An Analysis of the Feasibility of an Indoor Sports Facility

February 5, 2016

An Analysis of the Feasibility of an Indoor Sports Facility

Prepared for Central Pennsylvania CVB Prepared by the National Association of Sports Commissions

Central Pennsylvania Convention & Visitors Bureau (CPCVB)

TABLE OF CONTENTS

Introduction....................................................................1 Executive Summary....................................................2-3 Background................................................................ 4-5 Site Visit and Interviews........................................... 6-10 Competitive Issues....................................................11-14 Competitive Marketplace........................................ 15-17 Additional Facility Needs.............................................18 Development Plan................................................... 19-21 Economic Considerations......................................22-24 Conclusions.................................................................. 25

Appendix I – NASC Bios and Experience II – CRPR Projects III – Sample Site Plan IV – Spooky Nook Sports Center V – The Spire Institute VI – Discovery Sports Center VII – Boo Williams SportsPlex VIII – Virginia Beach Field House IX - Myrtle Beach Sports Center X - Jonathan Byrd's Fieldhouse XI - Round Rock Sports Center XII - Graham Aquatic Center

Central Pennsylvania Convention & Visitors Bureau (CPCVB)

INTRODUCTION

This report is the result of a proposal made to the Central Pennsylvania Convention & Visitors Bureau (CPCVB) by the National Association of Sports Commissions (NASC) and dated July 22, 2015. The CPCVB issued a request for proposal on July 20, 2015.

The NASC responded to that RFP and was selected to conduct the study addressed in this report.

Briefly, the RFP noted that the CPCVB was cooperating with the YMCA of Centre County in their effort to build a new YMCA. The CPCVB portion of the project is to consider building an indoor sports facility adjacent to or connected with the new YMCA. This indoor facility would be available to local users (including the YMCA) but would focus on improving Centre County’s ability to attract sports tournaments and events that will produce substantial visitor spending throughout the year.

• Determine the approximate square footage that would be needed to be either a market leader or an effective competitor.

• Develop an economic impact and cost /benefit analysis for the recommended facility investment, including an estimated cost for its development.

The NASC was ultimately selected to conduct this work from a field that included other sports industry consultants.

This report fulfills and exceeds the parameters set forth above.

The NASC is the sport tourism industry’s only membership organization. Members represent the host organizations, event owners and suppliers to the sports tourism industry. This means an uncommon level of understanding of how the industry works and has grown and the reasons behind both.

The NASC also has a Strategic Consulting Division.

This division is headed by the executive director of the NASC. Information on the background and experience of the NASC and its staff can be found in Appendix I – NASC Bios and Experience.

As noted in the RFP, the CPCVB wants to understand not only what might be included in an indoor facility but what it would take to allow it to surpass the majority of its competitors in Pennsylvania.

To accomplish these tasks the CPCVB was searching for a firm that has the experience and talent to: • Identify Pennsylvania facilities they would be competing with.

• Identify amenities that would put the CPCVB ahead of its competition once the facility is complete.

• Identify potential user groups and their needs that are using competitive sites in the state.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

EXECUTIVE SUMMARY

Centre County has needed more court space for more than ten years. When an original sports facilities audit was conducted in 2006, one of the conclusions was the need for more courts to satisfy the needs of residents.

This study has reaffirmed the situation. In the past ten years three courts have been constructed in the county. These courts were built by Christ Community Church (CCC) after they read a copy of the 2006 report. Today, the courts are heavily used by residents, including students from Penn State.

After re-examining the situation with an emphasis on new facilities constructed or in the planning stages since 2006 (the courts at CCC, Oak Hall Regional Park, improvements to the John Hess Field Complex, Pegula Ice Arena, and plans for the Nittany Valley Sports Center and Whitehall Road Park), it was concluded that a new multi-court complex would resolve local issues concerning court time and provide an opportunity to increase dramatically the number of visitors to the area.

One of the conclusions contained herein suggests the possibility of an additional $15 million a year in direct visitor spending if the complex is built. This estimate is based upon new dollars coming into Centre County as a result of events staged at the new facility. All of these dollars would be taxable, increasing the funds available to government.

It is suggested that the new facility be built on property owned by the YMCA of Centre County. As one of the organizations most in need of additional court time, and as an experienced operator of this type of facility, it is further recommended that the YMCA would manage and operate the building. A person recognized as an expert in the sport tourism industry should be part of the management team. This person will have the contacts necessary to obtain the eight to ten new events projected in the first year of operation.

The CPCVB has expressed concern over the impact the Spooky Nook Sports Center in Lancaster would have on a new facility. To compete effectively it will need to offer superior competition facilities to teams, coaches, officials, and family and friends who accompany the teams.

In order to insure this can happen, it is suggested that the almost new Round Rock Sports Center in Round Rock, Texas be used as the model for its design. This center opened in March, 2014 and offers a layout and amenities that have been embraced by basketball and volleyball tournament organizers.

The Round Rock Sports Center has six high school size courts. It also provides twelve volleyball courts.

All competitors, coaches and officials are on the courts level and all others are one floor above in the spectator areas. This kind of separation is not possible at Spooky Nook and provides significant game management advantages.

Projections are that a building of this kind might cost as much as $15 million. If, however, the projections for $15 million in taxable direct spending in the first year are reasonable, the longer term outlook is promising.

Projects of this kind take between three and four years to reach a stabilized level of operation. This suggests annual income from direct visitor spending to increase to the range of $20 million, plus tax collections.

The projections in this report are based upon basketball and volleyball only. A building with hardwood courts is also ideal for all mat sports, including the martial arts. And, equipped with a loading dock and roll-up doors it can host meetings and trade shows as well.

Local sports programming has been held back by a lack of court time. If teams cannot practice and play games they will lose interest and quit. This is the situation faced by local sports organizations: a lack of time has restricted participation. Lower participation rates are not conducive to combatting inactivity and childhood obesity, among other factors.

Why the focus on courts? The Centre Region Parks & Recreation Authority has focused on additional fields.

Oak Hall Park and the acquisition and improvements at John Hess Fields, combined with planned developments at the Whitehall Road site will provide enough fields and diamonds for residents and outside events.

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Other needs exist. There is a need for both an indoor and an outdoor track. The facilities at PSU, although excellent, are not available for outside uses.

The study reaffirmed the fact that the area is underserved by a lack of an outstanding competition quality indoor aquatic center. The Pennsylvania Interscholastic Athletic Association (PIAA) State Championships were lost to Lewisburg many years ago, and there are more events that could be staged should there be a pool with the proper features.

The reason track and field and the aquatic sports were not chosen as recommended projects relates to cost and the lack of events attracting visitors in these sports. In terms of improvements to the quality of life there is no question tracks and a pool would provide significant benefits to the residents of Centre County.

The central purpose of this report is to suggest ways to increase the amount of visitor appending through sport tourism.

It is the recommendation of the NASC that a multi-court sports center co-located with a new YMCA just of the Highway 99 bypass would produce the best results for the CPCVB and Centre County, both in the near and long term.

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BACKGROUND

When the NASC conducts studies it focuses on only one thing: providing the information needed to make informed business decisions. Sometimes the recommendation is to move ahead with the client’s original intentions. At other times another approach might produce better results. The NASC also has had clients who have been advised not to proceed with the intended facility. In each case specific reasons and case histories are provided to assist the client’s decision making progress.

For example, it is very clear that one outcome of this study will not be constructing the largest indoor court facility in the state (or, for that matter the region or nation). That has already been accomplished in Lancaster with the opening of the Spooky Nook Sports Complex. This approximately 750,000 square foot project is the largest indoor sports complex in the United States. The next largest is The Spire Institute in Geneva, Ohio. Spooky Nook is about 125 miles from State College and The Spire Institute is approximately 275 miles away.

These two facilities lead to an observation made by the NASC in its response to the RFP. It was suggested that the competitive set of destinations includes more than Pennsylvania. In fact, destinations outside Pennsylvania in West Virginia, Maryland, New York and Ohio can be regarded as part of the region in which the proposed facility would compete.

The NASC made note of its experience within the state: projects have been completed for Pittsburgh, Cambria County, Chester County, Valley Forge and York. We have also conducted indoor sports complex studies in the last three years for Dover DL, Loudoun County VA, Mankato MN, Charleston WV, Myrtle Beach SC, and Round Rock TX. The executive director of the NASC also conducted a complete sports facility audit for the CPCVB in 2006.

That report was done by a company owned by him at that time. Four of the conclusions in that report are of interest today: it was observed the State College Family YMCA was in need of expansion, an indoor court facility would enable the CPCVB to compete

effectively for events, sports facilities at Pennsylvania State University were difficult to schedule for outside events, and there was a significant need for more indoor and outdoor sports facilities to meet the needs of area residents.

