting a yearlong training schedule for the Olympic Teams; USA Youth Volleyball
(ages 7-12); the Junior Olympic Volleyball program (ages 12-18); U.S. Open Championships by age groups;
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 16
the USA Coaching Accreditation Program; establishing rules of play in the U.S. and certifying referees and
scorekeepers.
The tournaments addressed will focus on the junior levels of competition. Tournaments for juniors are held
year-round and vary in duration, lasting one day or as long as four days. Tournaments include:
! USAV National Championships
! Florida Regional Tournaments
USAV National Championships are the highest level of competition. USAV National Championships are held
each year for junior girls, junior boys and adults. The adult open championships include competitive divisions
based on age, men’s, women’s, coed, sitting and Special Olympic teams.
The large size of USAV national events automatically eliminates numerous cities from hosting. Each of the
events requires a minimum of 300,000 to 350,000 square feet of convention center space. Furthermore, cities
have to go through a bid process to host an event. Cities must demonstrate that they have the space and
dates available and are evaluated based on criteria such as hotel availability and proximity to the venue,
restaurant options, downtown environment, public transportation, geographic location and cost of travel. In
addition, the national tournaments include:
! Approximately 50 courts for boys’ events and 100 courts for girls’ events
! Host as many as 1,200 teams
! Require room blocks at 25 hotels for girls’ events and ten to 15 hotels for boys’ events
! Ceiling height of at least 30 feet
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 17
The following table shows the location of previous national championships.
Table 5-7
USA Volleyball National Championships
Venue Location Dates No. of Teams*
Girls' Juniors
Ernest N. Memorial Convention Center New Orleans, LA June 22-July 3, 2015 1,296
Minneapolis Convention Center Minneapolis, MN June 24 - July 3, 2014 1,194
Dallas Convention Center Dallas, TX June 28 - July 5, 2013 1,192
Greater Columbus Convention Center Columbus, OH June 28 - July 7, 2012 816
Georgia World Congress Center Atlanta, GA June 25 - July 4, 2011 --
Boys' Juniors
Greater Columbus Convention Center Columbus, OH June 28 - July 5, 2015 464
George R. Brown Convention Center Houston, TX June 28 - July 5, 2014 380
Reno-Sparks Convention Center Reno, NV June 27 - July 4, 2013 472
Dallas Convention Center Dallas, TX July 1 - July 8,2012 392
Minneapolis Convention Center Minneapolis, MN June 29 - July 6, 2011 --
Opens
COBO Center Detroit, MI May 22 - 27, 2015 TBD
Phoenix Convention Center Phoenix, AZ May 23 - 28, 2014 527
Kentucky Fair & Exposition Center Louisville, KY May 24 - 29, 2013 138
Salt Palace Convention Center Salt Lake City, UT May 26 - June 2, 2012 442
Dallas Convention Center Dallas, TX May 28 - June 4, 2011 534
* Each age group competes for four days
Source: USA Volleyball
USAV Regional Tournaments are the qualifier tournaments managed by each of the 40 RVAs. The Florida
Region is the region in which Collier County resides for USAV sanctioned events and consists of the state of
Florida. The RVAs are incorporated as legal entities and are each a Member Organization of USA Volleyball.
The RVAs serve the grassroots function for USA Volleyball and collectively serve as a catalyst for USA
Volleyball functions. The primary representative of the RVA is the Regional Commissioner, who is elected by
the region for a term of office determined by the region, or executive director, who is appointed by the regional
board.
The Florida Region sanctioned events are robust due to the programs offered for both indoor and outdoor
volleyball. The Florida Region had 54 sanctioned indoor events for the 2015-2016 season. Member clubs play
in numerous events that are sanctioned by other entities such as AAU, Junior Volleyball Association and
others. The following table shows an overview of the cities the sanctioned events will occur during the
upcoming season.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 18
Figure 5-2
12
9
7
5 5
3 3 2 2 2
1 1 1 1
0
2
4
6
8
10
12
14 Orlando Ft. Lauderdale Jacksonville Tampa Daytona Beach Clearwater Longwood Miami Beach Palm Beach Bradenton Miami West Palm Beach Brandon Tallahassee #"of"Events"Location
Florida"Region:"201582016"Indoor"Volleyball"Events""
Source: Florida Region of USA Volleyball
In 2015, there were 12 indoor volleyball events occurring in Orlando, the most of all cities. The majority of
events taking place in Orlando are held at the Orlando Sports Center and area high schools, while a few will
be held at the ESPN Wide World of Sports. Other cities that host numerous indoor volleyball events include
Fort Lauderdale, Jacksonville, Tampa, and Daytona Beach. It is common for indoor volleyball events to be
held at local area high schools because they are typically inexpensive in comparison to private indoor
facilities. In addition, the large regional qualifying and regional tournaments will be held in the Orange County
Convention Center. These large events can only be accommodated by large public facilities like convention
centers.
In addition to these tournaments, most large facilities host Power Leagues. Power Leagues are comprised of
junior volleyball clubs located in a specific region of the U.S. that compete against one another for
rankings. Power Leagues are typically two-day events that encompass nine to ten weekends. Each event will
typically have 56 to 64 teams.
Implications
A new indoor facility that can accommodate volleyball use would likely fill a supply gap and attract some
small-to- medium sized tournaments to the area. The facilities in Orlando, Florida tend to attract the larger
regional tournaments.
Amateur Athletic Union (AAU) - Basketball
The Amateur Athletic Union (AAU) is one of the largest non-profit volunteer athletic organizations in the
United States. The AAU is a multi-sport organization dedicated to the promotion and development of amateur
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 19
sport programs. The AAU focuses on providing sports programs for all participants of all ages beginning at the
local and regional levels. The AAU is divided into 56 distinct districts, which annually sanction 34 sports
programs, 250 national championships, and over 30,000 age division events. The AAU events have over
500,000 participants and over 50,000 volunteers.
In 1994, AAU signed a 30-year agreement with Walt Disney World Resort, guaranteeing that most of AAU’s
National Championships are played at the ESPN Wide World of Sports. In 1996, AAU relocated to a facility
adjacent to Walt Disney World, and host more than 40 national events per year at the ESPN complex.
In February of 2013, former major league baseball player Chet Lemon opened The Big House, a 162,000-
square foot indoor facility with 16 volleyball courts, nine basketball courts, and 14 outdoor beach volleyball
courts. Due to Chet’s involvement with Florida AAU basketball, the complex has developed a strong
relationship with the organization. The complex held eight AAU events in 2015, in addition to two regional
AAU volleyball events.
Implications
The Big House, in Orlando, is the primary destination for AAU’s demand large regional basketball and
volleyball tournaments, while the ESPN Wide World of Sports will continue to host AAU National
Championships in most sports. Although the Collier County area is a destination for youth athletic
organizations, a facility with eight to ten tournament quality basketball courts would be required to be
considered for large regional basketball and volleyball events. Although there is demand for additional court
space in Collier County, the depth of demand is not robust enough to support such a development.
National Intramural-Recreational Sports Association
National Intramural-Recreational Sports Association (NIRSA) is a national not-for-profit association that
focuses on collegiate recreational sports. NIRSA is a developmental tool and an educational resource for its
member campuses and students. NIRSA has nearly 4,000 members and is represented on more than 700
campuses and universities across the country. Under the direction of the NIRSA Services Corporation, all
NIRSA extramural events, Sport Club Championships, and sponsored and endorsed activities are marketed
and identified under the umbrella of the National Campus Championship Series (NCCS).
The NCCS events are part of a campus non-varsity sports series. Varsity sports at colleges and universities
have the NCAA; recreational sports have the NCCS. The NCCS has four championship sports events: flag
football, soccer, tennis and basketball. All of these championship events take place over a three-day period.
The soccer championship is the biggest championship under the NCCS. It has two divisions of competition
featuring 96 teams starting in 2012. The Open Division was expanded to 24 men's and 24 women's teams (an
increase of eight teams per division). The Championship Division will include 24 men's and 24 women's
teams.
The basketball championship is the only indoor championship under the NCCS. It has regional qualifying
tournaments for teams to reach the national tournament. The six regional championships include 245 teams
with the top 72 teams reaching the national championships. The national championship tournament is
comprised of four divisions: men’s club, men’s intramural, women’s club, and women’s intramural divisions.
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 20
The following table shows the NIRSA championship tournaments and participation by the represented
members.
Table 5-8
Event Teams Participants
NIRSA NCCS National SoccerChampionships 96 1,600
NIRSA NCCS National Basketball Championships 16 160
NIRSA NCCS Regional Basketball Championships 120 950
NIRSA NCCS National Flag Football Championships 48 580
NIRSA NCCS Regional Flag Football Championships 150 1,800
USTA Tennis On Campus National Championships 64 520
Source: NIRSA
NIRSA NCCs National Championships
The following tables show the previous host locations for the national championships of each sport.
Table 5-9
Venue Location Date No. of Teams
Reach 11 Sports Complex Phoenix, AZ November 19 -21 , 201 5 88
Mike Rose Soccer Complex Memphis, TN November 20-22, 2014 96
Reach 11 Sports Complex Phoenix, AZ November 21-23, 2013 96
Mike Rose Soccer Complex Memphis, TN November 15-17, 2012 96
Reach 11 Sports Complex Phoenix, AZ November 17-19, 2011 88
Reach 11 Sports Complex Phoenix, AZ November 18-21, 2010 88
Reach 11 Sports Complex Phoenix, AZ November 19-21, 2009 88
University of Alabama Tuscaloosa, AL November 20-22, 2008 88
Source: NIRSA
NIRSA NCCS National Soccer Championships
Table 5-10
Venue Location Date No. of Teams
North Carolina State University Raleigh, NC April 1 7 -1 9 , 201 5 72
North Carolina State University Raleigh, NC April 11-13, 2014 72
North Carolina State University Raleigh, NC April 12-14, 2013 72
University of North Carolina-Charlotte Charlotte, NC April 13-15, 2012 72
University of Texas-Austin Austin, TX April1-3, 2011 72
Vanderbilt University Nashville, TN April 9-11, 2010 72
Hoop City Detroit, MI April 3-5,2009 72
Ohio State University Columbus, OH April 18-20, 2008 72
Source: NIRSA
NIRSA NCCS National Basketball Championships
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 21
Table 5-11
Venue Location Date No. of Teams
Cary Tennis Park Cary, NC April 8-11 , 201 5 64
Surprise Tennis & Racquet Complex Surprise, AZ April 10-12, 2014 64
Surprise Tennis & Racquet Complex Surprise, AZ April 11-13, 2013 64
Cary Tennis Park Cary, NC April 12-14, 2012 64
Cary Tennis Park Cary, NC April 7-9, 2011 64
Surprise Tennis & Racquet Complex Surprise, AZ April 15-17, 2010 64
Surprise Tennis & Racquet Complex Surprise, AZ April 16-18,2009 64
Cary Tennis Park Cary, NC April 17-19, 2008 64
Source: NIRSA
USTA Tennis On Campus National Championships
Table 5-12
Venue Location Date No. of Teams
University of West Florida Pensacola, FL January 2-5, 2015 48
University of West Florida Pensacola, FL January 3-5, 2014 48
University of Central Florida Orlando, FL January 4-6, 2013 48
Texas A&M University College Station, TX January 4-6, 2012 48
Texas A&M University College Station, TX January 4-6, 2011 48
University of South Florida Tampa, FL January 3-5, 2010 48
University of South Florida Tampa, FL December 28-30, 2009 48
Source: NIRSA
NIRSA NCCS National Flag Football Championships
The NCCS championships are awarded to host facilities through a formal bid process. The proposal will need
to be in collaboration with the region representatives from the member institutions. Institutional membership
by local universities and colleges is required for a facility to be considered a host location for any NCCS
Championships. In the case of Collier County, Edison State College and Florida Gulf Coast University in Fort
Myers are member institutions of NIRSA. The criteria the NCCS follows when assessing a facility’s proposal
to host a regional or national tournament include, but are not limited to the following:
! Number of facilities – The soccer and basketball national championship tournaments are held at
only one facility.
! Numbers of fields – The soccer national championships require 14 fields due to the recent
expansion of the competition field. The basketball championships require four courts.
! Facility features – The courts and fields must be in very good condition and provide a safe
competition environment. Additional features that can add to the experience: lighted
fields/courts, space for vendors, concessions, results area and seating. Lighted fields/courts are
vital to ensure all games can be completed each day. Lighted facilities proved scheduling
flexibility. The features need to be well maintained and in very good condition.
! Weather – Since the participants of all the NCCS events are students, all the events take place
during the academic calendar year. The academic calendar limits the NCCS to the months of
September through May. Due to this calendar restriction, the NCCS places preference on
Collier County Sports Market & Needs Assessment Study Chapter 5 - Page 22
locations that are situated in geographically warmer locations during the academic and winter
months.
! Amenities – The surrounding local market is evaluated to determine if sufficient restaurants,
hotels and entertainment options are available to participants and spectators. The NCCS
strongly prefers facilities that have food, hotel and entertainment options within a five-mile
distance. The soccer championship requires 450 rooms per night while the basketball
championship requires at least 150 hotel rooms per night, all within close proximity of the facility.
! Access – The number of airports and distance to the facility. The vast majority of participants will
be traveling by air or driving significant distances to the championship locations.
Implications
Based on the requirements discussed above, it is possible that expanded or new facilities in Collier County
facility would be large enough to host the soccer and flag football tournaments. The area would be an ideal
location considering the warm winter months, airport access, hotels and nearby entertainment and dining
options. In addition, a member institutions of NIRSA is required as part of the bidding process to host events.
Conclusion
Several significant trends currently shape youth and adult recreational and competitive sports.
! There is tremendous growth in participation by girls and women in the past three decades in
many types of sports, especially softball, soccer and volleyball.
! There is continued popularity of certain sports, including soccer, baseball and basketball.
! There has been recent growth in popularity of certain sports, such as lacrosse and rugby, as
well as the decrease in popularity of adult softball. Cricket is also increasing with continued
immigration by South Asians.
! There has been incredible growth in the popularity of regional and national tournaments for
youth, creating travel and elite all-star teams.
! With the increase in travel leagues, there has been a significant rise in the creation of multi-field
and multi-discipline sports complexes to serve the local community and provide a venue for
regional tournaments. These have generated thousands of weekend hotel room nights for their
home communities.
! There has been a trend toward less municipal and county involvement in certain sports
programs due to budget and financial concerns, corresponding with the rise in private, for-profit
organizations that provide outlets for those who can pay for the use of the facilities. However,
more communities are spending economic development dollars to create tournament facilities,
often with private participation and management.
These trends show that recreational and youth sports and athletics are still growing in popularity. The trends
also show that youth sports and recreational sports, historically a local, non-profit enterprise, has become
more centralized, regional and sometimes national in scope. In many cases recreational and youth sports
have become a business as well as an athletic endeavor.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament and Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 2
HOTEL MARKET AND TRENDS ANALYSIS
This chapter includes a review of national hotel trends as well as an in-depth analysis of the Collier County
hotel market.
National Hotel Market Trends
National hotel market trends are important to understand the impact on tourism-related developments,
whether it involves macro supply and demand issues, amenity trends, financing or other trends impacting the
industry.
The following table shows selected characteristics of the U.S. lodging industry from 1992 through 2015.
Table 6-1
National Lodging Industry Annual Summary
Year Occupancy Change
Average Daily
Rate Change
Revenue per
Available Room Change
1992 61.9%--$59.62 --$36.90 --
1993 63.1%1.9%$61.30 2.8%$38.68 4.8%
1994 64.7%2.5%$64.24 4.8%$41.56 7.4%
1995 65.1%0.6%$67.17 4.6%$43.73 5.2%
1996 65.0%-0.2%$70.81 5.4%$46.03 5.3%
1997 64.5%-0.8%$75.31 6.4%$48.57 5.5%
1998 63.8%-1.1%$78.15 3.8%$49.86 2.7%
1999 63.1%-1.1%$81.29 4.0%$51.29 2.9%
2000 63.5%0.6%$85.24 4.9%$54.13 5.5%
2001 59.8%-5.8%$84.45 -0.9%$50.50 -6.7%
2002 59.0%-1.3%$83.20 -1.5%$49.09 -2.8%
2003 59.2%0.3%$83.28 0.1%$49.30 0.4%
2004 61.3%3.5%$86.70 4.1%$53.15 7.8%
2005 63.1%2.9%$91.29 5.3%$57.61 8.4%
2006 64.2%1.7%$96.77 6.0%$62.13 7.8%
2007 64.1%-0.2%$102.38 5.8%$65.63 5.6%
2008 60.4%-5.8%$106.55 4.1%$65.61 0.0%
2009 54.5%-9.8%$98.20 -7.8%$53.55 -18.4%
2010 57.6%5.7%$98.08 -0.1%$56.47 5.5%
2011 60.1%4.3%$101.64 3.6%$61.06 8.1%
2012 61.4%2.2%$106.10 4.4%$65.17 6.7%
2013 62.3%1.5%$110.35 4.0%$68.69 5.4%
2014 65.0%4.3%$115.26 4.4%$75.66 10.1%
2015 65.6%0.9%$120.01 4.1%$78.67 4.0%
Avg. Annual Growth Rate 0.31%3.14%3.52%
Source: Smith Travel Research, HSP
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 3
Occupancy peaked at an all-time high of 65.6 percent in 2015. The occupancy has not reached a value that
high since 1995. It steadily decreased to 59.0 percent following 9/11 and then rose again to peak at 64.2
percent in 2006. The latest recession is the most severe recorded in the hotel industry post-depression.
Occupancy decreased to 54.5 percent, a 15 percent (nearly ten percentage point) decline. Average daily rate
peaked at $120.01 in 2015. Occupancy started to increase in 2010 and rates began to increase as well.
Performance in 2012 showed continued improvement, with occupancy at 61.4 percent, a 2.2 percent increase
from 2011 and a $106.10 average daily rate, four percent higher than 2011. Data from 2013 and 2014 shows
continued improvement of the average daily rate over the 2012 figure. 2015 saw significant growth in all area
trends from the 2016-year.
The figure below shows the above data in graph form, highlighting the annual change in performance.
Figure 6-1
Performance in 2014 was much improved from the drastic decline in 2009. As the above graph indicates, from
1996 through 1999, and again in 2007 and 2008, even when occupancy declines, average daily rate can
increase. This speaks to the concept of maximum practical occupancy. At a certain average occupancy, there
are enough “sold-out” dates and is enough demand pressure to raise prices.
The following chart shows the trend of the U.S. hotel room supply between January 2009 and January 2015.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 4
Figure 6-2
4,708,504'
4,836,929'
4,882,667'4,866,548'
4,900,027'
4,939,707'
5,004,715'
4,700,000
4,750,000
4,800,000
4,850,000
4,900,000
4,950,000
5,000,000
5,050,000
Jan-09 Jan-10 Jan-11 Jan-12 Jan-13 Jan-14 Jan-15
Supply of U.S Hotel Rooms
Source: Smith Travel Research
As demonstrated, the U.S. supply of hotel rooms has increased from approximately 4.7 million rooms in
January of 2009 to more than 5 million rooms in January of 2015. Of the seven years shown, the only
decrease in hotel rooms in the U.S. hotel market was between 2011 and 2012. This growth rate was less than
one percent per year, which was outpaced by demand growth, which is why occupancy has increased and
rates have followed.
Largest Hotel Groups
One of the continuing trends of the past decade has been the growth of hotel companies to create and
expand brands into every niche, including extended stay, boutique, fractional and the like. These companies
typically do not own their hotels, but brand them and provide the support, advertising, group sales and other
services for the hotel owners for a fee.
The table following shows the top 10 hotel groups in the world, by number of rooms.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 5
Table 6-2
Top Ten Global Hotel Groups by Room Count - As of January 2014
Rank Company Brand Examples Hotels Rooms Rooms/Hotel
1 InterContinental Hotels Group Holiday Inn, Holiday Inn Express 4,697 686,873 146
2 Hilton Worldwide Hiton Garden Inn, Hampton Inn, DoubleTree 4,115 678,630 165
3 Marriott International Ritz Carlton, Marriott, Courtyard 3,783 653,719 173
4 Wyndham Hotel Group Wyndham Hotels, Wingate, Days Inn 7,485 645,423 86
5 Choice Hotels International Comfort Inn, Quality, Econo Lodge 6,303 502,663 80
6 Accor Sofitel, Novotel, ibis 3,576 461,719 129
7 Starwood Hotels & Resorts Sheraton, W Hotels, Westin 1,161 339,243 292
8 Best Western Best Western Premier, Vīb, Best Western 4,046 314,318 78
9 Home Inns Home Inn, Yitel, Motel 168 2,180 256,555 118
10 Carlson Rezidor Hotel Group Radisson, Park Plaza, Club Carlson 1,079 168,927 157
--38,425 4,708,070 142
Source: MKG Hospitality, HSP, various hotel brand websites
As shown, InterContinental Hotels Group, owner of Holiday Inn and Holiday Inn Express brands, is the largest
group in the world, with nearly 4,700 hotels and nearly 687,000 rooms. Hilton Worldwide hotel group is a
close second by number of rooms with nearly 679,000. The brands with the largest and smallest hotels on
average are Starwood Hotels & Resorts and Best Western with 292 and 78 rooms per hotel, respectively.
Collectively, these top ten hotel groups account for over 4.7 million hotel rooms across the globe, and they
have an average hotel size of 142 rooms.
Other Trends of Note
Several other trends have been occurring in the industry over the past several years. These include:
! Brands Multiply. Worldwide, the expansion of brands continues to change the face of the
competitive environment. Eager to show earnings and market share for Wall Street, major
brands compete fiercely. Using multiple brand products clustered in the same corporate
structure, proprietary reservation systems and corporate programs work in tandem to drive
business. Comparing profit potential of a brand to one without a brand is becoming a serious
exercise for hotel owners. At the same time, the proliferation of brands means fewer
independents that struggle for fair share using price as the preferred strategy.
! Boutique Brands. This seemingly incongruous phrase is a trend occurring in the industry. The
largest brands have run out of market segments to fill, so they are seeking the last bastion of the
industry: independent boutique hotels. By creating a boutique “collection” that can benefit from
(and provide distribution to) the primary brand family, both the hotel and brands can prosper. For
example, with all traditional niches covered, Marriott has now entered the boutique market with
the Autograph Collection. These hotels are not owned or operated by Marriott and do not even
carry a Marriott brand, per se, but use the Marriott reservation system to route travelers to these
formerly independent hotels. Guests get their Marriott points and some expectation of high
quality. Hilton has also entered the boutique market with a new brand called Canopy and a new
collection of formerly independent upscale hotels called the Curio Collection. Intercontinental
Hotel Group has just purchased boutique hotel company Kimpton, expanding their profile
beyond Intercontinental and Holiday Inns. Starwood has just launched the Tribute brand, which
is basically the same type of boutique hotel collection as Curio and Autograph.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 6
! Shared Spaces and Home/Apartment Rentals. The advent of AirBnB has transformed the
lodging industry in the past few years, much as Uber and Lyft have done with the rideshare
industry. Home and apartment rentals through VRBO, Homeaway, AirBnB add inventory to
many compressed and expensive markets. In some places like San Francisco, Silicon Valley
and New York, residents rent their homes to travelers in order to pay the rising cost of rent. High
rates of hotel occupancy and rising rates have made these options viable for travelers and
residents. There have been consequences for both the affordable housing market and the hotel
market, although these are generally only material in extremely expensive markets or when
there is a major event (like a Super Bowl).
! Global Travel and the Impact of Energy Prices and Economic Conditions. The large
fluctuations in oil and fuel costs have a continual impact on travel and will continue to be a major
factor in the coming years.
! Green Policies. Requirements, both by law and the guests, on businesses enforcing green
practices are becoming tougher to comply and are even becoming a demand driver. Eco-
consciousness is a popular trend among new generations and, suddenly, energy systems,
insulation, produce origin and even amenities become differentiation factors. Hotels can
capitalize on the environmentally sensitive customers by adapting sustainability practices such
as Element by Starwood has done.
! Distribution. The increase in booking travel via the Internet has been a major trend in the
industry for more than a decade, with a majority of booking research done online and more than
one-third of revenue booked online. This has brought transparency and increased competition to
the market and all players with a solid Internet and distribution strategy are able to compete
effectively. As third party websites, smartphones and available applications are rapidly becoming
a key factor in every travel stage by easing access to planning and booking tools that ease the
customers’ experience. Travelers expect a more informed and collaborative travel experience,
especially driven by the evolving smartphone functionality. Hotel companies are creating
property-specific websites to differentiate each property and reach more markets and traveler
segments than a corporate single format website.
! Technology. The rapid advance of technology means hotels have to continually keep up with
the expectations of their guests. With multiple wireless devices, guests expect a high-speed
wireless network throughout the hotel that will allow them to use their smartphones, tablets and
laptops without connectivity issues. In-room movies via Lodgenet can now be controlled via an
application on a guest’s smartphone. Many hotels have begun to introduce in-room iPads that
allow concierge services, room service, check out, entertainment and other items to be taken
care of directly from the device.
! Social Media, Crowd-Rating and Mobile Connectivity. The rise of social media and user-
based ratings has had a direct impact on hotel decision-making. Sites like Trip Advisor allow
users to rate and castigate hotels directly on the website, which allows potential customers to
determine if they will choose that hotel. Hotels have to be incredibly proactive and reactive to
comments posted on Twitter, Facebook and ratings sites, including online travel agencies.
Approximately one in three business travelers’ have rated an establishment. Mobile connectivity,
as mentioned above, has become a crucial factor in a travelers’ experience. Mobile-friendly
websites and mobile applications are the most used medium for corporate travelers, 70 percent,
to check in to flights and/or hotels, while one in four hotel queries come from a mobile device.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 7
! Demographics. Two major demographic shifts marked the beginning of positive growth in the
hotel business. The first is both baby boomers and millennials as the target market for their
luxury consumption. The baby boomer generation became a target audience due to the amount
of disposable income and nest egg capital allowing them to travel in large numbers for the next
decade. Millennials are the second demographic group tapped as an up-and-coming luxury
consumer group affecting the industry and being targeted by the industry itself with marketing
strategies that are different from its preceding groups. Millennials are drawn to entertainment,
technology and accessibility. Secondly, the BRIC economies, (Brazil, Russia, India and China)
have exploded in their economic power over the past several years. This has led to a massive
increase in the middle classes in these nations and these populations are traveling in increasing
numbers.
COLLIER COUNTY HOTEL MARKET OVERVIEW
HSP profiled the local hotel market to understand its quality, performance, change in character over time and
other data that will help to understand the potential impact on sports tourism in Collier County.
