HomeMy WebLinkAbout2023 09 25 Consent 300 - Pickleball Program Operations (RFP 06-23-02)CONSENT AGENDA ITEM 300
CITY COMMISSION AGENDA | SEPTEMBER 25, 2023 REGULAR MEETING
TITLE
Pickleball Program Operations
SUMMARY
RFP #06-23-02 was advertised in order to procure an entity to run the pickleball
program for Winter springs. Three responses were received. A committee evaluated
the responses. Glen White received the highest score, followed by Courtney, Ken and
Kenadi Hance and then the Sports facilities companies. Staff is recommending the
commission approve this ranking and approve moving forward with Glen White and
negotiating a contract. .
FUNDING SOURCE
This program will be funded from revenues received from the operation of the
pickleball courts.
RECOMMENDATION
Staff recommends approving Glen While to negotiate a contract to operate the Winter
Springs Pickleball Program at Central Winds Park. In addition, authorize the Interim
City Manager and City Attorney to prepare and execute any and all applicable
documents consistent with this agenda item.
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Request for Proposal (#06-23-02 LH): Pickleball Program Operations
Submitted to: City of Winter Springs Procurement Department
Glen White
IPTPA Pickleball Instructor
Independent Contractor/Sole Proprietor
2822 Hertha Avenue
Orlando, FL 32826
H
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PROPOSER INFORMATION AND ACKNOWLEDGEMENT FORM
For
Pickleball Program Operations
RFP # 06-23-02 LH
The undersigned PROPOSER does hereby agree to furnish the City of Winter Springs, Florida, the services listed in accordance with
the minimum requirements/evaluation criteria shown by the RFP to be delivered to the specified site in the Cost Proposal.
IT IS THE PROPOSER'S RESPONSIBILITY TO CHECK www.demandstar.com
FOR FINAL DOCUMENTS AND ADDENDA BEFORE SUBMITTAL
THIS PROPOSAL MUST BE SIGNED BY THE PRINCIPAL OR DIRECTOR AS INDICATED BY THE FLORIDA DEPARTMENT OF STATE,
DIVISION OF CORPORATIONS (www.sunbiz.orp). Proof of corporate signer must be submitted with Proposal. If not submitted,
PROPOSER will be considered non -responsive. Use Sunbiz website screen shot or copy of Corporate Resolution or Power of
Attorney.
PROPOSER NAME: Glen White
TAX ID# SNN or EIN:
PROPOSER ADDRESS: 2822 Hertha Avenue, Orlando, FL 32826
PURCHASE ORDER ADDRESS: 2822 Hertha Avenue, Orlando, FL 32826
PHONE NUMBER: (407)719-6194
COMPANY WEBSITE: glenwhitepickleball.wordpreSS.com
COMPANY CONTACT (REP): Glen White
CONTACT EMAIL ADDRESS: glenwhitepicklebali gmall.Com
SIGNATURE:
THE ABOVESIGNED:
A. Acknowledges receipt of:
1. RFP # 06-23-02 LH Pertaining To: Pickleball Program Operations
2. Addenda:
Number: Dated
Number: Dated
B. Has examined the site and all RFP Documents and understands that in submitting its Proposal, they waive all right to plead
any misunderstanding regarding the same.
C. Agrees:
1. To hold this Proposal open for 90 calendar days after the bid opening date.
2. To furnish the goods and/or services specified in this RFP at the prices quoted in Proposal and in compliance with
the RFP Documents.
3. To accept the provisions of the Instructions to PROPOSERS.
4. To negotiate a contract with the CITY incorporating the Proposal prices, if selected on the basis of this Proposal.
5. To accomplish the work in accordance with the contract documents.
D. Certifies:
1. That all information contained in this Proposal is truthful to the best of my knowledge and belief.
2. That I am duly authorized to submit this Proposal on behalf of the PROPOSER and that the PROPOSER is ready,
willing, and able to perform if awarded the Proposal.
Stipulated Amount A. Submit on Cost Proposal Worksheet, Appendix A.
RFP # 06-23-02 LH MANDATORY FORM 7
Table of Contents
TITLEPAGE.......................................................................................................................................1
INFORMATION AND ACKNOWLEDGEMENT FORM ............................. (no page number available)
INTRODUCTIONLETTER...................................................................................................................3
QUALIFICATIONS..............................................................................................................................4
1. General.................................................................................................................................4
2. Professional Experience.......................................................................................................4
3. Team Experience..................................................................................................................5
4. Florida Knowledge...............................................................................................................5
5. References............................................................................................................................6
6. Conclusion............................................................................................................................6
OTHERINFORMATION.....................................................................................................................6
1. Instructor to Student Ratio: Adult to Child Ratio.................................................................6
2. Emergency Plan....................................................................................................................7
COST& TIME....................................................................................................................................7
1. Programs & Costs.................................................................................................................7
2. Staffing & Hours of Operations...........................................................................................9
3. Operating Plan...................................................................................................................10
4. Winter Springs Revenue .................................
5. Personal Examples of Flyers & Advertisements................................................................11
APPENDICES...................................................................................................................................12
1. Appendix A — Winter Springs Revenue..............................................................................12
2. Appendix B — Oviedo Pickleball Clinics..............................................................................15
3. Appendix C — Maitland Pickleball Clinics...........................................................................16
4. Appendix D—Junior Pickleball Program............................................................................17
5. Appendix E —Junior Summer Camp Social Media Advertisement....................................18
6. Appendix F — Oviedo Private/Semi-Private Clinics (outdated).........................................19
MANDATORY PROPOSAL FORMS ....................................................... (no page numbers available)
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Glen White, Pickleball Instructor
August 2, 2023
City of Winter Springs
1126 East State Road
Winter Springs, FL 32708
Dear City of Winter Springs:
2822 Hertha Avenue
Orlando, FL 32826
glenwhitepickleball.wordpress.com
407)719-6194
I appreciate the opportunity to respond to the City's Request for Proposal (#06-23-02 LH).
Dedicated city employees and interested residents have created the welcoming environment
for a first class pickleball program, and I'm grateful to each of them to be able to apply for the
Pickleball Program Operations position.
My proposal describes how I would meet the needs of the City of Winter Springs and its
residents by organizing a pickleball program that effectively balances open play, big -group
clinics, leagues, tournaments, summer camps, special events, and private/semi-private
instruction. Winter Spring's having 14-courts is a big opportunity for the pickleball community,
and because of my professional experience, I'm confident that with a small team I can make the
City's program serve the needs of kids, adults, residents, and non-residents alike.
Thank you for giving me the time to present this proposal. My team and I will enthusiastically
use all of our past experience and resources to ensure that the Winter Springs Pickleball
Program is successful.
Sincerely,
Glen White
IPTPA Pickleball Instructor
Independent Contractor/Sole Proprietorship
glenwhitepickleball@gmail.com
Enclosure: Request for Proposal (#06-23-02 LH): Pickleball Program Operations
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Qualifications
1. General
I'm an independent contractor mainly for the City of Oviedo and the City of
Maitland where I teach 60 —100 clients per week through a combination of
group clinics, seminars, and private/semi-private lessons. Then, I also teach adult
clinics for the Salvation Army, and I run summer camps for St. Luke's Lutheran
Church and School. In fact, because there's now too many clients for one person
to handle, I've begun subcontracting employees.
Then, at each location, I communicate with a different supervisor who approves
leagues, tournaments, big -group clinics, and lessons, and who ensures I have the
courts reserved, answers any questions, and manages my income. For instance,
in Oviedo, I personally receive payments and then report my income monthly,
whereas in Maitland, my clients directly pay the city, and then the city pays me.
Lastly, I create advertisements through online flyers and posts. However, each
city handles that differently as the City of Oviedo must approve what I make,
whereas the City of Maitland uses one of their own marketing employees to
create advertisements.
2. Professional Experience
I've been coaching pickleball for the City of Oviedo and the City of Maitland for
two years while periodically picking up big jobs in Sanford, Wekiva, and
Champions Gate. Over that time, I've experimented with pickleball classes,
events, lessons, and etcetera where many have been successful and few have
been put to the curb. Between my pickleball experience and professional history,
they've helped build me to where I'm at today.
Graciously, I've been able to go from an upstart instructor to a successful coach
who is now well -respected in many communities. I teach all age ranges from kids
to adults by offering a variety of programs from big -group seminars and adult
clinics to junior summer camps and seasonal youth programs.
Then, I always offer a monthly registration for beginners, intermediates, and
advance players who want to sign-up for weekly group clinics. However, if that
doesn't fit someone's schedule or needs, then one of my teammates and I are
there to set up private or semi -private lessons through our online appointment
book. Moreover, because of how high my teammates rating and my rating are,
we're able to teach beginner to professional level players.
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Finally, besides pickleball experience, I have plenty of other professional
experience managing and instructing Orlando's residents. Before becoming a
pickleball coach, I used to be an academic instructor where I tutored college -
level courses to student -athletes at the University of Central Florida.
Additionally, I taught as a substitute teacher for the Orange County Public School
System while I was also privately hired to copy-edit academic books and
graduate theses.
Overall, between my pickleball experience and professional history, they've
helped build me to someone who can confidently and successfully manage the
pickleball program for the City of Winter Springs.
3. Team Experience
All team members will either need to be subcontracted under my contract or will
need their own contract with the City of Winter Springs. This is to ensure they
have their own insurance. My wife (Ellie Skingley), who is a professional
pickleball player and instructor, would be my main team member and would
help teach and manage group clinics, summer camps, seminars,
private/semiprivate lessons, tournaments, leagues, ladders, and etcetera.
In addition to my wife, there are a maximum of two residents of the City of
Winter Springs (Alice Gaedele and Andrew Toshie) that would strictly help with
non -teaching rolls such as organizing or supervising tournaments, leagues, and
ladders. Then, for kids related camps and leagues, I would find local Bright
Future's volunteers to help chaperone as I like to have one adult for every eight
kids in the event (1:8 ratio). Lastly, there'd be two peers (Edward Perez and
Bharat Karunakaran) that would rarely work as they would only work if we were
to hold an extraordinarily large seminar or if they substituted in for me if I ever
became ill or injured.
4. Florida Knowledge
Florida is known as a state that supports pickleball, has a large pickleball
community, and is home to over a dozen professional players. Afterall, the most
iconic and exciting pickleball tournament, the U.S. Pickleball Open, is in Naples,
FL. In fact, the number of pickleball courts to players is unfortunately about
1:101, which is why building 14-courts is a direct service to the residents and
surrounding non-residents of the City of Winter Springs.
Then, because these courts will need a director/instructor, it's necessary for the
director and everyone subcontracted under the director to have the required
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IPTPA or PPA licensing (and insurance) and to adhere to the City's normal
protocol of having a background check, First Aid and CPR training, and anything
else the City requires.
5. References
See the back end of the proposal for all of the Mandatory Proposal Forms
including the Reference Information Form.
6. Conclusion
By building from the ground up, I've gone from a fledgling pickleball instructor to
a full-time pickleball coach, manager, and coordinator. This wouldn't have been
possible if it weren't for the City of Oviedo, the City of Maitland, the Salvation
Army, St. Luke's Lutheran Church and School, and all of my generous clients.
Graciously, I've been able to teach pickleball to thousands of students through
group clinics, seminars, summer camps, court -fitness classes, and private/semi-
private lessons. Additionally, in the academic community, I've also been able to
teach and manage students through UCF and OCPS. Therefore, to be able to
reach the success that I've achieved, my wife and I had to immerse our lives into
the sport, proper pedagogy, and its community for four years. This meant
sacrificing a huge chunk of our time, money, and livelihood, but we've remained
committed and determined to make pickleball as much of a part of our lives for
as long as possible.
Overall, because of my professional experiences, resources, and current team, I
can meet the needs of the City of Winter Springs, its residents, and its non-
residents by organizing an adult and youth pickleball program that effectively
balances open play, big -group clinics, leagues, tournaments, summer camps,
special events, and private/semi-private instruction.
Other Information
1. Instructor to Student Ratio: Adult to Child Ratio
Adult clinics will typically have a 1:8 instructor to student ratio where all the
instructors are certified, whereas youth programs will guarantee a 1:8 adult to
child ratio where there'll be certified instructors, but there could also be
volunteers who strictly chaperone.
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2. Emergency Plan
In case of severe weather conditions, accidents, missing children, sick and other
unplanned emergencies, everyone who pays for my services is required to
provide their email, phone number, and an emergency contact (or in the case of
children, their parents/guardians contact information will be required) so that
they can be contacted to speak about cancellations, make -ups, refunds, and
emergencies. Furthermore, if there's a serious health concern or a missing child,
I will not hesitate to call the police, my supervisor, and their emergency contact
while trying to find immediate help.
Cost & Time
1. Programs & Costs
Programs Costs
Private & Semi -Private Lessons 1 person / 60 minutes = $60
2 person / 60 minutes = $70
3 person / 60 minutes = $75
4 person / 60 minutes = $80
1 person / 90 minutes = $75
2 person / 90 minutes = $90
3 person / 90 minutes = $120
4 person / 90 minutes = $120
Group Clinics Residents = $60/ month
Non -Residents = $70 / month
1-hour clinic
Daily drop -in = $20/ clinic
6-person minimum / 16-person max
Monthly registration is given preference
over daily drop -in rates. Group clinics
meet four times per month on the same
day and time each week.
Leagues Residents = $180
Non -Residents = $200
12-person minimum / 24-person max
8-week leagues
ladders & shootouts (mens, womens, &
mixed)
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Tournaments Residents = $20 - $40
Non -Residents = $25 - $50
16-person minimum / 56-person max
double elimination, round-robin, 4-
person team, moneyballs & etcetera.
Seminars Residents = $65
Non -Residents = $75
3-hour clinic with guest instructor/s
16 person minimum / 32-person max
Youth Summer Camps Residents = $150 / week
Non -Residents = $175/ week
3-hour morning camp
6-person minimum / 24-person max
Youth Clinics Residents = $115 / month
Non -Residents = $125 / month
90-minute clinic / 4x per month
6-person minimum / 24-person max
Reservations 7 AM —12 PM = $6/hour
single or multiple court/s 12 PM — 5 PM = $4/hour
dynamic pricing depending on the time 5 PM —10 PM = $8/hour
of day.
Business events and parties (4-court
minimum rental):
4 per court/hour
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2. Staffing & Hours of Operations
Program Staffing Hours of Operations
Private & Semi -Private Me or Ellie Skingley Whenever other events aren't
Lessons running between 7AM —10 PM
Group Clinics Me and Ellie Skingley Tuesday mornings:
Beginners from 8 — 9 AM
Intermediate from 9- 10AM
Thursday evenings:
Beginners from 6-7 PM
Intermediate from 7— 8 PM
Leagues Me, Ellie Skingley, and From 7— 9 PM on Mondays and
a maximum of one Wednesdays, and 6— 8 PM on
additional teammate. Fridays
Tournaments Me, Ellie Skingley, and On weekends, approximately once
a maximum of two per month. It'll be nearly an all -
additional teammate. day event as we'd have to run
women's doubles and men's
doubles, and we'd like to try to
offer mixed doubles and some
Me, Ellie Skingley, and
singles.
This could occasionally happen onSeminars
a maximum of two any day of the week as it might
additional teammate. depend on the guest instructor
and their schedule. It would be
advertised beforehand and would
ideally be on a Friday or Saturday
morning or evening.
Youth Summer Camps Me, Ellie Skingley, and Monday through Friday 9 AM —12
a maximum of one PM throughout summer break
additional teammate.
Youth Clinics Me, Ellie Skingley, and From 5:30 — 7 PM on Mondays
a maximum of one and/or Wednesdays
additional teammate.
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3. Operating Plan
To operate the City of Winter Springs Pickleball Program, there needs to be a
division of the 14 courts between "open courts" for public play and "closed
courts" for programs and reservations. Common, reoccurring programs should
never take up more than six of the courts, whereas less common programs such
as tournaments and seminars can potentially take up half or all the courts. The
goal is to be able to offer programs while simultaneously keeping the majority of
the courts open to the public the majority of the time.
The designated "open courts" should primarily be used for residents and non-
residents to play at a desired skill level for free. This can be achieved by marking
each court as either a lower -level, intermediate, or advance while have
designated queues for each section. For example, since there will oftentimes be
10 courts as part of the "open courts," there can be five lower -level courts, three
intermediate courts, and two advance courts.
Lastly, any courts from the "closed courts" that aren't being used could either be
temporarily added to the "open courts" or used as courts that people could
reserve. Additionally, for people wanting to reserve multiple courts for multiple
hours for a business event or party, I would organize a time with that group to be
able to offer that service.
Program Courts Required Open Courts for Public Use
Private & Semi -Private 1 minimum 12 minimum
Lessons
2 maximum 13 maximum
Group Clinics 2 minimum 10 minimum
4 maximum 12 maximum
Leagues 3 minimum 8 minimum
6 maximum 11 maximum
Tournaments 4 minimum 0 minimum
14 maximum 10 maximum
Seminars 4 minimum 6 minimum
8 maximum 10 maximum
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Youth Summer Camps 2 minimum 10 minimum
4 maximum 12 maximum
Youth Clinics 2 minimum 10 minimum
4 maximum 12 maximum
4. Winter Springs Revenue
I'm very open to discuss what the City of Winter Springs thinks is a fair
percentage to take of what I earn while operating its pickleball program. In the
past, I've paid facilities and cities upward towards 20%. However, now that I'm
more experienced and realize how much taxes this profession requires me to
pay, I would prefer to only have to pay 15% or less of my total revenue (see
Appendix A). Furthermore, I'm also open to discussing a salary of no less than
60,000 with benefits in addition to a commission we agree upon.
S. Personal Examples of Flyers & Advertisements
i. Appendix B - Oviedo Pickleball Clinics
ii. Appendix C — Maitland Pickleball Clinics
iii. Appendix D —Junior Pickleball Program
iv. Appendix E — Junior Summer Camp Social Media Advertisement
V. Appendix F— Oviedo Private/Semi-Private Clinics (outdated)
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Appendix A
Winter Springs Revenue
Programs Costs Frequency Gross Revenue Winter
Springs
Revenue
15%)
Private & Semi- 1 person / 60 minutes = $60 24 — 48 lessons / Min: $69,120 Min: $10,368
Private Lessons 2 person / 60 minutes = $70 week
3 person / 60 minutes = $75 Max: $275,480 Max: $41,322
4 person / 60 minutes = $80
1 person / 90 minutes = $75 96 —192 lessons
2 person / 90 minutes .= $90 month
3 person / 90 minutes = $120
4 person / 90 minutes = $120
1,152 — 2,304
lessons / year
Group Clinics Residents = $60/ month 6 —16 people / Min: $17,280 Min: $2,592
Non -Residents= $70 / month class
1-hour clinic Max: $53,760 Max: $8,064
Daily drop -in = $20 / clinic X
6-person
minimum / 16- 4 classes
person max
24 — 64 people /
month
288 — 768 people
year
Leagues Residents = $180 3 leagues (36— Min: $32,400 Min: $4,860
Non -Residents = $200 72 people) per 8
12-person weeks Max: $72,000 Max: $10,800
minimum / 24-
person max X
8-week leagues
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18
5 seasons
ladders & I - shootouts
womens, mens, 15 leagues (180—
mixed 360 people) /
year
Tournaments Residents = $20 - $40 1x / month Min: $3,840 Min: $576
Non -Residents = $25 - $50
16-person X Max: $33,600 Max: $5,040
minimum / 56-
person max 16 — 56 people /
month
double
elimination,
round-robin, 4-
person team, 192 — 672 people
moneyballs & year
etcetera.
