Newnan MultiSport & Recreational Facility Study - Final Report

NEWNAN MULTI-SPORT & RECREATIONAL FACILITY STUDY FINAL REPORT May 2017

May 9, 2017

FINAL REPORT

City of Newnan, Georgia Hasco Craver Assistant City Manager 25 LaGrange Street Newnan, Georgia 30263 Dear Mr. Craver, The City of Newnan engaged the Hunden Strategic Partners Team (HSP or HSP Team) including sports architects from Sink Combs Dethlefts, to conduct a market, financial and impact analysis for a new multi-sport and recreation venue in Newnan, Georgia. The study profiled existing recreation and sports facilities in the local market in order to understand the current demand and future opportunity. The objective of the study is to determine the needs, programming and performance of a sports facility in Newnan, Georgia. The attached is our FINAL report.

This deliverable has been prepared under the following general assumptions and limiting conditions: ยง The findings presented herein reflect analysis of primary and secondary sources of information that are assumed to be correct. HSP utilized sources deemed to be reliable, but cannot guarantee their accuracy. ยง No responsibility is taken for changes in market conditions after the date of this report and no obligation is assumed to revise this report to reflect events or conditions occurring after the date of this report. ยง HSP has no control over construction costs or timing of construction and opening. ยง Macroeconomic events affecting travel and the economy cannot be predicted and may impact the development and performance of the project. ยง We have enjoyed serving you on this engagement and look forward to providing you with continuing service.

Sincerely yours, FINAL REPORT Hunden Strategic Partners

TABLE OF CONTENTS Executive Summary Chapter 1: Economic, Demographic & Tourism Analysis Chapter 2: Local Sports Supply & Demand Analysis Chapter 3: Regional Sports Facilities Analysis Chapter 4: Sports Tournaments & Opportunity Analysis Chapter 5: Case Studies Chapter 6: Hotel & Restaurant Supply Analysis Chapter 7: Recommendations, Drawings & Budget Chapter 8: Demand & Financial Projections Chapter 9: Economic, Fiscal, Employment & Impact Analysis Chapter 10: Funding Analysis

Executive Summary

The City of Newnan, Georgia (City or Client) engaged Hunden Strategic Partners (HSP) to assess the market demand and financial feasibility of a new multi-sport and recreation venue, to meet the current and future needs of the community, support athletic programs and to generate recreation spending. The purpose of the study is to determine the market opportunity in Newnan for a new multisport complex. The study analyzed existing and competitive facilities in the local, state and regional markets to identify gaps in quality and supply. HSP also identified and studied public and private examples of indoor and outdoor athletic facilities that would likely not be directly competitive, but are similar or exemplary from around the nation.

The demand analysis of this study included an assessment of how the climate, existing facilities and access issues impact the opportunity for Newnan to leverage its existing strengths and expand its sports offerings. The analysis covered both indoor and outdoor sports, as well as tournaments. HSP met with key stakeholders, interviewed and surveyed existing and potential facility users, analyzed the competition, reviewed the physical and calendar needs of tournaments, analyzed the market, investigated comparable situations and worked within site parameters to identify an optimal development program.

The findings indicate that there is demand and opportunity for a new multi-sport venue for indoor and outdoor events. Although there is demand and opportunity for both indoor and outdoor facilities, an indoor facility is higher priority. Given the quality and capacity of the recommended new facility, inducing major new regional tournaments should be highly achievable. In addition, the study includes a recommendation for an outdoor sports facility as a phase II development.

Based on the comprehensive analysis of the market, the needs of tournaments and leagues, and the overall market, HSP’s recommendations are targeted to meet the City’s mission to provide a state-of-the-art venue that can provide appropriate sports opportunities and economic impact for the local community and be a platform for regional and national events.

A new indoor youth sports complex and/or an outdoor athletic facility (phase II) would serve a local audience well and tap into an already strong regional demand in youth sports, along with providing a space for basketball, volleyball and other indoor events as well as soccer, baseball, softball and other field events.

EXECUTIVE SUMMARY

A new athletic complex development is intended to optimize Newnan’s ability to attract tournaments and, if possible, to support local sports organizations. The primary questions that HSP aimed to answer were: §

Is there enough potential activity and demand in the market to support the development of a youth indoor and outdoor sports complex, given the climate, location, and market for traveling youth sports tournaments?