The following table shows the lodging summary of the Collier County area market-by-market class.
Table 6-3
Lodging Summary: Collier County
Market Class Rooms % of
Total Rooms Hotels Rooms
per Hotel
Avg.
Opening Year
Avg. Age
in Years
Luxury 2,350 37%9 261 Mar-88 28
Upper Upscale 1,119 18%13 86 Feb-89 27
Upscale 935 15%10 94 May-91 25
Upper Midscale 1,202 19%11 109 Dec-82 33
Midscale 721 11%13 55 May-75 41
Total / Average 6,327 100%56 113 Apr-85 25
Source: Smith Travel Reasearch, Hunden Strategic Partners
The market in total includes 6,327 rooms. More than a third of hotel rooms are luxury, followed by Upper
Upscale and Upper Midscale representing more than a third collectively. The average age of these rooms is
25 years old.
Logic suggests that the closer facilities are to hotels and restaurants, the better the match. The hotels must
also be the right kind. Each event has its own housing requirements. Many team events are looking for
“double doubles” and a free breakfast. The luxury market class represents approximately a third of the hotel
market, which pose a challenge for event organizers seeking rooms during peak tourism periods or if other
events are in town as well. However, there is a relatively even mix of quality and service type in the market.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 8
Accommodated Demand and Market Performance
HSP used Smith Travel Research data to analyze the competitive hotel set. The following table shows the
performance data for the hotels within the Collier County MSA from 2013 through 2015.
Table 6-4
Year
Annual Avg.
Available
Rooms
Available
Room Nights
%
Change
Room
Nights Sold % Change % Occ.% Change ADR % Change RevPar % Change
Historical Supply, Demand, Occupancy, ADR, and RevPar for Collier County Hotels
2013 7,317 2,670,801 --1,756,255 --65.8 --$185.36 --$121.89 --
2014 7,392 2,698,080 1.0%1,814,434 3.3%67.2 2.3%$202.38 9.2%$136.10 11.7%
2015 7,393 2,698,506 0.0%1,826,589 0.7%67.7 0.7%$215.83 6.6%$146.09 7.3%
CAGR* (2013-2015)0.5%0.5%--2.0%--1.5%--8.2%--9.9%--
*Compound Annual Growth Rate
Sources: Smith Travel Research, Hunden Strategic Partners
Demand for room nights in the Collier County MSA increased between 2013 and 2015 but the increase has
slowed. Over the three-year period, the increase in demand has been more than 70,000 room
nights. ADR has experience a significant increase from $185.36 2013 to $215.83 in 2015. Occupancy seems
to have reached a plateau, increasing less than one percent between 2014 and 2015 after a increasing more
than two percent the previous year. These occupancy rates are at levels that justify new developments.
Revenue per available room (RevPAR) has increased like occupancy for the hotels in the Collier County
MSA. RevPAR has increased from $121.89 in 2013 to the $146.09 in 2015.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 9
The following figure shows the supply and demand trend for 2015.
Figure 6-3
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Monthly Supply & Demand
Supply Demand 12 per. Mov. Avg. (Supply) 12 per. Mov. Avg. (Demand)
Source: Smith Travel Research, Hunden Strategic Partners
The hotels have a consistent seasonality trend for a warmer climate market. The average monthly room night
supply remained constant, which reflects that no hotels opened during 2015. Collier County hotels tend to be
the busiest during the winter months of February and March when visitors from cold climates visit. The MLB
Spring Training season occurs in March and the first week of April, which generates significant visitation and
room nights in markets with Spring Training facilities. Collier County is expected to benefit from the presence
of the Boston Red Sox and Minnesota Twins just to the north in Lee County during these two months. Room
night trends lower as the summer approaches and temperatures increase. However, as temperatures begin to
decrease again in cold climates, visitation trends upward starting in September.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 10
The following figure shows the Revenue Per Available Room (RevPAR), which is the product of occupancy
and rate.
Figure 6-4
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
$375
$400 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Revenue Per Available Room
Source: STR
Source: Smith Travel Research, Hunden Strategic Partners
The figure above shows RevPAR fluctuating seasonally throughout 2015. As shown, the end of December
through the beginning of April is the peak period during the year where RevPAR was consistently more than
$200.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 11
The following figure displays the seasonality of occupancy for 2015.
Figure 6-5
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Seasonality of Occupancy: 2015
Max Average Min
Source: Smith Travel Research
In terms of occupancy, February and March are the busiest months, with over 87 percent in June and nearly
85 percent in July. August and September are the slowest months of the year with less than 55 percent
occupancy. The seasonality, other than the unusually low summer months, is similar to most warm destination
markets where rates are higher in the winter months and then decrease during the summer months. The
Collier County market peaks during the winter season.
The following figure shows the seasonality of rate for 2015.
Figure 6-6
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
$375
$400
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Seasonality of Rate: 2015
Max Average Min Source: Smith Travel Research
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 12
As shown, there is a drop off in the market’s average ADR once the summer season begins. Average ADR
starts from approximately $247 in February and increases to $332 in March and then leveling out at
approximately $150 during the summer months. Prices are highest during the winter months, while the rate
during the summer is lower.
The following figure shows the seasonality of RevPAR, which is the product of rate and occupancy, and
suggests overall revenue.
Figure 6-7
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Seasonality of RevPAR: 2015
Max Average Min
Source: Smith Travel Research
As with the other performance indicators, RevPAR data is consistent with the analysis of the prior graphs.
RevPAR is highest from January through April when rate and occupancy are high or at their peaks.
The following figure shows the occupancy by day of the week during the 12 months of 2015.
Figure 6-8
40%
50%
60%
70%
80%
90%
100%
Sun Mon Tues Wed Thu Fri Sat
Occupancy by Day of Week: 2015
Max Average Min Source: Smith Travel Research
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 13
Occupancy is strong and increases throughout the weekdays suggesting high corporate demand. However,
occupancy continues to increase into the weekend, which indicates a strong leisure market. This is not a
common trend seen across communities throughout the country. Typically strong corporate markets have
higher weekdays and lower weekend occupancy, while strong leisure markets have lower weekday
occupancy and high weekend occupancy. This demonstrates the Collier County hotel market is strong.
However, with the strong performance of the hotels can lead to certain visitor segments being
unnaccommodated due to price or lack of available rooms.
The following figure shows the average daily rate by day of week.
Figure 6-9
$100
$110
$120
$130
$140
$150
$160
$170
$180
$190
$200
Sun Mon Tues Wed Thurs Fri Sat
Average Daily Rate by Day of Week January 2015 - December 2015
Max Average Min Source: Smith Travel Research
Rates are essentially flat for all days of the week with a slight increase for the weekend. While average rates
fluctuate by approximately $10, maximum rates for this market are highest Friday and Saturday around $150
per night.
Unaccommodated Demand
Unaccommodated demand is defined as demand that would have been captured by the market but for a lack
of available or quality rooms. This demand is therefore deferred to later dates, accepts lesser-preferred
accommodations, moves just outside the competitive set, moves its business to another area, or cancels
plans altogether. Therefore, as new properties are added to the market, it is expected that this demand will be
accommodated by the new supply, suggesting that when new hotels are added, they do not cannibalize
existing market demand, but accommodate previously unaccommodated demand. While it is not possible to
accurately predict all unaccommodated demand, a decent figure can be inferred from occupancy data.
The following table shows the occupancy by day of the week per month for the twelve months of 2015. Days
of the week with occupancy between 75 and 80 percent are shown in yellow, suggesting mild displacement
and unaccommodated demand, while orange shows days with 80 to 90 percent occupancy, suggesting very
likely displacement. Days in red are for times when occupancy was beyond 90 percent for the set, suggesting
near-certain displacement.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 14
Table 6-5
Occupancy Percent by Day of Week by Month: 2015
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Avg
Jan-15 64.4%72.5%74.3%76.6%77.7%77.9%77.7%74.4%
Feb-15 80.1%84.4%87.8%90.0%91.9%89.7%90.2%87.7%
Mar-15 75.3%82.9%86.1%88.1%87.9%87.6%87.6%85.1%
Apr-15 64.4%73.1%76.5%78.5%78.0%80.5%81.9%76.1%
May-15 61.8%59.5%65.0%67.4%68.7%76.1%79.9%68.3%
Jun-15 49.7%55.2%57.7%61.1%61.1%70.0%74.8%61.4%
Jul-15 50.2%59.6%66.6%64.2%63.0%71.7%77.4%64.7%
Aug-15 42.6%48.4%54.7%53.3%53.3%57.7%62.5%53.2%
Sep-15 47.7%43.9%47.8%49.0%48.0%57.0%64.8%51.2%
Oct-15 52.3%58.8%60.9%62.1%61.2%63.8%66.2%60.7%
Nov-15 50.9%59.8%65.3%69.0%72.2%74.3%74.0%66.5%
Dec-15 59.5%67.3%65.8%64.7%65.6%62.0%67.4%64.6%
Average 58.2%63.6%67.1%68.3%69.1%72.3%75.1%
Sources: Smith Travel Research
Each cell is an average of four specific dates, for example Wednesdays in February averaged 90 percent
occupancy. As shown, Wednesday through Saturday occupancy February 2015 through April 2015 was
consistently high, with the majority of those days over 77 percent occupancy. Weekday occupancy is at its
lowest during September ranging from 43 percent on Mondays up to 49 percent on Wednesdays. The
seasonality demonstrates Collier County is a strong leisure market as well as healthy corporate demand
during the week.
The following table shows the ADR by day of the week per month for 2015. The yellow cells represent ADR
values from $100 to $140, the orange cells represent values from $140 to $180, and the red cells are all
values above $180.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 15
Table 6-6
Average Daily Rate by Day of Week by Month: 2015
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Avg
Jan-15 $ 250.51 $ 232.54 $ 229.00 $ 231.67 $ 265.82 $ 260.94 $ 250.49 $ 247.13
Feb-15 $ 306.79 $ 293.50 $ 290.90 $ 295.94 $ 307.30 $ 315.65 $ 318.76 $ 304.12
Mar-15 $ 332.81 $ 322.41 $ 334.21 $ 325.74 $ 335.44 $ 335.25 $ 338.92 $ 331.89
Apr-15 $ 249.85 $ 234.45 $ 239.24 $ 252.29 $ 275.48 $ 279.20 $ 265.36 $ 257.04
May-15 $ 181.85 $ 162.36 $ 160.27 $ 163.43 $ 169.80 $ 188.66 $ 188.95 $ 174.86
Jun-15 $ 155.30 $ 143.21 $ 141.14 $ 141.75 $ 152.46 $ 168.83 $ 169.66 $ 152.46
Jul-15 $ 154.35 $ 144.06 $ 145.61 $ 148.01 $ 163.21 $ 176.44 $ 179.84 $ 159.15
Aug-15 $ 143.04 $ 137.86 $ 138.11 $ 136.73 $ 144.39 $ 154.98 $ 155.16 $ 144.42
Sep-15 $ 143.10 $ 122.80 $ 124.06 $ 127.77 $ 135.41 $ 152.96 $ 154.45 $ 136.47
Oct-15 $ 166.04 $ 156.30 $ 153.46 $ 156.24 $ 159.18 $ 166.07 $ 167.23 $ 160.98
Nov-15 $ 166.15 $ 160.81 $ 169.84 $ 179.39 $ 186.32 $ 189.02 $ 183.43 $ 175.56
Dec-15 $ 219.64 $ 219.06 $ 210.66 $ 220.09 $ 227.95 $ 201.20 $ 213.73 $ 216.39
Average $ 205.80 $ 193.88 $ 195.31 $ 197.39 $ 210.99 $ 214.40 $ 213.57
Sources: Smith Travel Research
The highest average daily rates occur on Friday’s and Saturday’s in March, at $335.25 and $338.92,
respectively. The market has considerable variance on a monthly basis, from an average of $136.47 in
September to an average of $331.89 in July. The days of the week with the lowest ADR are Monday’s and
Tuesday’s with an average between $193 and $195. Overall, Fridays have the highest ADR during the week.
The following table shows the occupancy by month for Naples, FL and some of its subsets compared to other
destination markets in Florida.
Table 6-7
Collier County Hotel Overview - 2015 Occupancy
Segment January February March April May June July August September October November December Year-to-Date
Naples, FL 74.8%87.8%84.7%76.3%68.7%61.0%64.8%53.0%51.0%61.0%66.0%64.8%67.7%
Naples, FL Upscale Chains 83.7%92.3%90.6%87.1%76.6%68.2%72.2%54.9%53.3%63.1%69.3%70.1%-
Naples, FL Midscale Chains 68.9%84.4%79.2%66.9%61.9%52.2%55.2%49.3%47.2%55.8%60.3%58.7%-
Naples, FL Independents 71.2%85.4%83.2%73.6%66.6%60.7%64.5%54.0%51.0%61.6%64.8%62.9%-
Miami-Hialeah, FL 82.9%87.6%84.3%82.1%76.5%71.7%77.9%75.8%70.1%73.7%78.5%76.8%78.1%
Florida Keys 84.5%90.2%88.3%83.8%79.1%80.4%83.9%74.3%61.5%69.2%73.9%70.8%77.8%
Fort Myers, FL 81.3%91.1%89.5%74.7%64.4%65.9%67.9%58.2%53.4%63.5%69.2%69.1%70.6%
Sarasota-Bradenton, FL 73.6%88.0%88.2%75.1%68.1%68.6%67.9%56.0%54.2%61.0%64.2%68.8%69.3%
Clearwater, FL 71.7%89.2%93.0%83.7%75.5%77.1%79.2%67.3%63.3%71.9%66.9%64.6%75.2%
St Petersburg, FL 66.2%83.6%88.3%79.4%71.8%71.5%69.8%63.2%57.9%68.1%62.6%60.4%70.2%
Palm Beach County, FL 81.9%89.4%86.7%77.9%69.0%67.2%68.6%63.8%60.7%69.2%71.4%74.2%73.2%
Fort Lauderdale, FL 85.9%93.0%88.3%82.4%74.7%73.8%78.3%74.2%66.1%72.7%78.1%79.3%78.8%
Source: Smith Travel Research
As shown in the table, February and March have the highest occupancy across all markets. January through
April is reaching levels where unaccommodated demand is certain to be occurring. Other destination markets
in Florida are experiencing very similar seasonality as Collier County. However, the Naples segment has the
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 16
lowest occupancy at 67 percent, which is still considered strong for hotel performance. Capturing additional
sports tourism in the Collier County market beyond what is currently programmed would help bolster
occupancy rates and hotel performance in general during most of the year, including the summer, fall and
winter months.
The following table shows the average daily rate (ADR) for Naples, FL and some of its subsets compared to
other destination areas in Florida.
Table 6-8
Collier County Hotel Overview - 2015 Average Daily Rate
Segment January February March April May June July August September October November December Year-to-Date
Naples, FL $248.08 $304.81 $331.37 $259.24 $176.80 $153.67 $160.52 $146.67 $138.73 $161.30 $176.18 $227.89 $215.83
Naples, FL Upscale Chains $316.45 $382.76 $426.91 $338.65 $225.82 $193.15 $201.03 $187.34 $176.11 $212.11 $231.78 $295.50 --
Naples, FL Midscale Chains $137.02 $181.07 $174.27 $110.74 $92.91 $82.68 $83.57 $79.13 $78.95 $84.67 $94.71 $113.88 --
Naples, FL Independents $248.98 $316.33 $340.85 $264.21 $179.05 $155.09 $164.92 $151.40 $142.28 $163.89 $178.48 $235.42 --
Miami-Hialeah, FL $238.17 $259.07 $255.30 $214.26 $177.08 $148.58 $155.69 $146.48 $141.26 $168.52 $181.92 $240.77 $195.75
Florida Keys $277.91 $335.65 $350.58 $300.79 $250.92 $226.25 $246.88 $223.33 $199.12 $222.95 $241.07 $304.84 $267.88
Fort Myers, FL $143.34 $194.01 $223.12 $165.10 $130.60 $123.33 $126.10 $110.46 $99.62 $111.51 $113.72 $140.16 $145.01
Sarasota-Bradenton, FL $125.16 $171.78 $192.65 $157.78 $123.73 $118.04 $119.03 $109.89 $104.66 $113.72 $118.35 $131.96 $135.53
Clearwater, FL $112.77 $138.09 $174.35 $154.58 $127.56 $124.99 $127.31 $116.42 $108.08 $113.67 $109.11 $111.86 $128.46
St Petersburg, FL $125.43 $148.74 $183.69 $164.66 $140.94 $137.28 $140.63 $125.55 $120.89 $128.13 $120.81 $127.41 $140.93
Palm Beach County, FL $201.51 $240.22 $235.47 $189.51 $139.32 $121.49 $121.81 $115.10 $111.86 $132.27 $143.03 $180.81 $165.65
Fort Lauderdale, FL $162.64 $180.16 $175.38 $146.93 $118.35 $108.05 $108.78 $103.20 $101.92 $119.27 $133.83 $143.79 $135.51
Source: Smith Travel Research
Similar to occupancy rates, the months with the highest ADR are February and March, due to the high tourism
in the area. From April to the end of the year, the ADR drops to levels that although still high for sport tourism
standards. However, the Naples midscale subsection ADR ranges from $79 up to $181 in February. The
midscale sub-segment ADR rates are within the typical rate expectations of groups of $140 or less. This
demonstrates that Naples has a mix of options that will appeal to visitors and groups seeking luxury
accommodates to more modest-priced accommodations.
With other destination markets in a similar situation as Collier County, it will be important for tourism and
county leadership work collaboratively with the local hospitality industry to establish differentiating factors that
make Collier County a preferred destination for sports tourism.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 17
The following figure shows the estimate of unaccommodated room nights over the past three years for the
Collier County hotel market.
Figure 6-10
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
2013 2014 2015
Estimated Unaccommodated Room Nights
Source: Hunden Strategic Partners
As previously mentioned, an unaccommodated room night is a night when a traveler seeking
accommodations within the market must either cancel their stay or settle for accommodations of lesser quality
because the desired facilities have no vacancies. The number of estimated unaccommodated room nights is
determined in any month when occupancy is higher than 66 percent, which occurred in six months: January,
February, March, April, May and November. When rooms sell out or nearly do so, rates can be increased and
the viability of new hotels is more likely.
Based on HSP estimates, the number of unaccommodated room nights for the Collier County market reached
nearly 70,000 rooms in 2014 and 2015. The majority of unaccommodated room nights are generated every
day of the week from January through April and Wednesdays through Saturdays during May.
Conclusions
The Collier County hotel market is composed of a mix of market class options, however approximately one-
third of the hotel inventory are luxury accommodations. The majority of hotels in Collier County are located
along US 41, providing easy access to accommodation. Currently, there are limited hotel options outside the
downtown area however, as growth continues to occur northeast and southeast, it is expected that additional
hotels properties will be developed.
There are enough quality hotels downtown, and the market is strong enough, that there is an opportunity for a
successful hospitality package, if marketed right. Occupancy, rate and overall performance of hotels has
improved to the point where group business, particularly youth sports tourism, could be priced out of the
market and/or demand is so high that rooms will not be available. The community has the opportunity to seize
this market situation and lure hotel development(s) that will create a premier and attractive youth sports
tourism package.
Collier County Sports Market & Needs Assessment Study Chapter 6 - Page 18
The Collier County hotel options are both large enough to host major tournaments without having to leave the
area and of the variety of quality and pricing levels that will allow participants to have either a full or limited-
service hotel experience. In short, if the County and event owners create attractive hotel packages for
tournament participants in Collier County, there should be little reason for a family or team to leave the area
for any need during their stay, beyond the beach, which is available within the County and within a short drive.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 2
SWOT ANALYSIS & RECOMMENDATIONS
Based on the comprehensive analysis of the market, the needs of tournaments and leagues, the projected
development of competitive and recreation athletic facilities, and the overall market, HSP’s recommendations
are targeted to meet Collier County’s mission to provide a state-of-the-art venue that can provide adequate
sports opportunities and economic impact for the local community and be a platform for regional and national
events, while operating facilities with minimal public subsidy.
The proposed recommendations are intended to optimize Collier County’s ability to attract tournaments and
support local organizations simultaneously, all while being accommodated on one site. HSP considered
various elements when developing potential new sports facilities. The factors considered included:
! The demand and needs for indoor and outdoor facilities.
! The supply of athletic facilities for underserved sports.
! The number of athletic facilities needed to recapture, attract and support more events.
! Programming a site that maintains a synergistic relationship with surrounding businesses, hotels
and services.
! Increasing the amount of quality athletic facilities to attract and support more destination events.
! Assessing the current conditions, size limitations and functionality of proposed sites.
The goal is to integrate critical elements that will optimize new sports facilities and increases economic activity
from beyond the local area. The HSP Team collaborated with the Client and community stakeholders to
identify potential sites and develop a development concept that best serves the community. After review and
discussion, the team began to focus on outdoor facilities, based on the market indications of what was most
needed and sensible.
Discussion of Strengths, Weaknesses, Opportunities and Threats
HSP used a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis to evaluate potential
developments as it relates to overall market feasibility for Collier County. The analysis draws from the facts
surrounding the recommended options, Collier County’s characteristics and the surrounding community, the
facilities and activities that may be considered as competitors in the region as well as comparable facilities.
The application of that analysis is as follows:
Strengths (Existing attributes that are helpful to Collier County)
! Location/Accessibility. The recommended sites for potential development benefit from
excellent position in relation to Collier County’s main thoroughfare, Interstate 75. As one of the
longest interstate highways, traveling from Florida north to Canada, Interstate 75 provides easy
access to the County from metropolitan areas such as Detroit, Cincinnati, Lexington, Knoxville,
Atlanta, Tampa and Miami.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 3
! Local Population Base. Southwest Florida is one of the fastest-growing areas in the nation.
Lee and Collier counties ranked in the top ten of the nation's fastest-growing metro areas.
Historical population growth and expected future growth indicate the growing need for recreation
facilities. Given that the current population has demonstrated a high demand for recreation
services, continued population growth is expected to increase this demand and in turn increase
the viability of new recreation facilities.
! Community Interest. Interviews with stakeholders in the community reveal a great deal of
support for projects that will enhance the county and area, including possible athletic facilities.
This was true even of professionals whose businesses included potential competition with a new
facility.
! Climate for Year-Round Activity. Southwest Florida’s climate means that summers are warm
to hot and humid. There is a defined rainy season that typically lasts from June through
December, which are the months most at risk of hurricanes. Between October and May, Florida
is often dry. Even during the winters, the weather still tends to be quite comfortable, allowing for
year-round outdoor sports and activities. The desirable weather will provide the opportunity to
offer sports and entertainment every month of the year.
! Ability to Induce Out-of-State Demand. Due to Collier County’s location along I-75 and its
connectivity to I-10, any development scenario as proposed will induce out-of-state demand
from southern states. Collier County’s existing reputation as a vacation destination will help
induce out-of-state visitation.
! Profitable and Successful Regional Partners/Tenants. Organizations such as USSSA, Cal
Ripken, FYSA, ASA and Little League have a history of many years of success in their
respective sports. These organizations are some of the largest youth athletic organizations in
the United States and run or sponsor many local, regional and statewide tournaments. These
regional and national organizations are regularly searching for venues with large enough
capacities to host their events at a single location.
Weaknesses (Existing attributes that may hurt the success of Collier County)
! Buildout Incomplete. Presently, the areas around most of the potential development sites have
not been built out and so do not have the retail, restaurants, hotel and housing onsite that, when
built, will provide a better onsite experience and aesthetic. However, this is not considered to be
a concern for attracting uses or tournaments.
! Difficult Business Models. The business models for both indoor and outdoor athletic facilities
are difficult to make work without ongoing operating support. Athletic facilities have the best
opportunity to generate operating income if there is a robust tournament schedule on the
weekends and consistent league and local use during the week. Sustaining positive operating
cash flows for sports facilities can be very difficult, so this burden must be mitigated by other
revenue sources such as concessions, novelties, parking and rentals (and naming rights). In
comparable cases, the public sector contributed to the development through incentives,
infrastructure costs and other funding mechanisms to fund the project during development and
with ongoing operating support.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 4
Opportunities (External conditions that will help the feasibility of a development in Collier County)
! Development of Tournaments and Leagues. Developing partnerships with local teams or
leagues, Lee County Sports Development, as well as Collier County sports organizations such
as the USSSA, Little League and Adrenaline Sports will increase the ability to develop, manage
and conduct several regional tournaments per year that will bring participants and spectators
from around the region and the United States.
! Economic Development of Surrounding Areas. Because of the potential for large regional
tournaments, as well as the traffic from leagues and other events, the area surrounding the
sports complex has the opportunity to develop, especially projects such as hotels and
restaurants, retail and specialty services like sports health facilities.
! Trends for Travel Teams and Elite Tournaments. One major trend in sports is the growth of
travel teams and the tournaments and other competitions that those teams require. Other travel
team sports also create opportunities for tournaments, including rugby, lacrosse and softball. As
these trends continue, opportunities for more tournaments will occur in Collier County.
! Other Possible Partners. Collier County and the surrounding area are home to many other
groups and organizations that may want to partner or use the facilities. Local groups such as the
local school district, student organizations and non-affiliated travelling sports teams may want to
practice or play at the facilities.
Threats (External conditions that are a threat to the feasibility of a development in Collier County)
! Market Saturation. Many tournaments around the state already exist and the clubs and teams
that sponsor and manage those tournaments make profits from the tournaments for their
organizations. Governing bodies like the FYSA may not want to sanction tournaments at a new
Collier County sports complex on weekends that another sanctioned tournament is occurring in
the area. Tournaments in Collier County and the surrounding area will want to continue with their
tournaments even though a new sports complex may wish to hold a tournament on the same
weekend.
! Scheduling Conflicts. The intentions of the facility are to provide an environment for the
community to participate in an active lifestyle. The facility will also want to host larger scale
regional and national tournaments that will create economic opportunities and growth. The
schedule of the facilities could become difficult due to these two conflicting goals.
! Competitive Developments. The sports complex concept has become very popular in
economic development circles and many communities are considering developing similar
projects in order to generated economic impact. While land in surrounding communities is ripe
for development, many communities are already considering or planning to build a multi-sport
complex.
! Lack of Scheduling Flexibility. In the case of a resident team or club, these groups will
ultimately impact and limit the flexibility of the sports complex’s facilities schedules. This may
limit access to a segment of the local population, especially competing organizations.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 5
RECOMMENDATIONS
The details of each recommendation are presented below.
Multipurpose Fields (Soccer, Football, Lacrosse, etc.)