Seminars Residents = $65 6x / year Min: $6,240 Min: $936
Non -Residents = $75
3-hour clinic X Max: $14,400 Max: $2,160
with guest
instructor/s 16 — 32 people /
event
16 person
minimum / 32-
person max
96 —192 people /
year
Youth Summer Residents = $150/ week 8 weeks / year Min: $7,200 Min: $1,080
Camps Non -Residents = $175 / week
X Max: $33,600 Max: $5,040
3-hour morning
camp 6 — 24 people /
week
6-person
minimum / 24-
person max
48 —192 kids /
year
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Youth Clinics Residents = $115 / month 2 programs / Min: $16,560 Min: $2,484
Non -Residents = $125 / month
90-minute clinic month Max: $72,000 Max: $10,800
4x per month X
6-person 12 — 48 kids /
minimum / 24- month
person max
144 — 576 kids /
year
Reservations 7 AM —12 PM = $6/hour Not Accountable
single or 12 PM — 5 PM = $4/hour
multiple court/s
5 PM —10 PM = $8/hour
dynamic pricing
depending on the Business events and parties
time of day. 4-court minimum rental):
4 per court/hour
Total Total
Min: $152,640 Min: $22,896
Max: $554,840 Max: $83,226
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a V/EE7
RECREATE N 6 PARKS
PICKLEBALL
CLINICS
with two certified IPTPA instructors
MONDAYS
Beginner (newcomer to 3.0): 7:30 - 8:30 PM
Intermediate (3.0 to 4.0): 8:30 - 9:30 PM
r-Rllr% A vS
Intermediate (3.0 to 4.0): 8 - 9 AM
Beginner (newcomer to 3.0): 9 - 10 AM
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Appendix C
Maitland Pickleball Clinics
AAAtr AND'..:
r,
or
xgluLz
Tuesdays CM 9. 10 am
Thursdays @ 6 - 7 ipm
Tu eedays g 6 9 am
f htursda+ys @ 1- 8 prn
r 1
A
t f
Glen White &
Elie 5kinley,
instructors
1 - 4 pryers per Mass
60 or 90 minute option
8 ,12 ptayer5 per class ■ O. 12 piayem per dart Rates and scheduung,
contact Olen, at 407-
Fees = $60 per month. ■ Fees = $60 per month 71<3-6194
70 nort-resident $70 ti*M-resident
20 individual Glen $ $20 individual clau
Register at wwwmaKlandrecdesk com Sri% your a4m paWe if yw have one cK : ►vile
40 proviodeo rar info. cA3t Csk ► White 407-7t"t94 ar McAjw)4 P&R .447-075- 49
MI
22
Appendix D
Junior Pickleball Program
Glen White
y Fu y 26 at 8_63 PM ••
Junior Pickleball Program
Ellie and 1 are very excited to start up Oviedo's first aver pickleball program for juniors. These
fun clinics will give your junior an opportunity to learn proven strategies and sound
fundamentals that work in all racket sports. This program is sure to be a hit as your child will
have a blast while they exercise, work as a team, and learn high -percentage pickleball.
Please contact Ellie or me for further information and on how to register for the upcoming
months. — with Ellie Skingley.
00 Ellie Sk€ngley, Brian Straub and 20 others 7 comments
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Appendix E
Junior Summer Camp Social Media Advertisement
Glen White
rune 7.0
Junior Pickleball Camp in Oviedo"
This year's junior camp is sure to be a hit as your middle-schooler will have a blast as they
exercise while learning high -percentage pickleball. Mainly, they will work as a team as they
develop proper paddle technique, footwork, and pickleball strategy. This 3-hour camp is
broken down into 2 & 1/2 hours of playing and a half hour of pickleball videos along with a
snack.
The two weeks that the camp is running is as follows:
Time:1:00 4:00 PM
When: Monday 16/26) s Friday (6130)
Location: 2025 W State Rd 42% Oviedar FL 32765
Time: 9:00 -12€00 PM
When: Monday (7110) - Friday (7/14)
Location: 2025 W State Rd 426, Oviedo, FL 32765
In order to sign up your 5th to 8th grader, please contact me at (307)719-6194, and I will be
happy to guide you through the registration on the following link:
https:llwww.hisa..;
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atl of Oviedo
Pickleball
Pri\ale and Group I,essolls
wit11 a C:ertil,led IPAT k Instrilctor
P1-ic(1
1 1)(rson I. ;)0 1;Wa• 11ou.1-
2 persons S60 per hour
3 persons. S , 0 1)c1r hour
A 1x'i•sons : S(())0 per houa•
additionalA persons 100 per 1 & 1_/2 hours
To reserve a lesson call 007) 7 19-619.1.. and for more
information i isit glenwhitepicl.lehall.N ordpress.con1
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REFERENCE INFORMATION FORM
Pickleball Program Operations
RFP # 06-23-02 LH
Organization: The City of Maitland
Contact Person: Miranda Gagnon
Address: 1400 Mayo Avenue
City: Maitland State: Florida Zip: 32751
Phone Number: ( 407 ) 875-2858
Project Cost: N/A
Organization: The City of Oviedo
Contact Person: Michael McGarvey
Address: 148 Oviedo Blvd
City: Oviedo State:
Date Performed: 12/20/2021 - Present
Florida Zip: 32765
Phone Number: ( 407 ) .971-556$
Project Cost: N/A Date Performed: 11 /01 /2021 - Present
Organization: Salvation Army of Seminole County
Contact Person: Lieutenant Omar A. Lugo
Address: 700 W. 24th Street
City: Sanford State:
Phone Number: 407 ) 322-2642
Project Cost: N/A
Representative Typed Name/Title: Glen White/Owner
Representative Signature: .f/ j zg:—Z
Firm: Glen White Pickleball
Zip: 32771
Date Performed: 4/14/2023 - 5/26/2023
RFP # 06-23-02 LH MANDATORY FORM
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INSURANCE REQUIREMENTS FORM
Insurance Type Required Limits
Worker's Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits
Compensation
Employer's Liability
1,000,000 each accident, single limit per occurrence
Commercial General 1,000,000 single limit per occurrence
Liability 3,000,000 aggregate for Bodily Injury Liability & Property Damage Liability.
Occurrence Form) This shall include Premises and Operations; Independent Contractors; Products & Completed
patterned after the Operations & Contractual Liability.
current ISO form
To the maximum extent permitted by Florida law, the Contractor/Vendor/Consultant shall
indemnify and hold harmless City of Winter Springs, its officers and employees from any and
Indemnification all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys'
fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentional
wrongful conduct of the Contractor/Vendor/Consultant or anyone employed or utilized by the
Contractor/Vendor/Consultant in the performance of the Agreement. This indemnification
obligation shall not be construed to negate, abridge or reduce any other rights or remedies
which otherwise may be available to an indemnified party or person described in this
paragraph. This section does not pertain to any incident arising from the sole negligence of
the City of Winter Springs.
Automobile Liability 1,000,000 each person; Bodily Injury & Property Damage, Owned/Non-owned/Hired;
Automobile Included.
0 Other
Vendor shall ensure that all subcontractors comply with the same insurance requirements that he/she is required to meet. The
same Vendor shall provide the City with certificates of insurance meeting the required insurance provisions.
The City of Winter Springs must be named as "Additional Insured" on the Insurance Certificate for Commercial General Liability
where required.
The Certificate Holder shall be named as City of Winter Springs.
Thirty (30) days cancellation notice required.
The undersigned firm agrees to obtain, prior to award, if selected, insurance as stated above.
Authorized Signature
Owner
Officer Title
Date
RFP # 06-23-02 LH MANDATORY FORM
27
DRUG FREE WORKPLACE FORM
The undersigned PROPOSER, in accordance with Florida Statute 287.087 hereby certifies that
Glen White
Name of PROPOSER)
does:
1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or
use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against
employees for violations of such prohibition.
2. Inform employees about the dangers of drug abuse in the workplace, the business's policy of maintaining a
drug -free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the
penalties that may be imposed upon employees for drug abuse violations.
3. Give each employee engaged in providing the commodities or contractual services that are under contract a
copy of the Drug -Free statement.
4. Notify the employees that as a condition of working on the commodities or contractual services that are under
contract, employee will abide by the terms of the statement and will notify the employer of any conviction of,
or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the
United States or any state, for a violation occurring in the workplace no later than five (5) days after such
conviction.
5. Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation
program if such is available in the employee's community, by any employee who is so convicted.
6. Make a good faith effort to continue to maintain a drug -free workplace through implementation of this section.
7. As the person authorized to sign the statement, I certify that this business complies fully with the above
requirements.
r
ri C
Authorized Signmature) (Date) "
Glen W. White
Print/Type Name as Signed Above)
RFP # 06-23-02 LH MANDATORY FORM
28
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133(3) (A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1. This sworn statement is submitted with Proposal for RFP 06-23-02 LH Pickleball Program Operations.
2. This sworn statement is submitted by (PROPOSER)
2822 Hertha Avenue, Orlando, FI 32826
is not applicable
Glen White whose business address is
and (if applicable) Federal Employer Identification Number (FEIN)
If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number:
3. My name is Glen White and my relationship to the PROPOSER named above is I am the sole proprietor .
4. 1 understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a violation of any
state or federal law by a person with respect to and directly related to the transaction of business with any public entity or with an
agency or political subdivision of any other state or with the United States, including, but not limited to, any proposal or contract for
goods or services to be provided to any public entity or any agency or political subdivision of any other state or of the United States
and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation.
5. 1 understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means finding of guilt
or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial court of records relating
to charges brought by indictment or information after July 1, 198fbN a result of a jury verdict, non -jury trial, or entry of a plea of
guilty or nolo contendere.
6. 1 understand that an "affiliate" as defined in Paragraph 287.133(1) (a), Florida Statutes, means:
A predecessor or successor of a person convicted of a public entity crime; or
An entity under the control of any natural person who is active in the management of the entity and who has been
convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in the management of an affiliate. The City of Fernandina Beach, Florida
ownership by one of shares constituting a controlling income among persons when not for fair interest in another person,
or a pooling of equipment or income among persons when not for fair market value under a length agreement, shall be a
prima facie case that one person controls another person. A person who was knowingly convicted of a public entity crime,
in Florida during the preceding 36 months shall be considered an affiliate.
7. 1 understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person or entity
organized under the laws of the state or of the United States with the legal power to enter into a binding contract for provision of
goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term
person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in
management of an entity.
directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity.
8. Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn
st tement. (Please indicate which statement applies)
either the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees,
members, or agents who are active in management of the entity, nor affiliate of the entity have been charged with and convicted of
a public entity crime subsequent to July 1, 1989.
The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, or an affiliate of the entity has been charged with and
convicted of a public entity crime subsequent to July 1, 1989. (Please attach a copy of the final order.)
The person or affiliate was placed on the convicted FIRM list. There has been a subsequent proceeding before a hearing officer
of the State of Florida, Division of Administrative Hearings. The final order entered by the hearing officer determined that it was in
public interest to remove the person or affiliate from the convicted FIRM list. (Please attach a copy of the final order.)
The person or affiliate has not been placed on the convicted FIRM list. (Please describe any action taken by, or pending with,
the Department of General Services.)
Signature
RFP # 06-23-02 LH MANDATORY FORM
29
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes (2017), a company is ineligible to, and may not, bid on, submit a Proposal for, or
enter into or renew a contract with the City for goods or services of:
a. Any amount if, at the time of bidding on, submitting a Proposal for, or entering into or renewing such contract, the
company is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged in a
boycott of Israel; or
b. One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing such
contract, the company:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Petroleum Energy Sector List, created pursuant to s. 215.473; or
Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The PROPOSER must submit this required certification form attesting that it is not a
scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body:
a. The PROPOSER is found to have submitted a false certification; been placed on the Scrutinized Companies with Activities
in Sudan List or the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List;
b. Been placed on the Scrutinized Companies that Boycott Israel List or
c. Is engaged in a boycott of Israel; or
d. Been engaged in business operations in Cuba or Syria.
The CITY shall provide notice, in writing, to the PROPOSER of any determination concerning a false certification.
a. The PROPOSER shall have five (5) days from receipt of notice to refute the false certification allegation.
b. If such false certification is discovered during the active contract term, the PROPOSER shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification was
made in error.
c. If the PROPOSER does not demonstrate that the CITY's determination of false certification was made in error then the
CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida Statutes.
RFP # 06-23-02 LH MANDATORY FORM 30
THIS CERTIFICATION FORM MUST BE COMPLETED AND INCLUDED IN YOUR PROPOSAL RESPONSE. FAILURE TO SUBMIT THIS
FORM AS INSTRUCTED SHALL RENDER YOUR PROPOSAL SUBMITTAL NON -RESPONSIVE.
a. The Vendor, owners, or principals are aware of the requirements of Section 287.135, Florida Statutes; and
b. The Vendor, owners, or principals are eligible to participate in this solicitation and not listed on the Scrutinized
Companies that Boycott Israel List or engaged in a boycott of Israel; and
c. For contracts of one million dollars or more, the Vendor, owners, or principals are eligible to participate in this
solicitation and not listed on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with
Activities in the Iran Petroleum Energy Sector List and, further, are not engaged in business operations in Cuba or Syria;
and
If awarded the Contract, the Vendor, owners, or principals will immediately notify the CITY in
writing if any of its company, owners, or principals: are placed on the Scrutinized Companies
that Boycott Israel List, the Scrutinized Companies with Activities in Sudan List, or the
Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List; engage in a
boycott of Israel; or engage in business operations in Cuba or Syria.
Signature)
21e n "Ire z nczz le) & r
Printed Name and Title)
Name of
STATE OF OT'; C1l
COUNTY OF'5QM 1 0\e_
The foregoing instrument was acknowledged before me by means of () physical presence or ( ) online notarization,
this day of U'U5 , 2023 by Cjlep 11`j)jjaVVl M)AE-the 6W(1O_V' of
who is personally known to me or ( X ) who
produced r b UCP W 3)M-29a-9H'317 as identification.
Notary of FloriJarquin
HH4229422027
Notary Public
Print Name: M,C 2fll Veje.7
My Commission Expires: Z
RFP # 06-23-02 LH MANDATORY FORM 31
NON -COLLUSION AFFIDAVIT of PRIME PROPOSER
STATE OF - R-br►eka
COUNTY OF SfflR(I i
C-,1 \ VTAkNam , being duly sworn, deposes and says that:
1) He/she is _ O&Z n e4 of z1e1,T
Title PROPOSER
The PROPOSER that has submitted the attached response.
2) He/she is fully informed respecting the preparation and contents of the attached Proposal and of all pertinent
circumstances respecting such solicitation.
3) Such Proposal is genuine and is not a collusive or sham solicitation.
4) Neither the PROPOSER nor any of its officers, partners, owners, agent representatives, employees or parties in interest
including this affiant, has in any way, colluded, conspired, or agreed, directly or indirectly, with any other PROPOSER, firm or
person, to submit a collusive or sham response in connection with the RFP for which the attached Proposal has been submitted
or to refrain from proposing in connection with such RFP, or has in any manner, directly or indirectly, sought by Agreement or
collusion or communication or conference with any other PROPOSER, firm or person to fix the price or prices in the attached
Proposal or of any other PROPOSER, or to fix any overhead, profit or cost element of the proposed price or the proposed price
of any other PROPOSER, or to secure through any collusion, conspiracy, connivance or unlawful Agreement any advantage
against the City of Winter Springs, Florida, or any person interested in the proposed Agreement.
5) The price or prices quoted in the attached Proposal are fair and proper and are not tainted by any collusion, conspiracy, or
unlawful Agreement on the part of the PROPOSER or any of its agents, representatives, owners, employees, or parties of
interest, including affiant.
Signed)
STATE OF
COUNTY OF -1 _
Title)
The foregoing instrument was acknowledged before me this y}T fi 20 by C'1\f )U10,Yy1 lr W%AT who
is (_) personally known to me or (_C ) who has produced AYY A S 1tiG : 1,3?M -Zqq-- as identification and who (
did / did not) take an oath. q 9 - 3-n—C) Notary
Public State of Florida A
Michelle Perez"' IIU
My Commission HH 422942 Expires
7118/2027 Signature
of Notary Public) Name
of Notary Typed, Printed or Stamped) Notary Public Commission
Number) RFP #
06-23-02 LH MANDATORY FORM
32
CONFLICT OF INTEREST STATEMENT
This sworn statement is submitted with Proposal for RFP 06-23-02 LH Pickleball Program Operations.
This sworn statement is submitted by (PROPOSER) Glen White whose business address is
2822 Hertha Avenue, Orlando, FI 32826 and (if applicable) Federal Employer Identification Number (FEIN) is
not applicable _( If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your Socia
Security Number:
My name is Glen White and my relationship to the entity named above is I am the sole proprietor.
1. The above -named PROPOSER is submitting a Proposal for the City of Winter Springs.
2. The Affiant has made diligent inquiry and provides the information contained in the Affidavit based upon his/her
own knowledge.
3. The Affiant states that only one submittal for the above Proposal is being submitted and that the above -named
PROPOSER has no financial interest in other entities submitting Proposals for the same project.
4. Neither the Affiant nor the above- named PROPOSER has directly or indirectly entered into any agreement,
participated in any collusion, or otherwise taken any action in restraints of free competitive pricing in
connection with the PROPOSER's submittal for the above Proposal. This statement restricts the discussion of
pricing data until the completion of negotiations if necessary and execution of the Contract for this project.
5. Neither the PROPOSER not its affiliates, nor anyone associated with them, is presently suspended or otherwise
ineligible from participation in contract letting by any local, State, or Federal Agency.
6. Neither the PROPOSER nor its affiliates, nor anyone associated with them have any potential conflict of interest
due to any other clients, contracts, or property interests for this project.
7. 1 certify that no member of the PROPOSER's ownership or management is presently applying for an employee
position or actively seeking an elected position with the City of Winter Springs.
8. 1 certify that no member of the PROPOSER's ownership or management, or staff has a vested interest in any
aspect of the City of Winter Springs.
9. In the event that a conflict of interest is identified in the provision of services, I, on behalf of the above -named
PROPOSER, will immediately notify the City of Winter Springs.
Signature
STATE OF f l r AU COUNTY
OF 3QYA'.Ao 1,0 Date:
PERSONALLY,
APPEARED BEFORE ME, the undersigned authority, who, after first being sworn by me, affixed his/her signature
at the space provided above on this yi' day of 202-2 and is personally known to me, or has
provided ctyiu2r5 lice n-s _ as identification. My
Commission expires: 7 1'6 i Z023 Notary
SignatuP1111; Michelle Perez-Jarquln My
Commisslon HH 422942 Expires
7/18/2027 RFP #
06-23-02 LH MANDATORY FORM
33
E-VERIFY STATEMENT
Proposal Number: RFP #06-23-02 LH
Project Description: Pickleball Program Operations
PROPOSER acknowledges and agrees to the -following:
PROPOSER shall utilize the U.S. Department of Homeland Security's E-Verify system, in
accordance with the terms governing use of the system, to confirm the employment eligibility
of:
I. All persons employed by the PROPOSER during the term of the Contract to perform
employment duties within Florida; and
2. All persons assigned by the PROPOSER to perform work pursuant to the contract with
The CITY.
PROPOSER: Glen White
Authorized Signature:
Title: Owner
Date: 9Z--1iZ2 Q,2 3
RFP # 06-23-02 LH MANDATORY FORM
34
PUBLIC ENTITY CRIMES STATEMENT cont.
STATE OF 1"IO+Ci
COUNTY OF -)eWio0IP
PERSONALLY, APPEARED BEFORE ME, the undersigned authority, who, after first being sworn by me, affixed his/her
signature at the space provided above on this, tclay of %)n,-V 201- , and is personally known tome, or
has provided AV%S Pf5 11 Mn5e as identification.
Notary Public State of Florida
Michelle Perez-Jar•.,,;n H,
N In ley Commission HH 422942 7Expires7/18/2027
My Commission expires: Jr' 7 11-6 / 200
RFP 9 06-23-02 LH MANDATORY FORM
35
SMWBE UTILIZATION PLAN
Small, Minority, and Women's Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Company Name (PROPOSER): Glen White Pickleball
Project Name: Pickleball Program Operations
RF P N u m be r : RFP ## 06-23-02 LH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women's business enterprises, and labor surplus area firms are used when
possible. The CITY requires that PROPOSERS (Prime Contractors), if subcontracts are to be let,
to take the five affirmative steps as cited below. Please describe your firm's plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
Placing qualified small and minority business and women's business enterprises on
solicitation lists.