§

Are there tournaments that would improve or expand their activity at a new complex in Newnan?

§

How much would a recommended indoor and outdoor complex cost and would it need ongoing financial support beyond the initial development?

§

How would this ongoing youth sports activity benefit the area? What impacts are expected?

§

What are the optimal governance options for the facilities to ensure success?

§

What are the potential revenue sources to fund the construction and ongoing operations of the sports facilities?

Many cities have used youth sports complexes as activity and demand generators to enhance their communities and overall development efforts. Youth sports complexes (which are also used by adult tournaments) can generate consistent activity, which results in hotel room nights and restaurant spending, especially on weekends.

The facilities themselves must be able to generate enough events on the calendar to keep it operating without significant financial support. Almost no sports complex can completely pay for itself, so the design and operating concept of any new facilities should ensure that they can maximize revenues and minimize expenses.

EXECUTIVE SUMMARY

HEADLINES As a result of the analysis, HSP offers the following headlines: An Indoor Sports Complex Should Be Developed. Based on the lack of a tournament-1uality indoor facility south of Atlanta, an indoor sports facility is needed in the market. A new indoor facility is expected to accommodate local play and partner with existing facilities in the market to attract larger tournaments.

The Indoor and Outdoor Sports Complexes’ Location Will Be Important. Sports and event facilities benefit when located in close proximity to a community’s hospitality package. Amenities such as hotels, restaurants, and access to major transportation routes are attractive for event planners. Additional criteria that can impact the feasibility of a project include site ownership/control, cost of acquisition (if any), as well as site work and construction costs.

An Outdoor Sports Complex Should Be Considers as a Phase II Development. Considering the market supply, demand for outdoor sports and drainage issues at outdoor facilities in Newnan, a new facility will accommodate sports groups that are currently unable to find proper facilities for local use and especially for tournaments. However, an outdoor sports complex is recommended as a phase II development.

EXECUTIVE SUMMARY

INDOOR SPORTS FACILITY RECOMMENDATIONS HSP recommends that the Newnan community develop the following program, which summarizes a full build out scenario and a two-phased scenario of the recommended facilities.

Newnan Athletic Complex - Indoor Recommendations Facility Hardwood Courts Basketball Courts Volleyball Courts Indoor Turf Fields* Circulation, Amenities, Concessions Locker Rooms Parking Spaces

Full Build Out

Phased Build Out Phase I Phase II

12 24 1

8 16 --

4 8 1

700

350

350

*Ability to divide into three smaller fields Source: Hunden Strategic Partners

HSP recommends that Newnan should develop an indoor athletic complex as a phased development. To be a tournament quality facility for indoor sports and to compete with the regional competitive indoor facilities, eight courts is the minimum number of courts needed to attract and secure tournaments. Phase I development is recommended to include eight hardwood courts, which could accommodate 16 volleyball courts, in the short-term timeframe.

After a few years operating a successful indoor facility and developing Newnan as a youth sports destination, HSP recommends Newnan to develop the Phase II of the indoor athletic complex in the mid-term timeframe. Phase II features the addition of four hardwood courts and a turf field (which is divisible into three separate fields).

Newnan Athletic Complex - Indoor Cost Estimates

The table to the right shows the estimated project costs for the phased development.

The figure on the following page presents a diagram of the recommended indoor facilities. The facilities allocated in each phase of the build-out are noted.

RECOMMENDATIONS, DRAWINGS & BUDGETS

Item General Requirements Construction Costs Project Costs Total

Full Build Out $1,177,000 $35,617,000 $10,329,000 $47,123,000

Escalated to reflect 2018 dollars Source: Sink Combs Dethlefs, Hunden Strategic Partners

Phased Build Out Phase I $642,000 $14,873,000 $4,313,000 $19,828,000

Phase II $535,000 $20,744,000 $6,016,000 $27,295,000

RECOMMENDATIONS, DRAWINGS & BUDGETS

OUTDOOR SPORTS FACILITY RECOMMENDATIONS HSP recommends that the Newnan community develop the following program, which summarizes a full build out scenario and a two-phased scenario of the recommended facilities.