! Eight fields including one field that can be programmed as a championship field with seating to
create a stadium atmosphere during high profile events. This offers sufficient fields for
competition and practice during events. Tournament organizers typically schedule age/gender
competitions using a pod format. Generally, the pod format is four-field units.
! Fields should be lighted, which provides scheduling flexibility and extends the timeframe for daily
use. Some organizations such as USYSA and NIRSA seek facilities with lights. It is suggested
that installation should be in four-field units if programming limits the number of lighted fields.
! The playing surface of the fields is suggested to be artificial turf.
! Championship field. It is suggested one field to be programmed as a championship field. It is
encouraged that one field has berms for seating or can be programmed with additional seating
for large championships games/matches. Large organizations are looking for a “mini-stadium”
atmosphere for events and as a competitive incentive for teams.
! The recommended site should be large enough to allow for future expansion. The expansion
area should allow for at least eight additional multipurpose fields.
Baseball/Softball Facilities
! A standard rule of thumb for softball tournaments is one field for every ten youth teams and one
field for every fifteen adult teams. Regional tournaments can range from 20 teams up to 60
teams. National tournaments have consisted up to 172 teams. It is suggested that the sports
complex include eight diamonds.
! Turf Type. It is recommended the baseball/softball fields be constructed with artificial turf. This
allows for both softball and baseball use at all age and competition levels. Artificial turf provides
maximum programming flexibility and minimizes the impact of inclement weather.
! Field size. It is recommended that Collier County have fields with a minimum 300-foot fence.
This meets the minimum needs for adult competitions while still acceptable for youth (which use
a 200-foot fence distance). Portable fences can be installed for youth competitions if a shorter
fence distance is desired. Additionally, the infield should also be designed so that the base paths
can be adjusted to shorter distances for youth competition.
! All fields should be lighted, which provides scheduling flexibility and extends the timeframe for
daily use. This is an important feature for both youth and adult league and recreational play,
which are largely scheduled during evening hours to accommodate community residents.
! Field overlay. Generally, overlays are multipurpose fields that overlap the outfields of baseball or
softball fields. Artificial turf baseball/softball fields provide the opportunity and flexibility to
program the outfields with multipurpose fields when not utilized for baseball/softball programs.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 6
The also increased the number of available and potential fields for events and use. Based on the
design of the baseball/softball fields, they may not support full-sized multipurpose fields.
Other Recommendations
! Offer sufficient space for vendors/concessionaires to operate during events.
! Parking. Common concern of tournament organizers is not enough parking. A common metric
used for athletic facilities is to allocate 100 to 150 parking spaces (1.0 – 1.5 acres) per field. In
order to accommodate the parking needs for the recommended facilities, 1,600 to 2,400 parking
spaces (16 to 24 acres) would need to be programmed onsite. Options for overflow parking and
shuttling should be provided.
! Concessions. Beyond the concessions that should be a part of the announcer/scorekeeper’s
booth for the diamond facilities, an additional set of concessions should be developed, at least
one concession building for the multipurpose fields. Because of the size of soccer fields, a
second concession/amenity building should be considered for these fields.
! Changing/Locker Rooms. Changing/locker rooms should be provided, two for each sport, and
these could be designed into the concession and restroom buildings.
! Restrooms. These should be provided, at least one for each sport and designed in concert with
locker rooms and concessions.
! Areas for event organizers and staff. Event organizers need locations for event headquarters to
conduct their business and meetings. Also, tournament officials and referees regularly do not
have a base location to change or operate from. Two small meeting rooms, with bathrooms,
should be provided for each sport.
! Result/Scoreboards. Provide space for scorekeepers and a visible scoreboard for fields, one per
sport.
! Internet/Wi-Fi. Event organizers lose capacity and effectiveness when they do not have access
to sufficient Internet bandwidth. The facility should host a specific Internet connection (preferably
wireless).
! It is recommended that governing bodies be consulted for their facility assistance resources in
the design and layout process. Governing bodies such as USYSA offer free services to optimize
the highest and best use for each particular sports facility design and layout, in accordance with
their facility specifications. Additionally, many offer opportunities for grants that can be used to
help offset design and potentially construction costs.
Hotels, Restaurants and Retail
! Hotel development should be encouraged in the immediate vicinity of the facility. This will
mitigate the concern of the location of the facility away from the hotel cluster along Tamiami
Trail. A hotel would serve multiple demand generators in Collier County, not just the sports
facilities.
! Convenience retail should be developed near the sports facilities. This should include a drug
store at minimum.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 7
! Several restaurants should be developed near the proposed sports complex, including a coffee
shop, two to three “fast casual” restaurants such as Subway or Panera as well as one or two full-
service restaurants, such as a TGI Fridays or Chili’s. These do not need to be national chains,
but should cater to families with children.
SITE ANALYSIS
When considering potential sites for sports facilities within Collier County, there are a number of criteria that
should be identified and clearly addressed as sites are considered. The site should benefit from high visibility
and easy access from the major thoroughfares, although is not 100 percent necessary. Visitors traveling from
outside the area must also be able to conveniently navigate through signage and landmarks as simply as
possible. What is more important for the success of the development is that it be located near other support
amenities, restaurants, hotels and have enough room for parking and overflow activities. In addition, the site
must be large enough to accommodate large tournaments or multiple events and parking, and be inexpensive
enough to make the development feasible, yet high quality enough to be a regional attraction.
The following considerations would help to identify a preferred site for locating a new indoor athletic or
multipurpose facility in Collier County.
Urban Issues
! Compatibility with Adjacent Land Uses: Land adjacent to potential site should not be used for
low-density residential, where sensitivity of neighbors will be an issue, or noxious uses such as
industry. Best case is tourism-related uses such as restaurants, transient housing and retail.
! Facility Image/Visibility: Site offers good views of a possible new facility from one or more
favorable vantage points.
! Quality of User Experience: Visitors to the site are likely to have a pleasant experience, either
because of scenic qualities of the site and surroundings, or because of vibrant urban
development valued by visitors.
! Proximity to Existing Hotels is often a key determinant of preferred sites.
! Proximity to Dining/Retail/Entertainment is a secondary, but still very important criterion for
selection of preferred sites.
! Proximity to Existing Parking Resources: If it is possible to legally utilize off-site parking
resources to satisfy some of the parking demand generated by the facility, this can help to
reduce the land required and site development cost of the facility.
! Business Development Potential (new/existing): An important urban consideration is whether
land or available (vacant) buildings exist in proximity to the potential site such that new
development of private businesses, housing, or retail could be catalyzed by the project.
Transportation
! Vehicular Access: An ideal site will be readily accessible to cars, buses and delivery vehicles
using existing roadway systems. Proximate location to interstates and other major thoroughfares
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 8
will provide easy access for visitors. Worst case is new roadways would be required; best case
is existing roadways can handle expected traffic to the facility without modification.
! Adequacy of Proposed Parking Strategy: The site, together with any usable off-site parking
resources, should be able to accommodate the parking demand generated by the proposed
facility.
! Pedestrian Access: Is the site accessible to pedestrians (including disabled pedestrians)? Is
there a good existing infrastructure of sidewalks, crosswalks and (if needed) protected
intersections?
! Public/Alternative Transit: Is the candidate site served by public transit on existing routes, or by
alternative transit systems such as ferries, light rail, streetcars, people movers, trails,
greenways, etc.?
Site Factors
! Site Size, Configuration, and Shape: The overall size and shape of the site must be conducive to
the type of development proposed. Generally, developments will require adequate land for open
space, detention, parking, landscaping, etc.
! Potential Views from Site: Does the potential site offer unique vistas or prospects that add to its
appeal?
! Topography/Slope: Sites without steep slopes to allow construction of buildings and parking
without excessive grading, cut, or fill is preferred. Extensive site work can be very extensive.
! Geologic or Water Table Issues: Are there known issues with site geology (such as visible rock
outcroppings) that would suggest difficulty in construction? Is the candidate site known to have a
high water table that could require mitigation?
! Archeological Resource Issues: Is the potential site likely to trigger required archeological
investigation in its development or redevelopment? This would be triggered if the site was part of
earliest known settlement of the community, or was otherwise known to be historically sensitive.
! Demolition - Extent, Historic: Are there numerous structures that would have to be cleared to
make the site suitable for development/redevelopment? If historic structures exist, local historic
preservation or other groups may pose objections to development of the site.
! Environmental Issues/Remediation: The potential site should consider environmental issues
requiring remediation or making development difficult. In addition to known hazardous materials,
wetlands, streamway or floodplain issues should also be considered.
! Zoning/Regulatory Issues: Considerations should be given to the difficulty of zoning or land use
changes if required. The best-case scenario is current zoning permits development of proposed
facilities.
! Potential for Expansion: The ability to accommodate future expansion of the facility, if warranted,
must be considered. If not, adjacent undeveloped land will be assessed in order to understand if
there is available for acquisition in the future.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 9
Cost Factors
! Land Acquisition Cost: The best-case scenario is the Client already owns the land. Next best-
case option is publicly-owned land that can be made available without a purchase transaction.
Less than ideal situations are when identified sites are privately-owned. The worst-case scenario
would be multiple private owners requiring parcel assembly. The costs to acquire privately-
owned parcels can be very costly and not feasible options for the project.
! Ability to Meet Proposed Schedule: Any encumbrances on the potential sites would make it
difficult to place under development in accordance with proposed project timelines.
The following table shows potential sites identified and assessed by the HSP Team, Client, County officials
and stakeholders to determine a possible location for expanded and/or new facilities. The line represents the
approximate threshold for sites to accommodate the recommended facilities.
Table 7-1
Collier County Site Options
Site
Hussey Parcel
Immokalee Airport
Resource Recovery Business Park
I-75 County Tract
Water/Sewer Site at Orangetree
City Gate
Future Vanderbilt Beach Road Extension Park
Collier County Fairgrounds
North Collier Regional Park
Manatee Park
Future School Site
Big Corkscrew Island Regional Park site
Hacienda Lakes
Randall Curve Parcel
Magnolia Pond Drive
Swamp Buggy Grounds
First Assembly Church
Shady Hollow
East Gateway
Marco Island Group
I-75/Alligator Alley
Collier Blvd Mixed Use
GG Commerce Park
Marco Vision and Stewardship
Amerisite
North Naples Middle School
Veterans Memorial School
Ave Maria
Source: Collier County
Collier County Site Options
Ownership
Private
Collier County
Collier County
Collier County
Collier County
Private
Collier County
Collier County
Collier County
Collier County
School Board
Collier County
Private
Collier County
Private
Private
Private
Collier County
Private
Private
Private
Private
Private
Private
Private
School Board
School Board
Private
Collier County Site Options
Approximate
Size (Acres)Suitability
2,547 Land use and infrastructure challenges, privately-owned
692 Land use and infrastructure challenges, committed to alternative use
344 Dedicated land use, restrictive covenants
306 Land use and infrastructure challenges, County-owned
216 Committed to alternative use
153 Large enough, privately-owned
122 Lacks proximity to activity nodes, current infrastructure challenges
68 County-owned, land use challenges
60 County-owned, land use challenges
60 County-owned, land use challenges
60 Committed to alternative use
59 Lacks proximity to activity nodes, development plans underway
50 Site too small
48 Site too small
46 Site too small
45 Site too small
43 Site too small
43 Site too small
37 Site too small
30 Site too small
30 Site too small
25 Site too small
25 Site too small
24 Site too small
18 Site too small
13 Site too small
8 Site too small
Varies Lacks proximity to activity nodes
Approximately 28 sites throughout Collier County were reviewed and assessed as possible opportunities.
There are 11 Collier County-owned, 14 privately-owned and three School Board-owned sites reviewed during
the process. Sites range from less than ten acres to more than 2,500 acres. The physical requirements of the
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 10
recommended facilities and fields suggest a minimum site size of approximately 60 acres. Other factors
considered included, but were not limited to:
! Size
! Location
! Ownership
! Site cost and availability
! Access and visibility
! Site conditions and infrastructure
! Proximity to amenities such as hotels and restaurants
! Opportunity for expansion
! Impact on tournaments and other economic drivers
! Impact on adjacent neighborhoods/resident opposition
Based on the above general criteria and the need for approximately 60 acres to accommodate the
recommended facilities as well as parking, the HSP Team identified six sites to test fit the recommended
facilities. The following tables assesses the six scenarios based on physical metrics as well as important
factors event organizers consider when selecting facilities for events. It is recommended that further detailed
analyses of environmental and development concerns of any proposed site be performed before selecting
one particular site.
The following table shows the assessed sites listed by the estimated time to development
Table 7-2
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
North Collier Regional Park Collier County Expansion Excellent 60.0 Limited TBD Short- to Mid-term < 3.5 miles 4 523 Yes
I-75 County Tract Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
Collier County Fairgrounds / Big Corkscrew Regional Park Collier County New Good 127.0 Yes TBD Mid- to Long-term > 11.5 miles 1 91 No
Manatee Park Collier County New Fair 60.0 Limited TBD Mid- to Long-term > 5.0 miles 2 101 Yes
Future Vanderbilt Beach Road Extension Park Collier County New Fair 122.4 Yes TBD Long-term > 11.5 miles 1 91 No
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
Costs
Potential for
ExpansionSizeAccess &
Visibility
The next table shows the assessed site listed by distance to closest hotel node.
Table 7-3
Collier County Site Summary
Hotels
Site Closest Node # of Hotels # of Rooms
I-75 County Tract Collier County New Excellent 305.6 Yes TBD Mid- to Long-term < 1.5 miles 7 832 Yes
City Gate Private New Excellent 153.0 Yes TBD Short-term < 1.5 miles 7 832 Yes
North Collier Regional Park Collier County Expansion Excellent 60.0 Limited TBD Short- to Mid-term < 3.5 miles 4 523 Yes
Manatee Park Collier County New Fair 60.0 Limited TBD Mid- to Long-term > 5.0 miles 2 101 Yes
Collier County Fairgrounds / Big Corkscrew Regional Park Collier County New Good 127.0 Yes TBD Mid- to Long-term > 11.5 miles 1 91 No
Future Vanderbilt Beach Road Extension Park Collier County New Fair 122.4 Yes TBD Long-term > 11.5 miles 1 91 No
Source: Collier County Property Appraiser Office, Hunden Strategic Partners
F&B NearbyEst. Time to
DevelopmentOwnershipDevelopmentMitigation
CostsPotential for
ExpansionSizeAccess &
Visibility
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 11
The following discussion analyzes the conditions for development of a sports facility to better provide for
Collier County and the benefits of related offshoot business, for ease of traveling from outside the county,
potential group demand, the local business community and any unaccommodated demand from nearby
sports and tournament complexes. The positive and negative aspects of each site were assessed taking into
account the proposed developments, Collier County, surrounding community and existing facilities.
The following figure shows the locations of the assessed sites.
Figure 7-1
The following section describes each site and provides a preliminary test fit to determine if each site can
accommodate the recommended facilities, parking and any potential future expansion. These do not
represent a recommended configuration, but rather assist in the assessment process. Each test fit will show
the site under review with the recommended facilities outlined with solid lines. The facilities outlined with a
dashed-line represent potential future expansion and the shaded areas represent parking.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 12
I-75 County Tract
The I-75 County Tract site is located in the west central area of Collier County just east of where I-75 bends
from north/south to east/west. The site is on the northeast corner of the I-75 and Collier Boulevard intersection
and has frontage to I-75. The Collier County Landfill is adjacent to the east, while privately-owned and mostly
undeveloped land (City Gate site) and a commercial/industrial park border the western side of the site. Collier
County currently owns the approximately 305.6-acre site. The site is expected to require mitigation.
The following figure shows the I-75 County Tract site.
Figure 7-2
As shown, the site can accommodate the space needed for the recommended eight multipurpose fields and
eight diamonds can without any issues. Additionally, there is more than adequate acreage to accommodate
future expansion, parking, amenities and other support services. With sufficient space available for the
recommended facilities and amenities, this site could also accommodate other related projects such as a
stadium development and other athletic facilities. It is critical that any developments on the site be as flexible
and provide synergies with the proposed development in order to create a premier sports and entertainment
destination. However, investments to improve site infrastructure and mitigation are expected for this site.
White Lake Boulevard is a limited-access road to the site, which extends to the Collier County Landfill
resulting in heavy trucking activity.
There are a total of six hotels with a combined 679 rooms at the I-75 and Collier Boulevard interchange. The
hotels are limit- and select-service properties between economy and upscale market classes that would likely
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 13
meet the needs of sports tourism groups. A 153-room Quality Inn Suites Golf Resort Naples located 1.5 miles
north on Collier Boulevard that would likely service the site’s hotel needs. Overall, the immediate hotel
package is good, while the hotels along Tamiami Trail are approximately eight to ten miles west.
When teams and participants are not competing in an event, they are looking for nearby food and beverage
retail, entertainment, and other leisure and recreation options that will fill non-event times as well as add to the
overall visitor experience to Collier County. The I-75 County Tract site has several food and beverage options
in the immediate area along Collier Boulevard to the north and south. Options include quick-service, sandwich
shops, fast casual, and casual dining that are both local and chains. There is a good selection of options in
the immediate area and several other options a quick drive east to the downtown Naples area.
City Gate
The City Gate site is northeast of the I-75 and Collier Boulevard intersection and is directly north of the
commercial/industrial park. The privately-owned site is approximately 153 acres. The lack of County control
and acquisition costs of the site could pose significant challenges to the viability of the site. Based on
conversations with the landowner, site costs are $400,000 per acre. Additionally, County leadership would
need to be willing and have the financial resources to purchase the land.
The following figure shows the City Gate site.
Figure 7-3
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 14
As shown, the site can accommodate the space needed for the recommended eight multipurpose fields and
eight diamonds without any issues. There is more than adequate acreage to accommodate future expansion,
parking, amenities and other support services. With sufficient space available for the recommended facilities
and amenities, this site could also accommodate other related projects such as a stadium development and
other athletic facilities.
The City Gate site offers the same hotel package and proximity to food and beverage options as the I-75
County Tract site. There are a total of seven hotels with a combined 832 rooms within 1.5 miles of the site.
The hotels are limit- and select-service properties between economy and upscale market classes that would
likely meet the needs of sports tourism groups. Overall, the immediate hotel package is good, while the hotels
along Tamiami Trail are approximately eight to ten miles west.
The area surrounding the City Gate and I-75 County Tract sites has several food and beverage options in the
immediate area along Collier Boulevard to the north and south. Options include quick-service, sandwich
shops, fast casual, and casual dining that are both local and chains. There is a good selection of options in
the immediate area and several other options a quick drive east to the downtown Naples area.
Collier County Fairgrounds / Big Corkscrew Regional Park
The Collier County Fairgrounds site is located in the north central area of Collier County in the Orangetree
area. Immokalee Road on the west, residential waterways on the south, the planned Big Corkscrew Regional
Park on the east and rural land to the north, border the approximately 86-acre site. Immokalee Road is the
primary access road for visitors to arrive if coming from I-75, which is approximately 11.5 miles west. Collier
County may have an opportunity to create another sports and recreation facility similar to NCRP in the
northeast portion of the County by considering the Fairgrounds and Big Corkscrew Regional Park as one
combined development that would be approximately 127 acres.
The Collier County Fair is a private, not-for-profit organization that promotes education and South West
Florida agriculture while showcasing and rewarding youth achievement for the betterment of the community.
The fair hosts an eleven-day fair to provide quality family entertainment every spring and also facilities and
resources for year-round events. Because of the increase in residential development near and around the
Fairgrounds, there have been discussions of potentially relocating the Fairgrounds to a new location. Although
an option that could accommodate multiple uses, several political and land-use questions may impact the
viability of this site.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 15
The following figure shows the Collier County Fairgrounds site.
Figure 7-4
As shown, the Fairgrounds site can accommodate the space needed for the recommended eight multipurpose
fields and eight diamonds without any issues. Additionally, there is adequate acreage to accommodate future
expansion of additional multipurpose fields. Based on the parking needs, circulation space and support
spaces, future expansion could be limited on the Fairgrounds, but could be combined with the Big Corkscrew
Regional Park.
The site is adjacent to the planned 59-acre Big Corkscrew Regional Park that will include eight multipurpose
fields, four diamonds, indoor athletic center, community center, aquatic facility and other amenities. The
redevelopment of the Fairgrounds would provide synergies with the new regional park and become a
significant sports and recreation hub for north and northeast Collier County as residential and commercial
development continue to occur.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 16
The following figure shows the Big Corkscrew Regional Park master plan.
Figure 7-5
Currently, there are no hotels in the immediate area around the Fairgrounds. The closest hotel is the 91-room
Hampton Inn Naples located at the I-75 and Immokalee Road intersection. The next hotel options are more
than 16 miles away. This is likely to be a challenge, as many visitors and teams can travel between their hotel
and the sports complex multiple times and between games. The main hotel clusters along Tamiami Trail are
approximately 20 miles away.
Similar to the availability of nearby hotels, there are very few dining options for teams and participants around
the Fairgrounds site. These challenges are expected to change as development continues to occur in the
direction towards this site and along Immokalee Road.
Future Vanderbilt Beach Road Extension Park
The Future Vanderbilt Beach Road Extension Park site is located in the north central area of Collier County.
The 122-acre site is just east of the Olde Florida Golf Club along Vanderbilt Beach Road approximately 7.5
miles east of I-75. The site is currently surrounded by rural and undeveloped land. Vanderbilt Beach Road will
be the primary primary access road for visitors to arrive if coming from I-75. As part of the County’s Long
Range Transportation Plan, the Vanderbilt Beach Road extension from Collier Boulevard to Desoto Boulevard
is an approximately 11 mile extension of Vanderbilt Beach Road. It is being designed as two separate
projects. The first section includes five miles of improvements between Collier Boulevard and Wilson
Boulevard and the second section includes six miles of improvements from Wilson Boulevard to Desoto
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 17
Boulevard. The project reached the 60 percent design completion phase, and was put on hold as a result of
the economic downturn.
The following figure shows the test fit for the Future Vanderbilt Beach Road Extension Park site
Figure 7-6
As shown, the site can accommodate the space needed for the recommended eight multipurpose fields and
eight diamonds without any issues. There is adequate acreage to accommodate future expansion, parking,
amenities and other support services. The suspension of the Vanderbilt Beach Road extension project limit
the access to the site and overall development around the site to help support any development in the near
future.
Currently, there are no hotels in the immediate area around the Vanderbilt Beach Road Extension site. The
closest hotel is the 91-room Hampton Inn Naples located at the I-75 and Immokalee Road intersection. The
next hotel options are more than 15 miles away. The main hotel clusters along Tamiami Trail are
approximately 20 miles away.
Similar to the availability of nearby hotels, there are very few dining options for teams and participants around
the Fairgrounds site. Similar to the Fairgrounds / Big Corkscrew Regional Park site, these challenges are
expected to change as development occurs in northeast Collier County. The sites is considered long-term
opportunities due to the development of infrastructure and amenities that are need to developed to support
the site.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 18
North Collier Regional Park
North Collier Regional Park is located in northwest Collier County just south of the Immokalee Road exit on I-
75. The North Collier Regional Park site is the only expansion scenario of the six sites. The expansion of
North Collier Regional Park considers the approximately 60 acres south of the Sun-N-Fun Lagoon and indoor
facilities, and west of the existing diamonds. South of the expansion area is a residential neighborhood.
North Collier Regional Park provides an opportunity to expand an existing facility that would increase the
number of fields and diamonds that could accommodate large state and regional events at one venue. There
are discussions and plans to develop an additional indoor facility near the Children’s Museum of Naples.
Although the expansion of North Collier Regional Park of both indoor and outdoor facilities would make the
park a greater sports hub in Collier County, neighborhood opposition and mitigation challenges may impact
the viability of this site. Although there may be circumstances that limit a large expansion of North Collier
Regional Park, there may be an opportunity to expand modestly to help alleviate immediate needs in the
community.
The following figure shows the North Collier Regional Park expansion site.
Figure 7-7
The site can accommodate the space needed for the recommended eight multipurpose fields and eight
diamonds. Based on the parking needs, circulation space and support spaces, future expansion is unlikely. If
the expansion occurs, it is expected that there would be very limited space for any future expansion at North
Collier Regional Park. Future expansion would likely be limited to accommodating a few multipurpose fields or
ancillary facilities.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 19
Expansion of North Collier Regional Park has the potential to increase the number of multipurpose fields to 16
and diamonds to 12. The ability to leverage the existing infrastructure as well as indoor and outdoor facilities
makes North Collier an attractive site, especially for event owners/organizers. The expansion would continue
to build on North Collier’s ability to hold successful events.
North Collier’s easy access to I-75 and proximate location to hotels, restaurants and entertainment has
contributed to the success of the park as a destination for tournaments and events. Currently, there are
limited hotels in the immediate area around North Collier. The closest hotel is the 91-room Hampton Inn
Naples located at the I-75 and Immokalee Road intersection. The next closest hotel options along Tamiami
Trail and at Pine Ridge Road and I-75 are within five miles of the park. Although North Collier does not have
multiple hotel options in the immediate area, visitors are well accommodated by hotels within five to ten miles
of the park. Similar to the availability of nearby hotels, there are several dining options for teams and
participants around the North Collier Regional Park.
Manatee Park
Manatee Park is a 60-acre site that is located in southern Collier County, adjacent to the south of Manatee
Middle School. The site is approximately three miles south of the Manatee Road and Tamiami Trail
intersection. The County-owned site is surrounded by residential developments and is likely to face resident
opposition if considered for sports facility that accommodates large events. Potential traffic congestion and
event noise are likely concerns of residents in the area.
The following figure shows the Manatee Park site.
Figure 7-8
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 20
Based on the space required for the recommended facilities, Manatee Park is expected to accommodate the
facilities with minimal opportunity to expand. The facilities, parking and amenities are expected to use all
space available and closely border residences to the south. The site offers a site for new athletic facilities in
south Collier County that are generally lacking in the area.
Based on conversations with the Parks Department, Manatee Park is an ideal location for future development
of a new pickleball complex. The resident demographics in the area surrounding Manatee Park reflect the
active contingency of pickleball participants in Collier County. The latest trend in Collier County has been to
redevelop underutilized facilities such as tennis courts and skate park. However, Manatee Park is a
recommended site for new pickleball courts if redevelopment of underutilized facilities is no longer possible or
viable.
The site is situated adjacent to the south of the Manatee Middle School. The site is also surrounded by
residential developments that will make expansion of the site or any proposed facilities not possible.