It was also observed that the schools were pressed for competition and practice space, churches were considering their own sports facilities, and local programs for youth were capped due to the lack of fields and courts.

Since 2006, the Centre Region Parks and Recreation Authority Board (CRPR) has opened the Oak Hall Regional Park, acquired the John Hess Softball Field Complex and made significant improvements, and has plans in place for the Whitehall Road Regional Park.

Between these projects they have/will dramatically improve the region’s ability to serve its residents and attract visitors. The CPCVB is very interested in assisting in the development of at least two artificial turf fields in the Whitehall Road project.

The indoor court situation is much different. The Christ Community Church (CCC) built three indoor basketball courts. These were built after its leadership read the 2006 CPCVB report.

The additional diamonds for softball at Oak Hall and the John Hess Complex and the anticipated new rectangular fields at Whitehall demonstrate the commitment of the CRPR to fields and diamonds.

It should be recognized that the provisional site plan for the new Whitehall Road Regional Park includes a possible indoor sports facility. Perhaps a new indoor facility in conjunction with the YMCA might make it possible for CRPR to build more rectangular fields at Whitehall instead.

It is generally recognized as a fact that it is best to group fields and courts by type on the same site.

Although the softball fields at Oak Hall and John Hess are not on the same site they are so close that tournament organizers have no issues with scheduling those fields for the same event. The plan for Whitehall

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

Road is for rectangular fields for soccer, lacrosse, rugby, and youth football. That plan includes fields of varying sizes to meet the needs of different age groups.

So, improvements have been made since 2006, but the YMCA still needs expansion and a dedicated indoor sports facility has not been developed.

To accomplish the goals set forth by the CPCVB the NASC needed to return to Centre County. We visited the new sites noted above and at the CCC and PSU and revisited some of the other sites last seen in 2006.

There will soon be a new privately owned sports complex near the airport. This complex will include fields and courts, but will be focused on local rather than outside uses.

The NASC also conducted interviews with key leaders within the amateur sports community, including PSU. These visits and interviews were conducted October 5-7, 2015.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

SITE VISITS AND INTERVIEWS

The purpose of these visits was to update the NASC on changes to the sports facility environment since 2006.

If the facility predated that time and was essentially the same as it was, there was no reason to take another look. These visits were also important from the standpoint of an accurate inventory of facilities. It is usually not a good idea to plan more softball fields, as an example, when there are eight good quality fields on two sites close to each other (Oak Hall and John Hess).

Three of the facilities visited have already been mentioned. Each of them were visited in 2006. These are Oak Hall Regional Park, the John Hess Softball Field Complex and the Whitehall Road property, now scheduled for development in the next few years.

Please see Appendix II – CRPR Projects for more information.

Oak Hall Regional Park The site was visited in 2006. At that time it was regarded as an excellent site for new sports facilities.

In fact, the 2006 report recommended development of the park as a very good step toward improving the inventory of facilities for residents that could also be tournament friendly for outside events that attract visitors to the region.

The park now features four softball fields, a one mile perimeter trail, restrooms and parking. Centre Region Parks and Recreation would like to light two or more of these fields to make them even more suitable for event organizers. A concession stand is also needed.

The site is a very good example of the kind of sports facility that attracts heavy use. It was learned that these four fields plus the four at John Hess hosted 1,135 softball games in 2015!

New facility development is usually in response to unmet local needs rather than the needs of outside tournament organizers. In the Centre Region it is well understood by the CPCVB and CRPR that quality facilities, scheduled carefully, can satisfy the needs of residents and create economic development through the spending left behind by visitors.

The photos show a very nice four field softball complex‌just what organizers are looking for.

John Hess Softball Field Complex The site and fields were in operation in 2006, but were in need of substantial improvement. This property was acquired by CRPR in 2011. The entire park has been refurbished and brought up to tournament

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standards. It now functions as it should. The fields are combined with those at Oak Hall Park when necessary for larger events.

The fields at Hess are lighted.

These two softball complexes were designed (or redesigned) for tournament play. They also make it unnecessary for the CPCVB and the YMCA of Centre County to plan on softball fields as they move toward a site plan.

Whitehall Road Regional Park (proposed) A preliminary site plan can be found in Appendix II. The land has been acquired, and plans are to bid construction in 2016 with a late 2017 opening. This schedule assumes that many moving pieces can be brought together in a final site plan that can be funded.

The current plan shows a combination of baseball fields and rectangular fields. If the park is developed the way it appears on that plan it will be a major new opportunity for area youth baseball, soccer, lacrosse, rugby, youth football programs and others. And, judging on the quality of Oak Hall Park it will be tournament friendly and a sought after destination.

It is important to note that a good relationship exists between CRPR and CPCVB. Both realize the value of outside events and visitors. And, with CRPR focused on development of outdoor fields the interest on the CPCVB in indoor courts becomes two complimentary projects among partners.

This master plan does indicate possible inclusion of an indoor court building. If it is built it will not negate the plan to build courts on the YMCA site. CRPR is focused first on local needs and hosts tournaments when possible.

Nittany Valley Sports Center (proposed) A new privately developed sports complex is expected to be constructed near the corner of Fox Hill and Bernal Roads in Patton Township. It may be built in stages with indoor and outdoor facilities.

The plan is to construct a 78,000 square foot indoor complex. It will be intended more for local programs and participants, with a focus on gymnastics, wrestling, speed and agility training, batting and pitching cages, workout facilities and a turf field for soccer and other field activities. It is not designed primarily for competitions.

It is anticipated local soccer and lacrosse programs will practice on the turf field.

Plans are to build an outdoor lighted rectangular field and a baseball diamond.

This new sports center will be very useful as a practice site and should be busy every day. The lack of practice facilities is a well-known issue within the amateur sports community.

The NASC did have the opportunity to speak with the owner-developer and this same conclusion was reached: a new indoor court complex focused more on competition and this project are viewed as complimentary and could produce more participants for both.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

Christ Community Church

Pegula Ice Arena

The basketball and volleyball courts at CCC have become a major part of the church’s community outreach. It has also become the focal point of a large number of sports organizations in need of court time.

This new arena, which hosted its first hockey game in October, 2013 is an excellent example of a first class hockey arena‌at any level. With just over 6,000 seats it is clearly not large enough for a National Hockey League franchise but perfectly capable of hosting NHL exhibition games. As a hockey facility it has everything teams could want.

There are three basketball and three volleyball courts.

There are dividers between the courts and limited space for spectators. This facility was built following the completion of the 2006 study. That project concluded, among other things, that an indoor court facility was badly needed for the region. So, the church became aware of the report and its conclusions and decided to build the building, and it has become an important resource for residents, students at PSU, and local teams and leagues.

Although built on a modest scale, the facility is of good quality and is well maintained. It has been successful enough that expansion is anticipated.

There may be one or more courts and/or an indoor turf field. This project is a very interesting example of a private development designed for public use. Events staged at the proposed facility could include these courts as part of an event large enough to require multiple sites.

In addition to the main arena there is a community and practice rink, eight team lockers and dressing areas, offices and also player relaxation areas. This is a multi-purpose arena. It can host concerts, ice shows, figure skating and meetings and conventions. The university has the flexibility of using this or the larger Bryce Jordan Center, depending on size and availability.

It is one of the finest college hockey arenas the NASC has visited.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

YMCA of Centre County Since it is possible the CPCVB and the YMCA could be forming a partnership to develop new facilities it was important to visit the existing State College branch of the YMCA. This building and site has been developed to its limit. There is not enough space in the building or in the parking lots to satisfy programming needs.

This situation existed in 2006 and remains today.

The building contains a warm water therapy pool and a 25 yard, 8 lane training and completion pool. Courts were added in 1998. There are two courts and time is simply not available during day parts when they are most needed.

The vision for the new project is to create a YMCA complex that will become the community center for the region. It will also relieve some of the pressure for space and time at the State College branch YMCA.

Proposed Site A 46 acre parcel has been obtained. As can be seen in the photos it is a beautiful site located just off the Highway 99 bypass and only four miles from Interstate 80. A sample site plan is included as Appendix III – Sample Site Plan. This was developed to demonstrate how buildings and sports fields could fit.

It will change as the project proceeds.

Parcels like this are not available in the city. The site is as central as could be expected and still offer accessibility to area hotels and restaurants.

It is clear that a much larger building than the State College branch, plus a separate building with courts and possibly a turf field, would fit the site and leave room for outdoor fields as well.

The YMCA has very heavy use by seniors. This converts to utilization during working and school hours. In fact, 10:00am every day is a period of very heavy use. The only slow time is after seniors leave and before school is out (basically 1:00 to 3:00pm).