Newnan Athletic Complex - Outdoor Recommendations Full Build Out Facility Multipurpose Fields Synthetic Turf Natural Grass Baseball/Softball Diamonds Concession/Restrooms Circulation, Amenities Parking Spaces

Phased Build Out

15 4 11 13

Phase I ---13

Phase II 15 4 11 --

2,025

900

1,125

HSP recommends that Newnan should develop an outdoor athletic complex as a phased development in the mid-term timeframe. The demand for a tournament quality outdoor complex south of Atlanta exists, specifically the Newnan area. Based on conversations with stakeholders, local, state and national sport user groups, the demand for baseball/softball diamonds is slightly greater than multipurpose fields in the Newnan area. Therefore, HSP recommends Newnan develop 13 baseball/softball diamonds (includes a championship diamond) as a Phase I development of the outdoor complex. Phase II development includes 15 multipurpose fields (includes a championship field), to accommodate local user group demand as well as tournament demand.

Source: Hunden Strategic Partners

Newnan Athletic Complex - Outdoor Cost Estimates

The table to the right shows the estimated project costs for the phased development.

The figure on the following page presents a diagram of the recommended outdoor facilities. The facilities allocated in each phase of the build-out are noted.

Full Build Out Item General Requirements Construction Costs Project Costs Total

$6,888,000 $29,016,000 $12,187,000 $48,091,000

Escalated to reflect 2018 dollars Source: Sink Combs Dethlefs, Hunden Strategic Partners

RECOMMENDATIONS, DRAWINGS & BUDGETS

Phased Development Phase I $3,198,000 $16,071,000 $6,750,000 $26,019,000

Phase II $3,690,000 $12,945,000 $5,437,000 $22,072,000

RECOMMENDATIONS, DRAWINGS & BUDGETS

HSP suggests that the priority of facility development be the following, if Newnan determines that an athletic facility is a priority for the community.

Newnan Development Priority Recommendations Priority 1 2 3 4

Time-Frame Short-Term (1 to 3 years) Short-Term (3 to 5 years) Mid-Term (5 to 7 years) Mid-Term (7 to 10 years)

Recommendation Indoor Facility Phase I Outdoor Complex Phase I Indoor Facility Phase II Outdoor Complex Phase II

Source: Hunden Strategic Partners

DEMAND AND FINANCIAL PROJECTIONS HSP provided estimates of the two recommendations outlined above: indoor facility and outdoor full build out. The projection model assumes the indoor sports complex will primarily cater to basketball, volleyball and indoor turf. The projection model assumes the outdoor sports complex facility will primarily cater to field sports such as soccer and lacrosse, and diamond sports. The facilities have been programmed to not only accommodate, but also attract area clubs, organizations and regional tournaments for each sport.

The table to the right summarizes the recommendations.

Newnan Sports Complex - Stablized Event/Tournament Summary Net New

EXECUTIVE SUMMARY

Indoor Facility

Outdoor Complex

Events (tournaments) Event Days (tournaments) Attendance (tournaments)

54 79 113,800

48 101 99,888

Revenue (000s) Expeneses (000s) Net Operating Income (000s)

$1,010 $1,380 ($380)

$922 $1,155 ($261)

Source: Hunden Strategic Partners

The table to the right provides a summary of impacts for the two recommendations.

HSP modeled each scenario and based on the projection of the proforma, additional impact data was derived. The key components of visitation and spending are generated by overnight stays as well as day trips. HSP uses the IMPLAN input-output multiplier model, which determines the level of additional activity in the Newnan economy due to additional inputs. For example, for every dollar of direct new spending in Newnan, the IMPLAN model provides multipliers for the indirect and induced spending that will result.

The next portion of this executive summary includes key elements and conclusions from the report.

SUMMARY OF CONCLUSIONS FROM CHAPTERS

Newnan Sports Complex - Summary of 20-Year Impacts Net New Hotel Room Nights Total Spending (millions) Total Earnings (millions) FTE Jobs County Taxes Collected (thousands) Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) Total Taxes Collected

Indoor Facility 407,287

Outdoor Complex 489,516

$199 $48 252

$300 $74 335

$3,801 $2,781 $409 $6,990

$5,803 $3,379 $617 $9,798

Source: Hunden Strategic Partners

ECONOMIC, DEMOGRAPHIC & TOURSIM ANALYIS of NEWNAN § The City of Newnan is at the southwestern fringe of the Atlanta metropolitan area, while at the same time, offers its rural, small-town heritage as the historic county seat of Coweta County, as an attractive attribute to new residents. Population growth in Newnan, which has more than doubled its population in the past 15 years, is showing no signs of slowing down. § Newnan is within a one-hour drive of most of metro Atlanta and within three hours of Birmingham and Chattanooga. Newnan’s Interstate access allows for nearly the entire southern US to access the site from within 5 to 6 hours by car. § The overall demographics and access are positive factors for the development of a regional athletic tournament facility along this corridor on I-85, southwest of Atlanta.