The hotel cluster closest to the Manatee Park site is the downtown cluster approximately 9.5 miles north along
Tamiami Trail near the Naples Municipal Airport. The closest lodging accommodation is the Falling Waters
Beach Resort, which primarily offers condos for lease. The hotels in the downtown cluster near the airport are
a mix of limit-service, select-service, independent and chain properties between economy and luxury market
classes that would likely meet the needs of sports tourism groups. Overall, the immediate hotel package is
good, while the hotels along Tamiami Trail are approximately 9.5 miles northwest.
Implications
After review and discussion of the six scenarios, the HSP Team identified the I-75 County Tract, City Gate,
and North Collier Regional Park as the options that can accommodate the proposed recommendations and
have supportive amenities in close proximity. The I-75 County Tract provides sufficient land for development
and is in close proximity to hotels and dining options. Since the County owns the site, the time and costs
associated to acquire land will not be a major hurdle for the site. Factors that may impact the feasibility of this
site include mitigation costs, proximity to the County landfill and infrastructure to the site. The North Collier
Regional Park expansion area is a site the HSP Team strongly recommends the County consider if all other
options do not come to fruition or decide to take a smaller phased development approach before undertaking
a larger development.
Additionally, environmental challenges are expected to impact any development due to the presence of
wetlands, imperiled species and other site issues. Regardless of how robust of a development were to occur,
the County and/or entity developing sports facilities will need to address the environmental challenges in order
to meet development requirements and alleviate environmental concerns. The scenarios will help the County
prioritize whether to develop a major facility, or a more modest project designed to fit a site, fill a need in the
community and be as financially sustainable as possible.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 21
Example Development Scenario
HSP presented two location and programming scenarios for a sports complex. One site shows a full build out
of the recommended facilities with potential future expansion. The other site shows a smaller, phased
scenario at NCRP that would expand the existing facilities and retain a large portion of the undeveloped park
area north of the adjacent neighborhood.
The following figure shows an example schematic design of the I-75 County Tract site.
Figure 7-9
Potential Future Expansion
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 22
The following figure shows estimated magnitude of costs for the I-75 County Tract site.
Table 7-4
I-75 County Tract Sports Complex
Estimated Order of Magnitude Costs
Item Unit Quantity Price Subtotal
Site Preparation (60% of Site)CY/SY 294,575 $50 $14,728,750
Fill, demucking, clearing / grubbing (assumes 3 ft. depth - no geotechnical)$14,728,750
Fields Field 16 $600,000 $9,600,000
Sub-grade, drainage, profile, irrigation, seeding, lighting, fencing, miscellaneous $9,600,000
Infrastructure / Support
Irrigation building Building 1 $12,000 $12,000
Field House Building 1 $600,000 $600,000
Baseball Tower Building 2 $450,000 $900,000
Electrical Distribution on Site (40% of Site)SF 1,767,454 $2.00 $3,534,908
Parking Space 1,440 $3,000 $4,320,000
Roadway LF 4,195 $1,900 $7,970,500
General Landscaping SF 2,458,176 $2.25 $5,530,896
Hardscape (non-vehicular)SF 30,000 $12.00 $360,000
General Site Lighting (parking / roadway / walkway areas)SF 809,730 $4.00 $3,238,920
Site Signage Allowance Lump Sum 1 $100,000 $100,000
$26,567,224
Subtotal $50,895,974
Contingency (15%)$7,634,396
Total Allowance $58,530,370
*Other Costs Not Included: Off-Site Utilities, Design, Permit Fees Reports, Investigations Environmental, Mitigation Tree, Wildlife Protection Water Features,
Drainage Features (wells, retention) Artificial Turf, Scoreboards
Source: BEA Architects Inc., Hunden Strategic Partners
The recommended full build out development cost is estimated to be $58.8 million. The site preparation costs
are estimated at nearly $15 million. The assumption of wetlands and other environmental issues are expected
to add costs to development of a site like the I-75 County Tract. The field costs are estimated at $9.6 million,
while infrastructure and support costs are estimated at $26.5 million.
The estimated costs are assumed to be accounted for in the site work, infrastructure and contingency costs. It
is important to note, the costs are estimations and it is highly recommended the appropriate environmental
studies are conducted to determine the amount of wetland and imperiled species mitigation is required on the
site. Above costs are general allowances for "order-of-magnitude" construction costs for preliminary budgeting
only. The cost information is not based on a sufficiently developed site-specific project design, nor has it been
vetted with Collier County local contractors. Site preparation costs may increase due to site conditions and
recommendations of geotechnical engineer.
Phased Development
The construction of sports complexes across the country is on the rise. However, municipalities are
developing sports complexes differently either all at once or through phasing different portions over time.
There are numerous factors such as overall project cost, financing, land control, single sport vs. multi-sport
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 23
facility, expansion vs. new build, demand growth and others that impact the decision-making process on
whether to phase the construction of a sports facility.
In phased construction, projects are purposefully planned for and delay building select components of a
project. In the long run, the overall cost to build a phased project is higher, but the startup costs are
substantially lower. This allows a smaller initial project to be constructed, and a strategic master plan provides
the structure for future additions as finances allow. A smaller initial project footprint also leaves room to adjust
the project along the way.
The following discussion provides an overview of the advantages and disadvantages to phasing sports facility
developments in Collier County.
Advantages:
! A lower initial investment. Spreading the cost of construction over a longer period of time can
allow larger undertakings to be done in affordable pieces. Sometimes it’s the only way a project
is attainable.
! Shorter construction time. A smaller scope of work results in an abbreviated construction
schedule.
! Experience. Expanding existing facilities or developing portions of a new project can allow
access to the community during a long-term construction timeframe. It also helps to inform future
decisions, and it gives a real-world sense of the scale of developments.
! Allows for design changes. Operating an existing portion of a sports complex may reinforce or
alter design selections. Decision makers may decide the facility does not actually need the work
planned for future phases or that certain facilities planned for in future phases might actually
work better somewhere else or are not needed.
Disadvantages:
! Complexity. For all parties involved, a phased project is inherently more complex. There are
more drawings and site logistics; there is more coordination.
! Longer time to fully realize the project. Phasing purposefully delays construction. An incomplete
facility is acceptable to some groups, but for others, they may find other facilities to use. There is
potential for loss of planned tenants and user groups. Additionally, the facility’s demand and
operating performance will take longer to reach stabilization as new facilities open over a longer
period.
! Higher overall costs. Few things get less expensive with time. Delaying the purchase of
materials, labor, design and engineering means the project will cost more. Financing and
permitting costs must be factored in too.
! Playing in a construction zone. Many phased projects leverage the fact that they can use part of
the venue during construction. But working around finished spaces makes for inefficient
workflows for all of the building trades. Dust, debris, construction traffic, work schedules and
noise are just a few of the hazards that make for stressful times and must be managed.
Contractors and user groups alike find these situations challenging for different reasons, and
most residents are likely to underestimate the general messiness of construction.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 24
! Allows for design changes. Both a positive and a negative, yes. Because the work is completed
over time, it can be tempting to change the design at every turn.
! Initial funding could be reallocated for other uses. Other projects or budgetary needs could be
considered higher priorities and receive funds that were intended for the sports complex.
! Alterations to complex interwoven, phased projects can be costly for obvious reasons. Minor
changes are completely sensible, but rethinking major aspects of the project when it’s under way
is disruptive to all parties involved, and there is typically premium for the privilege. Completing
the design all at once preserves design momentum and ensures that the project will be executed
with a consistent vision. It also prevents leaving out or forgetting critical pieces of infrastructure
along the way.
If a phased approached is chosen, a phasing plan should be developed that describes in both general and
detailed terms what will be constructed and in what sequence. Documenting the vision at the outset also
allows all parties to plan for an efficient construction process. The phasing plan must be developed to
carefully consider the interdependence between systems and aesthetics.
Phased Development
Based on the current demand and lack of existing athletic facilities in the market, if the County does determine
that a facility is a priority in future years, HSP suggests that the following phased approach be taken that
provides an outdoor facility in the first two phases of a new sports complex development and an indoor facility
as the third of three phases. The first and second phases focus on building out the recommended outdoor
athletic facilities. The first phase is currently eight multipurpose fields and eight baseball fields. The second
phase is an additional eight multipurpose fields to be studied again in the next four to six years. The third
phase would be an indoor facility to be studied in the next five to eight years to reassess demand for indoor
facilities.
A phased development of the recommendations is an option. The following table outlines the phased master
plan development for the recommended facilities. The master plan includes the immediate recommended
facilities as well as facilities to follow as part of a future expansion phase.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 25
Table 7-5
Collier County Sports Complex - Master Plan Development Scenario
Phased Build Out
Sport Recommended Phase I Future Phase II Total Assumptions
Soccer/Rugby/Football/Lacrosse (110x70 yards) Fields 8 8 16
Acreage
Fields 24 8 32 2 acres per field
Circulation, Amenities, Concessions 8 3 11 33%fields
Parking 8 8 16 1.0 acre per field
Total Acreage 40 19 59
Parking Spaces 800 800 1,600 100 cars per acre
Baseball/Softball (400'x400') Fields 8 0 8
Acreage
Fields 24 0 24 3 acres per field
Circulation, Amenities, Concessions 8 0 8 33%fields
Parking 8 0 8 1.0 acre per field
Total Acreage 40 0 40
Parking Spaces 800 0 800 100 cars per acre
Total Fields 16 8 24
Acreage
Fields 48 8 56
Circulation, Amenities, Concessions 16 3 18
Parking 16 8 24
Total Acreage 80 19 98
Total Parking Spaces 1,600 800 2,400
*Overall development acreage/spaces are expected to change, considering needs for amenities such as concessions, changing rooms, restrooms, etc.
Source: Various Facilities, Hunden Strategic Partners
The phased master plan shows the recommended facilities as well as facilities for a recommended future
phase. In total, the master plan calls for 16 multipurpose fields and eight diamonds, with eight multipurpose
fields added in the Future Phase II. The Future Phase II facilities should be considered once the Phase I
facilities reach stabilization, which is estimated to be the fifth year of operation. The parking estimations in
Phase I call for 1,600 spaces, while Phase II would require another 800 spaces for a total of 2,400 spaces.
Future Indoor Facility
While there is not enough demand to fully support an indoor facility at this time, the public sector in many
other communities has determined that such facilities were public priorities for a variety of reasons, including
community pride, wanting to accommodate certain existing demand, establishing a reputation, developing
sports and leisure assets that would accommodate year-round programming.
The third phase of the project is suggested to be an indoor facility. If the facility is intended to be tournament-
oriented to drive hotel room nights, the facility will likely require at least four basketball courts to accommodate
tournament use. A specific indoor athletic facility study should be conducted in approximately five years to
update the market and determine specifics for the facility.
Phasing Alternative
An alternative phasing option could include a modest expansion of an existing facility such as North Collier
Regional Park before making a larger investment into a new tournament facility. For example, this would allow
the County to increase multipurpose and/or diamonds at North Collier Regional Park in order to improve the
park’s competitiveness regionally and ability to accommodate larger events at one site.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 26
The following figure shows a smaller phased development at North Collier Regional Park. This option will help
accommodate more demand and alleviate overuse at other County parks, but it will not be the game-changing
development that will propel Collier County into the competitive environment of high-profile national events.
Figure 7-10
The following table shows estimate order of magnitude costs for the North Collier Regional Park expansion.
Table 7-6
North Collier Regional Park Phased Expansion
Estimated Order of Magnitude Costs
Item Unit Quantity Price Subtotal
Site Preparation (60% of Site)CY/SY 117,694 $50 $5,884,700
Fill, demucking, clearing / grubbing (assumes 3 ft. depth - no geotechnical)$5,884,700
Fields Field 8 $600,000 $4,800,000
Sub-grade, drainage, profile, irrigation, seeding, lighting, fencing, miscellaneous $4,800,000
Infrastructure / Support
Irrigation building Building 1 $12,000 $12,000
Field House Building 1 $600,000 $600,000
Baseball Tower Building 1 $450,000 $450,000
Electrical Distribution on Site (40% of Site)SF 706,158 $2.00 $1,412,316
Parking Space 650 $3,000 $1,950,000
Roadway LF 290 $1,900 $551,000
General Landscaping SF 847,266 $2.50 $2,118,165
Hardscape (non-vehicular)SF 6,575 $12.00 $78,900
General Site Lighting (parking / roadway / walkway areas)SF 290,604 $4.00 $1,162,416
Site Signage Allowance Lump Sum 1 $75,000 $75,000
$8,409,797
Subtotal $19,094,497
Contingency (15%)$2,864,175
Total Allowance $21,958,672
*Other Costs Not Included: Off-Site Utilities, Design, Permit Fees Reports, Investigations Environmental, Mitigation Tree, Wildlife Protection Water Features,
Drainage Features (wells, retention) Artificial Turf, Scoreboards
Source: BEA Architects Inc., Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 27
The phased development scenario cost is estimated to be nearly $22 million. The site preparation and
infrastructure costs are expected to reach nearly $6 million and $8.5 million, respectively. The average field
cost is estimated at $600,000, totaling $4.8 million.
The relocation of the retention pond and expected mitigation will increase the overall costs of the project. It is
important to note, the costs are estimations and it is highly recommended the appropriate environmental
studies are conducted to determine the amount of wetland and imperiled species mitigation is required on the
site.
A phased development will not immediately provide the “home-run” facility necessary to enter the ultra-
competitive pursuit to secure regional and national events. However, it will provide Collier County the
opportunity to accommodate growth in demand, secure more events, and provide more time to develop a
strategic plan to fund and develop a destination tournament facility, if sports facility development is a priority
for the community.
Governance and Management
These types of facilities are significant businesses and must be responsive to the needs of the market. When
well run, they can generate net income for the owner. If treated as a public amenity, they can cause significant
financial deficits, which would be covered by the owner – in most cases the public sector. The goal for the
complex will be to both generate economic and fiscal impacts as well as maximize revenue and minimize
expenses.
The management staff of the sports complex will be one of the most critical elements to the success of the
facility. Management must be as good of external marketers and champions for the facility as they are
operators.
The ability to maximize hotel usage is key to the economic and fiscal impact of the facility within the
boundaries of Collier County. The tourism arm of the city and county, Florida’s Paradise Coast Convention &
Visitors Bureau, should continue to enhance the symbiotic relationship area sports complexes to orchestrate
tournament bids, housing (hotel) management and destination packages that funnel spending and impact to
area hotels and other businesses.
These proactive, market-based and tourism-responsive steps will help the sports complex succeed as a
competitive market-based operation, even if owned publicly.
Conclusion
A very important aspect is that almost all of the relevant developments try to draw from two distinct sets of
visitors. The first group is those who are residents of Collier County and come to the parks for recreation,
entertainment and leisure opportunities that are not necessarily available anywhere else. The second group is
non-residents visiting facilities to participate in an event at a facility in the region or to have an experience that
they cannot have where they reside. A development that can integrate both user groups appears to be a key
to the success of Collier County’s sports tourism objectives.
Collier County Sports Market & Needs Assessment Study Chapter 7 - Page 28
In the next chapter, HSP provides estimates of demand and financial performance. Then, in the final chapter,
HSP will estimate the impact on the County via taxes generated as well as return on investment for the
project.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 2
SPORTS MARKETING PLAN
Sport tourism represents one of the fastest growing sectors in tourism. Many destinations and host locations
can boast of having the appropriate infrastructure from sports facilities, diversity of sports activities through to
the hotel package to capitalize on this growing industry. However, it will be the destinations that foster the
inner sport tourism entrepreneur that will win by building programs of events and activities that will deliver
sustainable economic, social and promotional benefits.
Innovative communities’ ability to maximize the potential of a their sports, heritage, natural and sporting
resources has enabled them to build and attract events that has positioned them as the trendsetters of the
sector. The many layers of sport tourism from hosting major events to the growth of active leisure and
recreation reveals the opportunity that exists for all communities. Sport tourists are so varied from the
weekend warriors seeking self actualization in triathlon, cycling or running to competitive athletes who travel
from destination to destination looking for the next elite competition.
As Collier County looks to the future, the community must continually adapt to remain a premier destination.
When it comes to driving tourism, filling hotel rooms and generating economic impact for Collier County, the
landscape of tourism, hospitality and destination appeal is competitive, and the more that can be done to
connect with visitors, the better. Now that the consumer desire or demand side is growing, Collier County
needs to be strategic and encourage sport tourism innovation.
Sports Marketing Strategy
The review of facilities and the conversations with the key stakeholders in Collier County exposed some
facility and seasonality weaknesses but also provided some strong opportunities to strengthen Collier County
as a great place to “live and play” as well as to “visit and play”. The challenge in putting together
recommendations on impactful marketing and business development tactics rests in one word that becomes a
thread in objectives…..”Clarity”.
For Collier County this will mean:
! Clarity in Vision
! Clarity in Goals & Objectives
! Clarity in Responsibilities
! Clarity in Evaluation Metrics
Any marketing strategy will need to be guided by the four areas above.
Clarity in Vision
What research shows is that Collier County has demand for more local usage as well as a desire for
increased capacity in number of fields and courts for growing and attracting more events to the market.
Therefore, leadership has to be thoughtful in balancing the demand for both. There must be alignment of
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 3
vision between the CVB and the Parks Department. Depending on where the capital resources to fund
expansion or new facilities may provide much of the clarity needed. Regardless, the proper storytelling and
positioning to local stakeholders will be critical.
Clarity in Goals and Objectives
In order to strive towards the vision that needs to be created, Collier County must develop the appropriate and
achievable goals and corresponding objectives. We recommend defining those goals around the following:
! Facility Access & User Balance
! Athlete/Visitor Experience
! Fiscal Responsibilities
Access & Balance: It appears that meeting demand of local citizens usage is important, so leadership must
be able to determine access parameters of local leagues and clubs as well as free play. The establishment of
an annual calendar that considers local sports league use along with the targeted weekends where tourism
business thrives needs to be set and agreed to. Issues around staffing, room night availability, rental rates
and operational control are critical as well. The tourism seasonality will also play a key role in establishing the
calendar.
Athlete/Visitor Experience: Paramount to a sustainable sports tourism strategy is over delivering on the
athlete/visitor experience. This experience creates that “intent to return” to the market, not only for another
sports event, but for that incremental vacation opportunity to further explore Collier County. The athlete and
his/her family sports event experience is predicated on two areas:
! Tournament Experience: What is important here is the quality of competition venue, service
standards at the venue, quality of competition play and efficiency of running the tournament. The
last two elements which focus on the tournament is normally managed by the owner of the
event, so ensuring clients are properly resourced and supported is critical. The end consumer
does not always discern between the parties and therefore Collier County may suffer if proper
communication and cooperation is not in place, resulting in poor execution. If there is a focus on
the customer experience rather than partner disagreements, the county will ultimately continue
to improve its reputation as a destination and well run sports community.
! Hospitality Experience: This is where Collier County can leverage its abundance and variety of
lodging, dining and entertainment offerings. Those businesses that derive their living off of
tourism must understand the value of the sport visitor as well as the role they play in balancing
out the overall seasonality of Collier County. It is recommend that leadership of this segment
communicate often about the value of the sports guest.
Fiscal Responsibilities: This area should focus on understanding acquisition costs, event management
costs and facility operations costs. Creating processes to ensure all revenue and expense items are openly
discussed and understood prior to events will allow for effective decision making during the event. Most
events will have some inevitable change (weather impacts) that will occur during the event and ultimately
have an impact on the budget. Proper contingency planning will allow for this.
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 4
Clarity in Responsibilities
This area appears to have established clarity between Florida’s Paradise Coast CVB and Parks and
Recreation. In the simplest of terms, the CVB is the sports business development/sales/marketing arm of the
community and the Parks Department is the operations arm for sports. What bridges these two should be a
clear understanding of roles and responsibilities. The common link is a well communicated, event
management strategy that includes an overall event budget. That budget is most likely jointly created or at a
minimum, agreed to in advance of the event. The processes and frequency of communication will allow for the
management of each other’s expectations.
Clarity in Evaluation Metrics
As a community, there can be conflicting objectives by various agencies. The goals of driving room nights
through utilization of community assets such as parks while every park and recreation department feels the
pressure of providing local access and maintaining a level of quality playing surfaces can create conflict. Add
the additional pressure of manpower and overtime limitations and it is easy to understand the logical
differences.
For Collier County to build additional facilities off the back of incremental tourism, agreement on evaluation
metrics must be established and understood by senior leadership. Proper evaluation of prospective events
can be the start. Not all events are good events and Collier County needs to establish those minimum
standards and include them into all business terms and negotiations. Managing expectations for everyone will
allow for more seamless execution and allow for post evaluation easier.
Additionally, establishing appropriate and agreed to business models that balance brand enhancement
elements of an event such as national marketing exposure with the actual event costs and/or event
profitability can ease conflicts. Putting in place collaborative event review processes, both pre- and post-event
will allow for improved decision-making.
Marketing Strategy Components
The term “marketing strategy’ has many meanings. For purposes of this report, we are referring to a few
components of sales and marketing that, when combined, help establish a strategy to move the County to the
next level in the sports tourism space.
Normal destination marketing organizations (DMO’s) use the term “sales” to refer to the type of activity used
to attract meetings and conventions to their markets. For sports, the term “business development” is used
since it better describes the true role of the team focused on attracting the event to their community. It
requires an understanding of the specific sports, its actual operational needs, developing business models
and managing specific overall event budgets. Below some insight into those components of the Marketing
Strategy will be provided.
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 5
Overall Sports Tourism Insights
The growth in sports tourism through the years has been driven by sports specialization through private and
non-profit sports organizations whose most profitable income stream is event related income. What has
become critical to the most successful organizations is finding communities who can provide better than
average facilities, a community that provides destination amenities and delivers on their needs. In one simple
word – “Trust”.
The trust is built based upon personal relationships and having complimentary objectives and past event
hosting success. While Collier County has had a strong record over the years with key clients, diversity and
stability of events will drive its future. Collier County must continue to nurture those current relationships while
building new ones. A visible challenge for Collier County to overcome is the turnover of past sports marketing
staff. Like any corporation, when staff turnover occurs, intellectual capital goes with them. In this case, the
personal relationships of the staff and the trust that was built. Relationships and trust in understanding the
event rights holders needs cannot be underestimated. Although hosting sports events are not extremely
difficult, the rights holder wants to focus on growing their business and is looking for an understanding partner
in the community. Continuity in understanding eliminates one more variable for the rights holder
As competition in quality venues continues to increase, differentiation needs to be emphasized in the
marketing and business development approach. Despite loss in sports business development staff, its Parks
and Recreation facility management teams appear to be knowledgeable, stable in turnover, and committed to
the athlete experience. Building upon those strengths would be an area to focus upon.
Business Development
Relationship building for Collier County should focus on the existing client base and the recruitment of new
partnerships.
Existing Business
As the facility growth decisions are made, it is important to work with those existing clients and their events to
extend current agreements. Prior to any renegotiations, it will be important to thoroughly understand what
Collier County wants in the extension. This could include guarantees of room nights or escalating rent
structures or reduction of community services in exchange for improvements in quality and quantity of
fields/courts. Like communities, rights holders are looking for good partners with good terms.
An important element of the county’s existing business is in the great relationship it has with Lee County
sports efforts. Lee County continues to do a great job in building their sport tourism business due to their
quality and quantity of sports facilities. Partnering with Lee County sports tourism leadership could be even
more formalized. Consideration should be given to jointly bid for larger events leveraging both community
facilities. Additionally, consideration should be given to help those existing Lee County event organizers grow
their business in terms of driving incremental teams and visitors with marketing support. What is good for Lee
County can be good for Collier County if there is strategic alignment and appropriate measurements in place.
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 6
New Business
There are a variety of methods to make Collier County better known in the sports tourism space. Based upon
the variety of facilities that Collier County would like to market, a more sports specific strategy should be
considered. For the variety of sports, marketing should be supportive of an integrated business development
strategy rather than seen as the driver for advertising to “make the phones ring”. Decisions on tournament site
selection are not made by the end user (athlete or parent) but rather by the event organizer. If the event
organizer is good at what they do, they will have a reputation and a following of clubs and teams that attend.
Therefore, sports events are not as much of a consumer driven decision but much more client centric driven.
Traditionally advertising in overall sports tourism trade publications has long been used, however, this is not
viewed as effective as other methods. However, generic destination creative should continue to evolve with
imagery continuing to be the best brand builder. Updating the county’s digital imagery library for all facilities is
highly recommended for both internal needs as well as client needs. Establishing a process for clients to
access imagery for their website is key to their ability to differentiate their events.
Additionally, for specific sports, which are important to Collier County, such as soccer, diamond sports and
pickleball, looking at sports specific and coaching specific publications can be beneficial.
As stated earlier, relationships with Collier County staff continues to be paramount in growing the sports
tourism business. Having a presence at the key sports event trade shows and meetings of the industry
continues to be important, therefore having an appropriate budget for travel and entertainment should be
reviewed. The following are some business development approaches.
Sports Trade Shows
! NASC Sports Event Symposium. Owned and operated by the National Association of Sports
Commission, the annual meetings are educationally focused for communities who are active in
the sports tourism marketplace. Many event rights holders attend as well as vendors in the
sports event business. A must attend event for Collier County to maintain relationships and stay
current with trends. Normally hosted in the first two weeks of April. In 2016, the event will be in
Sacramento, California.
! TEAMS Conference. Owned by Schneider Publishing, who publishes Sports Travel Magazine.
Sports Travel Magazine was the first and longest running publication dedicated to sports tourism
so the publisher’s relationships with communities runs deep. TEAMS was the second
conference to enter the space and in recent years has suffered on attendance from both rights
holders and communities. It is believe this has been driven by limited travel budgets and the
emergence of other industry meetings. The 2016 event will be hosted September 26-19 in
Atlantic City.
! Sport Events: The Relationship Conference. Owned and operated by Sports Events Media
Group. The third entry into the sports tourism meeting business. Partners with National Council
of Youth Sports and its educational track. Though less expensive than the other conference it is
inconsistent with the quality and quantity of attendees. The 2016 event will be hosted in
Overland Park, Kansas from September 12-15, 2016
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 7
! Connect Sports Marketplace / Olympic Sports Link. Owned and operated by Connect
Meetings. This is a broader tourism industry conference with four market segment tracks
providing efficiency for CVBs and Hotels: 1) Corporate; 2) Association; 3) Specialty and 4)
Sports. Although this is a more expensive tradeshow, the show subsidizes travel booking costs.
The key 2016 event will be hosted in Grapevine, Texas in late August.
Other Initiatives
! Familiarization Trips (FAMS). Hosting key rights holders over a weekend can work in Collier
County’s favor. Consideration of hosting during an already scheduled event can demonstrate
your community’s strengths in facility management, event management, hospitality and
volunteer and community support. The risky part of this approach is if things do not go as
planned; it may hurt the chances of securing an event. The safe route is to host key decision
makers and just entertain them in a casual setting.