Assuring that small and minority businesses, and women's business enterprises are
solicited whenever they are potential sources.
Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women's business
enterprises.
Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women's business enterprises and
veteran owned businesses.
Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https.11www.dms.myflorida.com/agency administration/office of supplier diversity_osd
RFP # 06-23-02 LH MANDATORY FORM
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RFP RESPONSE #06-23-02 LH - PICKLEBALL PROGRAM OPERATIONS
WINTER SPRINGS, FL
PICKLEBALL PROGRAM OPERATIONS
AUGUST 2, 2023
THE SPORTS FACILITIES COMPANIES // SPORTS FACILITIES MANAGEMENT, LLC
88
ii SPORTS FACILITIES COMPANIES
A.
INFORMATION &
Acknowledgement
FORM
89
RFP # 06-23-02 LH MANDATORY FORM
PROPOSER INFORMATION AND ACKNOWLEDGEMENT FORM
For
Pickleball Program Operations
RFP # 06-23-02 LH
The undersigned PROPOSER does hereby agree to furnish the City of Winter Springs, Florida, the services listed in accordance with
the minimum requirements/evaluation criteria shown by the RFP to be delivered to the specified site in the Cost Proposal.
IT IS THE PROPOSER’S RESPONSIBILITY TO CHECK www.demandstar.com
FOR FINAL DOCUMENTS AND ADDENDA BEFORE SUBMITTAL
THIS PROPOSAL MUST BE SIGNED BY THE PRINCIPAL OR DIRECTOR AS INDICATED BY THE FLORIDA DEPARTMENT OF STATE,
DIVISION OF CORPORATIONS (www.sunbiz.org). Proof of corporate signer must be submitted with Proposal. If not submitted,
PROPOSER will be considered non-responsive. Use Sunbiz website screen shot or copy of Corporate Resolution or Power of
Attorney.
PROPOSER NAME:
TAX ID# SNN or EIN:
PROPOSER ADDRESS:
PURCHASE ORDER ADDRESS:
PHONE NUMBER:
COMPANY WEBSITE:
COMPANY CONTACT (REP):
CONTACT EMAIL ADDRESS:
SIGNATURE:
THE ABOVESIGNED:
A.Acknowledges receipt of:
1.RFP # 06-23-02 LH Pertaining To: Pickleball Program Operations
2.Addenda:
Number: _________, Dated _________________.
Number: _________, Dated _________________.
B.Has examined the site and all RFP Documents and understands that in submitting its Proposal, they waive all right to plead
any misunderstanding regarding the same.
C.Agrees:
1.To hold this Proposal open for 90 calendar days after the bid opening date.
2.To furnish the goods and/or services specified in this RFP at the prices quoted in Proposal and in compliance with
the RFP Documents.
3.To accept the provisions of the Instructions to PROPOSERS.
4.To negotiate a contract with the CITY incorporating the Proposal prices, if selected on the basis of this Proposal.
5.To accomplish the work in accordance with the contract documents.
D. Certifies:
1.That all information contained in this Proposal is truthful to the best of my knowledge and belief.
2.That I am duly authorized to submit this Proposal on behalf of the PROPOSER and that the PROPOSER is ready,
willing, and able to perform if awarded the Proposal.
Stipulated Amount A. Submit on Cost Proposal Worksheet, Appendix A.
Sports Facilities Management, L.L.C
46-1145091
600 Cleveland St. #910 Clearwater, FL 33755
727-474-3845
https://sportsfacilities.com/
Jason Clement
jclement@sportsfacilities.com
90
1 SPORTS FACILITIES COMPANIES
B.
Table of
contents
91
2 SPORTS FACILITIES COMPANIES
CRITERIA TOPIC PAGE
A.PROPOSER INFORMATION & ACKNOWLEDGMENT III
B.TABLE OF CONTENTS 2
C.INTRODUCTION LETTER 4
D.QUALIFICATIONS
General Firm Information 7
Firm Experience 10
Team Experience 18
Florida Knowledge 22
References 23
Conclusion 24
E.OTHER INFORMATION
Pre-Opening Management Services 27
Management Services 29
Marketing Services 34
Local Programming & SFC ACCESS Program 40
Revenue Generation 42
Economic Impact 47
PBX Pickleball 49
F.PRICING / COST PROPOSAL
Proposed Fee Structure 52
Cost Proposal Worksheet 55
G.MANDATORY PROPOSAL FORMS 57
H.FLORIDA STATE CORPORATE FILING 71
APPENDIX TEAM RESUMES 73
Table of Contents
92
3 SPORTS FACILITIES COMPANIES
c.
COVER
LETTER
93
We are thrilled to present the City of Winter Springs with the enclosed information, including a proposed scope of work and an
overview of the team that we have assembled for the management of the proposed pickleball facility in Winter Springs. It is our
sincere hope this document is the first step toward a partnership that will lead to a sustainable and impactful facility for the City
of Winter Springs and surrounding region.
Throughout this process, our team has reached out to stakeholders and followed along with articles and community meetings
regarding the facility. As we understand, the City is viewing the complex as an opportunity to create an incredible asset for
the community that provides the opportunity host tournaments, leagues and professional teams while also driving substantial
income to the City. With these goals in mind, our team has taken a slightly different approach with our response. As written,
the RFP asks for a programming entity to provide a plan in which to rent the facility and bring in their own programming. This is
a traditional approach that we see around the country on public assets. We can confidently say that this model will not deliver
on the goals as outlined above. This model traditionally fails to align public/private goals, allows large portions of revenue to
leave the facility, and often leads to the facility turned back over to the City in need of major renovations/repairs due to lack of
appropriate maintenance.
Our response outlines an approach that would have Sports Facilities Management partner with the City of Winter Springs
to manage all aspects of the facility including programming, event booking and coordination and all daily operations. In this
response, you will see our capabilities that will provide the City with a single-source management solution at the facility and the
best opportunity to provide increased local use opportunities, economic impact, and financial return on investment. In addition,
our model provides the City of Winter Springs with two critical items:
1. We can not stress this enough - our model has full transparency. In addition to professional monthly, quarterly and annual
reporting, the City will have full access to all financial and accounting records at any time during our partnership. Every
dollar that is generated at the facility will run through a publicly controlled POS system while every dollar out is rigorously
tracked and reported in our monthly ledger. You will not find a more thorough and transparent financial planning, tracking
and reporting process than SFC will provide.
2. Winter Springs will maintain full control of the facility - your goals are our goals. As part of this RFP, you have requested
the responding groups provide the City with their programming plans, pricing and schedule. Under our model, our team will
build that in collaboration with the City. This ensures that the mix and pricing of local programming and impact generating
events are always aligned with the goals and intent of the City.
Sports Facilities Companies (SFC) has established the industry’s premier planning, funding, development, and operational
network. Our team has more than 2,500 professionals across the country, all working toward our mission of improving the health
and economic vitality of the communities we serve through sports, recreation, and wellness. Our team believes in the power
of health/wellness, sports, and recreation not only because of our own personal experiences, but also because we have seen
the impact activity makes on communities with whom we work. Since SFC was founded in 2003, we have served more than
3,000 communities across the United States and internationally, led the strategic planning of more than $15 billion of sports and
recreation assets, and provided management services for hundreds of facilities around the world. Last year, SFC welcomed
more than 30 million guests throughout the doors of our 48+ managed venues.
Dear Winter Springs Selection Committee:
4 SPORTS FACILITIES COMPANIES 94
JIM ARNOLD
Partner
404-984-6682 jarnold@sportsfacilities.com
Our depth of experience and commitment to working at a local level to enhance access to health/wellness, sports, and recreation
combined with our proven ability to generate record breaking economic impact makes us the ideal partner for the City of
Winter Springs. Unlike an individual program operator, SFC brings the ability to partner with all programmers in the area as
well as around the country. As you will see in this response, we also bring a full, single-source solution for all operational and
programming needs at the facility.
Finally, who you work with matters. We are confident your thorough review will reveal SFC is the only respondent with the
intact-team, proven history, depth of local and tourism programming, booking power, public sector tourism track record, client-
first model and fee structure, and mission as the best fit for the City of Winter Springs. We will be accountable, partner well,
hold the highest standard of excellence while serving your guests and residents well. We will be honored to be at your side and
believe your exclusive position within our network will produce results better than previously imagined.
We hope the information and approach in this submittal resonates with your team and the detail included provides you the
confidence and enthusiasm to move forward with our team! Once you have a chance to review, I look forward to the opportunity
to come meet with you and your team. Our headquarters are in Clearwater, FL; we are local and committed to growing
recreational opportunities across the State of Florida. Thank you for the consideration, and if given the opportunity, we will serve
you well.
Sincerely,
JASON CLEMENT | CEO AND FOUNDER
C: 727.474.3845
jclement@sportsfacilities.com
RFP POINT OF CONTACT
Jim Arnold
404-984-6682
jarnold@sportsfacilities.com
5 SPORTS FACILITIES COMPANIES 95
6 SPORTS FACILITIES COMPANIES
D.
QUALIFICATIONS
96
7 SPORTS FACILITIES COMPANIES
Firm overview
PLAN & FUND
DEVELOP
PERFORM
SPORTS FACILITIES ADVISORY
Founded in 2003, we have served more than 3,000 communities
and assisted with more than $15 billion in planned projects.
Our plan-to-fund approach means we can deliver much more
than the industry’s leading research and financial forecast
documents, we can deliver projects that are attractive to finance
sources, capital partners, and municipal funding sources.
SPORTS FACILITIES DEVELOPMENT
The services provided by the Development Team were born out
of customer demand for better alignment between facility design
and operations. Our owner’s representation, procurement, and
venue planning services not only achieve this goal by pairing
proven operators with clients’ design teams, but save money
in procurement, reduce risk, and streamline the process for
everyone involved.
SPORTS FACILITIES MANAGEMENT
Sports Facilities Management is the youth and amateur sports
industry leader in outsourced facility management. We are
purpose built to serve the goals and visions of our clients and
produce results. We are the ultimate partner for clients who
want to maintain control of their assets without the headaches,
expense, and risk of daily operations. Our proven performance
has led us to represent the SF Network, the largest and fastest
growing network of sports and recreation facilities in the country.
YEARS IN OPERATION: 20 years
CORPORATE HEADQUARTERS:
600 Cleveland St, Suite 910
Clearwater, FL 33755
NUMBER OF EMPLOYEES: 1,500+
CORPORATE STRUCTURE:
Limited Liability Company (LLC)
CONTRACTING FIRM:
Sports Facilities Management, LLC
COMMUNITIES SERVED: 3,000+
SOUGHT-AFTER RESOURCE TO:
• International City & County
Manager's Association (ICMA)
• National Recreation & Parks
Association (NRPA)
• Sports ETA (Sports Tourism)
• Aspen Institute Project Play 2024
MANAGEMENT CORE SERVICES:
• Start-Up Operational Development
• Facility Operations
• Operational Timelines
• Strategic Planning
• Revenue Generation Services
• Facility Optimization Services
• Project Finance Strategy
97
8 SPORTS FACILITIES COMPANIES
founded in 2003
OUR MISSION
IMPROVE THE
HEALTH & ECONOMIC
VITALITY OF THE
COMMUNITIES
WE SERVE
3,000 communities
served
$15 BILLION
in planned & funded facilities
30 MILLIONannual visits to sfm facilities
THE voice of the industry
The Single Largest & Fastest Growing Sports Tourism Network
WWW.THESFNETWORK.COM
PLANNING
OPTIMIZATION
DEVELOPMENT
MANAGEMENT
2,500+
TEAM MEMBERS
AND GROWING
98
9 SPORTS FACILITIES COMPANIES
5
2
6
87
9
11
7 12
15
6
3
4
16
17
18
9
10
2
1
11
8
13
5
10
8
9
14
1
4
56
2
7
10
11 12 1
4
3
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14
INDOOR/outdoor FACILITies
1 Hillsborough, NJ Iron Peak Sports & Events
2 Harrisonburg, VA Horizons Edge Sports Campus
3 Gatlinburg, TN RockyTop Sports World
4 Hoover, AL Hoover Met Complex
5 Albertville, AL Sand Mountain Park & Amphitheater
6 Overland Park, KS Advent Health Sports Park
7 SPRINGFIELD, IL SCHEELS SPORTS PARK AT LEGACY POINTE
8 matToon, il emerald acres sports connection
9 artesia, nm artesia aquatic center
10 Laredo, tx Buena Vista Sports Complex & Waterpark
11 Springfield, mo Betty & Bobby Allison Sports Town
INDOOR FACILITies
1 Rocky Mount, NC Rocky Mount Event Center
2 Myrtle Beach, SC Myrtle Beach Sports Center
3 Bridgeport, WV The Bridge Sports Complex
4 Wheeling, WV Highlands Sports Complex
5 Sandusky, OH Cedar Point Sports Center
6 Bedford Park, IL WINTRUST SPORTS COMPLEX
7 Morristown, TN Morristown Landing
8 Bryan, tx legends event center
9 WEST MONROE, LA WEST MONROE SPORTS & Events
10 FORT BEND, TX FORT BEND EPICENTER
11 CASPER, WY WYO SPORTS RANCH
12 LEETSDALE, PA RIZE SPORTS
13 Huntsville, al alabama a&M university
14 hillard, oh bo jackson’s elite sports
outDOOR FACILITies
1 Xenia, OH Athletes in Action
2 Elizabethtown, KY Elizabethtown Sports Park
3 Panama City Beach, FL PUBLIX SPORTS PARK
4 Oldsmar, FL Empower Adventures
5 Branson, MO Ballparks of America
6 Edmond, OK Pelican Bay Aquatics
7 pecos, tx Cyclone Ballparks
8 starkville, ms cornerstone sports complex
9 NAPLES, FL PARADISE COAST SPORTS COMPLEX
10 PADUCAH, KY MCCRACKEN COUNTY SPORTS COMPLEX
11 REEDS SPRING, MO SHO-ME BASEBALL CAMP
12 ODESSA, TX THE BASIN SPORTS COMPLEX
13 BRANDON, MS BRANDON PARKS & RECREATION
14 GARDENDALE, AL BILL NOBLE PARK
15 ABILENE, TX ADVENTURE COVE AQUATICS PARK
16 tamarac, fl caporella aquatic center
17 middleburg, va empower adventures
18 chesterfield, mo chesterfield valley athletic complex
DISCOVER THE FACILITIES OF
PROUDLY OPERATED BY THE SPORTS FACILITIES COMPANIES
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10 SPORTS FACILITIES COMPANIES
work experience
VENUES CURRENTLY MANAGED BY SFC
Hoover Met Complex; Hoover, AL
Panama City Beach Sports Complex; PCB, FL
Sand Mountain Park & Amphitheater; Albertville, AL
Midway Central Station; Bedford Park, IL
Cedar Point Sports Center; Sandusky, OH
Elizabethtown Sports Complex; Elizabethtown, KY
Myrtle Beach Sports Center, Myrtle Beach, SC
Rocky Top Sports World, Pigeon Forge, TN
Scheel’s Sports Park; Springfield, IL
Rocky Mount Event Center, Rocky Mount, NC
Bluhawk Sports; Kansas City, KS
Iron Peak Sports & Entertainment; Hillsborough, NJ
Louis Crews Stadium; Huntsville, AL
Pelican Bay Aquatic Center; Edmond, OK
Morristown Landing; Morristown, TN
TNT Sportsplex Kingsport, TN
Cyclone Ballparks; Pecos, TX
Horizons Edge Sports Campus; Harrisonburg, VA
The Bridge Sports Complex; Bridgeport, WV
Highlands Sports Campus, Triadelphia, WV
Cornerstone Park; Starkville, MS
Destination Kings Point
Empower Adventure; Tampa Bay, FL
Empower Adventure, Middleburg, VA
Legends Event Center, Bryan, TX
Plenitude Sports Center; Los Angeles, CA
Bo Jackson's Elite Sports; Columbus, OH
Launch Pad Sports Complex; Cocoa Beach, FL
Caporella Aquatics Center; Tamarac, FL
Rize Sports; Leetsburg, PA
Gulfport Sportsplex; Gulfport, MS
Legends Event Center; Brynan, TX
Fort Bend Epicentre; Rosenberg, TX
Allison Sports Town; Springfield, MO
UTPB Sports Complex; Odessa, TX
Alabama A&M Event Center, Huntsville, AL
Emerald Acres; Mattoon, IL
Adventure Cove, Abilene, TX
Artesia Aquatic Center; Artesia, NM
Wyoming Sports Ranch; Casper, WY
SHO•ME Baseball Complex; Reeds Spring, MO
Bill Noble Park; Gardendale, AL
100
11 SPORTS FACILITIES COMPANIES
work experience
CONSULTING DEVELOPMENT & MANAGEMENT
4G Athletic
76ers practice facility
Adrenaline Monkey
Afrim's Sports Parks
All-Star Ballpark Heaven
American Bank Arena
Anaheim Sports Center
Arena Sports Magnuson
Arena Sports Mill Creek
Arena Sports Redmond
AT&T Center, San Antonio
Athletes In Action Sports Campus
Atlantic City Boardwalk Hall
Aviator Sports and Recreation
Babb Field
Ballpark Commons
Bank of Kentucky Center
Baseball Grounds of Jacksonville
Baton Rouge Centroplex
Baylor University Football Stadium
Blue Ridge YMCA
BOK Center
Boomtown Bay Family Aquatic Center
Branchburg Sports Complex
Bryan Sports Performance Training
Bucksmont Indoor Sports Center
Campo di Bocce
Canton-Hercules Center
Challenger Sports Complex
Charlotte Sports Park
Chelsea Piers, Stamford
Chesapeake Energy Center
City Beach
Civic Park with Eugene Civic Alliance
Coastal Sports Center
Coliseo de Puerto Rico
Cook County Convention Center
Coppermine DuBurns Arena
Coppermine Fieldhouse
Coveleski Stadium
Creighton University
Cypress Mounds Baseball Complex
101
12 SPORTS FACILITIES COMPANIES
work experience
CONSULTING DEVELOPMENT & MANAGEMENT
Dan Duquette Sports Academy
Danvers Indoor Sports
David L Lawrence Convention Center
Decarsky Park
Dena'ina Convention Center
Denny Sanford Premier Arena
Devos Place Convention Center
Drive Nation
Dunkin Donuts Center
East Cobb Sports Complex
Eastern Kentucky Expo Center
Engel Stadium
Expo Tijuana
Ford Park Arena & Pavilion
Fort Lauderdale Aquatic Complex
Freedom Springs Greenwood Aquatics Park
Gaylord Family Oklahoma University Memorial Stadium
Great Park
Greater Columbus Conventions Center
Hagerstown Downtown Stadium
Hill Country Indoor Sports
House of Sports
Huntinton Center
Incrediplex
InSports Center
Intrust Bank Arena
Irving Convention Center
ISU Bergstrom Football Complex (Iowa State)
John Paul Jones Arena
K-Rock Centre
Knoxville Convention Center
Kroc Center Green Bay
Kroc Center Memphis
Kroc Center South Bend
Lake Barrington Fieldhouse
Lakepoint
Laredo Entertainment Center
Layola University
Legends Sports Complex
Love Hatbox Sports Complex
Lynnwood Convention Center
102
13 SPORTS FACILITIES COMPANIES
work experience
CONSULTING DEVELOPMENT & MANAGEMENT
Mauldin Sports Center
Medicine Hat Regional Event Centre
Mid American Arena
Mizzou Arena (Missouri University)
Montego Bay Convention Center
MVP Athletic Club
MVP Metro Club
MVP Sportsplex
National Sports Center
National Stadium of The Bahamas (Thomas Robinson
Stadium)
Nationwide Arena
Navy-Marine Corps Memorial Stadium (Naval Academy)
New England Sports Village
NYA Fitness
nZone Sports and Fitness Complex
Odyssey Arena
Oklahoma City Convention Center
Old Tiger Stadium
Open Courts Sports Complex
Osceola County Agricultural Center
Pentagon – Sanford , ND
Peoria Civic Center
Philips Arena, Atlanta
Pinnacle Bank Arena
Placer Valley Sports Complex
Powder Ridge Mountain & Park Resort
Puerto Rico Convention Center
RDV Sportsplex
Reliant Stadium
RF&P Park
Ripken Experience - Maryland
Ripken Experience - Myrtle Beach
Ripken Experience - Pigeon Forge
Ripken Stadium
Rising Star Sports Ranch
Riverscity SportsPlex
ROC Sports Complex
Round Rock Sports Center
SaveMart Center
SCOR Sports Center
Scott Hall Field of Dreams
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14 SPORTS FACILITIES COMPANIES
work experience
CONSULTING DEVELOPMENT & MANAGEMENT
Seland Arena
ShoWare Event Center
Soldier Field
SONO Fieldhouse
Southeastern CT (Michael Mihalek)
Sovereigh Center
Sports On 66
SRP Park
St. Catherine's Spectator Facility
Superdome
T-Mobile Center (Kansas City)
TBK Bank Sports Complex
The Hub Recreation Center
The Parks Sports Complex
The Ranch
Tiffany Hills Sports Complex
Timberwolves – Mayo Clinic Square
TOA Sports Performance Center
Truist Point
Tulane University Yulman Stadium
University Center Arena
University of Georgia
University of Illinois Armory Field House
University of Michigan
Upward Star Center
UW Health Sports Factory – Rockford, IL
Vanderbilt Field House
Verizon Wireless Arena
Veterans Memorial Arena
Warinanco Park
Wears Farm City Park
Well-Fit
Wescott Park
Wilmington Convention Center
Wilsonville Rec and Aquatic Center
Wiregrass Ranch - Wesley Chapel, FL
Woodridge Athletic Rec Center
YMCA of Suncoast
Zone Health and Fitness
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15 SPORTS FACILITIES COMPANIES
SPORTS TOURISM � COMMUNITY RECREATION � INDOOR/OUTDOOR
PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS
Size:120 acres, 155,000 ft²
Features:
11 Basketball / 16 Volleyball Courts 5 Multipurpose Fields
Splash Pad Indoor Climbing, Food Court, RV Park
Trade Show & Meeting Room Spaces Hoover Met Stadium (10,000+ seating)
FIRM ROLES & SERVICES
Advisory:Financial Forecasting
Management:Pre-Opening Management
Full-Time Management
This massive development has something for everyone featuring an indoor sports
facility called the Finley Center, Hoover Met Baseball Stadium, RV park, indoor
climbing area, a baseball complex, multipurpose fields, a tennis center, and
disability-inclusive splash pad and playground.