EXECUTIVE SUMMARY

LOCAL SPORTS FACILITY SUPPLY AND DEMAND ANALYSIS ยง Various athletic facilities, primarily outdoor, exist throughout Newnan. The existing sports facility supply in Newnan is mostly recreational in nature with a few venues that are high enough quality and offer the necessary facilities and amenities to accommodate large tournaments. As the sports tourism market continues to grow, local facilities are growing from small recreational parks with few fields or courts to large tournament facilities that are drawing teams from out-of-state. ยง Locally, the area has few sports facilities that can compete with regional facilities to host regional and national tournament events. Whitlock Park and Temple Avenue Complex are the two largest athletic facilities in Coweta County, and both are in Newnan. In addition to any proposed development, existing facilities may complement a new sports complex development because they could be used for practice fields and substitute locations if a large tournament takes place during a specific weekend. ยง The indoor sports demand is far exceeding the local and state supply of facilities, particularly for basketball and volleyball. Demand for outdoor sports is more fully accommodated by existing facilities but growing sports, such as lacrosse, are in particular need of additional facilities. ยง A multisport athletic complex developed in Newnan would likely host tournaments of state or regional size in the immediate future and could be established as an annual host site. With the high local demand and highly reputable clubs/teams in the area, additional space is needed to accommodate the demand and support the local clubs/teams growth and tournaments. Any development of an indoor and/or outdoor complex in Newnan should consider a partnership with one or more clubs/teams or state organizations, and local groups have indicated a desire to do so.

EXECUTIVE SUMMARY

REGIONAL SPORTS FACILITIY ANALYSIS § The various sports complexes located in Georgia and throughout the surrounding region compete to host state tournaments while also appealing to the local and regional users as a destination for practices, leagues, neutral game sites and tournaments. These facilities, depending on their location, are likely to compete with a Newnan facility on a state, regional and potentially local level. The majority of the competitive regional supply in Georgia is north of Atlanta, and there is a lack of large tournament-quality complexes south of Atlanta. § The region has a number of complexes that are capable of hosting statewide and regional tournaments. Although the region features an adequate amount of outdoor diamonds and multipurpose fields, the proximity of these facilities to local, state and regional programs presents challenges and limits their participation in tournaments. However, the lack of a tournament-quality indoor facility south of Atlanta presents an opportunity for Newnan to attract and secure state, regional and possibly national indoor tournaments with a new multi-sport indoor facility. § Newnan has the opportunity to establish itself as a destination for large regional, state and potentially national tournaments. The location of Newnan regionally is ideal for tournament organizers, and is enhanced by its location just south of a major tourism destination, Atlanta.

CASE STUDIES § HSP identified three comparable facilities for Newnan located in Westfield, Indiana, Frisco, Texas and Boyds, Maryland. This case studies present a range of youth sports complexes that all have similar characteristics to the vision of a potential sports complex in Newnan. The three facilities all have outdoor multipurpose fields, indoor basketball courts and indoor turf fields, and two have baseball/softball fields and other event facilities. § While differences are found between each facility, each complex’s business model is focused on scheduling large tournaments. These tournaments attract a significant number of non-local attendees and have a direct impact on the local hotel market through room nights generated. These facilities also maintain local leagues to help supplement each facility’s usage and financials.