In an attempt to serve as many users as possible the Y searches for court and pool time for PSU students and other outside but local user groups. One small competition pool and only two courts do not go far in meeting the needs of membership plus others.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

INTERVIEWS The NASC was provided access to a significant number of amateur sports organizers, clubs and leagues. Conversations were also held with Penn State University, the YMCA, the developer of the Nittany Valley Sports Center, Christ Community Church, experts from CRPR, the hospitality industry, and some board members of the CPCVB. A focus group was held with the area amateur sports representatives and later, many returned answers to questions posed to them regarding current and future needs.

The vision for the proposed project was discussed with everyone. Some of the comments that were shared included the following: • There is such pressure on sports facilities from local programs that making time available to the CPCVB is very difficult. The consequence is a limit on the amount of beneficial visitor impact on the local economy.

• The lack of court time continues to hold back development of basketball and volleyball programs.

• An indoor turf field is needed for the area’s continually growing soccer programs.

• An indoor and an outdoor track are needed.

Although the tracks at Penn State (indoor and outdoor) are excellent, they are not available enough to be of benefit to regional programming and growth.

• The region does not have a 50 meter competition quality indoor pool. This is the one area where PSU has a facility that is available to outside use from time to time but is not of sufficient quality to hold large swim competitions.

• One local swim club is paying close to $200,000 a year in rentals for practice sessions and meets.

They are looking for a new facility where they could become principal tenant. This arrangement could work well with YMCA swim programs and possible use by PSU. • PSU indicated that access to a first rate 50 meter indoor pool might cause the university to move its meets off campus.

• YMCA sports programming is restricted by their own lack of facilities. Access to several indoor courts

would allow them to do a much better job of serving the membership. In order to maintain their basketball programs, as one example, they need to rent space in school gymnasiums.

• There are excellent opportunities for summer sports camps at a multi-court facility.

• Gregg Township programs are in need of more court time.

• There is a growing need for field time for lacrosse.

Area programs are growing quickly and turf fields are best for the sport.

• As noted earlier, CRPR is focused on developing outdoor sports facilities. More diamonds or rectangular fields at the new site would only augment, not replace, the need for more fields.

• The pastor of Christ Community Church indicated more courts and/or an indoor field are in the planning stages.

• Disc golf has become very popular. An indoor turf field would help with winter practices and competitions.

The content of the interviews was consistent with ten years ago except that CRPR and Christ Community Church have made significant strides to improve on the lack of diamonds, fields and courts.

More are needed, because area school systems and the university have their own programming that makes outside rentals difficult.

The CPCVB can only succeed in booking outside events when separate facilities (and often, multiple facilities) can be made available at the same time. This leads to frustration and lost business…not because the events do not want to come and not because facility operators do not want to cooperate. They just do not have the availabilities.

The NASC is not surprised that the CPCVB would like to invest in an indoor sports complex. In return they would require first right on court time. In a cooperative venture with the YMCA the “Y” would be able to manage the facility.

If the project moves forward it is essential for all involved to realize facility management will need a staff that can assume major responsibility for creating and booking events.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

COMPETITIVE ISSUES

The CPCVB has been very active in the sport tourism industry. Issues with availability of facilities and competitive issues can make it difficult to obtain the amount of business the CPCVB believes could be attracted to Centre County. The purposes for this study are captured in the title of the RFP: “Determine the amenities a new sports facility must have to be competitive in Pennsylvania.” To this could be added: “And with assurance it will be available when needed!”

It has already been determined that the facility will be co-located with a YMCA of Centre County if legislation to increase the room tax is approved and subsequently enacted by the Centre County Board of Commissioners.

Spooky Nook is in repurposed space originally used for carpet storage. Significant savings were realized by not having to construct such a large complex from scratch. Although it is the largest in the country, it will not suit every event.

Iron Horse Sports Complex This Johnstown facility has a large indoor turf field and one basketball court. There are five baseball fields on the property as well. The turf field is perfect for soccer practice and short sided games. It also is used for indoor baseball and softball practice. Baseball is a primary focus, and thus is not competitive with what is envisioned for the Centre Region.

To accomplish the task it is necessary to know what facilities are available statewide, the kinds of events taking place, and reasons why the destinations are successful. Since the original 2006 study three courts were constructed at the CCC and CRPR has completed fields at Oak Hall Park and obtained and refurbished John Hess Park and developed plans for Whitehall Road Park.

Liberty Arena

Statewide, new privately owned facilities have opened in Lancaster, Johnstown, and Williamsport.

It would not be competitive with the concept under consideration.

Spooky Nook Sports Center

Giant Center, Hershey Park Arena, Hershey Park Stadium

This is the largest indoor facility in the country. The 750,000 square foot sports complex has been privately developed. Spooky Nook is about 125 miles from the Centre Region. Please refer to Appendix IV – Spooky Nook Sports Center.

The floor plan details the many different facilities and sports. There are ten hardwood basketball/volleyball courts and five more courts made of plastic interlocking squares (Sport Court). The latter surface is acceptable for youth basketball and very good for volleyball. So, there are a total of fifteen courts along with a multitude of other floors and surfaces. Please also note the Warehouse Hotel is part of the complex.

New in 2015, the $10 million Liberty Arena features indoor turf fields. There are three fields and two high school size basketball courts plus a trampoline park. It also includes batting cages, pitching lanes and concessions. The building encompasses 81,000 square feet and is located in downtown Williamsport.

These well-known facilities provide Hershey and its region with a wide variety of arena and stadium events and entertainment options.

The Giant Center is home to the Hershey Bears. It can feature a hockey rink, one basketball floor, or be adapted to the needs of each concert or show. It opened in 2002, seats 10,500 for hockey and would be competitive with PSU’s Bryce Jordan Center.

Hershey Park Arena seats 7,225 for hockey and is a classic facility.

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Hershey Park Stadium seats about 16,000 and can accommodate up to 30,000 for outdoor concerts.

All three are excellent facilities of their kind, and none are competitive with the concept.

University of Pittsburgh Johnstown Sports Center The center has two courts running across the main basketball floor. As can be noted, it is a very attractive arena. Because wrestling is such a dominant sport at UPJ, the competition floor is made of a composite material rather than wood. So, whether used in a single court or two court configuration it does not provide basketball tournament directors with the preferred hardwood surface.

United Sports Located in Chester County, it is an indoor 127,000 square foot complex plus eleven outdoor rectangular fields (soccer, lacrosse, etc.). This very large building has indoor turf fields, basketball/volleyball courts and a wide variety of other features. It has a long history hosting tournaments, primarily on the outdoor fields.

The strengths of the complex run to soccer and lacrosse. There are two basketball courts. These, too, are composite floor courts…more suitable to the youngest age ranges for basketball but very suitable for volleyball at all ages.

United Sports specializes in training and sport camps.

Health Sciences Building, West Chester University This is one of the very few multi-court facilities in the state. There are six basketball courts of the kind tournament organizers seek; wooden floors, glass backboards, scoreboards for each court and dividers between the courts. It is a campus facility. Its location in the center of a campus makes it somewhat difficult to reach, campus uses will always take first priority, and the lack of air conditioning and good quality lighting are significant drawbacks.

The limitations on campus facilities extend to the very nice facilities on multiple campuses in Pittsburgh, Philadelphia and elsewhere in Pennsylvania. The University of Pittsburg, Duquesne University, and Carnegie-Mellon all have very nice sports facilities. They are not able to provide multi-court sites for tournaments.

Heritage Hills Athletic Club – York This is a privately owned indoor turf facility. It does not include courts and will not be competitive with anything developed as a result of this study.

Grumbacher Sport and Fitness Center – York College This is a beautiful 170,000 square foot athletic and fitness facility that is a very good example of the high quality of campus sports facilities. It has three excellent indoor courts with a running track above the main floor. The building also includes the Charles Wolf Gymnasium, the home floor for York’s teams, a very nice natatorium and complete fitness and wellness facilities.

Although the three courts are just what a tournament is looking for they are seldom available for outside uses. The same holds true throughout the state: students and faculty come first and as much as colleges and universities like visitors to their campus history shows they cannot be dependable partners for outside uses.

Family First Sports Park – Erie Although ownership of this large complex is working on a sale to a non-profit area sports organization (the sale will require funds from the state) it remains in operation. Originally opened in 1994, the complex has grown to include: • • • • •

17 outdoor and 2 indoor soccer fields 4 indoor and 8 outdoor basketball courts Dining hall Dorm facilities Meeting rooms 12

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There is an emphasis on training camps and family recreation in addition to competition. Erie now has an organized approach to sport tourism through its sports commission.

Other Competitive Considerations An understanding of the number and quality of competitive indoor sports facilities in Pennsylvania is certainly important to this process. There are other factors that can impact future decisions: • The levels of experience represented on the staffs of other DMOs and or/sports commissions in the state. Experience and personal relationships with key event owners can outweigh facility size and quality. There is more experience at the Philadelphia Sports Congress, for example, than in Johnstown-Cambria County.