SFC’s role in pre-opening development included business development, event
booking, brand development and marketing, strategic planning, hiring and
organizational structure definition. SFC, engaged as the full-time outsourced
management solution for the entire $80 million complex, has doubled economic
impact projections, beating bottom-line budget, and providing increased usage to
the school system and parks & recreation. The Hoover Met Complex is designed
to be a family-friendly destination, with indoor climbing, food court, RV Park, and
splash pad.
HOOVER MET
COMPLEX
HOOVER, AL
REFERENCE
John Lyda, City Council President
Hoover, Alabama
205-623-8549
john.lyda@hooveralabama.gov
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16 SPORTS FACILITIES COMPANIES
SPORTS TOURISM � COMMUNITY RECREATION � INDOOR/OUTDOOR
PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS
Size:120 acres, 100,000 ft2
Features:
4 Basketball / 8 Volleyball Courts Membership-Based Wellness Center
4 Baseball & 5 Softball Fields 16-Court Tennis Center
5 Multi-Purpose Fields Indoor / Outdoor Pool & Aquatic Center
FIRM ROLES & SERVICES
Advisory:Financial Forecasting Development:Venue Planning
Program Planning
Management:Pre-Opening Management
Full-Time Management
Sand Mountain Park is an exceptional project in Albertville, Alabama, with 130
acres of sports, recreation, and entertainment areas. This facility offers a wide
variety of both local use and sports tourism use for all guests to enjoy just over an
hour north of Birmingham.
SFC’s role in pre-opening development includes business development, event
booking, brand development and marketing, strategic planning, hiring and
organizational structure definition. SFC was also contracted for FF&E and Venue
Planning services including, fixture and equipment procurement and design
consultation. SFC is engaged as the outsourced management solution for the
entire 120 acre complex inclusive of sports tourism and local park and recreation
programming.
SAND MOUNTAIN
PARK & AMPHITHEATER
ALBERTVILLE, AL
REFERENCE
Tracy Honea, Mayor
City of Albertville, AL
(256) 891-8208
mayorhonea@cityofalbertville.com
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17 SPORTS FACILITIES COMPANIES
SFC was contracted to provide a market and feasibility analysis, as
well as putting together the detailed financial forecast and economic
impact analysis. SFC also served as the owner’s representative for
design and facility layout and was then contracted for facilities, fixtures,
and equipment procurement which includes writing and issuing RFP’s
on behalf of the client. SFC is contracted with a full-time management
agreement and pre-opening suite of services including legal/risk, day-
to-day operations, marketing, business development, human resources,
leadership development, and sponsorship sales. Upon grand opening in
January 2020, SFC has already booked more events than budgeted for
year one. As a result, direct spending and hotel projections are well ahead
of goal.
FIRM ROLES & SERVICES
Management:Pre-Opening Management Advisory:Financial Forecasting
Ongoing Full-Time Management Program Planning
Economic Impact Analysis
Development:Venue Planning Services
Procurement
PROJECT STATISTICS & PERFORMANCE HIGHLIGHTS
Size:155,000 ft²Open Date:Summer 2020
Features:10 Basketball / 18 Volleyball Courts Indoor Climbing Area / Ninja Obstacle Course
Championship Court Arena Redemption Arcade
Mezzanine with Walking Track 3 Party/Team Rooms
Food Court & Concessions Access to Cedar Point Amusement Park
Cedar Point Sports Center
SANDUSKY, OH
SPORTS TOURISM � COMMUNITY RECREATION � INDOOR/OUTDOOR
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18 SPORTS FACILITIES COMPANIES
Under Jason’s leadership, the SF Companies have opened
more successful sports and recreation venues than any
organization in the country. As an experienced advisor he
has provided planning, strategy, finance, and operational
leadership to projects throughout the world.
CEO & FOUNDER
JASONClement
SPECIALTIES :
SFC leadership and oversight,
long-term strategic direction, partnership
management
YEARS IN INDUSTRY: 21
The Sports Facilities’ firms have become globally recognized leaders focusing on
transforming the health and economic vitality of communities around the world. As the Chief
Executive Officer of SFC, Jason leads the strategic direction, culture, and service standards
that define SFC in the public sector and private sector markets we serve.
Under Jason’s leadership, SF Companies recently launched new products to serve
communities focused on economic development and the youth and amateur sports
industry. The initiatives include an event company, new technology platforms, food &
beverage and gaming options. The firm is also focused on merchandising, purchasing, and
leveraging social capital to improve access to sport. Formally trained and licensed as an
architect, Jason began his career in sports architecture before transitioning into commercial
development and corporate real estate management. The experience was the spark to
bring similar professional management services to the youth & amateur sports industry.
Jason is a passionate and faith driven contributor to causes that positively impact families
and communities. He has founded, supported, and lead the growth as board chair to
multiple organizations including Habitat for Humanity, Man Up and Go, Calvary Christian
High School, Florida Small Business Development Center, and others.
NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS
ICMA - Strategic Partner & Speaker
NRPA - Speaker
SportsETA - Featured Speaker & Content Contributor
Board Chair - Habitat for Humanity, Man Up & Go
Tampa Bay Business Journal “Hall of Fame”
NOTABLE PROJECTS
Aviator Sports & Events Center-Brooklyn NY Hoover Met Complex - Hoover, AL
Pelican Bay Aquatics Center-Edmond, OK Spooky Nook Sports - Lancaster, PA
Salvation Army KROC Center-South Bend IN Eugene Civic Alliance - Eugene OR
The HUB Recreation Center-Marion, IL Panama City Beach Sports Park - PCB, FL
Sand Mountain Park-Albertville, AL Paradise Coast Sports Complex - Naples, FL
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19 SPORTS FACILITIES COMPANIES
PARTNER IN CHARGE
JIMARNOLD
SPECIALTIES:
business development, program
planning, sustainability
YEARS IN INDUSTRY: 20
Jim is widely recognized as one of the leading designers and
developers of youth sports complexes in the United States.
In his role as the National Business Development Director,
Jim Arnold leads the expansion of the SF Network of sports
and recreation destinations across the country.
With over 18 years of experience in the industry, Jim has overseen the planning, design,
development, and operations of many of the most innovative and successful facilities in
the country.
Notable has been his role in the development and growth of two of the largest brands
in youth sports, Ripken Baseball and Sports Force Parks. As part of this role, Jim was
instrumental in developing the company’s youth facilities from one park to three, with the
additions of the Ripken Experience Myrtle Beach and the Ripken Experience Pigeon Forge.
Jim’s projects are highly regarded for their ability to drive profitability throughout creative
design and self-operations.
Jim will contribute strategic planning efforts for the Mohawk Sports Complex and bring his
industry expertise to insure Mohawk his performing at the highest potential.
While his career has been focused primarily on youth sports facility development, Jim has
been involved in projects that touch all levels of sports across the world. From his role in the
design of SRP Park (2018 Minor League Baseball Ballpark of the Year) to overseeing the
development of a country-wide growth and development strategy for New Zealand Baseball;
his experience across the sports landscape has an influential role in helping clients develop
the most innovative, unique and sustainable sports facilities in the industry.
NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS
2019 Connect Sports Game Changer
Baltimore’s 35 Under 35
MILB Stadium of the Year
Champion of Economic Impact
NOTABLE PROJECTS
Cyclone Ballparks - Pecos, TX
The Basin Sports Complex (UTPB) - Odessa, TX
Ballparks of America - Branson, MO
Paradise Coast Sports Complex - Naples, FL
Cornerstone Sports Park - Starkville, MS
Elizabethtown Sports Park - Elizabethtown, KY
Ripken Experience - Myrtle Beach, SC; Pigeon Forge, TN; Aberdeen, MD*
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20 SPORTS FACILITIES COMPANIES
Michael has nearly 30 years of experience in local
government, including as the General Superintendent
and CEO of the Chicago Park District. Michael takes his
undeniable passion for parks and recreation and his ability
to guide a large and diverse team to his role as National
Director of Parks & Recreation.
In his role, Michael guides strategy and tactics for managing and optimizing parks and
recreation assets for SFC’s clients. His experience and expertise in strategic planning,
developing high-level partnerships, and spearheading large, multifaceted projects is
instrumental in supporting SFC’s mission.
Michael is a noted speaker and advocate for the impact that parks and recreation assets
have on the lives of people in Chicago and throughout the country. Kelly served on the
National Recreation and Park Association Board of Directors for seven years and as
Chairman of the Board in 2020-21. He was also elected as a Fellow into the American
Academy for Park and Recreation Administration. Through his leadership, the Chicago Park
District has become a national standard for how parks and recreation departments can best
serve citizens, winning a National Gold Medal Award for Excellence in Park and Recreation
Management (2014).
Under his oversight, Mike led key facilities and events, including the Chicago Marathon,
Lollapalooza, Soldier Field, and Jay Pritzker Pavilion at Millennium Park. The combination
of these venues and over 600 other Chicago Park District facilities led to annual operating
budget of over $500 million.
NOTEWORTHY MEMBERSHIPS, ACCREDITATIONS, & ACHIEVEMENTS
NRPA Board of Directors, Chairman of the Board (2020-21)
Fellow, American Academy for Park and Recreation Administration
Chicago Plan Commission
NOTABLE PROJECTS
*Chicago Plays - $1.5 billion playground renovation program
*Night Out in the Parks Initiative
EXECUTIVE VICE PRESIDENT
OF OPERATIONS
MIKEKelly
SPECIALTIES:
parks & recreation management, program
optimization, strategic planning
YEARS IN INDUSTRY: 31
EDUCATION
Juris Doctorate
DePaul College of Law
BA, Political Science & Government
John Carroll University
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21 SPORTS FACILITIES COMPANIES
VICE PRESIDENT & WINTER SPRINGS PROJECT MANAGER
JACKADAMS
PROJECT ROLE:facility operational & programming oversight, account executive leadership
YEARS IN INDUSTRY: 20
Jack is responsible for SFC's Account Executive team,
assisting our clients with operating and optimizing of
sports, recreation, entertainment, and special event
facilities throughout the U.S. His successful career has
spanned almost twenty years of operations, marketing, and
programming of community recreation venues and tourism
destinations in dozens of markets.
These operations have included live entertainment including the world’s biggest
names in music, dance, and theatrical & comedic performances. They have
featured sports, recreation, concessions, restaurants (from high-volume to five-
star dining,) hotels, retail, and real estate management components.
These operations have also been in privately held, publicly traded, non-profit,
and government/municipal environments. Jack’s entertainment venues were
represented in Pollstar Magazine’s “Top 100 Clubs” worldwide for 10 years,
including five of those years at #2. He also led one of Billboard Magazine’s
“Worldwide Top 100 Nightclubs,” and has opened and overseen many of the most
celebrated amateur and youth sports centers in the country.
Jack specializes in multiple revenue center and corporate operations,
programming and talent procurement, branding, marketing, PR, promotions,
entertainment, forecasting, revenue and profit growth, cost control, optimization,
leadership and team building, training, IT systems, risk and crisis management,
planning and funding, project management and development, and new venue
openings.
NOTABLE PROJECTS
Hill Country Indoor Sports Complex, Bee Cave, TX
City Beach Volleyball, Santa Clara, CA
Adrenaline Monkey, Cleveland, OH
Bo Jackson Elite Sports, Hilliard, OH
Community First Champion Center, Appleton, WI
The Legends Sports Complex, The Woodlands, TX
The HUB, Marion, IL
House of Blues, Orlando, FL
Spooky Nook Sports, Lancaster, PA
Ballparks of America, Branson, MO
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22 SPORTS FACILITIES COMPANIES
FLORIDA KNOWLEDGE
Sports Facilities Management, LLC is a Florida Based
Corporation with corporate headquarters in Clearwater.
We were founded in Florida in 2003 and have remained
committed to improving communities throughout the
state.
SFC has over 100 employees in our corporate offices and
many more spread at our properties throughout the state.
These properties as well as additional Florida experience are
highlighted on the following page. We are currently in good
standing and organized as a limited liability company in the
State of Florida. We also possess a Business Tax Receipt in
Clearwater.
SFC currently manages 4 properties in the state of Florida
and has worked with 50+ governmental entities within the
state. SFC managed properties in the state of Florida
include:
• Publix Sports Park, Panama City Beach
• Paradise Coast Sports Complex, Naples
• Launch Pad Sports Complex, Cocoa
• Caporella Aquatic Center, Tamarac
• Empower Adventures, Tampa Bay
In addition our staff holds multiple positions on boards
and advisory committees in the state of Florida, including
Enterprise Florida and Space Florida.
Florida is an incredibly crowded market with regards to
sports and recreation - and Pickleball is one of the fastest
growing segments in the industry and the state. It will be
important that the design and operations of the proposed
facility differentiate themselves from other existing and
future facilities. No other team has a pulse of the industry
or the state like SFC does. Our relationships extend past
our facilities and municipal partners and stretch across the
state to include CVB’s, state agencies, event rights holders,
professional franchise owners and more. Our relationships
and database withing the state as well as the entire
Southeast will allow Winter Springs to quickly grown into a
true Pickleball destination for the state as well as the entire
region.
112
23 SPORTS FACILITIES COMPANIES
City of Hoover, AL
John Lyda
5500 Stadium Trace Parkway
Hoover
$70M 2016 - Present
205 444 - 7557
Alabama 35244
City of Albertville, AL
Mayor Tracy Honea
City of Hoover, AL
City of Hoover, AL
$58M 2018 - Present
256 891 - 8209
City of Hoover, AL City of Hoover, AL
Collier County, FL
Ed Finn
3940 City Gate Blvd. North
Naples
N/A
Jason Clement - CEO / Founder
Sports Facilities Management, LLC
2021 - Present
239 252 - 8988
Florida 34117
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24 SPORTS FACILITIES COMPANIES
CONCLUSION
Our vision is to partner with Winter Springs and your
stakeholders to develop, open and manage a unique,
innovative Pickleball destination that will maximize
economic impact, increase local use opportunities,
drive sustainable operations, and create a return on
investment for the City of Winter Springs.
PROGRAMMING OPTIONS
The current RFP is requesting a Pickleball programming
partner - a model that will restrict the City and the venue to an
individual user and their partners. SFC’s unique management
model opens the opportunity for the venue to bring in all
programs at a local, regional and national level.
Local
Upon selection, SFC will collaborate with the City of Winter
Springs and your stakeholders to understand all local
programming options in the surrounding local market - both
public and private. Rather than attaching to one provider, our
model provides the opportunity to bring in any and all local
providers that the City wished to engage with. SFC will then
evaluate any gaps in the market and is prepared to build any
and all programming necessary - allowing the City full control
over pricing and returning all program revenues to the City’s
operating account.
Tournaments & Events
SFC represents over 1,000 event rights holders across
the country. Our collaboration as well as facility network
provides us a unique ability to place events at a large number
of facilities - providing rights holders with efficiencies of
operations and our venues with access to more events with a
better financial structure. SFC will immediately being placing
events at the Winter Springs facility as part of our pre-opening
management services.
Professional Organizations & Leagues
While incredibly popular and growing fast, Pickleball is still in its
infancy in terms of its growth. There are multiple professional
leagues and entities vying for control of the space and there
is not yet a clear-cut answer to what the landscape will look
like in the coming years. SFC maintains strong relationships
with USA Pickleball, Major League Pickleball, and our own
internally owned PBX. Our goal is to bring all of these leagues
and organizations to the Winter Springs facility in addition to
others.
• Allows Winter Springs to have full transparency
into the operations of the venue.
• Allows Winter Springs to maintain full decision-
making t of the facility
• Keeps 100% of revenues at the facility
• Creates direct access to SFC’s corporate resource
teams
• Leverages marketing capabilities and positioning
from the SFNetwork
• Allows access to all local, regional and national
events, tournaments and professional organizations
rather than just one in each area.
• Allows for better negotiating leverage for events
leading to bigger events and reduced reliance on
event sponsorships and bid fees.
• Creates cost and purchasing efficiencies across all
areas of operations
• Provides access to all of SFC’s technology and
operational tools/programs
• Reduces overall cost of employment while
attracting top tier industry talent
• Allows for on-site collaboration and creative
operations leading to more programming, less dark
time, and more revenue
• Creates synergies between facility operations and
City marketing and promotional efforts
SFC
ADVANTAGES
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25 SPORTS FACILITIES COMPANIES
FULL SERVICE OPERATIONS
As your will see in Section E, SFC offers the City with a full
service operational solution at the facility. Our team has a
proven track record of successfully implementing all facility,
operations necessary to manage every aspect of the day-to-
day operations of the venue.
Aligned Goals
SFC’s model will ensure that the City’s missions and goals
always come first. Under our model, we operate the facility
on your behalf. Your goals are our goals and we win when
Winter Springs wins. This is what a true partnership looks like.
We collaborate with you to develop the facility operational
approach to:
• Local use programming, access and pricing
• Economic Impact generating events, pricing and
objectives
• Pricing and revenue generation.
Our goal is to create a facility that maximizes local use
opportunities and access, drives economic impact throughout
the community and provides the City with sustainable
operations and return on your investment.
