GREATER SPRINGFIELD AREA SPORTS COMMISSION
FY 24/25 BUSINESS PLAN
24/25
INTRODUCTION
Founded in 1999, the Greater Springfield Area Sports Commission, Inc. is a 501(c)(6) organization dedicated to improving the quality of life and driving positive economic growth in our community. Our primary goal is positioning the Springfield area as a premier destination for high-quality amateur, collegiate, and professional sporting events.
The Sports Commission actively seeks new sporting events to bring to our city. Through collaboration and partnership, we assist organizations in developing and attracting both new and existing events. Additionally, we support organizing volunteer forces to ensure that all events leave a lasting positive impression on participants.
With a 25-member board, the Springfield Sports Commission serves as a unifying force, bringing together individuals, sports organizations, and sports-minded businesses who share a passion for the future of amateur youth and high school, college, and professional sports in our region.
Springfield is experiencing new collaboration and excitement in the sports market. Our team is dedicated to creating memorable sports experiences in Springfield, aiming to leave a lasting positive impact on residents and visitors alike.
As the Greater Springfield Area Sports Commission, we look forward to FY 24/25 and continuing our efforts to enhance our community through sports. We can build a vibrant, thriving sports landscape that benefits our city and its residents.
STRUCTURE
The Greater Springfield Sports Commission is a 501(c)(6) organization.
The Sports Commission has a 25-member board that meets regularly, along with an Executive Committee team that works closely with the leadership of the Sports Commission.
The Sports Commission has three staff members – an Executive Director, Director of Sports Business & Development and the Coordinator of Sports Strategies & Events.
The Sports Commission contracts annually with the City of Springfield to promote the attraction of sporting events to Springfield. To further the success of the Sports Commission and provide additional resources and support, the Sports Commission has an annual management agreement with the Springfield Convention and Visitors Bureau.
BOARD OF DIRECTORS
EXECUTIVE DIRECTOR DIRECTOR OF SPORTS BUSINESS DEVELOPMENT
COORDINATOR OF SPORTS STRATEGIES & EVENTS
SPRINGFIELD CVB
Lance Kettering
Stan Adams
Alexandra Finnan
FUNDING
The Sports Commission is funded through a combination of a portion of the City of Springfield Hotel / Motel tax, memberships, and events.
On April 4, 2023, a ballot initiative was passed, increasing the Sports Commission allocation of the hotel/motel tax from 1.5% to 4.5%. For FY 24/25 the Sports Commission will receive approximately $315,000 in hotel/motel tax revenue.
Also, effective 7/1/23, the city began to collect hotel/motel tax from shortterm rentals. This tax collection is expected to provide about $10,000 in revenue in FY 24/25 and will continue to grow as collections increase for this tax.
In FY 24/25 the Sports Commission received a one-time funding appropriation as approved in the state budget.
The Sports Commission Membership program is an important and vital revenue stream for the Sports Commission. Revenue generated from the membership program supports all areas of the Sports Commission.
The Sports Commission hosts three key events annually: the Mini Golf Championships, the BigShots Golf Challenge, and in partnership with the Missouri Sports Hall of Fame, the Sports Commission Awards. Each event generates revenue, allowing the Sports Commission to further its mission of driving sporting events into Springfield.
FY 24/25 PLAN
FY 24/25 will be an exciting year for the Sports Commission. With two new dedicated staff members, continued increases in funding, new venues and existing facilities being renovated and collaboration with the Springfield Convention and Visitors Bureau, the Sports Commission is perfectly positioned for great success.
The plan provides an in-depth look through a detailed SWOT analysis, a review of industry and local trends, our key strategies to achieve success, an action calendar, and measurable goals.
SWOT ANALYSIS
• Experienced staff with over 22 years of Sports Tourism experience
• Strong relationships with prominent sports organizations
• Dedicated Board of Directors
• Strong partnership with the Springfield Convention & Visitors Bureau
• The Esports Coalition
• Community Recognition
• Increased funding to attract new events
STRENGTHS OPPORTUNITIES
• Springfield to continue to develop new and renovated sports facilities.
• Expand partnerships with local clubs and sports groups
• Explore new and emerging sports
• Expand relationships with Events Rights holders across the country
• Further utilize the Expo Center, Wilson Logistics Arena, and Betty & Bobby Allison
Sports Town
• Explore new event opportunities with the Springfield-Greene County Park Board and their soon-to-open newly renovated venues.
WEAKNESSES
• Lack of sports infrastructure/equipment in our large exhibit hall-style facilities.
• Community engagement
• Regional and national rights holder awareness
• The lack of a complex with 60/90 baseball diamonds
• Lack of an indoor sports facility with 10 courts or more
• No consistent marketing strategy
THREATS
• Increasing competitiveness of the Sports market
• Newer venues in regional markets
• Increasing event bid fees
• Potential complacency for ongoing community investment in sports development.
INDUSTRY & LOCAL SALES TRENDS
The latest Sports ETA study underscores the thriving nature of sports travel. According to the 2023 Sports ETA State of the Industry report, the sports tourism sector boasts a direct spending impact of $52.2 billion and an economic impact of $128 billion, significantly boosting communities nationwide. This flourishing industry also sustains 757,600 full-time jobs and contributes $20.1 billion in tax revenues in the United States.