• Event owners prefer to work with people they know and feel comfortable with. This is where an experienced staff becomes so important.

• Event owners like to have their events covered by local media. The smaller the market, the more coverage is possible.

• Although event owners prefer all courts in one place, working with people they know and trust in two or three locations can make things more equal.

• Centre County is closer to Buffalo than Philadelphia. And, the Buffalo Sports Commission has highly experienced people who are well known in the sport tourism industry. The only multi-court facility they have is on a campus. The convention center is used for court events.

• Event owners know that teams will travel at least 300 miles in the summer and about half that in the winter (winter means weekend events). There will be more competition for court events in the summer than winter, and the 300 mile radius includes parts of Ohio, West Virginia and Maryland.

So, competitive considerations are affected by experience, distance, seasons, and facilities.

• Centre County is easy to get to from any direction.

• The Spire Institute in Geneva, Ohio falls within the 300 mile radius for summer events. This means they can compete for teams within Centre County, as will Spooky Nook. Please see Appendix V – The Spire Institute.

There are five more multi-court complexes, four of which are in the East and one in Indiana that should be mentioned. Each is accompanied by photographs taken during survey visits: • Discovery Sports Center – Boyd’s, MD. This facility shares a site with the Maryland SoccerPlex.

The soccer portion is a very high quality complex of seventeen outdoor soccer fields that include a stadium. The fieldhouse contains eight courts. It is a very heavily used recreational basketball and volleyball facility. The courts are urethane painted concrete. These are “unforgiving” courts in terms of legs, ankles and knees. They are an example of where not to save on construction and maintenance costs. Please see Appendix VI – Discovery Sports Center.

• Boo Williams SportsPlex – Hampton, VA. One of the premier basketball and volleyball complexes anywhere, it has been a success ever since it’s opening ten years ago. It is an excellent example of a properly designed project that is owned by people who are deeply involved in amateur and professional basketball. They have the contacts and the courts.

All eight of the courts are hardwood and all are fully equipped for tournament play. The courts are divided into two buildings that are connected by a central building that contains offices, concessions, a retail store, and a performance training center. Four of the courts are inside a 200 meter indoor track. It contains 135,000 square feet of space. The indoor track is a big reason for its size. Please see Appendix VII – Boo Williams SportsPlex.

• Virginia Beach Field House – Virginia Beach, VA. This is another privately owned 175,000 square foot indoor complex. It includes four turf fields, four basketball courts (which also include eight volleyball courts) and meeting rooms, concessions and retail. The courts are not wooden. They are a

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very high quality rubberized surface that is much easier on the players. Once again volleyball works better on a synthetic surface than basketball. Even though ownership has been focused on indoor soccer the courts are used more than the turf. One of the indoor soccer fields may be converted to courts. Please see Appendix VIII – Virginia Beach Field House. The same ownership group has the United Center in Chester County.

• Myrtle Beach Sports Center – Myrtle Beach, SC. This has been the newest multi-court indoor facility.

It opened in March, 2015 and has ten wooden courts equipped to serve every need of the highest quality basketball and volleyball competition. The building has meeting rooms and concessions and is located in a tourist destination. This has assisted management in the booking of events. A newer eight court building is opening in January, 2016 in Westfield, IN (just north of Indianapolis). Please see Myrtle Beach Sports Center – Appendix IX. • Jonathan Byrd’s Fieldhouse. This is the new eight court fieldhouse mentioned above. It opens in January, 2016. It is a privately funded 88,000 square foot facility. Please see Appendix X – Jonathan Byrd’s Fieldhouse. It is included because it has been built for a reported $8.1 million. This is about $100/square foot including the courts and furnishings and equipment. Jonathon Byrd’s is an Indianapolis area catering company that will have naming rights and will handle concessions. The eight hardwood courts include one NBA size court. It is adjacent to Grand Park, a forty field outdoor recreational complex.

Although not in Pennsylvania, and also not within 300 miles, each has value as a case history. It should be evident that these multi-court facilities will be competing for many of the same events. Ease of travel and the quality of a visit become very important tie-breakers during the selection process, particularly in such a competitive marketplace.

The good news is the industry continues to grow.

There will be weekends that teams from Pennsylvania, New York, Ohio, Indiana, West Virginia, Virginia and Maryland will have multiple choices. This means the design of the project must be such that it can compete.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

COMPETITIVE MARKETPLACE

The NASC feels that, apart from Spooky Nook, major competitors to the proposed project will be found outside the state. None of the in-state complexes can compete with a carefully designed six to eight court tournament quality project. To this point, all of the examples are indoor facilities with courts plus concessions and retail. None are designed with all the special needs of the teams, coaches, players, and family and friends firmly in mind. They seem to emphasize total team capacity to the possible detriment of other vital factors.

Nonetheless, it is imperative to note teams from the Midwest and Southeast will be able to choose from several destinations at any time.

A Prototype to Consider Because this is true, the NASC submits there is an almost new multi-court facility outside your competitive market that includes everything all visitors could ask for. It is located in Round Rock, Texas about 35 miles from Austin. The NASC is very familiar with this project. Please see Appendix XI – Round Rock Sports Center. It is believed a similar facility in the Centre Region would be able to compete effectively due to location, quality of the community, and amenities included in the building.

The planners took into account all relevant factors: the amount of business expected from the Round RockAustin Metropolitan Statistical Area, the number of tournaments needing four, six, eight or more courts, the needs of all participants, and the cost/benefit relationship between the number of courts, the number of events needing six or more courts, and the costs of construction and ongoing maintenance and operations.

courts. There are also markings for one NBA court for special purposes and events.

As can be seen in Appendix XI, there are two levels.

The lower level is for teams, officials, coaches, and tournament personnel only. This lower level is for the courts, team rooms, rooms for officials, team benches, timing and scoring, rest rooms, storage, and team training areas. All participants directly related to the games enter from the parking area on this level.

All spectators and non-participants (including teams who are not on the courts) enter on the upper level. It is possible to use stairs to access either level, but these stairs are monitored during competition.

The second level includes an entrance and gathering area, box office, concessions and a small retail store.

There are also meeting rooms and spectator viewing areas that extend the length of the building on both sides. These are bleachers that are generously equipped with power outlets. The building has excellent Wi-Fi service. The combination of upper level seating, generous amounts of electric outlets and Wi-Fi makes it possible for spectators to enjoy themselves without causing undue interference on the courts.

Additionally, three of Round Rock’s hotels are within walking distance as are a number of restaurants. One of the hotels is immediately adjacent to the building (Holiday Inn Express of Round Rock).

Round Rock has several very nice outdoor complexes.

Just as in the Centre Region, they wanted to extend their capabilities to indoor sports and remove seasonality from their marketing efforts. This, too, makes for a compelling case history.

The result? A decision to build to a capacity that met all but a very few events. This outstanding project has six high school basketball courts. These are arranged to accommodate twelve tournament quality volleyball courts. And, because it was recognized college size courts might be needed, the hardwood floor (which extends wall-to-wall) has been marked for three

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

Event Availabilities For the purposes of this study there are three levels of events: • National • Regional • Local National events.

These are associated with organizations that have done business, or could do business, in Pennsylvania.

The Amateur Athletic Union (AAU), the United States Sports Specialty Association (USSSA), many of the National Governing Bodies in Olympic and Pan American Games sports (there is a separate national office for each sport), the National Collegiate Athletic Association (NCAA), and hundreds of other smaller organizations. Examples include Big Shots Basketball of Myrtle Beach, a variety of volleyball organizations, and many different mat sports including all of the martial arts and wrestling. All examples are taken from sports that could make use of the proposed facility.

Regional events.

Every national sanctioning body or event owner holds regional events that usually qualify teams and individuals for national championships. These include not-for-profit and for-profit event owners. The AAU is a good example of a national organization that encourages regional events.

Association. For basketball and volleyball there is n2sports.net, and for boys and girls basketball the ACA Hoops organization and tournaments like those held by the Pittsburg Stars of America AAU organization (also part of ACA Hoops).

Local events.

Regional leagues and clubs hold their own events that include visiting teams. One of the most important tasks to accomplish during the construction phase would be meetings with local organizers to encourage the development of new events or the expansion of existing tournaments. This is an effective and efficient way to create events that will rent courts and attract business.

The creation of local events has been spurred by increases in bid fees or guarantees. National event organizers (and many regional producers) require fees in return for staging their events. Members of the NASC have found these local events to be an effective way of combating this situation.

Finally, there is no competition. Local events, organized by area clubs and leagues, can grow year by year. Happy Valley Club Championship (HVCC) is a prime example in Centre County. Penn State University, working in cooperation with the CPCVB, replaced East Coast Volleyball with HVCC when East Coast Volleyball relocated to Pittsburgh. This could be particularly true if a competition friendly indoor court facility is available.