Transparency
SFC manages our venues with 100% transparency. All
accounts are owned by our public partners and we provide
full access to all programs, software, etc. SFC reports
financials, facility usage, and economic impact results on
a monthly, quarterly and annual basis. This clear financial
picture provides the City with the peace of mind that you are
being provided with the best possible return on investment at
all times.
Control
Unlike a private program operator, our model removes
conflict by allowing the City to maintain control and influence
decisions to be made in the best interest of the City and your
residents. This ensures that you remain in control of pricing,
access, calendars and all operational elements of the facility.
We will collaborate with the City to create and executed the
operational plan - however, you remain in control of your asset
and have final decision making authority.
"SUCCESS IN YOUR COMMUNITY
STARTS WITH A GREAT TEAM. WE
RECRUIT, TRAIN, AND DEVELOP
OUR PEOPLE SO WE CAN DO
EXTRAORDINARY THINGS WITH
AND FOR YOU."
TAMI SWANSON
SFM Director of Human Resources
THE TOURNAMENT WAS TWO YEARS IN THE MAKING AND FROM THE START, WE WERE IMPRESSED BY THE PROFESSIONALISM, CAN-DO SPIRIT, AND CONSTANT COMMUNICATION FROM SFC. TO SAY WE COULDN’T HAVE DONE IT WITHOUT THEM AS A PART OF OUR TEAM WOULD BE AN UNDERSTATEMENT.
KAREN PARISH
MANAGING DIRECTOR OF COMPETITION
USA PICKLEBALL
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SECTION E
SFC MANAGEMENT
SERVICES
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Pre-Opening OPERATIONAL DEVELOPMENTSERVICES
SFC has opened more than 60 amateur sports venues
over our 20 year history. Our proven pre-opening
services strategy will put in place an operational team
and plan that is ready to execute on Day 1. In addition,
our team’s pre-opening goal will be to have Winter
Spring’s local programming and tournament calendar
90%+ booked before we ever open the doors to the
facility.
OPERATIONal & ORGANIZATIONAL SETUP
Pre-Opening Development Services includes a variety of
projects and tasks that are coordinated with the pre-opening
budget and timing for each of ten major areas. Throughout
this cycle, SFC representatives will meet with the City, project
design/build team, and other key stakeholder representatives
through a schedule of weekly and monthly meetings.
Our pre-opening services are real-time tracked using a
smart sheet software system. This software allows for our
team to track progress of all activities and quickly adjust any
necessary items based on project schedule.
Business
Development &
Booking
Staff Placement
& Development
OPERATING
PROCEDURES &
MANUALS
MARKETING &
OPERATIONAL
PLANNING
Events &
Programming
Development
OPERATIONAL
SYSTEMS & SOFTWARE
DEVELOPMENT
GRAND OPENING &
EVENT PLANNING
SPONSORSHIP
SALES
Organizational
DEVELOPMENT
ADDITIONAL
INITIATIVES
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28 SPORTS FACILITIES COMPANIES
The following tasks will be taken on as part of SFC’s services.
Within all projects, unexpected tasks and needs will arise, and
SFC stands ready and prepared to take additional items on
as necessary to ensure successful operational development.
1. Organizational Development
SFC will lead the City through sourcing, hiring, and placement
of a full-time leadership team with clear job responsibilities
and training so personnel focus on the highest priorities
impacting the operation.
2. Operations Systems & Software Selection and Set-Up
This phase includes the set-up of accounting systems,
complete with checks and balances complying with audit
requirements, as well as facility management software,
specific HR administrative set-up specific to sport & event
centers, proper insurance and risk management coverage,
standard operating procedures, operating manuals, food &
beverage SOP’s for quality/storing/security/safety, and other
operational protocols.
3. Regional and National Marketing and Business
Development Action Plan for Events
SFC will provide a detailed business development action plan
and will then execute on this plan. This includes deployment of
proven digital, social media, direct sales, and other marketing
systems. SFC will also innovate and develop new systems
specific to your project. This effort will include regional and
national press releases, tradeshow/conference presence,
proper budgeting for bid fees (minimal when necessary), and
hosting of visits in partnership with your facility, and others.
4. Local Marketing and Business Development Action
Plan
SFC will create a local marketing plan to include digital and
social media, public relations, hard hat tours, key stakeholder
meetings, and parks and recreation driven efforts. This step is
highly collaborative with local parks and recreation and local
partners.
5. Local, Tournament and Events Program Development
The creation, set-up, and implementation of local programming
for residents. Creating the “ground rules” for scheduling so
that the local community and parks and recreation receive
first-class service while balancing the state, regional, and
national event needs. This requires proper communication
and upfront planning. The set-up for local programs
include current programs offered in the community and the
introduction of new offerings successful in other SFC venues
to include corporate outings, group events, and other child
development offerings.
6. Business Development and Events Booking
SFC will lead business development and events booking efforts
to secure events and agreements for use prior to opening.
This process must begin immediately after the project kick-off
to secure events at a pace that can perform or out-perform
forecasts. Local programming and local registrations will also
be managed during this process and will begin as the facility
development enters the final six months of construction.
7. Staff Placement and Staff Development
The placement of leadership staff begins during the
development cycle. These positions include the General
Manager, Marketing Director, Operations Director, and others.
The schedule for these hires requires job descriptions, job
announcements, review of hundreds of resumes, interviews,
final approval from our client, placement, training, and
guidance from our regional leadership team.
8. Grand Opening Events Planning
The schedule of grand opening events requires advanced
planning. Events are planned for local officials, key
stakeholders, community partners, and the community at
large.
SFC's position in the industry as well as national reach will
ensure that the Winter Springs facility is put front and center in
the industry and attracts top level applicants for each position.
9. Sponsorship Sales
Prior to opening, SFC will lead a sponsorship sales effort to
engage community businesses in a variety of ways. These
can include B2B arrangements for services or products
in trade for promotion, revenue driven sponsorship sales,
events, and other sponsorship programs. SFC’s Access
program allows sponsors to contribute to play time for kids'
that need assistance.
10. Other Necessary Initiatives
A wide range of community events, meetings, communication,
reporting, project management, and other activities dominate
the pre-opening process. SFC’s on-the-ground team will
provide expertise and experience throughout this cycle.
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STAFFING & ADMINISTRATION
SFC has developed extensive resources with in-house expertise in finance, marketing, legal & risk, human
resources, financial forecasting, event booking, and more. This team will support every aspect of the Winter
Springs Facility, ensuring that we are able to attract the very best talent to the facilities and that the on-site staff is
supported by the very best resources and tools to be successful in their jobs.
One team, one network
People are the lifeblood of any organization, but it is never
truer than in a sports, recreation, or events facility. Our People
& Culture team is dedicated to ensuring all 2,500+ SFC team
members in the SF Network have the support, development,
and leadership they need to be successful. We also manage
the tactical and operational elements of traditional HR duties.
Our People & Culture team will provide:
• Recruiting/Talent Acquisition Services
• Document Resources including Employee Handbooks
• Benefits Management
• SFC Cultural Onboarding
• Ongoing Leadership Training & SFC Summits
• Staff Change Management
• Succession Planning
Growth & Innovation Resources
SFC brings a culture of creativity and innovation. We create
incentive for team members to share process improvement,
ideas, best practices and celebrate those who excel in
innovation. This includes technology, sponsorship partners,
services, philanthropic initiatives, processes and programs.
The sports and entertainment industry is evolving rapidly and
SFC dedicates capital and human resources to keeping Winter
Springs at the forefront of service and guest experience.
STAFF ON-BOARDING
Along with in-person/on-site training, SFC utilizes an online
on-boarding process that will introduce the team member to
both the facility and the SF Network. As part of this system,
SFC will work with Winter Springs to develop venue specific
training videos and messaging that will ensure the vision,
processes and expectations of the City remain front and
center. The goal of this process is to ensure that we find the
right fit for each and every hire (full time and hourly), reducing
turnover and minimizing costs.
"SUCCESS IN YOUR COMMUNITY STARTS WITH A GREAT TEAM. WE RECRUIT, TRAIN, AND DEVELOP OUR PEOPLE SO WE CAN DO EXTRAORDINARY THINGS WITH AND FOR YOU."
TAMI SWANSON
SFM Director of Human Resources
WE WIN WITH PEOPLE. SUCCESS IN WINTER SPRINGS STARTS WITH A GREAT TEAM. WE RECRUIT, TRAIN, AND DEVELOP OUR PEOPLE SO WE CAN DO EXTRAORDINARY THINGS WITH & FOR YOU.
TAMI SWANSON
VP OF HUMAN RESOURCES
Staff training & development
SFC full-time facility staff have custom on-boarding plans
and leadership training at our corporate headquarters in
Clearwater, FL where they have access to our specialty
support departments within their first month with SFC. For
General Managers and select leadership staff, SFC also
hosts on-site leadership training at our Spring GM Summit
and the SFC Leadership Summit each fall. These events offer
time for best practice sharing among all senior leadership in
the SF Network as well as new policy roll-out, process/change
review, best practices, inspirational speakers, and more
tactical development sessions (e.g. booking best practices).
Our corporate offices and subject matter experts also offer a
variety of training and think tank sessions to collaborate on
ways to innovate and improve processes. In addition, SFC
hosts corporate-wide manager and account executive calls
and meetings to encourage collaboration and idea sharing
across our venues.
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Corporate Staffing Support
From day one, our team will be ready to start working
for the City and it’s stakeholders. We are purpose-built to
provide industry-leading strategic planning and assistance
through the transition process, cutting edge hiring practices,
operational development expertise, and the backing of our in-
house marketing and events teams to align the vision and
goals of the facility and produce real-time results.
In each of the major stages of the transition and on-going
management, the graphic below provides an understanding
of our leadership team, their individual areas of expertise,
and the progression in our focus areas as we work toward a
smooth transition in management. We have already assigned
your Operations Leadership Team who will act as the facility
liaison for SFC, providing leadership and oversight in all areas
of operational development and day-to-day operations of the
facility. With over 100 corporate staff members, including
dozens of industry experts in sports, fitness, and recreation
industry, we have the largest back-of-house support team in
the industry ready to support the facility.
Account management & Executive leadership
• Jason Clement, Chief Executive Officer
• Jim Arnold, Partner
• Mike Kelly, Executive Vice President
• David Joyner, Account Executive
• Jess Kuhl, Operations Executive
• Lori Moore, Operations Executive
• Bruce Rector, General Counsel
operations & Workflow
• Dave Pritchett, Chief Operating Officer
• John Sparks, Vice President, Account Management
• Jack Adams, Vice President, Sport & Entertainment
• Wes Hall, Operations Executive
• Todd Yancey, Operations Executive
ancillary revenue
• Dan Smith, Food & Beverage
• Aubrey Tinney, Director of Lodging
• Brittany Sherman, Customer Service Coordinator,
Lodging Services
Event Booking & Sales
• Donald Engstrom, National Director of Events &
Entertainment
• Brianna Padron, Events Partner Manager
• Cristina Vincente, Events Partner Manager
HUMAN RESOURCES
• Tami Swanson, Vice President of Human Resources
• Caitlyn Alberts, Human Resources Business Partner
• Carly Beaulieu, Human Resources Administrative
Assistant
MARKETING
• Ashley Whittaker, Partner and VP of Marketing
• Chip Fontanazza, Director of Marketing
• Andrea Brown, Tradeshow Manager
• Cristina McCollum, Events Marketing Manager
• Katrina Salitros, Marketing Project Manager
• Tristan Makaroff, Senior Graphic Designer
• Ali Yenchik, Content Manager
• Stephen Shafii, Digital Marketing Manager
• Makenna Parks, Graphic Designer
• Johnny Crosskey, SEO & Content Specialist
Accounting
• Bob Stout, Partner & Chief Financial Officer
• Christie Pflieger, Regional Finance Manager
• Darla Corwin, Regional Finance Manager
• Kyle Moline, Controller
• Erin McLean, Regional Finance Accountant
• Nash Walker, Staff Accountant
Our team has been purpose-built to serve public sports, recreation, events, and entertainment facilities in every
capacity. Our team is the most experienced, most collaborative, and most capable of serving the Winter Springs
Pickleball Facility.
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31 SPORTS FACILITIES COMPANIES
FINANCIAL Management & REPORTING
WE WORK FOR YOU
The ability to work effectively and with the level of transparency
essential in a public-private partnership requires relevant
experience, high-quality service processes, accurate and
timely financial reporting, and constant communication. We
believe that this is a foundational element of a successful
partnership and a unique advantage for SFC based on our
real-world experience in serving public sector clients and
operating the nation’s leading sports tourism complexes over
the past 20 years.
TRANSPARENCY
We can not stress this enough - our model has full
transparency. In addition to professional monthly, quarterly
and annual reporting, the City will have full access to all
financial and accounting records at any time during our
partnership. Every dollar that is generated at the facility will
run through a publicly controlled POS system while every
dollar out is rigorously tracked and reported in our monthly
ledger. You will not find a more thorough and transparent
financial planning, tracking and reporting process than SFC
will provide your team.
ANNUAL BUSINESS PLAN
Each year SFC will facilitate an in-depth strategy session with
the City and facility staff to refine and expand the definitions
of success and desired outcomes. This is especially important
over the first few years as future phases are developed. This
discussion can also include how other parks and recreation
assets in the community can fit into the overall short-term and
long-term operational strategy.
ANNUAL OPERATING BUDGET
Using the annual business plan as the foundation, SFC will
work with the City to create a detailed annual operating budget.
SFC’s proven budgeting process based on expected revenue
provides the framework for the most successful and profitable
operating model possible. The budget may be adjusted
over time in coordination with the City as partnerships are
developed and opportunities are discovered based on current
market and community conditions, while still referencing the
original pro forma. The City will have full authority over the
operating budget and it will not be finalized until it receives full
sign-off and support.
MONTHLY VARIANCE REPORTING
With SFC your facility will undergo a rigorous monthly “Budget
Versus Actual” (variance) review. Led by your Account
Executive and General Manager, SFC will perform a monthly
top-to-bottom review of the operation including a line item
review of “Budget vs. Actual” results. The process includes
a review of the prior month performance, a forward-looking
discussion of critical action items, marketing initiatives,
and a pace-to-goal session. This “variance” process drives
performance and accountability while providing the facility
team with the expertise and resources of SFC advisors.
QUARTERLY ECONOMIC IMPACT REPORTING
One of the main success factors of the project is driving
economic impact and hotel room nights. Rather than relying
solely on event operators, SFC will bring our own internal
proprietary economic impact tracking results. This ensures
objective results that also match up with all other visitation
and impact calculators currently used.
ANNUAL REPORT
SFC will deliver an annual report to the City which will look at
the overall success of the facility in all areas, including local
activation, economic impact and financial performance. At
the conclusion of this annual report, SFC will immediately
start the process over again by working directly with the City
to create the following years business plan.
WORKING WITH SFC’S MANAGEMENT
MODEL HAS PROVIDED US WITH CONTROL
OF OUR ASSETS, FINANCIALS, AND FULL
TRANSPARENCY INTO OUR OPERATIONS.
THEY HAVE ACHIEVED ALL OF THE FINANCIAL
OUTCOMES THAT THEY COMMITTED TO.
DUFF MILKIE
Former Executive Vice President,
General Counsel of Cedar Fair,
Cedar Point Indoor Sports Center
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Complex operating manual
Once selected we will work with the City to develop a custom
operating manual. Together, SFC and the City will determine
at a minimum, the following:
• Hours of operation
• Food and beverage
• Standard operating procedures for facility staff
• Minimum maintenance standards and guidelines
• Quality assurance/quality control procedures
• Guidelines for merchandise/food and beverage sales
• Workflows for programming and registration
• Purchasing policies
• Miscellaneous
Once completed, the City will own the Operating Manual.
EMERGENCY TRAINING
Along with complex operating manuals and procedures, our
teams actively train for emergency situations and are fully
prepared to handle them when they arise. Our staff has dealt
with missing children, active shooters, cardiac arrests, weather
emergencies and a long laundry list of other situations. When
it comes to these types of situations, the City cannot afford to
put the facility in the hands of operators who do not have this
proven, hands-on experience.
ADDRESSING NEW CHALLENGES HEAD ON
COVID is not the first or the last challenge that will face the
sports tourism industry. Throughout COVID, the industry
looked to SFC for leadership and we responded by authoring
and sharing COVID re-opening guidelines for our venues and
provided to the industry at no charge. We applied for and
received PPP and small business loans/grants for all of our
venues and have come out of COVID stronger than how our
venues went in.
The City can be confident with SFC as your partner that you
will be in the best position possible to address any situation
that arises - whether a one-time occurrence or an entire shift
to the industry.
OPERATING MANUAL
EVERY DAY IN FACILITY
MANAGEMENT BRINGS NEW CHALLENGES
FOR OUR STAFF. THROUGH PROPER
PLANNING AND TRAINING WE CAN
ASSURE OUR TEAM IS READY TO FACE
CHALLENGES BIG AND SMALL.
DAVE PRITCHETT
Chief Operating Officer
Maintenance OPERATING PROCEDURES
In addition to general maintenance and housekeeping for the
facility, SFC will develop standard operating procedures for
facility-specific needs. SFC recognizes there is not a one-
size-fits-all approach to facility maintenance. As a result,
the Account Executive and General Manager will work with
the City to ensure all facility areas, as well as an specialized
equipment, have individualized SOPs for facility staff to use
as a guideline for proper maintenance and upkeep.
Individual SOPs for the Winter Springs may include, but not
limited to:
• General Office Equipment
• General Maintenance Equipment
• Hardwood Court Floor
• Armor Guard Tile Floor Protection
• Scoreboard Operation
• Seating and Bleacher Operation
• Kitchen Equipment
• Events, Staffing Plans, Programming
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Appointment of a Corporate Risk Management Officer:
Bruce Rector, SFC General Counsel, is responsible for the implementation,
monitoring, and response/correction to all risk management related issues within
our facilities. He trains and monitors facility staff on SFC’s risk management
procedures so they are an extension of his team, present at all facility events
and programming. Bruce is kept up-to-date on any potential risk or hazards at
the venues and provides feedback on the correct course of action.
Insurance Policies:
SFC carries comprehensive insurance policies at all of our venues that meet
or exceed the standards of our Client’s COI requirements. Depending on the
facility and management structure, these coverages may include: accident,
general liability, workers’ compensation, auto, and property insurance. Due to
SFC’s extensive list of unique facilities and features, we are also capable of
sourcing innovative insurance solutions for FECs (climbing) and aquatics.
Waivers & Agreements
If needed, SFC’s risk management program includes waivers and agreements
for facility participants, subcontractors, and event owners to mitigate or
transfer the financial responsibility if an incident should occur. Examples of
these waivers are: participant waiver and release of liability, medical consent
form, image release, facility use agreements (containing SFC as an additional
insured), subcontractor and vendor agreements.
Facility Policy & Procedures:
SFC facility staff is routinely trained on SFC’s risk management policies and
procedures and the appropriate resources to use when and if an incident does
occur. This includes, but is not limited to:
• Daily Facility Walk-Throughs • Accident Reports
• Equipment Inspections • Fire & Severe Weather Procedures
• Kitchen Safety • First Aid
SECURITY
The safety of our guests is the number one priority in all of our venues. In a
time where facilities of all shapes and sizes are dealing with threats ranging
from small incidents to mass casualty situations, it is imperative that all staff
is trained in a wide range of scenarios. Seconds and minutes matter. SFC
repeatedly trains our staff in a multitude of situations to react swiftly and
correctly in any situation. From tournaments to the SEC Championship and
10,000 person concerts; SFC is well versed in events of all shapes and sizes
- each of which comes with their own unique challenges.