! Travelling to Rights Holders. Another opportunity is to take Collier County representing to the
Rights Holders. Fortunately, a majority of the National Governing Bodies (NGB’s) are located in
one of two cities: Indianapolis or Colorado Springs. If properly coordinated, staff can travel to the
cities for two or three days of meetings, eliminating registration fees of conferences and
providing for more focused time from the rights holders in comfortable surroundings.
! NASC Segment Meetings. The NASC annually hosts segment meetings for cities of like size.
This best practices gathering provides staff with client insights, business-modeling
improvements and further establishes relationships and industry education.
Facility Operations Strategy
Based upon the variety of sites that have been reviewed, a critical area for discussion should be focused on
the overall integrated operational strategy for event and facility management as it relates to facility
programming. As stated earlier in the review, a close working relationship must exist between business
development (tourism driven) efforts and facility operations. A mutual understanding and respect of each
stakeholder’s goals, objectives and priorities should be reviewed and discussed. This community leadership
commitment to the integrated strategy will allow for staffs of all stakeholders to understand the community’s
purpose in improving and/or building new sports and recreational facilities.
There are a variety of operational models that exist across the country in addressing this increased demand
on recreational facilities usage for purposes of economic development (tourism). The issues on facility usage
center around the incremental wear and tear on facilities, incremental facility costs, conflicts on prime dates
and times, political influence and pricing.
Heavy Usage Considerations
! Wear and tear on facilities: The increased usage puts tremendous pressure on maintaining
both appearance and quality standards of facilities, especially on natural grass surfaces. Despite
the warm weather climate in Collier County that allows for year round growing, specific grass
types are dormant and heavy usage during that dormant season can cause problems. Ensuring
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 8
and an increase in turf management budget over and above normal park standards is
recommended.
! Incremental Facility Costs: This is primarily a staffing consideration as most park and
recreation departments have done labor planning for normal park usage. It is recommended that
for those facilities that anticipate heavy usage, the labor planning is done with increases
budgeted for extended tournament usage hours. Additionally, increased usage will cause an
increase in equipment usage, shortening the life span of the equipment and increasing
equipment maintenance. Utility costs are also impacted.
! Prime Dates & Times: Based upon sports tourism seasonality and local league seasonality,
conflicts will arise for regularly scheduled league games over those traditional travel weekends,
which are primarily three-day holiday weekends, but recently are trending to include
opportunities for long two-day weekends.
! Political Influence: A realistic scenario will occur post-opening where community constituencies
will try to leverage future elected officials who may not understand the intent of the facility
purpose (mixed-use) and will try to limit the tourism focused business.
! Pricing: Public parks access are viewed by many to be free as tax dollars pay for construction
and maintenance. However, the volume and consistency of organized play (local and
tournament) requires a different pricing strategy.
Management Structures
! Park & Recreation Department Management: Unlike the typical staffing structure for Parks
and Recreation Departments that does not normally encourage an ‘entrepreneurial’ approach
toward attracting more tournament business, in Collier County there is a true spirit of
cooperation between Parks and Recreation and Tourism to maximize field usage by bringing in
more tournament related tourism business.
! Third Party Management: Subcontracting a third part management company, although very
new to this space is an option. The business model is to be paid a management fee with specific
incentives built in to drive incremental revenue streams like sponsorships. Staffing for the facility
and event management services may or may not be included in those fees.
! Creation of New Hybrid Model: This would mean the creation of a public/private partnership
model (non-profit), that would allow for government to continue to pay the anticipated
operational loss of the facility, but allow the local non-profit to be entrepreneurial in business
style, solicit and accept donations from the private sector, but due to the local makeup of the
board, it would be sensitive to local constituency issues.
! Other Models: This would include a long-term lease of the property to a third party
owner/operator who would invest the construction capital, operate the facility, provide both local
and tournament programming services. Another model would include public management and
subcontracting out certain activities or operations to private vendors/operators.
In any of the models, the land and facilities remain the property of the county. With all of the models, public
perception will need to be managed when issues arise.
Collier County Sports Market & Needs Assessment Study Chapter 8 - Page 9
Implications
In order to strengthen Collier County sports tourism and develop the reputation of the community as both a
premier leisure and sports tourism destination, a comprehensive and long-term marketing and public relations
strategy needs to be devised and implemented by a combination of stakeholders, which may include leaders
from the County, Convention and Visitors Bureau, Parks and Recreation and other key members of the
community. Collier County has the opportunity to be known as a destination of important sports events,
enhance the appeal of the area and drive economic impact to the county, region and state.
!
!
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 2
DEMAND AND FINANCIAL PROJECTIONS
In this chapter, HSP provides estimates of performance for a new outdoor multi-sport facility that will primarily
cater to field sports such as soccer and lacrosse, and diamond sports. The facilities have been programmed
to not only accommodate, but also attract area clubs, organizations and regional tournaments for each sport.
The programming for the athletic facilities include uses such as leagues, practices, camps and various sized
tournaments. The analysis assumed tournaments would receive priority for weekend programming, while local
programs and uses would utilize the facilities during weekdays and non-tournament weekends. Conversations
with local leagues and organizations, as well as national sports governing bodies have all suggested that
additional fields and facilities that can accommodate large tournaments is needed in Collier County. The south
Florida and the Collier County area in particular are considered to be areas with growth opportunities in sports
participation.
Based on the feedback provided by club directors, national governing bodies and tournament organizers, the
demand and financial projections assumed the following.
! Eight multipurpose fields.
! Eight baseball/softball diamonds.
! Site should allow for future expansion of at least eight more multipurpose fields and four
diamonds.
! Operating Assumptions
! The facility will be municipally owned.
! The facility management will be charged with proactively programming the facility as well as
oversee the day-to-day operations.
! The facility is assumed to be operated in a first-class manner by the parties who have
operated similar facilities.
! User groups and event organizers will be proactively engaged to utilize and host events at
the facility.
! Programming Assumptions
! All eight multipurpose fields will be artificial turf. The diamonds will have artificial turf.
! All fields will have lights to allow for evening use.
! Demand assumed a mix of newly created and existing events. Existing events assume an
event that already occurs annually in the market is relocated to or hosts a portion of the
event at the new sports complex.
! Programming and demand considered the seasonality of sports, the primary tournament
weekends throughout the year, as well as the existing annual events in the Collier County
area.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 3
! Programming and demand considered the seasonality of the hotel market occupancy, rate
and overall performance. Projections assumed hotel market conditions are conducive to
accommodating youth sports tourism demand.
The following table shows the number of annual events assumed for each user group.
Table 9-1
Projected Number of Events - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 3 3 3 4 4 4 4 4 4 4
Competitive New Tournament 2 2 2 3 3 3 3 3 3 3
Local New Tournament 1 2 2 2 3 3 3 3 3 3
Youth Soccer Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 28 28 28 28 28 28 28 28 28 28
Adult Soccer Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
High School Regional/State Soccer Events*2 2 3 3 3 4 4 4 4 4
Total 86 89 92 94 95 96 96 96 96 96
Baseball
Competitive Existing Tournament 3 3 3 3 3 3 3 3 3 3
Competitive New Tournament 4 4 5 5 6 6 6 6 6 6
Local New Tournament 2 2 3 3 4 4 4 4 4 4
Youth Baseball Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 10 12 12 12 12 12 12 12 12
Practices 28 28 28 28 28 28 28 28 28 28
High School Regional/State Baseball Events*2 2 3 3 4 4 4 4 4 4
Total 69 73 78 78 81 81 81 81 81 81
Softball
Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2
Competitive New Tournament 2 3 4 5 6 6 6 6 6 6
Local New Tournament 2 2 2 3 3 3 3 3 3 3
Youth Softball Leagues (Spring & Fall)24 24 24 24 24 24 24 24 24 24
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 28 28 28 28 28 28 28 28 28 28
Adult Softball Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
High School Regional/State Softball Events*2 2 2 2 3 3 3 3 3 3
Total 86 89 92 94 96 96 96 96 96 96
Football
Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2
Competitive New Tournament 2 2 2 3 3 3 3 3 3 3
Local New Tournament 1 1 2 2 3 3 3 3 3 3
Youth Football Leagues (Spring & Fall)20 20 20 20 20 20 20 20 20 20
Camps/Programs 6 8 10 10 10 10 10 10 10 10
Practices 24 24 24 24 24 24 24 24 24 24
High School Regional/State Football Events*0 0 0 0 0 0 0 0 0 0
Total 55 57 60 61 62 62 62 62 62 62
Lacrosse
Competitive Existing Tournament 1 1 1 1 1 1 1 1 1 1
Competitive New Tournament 0 0 2 2 2 2 2 2 2 2
Local New Tournament 0 1 1 2 2 2 2 2 2 2
Youth Lacrosse Leagues (Spring)16 16 16 16 16 16 16 16 16 16
Camps/Programs 4 6 8 8 8 8 8 8 8 8
Practices 24 24 24 24 24 24 24 24 24 24
High School Regional/State Lacrosse Events*1 1 2 2 2 2 2 2 2 2
Total 48 50 54 55 55 55 55 55 55 55
Other
Other Sporting Events 4 6 8 8 8 8 8 8 8 8
Collier County Events 1 1 2 2 3 3 4 4 4 4
Other Non-Sport Events 2 2 3 3 4 4 5 5 5 5
Total 7 9 13 13 15 15 17 17 17 17
Total Events 351 367 389 395 404 405 407 407 407 407
*Tournament Events 31 33 40 45 51 52 52 52 52 52
Source: Various Sports Organizations, Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 4
As shown, there are projected to be approximately 407 events in the stabilized year, including approximately
52 tournaments. Each season, practice and league event is considered one event occasion. A 12-week
season would account for 12 events.
Based on the number of average days per event type, the following number of event-days was projected.
Table 9-2
Projected Event Days - Collier County Sports Complex
Days per
Event Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 2.5 8 8 8 10 10 10 10 10 10 10
Competitive New Tournament 2 4 4 4 6 6 6 6 6 6 6
Local New Tournament 2 2 4 4 4 6 6 6 6 6 6
Youth Soccer Leagues (Spring & Fall)2 48 48 48 48 48 48 48 48 48 48
Camps/Programs 4 24 32 40 40 40 40 40 40 40 40
Practices 2 56 56 56 56 56 56 56 56 56 56
Adult Soccer Leagues (Spring & Fall)2 40 40 40 40 40 40 40 40 40 40
High School Regional/State Soccer Events*1 2 2 3 3 3 4 4 4 4 4
Total 184 194 203 207 209 210 210 210 210 210
Baseball
Competitive Existing Tournament 3 9 9 9 9 9 9 9 9 9 9
Competitive New Tournament 2.5 10 10 13 13 15 15 15 15 15 15
Local New Tournament 2 4 4 6 6 8 8 8 8 8 8
Youth Baseball Leagues (Spring & Fall)2 48 48 48 48 48 48 48 48 48 48
Camps/Programs 4 24 40 48 48 48 48 48 48 48 48
Practices 2 56 56 56 56 56 56 56 56 56 56
High School Regional/State Baseball Events*1 2 2 3 3 4 4 4 4 4 4
Total 153 169 183 183 188 188 188 188 188 188
Softball
Competitive Existing Tournament 3 6 6 6 6 6 6 6 6 6 6
Competitive New Tournament 2.5 5 8 10 13 15 15 15 15 15 15
Local New Tournament 2 4 4 4 6 6 6 6 6 6 6
Youth Softball Leagues (Spring & Fall)2 48 48 48 48 48 48 48 48 48 48
Camps/Programs 4 24 32 40 40 40 40 40 40 40 40
Practices 2 56 56 56 56 56 56 56 56 56 56
Adult Softball Leagues (Spring & Fall)1 20 20 20 20 20 20 20 20 20 20
Total 163 174 184 189 191 191 191 191 191 191
Football
Competitive Existing Tournament 2.5 5 5 5 5 5 5 5 5 5 5
Competitive New Tournament 2 4 4 4 6 6 6 6 6 6 6
Local New Tournament 2 2 2 4 4 6 6 6 6 6 6
Youth Football Leagues (Spring & Fall)1 20 20 20 20 20 20 20 20 20 20
Camps/Programs 4 24 32 40 40 40 40 40 40 40 40
Practices 2 48 48 48 48 48 48 48 48 48 48
High School Regional/State Football Events*1 0 0 0 0 0 0 0 0 0 0
Total 103 111 121 123 125 125 125 125 125 125
Lacrosse
Competitive Existing Tournament 2 2 2 2 2 2 2 2 2 2 2
Competitive New Tournament 2 2 2 4 4 4 4 4 4 4 4
Competitive New Tournament 2 2 2 4 4 4 4 4 4 4 4
Local New Tournament 2 2 2 2 4 4 4 4 4 4 4
Youth Lacrosse Leagues (Spring)1 16 16 16 16 16 16 16 16 16 16
Camps/Programs 4 16 24 32 32 32 32 32 32 32 32
Practices 1 24 24 24 24 24 24 24 24 24 24
High School Regional/State Lacrosse Events*1 1 1 2 2 2 2 2 2 2 2
Total 63 71 82 84 84 84 84 84 84 84
Other
Other Sporting Events 1 4 6 8 8 8 8 8 8 8 8
Collier County Events 1.5 1 1 2 2 3 3 4 4 4 4
Other Non-Sport Events 1 2 2 3 3 4 4 5 5 5 5
Total 7 9 13 13 15 15 17 17 17 17
Total Event Days 673 616 664 675 687 688 690 690 690 690
*Tournament Event Days 61 65 77 86 97 98 98 98 98 98
Source: Various Sports Organizations, Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 5
As shown, Collier County can expect approximately 690 event-days per year by stabilization. Tournaments
will account for approximately 98 event days by stabilization. This is an average of nearly two events per day,
although it is most likely that multiple groups will be using the new sports complex simultaneously, especially
on weekends. It was assumed there will be days and weekends where both the multipurpose fields and
diamonds are used at the same time.
The next table shows the number of expected teams, players and coaches using the sports complex annually.
Table 9-3
Projected Teams & Participation - Collier County Sports Complex
Teams
Youth/
Team
Coaches/
Team Total
Soccer
Competitive Existing Tournament 64 14.5 2.5 17
Competitive New Tournament 48 14.5 2.5 17
Local New Tournament 48 13.5 2 15.5
Youth Soccer Leagues (Spring & Fall)36 14.5 2 16.5
Camps/Programs 1 125 9 134
Practices 18 14.5 2 16.5
Adult Soccer Leagues (Spring & Fall)12 15.5 1 16.5
High School Regional/State Soccer Events*4 18 2.5 20.5
Total
Baseball
Competitive Existing Tournament 64 14.5 2.5 17
Competitive New Tournament 48 13.5 2.5 16
Local New Tournament 48 13.5 2 15.5
Youth Baseball Leagues (Spring & Fall)30 12 2 14
Camps/Programs 1 125 9 134
Practices 15 12.5 2 14.5
High School Regional/State Baseball Events*4 18 3 21
Total
Softball
Competitive Existing Tournament 56 14.5 2.5 17
Competitive New Tournament 48 13.5 2.5 16
Local New Tournament 48 13.5 2 15.5
Youth Softball Leagues (Spring & Fall)30 14.5 2 16.5
Camps/Programs 1 125 9 134
Practices 15 14.5 2 16.5
Adult Softball Leagues (Spring & Fall)36 14 1 15
High School Regional/State Softball Events*4 16.5 3 19.5
Total
Football
Competitive Existing Tournament 16 26 4 30
Competitive New Tournament 12 26 4 30
Local New Tournament 12 26 4 30
Youth Football Leagues (Spring & Fall)4 26 3.5 29.5
Camps/Programs 1 150 10 160
Practices 2 26 2.5 28.5
High School Regional/State Football Events*2 60 8 68
Total
Lacrosse
Competitive Existing Tournament 32 16.5 2.5 19
Competitive New Tournament 32 15.5 2.5 18
Local New Tournament 16 15.5 2 17.5
Youth Lacrosse Leagues (Spring)6 14.5 2 16.5
Camps/Programs 1 75 5 80
Practices 6 14.5 2 16.5
High School Regional/State Lacrosse Events*4 18.5 2.5 21
Total
Projected Teams & Participation - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
3,264 3,329 3,396 4,618 4,711 4,805 4,901 4,999 5,099 5,201
1,632 1,681 1,731 2,675 2,755 2,838 2,923 3,011 3,101 3,194
744 1,533 1,579 1,626 2,512 2,587 2,665 2,745 2,827 2,912
14,256 14,256 14,256 14,256 14,256 14,256 14,256 14,256 14,256 14,256
804 1,083 1,367 1,381 1,394 1,408 1,422 1,437 1,451 1,466
8,316 8,316 8,316 8,316 8,316 8,316 8,316 8,316 8,316 8,316
3,960 3,960 3,960 3,960 3,960 3,960 3,960 3,960 3,960 3,960
164 164 246 246 246 328 328 328 328 328
33,140 34,322 34,851 37,078 38,151 38,499 38,772 39,052 39,339 39,633
3,264 3,329 3,396 3,464 3,533 3,604 3,676 3,749 3,824 3,901
3,072 3,164 4,074 4,196 5,186 5,342 5,502 5,667 5,837 6,012
1,488 1,533 2,368 2,439 3,350 3,450 3,553 3,660 3,770 3,883
10,080 10,080 10,080 10,080 10,080 10,080 10,080 10,080 10,080 10,080
804 1,353 1,640 1,657 1,673 1,690 1,707 1,724 1,741 1,759
6,090 6,090 6,090 6,090 6,090 6,090 6,090 6,090 6,090 6,090
168 168 252 252 336 336 336 336 336 336
24,966 25,717 27,900 28,178 30,248 30,592 30,944 31,307 31,679 32,061
1,904 1,942 1,981 2,021 2,061 2,102 2,144 2,187 2,231 2,275
1,536 2,373 3,259 4,196 5,186 5,342 5,502 5,667 5,837 6,012
1,488 1,533 1,579 2,439 2,512 2,587 2,665 2,745 2,827 2,912
11,880 11,880 11,880 11,880 11,880 11,880 11,880 11,880 11,880 11,880
804 1,083 1,367 1,381 1,394 1,408 1,422 1,437 1,451 1,466
6,930 6,930 6,930 6,930 6,930 6,930 6,930 6,930 6,930 6,930
10,800 10,800 10,800 10,800 10,800 10,800 10,800 10,800 10,800 10,800
156 156 156 156 234 234 234 234 234 234
35,342 36,541 37,796 39,646 40,764 41,050 41,344 41,646 41,957 42,276
960 979 999 1,019 1,039 1,060 1,081 1,103 1,125 1,147
720 742 764 1,180 1,216 1,252 1,290 1,328 1,368 1,409
360 371 764 787 1,216 1,252 1,290 1,328 1,368 1,409
2,360 2,360 2,360 2,360 2,360 2,360 2,360 2,360 2,360 2,360
960 1,293 1,632 1,648 1,665 1,682 1,698 1,715 1,733 1,750
1,368 1,368 1,368 1,368 1,368 1,368 1,368 1,368 1,368 1,368
0 0 0 0 0 0 0 0 0 0
6,728 7,112 7,887 8,362 8,863 8,974 9,087 9,203 9,322 9,443
608 620 633 645 658 671 685 698 712 727
576 593 1,222 1,259 1,297 1,335 1,376 1,417 1,459 1,503
280 286 291 594 606 618 631 643 656 669
1,584 1,584 1,584 1,584 1,584 1,584 1,584 1,584 1,584 1,584
320 485 653 659 666 673 679 686 693 700
2,376 2,376 2,376 2,376 2,376 2,376 2,376 2,376 2,376 2,376
84 84 168 168 168 168 168 168 168 168
5,828 6,028 6,927 7,286 7,355 7,426 7,498 7,573 7,649 7,727
Other
Other Sporting Events 4 16 3 19
Collier County Events 1 500 0 500
Other Non-Sport Events 1 300 0 300
Total
Total Participation
*Tournament Participation
Source: Various Sports Organizations, Hunden Strategic Partners
304 465 633 645 658 671 685 698 712 727
500 500 1,000 1,000 1,500 1,500 2,000 2,000 2,000 2,000
600 600 900 900 1,200 1,200 1,500 1,500 1,500 1,500
1,404 1,565 2,533 2,545 3,358 3,371 4,185 4,198 4,212 4,227
107,408 111,285 117,892 123,095 128,739 129,911 131,830 132,978 134,157 135,366
22,468 24,579 28,857 33,980 38,822 39,913 40,949 42,015 43,109 44,234
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 6
Based on the assumptions, it is projected that nearly 6,400 team visits to the sports complex annually, totaling
more than 135,000 participants per year by the stabilized year. A portion of those, 2,176 would be teams
coming for tournaments. For local teams, each player playing each league game counts as one participant (so
one player playing spring soccer would be counted twelve times if there are twelve weeks in the season).
Nearly 45,000 participants are projected for tournaments.
Family and friends accompany most of the participants. While local league play is expected to only draw one
to two family members per event, tournaments are assumed to bring more than two family members per
event. Trends show that the younger the participant, the more family and friends accompany the participant to
the event.
The next table shows the expected number of spectators (family and friends) coming to the sports complex
annually for various events.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 7
Table 9-4
Projection of Spectators - Collier County Sports Complex
Others/
Participant Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 1.5 4,896 4,994 5,094 6,928 7,066 7,207 7,352 7,499 7,649 7,802
Competitive New Tournament 1.3 2,122 2,185 2,251 3,477 3,582 3,689 3,800 3,914 4,031 4,152
Local New Tournament 1.3 967 1,992 2,052 2,114 3,266 3,364 3,465 3,569 3,676 3,786
Youth Soccer Leagues (Spring & Fall)1.3 18,533 18,533 18,533 18,533 18,533 18,533 18,533 18,533 18,533 18,533
Camps/Programs 0.1 80 108 137 138 139 141 142 144 145 147
Practices 0.1 832 832 832 832 832 832 832 832 832 832
Adult Soccer Leagues (Spring & Fall)0.3 1,188 1,188 1,188 1,188 1,188 1,188 1,188 1,188 1,188 1,188
High School Regional/State Soccer Events*1.3 213 213 320 320 320 426 426 426 426 426
Total 28,831 30,045 30,406 33,529 34,925 35,380 35,737 36,104 36,480 36,865
Baseball
Competitive Existing Tournament 1.5 4,896 4,994 5,094 5,196 5,300 5,406 5,514 5,624 5,736 5,851
Competitive New Tournament 1.3 3,994 4,113 5,296 5,455 6,742 6,945 7,153 7,367 7,588 7,816
Local New Tournament 1.3 1,934 1,992 3,078 3,171 4,354 4,485 4,620 4,758 4,901 5,048
Youth Baseball Leagues (Spring & Fall)1.3 13,104 13,104 13,104 13,104 13,104 13,104 13,104 13,104 13,104 13,104
Camps/Programs 0.1 80 135 164 166 167 169 171 172 174 176
Practices 0.1 609 609 609 609 609 609 609 609 609 609
High School Regional/State Baseball Events*1.3 218 218 328 328 437 437 437 437 437 437
Total 24,836 25,167 27,673 28,027 30,713 31,154 31,607 32,072 32,550 33,041
Football
Competitive Existing Tournament 1.3 1,248 1,273 1,298 1,324 1,351 1,378 1,405 1,434 1,462 1,491
Competitive New Tournament 1.2 864 890 917 1,416 1,459 1,502 1,547 1,594 1,642 1,691
Local New Tournament 1.2 432 445 917 944 1,459 1,502 1,547 1,594 1,642 1,691
Youth Football Leagues (Spring & Fall)1.2 2,832 2,832 2,832 2,832 2,832 2,832 2,832 2,832 2,832 2,832
Camps/Programs 0.1 96 129 163 165 166 168 170 172 173 175
Practices 0.1 137 137 137 137 137 137 137 137 137 137
High School Regional/State Football Events*1.3 0 0 0 0 0 0 0 0 0 0
Total 5,609 5,706 6,264 6,818 7,403 7,520 7,639 7,762 7,888 8,017
Softball
Competitive Existing Tournament 1.5 2,856 2,913 2,971 3,031 3,091 3,153 3,216 3,281 3,346 3,413
Competitive New Tournament 1.3 1,997 3,085 4,237 5,455 6,742 6,945 7,153 7,367 7,588 7,816
Local New Tournament 1.3 1,934 1,992 2,052 3,171 3,266 3,364 3,465 3,569 3,676 3,786
Youth Softball Leagues (Spring & Fall)1.3 15,444 15,444 15,444 15,444 15,444 15,444 15,444 15,444 15,444 15,444
Camps/Programs 0.1 80 108 137 138 139 141 142 144 145 147
Practices 0.1 693 693 693 693 693 693 693 693 693 693
Adult Softball Leagues (Spring & Fall)0.6 6,480 6,480 6,480 6,480 6,480 6,480 6,480 6,480 6,480 6,480
High School Regional/State Softball Events*1.3 203 203 203 203 304 304 304 304 304 304
Total 29,485 30,716 32,014 34,411 35,856 36,219 36,593 36,977 37,372 37,779
Lacrosse
Competitive Existing Tournament 1.6 973 992 1,012 1,032 1,053 1,074 1,096 1,117 1,140 1,163
Competitive New Tournament 1.4 806 831 1,711 1,762 1,815 1,870 1,926 1,984 2,043 2,104
Local New Tournament 1.4 392 400 408 832 849 866 883 901 919 937
Youth Lacrosse Leagues (Spring)1.3 2,059 2,059 2,059 2,059 2,059 2,059 2,059 2,059 2,059 2,059
Camps/Programs 0.1 32 48 65 66 67 67 68 69 69 70
Practices 0.1 238 238 238 238 238 238 238 238 238 238
High School Regional/State Lacrosse Events*1.3 109 109 218 218 218 218 218 218 218 218
Total 4,609 4,677 5,711 6,208 6,299 6,392 6,487 6,585 6,686 6,789
Other
Other Sporting Events 0.1 426 651 886 903 921 940 959 978 997 1,017
Collier County Events 2.1 1,050 1,050 2,100 2,100 3,150 3,150 4,200 4,200 4,200 4,200
Other Non-Sport Events 1 600 600 900 900 1,200 1,200 1,500 1,500 1,500 1,500
Total 2,076 2,301 3,886 3,903 5,271 5,290 6,659 6,678 6,697 6,717
Total Spectators 95,445 98,612 105,953 112,897 120,468 121,955 124,722 126,178 127,673 129,208
*Tournament Spectators 28,511 31,228 36,325 42,692 48,405 49,752 51,026 52,335 53,679 55,060
Source: Various Sports Organizations, Hunden Strategic Partners
Based on the assumptions, HSP projects nearly 130,000 family and friends will attend events annually by the
tenth year. Of these, nearly 55,000 are due to tournaments, suggesting a tourism impact.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 8
The next table shows the total number of visitors (participants and spectators) expected at the sports
complex.