The count of sports travelers staying overnight surged by 9.4% year over year in 2022 and an additional 6.8% in 2023, reaching 110.7 million. Notably, an estimated 54% of all sports travelers opt to spend a night at their event destination. In terms of expenditure, sports travelers staying overnight averaged $360 per person trip, while day visitors spent $82 per person trip in 2023, both surpassing 2019 levels.
Springfield is ready to take big steps forward in sports tourism, leveraging its appeal to sports fans and visitors. The city's recent and upcoming improvements to its facilities have positioned it to become a leading destination for sports tourism.
The introduction of Wilson Logistics Arena has presented our community with an exceptional venue for hosting events in Springfield. The sports scene's early success has been notable, with organizations like USA BMX and Missouri USA Wrestling selecting Springfield as their event destination for multiple years.
Anticipation is mounting at Cooper Park as renovations have begun. Eight soccer fields, featuring one standout super field, are undergoing conversion to turf. Once the soccer field upgrades are complete, attention will turn to transforming 11 diamond fields at the Killian and Cooper complexes into fully turfed fields. Evangel University will unveil the new AGFinancial Arena, boasting a 1,700-seat indoor facility designed to host Evangel Volleyball and Basketball games.
KEY STRATEGIES
1. Proactively market and promote the Greater Springfield area as a premier destination for Sports events.
a. Attend at least five industry sports conferences, such as Sports ETA, Connect Sports, S.P.O.R.T.S, TEAMS Conference, Missouri Sports Travel Exchange, and Esports Travel Summit.
b. Provide support to the Missouri Travel Alliance to grow the Missouri Sports Travel Exchange.
c. Attend industry educational summits for Sports ETA, including the 4S Summit and the Chief Executive Summit.
d. Conduct a sales mission to Colorado Springs, post-Olympics, with key stakeholders at National Governing Bodies.
e. Host at least 12 site visits for targeted event rights holders.
f. Submit at least ten bids for potential events for FY 24/25 and beyond.
g. Identify over 175 sporting event opportunities, generate at least 40 leads, and secure no less than 35,000 definite room nights for future years and at least 10 events for future years.
h. Update the sports imagery and photo libraries to be used for future sports facilities guides and marketing materials.
i. Implement a creative and unique marketing campaign through at least two advertising campaigns using national sports media outlets.
j. Utilize sports event lead providers.
k. Develop a strategy and plan for utilizing state of Missouri special funding.
l. Be an active participant in the Show-Me Missouri Sport partnership.
KEY STRATEGIES
2. Further, define the Sports Commission team.
a. Update job descriptions for the Sports Commission Team.
b. Hire the Coordinator of Sports Strategies and Events position.
c. Continue the sports internship program for FY 25.
3. Develop strong working relations with public and private facilities, local high schools, colleges, and Universities.
a. Meet regularly with key leaders to explore new event-hosting opportunities.
b. Work with key facilities to find dates on the calendar that are available and open for sports tourism efforts.
c. With Missouri State’s move to Conference USA, explore Conference USA event opportunities.
d. Expand efforts to attract NCAA, NAIA, GLVC, KCAC, America Midwest Conference, and Conference USA and submit five bids on new NCAA, and NAIA competition events for the upcoming years.
e. Work with Esports event rights holders, including MOSEF, to secure at least one new Esports event.
f. Identify 10 new event opportunities for the Wilson Logistics Arena, Betty & Bobby Allison Sports Complex, and the Expo Center.
g. Engage the Parks Board team regarding events on the renovated Cooper Park flat fields and the diamonds at Cooper/Killian Complexes.
4. Research local sports organizations and clubs within the Greater Springfield area.
a. Connect with a minimum of 50 local sports organizations, clubs, and events in the region.
b. Create a database of sports organizations and events currently in the Greater Springfield area that possess the potential to attract out-of-area travelers and contribute to the region's growth and impact.
c. Explore supporting three locally curated events that will help incubate and grow these events for potential future opportunities.
5. Enhance our organization's awareness, communication, membership program, and partnership efforts with local businesses and sponsors.
a. Distribute three e-newsletters for the fiscal year.
b. Produce and distribute the bi-annual sports guide.
c. Implement a social media strategy.
d. Expand the successful PSA billboard program to a year-round program.
e. Produce two membership mixer event opportunities.
6. Continue to produce quality Sports Commission events and fundraisers.
a. Provide three event opportunities for our partners to engage and network.
b. In partnership with the Missouri Sports Hall of Fame, conducted the Sports Commission Awards and increase the revenue share to over $12,500.
c. Grow the Sports Commission Mini Golf Championship generating over $15,500 in net revenue with over 250 players.
d. Continue to grow the Sports Commission BigShots Golf Challenge to exceed $12,500 in revenue and participation to “fill up the entire top level of BigShots.”
e. Evaluate the Sports Commission BigShots Golf Challenge for future growth and opportunities.
f. Continue to offer a membership program to help supplement and differentiate the Sports Commission Budget with a focus on membership engagement and renewals.
g. Develop an updated “Join our Team” partnership opportunities brochure.
SPORTS ACTION CALENDAR