01
02
03
04
Our risk management program is broken down into 5 important elements:
RISK MANAGEMENT, INSURANCE & Security
05
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• Event Attendance Metrics & Annual Event Calendar
• Program Registration – Actual Versus Goal
• Marketing Budget & Associated Goals
• Existing Vendor Information & Pricing
• Annual Marketing Budget, Marketing Plans & Strategies
• Results by campaign, revenue stream, or channel
• Google Analytics & SEO Analytics
• Social Media Benchmarks & Email Database
PHASE 1: Research & analysis
Our approach to brand development and marketing strategy
is deeply rooted in research and analysis. Our in-house
marketing team uses a proven method of stakeholder
engagement, market tour & research, and existing data
review to create a data-rich foundation for the creative and
strategic steps to follow.
Step 1 - Kick-Off Call
Prior to an on-site market visit, meeting, and tour, the Project
Team will begin with an introductory call with the project
stakeholders. This meeting will include team introductions,
data review needs for Step 2 (below), project goals, and to
schedule the in-market visit, approximately 2 weeks from
project kick-off.
Step 2 - Existing Data Review
The Project Team will perform a thorough analysis of existing
available data, as supplied by the City, in order to become
familiar with current marketing performance including:
Step 3 - Stakeholder Meetings & Market Tour
SFC will host a strategic planning session to be facilitated
on-site to help provide insights into the project history,
scope, needs, purpose, goals, and constraints. This step
also assists in learning potential contributors to success for
the market, potential challenges, and factors that could lead
to a greater likelihood of success. This initial session also
ensures that SFC and the City are aligned regarding goals,
visions, communication and timelines. The strategic meetings
will encompass discussions related to brand vision, existing
financial projections, project goals, and current marketing
plans, as well as topics such program plans, alliances with
sports and other user groups, utilization, competition analysis
and market share, the marketing staffing/execution plan, and
much more.
Step 4: Market Demographics & Local Competition
Research
SFC will conduct preliminary market research, which will
encompass demographic and socio-economic data, sport
participation data for the region, and an analysis of existing
service providers (regional competition). This initial work
will culminate with a market and demographics study to
encompass drive time analysis, population and density,
income and spending, growth trends, etc. This step will also
include an inventory and programmatic review of the current
offerings in the region. This review will leverage SFC's
experience in over 2,000 communities across the country,
including analysis for many other comparable cities.
Data Review, Market Tour,
Stakeholder Meetings
Marketing Strategy & Annual
Campaign Development
Graphic Design Asset & Tool
Development
Activation, Event Booking,
Event Creation
01 02 03 04
marketing: how we'll get to work for WINTER SPRINGS
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35 SPORTS FACILITIES COMPANIES
PHASE 2: STRATEGY
Using the existing data, reports, and analytics provided by the City and reports/results from SFC's currently managed sports
destinations, our Team will build the following comprehensive marketing strategy.
Master Marketing Strategy Document will include:
budget
campaign
calendar The marketing plan defines standard monthly, semi-
annual, and annual activities. Development goals for
large projects are layered on top (video production, web
development).
The budget is broken down by major
marketing channel such as: website, SEO,
social media, print, radio, digital assets,
billboards, and more.
Each season, event, or program is assigned
a campaign - a series of activities designed
to produce a desired outcome.
goals
theory
market
SFC marketing plans begin with an explanation of
the theory of the approach. This is the ‘why’ that
drives the details of the plan.
We define the target market by looking at your goals,
revenue streams, and market demographics. Then
we create personas for the top 3-5 targets to bring a
sense of authenticity.
The goal of the plans needed to be clearly
defined and stated in a way that drives
action at every level.
• Brand Strategy & Calendar
• Year 1 Marketing Objectives Listed By Month
• Target Market Personas
• Executive Summary
• Annual Campaign Calendar
• Social Media Strategy, Calendar, Best Practices
• Email Calendar
• SEO Strategy
• Reporting Standards & Recommendations
• Annual Plan Overview For Years 2-3
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36 SPORTS FACILITIES COMPANIES
Marketing Tools:
• Event and Program Marketing Campaign Tracker
• Social Media Calendar
• Budget Planner
• Marketing Report
• Accountability Chart
• Press Release Template
• Project Management Tools
• Annual Plan/Strategy Document
Design Assets Example:
• Social Media Assets
• Downloadable Content - Guides, Whitepapers
• Print Materials
• Postcards/Flyers
• Tradeshow Banners/Materials
• Facility/Destination Guides
• Event Logos/Design Elements
PHASE IV: TOOLS & ASSETS
SFC will create the tools and assets designed to support the City’s effort in creating a sports tourism destination Marketing
Strategy and Campaign Roll Out. These will be unique and original designs created for Winter Springs using messaging and
campaign guidelines to demonstrate execution and the standard of excellence in design. Additionally, associated typefaces,
design elements, and stock photography will be supplied to the City. To support the creation of these deliverables, the City may
provide their own photographic or design assets for incorporation.
PHASE V: EXECUTION, DELIVERY & REPORTING
With planning complete, assets developed, and strategy defined we will get to WORK. We will work tirelessly to ensure
the plan is executed with excellence and we produce the results you are counting on. SFC will plan market visits and
virtual presentations for major delivery points during the process. We will meet bi-weekly or monthly during the project and send
out notes on progress, timeline, milestones, and action items after each. We will provide a monthly report of activity and results
with a year-end comprehensive summary report.
Key Performance Indicators we will use to measure success:
Awareness:
• Impressions
• Ad Recall
• Watch Time
Digital Engagement:
• Likes, Comments, Shares
• Downloads
• Database Growth
• CTR
• CPC
Event Booking:
• RFP Win/Bid Rate
• Outbound Calls/Meetings
• Verbal Commitments
• Contracts
Conversion:
• Sales
• Registrations
• Economic Impact - Direct
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KEYS TO SUCCESS IN WINTER SPRINGS
Digital is the new front door.
We believe in a strong, strategic digital marketing strategy. This puts your destination at
the fingertips of thousands of sports families, athletes, and spectators. Developing strong
digital assets, marketing funnels, social media presence, and conversion points is key to the
strategy.
• Website/Online Presence - SEO, SEM, Review Sites, Travel Sites, Booking Sites
(PlayEasy, HUG Scout Platform)
• Digital Assets - Videos, Photos, Downloadable Content (Travel Guides, etc)
• Marketing Funnels - Define and create the marketing funnel from discovery to
conversion
• Social Media Presence - Developing authentic sports related content with personality
to engage audiences.
• Conversion Points - Online Booking, Inquiry, Database Building Strategies
digital
relationships
relationships, relationships, relationships
Collaboration is in our DNA and that makes us great at developing
relationships that create the win-win scenario. We are excited to collaborate
with existing event providers, local clubs and leagues, City/county officials,
and facility operators to develop new business, create new events, inspire
new thinking, and drive results.
Marketing is an ever-evolving mix of art and science. We will leverage our tried-and-true marketing and event booking
practices from the 50+ communities/facilities we operate. Our in-house agency leverages webinars, whitepapers,
conferences, leadership networks, and sports marketing groups to stay on trend.
PRESS
leveraging the power of pr.
Nothing tells a story quite like, well... a story. Our firm is well versed in creating earned media
through industry relationships with major sports publications like Sports Destinations Management,
SportsEvents, and Sports Travel as well as paid editorial coverage. We will bring our successful track
record of elevating stories and creating a thoughtful, consistent press campaign to the facility.
We earned interviews for SFC for youth sports with these major news outlets:
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38 SPORTS FACILITIES COMPANIES
placemaking
creating connection to the destination
Placemaking is a mix of art and science. It's about creating memorable
experiences. We look at accessibility, sociability, uses/activities, and
comfort/image when helping to define a sense of place. Our goal is to
create an emotional connection to the destination that drives the desire to
extend the stay, attend another event, or book a tourna-cation.
partnerships
corporate partnerships with power
Collaboration, not competition is our motto for local and regional
partnerships. We don't want to cannibalize existing local events, but
rather build with them or create a complement where possible. For
corporate partnerships, we first approach local business ready to invest in
the community and the success of tourism. We will incorporate the Winter
Springs facility into our already powerful outreach and network of brands
looking to event in the sports space.
Building and Maintaining an Audience.
Website:
SFC will lead the development, design, and maintenance of a website for the Winter Springs facility with our preferred vendor
or a vendor of the client’s choice. This website will be built on Wordpress, the platform on which nearly half the internet is built
(42.6%) using an editor that is easy to use, train, and edit. This will allow easy integration for our CRM, linking to any addition-
al client sites, departments, or programs. We recommend a ‘Plan Your Visit’ section of the website to ensure we are able to
market the entire destination as well as any local business partners.
The site we build will have integration capability with ticketing software, CRM, and will have an up-to-date event calendar func-
tion. For any local programming options, registration links and program information will be listed online and kept current as well
as link to the registration software in coordination with our operating team.
Database:
We believe the CRM/user database is the lifeblood of marketing in a facility. A neat and tidy, segmented database/CRM helps
maximize marketing spend, sales effectivity, and coordination of digital systems. Our teams are familiar with low-cost and
high-service solutions. Where possible, we recommend the enterprise solution of HubSpot for its integrated marketing solution
and reporting capabilities. We will provide log-in and permissions to City staff for whatever CRM is determined to be the mutual
best-fit.
KEYS TO SUCCESS IN WINTER SPRINGS
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39 SPORTS FACILITIES COMPANIES
Sports Tourism Marketing &EVENT PROMOTION / PRODUCTION
MARKETING APPROACH
To create a sports tourism brand and market positioning for
Winter Springs as well as the new facility, we will split our
approach in the B2B and B2C spaces.
To attract new events to Winter Springs we will leverage a
Regional/National Business to Business (B2B) Approach:
• Industry Conferences (TEAMS, SportsETA)
• Event Sales & Business Development
• Familiarization Visits/Market Tours
• Targeted Destination Marketing Campaign
• SFNetwork Booking Platform Inclusion
• Press Releases, Editorials
• Bid/RFP Responses
• PlayEasy/Huddle Up Group's SCOUT Booking platform
To expand on existing opportunities and inventory, SFC
will leverage a Local/Semi-Regional B2B Approach:
• Work with existing local event organizers to expand or
increase their reach/draw to Winter Springs. Locally
incubated events are a head-start to drawing more
overnight hotel stays.
To attract families and athletes from the local community
as well as throughout the region to the programs and
opportunities at the facility, we will utilize a Business to
Consumer (B2C) Approach:
• Social Media - Organic and Paid
• Video Campaigns
• Destination Branding for Sports
• Press Releases, Editorials
• Google AdWords
• Traditional Media
To attract additional partners or sponsors, we will
leverage a B2B Approach and expand upon our existing
brand relationships in the youth and amateur sports
industry:
• Business Development
• Custom Destination Marketing Materials
• Custom Pitch Decks
• Stats and Visitor Information, Projections, & Data Sets
EVENT PROMOTION & PRODUCTION
The SFC strategy for building a successful event calendar
involves understanding the state and regional competitive
landscape, identifying key stakeholders, and intentionally
planning specific sports for specific weekends. These calendar
planning decisions will be influenced by understanding which
existing events within the region can be relocated to the
facility, or where we need to build or partner to create new
events to fill gaps within the market.
This process also includes building relationships with local
and regional influencers in each sport to make the most
informed decisions to maximize results. SFC will leverage
its relationships with trusted national event organizations
operating within the SF Network and create the best
partnership structure based on our experience with each
group. These partnership structures are diverse, but are
proven to create the best outcome for the venue, destination,
and event partner.
ORGANIC EVENT IMPLEMENTATION
While the focus will be filling the venue throughout the year with
the best local programming and largest events from around
the country, we also know that there will be opportunities
to build and create events at the facility. These organically
grown events offer the opportunity to fill traditional off-peak
times or to complement an existing large event by utilizing
all areas of the facility (i.e. hosting a large BBQ festival in the
common areas of the facility at the same time as a traditional
sports event is filling the fields).
We have deep “organic” programs and event experience.
The “home grown” programming is an important and critical
contribution to a well-balanced schedule, maximizing financial
opportunity, and managing the guest experience. The proper
balance of organic versus rental events is different for each
facility’s goals, market and location. We will work with the City
to strike the proper balance.
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40 SPORTS FACILITIES COMPANIES
EXISTING PROGRAMMING & ORGANIZATIONS
The first thing SFC will do if selected to manage the facility is
to work with the City to analyze all existing programming and
work with local groups to provide recreation opportunities for
the community. We believe that the Winter Springs facility
will provide the opportunity to bring different organizations
together and these types of partnerships and interactions
provide the opportunity to make sports and recreation in the
area stronger.
While we will look at traditional sporting organizations, we will
also have a strong focus on non-traditional opportunities as
well.
• Non-profit programming
• Silver sneakers and additional senior programming
• Boot camps, yoga and other fitness programs
• Mommy and me classes
• Home-school leagues and events
Many of these programs take place at non-traditional hours,
allowing for engagement with as many residents as possible
while not affecting the core business of the facility. We will
also put a specialized focus on finding groups, clubs and
organizations who can utilize the non-athletic portions of the
facility (i.e. car clubs, festival organizers, running clubs, etc.).
LOCAL LEAGUE PLAY
IN HOUSE Programs, leagues & Clubs
Once we have identified all of the potential user-groups, SFC
will look for opportunities to develop internal programs that
complement rental and outside service provider programs.
We will develop programming that will cater all ages and
levels while also working with the City and local Parks
and Recreation to develop a mix of programs that will help
enhance the experience for residents and fill any gaps in
existing programming.
SFC has invested in and developed resources and curriculum
to support the planning, development, marketing, selling, and
operation of all internal programs. These resources combined
with our internal programming strategy provides the City with:
• Greater Ownership of the Programs
• Control of the Customer Experience
• Higher Financial Returns
• Facility Database and Cross Marketing Opportunities
• Ability to Maximize Scheduling
"SUCCESS IN YOUR
COMMUNITY STARTS WITH A
GREAT TEAM. WE RECRUIT,
TRAIN, AND DEVELOP OUR
PEOPLE SO WE CAN DO
EXTRAORDINARY THINGS
WITH AND FOR YOU."
TAMI SWANSON
SFM Director of Human Resources
Our vision for Winter Springs is to
create and foster an ecosystem that
makes people want to engage and be
a part of the activity - regardless
of interest, ability or background.
MIKE KELLY
EXECUTIVE VP OR OPERATIONS
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41 SPORTS FACILITIES COMPANIES
It is critical to our mission and to the current and future
residents of Winter Springs, that the facility and its
operations ensure that every resident has access to
sports, regardless of age, ability, gender or income level.
This is not a mantra we simply talk about, but one that we
put into practice and one that we will financially support
in Winter Springs.
SF ACCESS PROGRAM
The SF Access Program teams local sponsors with good-
will marketing and branding opportunities to cover player
registration fees and dues. All proceeds from the Access
Program go to ensuring that kids within our communities
who do not traditionally have access to sports are provided
with the opportunity to participate within our venues. SFC will
immediately institute our Access Program in Winter Springs.
ASPEN INSTITUTE Project PLAY
SFC is a proud partner of The Aspen Institute’s Project
Play. The Aspen Institute has often been referred to as the
“conscience of youth sports.” Project Play's mission is to
develop, apply and share knowledge that helps build healthy
communities through sports. The program identifies gaps in
sports access and works with leading organizations such as
SFC. Together, we can fill the gaps so that every child in Winter
Springs and across America can access sports, regardless of
zip code or ability.
Community access to sport
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42 SPORTS FACILITIES COMPANIES
Food and Beverage has the ability to be the singular
most important revenue stream for the facility. There
is no other singular revenue stream that has the ability
to drive significant revenue to the facility and define the
on-site experience.
For Winter Springs, SFC is proposing full food and beverage
operations as part of our management services. Our team
is at the cutting edge of food and beverage development in
the amateur sports industry, driving record spending and
maximizing ROI in our venues. In addition to our corporate
resources, our model allows Winter Springs to keep 100% of
revenues.
Concessions rank highly among the most influential decision
makers for families on whether they want to return to a facility.
With this said - concessions will never maximize themselves.
To be successful, the Winter Springs facility must implement
programs and creative marketing that will drive people to
points of sale, create calls-to-action and place product in front
of the consumer.
• Food & Beverage Coupons with Admission
• Concession geo-fencing and push ads
• App purchasing & In-venue delivery
• Mobile points of sale
For Winter Springs, SFC’s goal will be to provide a high qual-
ity product and guest experience in combination with a com-
fortable, entertaining environment that encourages people to
stay. Creating a festive environment with things to do for all
members of the family will be critical to the guest experience
and per cap generation.
FOOD & BEVERAGE
Winter Springs Revenue Opportunity
Operations Venue Revenue Share
3rd Party Concessionaire 25 - 30%
SFC Operations 100%
"SUCCESS IN YOUR
COMMUNITY STARTS WITH A
GREAT TEAM. WE RECRUIT,
TRAIN, AND DEVELOP OUR
PEOPLE SO WE CAN DO
EXTRAORDINARY THINGS
WITH AND FOR YOU."
TAMI SWANSON
SFM Director of Human Resources
Concessions is a huge part of
our guest experience and is on
pace to become a seven figure
revenue line for our operations.
JUSTIN KIJOWSKI
GENERAL MANAGER
CEDAR POINT SPORTS CENTER
SFC revenue & profit Centers
Regardless of the ultimate operations model created in partnership with Winter Springs, there will be a focus on
driving economic impact, creating local use opportunities, improving quality of life, and ultimately driving financial
success for the City. The following pages will highlight SFC's focus and expertise in driving revenue & profitability.
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43 SPORTS FACILITIES COMPANIES
IDENTIFY
QUALIFIED
PROSPECTS
Package Top
ROI ASSETS
PROPOSE
LEVERAGE
SFNETWORK
INQUIRE
EXPLORE
LEARN
CELEBRATE
AGREE
ACTIVATE RENEW
12 3546879
NAMING RIGHTS &SPONSORSHIP
Our team and approach have sold more naming rights
for amateur sports facilities over the past 18 months
than any other firm in the industry.
Third party sponsorship companies charge in the range
of $7,500/month and upwards of 30% commission. SFC
provides an all-inclusive approach to sponsorship sales for
the facility as part of our management services.
• Inventory assessment
• Sponsorship & naming rights valuation
• Strategic planning
• Collateral development
• Negotiation & contracting
• Retainment & renewal
Our unique perspective and process to maximizing
sponsorship revenue will break the market opportunity into
three distinct categories - local, regional and national. Our
corporate services team combines resources and approach
with our in-market team to create a custom, venue specific
plan for the Winter Springs facility.
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44 SPORTS FACILITIES COMPANIES
From custom apparel to activation of the biggest brands in
sports merchandise, SFC will partner with the Winter Springs
to maximize merchandise revenues throughout the facility. In
order to maximize retail sales, the facility must be able to
• Develop a cool, innovative brand & story
• Host regional & national destination events
• Offer quality products
• Provide custom apparel options
• Create innovative ancillary retail streams
BRAND
Once open, the facility will be the newest, most talked about
facility in the region. SFC will work with the City to create a
brand, logo and story that is compelling to guests. Mirrored
after the professional sports, our team will then work to
develop secondary logos and retail lines that will connect with
guest of different ages and interests.
CUSTOM APPAREL
SFC is working with each of our facilities to create a custom
apparel shop that can take advantage of event specific apparel
while also providing additional revenue opportunities through
local leagues and teams. Custom apparel when matched with
creative partnership alignment has the opportunity to drive
significant revenue.
Retail & Pro SHop
If space allows, SFC will put a retail and pro-shop in place. In
our existing venues, we are finding that guests in our racquet
facilities are much more likely than any other sport to spend
money on their equipment inside the facility in which they
frequent.
PRODUCT & BRAND PARTNERSHIPS
SFC searches out unique partnership opportunities at both a
local and national level to add to our venues. By setting up
strategic points of sale outside of the traditional retail spaces,
trending brands/products carry a "cool-factor" and create the
opportunity to capture additional revenue. These areas can
also be swapped out annually to keep pace with trends and
provide new experiences and options for guests each year.
MERCHANDISE
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45 SPORTS FACILITIES COMPANIES
One of the reasons that Pickleball is seeing dramatic
growth across the country is because of the social
dynamic at all levels - from recreation to professional.