Regionals are often preferred by host cities. Some of the reasons include low or no bid fees, more participants (there are fewer elite teams and individuals than there are more average competitors), and the fact the participants, friends and families travel much shorter distances (almost always by automobile).

Shorter distances can mean longer stays in the host city.

As noted previously, the facility will have the major role in developing events and finding events. The CPCVB will assist in bids developed by the management team and also seek out additional events each year.

A number of organizations stage basketball or volleyball events in Pennsylvania. Examples include East Coast Volleyball (which held events in Centre County) and the Keystone Regional Volleyball

As far as Pennsylvania is concerned Spooky Nook is and will remain the largest indoor complex. They are planning even more courts in the future.

To Summarize

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

Other cities have facilities but none are designed or equipped to compete with a building designed for tournaments.

There are competitive facilities outside the state that could impact on bids for national events in particular.

Event owners are realizing they have an increasing number of multi-court facilities from which to choose.

Local user groups and individuals will play an important daily role in making a facility successful.

There is demand for court time. The YMCA alone has multiple uses planned, and the Penn State community will need courts as well. It is increasingly important to plan projects with active seniors in mind. Centre County is home to a large number of retirees who want to remain active. The sport of pickleball has become very popular. Each volleyball court is large enough for a pickleball court. This could mean twelve courts in action at the same time, just as for a volleyball event.

There are needs for other types of facilities that have not been discussed to this point. The next section addresses those that surfaced during our conversations and focus group.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

ADDITIONAL FACILITY NEEDS

Because an indoor court facility was the subject of the RFP, our focus has been restricted to this point. Other needs were expressed during the site visits and interviews. The other sports or facilities are as follows: • • • •

An indoor turf field An indoor 200 meter track An outdoor 400 meter track An outdoor rectangular turf field (as shown in Appendix III) • A 50 meter 8 lane indoor competition certified swimming pool with a diving well Two other sports came up: Archery and Frisbee.

Archery and Frisbee events could be staged on the new property without any significant investment in facilities.

Two excellent indoor and outdoor tracks are on the campus of Penn State. The issue with them is not quality but availability. The local track and field organization has difficulty scheduling practice time on campus.

An indoor turf field could be valuable, particularly for soccer and lacrosse practice and indoor baseball and softball practice in the winter. Indoor turf fields require a very large building or a large separate building. It could be designed so the space would contain the track and a rectangular turf infield. This additional space or building would need to have at least 50-60,000 square feet of floor space. It would consume substantial energy, particularly if air conditioned.

A competition quality indoor 50 meter pool would be a first for Center County. PSU does not have such a pool (the PIAA state championships were moved to Lewisburg many years ago). The YMCA’s State College branch pool does not meet all of the needs of the YMCA. And, clubs like the Nittany Lions Aquatics program need pool space. A 50 meter pool is referred to as a long course pool. Pools of 25 or 30 yards or so are short course pools.

All high school and college regular season meets are held in short pools. An advantage of a 50 meter pool is that it can provide twelve or more lanes as a short course pool (competitors swim across the width rather than the length). A large number of short course lanes maximizes the number of swimmers and moves a

meet along with minimal delays. Pools like this are relatively common. A good example can be found at York College.

Finally, it was learned Penn State would be interested in using such a pool for its varsity programs, provided of course that it was designed and certified (by USA Swimming) and could hold enough spectators.

Whenever indoor pools are discussed, size and amenities become crucial to an understanding of a project’s scope. A competition pool may work for the swimmers but cannot accommodate spectators. This eliminates meets of any size. A building large enough for the pool and at least 2000 seats is expensive… usually about $20 million and more.

Compromises can be made. The Graham Aquatic Center is owned and operated by the York YMCA. They were able to build a 50 meter pool by eliminating the diving well and limiting seating to about 800 spectators. These decisions reduced the cost to about $10 million.

Today, it is the home of York YMCA Swimming, a USA Swimming Gold Medal Club. This is a highly coveted designation restricted to only a very few club programs in the country. In addition to hosting YMCA and club meets it has been the site for collegiate conference swimming championships. Photos of the pool are included as Appendix XII – Graham Aquatic Center.

An indoor pool is certainly a need. The issues revolve around what to include and how much space and money it would require. A separate feasibility study, conducted by experts in aquatic sports, would be required. The YMCA has more institutional knowledge about building and operating swimming pools than any other entity in the country.

At this point it would appear a minimum of $10 million and as much as $25 million would be required.

And, since pools are the most expensive indoor sports facility to maintain, operating costs are substantial.

One YMCA director estimated the annual costs of a 50 meter pool to be about $400,000 more than a 25 yard pool.

This study was not designed to prove out the feasibility of indoor and outdoor tracks and competition quality indoor pools.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

DEVELOPMENT PLAN

The purposes of this section are to suggest the elements that should be included in the proposed project, and to suggest approximate costs based upon the construction materials selected.

In Pennsylvania, Spooky Nook will always be larger than any current or future project. As the largest such facility in the country it will be challenged by others but probably not within the state. Sites containing ten and eight courts are referenced herein, as is a six court project that has been suggested as a prototype of what seems most appropriate for the Centre region and the CPCVB. This is the Round Rock Sports Center.

If there is a secret to its design it was an uncompromising focus on local uses, outside events that would produce visitors, and a balance between the biggest and the most cost-effective results. This is a city project. All employees work for the city. They include experienced facility managers and a marketing staff that understands where events can be found. When the due diligence required to design and build was combined with a team that knew the business, good things started happening.

The NASC feels a similar project could put the CPCVB in business twelve months a year. And, with an operations staff from the YMCA combined with an experienced marketing team, it is believed very good results can be obtained.

Another important element is the ability to cover operating costs. In order for the courts to attract and host tournaments they must be busy during the week.

This is where the discovered need for more courts to serve the needs of local programs becomes so important. YMCA programming combined with the needs of local basketball, volleyball, wrestling and martial arts programs should represent the bulk of the user groups.

To these can be added user groups connected with Penn State University. It is as difficult for students to find court space as it is for anyone else.

Programs for active seniors are a must. The building can be designed for walking programs during school and work hours. The sport of pickleball is growing everywhere. These courts are smaller than a volleyball court and use low nets that are stored easily.

The meeting rooms intended for teams or classrooms can also serve as places to hold card games, quilting bees, etc.

The CPCVB and the YMCA of Centre County intend for this indoor court facility, a new YMCA, and some outdoor fields to become the recreation center for the region.

Site Plan Appendix III shows how the YMCA and sports fields could be arranged on the site. There is enough space to reconfigure the plan to include two separate buildings, one for the YMCA and the other for courts and needed support facilities. The current plan shows an 184,000 square foot YMCA. The courts could require another 80-90,000 square feet.

It would be difficult to include a 400 meter outdoor track and a building large enough for the courts and a 200 meter indoor track.

As previously noted the site is easily accessible, is located in a beautiful setting, and is convenient to hotels, restaurants and shopping.

Currently, the access road stops at a cul-de-sac. The road needed to access the site is shown in Appendix III. The roadbed has been graded. It passes through a large stand of trees. This wooded area is perfect for ropes courses and other outdoor activities. It also provides a buffer to the development.

Amenities What will it take to be competitive in Pennsylvania, the states bordering Pennsylvania, and parts of the East Coast?

The following diagrams are layouts for the first and second floor of the Round Rock Sports Center.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

FIRST FLOOR

SECOND FLOOR The first floor has a hardwood courts area that can include six high school size courts (the size most preferred for tournaments), twelve volleyball courts (and pickleball courts) and/or three college size courts.

Temporary tape can be applied to outline an NBA court when and if needed.

This floor also includes storage, a training room, bleacher space for teams playing the next games, restrooms for women and men, a referee lounge, three multi-purpose rooms (primarily for team meetings) and an administrative area. There are three stairwells and an elevator.

The separation between courts and spectators becomes evident. The bleachers accommodate about 1200 people. There are multiple power outlets along both sets of bleachers and the Wi-Fi system has enough capacity for everyone. Restrooms, a tournament room, concessions and concession preparation, ticket sales and a lobby complete the layout.

Complete information may be obtained at rrsportscenter.com.

The NASC is suggesting this type of tournament facility will make the CPCVB competitive with all and considerably better than all but one. There should be enough business to go around.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

Development Costs The report addresses the 88,000 square foot Jonathan Byrd’s Fieldhouse in Indiana and the 82,800 square foot Round Rock Sports Center in Texas.

Although bigger (eight courts) the Indiana project was built for an announced $8.1 million. The exact total is unknown because it is a private development.

The Texas project came in at $14.5 million. It was a city project so costs are publically known.

The primary differences are the construction type and the fit and finish. Round Rock used traditional methods (steel, concrete and glass). It also has a higher level of finishing (i.e. concrete block walls that will withstand years of wear before needing paint vs. drywall that will not take much to need repair and new paint.