Table 9-5
Projected Total Visitors (Players, Coaches, Families) - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 8,160 8,323 8,490 11,546 11,777 12,012 12,253 12,498 12,748 13,003
Competitive New Tournament 3,754 3,866 3,982 6,152 6,337 6,527 6,723 6,925 7,132 7,346
Local New Tournament 1,711 3,525 3,631 3,740 5,778 5,951 6,130 6,314 6,503 6,698
Youth Soccer Leagues (Spring & Fall)32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789 32,789
Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612
Practices 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148 9,148
Adult Soccer Leagues (Spring & Fall)5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148 5,148
High School Regional/State Soccer Events*377 377 566 566 566 754 754 754 754 754
Total 61,971 64,367 65,257 70,607 73,076 73,879 74,509 75,155 75,818 76,498
Baseball
Competitive Existing Tournament 8,160 8,323 8,490 8,659 8,833 9,009 9,189 9,373 9,561 9,752
Competitive New Tournament 7,066 7,278 9,370 9,651 11,929 12,286 12,655 13,035 13,426 13,829
Local New Tournament 3,422 3,525 5,446 5,610 7,704 7,935 8,173 8,418 8,671 8,931
Youth Baseball Leagues (Spring & Fall)23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184 23,184
Camps/Programs 884 1,489 1,804 1,822 1,841 1,859 1,878 1,896 1,915 1,935
Practices 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699 6,699
High School Regional/State Baseball Events*386 386 580 580 773 773 773 773 773 773
Total 49,802 50,884 55,573 56,205 60,962 61,746 62,551 63,378 64,228 65,102
Softball
Competitive Existing Tournament 4,760 4,855 4,952 5,051 5,152 5,255 5,361 5,468 5,577 5,689
Competitive New Tournament 3,533 5,458 7,496 9,651 11,929 12,286 12,655 13,035 13,426 13,829
Local New Tournament 3,422 3,525 3,631 5,610 5,778 5,951 6,130 6,314 6,503 6,698
Youth Softball Leagues (Spring & Fall)27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324 27,324
Camps/Programs 884 1,191 1,504 1,519 1,534 1,549 1,565 1,580 1,596 1,612
Practices 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623 7,623
Adult Softball Leagues (Spring & Fall)17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280
High School Regional/State Softball Events*359 359 359 359 538 77,808 78,475 79,162 79,867 80,593
Total 65,185 67,615 70,168 74,416 77,158 77,808 78,475 79,162 79,867 80,593
Football
Competitive Existing Tournament 2,208 2,252 2,297 2,343 2,390 2,438 2,487 2,536 2,587 2,639
Competitive New Tournament 1,584 1,632 1,680 2,596 2,674 2,754 2,837 2,922 3,010 3,100
Local New Tournament 792 816 1,680 1,731 2,674 2,754 2,837 2,922 3,010 3,100
Youth Football Leagues (Spring & Fall)5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192
Camps/Programs 1,056 1,422 1,795 1,813 1,831 1,850 1,868 1,887 1,906 1,925
Practices 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505 1,505
High School Regional/State Football Events*0 0 0 0 0 0 0 0 0 0
Total 12,337 12,818 14,150 15,180 16,267 16,493 16,726 16,964 17,209 17,461
Lacrosse
Competitive Existing Tournament 1,581 1,612 1,645 1,678 1,711 1,745 1,780 1,816 1,852 1,889
Competitive New Tournament 1,382 1,424 2,933 3,021 3,112 3,205 3,301 3,400 3,502 3,607
Local New Tournament 672 685 699 1,426 1,455 1,484 1,514 1,544 1,575 1,606
Youth Lacrosse Leagues (Spring)3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643
Camps/Programs 352 533 718 725 733 740 747 755 762 770
Practices 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614
High School Regional/State Lacrosse Events*193 193 386 386 386 386 386 386 386 386
Total 10,437 10,705 12,638 13,494 13,653 13,817 13,986 14,158 14,335 14,516
Other
Other Sporting Events 730 1,116 1,518 1,549 1,579 1,611 1,643 1,676 1,710 1,744
Collier County Events 1,550 1,550 3,100 3,100 4,650 4,650 6,200 6,200 6,200 6,200
Other Non-Sport Events 1,200 1,200 1,800 1,800 2,400 2,400 3,000 3,000 3,000 3,000
Total 3,480 3,866 6,418 6,449 8,629 8,661 10,843 10,876 10,910 10,944
Total Visitation 203,212 210,256 224,204 236,351 249,745 252,404 257,090 259,694 262,368 265,113
*Total Tournament Visitation 53,523 58,416 68,313 80,356 91,495 94,048 96,476 98,971 101,534 104,168
Source: Various Sports Organizations, Hunden Strategic Partners
Total attendance is projected to increase from more than 200,000 to approximately 265,000 by stabilization,
depending on the number of tournaments held. Nearly 105,000 attendees are projected from tournaments by
the tenth year.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 9
Financial Projection
The next table is a consolidated estimate of revenue and expense for the sports complex.
Table 9-6
Collier County Sports Complex - Financial Projections
Fiscal Year
Item Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Operating Revenue
Rental Fees $604 $673 $752 $802 $855 $881 $912 $940 $968 $997
Net Concessions $34 $38 $46 $53 $62 $65 $70 $74 $77 $82
Net Novelties $2 $2 $3 $3 $4 $4 $5 $5 $5 $5
Advertising and Sponsorship $48 $67 $103 $106 $109 $113 $116 $119 $123 $127
Total Revenue $689 $780 $904 $965 $1,031 $1,063 $1,103 $1,138 $1,173 $1,211
Operating Expense
Fixed
Salary - Permanent Staff $290 $299 $308 $317 $326 $336 $346 $357 $367 $378
Salary - Part-Time/Seasonal Staff $100 $103 $106 $109 $113 $116 $119 $123 $127 $130
Benefits - Permanent Staff $96 $99 $102 $105 $108 $111 $114 $118 $121 $125
General and Administrative/Other $92 $95 $98 $101 $104 $107 $110 $113 $117 $120
Marketing Advertising $45 $46 $48 $49 $51 $52 $54 $55 $57 $59
Utilities $120 $124 $127 $131 $135 $139 $143 $148 $152 $157
Facility Maintenance $331 $341 $351 $362 $373 $384 $395 $407 $419 $432
Security $25 $26 $27 $27 $28 $29 $30 $31 $32 $33
Insurance $45 $46 $48 $49 $51 $52 $54 $55 $57 $59
Operating Expenses $1,144 $1,178 $1,213 $1,250 $1,287 $1,326 $1,366 $1,407 $1,449 $1,492
Facility Reserve $34 $37 $43 $47 $51 $52 $54 $55 $57 $59
Net Operating Income (Deficit)($490)($435)($352)($332)($307)($315)($317)($324)($332)($340)
Source: Hunden Strategic Partners
The model assumes events will pay daily, hourly or complex fees to use the facility, based on fees charged at
comparable facilities as well as current Collier County Parks and Recreation Department fee schedules.
However, anchor tenant leagues may pay a lower rental rate, similar to how an anchor retail tenant in a mall
pays lower rent per square foot as they guarantee consistent usage and demand. This is assumed to be
negotiated on a case-by-case basis due to different needs of fields and time as well as amount of usage.
As shown, rental fees are projected to be the largest revenue source, stabilizing at less than $1 million. Net
concessions, net novelties and advertising/sponsorships make up other significant revenue sources. The
proforma does not assume a gate fee charged to spectators visiting the facility for tournaments and other high
profile events. Gate revenue could be a critical element to offset incremental expenses to attract elite staff and
operational expenses associated to collecting the gate fee.
For concessions and novelties, the facility shares a percentage of gross sales. Many facilities do not allow
outside food in order to drive onsite food and beverage sales and minimize post-event cleaning and
maintenance. The leagues and tournament organizers would take the risk for and receive the majority of
revenue novelties. Advertising and sponsorship opportunities should be available, given the size and
programming of the sports complex. The assumptions for these figures were based on similar facilities.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 10
On the expense side, staffing, utilities and maintenance are the three largest items. Other costs include
general administrative, security and insurance. In total, the facility is expected to experience a net deficit of
$490,000 in the first year, and then will operate at a deficit of $300,000 to $350,000 on an annual basis.
However, the facility would be expected to operate with a small deficit if other revenue sources are employed,
which may include securing naming rights, a gate/admission fee, or hotel room rebates. The assumptions for
the expense line items are explained as follows:
! Fixed expense metrics were taken from comparable facilities, taking into consideration rates
specific to Collier County.
! The salaries for permanent and part-time/seasonal staff were assumed based on positions in
similar facilities as well as compensation amounts published by the Collier County government.
Benefits are assumed to be 33 percent of the permanent staff’s salaries.
! The expenses associated with general and administrative needs were assumed to be
comparable to similar facilities analyzed. Expenses considered in the assumption were rentals,
travel, supplies, building services, legal and other operating expenses.
! The sports complex’s utility expenses would follow the commodity charges for commercial,
industrial and public authority and mix use purposes. It is expected that field upkeep and
maintenance will be a large expense for the facility.
! Maintenance needs are assumed to meet the standards of comparable facilities.
! It is very possible that these expenses could be higher or lower, depending upon the ability of
management to manage efficiencies and other expenses.
The following table shows the five full-time employees projected for the sports complex.
Table 9-7
Salary Assumptions
Position Full-Time
General Manger, Business Development 1.0
Manager, Facility Operations 1.0
Asst. Manager, Facility Operations 1.0
Manager, Event Management 1.0
Asst. Manager Events and Marketing 1.0
5.0
Source: Hunden Strategic Partners, Collier County
Salary Assumptions
Total Compensation
$85,000
$65,000
$45,000
$55,000
$40,000
$290,000
The General Manager, Business Development will be the highest compensated staff member, followed by the
Facility Operations Manager and Event Management Manager. Full-time staff is projected to cost $290,000
plus benefit costs of approximately 33 percent of salaries.
The next tables show the detail associated with concessions and novelties, the first tables show the gross and
net concessions.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 11
Table 9-8
Projected Gross Concession Revenue - Collier County Sports Complex
Concessions
Gross Per Capita
Income Per Day Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament $1.10 $22,440 $23,575 $24,768 $34,696 $36,451 $38,296 $40,233 $42,269 $44,408 $46,655
Competitive New Tournament $1.10 $8,258 $8,761 $9,294 $14,791 $15,691 $16,647 $17,661 $18,736 $19,877 $21,088
Local New Tournament $1.10 $3,765 $7,988 $8,474 $8,990 $14,307 $15,178 $16,102 $17,083 $18,123 $19,227
Youth Soccer Leagues (Spring & Fall)$0.10 $6,558 $6,754 $6,957 $7,166 $7,381 $7,602 $7,830 $8,065 $8,307 $8,556
Camps/Programs $0.25 $884 $1,227 $1,595 $1,659 $1,726 $1,796 $1,868 $1,944 $2,022 $2,103
Practices $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Adult Soccer Leagues (Spring & Fall)$0.10 $1,030 $1,060 $1,092 $1,125 $1,159 $1,194 $1,229 $1,266 $1,304 $1,343
High School Regional/State Soccer Events*$1.00 $377 $389 $600 $618 $637 $875 $901 $928 $956 $984
Total $43,312 $49,754 $52,782 $69,045 $77,352 $81,587 $85,825 $90,291 $94,998 $99,957
Baseball
Competitive Existing Tournament $1.10 $26,928 $28,291 $29,722 $31,226 $32,806 $34,466 $36,210 $38,042 $39,967 $41,989
Competitive New Tournament $1.10 $19,430 $20,614 $27,336 $29,001 $36,921 $39,169 $41,555 $44,085 $46,770 $49,618
Local New Tournament $1.10 $7,529 $7,988 $12,711 $13,486 $19,076 $20,237 $21,470 $22,777 $24,165 $25,636
Youth Baseball Leagues (Spring & Fall)$0.10 $4,637 $4,776 $4,919 $5,067 $5,219 $5,375 $5,537 $5,703 $5,874 $6,050
Camps/Programs $0.25 $884 $1,533 $1,914 $1,991 $2,072 $2,155 $2,242 $2,332 $2,426 $2,524
Practices $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Baseball Events*$1.00 $386 $398 $615 $633 $870 $896 $923 $950 $979 $1,008
Total $59,795 $63,599 $77,218 $81,404 $96,963 $102,299 $107,936 $113,890 $120,181 $126,827
Softball
Competitive Existing Tournament $1.10 $15,708 $16,503 $17,338 $18,215 $19,137 $20,105 $21,122 $22,191 $23,314 $24,494
Competitive New Tournament $1.10 $9,715 $15,460 $21,869 $29,001 $36,921 $39,169 $41,555 $44,085 $46,770 $49,618
Local New Tournament $1.10 $7,529 $7,988 $8,474 $13,486 $14,307 $15,178 $16,102 $17,083 $18,123 $19,227
Youth Softball Leagues (Spring & Fall)$0.10 $5,465 $5,629 $5,798 $5,972 $6,151 $6,335 $6,525 $6,721 $6,923 $7,130
Camps/Programs $0.25 $884 $1,227 $1,595 $1,659 $1,726 $1,796 $1,868 $1,944 $2,022 $2,103
Practices $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Adult Softball Leagues (Spring & Fall)$0.10 $1,728 $1,780 $1,833 $1,888 $1,945 $2,003 $2,063 $2,125 $2,189 $2,255
High School Regional/State Softball Events*$1.00 $359 $370 $381 $392 $606 $624 $643 $662 $682 $702
Total $41,030 $48,586 $56,907 $70,221 $80,186 $84,587 $89,236 $94,150 $99,341 $104,828
Football
Competitive Existing Tournament $1.10 $6,072 $6,379 $6,702 $7,041 $7,397 $7,772 $8,165 $8,578 $9,012 $9,468
Competitive New Tournament $1.10 $3,485 $3,697 $3,922 $6,242 $6,622 $7,025 $7,453 $7,907 $8,388 $8,899
Local New Tournament $1.10 $1,742 $1,849 $3,922 $4,161 $6,622 $7,025 $7,453 $7,907 $8,388 $8,899
Youth Football Leagues (Spring & Fall)$0.10 $519 $535 $551 $567 $584 $602 $620 $639 $658 $677
Camps/Programs $0.25 $1,056 $1,465 $1,905 $1,981 $2,061 $2,144 $2,231 $2,321 $2,414 $2,512
Practices $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Football Events*$1.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $12,874 $13,924 $17,002 $19,993 $23,286 $24,568 $25,921 $27,351 $28,860 $30,455
Lacrosse
Competitive Existing Tournament $1.10 $3,478 $3,654 $3,839 $4,033 $4,237 $4,451 $4,677 $4,913 $5,162 $5,423
Competitive New Tournament $1.10 $3,041 $3,226 $6,846 $7,263 $7,705 $8,174 $8,672 $9,200 $9,761 $10,355
Local New Tournament $1.10 $1,478 $1,553 $1,632 $3,429 $3,602 $3,785 $3,976 $4,177 $4,389 $4,611
Youth Lacrosse Leagues (Spring)$0.10 $364 $375 $387 $398 $410 $422 $435 $448 $462 $475
Camps/Programs $0.25 $352 $549 $762 $793 $825 $858 $892 $928 $966 $1,005
Practices $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Lacrosse Events*$1.00 $193 $199 $410 $422 $435 $448 $461 $475 $489 $504
Total $8,907 $9,557 $13,875 $16,337 $17,214 $18,138 $19,114 $20,142 $21,228 $22,373
Other
Other Sporting Events $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Collier County Events $1.50 $3,488 $3,592 $7,400 $7,622 $11,776 $12,129 $16,657 $17,157 $17,671 $18,202
Other Non-Sport Events $1.50 $1,800 $1,854 $2,864 $2,950 $4,052 $4,173 $5,373 $5,534 $5,700 $5,871
Total $5,288 $5,446 $10,264 $10,572 $15,827 $16,302 $22,030 $22,691 $23,372 $24,073
Total Gross Concessions $171,205 $190,867 $228,048 $267,572 $310,829 $327,481 $350,063 $368,516 $387,980 $408,513
Per Attendee $0.84 $0.91 $1.02 $1.13 $1.24 $1.30 $1.36 $1.42 $1.48 $1.54
Source: Various Sports Organizations, Hunden Strategic Partners
Concessions are expected to be highest during tournaments and it is assumed that 20 percent accrues to the
facility.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 12
Table 9-9
Projected Net Concession Revenue - Collier County Sports Complex
Concessions Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament $4,488 $4,715 $4,954 $6,939 $7,290 $7,659 $8,047 $8,454 $8,882 $9,331
Competitive New Tournament $1,652 $1,752 $1,859 $2,958 $3,138 $3,329 $3,532 $3,747 $3,975 $4,218
Local New Tournament $753 $1,598 $1,695 $1,798 $2,861 $3,036 $3,220 $3,417 $3,625 $3,845
Youth Soccer Leagues (Spring & Fall)$1,312 $1,351 $1,391 $1,433 $1,476 $1,520 $1,566 $1,613 $1,661 $1,711
Camps/Programs $177 $245 $319 $332 $345 $359 $374 $389 $404 $421
Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Adult Soccer Leagues (Spring & Fall)$206 $212 $218 $225 $232 $239 $246 $253 $261 $269
High School Regional/State Soccer Events*$75 $78 $120 $124 $127 $175 $180 $186 $191 $197
Total $8,662 $9,951 $10,556 $13,809 $15,470 $16,317 $17,165 $18,058 $19,000 $19,991
Baseball
Competitive Existing Tournament $5,386 $5,658 $5,944 $6,245 $6,561 $6,893 $7,242 $7,608 $7,993 $8,398
Competitive New Tournament $3,886 $4,123 $5,467 $5,800 $7,384 $7,834 $8,311 $8,817 $9,354 $9,924
Local New Tournament $1,506 $1,598 $2,542 $2,697 $3,815 $4,047 $4,294 $4,555 $4,833 $5,127
Youth Baseball Leagues (Spring & Fall)$927 $955 $984 $1,013 $1,044 $1,075 $1,107 $1,141 $1,175 $1,210
Camps/Programs $177 $307 $383 $398 $414 $431 $448 $466 $485 $505
Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Baseball Events*$77 $80 $123 $127 $174 $179 $185 $190 $196 $202
Total $11,959 $12,720 $15,444 $16,281 $19,393 $20,460 $21,587 $22,778 $24,036 $25,365
Softball
Competitive Existing Tournament $3,142 $3,301 $3,468 $3,643 $3,827 $4,021 $4,224 $4,438 $4,663 $4,899
Competitive New Tournament $1,943 $3,092 $4,374 $5,800 $7,384 $7,834 $8,311 $8,817 $9,354 $9,924
Local New Tournament $1,506 $1,598 $1,695 $2,697 $2,861 $3,036 $3,220 $3,417 $3,625 $3,845
Youth Softball Leagues (Spring & Fall)$1,093 $1,126 $1,160 $1,194 $1,230 $1,267 $1,305 $1,344 $1,385 $1,426
Camps/Programs $177 $245 $319 $332 $345 $359 $374 $389 $404 $421
Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Adult Softball Leagues (Spring & Fall)$346 $356 $367 $378 $389 $401 $413 $425 $438 $451
Total $8,206 $9,717 $11,381 $14,044 $16,037 $16,917 $17,847 $18,830 $19,868 $20,966
Football
Competitive Existing Tournament $1,214 $1,276 $1,340 $1,408 $1,479 $1,554 $1,633 $1,716 $1,802 $1,894
Competitive New Tournament $697 $739 $784 $1,248 $1,324 $1,405 $1,491 $1,581 $1,678 $1,780
Local New Tournament $348 $370 $784 $832 $1,324 $1,405 $1,491 $1,581 $1,678 $1,780
Youth Football Leagues (Spring & Fall)$104 $107 $110 $113 $117 $120 $124 $128 $132 $135
Camps/Programs $211 $293 $381 $396 $412 $429 $446 $464 $483 $502
Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Football Events*$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total $2,575 $2,785 $3,400 $3,999 $4,657 $4,914 $5,184 $5,470 $5,772 $6,091
Lacrosse
Competitive Existing Tournament $696 $731 $768 $807 $847 $890 $935 $983 $1,032 $1,085
Competitive New Tournament $608 $645 $1,369 $1,453 $1,541 $1,635 $1,734 $1,840 $1,952 $2,071
Local New Tournament $296 $311 $326 $686 $720 $757 $795 $835 $878 $922
Youth Lacrosse Leagues (Spring)$73 $75 $77 $80 $82 $84 $87 $90 $92 $95
Camps/Programs $70 $110 $152 $159 $165 $172 $178 $186 $193 $201
Practices $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
High School Regional/State Lacrosse Events*$39 $40 $82 $84 $87 $90 $92 $95 $98 $101
Total $1,743 $1,872 $2,693 $3,183 $3,356 $3,538 $3,730 $3,933 $4,148 $4,374
Other
Other Sporting Events $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Collier County Events $698 $718 $1,480 $1,524 $2,355 $2,426 $3,331 $3,431 $3,534 $3,640
Other Non-Sport Events $360 $371 $573 $590 $810 $835 $1,075 $1,107 $1,140 $1,174
Total $1,058 $1,089 $2,053 $2,114 $3,165 $3,260 $4,406 $4,538 $4,674 $4,815
Total Net Concessions $34,202 $38,134 $45,528 $53,430 $62,079 $65,407 $69,920 $73,608 $77,498 $81,602
Source: Various Sports Organizations, Hunden Strategic Partners
Net concessions are expected to increase from $34,000 to nearly $82,000.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 13
The next table shows gross novelties, which are likely to be generated during tournaments.
Table 9-10
Projected Gross Novelty Revenue - Collier County Sports Complex
Novelty
Gross Per Capita
Income Per Day Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament $0.25 $2,040 $2,143 $2,252 $3,154 $3,314 $3,481 $3,658 $3,843 $4,037 $4,241
Competitive New Tournament $0.25 $938 $996 $1,056 $1,681 $1,783 $1,892 $2,007 $2,129 $2,259 $2,396
Local New Tournament $0.10 $171 $363 $385 $409 $650 $690 $732 $777 $824 $874
Total $3,150 $3,502 $3,693 $5,244 $5,747 $6,063 $6,396 $6,748 $7,120 $7,512
Baseball
Competitive Existing Tournament $0.25 $2,040 $2,143 $2,252 $2,366 $2,485 $2,611 $2,743 $2,882 $3,028 $3,181
Competitive New Tournament $0.25 $1,766 $1,874 $2,485 $2,636 $3,356 $3,561 $3,778 $4,008 $4,252 $4,511
Local New Tournament $0.10 $342 $363 $578 $613 $867 $920 $976 $1,035 $1,098 $1,165
Total $4,149 $4,380 $5,315 $5,615 $6,709 $7,092 $7,497 $7,925 $8,378 $8,857
Softball
Competitive Existing Tournament $0.25 $1,190 $1,250 $1,313 $1,380 $1,450 $1,523 $1,600 $1,681 $1,766 $1,856
Competitive New Tournament $0.25 $883 $1,405 $1,988 $2,636 $3,356 $3,561 $3,778 $4,008 $4,252 $4,511
Local New Tournament $0.10 $342 $363 $385 $613 $650 $690 $732 $777 $824 $874
Total $2,415 $3,019 $3,687 $4,629 $5,457 $5,774 $6,110 $6,465 $6,842 $7,240
Football
Competitive Existing Tournament $0.25 $552 $580 $609 $640 $672 $707 $742 $780 $819 $861
Competitive New Tournament $0.25 $396 $420 $446 $709 $752 $798 $847 $898 $953 $1,011
Local New Tournament $0.10 $79 $84 $178 $189 $301 $319 $339 $359 $381 $404
Total $1,027 $1,084 $1,233 $1,539 $1,726 $1,824 $1,928 $2,038 $2,154 $2,276
Lacrosse
Competitive Existing Tournament $0.25 $395 $415 $436 $458 $481 $506 $531 $558 $587 $616
Competitive New Tournament $0.25 $346 $367 $778 $825 $876 $929 $985 $1,046 $1,109 $1,177
Local New Tournament $0.10 $67 $71 $74 $156 $164 $172 $181 $190 $199 $210
Total $808 $852 $1,288 $1,439 $1,521 $1,607 $1,698 $1,794 $1,895 $2,003
Other
Other Sporting Events $0.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Collier County Events $0.50 $775 $798 $1,644 $1,694 $2,617 $2,695 $3,702 $3,813 $3,927 $4,045
Other Non-Sport Events $1.00 $1,200 $1,236 $1,910 $1,967 $2,701 $2,782 $3,582 $3,690 $3,800 $3,914
Total $1,975 $2,034 $3,554 $3,661 $5,318 $5,478 $7,284 $7,502 $7,727 $7,959
Total Gross Novelty $13,524 $14,872 $18,770 $22,127 $26,477 $27,837 $30,912 $32,472 $34,116 $35,847
Source: Various Sports Organizations, Hunden Strategic Partners
As shown, novelty sales are only expected for tournaments, which are projected to generate nearly $36,000 in
revenue by the tenth year.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 14
The next table shows the net novelty revenue expected.