The sport is seeing participation levels increase at every
level and the social aspects of the sport remain one of
the largest decision factors at all ages and skill levels
with regards to where players choose to play.
Much like traditional sports complexes, simply building
courts and hoping events will book the venue and people will
show up is a recipe for failure. The designs for the proposed
facility were not included but it is imperative that the designs
include opportunities for a social atmosphere before, during
and after play. Successful complexes around the country are
finding ways to entertain players and guests of all ages and
interests. This becomes even more important for venues,
such as Winter Springs, that are hoping to attract tournament
play and drive a return on investment.
Food and beverage has already been discussed in this
response, but it is important to note that a successful food
and beverage operation and creative spaces is a large part of
the social success of the venue. In addition, additional social
options could include:
• Upscale/Destination Playground Equipment
• Bocce ball courts
• Turf gathering spaces and play areas
• Bag toss and lawn games
• Small stage areas (live music, movies, etc.)
• Stand alone bar areas
• Virtual golf and play simulators (if inside space available)
LOCAL Engagement
In Winter Springs, SFC will be dedicated to ensuring that local
residents have consistent opportunities to utilize the Sports
Center. Family entertainment spaces and amenities within
the venue in combination with high-quality food and beverage
options, create an incredible opportunity for residents (includ-
ing those not interested in Pickleball) to engage with the facil-
ity. An added benefit to these spaces is that they provide an
option for local use even during high-volume economic impact
generating events - making an even better event atmosphere.
FAMILY ENTERTAINMENT
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46 SPORTS FACILITIES COMPANIES
AWAYTEAM hotel booking platform
SFC owns and operates AwayTeam Travel and provides it as
a lodging option for all Clients in The SFNetwork. AwayTeam
Travel provides a customized, consistent lodging solution that
provides an incredible guest experience while also protecting
the venue and local hotels. AwayTeam will integrate into
the operations of the Sports Center, providing the following
advantages to the City:
• Ensures local hotels are filled first vs. outside lodging
groups who prioritize commission and rebate volume
• Creates a standard rebate and commission structure
with hotels and provides one point of contact for all
events
• Provides the City with a consistent economic impact
reporting tool for all events as well as a live dashboard
for transparent tracking.
• Creates a revenue sharing program with the City to
ensure that rebates and commissions support the venue
and operations vs. leave town.
TECHNOLOGY
Ticketing operations
To achieve stronger financial performance and capture data
of the visitors to the complex, SFC would look to implement
a strategy that would standardize how tickets are purchased
by visitors of the complex. SFC can use the City’s p referred
software or implement our own custom ticketing solution
designed for amateur sporting events.
This process allows for the venue to manage the ticketing/
admission process and set a base venue fee; allowing for
a significant revenue stream back to operations. In addition
to participating in ticket-based revenue, a ticketing system
can capture data that is incredibly valuable to marketing,
sponsorship sales, and economic impact tracking/valuation.
• Quick check with barcodes or mobile phones
• Sell tickets online and deliver them digitally to buyers
• Presell admission, parking, food and beverage,
merchandise and other amenities
• Collect valuable data on attendees
• Point of sale management and control
• Event promotion
• Sponsorship activation
LIVE STREAMING
SFC has the ability to bring multiple live streaming partners
to the facility as well as a number of different funding
options. Live streaming is one of the items that is setting
modern venues apart and will soon become a necessary
asset for the top venues in the country.
As your partner, SFC will help the City select the best
partner for the venue based on the goals of the City. SFC is
prepared to bring top national partners to the table who will
invest in the infrastructure as well as provide options that
can be included in the capital construction of the venue and
provide a higher revenue opportunity for operations. In each
scenario, SFC will ensure that Winer Springs is in a position
to stay ahead of the market in terms of live streaming
capabilities.
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47 SPORTS FACILITIES COMPANIES
PROVEN ABILITY TO DRIVE economic impact
We know that increasing economic impact, room nights and in-market spending are real goals for the City of Winter
Springs. By partnering with SFC, the City and your stakeholders are partnering with the most proven operator with
regards to driving large scale economic impact. SFC offers a number of advantages that other groups simply do not
have the capabilities, resources, and expertise to offer, or the track record of delivering.
• SFC represents more Event Rights Holders than any other management group in the industry. For the City, this means that
SFC will immediately put the facility in front of the best brands and the biggest events.
• SFC welcomed 30M+ guests last year and has the ability to promote the Winter Springs facility to the largest consumer
base in amateur athletics.
• SFC offers advanced industry data tracking models, mobilytics, and internal lodging solutions in order to track real-time
direct spending, room nights and impact. By tracking real numbers vs. exaggerated multiplier formulas - SFC provides the
City the ability to make educated, ROI based decisions on events, sponsorships and potential facility improvements.
ROCKY TOP SPORTS WORLD
GATLINBURG, TN
MYRTLE BEACH SPORTS CENTER
MYRTLE BEACH, SC
HOOVER MET COMPLEX
HOOVER, AL
ELIZABETHTOWN SPORTS PARK
ELIZABETHTOWN, KY
$27
$57$27
2021
20222021
Economic Impact
Economic ImpactEconomic Impact
CEDAR POINT SPORTS CENTER
SANDUSKY, OH
$222021
Economic Impact
$1102022
Economic Impact
$582022
Economic Impact
PUBLIX SPORTS PARK
PANAMA CITY BEACH, FL
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48 SPORTS FACILITIES COMPANIES
TRACKING ECONOMIC IMPACT
lodging reports & Dashboards
As explored in this response, SFC’s internal lodging
platform, AwayTeam, provides Winter Springs with the ability
to track real-time, event-by-event hotel room impact. By
standardizing the tracking and data formats, the City will
get a true representation at the end of the year through
confirmed room night pickups.
Facility SURVEYS
In addition to hotel tracking, SFC will perform in-venue
surveys throughout the year to understand how, when and
were guests are spending their time and money while in the
area. Combining this data with room night and door swing
counts, will allow our team to build a direct spending report
specific to the market.
Mobile Analytic Data
Data is king and a picture is worth a thousand words. SFC
utilizes mobile analytic software in all our venues to better
understand the venue’s reach and customer profile. For the
City, we will provide full data sets as well as clear, concise
mapping tools that provide:
• Visitor origin
• Visitor demographics and socioeconomic data
• Understanding of strong and weak market draws
• In-market spending and visitation behavior
The data collected provides opportunity to better understand
the target market at the facility. This data allows for SFC to:
• Identify custom target markets to maximize marketing
budget
• Acquire addition customers and events
• Retain and grow existing customer and events
• Create customized sponsorship packages and reports
• Provide critical impact and spending information to the
City
• React to market and industry conditions faster than
competitive facilities
Awayteam event tracker- ROom Pickup dashboard
Example Visitation map (Hoover mET)
By tracking real numbers rather than exaggerated
multiplier formulas - SFC provides Winter Springs the
ability to fully understand their impact measured ROI
and the ability to make educated decisions on events,
sponsorships and potential facility improvements.
SFC DELIVERS. OTHERS ARE FRIENDLY, KIND, AND SELL A GOOD GAME. BUT SFC PUT IN THE FOCUS, TIME AND EFFORTTO PRODUCE THE ACTUAL RESULTS NEEDED.
GREG STEWART
FORMER COUNTY ADMINISTRATOR
OHIO COUNTY, WEST VIRGINIA
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49 SPORTS FACILITIES COMPANIES
SFC is part of the leadership team behind the creation of
PBX Pickleball and is responsible for the operations of
all PBX Events.
PBX harnesses the talent and spirit of retired PRO athletes to
offer experiences for pickleball players and fans.
PBX's mission is to build community through shared sports
experiences. PBX programming is focused on curating
connection through fun, premium, unique and memorable
pickleball events. The thing that makes PBX different from
other pickleball providers is our promise to Play with the PBX
Pros; all our experiences include opportunities to play with
retired professional athletes. PBX Pickleball will consist of
four experiences:
PBX Tour will bring together retired sports stars turned
avid pickleball players, starting with athletes who previously
competed at the highest levels of their sports. Each player
will represent their respective sports in PBX Pickleball
tournaments for audiences watching in person, via television
broadcasts, and through digital media.
PBX Pro-Ams will allow amateur pickleball players to play
with and against former male and female stars of major sports
teams. PBX Pickleball Pro-Ams will align with professional
pickleball tour stops and occur adjacent to these events,
including the PBX Tour.
PBX Dream Weekends will offer the ultimate pickleball
experience for amateur participants. Pickleball enthusiasts
will learn from professional pickleball players and interact with
dozens of retired athletes.
PBX Corporate Experiences will be fully customizable with
turnkey services to support corporate meetings, incentives,
conferences, and exhibitions. Retired professional athletes
will be part of the experience.
139
WE ARE PROVEN
Pickleball is an incredibly young sport - which means that most programmers and companies, regardless
of initial success, are still young and unproven. SFC is stable, as evidenced by a track record spanning
over 20 years. No one has the experience or the documented, proven successful performance that
SFC has had in the management of similar size venues as the proposed Winter Springs facility. No
one - and there isn’t a close second.
WE ARE LOCAL
As explored in this response - we are a Florida based firm and we are committed to developing and
operating the most successful complexes in the country right here in-state. We are committed to
operating venues that improve the health and economic vitality of our community partners and Winter
Springs will be no exception.
No Conflict of interest
We are not a program operator and do not bring any conflicts that come with owning our own inventory.
We will not turn down any events or programs in favor or our own and we will never create price points
that are out of line with your expectations. This removes the conflict of interest of prioritizing affiliated
events over events that could drive more impact or more revenue for the City. It also ensures that SFC
does not take any revenue from activities at the facility outside of our management agreement.
WE will DRIVE REvenue, IMpact, and return on investment
We are not just a tenant - we are your partner. Our management structure and proposal are specifically
designed in a way in which we win when Winter Springs wins. Our management services will maximize
revenue and generate more economic impact than a traditional program operator. We will focus on
maximizing income to the City and impact to the surrounding area while also ensuring that we are
maximizing local use access and programming opportunities.
CORPORATE STRENGTH
SFC has the largest corporate infrastructure in the industry. We do not manage venues with staff from
other venues (and vice versa). We are not an upstart operator or a small programming company. We
have over 100 employees at our Clearwater headquarters that are 100% dedicated to supporting the
venues in the SFNetwork to be successful.
WE WILL MAKE Winter Springs A Pickleball destination
Based on location, population and reach - Winter Springs has all the characteristics necessary to be-
come a destination. We understand how to partner with destinations, cities, and CVB’s to market an
entire region and how to promote engagement between our guests and local hotels, restaurants, local
attractions and the entire business community. We will promote the facility and the market to the 30M+
guests and 1,000+ events that visit our facilities on an annual basis.
50 SPORTS FACILITIES COMPANIES
SFC DIFFERENTIATORS
1.
2.
3.
4.
5.
6.
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51 SPORTS FACILITIES COMPANIES
F.
PROPOSED COST OF
SERVICES
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52 SPORTS FACILITIES COMPANIES
Compensation Proposal
The City of Winter Spings is building a game-changing facility,
that together, we can maximize economic impact, local usage and
return on investment for the City. With that said, we are proposing
the following structure that ensures that we win together but also
one that is different than the services requested in this RFP. If the
City prefers a different or modified direction, our team stands ready
to adjust as needed to ensure the City and your stakeholders are
comfortable with the approach.
SERVICES
SFC will provide all necessary services to manage the Winter
Springs facility and provide all services outlined in this response.
We stand ready to take on additional tasks and management
opportunities as they arise. Rest assured that SFC will cover any
and everything necessary for the facility to be successful.
TIMING
SFC is ready to begin services immediately. In our experience, a
minimum 10-12 month pre-opening period is optimal for facilities
looking to open up at capacity and launch successful operations.
Pre-Opening Services, Management Fees, & Term
$18,500/month during pre-opening period for all necessary
services to open the facility and operate the day-to-day operations
once open. We are proposing an initial 8 year management term.
Deferred Management
SFC will work with the City to identify deferred management
incentives that align our operations with you true facility goals. We
are also open to reducing fixed management fees in coordination
with the addition of deferred management fees.
This is what a true partnership looks like. We are aligned from the
beginning and look forward to celebrating our success together.
We are committed to being flexible with our fee structure and are
confident that we will find a model that aligns our collective goals
and creates success for the venue and the entire region.
Sincerely,
JASON CLEMENT | CEO/FOUNDERC:210.382.4354jclement@sportsfacilities.com
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53 SPORTS FACILITIES COMPANIES
SFC can provide Full-Time Management (FTM) for the
proposed facility involving the day-to-day oversight of all
aspects of the venue including, but not limited to the items
below. SFC stand ready to take on any additional tasks as
needed at no additional cost to the City.
1. Sales
2. Staffing
3. Scheduling
4. Program Development and Management
5. Events Booking and Events Management
6. Event Economic Impact and Financial Tracking
7. Monthly Financial Reporting
8. Human Resources Oversight
9. Legal and Risk Management Advisory Services
10. Bookkeeping
11. National marketing utilizing SFC’s national Marketing
Network to drive overnight stays for the portion of the
Venue that SFC will be managing
A Comprehensive Solution
SFC Full-Time Management Services includes the selection,
placement, and ongoing development of a full-time SFC
-employed General Manager and leadership staff at your
facility. As an SFC -managed facility, your facility will be led by
an individual who is fully accountable to SFC and who views
their role in optimizing your facility as a true career path. SFC
culture attracts and develops ambitious, outcome-oriented
managers. SFC managers are professionals who have
previously managed operations for Disney’s Wide World of
Sports, Gaylord Entertainment, the House of Blues, Lifetime
Fitness, the YMCA, SMG, NBC Comcast Global Spectrum,
Westin Resorts, The United States Army, The United States
Marine Corps, and a wide range of sport and recreation
centers.
The SFC National Network
Additionally, only SFC General Managers and leadership
teams are part of the SFC network of GM’s. This means that
your facility will be led by a GM and leadership team that
participates in the SFC weekly tele-conference and video-
conference meetings with other SFC-employed GM’s and
the team of SFC operations advisors. This call requires each
facility manager to report in on the progress they are making
against established goals, and it provides opportunity for
each of our GM’s to seek perspective from other managers
who are dealing with or have already overcome similar
challenges. All of these centers deal with the same challenges
and opportunities inherent to the sports/fitness/ recreation/
entertainment facility industry. These managers are also
benchmarked against one another and against the highest
revenue producing and highest EBITDA-producing facilities
in the country.
The result is that your facility will be managed to utilize the
culture of accountability, best practices, proven strategies,
and profit-focused tactics that are constantly honed within the
SFC FTM network.
Monthly Variance Reporting (Budget Versus Actual)
With SFC your facility will undergo a rigorous monthly “Budget
Versus Actual” (variance) review. Led by a full-time SFC
Management Advisor, your GM, leadership team, and staff
will be part of a monthly top-to-bottom review of the operation
including a line item review of “Budget vs. Actual” results. The
process includes a review of the prior month performance, a
forward-looking discussion of critical action items, marketing
initiatives, and a pace-to-goal session. This “variance” process
drives performance and accountability while providing your
team with the expertise and resources of SFC advisors.
Accountability
With Full-Time Management, your GM/leadership team
reports directly to the Vice President of SFC and the CEO
of SFC. The GM is fully accountable to employing SFC
best practices and executing on every action item identified
in your annual business plan and monthly action plan. This
accountability allows for no excuses and no gap between the
plan, the goal, and the on-the-ground execution.
Final Say
Approval of SFC’s GM is 100% up to the Client. If you desire,
SFC will present the candidate we have selected and the
rationale for the selection. Your team will then approve or reject
the candidate. Finally, with SFC’s FTM program, you will be
guaranteed temporary management and replacement of any
position in the event of a future unexpected GM/leadership
team departure. With the FTM program you benefit from:
1. Full-time SFC General Manager and leadership team
2. Constant learning and accountability through the SFC
national network
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54 SPORTS FACILITIES COMPANIES
1. Replacement of the GM and placement of a temporary
and experienced GM in the event of a departure
2. A career-minded industry professional
3. A culture of accountability
4. Annual Business Plan written for your facility by SFC
5. Monthly “budget vs. actual” meeting and monthly action
planning session
6. Weekly participation in FTM network
7. Transparent financial and bank reconciliation reporting
8. Unlimited access to the SFC library of Customer Service,
Group Events Sales, Revenue Optimization resources
9. Monthly owners’ report and stakeholder/City meeting to
include the GM and an SFC Account Executive
10. Direct reporting of your GM into SFC ownership
Management Services
As with all of SFC’s management services, Full-Time
Management involves SFC acting as a representative of your
group to lead and directly influence optimized performance
and accountability throughout the organization and the
business. Full-Time Management Services will include:
1. Creation and annual review/updating of business plan,
marketing action plan, and budgets
2. Seasonal budget and marketing action plans
3. Marketing and advertising plan and campaigns
• Website optimization and social media campaign
• PR campaign
• Tradeshow and conference schedule (as applicable)
• Direct sales and direct calls to event and tournament
organizers
• Familiarization visits
• Integration and collaboration with local Parks & Rec
department and local CVB
• Site-specific tournament and event development
• Direct Mail campaign
• Article writing and print advertising
4. Detailed timeline and action items for development and
facility/operation updates
5. Annual review of the business year prior and identification
of new programming
6. Capital improvements suggestions and review
7. Identification of new investments
8. Monthly “Budget vs. Actual” (Variance) review
9. Routine review/recommendations for programming,
marketing, reporting, organization updates
10. Action plan for local/regional alliances and agreements
with sports/recreation organizations to bolster and
maintain utilization through recurring leagues and
programs as well as tournaments and events
11. Weekly management calls with SFC management
and SFC’s GM network for business development and
operations
12. Recurring coaching and collaboration sessions with SFC
management and SFC’s GM network.
As it is SFC’s experience that more corporate support is
needed during the first few years of facility operations, SFC
will employ a tiered structure whereby the services and
support offerings provided above taper to a degree over time.
Additional Services
As a result of staffing the leadership team, the following
services are also included in SFC’s Full-Time Management
option in order to recruit, train, and develop the team members:
1. Recruiting: Job analysis, candidate screening,
interviewing, selection, and finalizing of job offers
2. Induction, onboarding, and training of new employees
3. Computer & IT services and support
4. Payroll administration and support
5. Provide and administer health insurance program
6. Provide worker’s compensation insurance
7. Share ‘best-practices’ policies and procedures, acquired
instructions and forms
8. Identify and recommend qualified vendors, programs and
software, and proven hardware solutions
9. Annual updating of Business Plan
10. Employment Plan
11. Food & Beverage Plan
12. Financial Tracking and Monitoring (collection of monies,
books and records, insurance, taxes and assessments,
compliance with legal requirements, other fees, and
costs, etc.
144
Full Facility Management & Operational Services
City will be provided access at no cost or at a cost of their choice under our management model.
Costs for all programs will be developed after undertaking a development planning session with the City to fully understand
the goals of the project in terms of local use access, economic impact, and operational sustainability. City will maintain
full decision making authority on all fees and final costs.
$18,500/Month
145
56 SPORTS FACILITIES COMPANIES
G.
MANDATORY
PROPOSAL
FORMS
146
RFP # 06-23-02 LH MANDATORY FORM
MANDATORY PROPOSAL FORMS
1.Proposal Form 1 - PROPOSER Information and Acknowledgement Form
2.Proposal Form 2 - References Information Form
3.Proposal Form 3 - Insurance Requirements Form
4.Proposal Form 4 - Scrutinized Company Certification
5.Proposal Form 5 – Non-Collusion Affidavit
6.Proposal Form 6 - Drug Free Workplace Form
7.Proposal Form 7 - Public Entity Crimes Statement
8.Proposal Form 8 - E-Verify Statement
9.Proposal Form 9 - SMWBE Utilization Plan
10.Proposal Form 10- Conflict of Interest Statement
11.Appendix A -Cost Proposal Worksheet (Parts 1 & 2)
Mandatory forms must be submitted with the Proposal.