The Indiana building is also a traditional steel building much like a warehouse. Buildings of this kind have a more limited life span.

Both are fully heated and air conditioned and both have lighted and improved parking areas.

The Round Rock costs were reported in early 2014 and the Indiana costs are current (the building opens in January, 2016).

It can be concluded that the CPCVB is likely to invest between $8 and $14 million depending on factors like those mentioned. The sport tourism industry does emphasize function over form.

Most indoor courts or fields are in steel buildings.

An exception are some of the projects that are reusing buildings originally built for other purposes. Spooky Nook is an example. These are large concrete wall structures that were used to store new carpet. They represent a third type of construction: concrete tilt up walls that are poured and raised in place. This technique provides durability and high ceilings but usually require posts to support the ceiling (actually the steelwork holding the roof).

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

ECONOMIC CONSIDERATIONS

An important deliverable is the potential for increased economic development that could occur as the result of visitor spending. The NASC believes there are a number of beneficial impacts that can be traced to hosting sports events that produce visitors for a destination, but the primary focus here will be on potential increases in visitor spending.

Economic Impact of Sport Tourism Economic impact estimates start with calculations of the amount visitors spend during their stay. Visitors can be characterized as day trippers or overnight stays.

Although day trippers do not pay for hotel rooms and may no stay for dinner, they will purchase lunch and/ or refreshments, buy gasoline, spend money in retail stores or on parking. Overnight visitors add hotel stays and more meals.

The only reasonable way to estimate visitor spending is to conduct research during an event. This research is usually conducted with questionnaires. The objective is to collect a statistically significant number of completed questionnaires. In the experience of the NASC smaller events (50 or so teams or less) might need 250, while larger events top out at around 500.

The theory is that once this many are captured spending tends to be similar for all other visitors.

Amounts of daily spending vary widely. They are affected by the type of event and the market. Visitors to the Super Bowl may spend $600-$750 a day or more while someone attending a youth sports tournament in a smaller market might spend $75 including their share of a hotel room.

This last point is important: if visitors are staying more than one to a room the daily room cost must be divided between each person. Four persons in a $160 room are paying $40 each.

Although our purpose is not to delve too deeply in this report, there is another factor that should be noted.

Displacement can be a very significant factor that impacts a final estimate. The theory goes that a certain number of rooms and restaurant tables would be occupied whether the event takes place or not.

To the extent that visitors to a sports event make it impossible for other visitors (who were coming anyway) to book rooms, the event displaces visitors and should not get full credit for every stay.

When economic impact estimates are prepared they should always account for the number of persons in a room and displacement.

NASC members generally use one of four methods to estimate impact. These are: • • • •

NASC Economic Impact Calculator DMAI Economic Impact Calculator for Sports A formal research project A formula based upon known local visitor spending patterns

Each of these requires an estimate of daily spending per visitor. The CPCVB has access to the NASC Report on Economic Impact of Sports Events. This report discusses all of these factors in detail. It also includes a sample questionnaire and examples of the types of spending to include.

Spending by residents is not included. The assumption is that the money would be spent in the market some other way. This spending is economic activity and cannot be part of the impact estimate.

One final point: no one can know what may happen before the event and they also cannot know with certainty what happened after the fact. This means all numbers released must be estimates. They must not be presented as fact.

So, how can projections be made as to the additional economic that could be produced by the proposed project? Some assumptions are necessary.

Assumptions Because the following estimates must be made based on the number of visitors the following must be addressed: • Numbers of visitors • Overnight stays

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

• The estimated amount visitors may spend per day • The event type (for example, it is known that on average, visitors to a volleyball event spend more per day than those for basketball) The report will not attempt to measure economic impact other than to observe that the maximum multiplier used to approximate the number of times a dollar turns over in the market is 1.7.

Our projections will focus on direct visitor spending.

The formula above can be applied or the CPCVB may prefer to use another approach to treating the benefit of visitor spending.

Sport events can produce more than spending and room nights. The section concludes with remarks on the beneficial impacts of an event.

• During the summer break, basketball events could run four nights • Each four night event would produce double each weekend event, or $609,280 • Four weeks of summer tournaments might total an estimated $2.437 million (other weeks will be taken by volleyball and/or other events) • Total for basketball (15 weekend events and four summer events) = $3.05 million plus $2.437 million), or $5.48 million in estimated direct visitor spending Volleyball A twelve court facility can accommodate 120 teams.

It is very clear how valuable volleyball could be to the success of the project.

We will project one full field event for basketball and another for volleyball.

We will not project all 120 teams at the events. The projections will be made on the basis of 15 weekend events for 75 teams and four summer events at 100 teams. Some will be larger and some smaller, as before.

Basketball

If all 75 teams are from out of market:

A six court facility is large enough to accommodate 64 teams in a round robin format.

• 75 teams could bring a total of 40 people, so 75 x 40 = 3,000 visitors • If each person spends $80/day for two days, the total would be $480,000 • It is also reasonable to project 10 weekend events (coupled with basketball there will still be 32 weekends available) • 10 weekends of two night stays could produce $4.8 million in estimated direct visitor spending • During the summer break, volleyball events could last four nights • Each four night event will produce double each weekend event, so each event could produce about $1.92 million • Three events (there are more than seven weeks total in the summer, but we are projecting three here and a total of seven, not more) would be $5.76 million • Total for volleyball (10 weekend events and three summer events) = $4.8 million plus $5.76 million, or $10.56 million in estimated direct visitor spending

Projections on Increased Visitor Spending

If all 64 teams are from out of market and stay overnight the following could occur: • 64 teams (boys in this example) could bring with them a total of 35 people (coaches, players, parents, family and friends. So, 64 x 35 = 2,176 visitors • If each visitor spends $70/day (a share in the room cost, meals, shopping, admissions to area attractions, etc.), each day 2,176 people will spend $152, 320.

• If the event lasts two nights, the total rises to $304, 640 • It is reasonable to project 10 weekend events in the first year (events will be scheduled during construction) • 10 weekends of two night stays could produce $3.05 million in estimated direct visitor spending • Because volleyball and other events will take many additional weekends these projections are held at 10 in year one

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

The grand total for basketball and volleyball would be: Basketball…… $7.0 million Volleyball…

$10.56 million

Total

$17.56 million

It must be observed that these estimates are based upon 100% travel teams. It is reasonable to assume about 15% of the teams could be local, and that would reduce the total amount of direct visitor spending to an estimated $14.93 million.

Earlier in the report it was suggested that a reasonable multiplier might be 1.7. This multiplier would be used to estimate the additional beneficial impact of each new dollar as it is spent in the community. The theory is that a new dollar paid in wages is spent for groceries or some other local purpose, and this pattern produces a total value greater than the original expenditure.

Using a multiplier of 1.7 to demonstrate how this can work, about $15 million in direct spending could produce an estimated total economic impact of about $25.5 million!

Notes on these estimates It is impossible to know the precise number of events and visitors that will be produced each year. What is possible is to utilize thirty-five years of experience and countless case histories to make reasonable projections as to what can happen, assuming the following: • Stable or improving economic conditions • An experienced staff, known in the sport tourism industry and able to create and locate events • The cooperation of the CPCVB at every opportunity to package and market the benefits of staging events in Centre County • Excellent maintenance • A “customer first” attitude • Continual focus on court and building rentals through each week • A focus on active senior citizens The six court configuration described, coupled with these seven observations, should make the proposed facility a very good investment, indeed.

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Central Pennsylvania Convention & Visitors Bureau (CPCVB)

CONCLUSIONS

The NASC looks for several indicators when projecting the potential for success. Based upon the site visits and interviews, additional research, thirty-five years’ experience in the industry, case histories and the 2006 study results the indicators are as follows: • There is sufficient local need for court time. Between local leagues and clubs, YMCA programming, senior citizen programming and student use weekdays should be heavily scheduled.

• Assuming experienced facility management and a very close relationship with the CPCVB, the number of outside events resulting from bids should reach between eight and ten a year.

• This cooperative sales approach should result in tournaments that will fill seven weeks each summer.

• Facility management should be able to produce at least another twenty basketball and volleyball events in the first year.

• YMCA programming will expand with every operating year.

• Although the project could cost between $8-15 million, projections are that in year one it may create $15 million in additional economic impact.

Since the total amount of direct spending and economic benefit will grow with each passing year, and since all retail expenditures will be taxed, the return on investment appears very promising.

• Spooky Nook will be the dominant facility. Enough additional business, particularly from smaller events that do not need all of their courts, will be sufficient to support this project.

• The projections contained herein are for basketball and volleyball only. There are also 32 additional weekends available after each sport is scheduled for ten weekends. Nothing has been projected for all of the mat sports or any other events. So, there is an upside to the projections.