Table 9-11
Projected Net Novelty Revenue - Collier County Sports Complex
Novelty Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament $306 $321 $338 $473 $497 $522 $549 $576 $606 $636
Competitive New Tournament $141 $149 $158 $252 $267 $284 $301 $319 $339 $359
Local New Tournament $26 $54 $58 $61 $98 $103 $110 $116 $124 $131
Total $472 $525 $554 $787 $862 $909 $959 $1,012 $1,068 $1,127
Baseball
Competitive Existing Tournament $306 $321 $338 $355 $373 $392 $411 $432 $454 $477
Competitive New Tournament $265 $281 $373 $395 $503 $534 $567 $601 $638 $677
Local New Tournament $51 $54 $87 $92 $130 $138 $146 $155 $165 $175
Total $622 $657 $797 $842 $1,006 $1,064 $1,125 $1,189 $1,257 $1,329
Softball
Competitive Existing Tournament $179 $188 $197 $207 $217 $228 $240 $252 $265 $278
Competitive New Tournament $132 $211 $298 $395 $503 $534 $567 $601 $638 $677
Local New Tournament $51 $54 $58 $92 $98 $103 $110 $116 $124 $131
Total $362 $453 $553 $694 $818 $866 $916 $970 $1,026 $1,086
Football
Competitive Existing Tournament $83 $87 $91 $96 $101 $106 $111 $117 $123 $129
Competitive New Tournament $59 $63 $67 $106 $113 $120 $127 $135 $143 $152
Local New Tournament $12 $13 $27 $28 $45 $48 $51 $54 $57 $61
Total $154 $163 $185 $231 $259 $274 $289 $306 $323 $341
Lacrosse
Competitive Existing Tournament $59 $62 $65 $69 $72 $76 $80 $84 $88 $92
Competitive New Tournament $52 $55 $117 $124 $131 $139 $148 $157 $166 $177
Local New Tournament $10 $11 $11 $23 $25 $26 $27 $28 $30 $31
Total $121 $128 $193 $216 $228 $241 $255 $269 $284 $300
Other
Other Sporting Events $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Collier County Events $116 $120 $247 $254 $393 $404 $555 $572 $589 $607
Other Non-Sport Events $180 $185 $286 $295 $405 $417 $537 $553 $570 $587
Total $296 $305 $533 $549 $798 $822 $1,093 $1,125 $1,159 $1,194
Total Net Novelty $2,029 $2,231 $2,815 $3,319 $3,972 $4,176 $4,637 $4,871 $5,117 $5,377
Source: Various Sports Organizations, Hunden Strategic Partners
Novelties are expected to be highest during tournaments and it is assumed that 15 percent accrues to the
facility. Novelty revenues are expected to generate more than $5,000 by the tenth year.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 15
The following table shows the rental assumptions.
Table 9-12
Collier County Sports Complex Fee Schedule
Event Facility Rental*Rental Period
Soccer
Competitive Existing Tournament $300 Field per day
Competitive New Tournament $300 Field per day
Local New Tournament $300 Field per day
Youth Soccer Leagues (Spring & Fall)$40 Per hour
Camps/Programs $40 Per hour
Practices $40 Per hour
Adult Soccer Leagues (Spring & Fall)$40 Per hour
High School Regional/State Soccer Events*$0 Per hour
Baseball
Competitive Existing Tournament $300 Field per day
Competitive New Tournament $300 Field per day
Local New Tournament $300 Field per day
Youth Baseball Leagues (Spring & Fall)$40 Per hour
Camps/Programs $40 Per hour
Practices $40 Per hour
High School Regional/State Baseball Events*$0 Per hour
Softball
Competitive Existing Tournament $300 Field per day
Competitive New Tournament $300 Field per day
Local New Tournament $300 Field per day
Youth Softball Leagues (Spring & Fall)$40 Per hour
Practices $40 Per hour
Practices $40 Per hour
Adult Softball Leagues (Spring & Fall)$40 Per hour
High School Regional/State Softball Events*$0 Per hour
Football
Competitive Existing Tournament $300 Field per day
Competitive New Tournament $300 Field per day
Local New Tournament $300 Field per day
Youth Football Leagues (Spring & Fall)$40 Per hour
Camps/Programs $40 Per hour
Practices $40 Per hour
High School Regional/State Football Events*$0 Per hour
Lacrosse
Competitive Existing Tournament $300 Field per day
Competitive New Tournament $300 Field per day
Local New Tournament $300 Field per day
Youth Lacrosse Leagues (Spring)$40 Per hour
Camps/Programs $40 Per hour
Practices $40 Per hour
High School Regional/State Lacrosse Events*$0 Per hour
Other
Other Sporting Events $40 Per hour
Collier County Events $2,000 Per day
Other Non-Sport Events $2,000 Per day
*Rates include lights until 10pm
Source: Collier County Parks & Recreation Department, Various Organizations, Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 16
As shown, there are hourly and daily fees that drive the rental revenue. The projected fee schedule is based
on current comparable facilities’ rental fees, Collier County Parks and Recreation fees and organizations’
participation fees.
The next table shows the rent detail for the sports complex.
Table 9-13
Rental Fee Assumptions - Collier County Sports Complex
Field Rentals
Soccer
Competitive Existing Tournament
Competitive New Tournament
Local New Tournament
Youth Soccer Leagues (Spring & Fall)
Camps/Programs
Practices
Adult Soccer Leagues (Spring & Fall)
High School Regional/State Soccer Events*
Total
Baseball
Competitive Existing Tournament
Competitive New Tournament
Local New Tournament
Youth Baseball Leagues (Spring & Fall)
Camps/Programs
Practices
High School Regional/State Baseball Events*
Total
Softball
Competitive Existing Tournament
Competitive New Tournament
Local New Tournament
Youth Softball Leagues (Spring & Fall)
Camps/Programs
Practices
Adult Softball Leagues (Spring & Fall)
High School Regional/State Softball Events*
Total
Football
Competitive Existing Tournament
Competitive New Tournament
Local New Tournament
Youth Football Leagues (Spring & Fall)
Camps/Programs
Practices
High School Regional/State Football Events*
Total
Lacrosse
Competitive Existing Tournament
Competitive New Tournament
Local New Tournament
Youth Lacrosse Leagues (Spring)
Camps/Programs
Practices
High School Regional/State Lacrosse Events*
Total
Rental Fee Assumptions - Collier County Sports Complex
Field Rentals
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
$18,000 $18,540 $19,096 $26,225 $27,012 $27,823 $28,657 $29,517 $30,402 $31,315
$9,600 $9,888 $10,185 $15,735 $16,207 $16,694 $17,194 $17,710 $18,241 $18,789
$4,800 $9,888 $10,185 $10,490 $16,207 $16,694 $17,194 $17,710 $18,241 $18,789
$38,400 $39,552 $40,739 $41,961 $43,220 $44,516 $45,852 $47,227 $48,644 $50,103
$15,360 $21,094 $27,159 $27,974 $28,813 $29,677 $30,568 $31,485 $32,429 $33,402
$44,800 $46,144 $47,528 $48,954 $50,423 $51,935 $53,494 $55,098 $56,751 $58,454
$25,600 $26,368 $27,159 $27,974 $28,813 $29,677 $30,568 $31,485 $32,429 $33,402
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$156,560 $171,474 $182,050 $199,313 $210,695 $217,016 $223,527 $230,232 $237,139 $244,254
$21,600 $22,248 $22,915 $23,603 $24,311 $25,040 $25,792 $26,565 $27,362 $28,183
$24,000 $24,720 $31,827 $32,782 $40,518 $41,734 $42,986 $44,275 $45,604 $46,972
$9,600 $9,888 $15,277 $15,735 $21,610 $22,258 $22,926 $23,614 $24,322 $25,052
$38,400 $39,552 $40,739 $41,961 $43,220 $44,516 $45,852 $47,227 $48,644 $50,103
$23,040 $39,552 $48,886 $50,353 $51,863 $53,419 $55,022 $56,673 $58,373 $60,124
$89,600 $92,288 $95,057 $97,908 $100,846 $103,871 $106,987 $110,197 $113,503 $116,908
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$206,240 $228,248 $254,701 $262,342 $282,368 $290,839 $299,564 $308,551 $317,807 $327,341
$14,400 $14,832 $15,277 $15,735 $16,207 $16,694 $17,194 $17,710 $18,241 $18,789
$12,000 $18,540 $25,462 $32,782 $40,518 $41,734 $42,986 $44,275 $45,604 $46,972
$9,600 $9,888 $10,185 $15,735 $16,207 $16,694 $17,194 $17,710 $18,241 $18,789
$38,400 $39,552 $40,739 $41,961 $43,220 $44,516 $45,852 $47,227 $48,644 $50,103
$23,040 $31,642 $40,739 $41,961 $43,220 $44,516 $45,852 $47,227 $48,644 $50,103
$44,800 $46,144 $47,528 $48,954 $50,423 $51,935 $53,494 $55,098 $56,751 $58,454
$19,200 $19,776 $20,369 $20,980 $21,610 $22,258 $22,926 $23,614 $24,322 $25,052
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$161,440 $180,374 $200,298 $218,108 $231,405 $238,347 $245,497 $252,862 $260,448 $268,261
$6,000 $6,180 $6,365 $6,556 $6,753 $6,956 $7,164 $7,379 $7,601 $7,829
$4,800 $4,944 $5,092 $7,868 $8,104 $8,347 $8,597 $8,855 $9,121 $9,394
$2,400 $2,472 $5,092 $5,245 $8,104 $8,347 $8,597 $8,855 $9,121 $9,394
$1,600 $1,648 $1,697 $1,748 $1,801 $1,855 $1,910 $1,968 $2,027 $2,088
$3,840 $5,274 $6,790 $6,993 $7,203 $7,419 $7,642 $7,871 $8,107 $8,351
$3,840 $3,955 $4,074 $4,196 $4,322 $4,452 $4,585 $4,723 $4,864 $5,010
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$22,480 $24,473 $29,111 $32,607 $36,286 $37,375 $38,496 $39,651 $40,841 $42,066
$4,800 $4,944 $5,092 $5,245 $5,402 $5,565 $5,731 $5,903 $6,080 $6,263
$4,800 $4,944 $10,185 $10,490 $10,805 $11,129 $11,463 $11,807 $12,161 $12,526
$2,400 $2,472 $2,546 $5,245 $5,402 $5,565 $5,731 $5,903 $6,080 $6,263
$12,800 $13,184 $13,580 $13,987 $14,407 $14,839 $15,284 $15,742 $16,215 $16,701
$15,360 $23,731 $32,591 $33,569 $34,576 $35,613 $36,681 $37,782 $38,915 $40,083
$19,200 $19,776 $20,369 $20,980 $21,610 $22,258 $22,926 $23,614 $24,322 $25,052
$0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$59,360 $69,051 $84,363 $89,516 $92,202 $94,968 $97,817 $100,751 $103,774 $106,887
Other
Other Sporting Events
Collier County Events
Other Non-Sport Events
Total
Total Rental Revenue
Source: Various Sports Organizations, Hunden Strategic Partners
$1,600 $2,472 $3,395 $3,497 $3,602 $3,710 $3,821 $3,936 $4,054 $4,175
$2,000 $2,060 $4,244 $4,371 $6,753 $6,956 $9,552 $9,839 $10,134 $10,438
$4,000 $4,120 $6,365 $6,556 $9,004 $9,274 $11,941 $12,299 $12,668 $13,048
$7,600 $8,652 $14,004 $14,424 $19,359 $19,940 $25,314 $26,073 $26,856 $27,661
$613,680 $682,272 $764,527 $816,311 $872,314 $898,484 $930,215 $958,121 $986,865 $1,016,471
Source: Various Sports Organizations, Hunden Strategic Partners
In total, there are many factors that contribute to revenue and expense. In order for the sports complex to
minimize its operating deficit and improve its cost recovery as an enterprise, an entrepreneurial and
businesslike mindset will be necessary to promote and fill the complex with users on a year-round basis.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 17
More and more events are implementing the “stay to play” model. The general concept calls for teams to
either stay in a tournament approved hotel or else they may not be accepted to the event. Although it is
becoming more common for events to implement “stay to play”, it tends to be the business-minded, farsighted
tournament directors and organizations that actually consistently implement it. These leaders are most
interested in building a successful tournament business model that can perform well year after year in any
economy. They likely will take some of the savings on venue costs and increased rebate revenue and reinvest
it back into their event to enhance it, improve the competition, and make it a more in-demand tournament for
teams to attend. The events and/or housing services that have successfully implemented “stay to play” make
sure the hotel choices offered have a broad set of locations, amenities and rate ranges to satisfy the biggest
number of teams.
Potential Revenue Sources
Communities are continually looking for new revenue sources to help offset the ongoing operating and
maintenance costs of athletic facilities. More facilities are turning to methods that focus on the individuals,
visitors and groups using the facilities.
Naming Rights / Sponsorships
Given the large potential revenue amounts associated with advertising, sponsorship and potential naming
rights, these are key factors to a successful fiscally sound operation.
The following table shows recent naming rights agreements for youth sports complexes since 2007.
Table 9-14
Naming Rights - Youth Sports Complexes
Facility Location Amount Term (years)Annual Amount Year
Scheels Overland Park Soccer Complex Overland Park, KS $625,000 5 $125,000 2015
Deaconess Sports Park Evansville, IN $500,000 8 $62,500 2015
Eastbay Sports Complex Wausau, WI $125,000 5 $25,000 2015
Grand Park (Pepsi Pouring Rights)Westfield, IN $2,000,000 10 $200,000 2013
Art Van Sports Complex Grand Rapids, MI $1,800,000 NA --2012
WakeMed Soccer Park Cary, NC $945,000 3 $315,000 2012
State Farm Sports Village Bakersfield, CA $500,000 5 $100,000 2011
Toyota of Lewisville Railroad Park Lewisville, TX $1,500,000 10 $150,000 2010
U.S. Cellular Community Park Medford, OR $650,000 6 $108,333 2008
Citizens Bank Fields at Progin Park Lancaster, MA Not Disclosed 5 --2007
Average $960,556 6 $135,729
Source: HSP, Various Sports Organizations
As shown above, all of the naming rights agreements are for more than $100,000. The annual amount for
these agreements ranges from $25,000 up to $315,000 per year, with the average being $135,000. The
sports complex range in size and facilities offered. The Grand Park sponsorship with Pepsi is a $200,000 per
year agreement for pouring rights at the sports complex. More and more sports complexes are seeking out
naming rights and sponsorship agreements in order to offset operating costs and even construction costs.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 18
Gate Revenue
Similar to sponsorships, gate revenue is still a relatively new revenue source that facilities are beginning to
explore as a way to offset operating costs and assist with capital improvements. Other communities have
taken the opposite approach by making policy decisions that community assets such as sports complexes will
not levy gate or parking fees. This will be a decision for community leadership to decide.
The following table shows the gate revenue generated from spectators attending tournaments and other high
profile events.
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 19
Table 9-15
Projected Gate Revenue - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Gate Fee $5.00 $5.00 $5.00 $5.00 $5.00 $5.00 $5.00 $5.00 $5.00 $5.00
Gate Expenses 20%20%20%20%20%20%20%20%20%20%
Soccer
Competitive Existing Tournament
Total Attendee Days 12,240 12,485 12,734 17,319 17,665 18,019 18,379 18,747 19,121 19,504
Gross Revenue $61,200 $62,424 $63,672 $86,595 $88,326 $90,093 $91,895 $93,733 $95,607 $97,520
Competitive New Tournament
Total Attendee Days 4,243 4,370 4,502 6,955 7,164 7,379 7,600 7,828 8,063 8,305
Gross Revenue $21,216 $21,852 $22,508 $34,775 $35,818 $36,893 $38,000 $39,140 $40,314 $41,523
Local New Tournament
Total Attendee Days 1,934 3,985 4,104 4,228 6,532 6,727 6,929 7,137 7,351 7,572
Gross Revenue $9,672 $19,924 $20,522 $21,138 $32,658 $33,637 $34,647 $35,686 $36,757 $37,859
High School Regional/State Soccer Events*
Total Attendee Days 213 213 320 320 320 426 426 426 426 426
Gross Revenue $1,066 $1,066 $1,599 $1,599 $1,599 $2,132 $2,132 $2,132 $2,132 $2,132
Soccer Total $93,154 $105,267 $108,302 $144,106 $158,401 $162,755 $166,673 $170,690 $174,810 $179,034
Baseball
Competitive Existing Tournament
Total Attendee Days 14,688 14,982 15,281 15,587 15,899 16,217 16,541 16,872 17,209 17,554
Gross Revenue $73,440 $74,909 $76,407 $77,935 $79,494 $81,084 $82,705 $84,359 $86,047 $87,768
Competitive New Tournament
Total Attendee Days 9,984 3,560 7,333 7,553 7,780 8,013 8,253 8,501 8,756 9,019
Gross Revenue $49,920 $17,798 $36,665 $37,765 $38,898 $40,065 $41,266 $42,504 $43,780 $45,093
Local New Tournament
Total Attendee Days 3,869 1,371 1,398 2,853 2,910 2,968 3,027 3,088 3,149 3,212
Gross Revenue $19,344 $6,854 $6,991 $14,263 $14,548 $14,839 $15,136 $15,438 $15,747 $16,062
High School Regional/State Baseball Events*
Total Attendee Days 218 218 328 328 437 437 437 437 437 437
Gross Revenue $1,092 $1,092 $1,638 $1,638 $2,184 $2,184 $2,184 $2,184 $2,184 $2,184
Baseball Total $143,796 $100,654 $121,701 $131,600 $135,123 $138,171 $141,291 $144,486 $147,757 $151,107
Softball
Competitive Existing Tournament
Total Spectators 2,856 2,913 2,971 3,031 3,091 3,153 3,216 3,281 3,346 3,413
Days 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Total Attendee Days 8,568 8,739 8,914 9,092 9,274 9,460 9,649 9,842 10,039 10,240
Gross Revenue $42,840 $43,697 $44,571 $45,462 $46,371 $47,299 $48,245 $49,210 $50,194 $51,198
Competitive New Tournament
Total Attendee Days 4,992 7,713 10,592 13,637 16,856 17,361 17,882 18,419 18,971 19,540
Gross Revenue $24,960 $38,563 $52,960 $68,186 $84,278 $86,806 $89,411 $92,093 $94,856 $97,701
Local New Tournament
Total Attendee Days 3,869 3,985 4,104 6,341 6,532 6,727 6,929 7,137 7,351 7,572
Gross Revenue $19,344 $19,924 $20,522 $31,707 $32,658 $33,637 $34,647 $35,686 $36,757 $37,859
High School Regional/State Softball Events*
Total Attendee Days 203 203 203 203 304 304 304 304 304 304
Gross Revenue $1,014 $1,014 $1,014 $1,014 $1,521 $1,521 $1,521 $1,521 $1,521 $1,521
Softball Total $88,158 $103,198 $119,067 $146,369 $164,828 $169,264 $173,823 $178,510 $183,327 $188,279
Football
Competitive Existing Tournament
Total Attendee Days 3,120 3,182 3,246 3,311 3,377 3,445 3,514 3,584 3,656 3,729
Gross Revenue $15,600 $15,912 $16,230 $16,555 $16,886 $17,224 $17,568 $17,919 $18,278 $18,643
Competitive New Tournament
Total Attendee Days 1,728 1,780 1,833 2,832 2,917 3,005 3,095 3,188 3,283 3,382
Gross Revenue $8,640 $8,899 $9,166 $14,162 $14,587 $15,024 $15,475 $15,939 $16,417 $16,910
Local New Tournament
Total Attendee Days 864 890 1,833 1,888 2,917 3,005 3,095 3,188 3,283 3,382
Gross Revenue $4,320 $4,450 $9,166 $9,441 $14,587 $15,024 $15,475 $15,939 $16,417 $16,910
High School Regional/State Football Events*
Total Attendee Days 0 0 0 0 0 0 0 0 0 0
Gross Revenue $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Football Total $28,560 $29,261 $34,563 $40,158 $46,059 $47,272 $48,518 $49,798 $51,113 $52,463
Lacrosse
Competitive Existing Tournament
Total Attendee Days 1,946 1,985 2,024 2,065 2,106 2,148 2,191 2,235 2,280 2,325
Gross Revenue $9,728 $9,923 $10,121 $10,323 $10,530 $10,740 $10,955 $11,174 $11,398 $11,626
Competitive New Tournament
Total Attendee Days 1,613 1,661 3,422 3,525 3,630 3,739 3,852 3,967 4,086 4,209
Gross Revenue $8,064 $8,306 $17,110 $17,624 $18,152 $18,697 $19,258 $19,835 $20,430 $21,043
Local New Tournament
Total Attendee Days 784 800 816 1,664 1,697 1,731 1,766 1,801 1,837 1,874
Gross Revenue $3,920 $3,998 $4,078 $8,320 $8,486 $8,656 $8,829 $9,006 $9,186 $9,370
High School Regional/State Lacrosse Events*
Total Attendee Days 109 109 218 218 218 218 218 218 218 218
Gross Revenue $546 $546 $1,092 $1,092 $1,092 $1,092 $1,092 $1,092 $1,092 $1,092
Softball Total $22,258 $22,773 $32,402 $37,359 $38,260 $39,185 $40,134 $41,108 $42,106 $43,131
Other
Collier County Events
Total Attendee Days 1,050 1,050 2,100 2,100 3,150 3,150 4,200 4,200 4,200 4,200
Gross Revenue $5,250 $5,250 $10,500 $10,500 $15,750 $15,750 $21,000 $21,000 $21,000 $21,000
Other Non-Sport Events
Total Attendee Days 600 600 900 900 1,200 1,200 1,500 1,500 1,500 1,500
Gross Revenue $3,000 $3,000 $4,500 $4,500 $6,000 $6,000 $7,500 $7,500 $7,500 $7,500
Other Total $8,250 $8,250 $15,000 $15,000 $21,750 $21,750 $28,500 $28,500 $28,500 $28,500
Expected Gross Gate Revenue 384,176$ 369,402$ 431,034$ 514,592$ 564,422$ 578,397$ 598,940$ 613,092$ 627,613$ 642,514$
Gate Expense 76,835$ 73,880$ 86,207$ 102,918$ 112,884$ 115,679$ 119,788$ 122,618$ 125,523$ 128,503$
Net Gate Revenue to Facility 307,341$ 295,522$ 344,827$ 411,674$ 451,538$ 462,718$ 479,152$ 490,473$ 502,090$ 514,011$
Source: Hunden Strategic Partners
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 20
Based on the projected demand, net gate revenue is expected to increase from more than $307,000 in year
one to approximately $514,000 in year ten. The gate fee is assumed to be $5 and charged to each car that
enters the facility for tournament and other high-profile events. The gate related expenses is assumed to be
20 percent of expected gross gate revenues.
Hotel Room Rebates
The following table provides hotel room night revenue share scenarios for the sports complex. The scenarios
compare the revenue potential generated from a room night rebate of $5, $8, $10 and $20 per room, per night
that is booked as part of the events room block.
Table 9-16
Collier County Sports Complex - Hotel Room Revenue Share
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Total
Room Nights 18,516 19,890 22,635 26,312 29,305 30,046 30,870 31,646 32,441 33,258 274,918
$5/room $5.00 $92,580 $99,448 $113,174 $131,558 $146,525 $150,231 $154,352 $158,228 $162,207 $166,291 $1,374,592
Scenario A
Facility Share 100%$92,580 $99,448 $113,174 $131,558 $146,525 $150,231 $154,352 $158,228 $162,207 $166,291 $1,374,592
Non-Facilty Share 0%$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Scenario B
Facility Share 80%$74,064 $79,559 $90,539 $105,247 $117,220 $120,185 $123,481 $126,582 $129,765 $133,032 $1,099,674
Non-Facilty Share 20%$18,516 $19,890 $22,635 $26,312 $29,305 $30,046 $30,870 $31,646 $32,441 $33,258 $274,918
Scenario C
Facility Share 70%$64,806 $69,614 $79,221 $92,091 $102,567 $105,161 $108,046 $110,760 $113,545 $116,403 $962,215
Non-Facilty Share 30%$27,774 $29,834 $33,952 $39,467 $43,957 $45,069 $46,306 $47,468 $48,662 $49,887 $412,378
$8/room $8.00 $148,127 $159,117 $181,078 $210,493 $234,440 $240,369 $246,963 $253,165 $259,531 $266,065 $2,061,889
Scenario A
Facility Share 100%$148,127 $159,117 $181,078 $210,493 $234,440 $240,369 $246,963 $253,165 $259,531 $266,065 $2,061,889
Non-Facilty Share 0%$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Scenario B
Facility Share 80%$118,502 $127,294 $144,862 $168,395 $187,552 $192,295 $197,570 $202,532 $207,625 $212,852 $1,649,511
Non-Facilty Share 20%$29,625 $31,823 $36,216 $42,099 $46,888 $48,074 $49,393 $50,633 $51,906 $53,213 $412,378
Scenario C
Facility Share 70%$103,689 $111,382 $126,754 $147,345 $164,108 $168,258 $172,874 $177,215 $181,672 $186,245 $1,443,322
Non-Facilty Share 30%$44,438 $47,735 $54,323 $63,148 $70,332 $72,111 $74,089 $75,949 $77,859 $79,819 $618,567
$10/room $10.00 $185,159 $198,896 $226,347 $263,117 $293,050 $300,461 $308,704 $316,456 $324,413 $332,581 $2,749,185
Scenario A
Facility Share 100%$185,159 $198,896 $226,347 $263,117 $293,050 $300,461 $308,704 $316,456 $324,413 $332,581 $2,749,185
Non-Facilty Share 0%$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Scenario B
Facility Share 80%$148,127 $159,117 $181,078 $210,493 $234,440 $240,369 $246,963 $253,165 $259,531 $266,065 $2,199,348
Non-Facilty Share 20%$37,032 $39,779 $45,269 $52,623 $58,610 $60,092 $61,741 $63,291 $64,883 $66,516 $549,837
Scenario C
Facility Share 70%$129,611 $139,228 $158,443 $184,182 $205,135 $210,323 $216,092 $221,519 $227,089 $232,807 $1,924,429
Non-Facilty Share 30%$55,548 $59,669 $67,904 $78,935 $87,915 $90,138 $92,611 $94,937 $97,324 $99,774 $824,755
$20/room $20.00 $370,318 $397,793 $452,694 $526,233 $586,100 $600,923 $617,407 $632,912 $648,827 $665,162 $5,498,370
Scenario A
Facility Share 100%$370,318 $397,793 $452,694 $526,233 $586,100 $600,923 $617,407 $632,912 $648,827 $665,162 $5,498,370
Non-Facilty Share 0%$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Scenario B
Facility Share 80%$296,255 $318,234 $362,155 $420,987 $468,880 $480,738 $493,926 $506,330 $519,062 $532,130 $4,398,696
Non-Facilty Share 20%$74,064 $79,559 $90,539 $105,247 $117,220 $120,185 $123,481 $126,582 $129,765 $133,032 $1,099,674
Scenario C
Facility Share 70%$259,223 $278,455 $316,886 $368,363 $410,270 $420,646 $432,185 $443,039 $454,179 $465,614 $3,848,859
Non-Facilty Share 30%$111,095 $119,338 $135,808 $157,870 $175,830 $180,277 $185,222 $189,874 $194,648 $199,549 $1,649,511
Source: Hunden Strategic Partners
Based on the number of room nights generated from the facility for other room rebate scenarios, $5 per room
night will generate approximately $1.7 million over the ten-year period, while $10 per room night will generate
Collier County Sports Market & Needs Assessment Study Chapter 9 - Page 21
$3.5 million and $20 per room will generate $6.9 million. Assuming $10 per room night and an 80 percent
facility share, the sports complex’s share is expected to increase from $148,000 in year one to approximately
$266,000 in year ten. The facility share of the total revenue is 80 percent, while 20 percent is assumed to go
to marketing of the facility by the CVB, Sports Council or other entity. Based on the number of room nights
generated, the facility is expected to realize approximately $2.2 million from hotel room rebates in this
scenario.