Failure to submit forms will disqualify the PROPOSER from the RFP
147
RFP # 06-23-02 LH MANDATORY FORM
PROPOSER INFORMATION AND ACKNOWLEDGEMENT FORM
For
Pickleball Program Operations
RFP # 06-23-02 LH
The undersigned PROPOSER does hereby agree to furnish the City of Winter Springs, Florida, the services listed in accordance with
the minimum requirements/evaluation criteria shown by the RFP to be delivered to the specified site in the Cost Proposal.
IT IS THE PROPOSER’S RESPONSIBILITY TO CHECK www.demandstar.com
FOR FINAL DOCUMENTS AND ADDENDA BEFORE SUBMITTAL
THIS PROPOSAL MUST BE SIGNED BY THE PRINCIPAL OR DIRECTOR AS INDICATED BY THE FLORIDA DEPARTMENT OF STATE,
DIVISION OF CORPORATIONS (www.sunbiz.org). Proof of corporate signer must be submitted with Proposal. If not submitted,
PROPOSER will be considered non-responsive. Use Sunbiz website screen shot or copy of Corporate Resolution or Power of
Attorney.
PROPOSER NAME:
TAX ID# SNN or EIN:
PROPOSER ADDRESS:
PURCHASE ORDER ADDRESS:
PHONE NUMBER:
COMPANY WEBSITE:
COMPANY CONTACT (REP):
CONTACT EMAIL ADDRESS:
SIGNATURE:
THE ABOVESIGNED:
A.Acknowledges receipt of:
1.RFP # 06-23-02 LH Pertaining To: Pickleball Program Operations
2.Addenda:
Number: _________, Dated _________________.
Number: _________, Dated _________________.
B.Has examined the site and all RFP Documents and understands that in submitting its Proposal, they waive all right to plead
any misunderstanding regarding the same.
C.Agrees:
1.To hold this Proposal open for 90 calendar days after the bid opening date.
2.To furnish the goods and/or services specified in this RFP at the prices quoted in Proposal and in compliance with
the RFP Documents.
3.To accept the provisions of the Instructions to PROPOSERS.
4.To negotiate a contract with the CITY incorporating the Proposal prices, if selected on the basis of this Proposal.
5.To accomplish the work in accordance with the contract documents.
D. Certifies:
1.That all information contained in this Proposal is truthful to the best of my knowledge and belief.
2.That I am duly authorized to submit this Proposal on behalf of the PROPOSER and that the PROPOSER is ready,
willing, and able to perform if awarded the Proposal.
Stipulated Amount A. Submit on Cost Proposal Worksheet, Appendix A.
Sports Facilities Management, L.L.C
46-1145091
600 Cleveland St. #910 Clearwater, FL 33755
727-474-3845
https://sportsfacilities.com/
Jason Clement
jclement@sportsfacilities.com
148
City of Hoover, AL
John Lyda
5500 Stadium Trace Parkway
Hoover
$70M 2016 - Present
205 444 - 7557
Alabama 35244
City of Albertville, AL
Mayor Tracy Honea
City of Hoover, AL
City of Hoover, AL
$58M 2018 - Present
256 891 - 8209
City of Hoover, AL City of Hoover, AL
Collier County, FL
Ed Finn
3940 City Gate Blvd. North
Naples
N/A
Jason Clement - CEO / Founder
Sports Facilities Management, LLC
2021 - Present
239 252 - 8988
Florida 34117
149
RFP # 06-23-02 LH MANDATORY FORM
INSURANCE REQUIREMENTS FORM
Insurance Type Required Limits
Worker’s
Compensation
Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits
Employer’s Liability $1,000,000 each accident, single limit per occurrence
Commercial General
Liability
(Occurrence Form)
patterned after the
current ISO form
$1,000,000 single limit per occurrence
$3,000,000 aggregate for Bodily Injury Liability & Property Damage Liability.
This shall include Premises and Operations; Independent Contractors; Products & Completed
Operations & Contractual Liability.
Indemnification
To the maximum extent permitted by Florida law, the Contractor/Vendor/Consultant shall
indemnify and hold harmless City of Winter Springs, its officers and employees from any and
all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys’
fees and paralegals’ fees, to the extent caused by the negligence, recklessness, or intentional
wrongful conduct of the Contractor/Vendor/Consultant or anyone employed or utilized by the
Contractor/Vendor/Consultant in the performance of the Agreement. This indemnification
obligation shall not be construed to negate, abridge or reduce any other rights or remedies
which otherwise may be available to an indemnified party or person described in this
paragraph. This section does not pertain to any incident arising from the sole negligence of
the City of Winter Springs.
Automobile Liability $1,000,000 each person; Bodily Injury & Property Damage, Owned/Non-owned/Hired;
Automobile Included.
Other
Vendor shall ensure that all subcontractors comply with the same insurance requirements that he/she is required to meet. The
same Vendor shall provide the City with certificates of insurance meeting the required insurance provisions.
The City of Winter Springs must be named as “Additional Insured” on the Insurance Certificate for Commercial General Liability
where required.
The Certificate Holder shall be named as City of Winter Springs.
Thirty (30) days cancellation notice required.
The undersigned firm agrees to obtain, prior to award, if selected, insurance as stated above.
PROPOSER
Authorized Signature
Officer Title
Date
Sports Facilities Management, L.L.C.
CEO
7/25/23
150
RFP # 06-23-02 LH MANDATORY FORM
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes (2017), a company is ineligible to, and may not, bid on, submit a Proposal for, or
enter into or renew a contract with the City for goods or services of:
a. Any amount if, at the time of bidding on, submitting a Proposal for, or entering into or renewing such contract, the
company is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged in a
boycott of Israel; or
b. One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing such
contract, the company:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Petroleum Energy Sector List, created pursuant to s. 215.473; or
Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The PROPOSER must submit this required certification form attesting that it is not a
scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body:
a. The PROPOSER is found to have submitted a false certification; been placed on the Scrutinized Companies with Activities
in Sudan List or the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List;
b. Been placed on the Scrutinized Companies that Boycott Israel List or
c. Is engaged in a boycott of Israel; or
d. Been engaged in business operations in Cuba or Syria.
The CITY shall provide notice, in writing, to the PROPOSER of any determination concerning a false certification.
a. The PROPOSER shall have five (5) days from receipt of notice to refute the false certification allegation.
b. If such false certification is discovered during the active contract term, the PROPOSER shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification was
made in error.
c. If the PROPOSER does not demonstrate that the CITY’s determination of false certification was made in error then the
CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida Statutes.
151
152
153
RFP # 06-23-02 LH MANDATORY FORM
DRUG FREE WORKPLACE FORM
The undersigned PROPOSER, in accordance with Florida Statute 287.087 hereby certifies that
_____________________________________________________ does:
(Name of PROPOSER)
1.Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or
use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against
employees for violations of such prohibition.
2.Inform employees about the dangers of drug abuse in the workplace, the business’s policy of maintaining a
drug-free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the
penalties that may be imposed upon employees for drug abuse violations.
3.Give each employee engaged in providing the commodities or contractual services that are under contract a
copy of the Drug-Free statement.
4.Notify the employees that as a condition of working on the commodities or contractual services that are under
contract, employee will abide by the terms of the statement and will notify the employer of any conviction of,
or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the
United States or any state, for a violation occurring in the workplace no later than five (5) days after such
conviction.
5.Impose a sanction on, or require the satisfactory participation in a drug abuse assistance or rehabilitation
program if such is available in the employee’s community, by any employee who is so convicted.
6.Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section.
7.As the person authorized to sign the statement, I certify that this business complies fully with the above
requirements.
(Authorized Signature) (Date)
(Print/Type Name as Signed Above)
Sports Facilities Management, L.L.C.
7/25/23
Jason Clement
154
RFP # 06-23-02 LH MANDATORY FORM
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133(3) (A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1.This sworn statement is submitted with Proposal for RFP 06-23-02 LH Pickleball Program Operations.
2.This sworn statement is submitted by (PROPOSER) ___________________________ whose business address is
_____________________________________ and (if applicable) Federal Employer Identification Number (FEIN)
is _____________________ (If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ___________.
3.My name is ____________________ and my relationship to the PROPOSER named above is _____________________.
4.I understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a violation of any
state or federal law by a person with respect to and directly related to the transaction of business with any public entity or with an
agency or political subdivision of any other state or with the United States, including, but not limited to, any proposal or contract for
goods or services to be provided to any public entity or any agency or political subdivision of any other state or of the United States
and involving antitrust, fraud, theft, bribery, collusion, racketeering, conspiracy, or material misrepresentation.
5.I understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means finding of guilt
or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial court of records relating
to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict, non-jury trial, or entry of a plea of
guilty or nolo contendere.
6.I understand that an "affiliate" as defined in Paragraph 287.133(1) (a), Florida Statutes, means:
•A predecessor or successor of a person convicted of a public entity crime; or
•An entity under the control of any natural person who is active in the management of the entity and who has been
convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in the management of an affiliate. The City of Fernandina Beach, Florida
ownership by one of shares constituting a controlling income among persons when not for fair interest in another person,
or a pooling of equipment or income among persons when not for fair market value under a length agreement, shall be a
prima facie case that one person controls another person. A person who was knowingly convicted of a public entity crime,
in Florida during the preceding 36 months shall be considered an affiliate.
7.I understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person or entity
organized under the laws of the state or of the United States with the legal power to enter into a binding contract for provision of
goods or services let by a public entity, or which otherwise transacts or applies to transact business with a public entity. The term
"person" includes those officers, directors, executives, partners, shareholders, employees, members, and agents who are active in
management of an entity.
directors, executives, partners, shareholders, employees, members, and agents who are active in management of an entity.
8. Based on information and belief, the statement which I have marked below is true in relation to the entity submitting this sworn
statement. (Please indicate which statement applies)
____Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders, employees,
members, or agents who are active in management of the entity, nor affiliate of the entity have been charged with and convicted of
a public entity crime subsequent to July 1, 1989.
____The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, or an affiliate of the entity has been charged with and
convicted of a public entity crime subsequent to July 1, 1989. (Please attach a copy of the final order.)
____The person or affiliate was placed on the convicted FIRM list. There has been a subsequent proceeding before a hearing officer
of the State of Florida, Division of Administrative Hearings. The final order entered by the hearing officer determined that it was in
public interest to remove the person or affiliate from the convicted FIRM list. (Please attach a copy of the final order.)
____The person or affiliate has not been placed on the convicted FIRM list. (Please describe any action taken by, or pending with,
the Department of General Services.)
___________________________________________________________
Signature Date:
Sports Facilities Management, L.L.C
600 Cleveland St. #910 Clearwater, FL 33755
46-1145091
Jason Clement CEO
7/25/23
155
156
RFP # 06-23-02 LH MANDATORY FORM
E-VERIFY STATEMENT
Proposal Number: RFP #06-23-02 LH
Project Description: Pickleball Program Operations
PROPOSER acknowledges and agrees to the following:
PROPOSER shall utilize the U.S. Department of Homeland Security’s E-Verify system, in
accordance with the terms governing use of the system, to confirm the employment eligibility
of:
1.All persons employed by the PROPOSER during the term of the Contract to perform
employment duties within Florida; and
2.All persons assigned by the PROPOSER to perform work pursuant to the contract with
The CITY.
PROPOSER: __________________________________________________________________
Authorized Signature: __________________________________________________________
Title: ________________________________________________________________________
Date: _______________________________________________________________________
Sports Facilities Management, L.L.C.
CEO
7/25/23
157
RFP # 06-23-02 LH MANDATORY FORM
SMWBE UTILIZATION PLAN
Small, Minority, and Women’s Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Company Name (PROPOSER): ________________________________________________________
Project Name : Pickleball Program Operations
RFP Number : RFP # 06-23-02 LH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women’s business enterprises, and labor surplus area firms are used when
possible. The CITY requires that PROPOSERS (Prime Contractors), if subcontracts are to be let,
to take the five affirmative steps as cited below. Please describe your firm’s plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
•Placing qualified small and minority business and women’s business enterprises on
solicitation lists.
•Assuring that small and minority businesses, and women’s business enterprises are
solicited whenever they are potential sources.
•Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women’s business
enterprises.
•Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women’s business enterprises and
veteran owned businesses.
•Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https://www.dms.myflorida.com/agency_administration/office_of_supplier_diversity_osd
Sports Facilities Management, L.L.C.
158
159
70 SPORTS FACILITIES COMPANIES
H.
FLORIDA STATE
CORPORATE FILING
160
600 CLEVELAND ST
SUITE 910
CLEARWATER, FL 33755
Current Principal Place of Business:
Current Mailing Address:
600 CLEVELAND ST
SUITE 910
CLEARWATER, FL 33755 US
Entity Name: SPORTS FACILITIES ADVISORY L.L.C.
DOCUMENT# L04000086492
FEI Number: 32-0109344 Certificate of Status Desired:
Name and Address of Current Registered Agent:
CLEMENT, JASON
600 CLEVELAND ST
SUITE 910
CLEARWATER, FL 33755 US
The above named entity submits this statement for the purpose of changing its registered office or registered agent, or both, in the State of Florida.
SIGNATURE:
Electronic Signature of Registered Agent Date
Authorized Person(s) Detail :
I hereby certify that the information indicated on this report or supplemental report is true and accurate and that my electronic signature shall have the same legal effect as if made under
oath; that I am a managing member or manager of the limited liability company or the receiver or trustee empowered to execute this report as required by Chapter 605, Florida Statutes; and
that my name appears above, or on an attachment with all other like empowered.
SIGNATURE:
Electronic Signature of Signing Authorized Person(s) Detail Date
JASON CLEMENT
FILED
Feb 17, 2022
Secretary of State
2802043195CC
JASON CLEMENT FOR ITS MANAGER, SF
COMPANIES HOLDINGS,
LLC
02/17/2022
2022 FLORIDA LIMITED LIABILITY COMPANY ANNUAL REPORT
No
02/17/2022
Title MANAGER
Name SPORTS FACILITIES COMPANIES
HOLDINGS, LLC
Address 600 CLEVELAND ST
SUITE 910
City-State-Zip:CLEARWATER FL 33755
161
72 SPORTS FACILITIES COMPANIES
APPENDIX A
TEAM
RESUMES
162
73 SPORTS FACILITIES COMPANIES
KEY CAPABILITIES
• Staff Management / Team Development
• Venue Leadership
• Technology Integration & Expansion
JACK ADAMSVP, ACCOUNT MGMT
LORI MOOREOPERATIONS EXECUTIVE
JOHN SPARKSACCOUNT EXECUTIVE/VP
WES HALLOPERATIONS EXECUTIVE
JESS KUHLOPERATIONS EXECUTIVE TODD YANCEYOPERATIONS EXECUTIVE
DEPARTMENT HEAD
VENUE OPERATIONS
MIKEKELLY
PROJECT ROLE:operational development, executive strategy implementation
Our operations team will provide a service model that includes
reporting to Winter Springs with full transparency and control. We
provide guidance on all things involving the day-to-day oversight
of all aspects of the venue. We will be a extension of your team to
serve the County, community, and guests.
Our Team executes tasks and processes so that facilities open on-time,
on-budget, and on-brand. We will report weekly, monthly, and annually on
progress in each area as needed. SFC representatives will meet with the team
and other key stakeholder representatives through an agreed upon schedule of
weekly and monthly meetings.
OPERATIONS TEAM
163
74 SPORTS FACILITIES COMPANIES
Our marketing and brand development team will innovate and
develop new systems specific to your facilities. This effort will
include regional and national press releases, proper budgeting
for bid fees (minimal when necessary), and hosting of visits in
partnership with Winter Springs.
KEY CAPABILITIES
• Annual Marketing Plan & Strategy
• Co-op Marketing Opportunities
• Sponsorship Sales
• Facility Branding / Internal Cross-Marketing
• Event Creation / Support
• Graphic Design Support
DEPARTMENT HEAD
MARKETING & BRAND
DEVELOPMENT
ASHLEY
WHITTAKER
PROJECT ROLE:marketing strategy, brand development, & business development
KATRINA SALITROSPROJECT MANAGER
CRISTINA MCCOLLUMEVENTS MANAGER
ALI YENCHICKCONTENT MANAGER
TRISTAN MAKAROFF,SR GRAPHIC DESIGNER
STEPHEN SHAFIIDIGITAL MARKETING MGR MAKENNA PARKS,GRAPHIC DESIGNER
SFC completes detailed plans that include deployment of proven digital, social
media, direct sales, and other marketing systems. Furthermore, marketing
plans include digital and social media, public relations, hard hat tours, and key
stakeholder meetings. This step is highly collaborative with local partners and
local recreation or CVBs.
MARKETING TEAM
164
75 SPORTS FACILITIES COMPANIES
KEY CAPABILITIES
• Event Management
• Programming Development
• Additional Revenue Levers
REGINALD GRIGSBYNATL DIRECTOR, EVENTS
BRIANA PADRONEVENTS MANAGER
DONALD ENGSTROMDIR, PROGRAMMING
BRITTANY SHERMANCUSTOMER SVC COORDINATOR
CRISTINA VINCENTEEVENTS MANAGER WHITNEY HOLLANDCUSTOMER SVC COORDINATOR
DEPARTMENT HEAD
VENUE OPERATIONS
DAVEPRITCHETT
PROJECT ROLE:event oversight, programmingdevelopment
Our events and programming team work with Winter Springs to drive
impact through successful development and execution of events and
programming. From SFC event brands to national event organizers,
our team will support the facility to maximize economic impact by
bringing the biggest events and best programming to the facility
Our team leverages our relationships with thousands of events rights holders
to maximize ROI, fill the calendar with impactful events, and provide industry-
leading programming to venues across the SF Network. Additionally, the
team works with municipalities, CVBs and hotels partners to encourage team
booking and driving profitability back to the venue.
EVENTS & PROGRAMMING TEAM
165
76 SPORTS FACILITIES COMPANIES
Our accounting team will partner with Winter Springs for a monthly
top-to-bottom review of the operation including a line item review
of “Budget vs. Actual” results. This “variance” process drives
performance and accountability while providing your team with the
expertise and resources of SFC advisors.
KEY CAPABILITIES
• Monthly BVA Reporting
• Financial Analysis & Bookkeeping
• Annual Budget Creation/Management
DEPARTMENT HEAD
FINANCE
BOB
STOUT
PROJECT ROLE:financial forecasting, budget creation, risk management
KYLE MOLINECONTROLLER DENIS KIBBYVENUE CONTROLLER
JENNIFER MARTINPAYROLL & BENEFITS CHRISTY PHLIEGERREGIONAL FINANCE MGR
Our team team reduces overhead through customized reporting based on
client standards. We complete pace-to-goal sessions as well as a month to
month performance report.
FINANCE TEAM
166
Our HR team with work with Winter Springs for sourcing, hiring, and
placement of the leadership team and all hourly staff with clear job
responsibilities and training. This process will be outlined in the hire
and placement dates outlined in the operating/financial plan.
KEY CAPABILITIES
• Recruiting & Talent Development
• Staff Training / Performance Management
• Culture Building / Values
• Benefits Administration
DEPARTMENT HEAD
HUMAN RESOURCES
TAMI
SWANSON
PROJECT ROLE:talent acquisition, employee performance oversight, professional development
CAITLYN ALBERTSHR BUSINESS PARTNER
REBECCA MURRAY HR COORDINATOR
LAUREN LEAHEYHR GENERALIST
MICHELLE YBARRAHR COORDINATOR
CARLY BEAULIEUHR ASSISTANT
SFC’s Human Resource team has recruited, hired, and trained successful
leadership staff in 40+ venues across the SF Network. Our team develops
and activates brand and marketing systems for HR, legal, risk, finance,
maintenance, and other key systems the Client identifies.
HUMAN RESOURCES TEAM
167
168