• The Round Rock Sports Center is an example of the type of tournament quality project that can compete with Spooky Nook and the other multicourt projects included in the study.

If the building costs something in the range of $12 million (a midrange between $8 and $15 million) it appears the investment will produce a substantial return for the CPCVB, its partners in the hospitality industry, Centre County, and the cities included within the county.

Thank you for your kind attention.

To conclude, a tournament quality indoor multicourt facility has the potential for as much as $15 million a year or more in projected economic impact.

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APPENDIX I

NASC Staff Bios

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Don Schumacher, CSEE Executive Director

Lori Gamble

Associate Executive Director

Elizabeth Young

Director of Membership and Marketing

Meagan McCalla

Member Services Coordinator

Allison Deak

Member Services Coordinator

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National Association of Sports Commissions 9916 Carver Road, Suite 100 Cincinnati, OH 45242 Phone 513.281.3888 Fax 513.281.1765 www.SportsCommissions.org www.NASCSymposium.com s n o i s s i m m oC s t r o p S f o n o i t a i c o s s A l a n o i t a N 2 4 2 5 4 H O , i t a n n i c n i C 0 0 1 e t i u S ,d a o R r e v r a C 6 1 9 9

Don Schumacher, CSEE Executive Director Don Schumacher, CSEE, has more than fifty years of experience in the field of communications, family entertainment, theme park marketing and operations, arena and stadium marketing and operations, event management, sports marketing and facilities consultation. For the past thirty years he has focused his activities on the sports event travel market, and has consulted with more than fifty cities on strategies to increase their share of this market.

Schumacher is the full-time executive director of the National Association of Sports Commissions (NASC), an organization he helped found in 1992 and which now has nearly 700 members nationwide. He has earned the distinction of Certified Sports Event Executive (CSEE) from the NASC. He currently team teaches an elective course on sports destination marketing and management in the Destination Management Association International (DMAI) Certified Destination Management Executive (CDME) Program.

Schumacher has been invited to speak on the industry in international destinations including Madrid, Lausanne, Beijing, Athens, Dubai, Quebec City, Cape Town, Tokyo, and Osaka. He has also been a featured speaker at more than a dozen state governors’ conferences on tourism.

In addition, Schumacher is continually consulted on industry questions relating to bidding procedures, economic impact of events, and issues of concern to the future of the industry. He has served the arena and stadium industry as a facilities manager, event promoter, and event bidder, owner, and developer. He understands why event owners decide which cities and facilities are suitable for their needs, and how cities can find these events.

Schumacher is quoted regularly in industry publications and daily newspapers, including the Wall Street Journal, New York Times, SportsTravel magazine, Sports Events magazine, Sports Business Journal, and Athletic Business magazine. In July, 2008 Schumacher was named one of the “25 Influential People You Should Know” by Sports Events magazine.

Lori Gamble Associate Executive Director

Mr. Schumacher’s experience includes the following: • College Football Hall of Fame and Galbreath Field, General Lori Gamble is the Assistant Executive Director of Manager the NASC, and is responsible for developing, man• Cincinnati Riverfront Coliseum (now U.S. Bank Arena), aging and executing the annual operating budget.

President – Developed the 1987 World Figure Skating As General Manager of Don Schumacher & Associates, Inc. since Championships and the 1987 NCAA Midwest Region 1992, Gamble has been instrumental in the growth of the associa Championships, along with dozens and dozens of family shows, tion over the past 15 years.

Her experience at DSA since gradu concerts, and many other sporting events. ating with a Bachelor of Science in Communications and Media • Riber Sports Marketing, Vice President – Created the Greater Relations from nMiami University includes advertising, s n o i s s i m m oC s t r o p S f o m oitao icoc ss.Am lanou itaiNs o p m y S C S A N .w w w Cincinnati Sports and Events Commission, worked with the gro.snoissim 24254 HO ,itand annicniCpublic 001 etiuS ,drelations, aoR rev raC 6199 event creation and management, media moc.muCup isopmySof CSANGolf, .www gro.snoissimmoCst ropS.www 5671.182.315 xaF 8883.182.315 enohP LPGA Championship, Kroger Senior Classic, World sponsor sales and service, facility consulting project coordination, • Cincinnati Cyclones Hockey Club and developed promotions for and much more. With the transition to being a fully functioning, various Procter & Gamble brands. independent corporation, Gamble now serves as an independent • Don Schumacher & Associates, Inc., President. Founded and contractor to the NASC. s n o i s s i m m oC s t r o p S f o n o i t a i c o s s A l a n o i t a N managed the firm from its inception.

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For nine years, he served as the executive director of the Greater Cincinnati Sports and Events Commission. During those years, Mr. Schumacher brought a number of high profile events to Cincinnati including the 1991 U.S. Gymnastics National Championships, 1992 NCAA Southwest Region first and second round games, 1992 diet Coke Skaters’ Championships, 1994 AT&T Skates of Gold, 1996 NCAA Hockey Championships, 1997 Women’s Final Four, and the 1998 Conference USA Basketball Tournament.

Don Schumacher is a nationally recognized speaker and consultant on the sports travel industry. He has made many presentations for groups as varied as the International Association of Convention & Visitors Bureaus, National Recreation and Parks Association, United States Olympic Committee, the Association of Luxury Suite Directors, the Travel, Events, Management in Sports (TEAMS) conference, the World Congress of Sports, and National Association of Sports Commissions SportAccord, an international conference on sports business.

Elizabeth Young Director of Membership and Marketing

Elizabeth Young joined the NASC staff in October 2007 as the Director of Member Services and currently serves as the Director of Membership and Marketing. Elizabeth is responsible for membership recruitment and retention, manages the fulfillment of all member services and benefits, plans and implements association marketing campaigns and branding initiatives, including association publications (digital and print) and communications, oversees association’s advertising opportunities and NASC’s relationship with MultiView (third party sales team), manages NASC website and CRM development, administers the annual NASC Member Awards program and oversees all aspectsmoof c.mthe uisopNASC mySCSANSports .www gro.snoissimm Legacy Fund. Elizabeth is the staff liaison for awards, membership, mentoring, and Sports Legacy committees.

9916 Carver Road, Suite 100 Cincinnati, OH 45242 Phone 513.281.3888 Fax 513.281.1765 www.SportsCommissions.org info@SportsCommissions.org

Before joining the NASC, Elizabeth was an Account Executive for Pacers Sports and Entertainment (PS&E). At PS&E, she was responsible for generating season ticket sales and group sales for the Indiana Pacers (NBA) and the Indiana Fever (WNBA).

Preceding her time at PS&E, Elizabeth spent three and a half years as a Marketing Associate in the Department of Athletics at The Ohio State University where she oversaw marketing plans for several varsity sports including: men’s hockey, softball, women’s soccer, and wrestling. During her tenure, the women’s soccer program led the Big Ten Conference in average attendance for home matches for two consecutive seasons (2005 and 2006).

Chaney was also a two-time member of the Big Ten Marketing Staff of the Year (2005-2006 and 2006-2007). Additionally, Elizabeth developed event marketing plans for the 2006 Duck ‘N Dodge dodgeball tournament and the 2007 International Diving Invitational on behalf of the Greater Columbus Sports Commission.

Elizabeth served as a part-time faculty member at Northern Kentucky University in the Department of Economics, Marketing, and Sport Business in the Haile/ US Bank College of Business from 2009 – 2012, where she taught sports promotion tools and sports tourism marketing. In September 2010, the Greater Cincinnati Chapter of the Cystic Fibrosis Foundation recognized her as one of Greater Cincinnati’s Finest Young Professionals.

Elizabeth earned a Bachelor of Science in Business Administration with a minor in Spanish in June 2005 and a Master of Arts in Sport & Exercise Management in June 2007, both from The Ohio State University.

served on the Internal/External Relations Committee for two years.

Before transferring to Miami University, Meagan attended Capital University where she was a member of the varsity basketball team for two years and studied Marketing.

Allison Deak Member Services Coordinator Allison Deak joined the National Association of Sports Commissions (NASC) staff in October 2015 as the Member Services Coordinator. In that role, Allison supports Lori Gamble & Elizabeth Young with day-to-day operations at the national office including assisting with event owner and allied membership recruitment and renewals, maintaining the membership and marketing databases, coordinating mailings, and assisting with meeting and event planning. Allison also executes monthly Event webinars. moc.muisopmySCSAN.www gro.snoissim Prior to joining the NASC staff, Allison worked for Pep, a project management and procurement company, as well as with the Evansville IceMen Hockey Team. Allison also has held internships with various organizations such as the Cleveland Indians, the Nashville Sports Council and Joyce Julius and Associates. Allison earned a Bachelor of Arts in Business Administration with a focus on Marketing from Eastern Michigan University in 2009. While at Eastern Michigan, Allison was a member of the women’s varsity crew.