Although the projected hotel room night revenue share is not included in the proposed proforma for the sports
complex, it is an additional revenue source that could minimize the operating deficit. Hotel room rebates are
quickly becoming commonplace for event organizers to generate revenue as well as generate marketing
dollars for CVBs, sports commissions and other entities to promote the venue and market.
TABLE OF CONTENTS
------------ Executive Summary
Chapter 1 Collier County Facilities Overview
Chapter 2 Economic and Demographic Analysis of Collier County
Chapter 3 Local Sports Facility Supply and Demand Analysis
Chapter 4 Regional Sports Facility Supply Analysis
Chapter 5 Tournament Opportunity Analysis
Chapter 6 Hotel Market Overview
Chapter 7 Recommendations
Chapter 8 Sports Marketing Plan
Chapter 9 Demand and Financial Projections
Chapter 10 Economic, Fiscal and Employment Impact Analysis
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 2
ECONOMIC, FISCAL & EMPLOYMENT IMPACT ANALYSIS
While many facilities that draw tourists and visitors only break even or even lose money from operations (such
as convention centers, sports facilities, etc.), the impact of the visitors on the community can be significant.
The impact from spending on hotels, restaurants, stores and gas stations can generate hundreds of jobs and
large tax benefits from local use taxes.
While the gross operations of the Project will generate tourism development tax (TDT) and will support a new
jobs onsite, the critical analysis is to determine the amount of net new spending generated by the Project and
what that supports in net earnings, jobs and what it generates in net new taxes. In this chapter, the net new
Collier County impacts are assessed.
The basis for the impacts will be the net new room nights generated due to the Project as well as the
incremental spending associated with existing visitors who spend more because of their visit to the Project.
The net new visitors may be staying in other hotels as well, like sports teams that now are coming to Collier
County because tournaments can now happen as well as elsewhere that otherwise would not have occurred.
HSP modeled the sports complex and based on the projection of the proforma, additional impact data was
derived. The key components of visitation and spending are generated by overnight stays as well as day trips.
Given the cost of having kids in travel-sports or in tournaments, many will drive in and out the same day if
possible, even if they need to drive an hour or more each way, multiple days. However, for regional and
national tournaments, many will need to spend one or more nights in local hotels.
HSP uses the IMPLAN input-output multiplier model, which determines the level of additional activity in the
economy due to additional inputs. For example, for every dollar of direct new spending in Collier County, the
IMPLAN model provides multipliers for the indirect and induced spending that will result.
Net New and Recaptured Room Nights and Room Revenue
The following table shows the number of room nights generated from each user group.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 3
Table 10-1
Projected Room Nights Generated - Collier County Sports Complex
%
Overnight
People/
Room
Nights
per Event Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 60%2.9 2.5 4,221 4,305 4,391 5,972 6,091 6,213 6,338 6,464 6,594 6,725
Competitive New Tournament 50%2.9 2 1,294 1,333 1,373 2,122 2,185 2,251 2,318 2,388 2,459 2,533
Local New Tournament 25%2.3 2 372 766 789 813 1,256 1,294 1,333 1,373 1,414 1,456
High School Regional/State Soccer Events*10%2.9 1 13 13 20 20 20 26 26 26 26 26
Total 5,900 6,418 6,573 8,926 9,552 9,784 10,014 10,251 10,493 10,741
Baseball
Competitive Existing Tournament 60%2.9 3 5,065 5,166 5,269 5,375 5,482 5,592 5,704 5,818 5,934 6,053
Competitive New Tournament 50%2.9 2.5 3,046 3,137 4,039 4,160 5,142 5,296 5,455 5,618 5,787 5,961
Local New Tournament 30%2.3 2 893 920 1,421 1,463 2,010 2,070 2,132 2,196 2,262 2,330
High School Regional/State Baseball Events*10%2.9 1 13 13 20 20 27 27 27 27 27 27
Total 9,016 9,236 10,749 11,018 12,660 12,985 13,317 13,659 14,010 14,370
Softball
Competitive Existing Tournament 60%2.9 3 2,954 3,014 3,074 3,135 3,198 3,262 3,327 3,394 3,462 3,531
Competitive New Tournament 50%2.9 2.5 1,523 2,353 3,231 4,160 5,142 5,296 5,455 5,618 5,787 5,961
Local New Tournament 30%2.3 2 893 920 947 1,463 1,507 1,552 1,599 1,647 1,696 1,747
High School Regional/State Softball Events*10%2.9 1 12 12 12 12 19 19 19 19 19 19
Total 5,382 6,298 7,264 8,771 9,866 10,129 10,400 10,678 10,964 11,257
Football
Competitive Existing Tournament 50%2.9 2.5 952 971 990 1,010 1,030 1,051 1,072 1,093 1,115 1,137
Competitive New Tournament 30%2.3 2 413 426 438 677 698 719 740 762 785 809
Local New Tournament 25%2.3 2 172 177 365 376 581 599 617 635 654 674
Total 1,537 1,574 1,794 2,064 2,309 2,368 2,429 2,491 2,555 2,620
Lacrosse
Competitive Existing Tournament 55%2.9 2 600 612 624 636 649 662 675 689 703 717
Competitive New Tournament 45%2.9 2 429 442 910 938 966 995 1,025 1,055 1,087 1,120
Local New Tournament 25%2.3 2 146 149 152 310 316 323 329 336 342 349
High School Regional/State Lacrosse Events*10%2.9 1 7 7 13 13 13 13 13 13 13 13
Total 1,181 1,209 1,699 1,897 1,944 1,993 2,042 2,093 2,145 2,199
Other
Other Sporting Events 0%2.1 1 0 0 0 0 0 0 0 0 0 0
Collier County Events 5%2.6 1.5 45 45 89 89 134 134 179 179 179 179
Other Non-Sport Events 20%2.9 1 83 83 124 124 166 166 207 207 207 207
Total 127 127 214 214 300 300 386 386 386 386
23,145 24,862 28,293 32,890 36,631 37,558 38,588 39,557 40,552 41,573
Source: Various Sports Organizations, Hunden Strategic Partners
As shown, there are projected to be more than 41,000 room nights generated by the tenth year. Most are
assumed to be generated by baseball, softball and soccer tournaments. While not all will be captured in
Collier County, many will and these will generate significant impact locally.
The next table shows the number of day trips generated by the sports complex.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 4
Table 10-2
Projected Day Trips Generated - Collier County Sports Complex
% Day Trip
Days
per Event Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Soccer
Competitive Existing Tournament 40%2.5 8,160 8,323 8,490 11,546 11,777 12,012 12,253 12,498 12,748 13,003
Competitive New Tournament 50%2 3,754 3,866 3,982 6,152 6,337 6,527 6,723 6,925 7,132 7,346
Local New Tournament 75%2 2,567 5,288 5,446 5,610 8,667 8,927 9,195 9,471 9,755 10,047
Youth Soccer Leagues (Spring & Fall)100%2 65,578 65,578 65,578 65,578 65,578 65,578 65,578 65,578 65,578 65,578
Camps/Programs 100%4 3,538 4,764 6,015 6,075 6,135 6,197 6,259 6,321 6,385 6,448
Practices 100%2 18,295 18,295 18,295 18,295 18,295 18,295 18,295 18,295 18,295 18,295
Adult Soccer Leagues (Spring & Fall)100%2 10,296 10,296 10,296 10,296 10,296 10,296 10,296 10,296 10,296 10,296
High School Regional/State Soccer Events*90%1 339 339 509 509 509 679 679 679 679 679
Total 112,526 116,749 118,611 124,061 127,594 128,511 129,277 130,062 130,867 131,692
Baseball
Competitive Existing Tournament 40%3 9,792 9,988 10,188 10,391 10,599 10,811 11,027 11,248 11,473 11,702
Competitive New Tournament 50%2.5 8,832 9,097 11,712 12,064 14,911 15,358 15,819 16,293 16,782 17,286
Local New Tournament 70%2 4,791 4,935 7,625 7,853 10,785 11,109 11,442 11,786 12,139 12,503
Youth Baseball Leagues (Spring & Fall)100%2 46,368 46,368 46,368 46,368 46,368 46,368 46,368 46,368 46,368 46,368
Camps/Programs 100%4 3,538 5,955 7,217 7,290 7,362 7,436 7,510 7,586 7,661 7,738
Practices 100%2 13,398 13,398 13,398 13,398 13,398 13,398 13,398 13,398 13,398 13,398
High School Regional/State Baseball Events*90%1 348 348 522 522 696 696 696 696 696 696
Total 86,719 89,741 96,508 97,364 103,424 104,480 105,565 106,678 107,822 108,995
Softball
Competitive Existing Tournament 40%3 5,712 5,826 5,943 6,062 6,183 6,307 6,433 6,561 6,693 6,826
Competitive New Tournament 50%2.5 4,416 6,823 9,370 12,064 14,911 15,358 15,819 16,293 16,782 17,286
Local New Tournament 70%2 4,791 4,935 5,083 7,853 8,089 8,332 8,582 8,839 9,104 9,377
Youth Softball Leagues (Spring & Fall)100%2 54,648 54,648 54,648 54,648 54,648 54,648 54,648 54,648 54,648 54,648
Camps/Programs 100%4 3,538 4,764 6,015 6,075 6,135 6,197 6,259 6,321 6,385 6,448
Practices 100%2 15,246 15,246 15,246 15,246 15,246 15,246 15,246 15,246 15,246 15,246
Adult Softball Leagues (Spring & Fall)100%1 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280 17,280
High School Regional/State Softball Events*90%1 323 323 323 323 484 484 484 484 484 484
Total 105,954 109,845 113,907 119,550 122,976 123,851 124,750 125,674 126,622 127,596
Football
Competitive Existing Tournament 50%2.5 2,760 2,815 2,872 2,929 2,988 3,047 3,108 3,170 3,234 3,298
Competitive New Tournament 70%2 2,218 2,284 2,353 3,635 3,744 3,856 3,972 4,091 4,214 4,340
Local New Tournament 75%2 1,188 1,224 2,521 2,596 4,011 4,132 4,256 4,383 4,515 4,650
Youth Football Leagues (Spring & Fall)100%1 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192 5,192
Camps/Programs 100%4 4,224 5,688 7,182 7,253 7,326 7,399 7,473 7,548 7,623 7,700
Practices 100%2 3,010 3,010 3,010 3,010 3,010 3,010 3,010 3,010 3,010 3,010
High School Regional/State Football Events*90%1 0 0 0 0 0 0 0 0 0 0
Total 18,591 20,213 23,128 24,615 26,270 26,636 27,010 27,394 27,787 28,190
Lacrosse
Competitive Existing Tournament 45%2 1,423 1,451 1,480 1,510 1,540 1,571 1,602 1,634 1,667 1,700
Competitive New Tournament 55%2 1,521 1,566 3,226 3,323 3,423 3,526 3,631 3,740 3,853 3,968
Local New Tournament 75%2 1,008 1,028 1,049 2,139 2,182 2,226 2,270 2,316 2,362 2,409
Youth Lacrosse Leagues (Spring)100%1 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643 3,643
Camps/Programs 100%4 1,408 2,133 2,873 2,901 2,930 2,960 2,989 3,019 3,049 3,080
Practices 100%1 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614 2,614
High School Regional/State Lacrosse Events*90%1 174 174 348 348 348 348 348 348 348 348
Total 11,790 12,609 15,233 16,478 16,680 16,887 17,098 17,314 17,535 17,762
Other
Other Sporting Events 100%1 730 1,116 1,518 1,549 1,579 1,611 1,643 1,676 1,710 1,744
Collier County Events 95%1.5 2,209 2,209 4,418 4,418 6,626 6,626 8,835 8,835 8,835 8,835
Other Non-Sport Events 80%1 960 960 1,440 1,440 1,920 1,920 2,400 2,400 2,400 2,400
Total 3,898 4,285 7,376 7,406 10,126 10,157 12,878 12,911 12,945 12,979
339,479 353,442 374,762 389,475 407,070 410,522 416,578 420,033 423,578 427,215
Source: Various Sports Organizations, Hunden Strategic Partners
Approximately 427,000 visitor days are expected by the tenth year and approximately 69 percent are
expected to be residents from the Collier County area, which are not included as new impact. However, there
are expected to be between 95,000 and 136,000 non-local visitors day trips.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 5
This section analyzes the economic, fiscal and employment benefits that would accrue to the Collier County
area by the activities at the sports complex. It also reviews the potential economic and fiscal impacts induced
through the construction of the project.
HSP only counts net new spending to the community, not recycled spending by local users. The basis for
counting spending is based on new overnight visitor days and new daytrip visitor days.
The assumptions for each type of spending create the total incremental spending associated with the sports
complex. The following table shows the net new visitor days and overnights as well as the resulting new hotel
room nights, which serve as the basis for the impact model.
Table 10-3
Net New Visitors and Room Nights
Year 1 Year 2 Year 3 Year 4 Year 5
New Daytrip Visitor Days 242,964 101,739 109,776 117,744 126,033
New Overnight Visitor Days 46,290 49,724 56,587 65,779 73,262
New Hotel Room Nights (Local)18,516 19,890 22,635 26,312 29,305
Source: Hunden Strategic Partners
Net New Visitors and Room Nights
Year 10
135,651
83,145
33,258
Net New Visitors and Room Nights
Year 15
135,651
83,145
33,258
Net New Visitors and Room Nights
Year 20 Total
135,651 2,714,076
83,145 1,518,749
33,258 607,500
Over the next twenty-year period, nearly 2.7 million new daytrip visitor days and approximately 1.5 million
overnight visitor days are expected in area. This should result in approximately 607,500 new hotel room
nights in the Collier County area over the period. Approximately 80 percent of room nights generated is
expected to be captured in Collier County.
Daily Spending
There will also be daytrippers who come to events at the sports complex for league play, camps as well as
one-day tournaments. The attendees will spend on concession as well as spend on restaurants in the area.
Visitors will come to the sports complex and spend money onsite, but many locals and visitors will also spend
new or increased funds at restaurants around the sports complex.
The daily spending by visitors and the overnight spending by overnight visitors all contribute to the economic
impact of the Project. Data from spending at similar venues, data from hotel spending and other data was
used to create conservative estimates of daily spending. Other spending includes entertainment and
attractions, as well as other non-specified spending. These are shown in the next table.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 6
Table 10-4
Estimated Spending Per Visitor Per Day - Collier County Sports Complex
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Spending per Visitor - Overnight
Onsite Food & Beverage $3.50 $3.61 $3.71 $3.82 $3.94 $4.06 $4.18 $4.30 $4.43 $4.57
Offsite Food & Beverage $22.50 $23.18 $23.87 $24.59 $25.32 $26.08 $26.87 $27.67 $28.50 $29.36
Total Food & Beverage $26.00 $26.78 $27.58 $28.41 $29.26 $30.14 $31.05 $31.98 $32.94 $33.92
Lodging Spending $63.60 $65.51 $67.47 $69.50 $71.58 $73.73 $75.94 $78.22 $80.57 $82.98
Retail Spending $4.75 $4.89 $5.04 $5.19 $5.35 $5.51 $5.67 $5.84 $6.02 $6.20
Transportation Spending $8.14 $8.38 $8.64 $8.89 $9.16 $9.44 $9.72 $10.01 $10.31 $10.62
Entertainment/Rec/Other $8.25 $8.50 $8.75 $9.01 $9.29 $9.56 $9.85 $10.15 $10.45 $10.76
Total Direct Spending $110.74 $114.06 $117.48 $121.01 $124.64 $128.38 $132.23 $136.20 $140.28 $144.49
Spending per Visitor - Daytrip
Onsite Food & Beverage $1.75 $1.80 $1.86 $1.91 $1.97 $2.03 $2.09 $2.15 $2.22 $2.28
Offsite Food & Beverage $13.50 $13.91 $14.32 $14.75 $15.19 $15.65 $16.12 $16.60 $17.10 $17.61
Total Food & Beverage $15.25 $15.71 $16.18 $16.66 $17.16 $17.68 $18.21 $18.76 $19.32 $19.90
Retail Spending $2.38 $2.45 $2.52 $2.60 $2.67 $2.75 $2.84 $2.92 $3.01 $3.10
Transportation Spending $2.85 $2.93 $3.02 $3.11 $3.21 $3.30 $3.40 $3.50 $3.61 $3.72
Other Spending $4.13 $4.25 $4.38 $4.51 $4.64 $4.78 $4.93 $5.07 $5.23 $5.38
Total Direct Spending $24.60 $25.34 $26.10 $26.88 $27.69 $28.52 $29.37 $30.25 $31.16 $32.10
Source: Hunden Strategic Partners
The per-person per-day spending for overnight guests total $110.74 in Year 1 in the area, and increases with
inflation. The daily spending per person for day trips is $24.60 in the first year.
Economic, Earnings, Employment and Fiscal Impact
The net new and recaptured direct spending discussed earlier in the chapter is considered to be the Direct
Impact.
From the direct spending figures, further impact analyses will be completed.
! Direct impacts - are an expression of the spending that occurs as a direct result of the events
and activities that occur due to the sports complex. For example, a hotel guest’s expenditures on
hotel rooms and meals are a direct economic impact.
! Indirect impacts - consist of re-spending of the initial or direct expenditures, or, the supply of
goods and services resulting from the initial direct spending due to the sports complex. For
example, a guest’s direct expenditure on a restaurant meal causes the restaurant to purchase
food and other items from suppliers. The portion of these restaurant purchases that are within
the local, regional, or state economies is counted as an indirect economic impact.
! Induced impacts – represent changes in local consumption due to the personal spending by
employees whose incomes are affected by direct and indirect spending. For example, a waiter at
the restaurant may have more personal income as a result of the guest’s visit. The amount of
the increased income the waiter spends in the local economy is considered an induced impact.
! Personal income – measures increased employee and worker compensation related to the
hotel operations being analyzed. This figure represents increased payroll expenditures, including
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 7
benefits paid to workers locally. It also expresses how the employees of local businesses share
in the increased outputs.
! Employment impact – measures the number of jobs supported in the study area related to the
spending generated as a result of the events occurring in the sports complex. Employment
impact is stated in job-years.
The total impacts of the proposed project in Collier County presented in this analysis are expressed through
the net new spending to the Collier County area. The direct spending is broken down into food and beverage,
lodging, retail, transportation and other spending. Spending assumptions are assigned per day per person for
either a day trip or an overnight.
Direct, Indirect and Induced Impacts
The table below shows the direct net new spending, based on the analysis.
Table 10-5
Direct Net New Spending (000s)
Year 1 Year 2 Year 3 Year 4 Year 5
Food & Beverage $4,909 $2,930 $3,337 $3,831 $4,307
Lodging $2,944 $3,258 $3,820 $4,574 $5,248
Retail $797 $492 $562 $647 $729
Transportation $1,069 $715 $820 $952 $1,075
Other $1,384 $855 $976 $1,124 $1,265
Total $11,103 $8,250 $9,515 $11,128 $12,625
Source: Hunden Strategic Partners
Direct Net New Spending (000s)
Year 10
$5,520
$6,909
$936
$1,387
$1,625
$16,377
Direct Net New Spending (000s)
Year 15
$6,399
$8,013
$1,085
$1,608
$1,884
$18,988
Direct Net New Spending (000s)
Year 20 Total
$7,418 $109,559
$9,292 $132,517
$1,257 $18,521
$1,864 $27,298
$2,184 $32,167
$22,016 $320,061
Most spending occurs at hotels and restaurants. Over the twenty-year period, nearly $132.5 million is
expected to be spent on hotels by net new visitation and more than $109.5 million from food and beverage
spending. Transportation and retail spending will also be impacted locally, with approximately $27.3 million
and more than $18.5 million additional spent over the period, respectively. Other spending on visitation to
other attractions and other spending is projected to total more than $32 million over 20 years.
The following table shows the spinoff impact economic spending and activity in the market from the direct
spending, as described in the definitions earlier in the chapter.
Table 10-6
Direct, Indirect & Induced Net New Spending (000s)
Year 1 Year 2 Year 3 Year 4 Year 5
Direct, Indirect & Induced Net New Spending (000s)
Year 10
Direct, Indirect & Induced Net New Spending (000s)
Year 15
Direct, Indirect & Induced Net New Spending (000s)
Year 20 Total
Net New Spending
Direct $11,103 $8,250 $9,515 $11,128 $12,625
Indirect $2,686 $2,109 $2,439 $2,864 $3,255
Induced $2,183 $1,680 $1,941 $2,276 $2,585
Total $15,972 $12,040 $13,895 $16,267 $18,465
Source: Hunden Strategic Partners
$16,377
$4,234
$3,358
$23,968
$18,988
$4,909
$3,894
$27,792
$22,016 $320,061
$5,692 $82,474
$4,515 $65,501
$32,222 $468,036
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 8
Direct spending, as shown previously, is projected to total approximately $320 million over the period, while
indirect and induced spending will add $82.5 million and $65.5 million, respectively. The total over the period
is projected to be more than $468 million, ranging from $16 million in Year 1 and increasing to $32 million by
the twentieth year.
The following table shows the net new earnings derived from the new spending. Earnings are the portion of
new spending that ends up as wages for employees in businesses in Collier County.
Table 10-7
Net New Earnings from Direct, Indirect & Induced Spending (000s)
Year 1 Year 2 Year 3 Year 4 Year 5
Net New Earnings from Direct, Indirect & Induced Spending (000s)
Year 10
Net New Earnings from Direct, Indirect & Induced Spending (000s)
Year 15
Net New Earnings from Direct, Indirect & Induced Spending (000s)
Year 20 Total
Net New Earnings
From Direct $3,906 $3,018 $3,487 $4,089 $4,646
From Indirect $218 $172 $199 $233 $265
From Induced $152 $121 $140 $164 $187
Total $4,275 $3,310 $3,825 $4,487 $5,098
Source: Hunden Strategic Partners
$6,038
$345
$243
$6,626
$7,001
$400
$282
$7,683
$8,117 $117,726
$464 $6,718
$327 $4,733
$8,908 $129,177
New earnings in the area from the new spending will total $4.3 million in the first year, increasing to more than
$8.9 million by the end of the period. Throughout the period $129 million in new earnings will be new due to
the sports complex.
The next table shows the net new full-time equivalent jobs supported by the new spending. These new
positions will be supported throughout the economy, not just in visitor-related jobs, although these will be most
likely.
Table 10-8
Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s)
Year 1 Year 2 Year 3 Year 4 Year 5
Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s)
Year 10
Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s)
Year 15
Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s)
Year 20
Net New FTE Jobs
From Direct 223 219 249 288 320
From Indirect 10 8 9 11 12
From Induced 6 23 25 29 32
Total 238 250 283 328 364
Source: Hunden Strategic Partners
362
13
36
412
362
13
36
412
362
13
36
412
In the stabilized year, an additional 412 full-time equivalent jobs will be created and supported in the local
economy by the direct, indirect and induced spending in the economy that will be new due to the hundreds of
thousands of new attendees.
Fiscal Impact Analysis
Fiscal impacts are tax revenues that result from the spending and income related to the activities at the sports
complex. This analysis estimates fiscal impacts for the governmental units that levy taxes.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 9
The fiscal impacts are the public sector’s return on investment. The following table summarizes the fiscal
impact estimates from the applicable taxes, which are the Lexington-Fayette taxes.
Table 10-9
Fiscal Impact - Tax Impacts from Net New Spending (000s)
Year 1 Year 2 Year 3 Year 4 Year 5
Collier County Taxes Collected
Tourism Development Tax (4.0%)$118 $130 $153 $183 $210
Collier County Total $118 $130 $153 $183 $210
Fiscal Impact - Tax Impacts from Net New Spending (000s)
Year 10
$276
$276
Fiscal Impact - Tax Impacts from Net New Spending (000s)
Year 15
$321
$321
Fiscal Impact - Tax Impacts from Net New Spending (000s)
Year 20 Total
$372 $5,301
$372 $5,301
Source: Hunden Strategic Partners
As the table shows, the new spending in Collier County is projected to generate more than $5.3 million in new
tax revenue over the period. The Tourism Development Tax is the only county levied tax expected to generate
the tax revenue. The first year is expected to generate $118,000 and then increase to approximately
$372,000 by the end of the period.
The following table shows the total direct spending and the estimated indirect and induced impacts that the
expansion of the development would generate to the local economy.
Table 10-10
Impact
Direct Materials Spending - Local $14,047,000
Indirect Spending - Local $2,523,347
Induced Spending - Local $2,043,200
Total $18,613,547
Direct Labor Spending $21,071,000
Employment (Job Years)114
Source: Hunden Strategic Partners
Construction Impact - Collier County Sports Complex
Based on an estimated $58.5 million development of a sports complex, the construction activity from the
facility is expected to generate $18.6 million in direct economic spending from materials spending and $21.1
million in local labor spending. This will support 114 job-years, or essentially 114 jobs for a one-year period.
Collier County Sports Market & Needs Assessment Study Chapter 10 - Page 10
Summary of Impacts
The table below shows the summary of impacts from new spending and visits to the Collier County area.
Table 10-11
Summary of Impacts
20-Years Stabilized
Year
Net New Spending
Direct $320 $14.8
Indirect $82 $3.8
Induced $66 $3.0
Total $468 $22
Net New Earnings
From Direct $118 $5.4
From Indirect $7 $0.3
From Induced $5 $0.2
Total $129 $6.0
Net New FTE Jobs
From Direct 362 345
From Indirect 13 13
From Induced 36 35
Total 412 392
Collier County Taxes Collected
Tourism Development Tax (4.0%)$5,301 $248
Collier County Total $5,301 $248
Construction Impact (000s)
Total Spending $18,614
Direct Labor Spending $21,071
Job-Years, Actual 114
Source: Hunden Strategic Partners
(millions)
(millions)
Actual
(000s)
In total, the sports complex is estimated to generate $468 million in total spending over 20 years. New
earnings are projected to total $129 million over the period, supporting 412 full-time equivalent positions
during that time. The local taxes collected over the period are projected to total approximately $5.3 million in
Collier County. The construction impact totals more than $18.6 million in impact from materials spending
locally and more than $21 million in spending from earnings as well as 114 construction job-years.