Meagan McCalla Member Services Coordinator Meagan McCalla joined the NASC staff in June 2013 as the Member Services Coordinator. In that role, Meagan supports Beth Hecquet and Elizabeth Chaney with day-to-day operations at the national office including assisting with membership recruitment and renewals, maintaining the membership and marketing databases, coordinating mailings, and assisting with meeting and event planning. Meagan also executes monthly Best Practices Webinars.

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Prior joining the NASC staff, Meagan interned with the NASC in 2012. Meagan earned a Bachelor of Arts in Strategic Communication with a focus on Marketing from Miami University in May 2013. While at Miami, Meagan was a member of the Public Relations Student Society of America (PRSSA) and served on the Public Relations Committee for two years. Meagan also was a member of Miami University Honors Fraternity, Lambda Pi Eta and

National Association of Sports Commissions 9916 Carver Road, Suite 100 Cincinnati, OH 45242 Phone 513.281.3888 Fax 513.281.1765 www.SportsCommissions.org info@SportsCommissions.org

Cinergy Field. Part of the management team and responsible for marketing facility for non-Reds, non-Bengals rentals.

Paul Brown Stadium. Developed and implemented a successful personal seat license campaign which raised $26 million… $5 million more than the minimum required, in support of the team with poorest on-field record at the time in the NFL.

Sample consulting projects – facilities

Statement of Experience

Performed feasibility study and prepared a bid for the United States Olympic Festival, a $12.5 million event.

Conducted initial study of all sports facilities in Cincinnati, Dayton, Columbus, Indianapolis, Louisville, and Lexington for possible use in an Olympic snoGames issimmoCbid. stropS fo noitaicossA lanoitaN

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DON SCHUMACHER, CSEE National Association of Sports Commissions

Tulsa Unlimited for a new downtown arena, refurbished convention center, and a natatorium and a football/soccer/track and field stadium. Developed comparable case histories for each proposed facility.

Market support study for Union Public Schools in Tulsa. This $20 million student activity center opened in 2004 and has exceeded our most optimistic projections.

Market support study for Kingsport, Tennessee. Comprehensive analysis of all sports facilities with possible modifications and cost/ benefit analysis. Includes an indoor community recreation center.

Conducted a follow-up study for Kingsport on further developments including an indoor aquatic facility and water park.

Sample facility management/event bidding/operations/ marketing/consulting experiences.

College Football Hall of Fame and Galbreath Field. Served as general manager of the hall of fame and its 10,000-seat stadium.

Bid upon and presented three years of high school football and soccer playoff games. Developed relationship with NCAA and obtained 1983 and 1984 Division III National Football Championships.

Cincinnati Riverfront Coliseum (now U.S. Bank Arena).

President of this privately owned 17,000-seat arena. In addition to a full schedule of college basketball, concerts and family shows, we bid upon, developed and presented the 1987 World Figure Skating Championships and the 1987 Midwest Regional Championships (NCAA Division I).

Greater Cincinnati Sports & Events Commission. Nine years as executive director (1989-1998). Bid on and developed more than forty events that produced $45 million in direct visitor spending.

Events included a wide range of AAU National Championships, professional figure skating, the 1992 NCAA Southeast Region 1st and 2nd rounds, 1996 NCAA Hockey Championship, and 1997 Women’s Final Four. of Sports Commissions National Association

Market support study for City of Federal Way, WA on potential for a multi-purpose field house.

Conducted sports facility analysis, including potential impact of a new recreation complex, for Lake County, Illinois.

Developed and conducted a comparative arena operations study for Golden State Warriors which included four NBA/NHL arenas.

Conducted a comprehensive study for the Pensacola Sports Association designed to assist in the redevelopment and expansion of sports facilities that will bring incremental visitor spending to Escambia County, Florida.

Served as expert witness in legal proceedings on behalf of Walt Disney Sports, the Golden State Warriors, and U.S. Bank Arena.

Performed a complete feasibility study for the Mississippi Band of Choctaw Indians on a proposed motorsports complex at the Pearl River Resort in Mississippi.

Conducted a feasibility study for a multi-sport complex for the Euclid-St. Clair Development Corporation in Cleveland, OH. Conducted a comprehensive sports facilities study for Alpharetta, GA including an economic impact analysis and a strategy for developing new sports facilities that will produce room nights.

s n o i s s i m m oC s t r o p S f o n o i t a i c o s s A l a n o i t a N 9916 Carver Road, Suite 100 Cincinnati, OH 45242 2 4 Phone 513.281.3888 Fax 513.281.1765 www.SportsCommissions.org info@SportsCommissions.org 254 HO ,itannicniC 001 etiuS ,daoR rev raC 6199 moc.muisopmySCSAN.www gro.snoissimmoCst ropS.www 5671.182.315 xaF 8883.182.315 enohP

Developed the successful naming rights proposal for the new Regional Events Center at Northern Kentucky University (Bank of Kentucky Center).

Consulting projects with sports commissions or convention and visitors bureaus.

Conducted a complete sports facilities analysis for the Central Pennsylvania Convention & Visitors Bureau including recommendations for new sports facilities, cost estimates, and economic impact estimates. This project included extensive interviews and focus groups with key user groups and partners.

Cincinnati, OH Williamson County, TN Elkhart County, IN Tampa, FL Warren County, OH Detroit, MI Wausau, WI Grand Rapids/Kent County, MI Port Charlotte, FL Louisville/Jefferson County, KY Shelby, NC Kingsport, TN La Porte County, IN Des Moines, IA Lake County, IL Memphis/Shelby County, TN Manchester, NH Kettering, OH Lake County, IN Clermont County, OH Gwinnett County, GA Columbus, IN Fairfax County, VA York County, PA Vanderburgh County, IN Arlington, TX Myrtle Beach, SC

Conducted a thorough analysis of all sports facilities in the Greater Evansville, IN area and suggested modifications and upgrades to produce substantially greater levels of visitor spending.

Conducted an analysis of potential new sports facilities for Mesquite, NV including projections as to the number and kinds of facilities and possible results in terms of events and annual increases in visitor spending.

Conducted an analysis of the amateur sports facilities in Fairfax, County VA for the purposes of increasing economic impact for the county through visitor spending.

Conducted a complete analysis of all sports facilities in Panama City Beach and Bay County, FL and made recommendations on expansions and projections on increased visitor spending.

Conducted a market study for a potential aquatics facility in Chesapeake, VA. Conducted a sports facility audit and recommendations for additional facilities and suggestions for effectively marketing the area for Shreveport-Bossier City, LA Conducted a study of all tournament quality sports facilities in the Myrtle Beach-North Myrtle Beach area (The Strand) complete with recommendations for expansion of existing facilities and possible new construction.

Conducted a market analysis for a multi-sport complex and arena for the Cheboygan MI Regional Development Council.

Conducted a study for the United States Tennis Association of the impact in 2011 of a combined men’s and women’s event on the Western & Southern Classic in Mason, Ohio.

Conducted a market study for a proposed sports complex in Dover, Delaware.

Conducted a complete analysis of the sports facilities in Dayton and Montgomery County, Ohio and made recommendations on ways to increase the number of sports events drawing visitors to the city and county.

Gahanna, OH Dover, DL Chicago Southland, IL Alpharetta, GA State College, PA Springfield, IL Pittsburgh, PA Lake County, IN Evansville, IN Mesquite, NV Pensacola, FL Panama City Beach, FL Chesapeake, VA Shreveport-Bossier City, LA Dayton, OH Lake Erie Shores & Islands CVB Buffalo Niagara Sports Commission Johnstown-Cambria County, PA City of Myrtle Beach, SC Rapid City, SD Chester County, PA Bryan-College Station, TAX Mankato, MN Tupelo, MS Cobb County, GA Franklin County, IN

Management of sports organizations.

Greater Cincinnati Sports & Events Commission (noted above; operated this not-for-profit corporation under management contract for nine years).

National Association of Sports Commissions. Began managing the NASC in 1994. Became full time executive director in January, 2011.

The NASC has grown to about 625 members and has launched a Strategic Consulting Service to assist in the development of effective strategies for economic development.

Sports Events magazine (July, 2008 issue) selected Don Schumacher as one of twenty-five persons you should know.

National Association of Sports Commissions 9916 Carver Road, Suite 100 Cincinnati, OH 45242 Phone 513.281.3888 Fax 513.281.1765 www.SportsCommissions.org info@SportsCommissions.org

APPENDIX II

APPENDIX III

APPENDIX IV

Spooky Nook Sports Center

APPENDIX V

The Spire Institute

APPENDIX VI

Discovery Sports Center

APPENDIX VII

APPENDIX VIII

Virginia Beach Field House

APPENDIX IX

APPENDIX X

APPENDIX XI

Round Rock Sports Center

APPENDIX XII

Graham Aquatic Center – York YMCA, PA