EXECUTIVE SUMMARY

HOTEL AND RESTAURANT SUPPLY ANALYSIS § The Newnan hotel market is characterized by a collection of small- and medium-sized limited-service and select-service establishments. Newer properties have been developed at a higher quality, while older properties are typically lower quality. § The city has 16 properties with approximately 1,100 rooms. The Holiday Inn Express and Home2 Suites, which both opened in 2016, are the newest hotels and have a total of 183 rooms. One other hotel has opened in the last five years and two others in the last ten years. § HSP identified seven Newnan hotels with 577 rooms that are most appropriate for sports complex users and are located along I-85 in northwest Newnan. For these hotels, weekend occupancy is less than 75 percent most of the year, providing opportunity for the hotels to have rooms for youth sports participants. The hotels’ average daily rate is generally near or below $100 per night, which will be very appealing to youth sports groups. § In addition to the number of hotels and a specific ADR range, the number and distance of food and beverage options within the area is a critical aspect to the success of facility. There are approximately 160 restaurants in Newnan. The majority of the restaurants are in four nodes, downtown, west of I-85 along Newnan Crossing Bypass, east of I-85 along US-34 and the intersection of US-34 and GA-154. This presents a nice mix of restaurants (and shopping) that will provide dining and entertainment options to the out of town visitors of the proposed sports facility.

EXECUTIVE SUMMARY

RECOMMENDATIONS § As our market findings indicate, there is identified need for new sports facilities in Newnan. While these types of sports facilities often do not support themselves financially and operate within a very competitive environment, there is opportunity in Newnan to develop new sports facilities that would be used by local, regional, and national participants. § The details of each recommendation are presented below. § Indoor facility – we recommend a phased development as follows: § Phase I: Eight basketball courts that can be converted into 16 volleyball courts § Phase II: Four basketball courts/8 volleyball courts and a turf field (110x75 yards) § Outdoor facility – to be phased as follows: § Phase I: 13 baseball/softball diamonds (turf infields and grass outfields, and a mix of youth and adult sized diamonds) § Phase II: 15 multipurpose fields (mix of turf and grass fields) § For any development, we also recommend appropriate supporting facilities and amenities, such as parking, concessions, restrooms and locker rooms. § In a phased approach, a phasing plan should be developed that describes in both general and detailed terms what will be constructed and in what sequence. § The recommended sports complexes would be one of the largest outdoor and/or indoor recreational and tournament sports facilities in the state and region once all phases are completed for either an indoor or outdoor project. Phase I facilities will provide a sizeable indoor sports facility in Newnan, the facilities are expected to accommodate leagues, practices and games for local participants during non-peak times and moderately sized to large tournaments during the weekends. The vast majority of tournaments will attract local, statewide as well as out-of-state teams. A Phase II facility will have enough fields, diamonds or courts to accommodate small to moderately sized tournaments, while also accommodate the growth of the local leagues, practices and games. Overall, a new indoor facility and outdoor complex will provide enough courts, fields and diamonds to accommodate local demand, rental demand and small to mid-sized tournaments.

EXECUTIVE SUMMARY

FUNDING ANALYSIS § Large youth sports complexes are being developed throughout the country as communities work to accommodate the desire by event organizers for large sports complexes capable of accommodating all participants “under one roof”. HSP has seen development costs vary, ranging anywhere from $25 million to $100 million. More times than not, youth sports developments are funded through a public-private partnership; however, some complexes are funded solely with private money. In public-private partnerships, municipalities will often use money raised through bond issuance or through mandated reserve funds. § With new sports and event facilities costing millions to build, significant financial investments must be made. There are many options in financing sports and event facilities that involve both public and private arrangements and investments. Funding may be separated into two distinct groups: public funding and private funding. Public funding may include, but may not be limited to taxes, municipal bonds, certificates of participation and special authority bonds. Private funding may include but may not be limited to, cash donations, contributions, naming rights, concessionaire and or restaurant rights, sponsorships, lease agreements, luxury and preferred seating, parking fees, advertising, and merchandise revenues. Other ways of financing in order to spread the costs of building a state-of-the-art facility is that projects have been partnered in joint public and private funding. Often, the public funding is in the form of land contributions and the private contributions are reflected within the facility itself. § Communities across the country have financed sports and event facilities through traditional funding sources, while others have looked to users and visitors to fund such projects. Privately funded facilities are very rare due to construction and operating costs. The following list summarizes the funding sources used to finance several youth sports complexes across the country. § Although traditional funding is not readily available, the demand for public sports and event facility enhancements has actually risen. This is due to continued population growth, enhanced diversity of sports, and increased gender equity in sports. Municipalities are now compelled to find “out of the box” ways to meet this growing demand, and the solution begins with creative funding. To be successful in raising the funds for an athletic or recreation project, municipalities and project teams should assemble a fundraising or funding group that considers public/private grants, private funding, sponsorships, public/private partnerships, and professional fundraisers to identify and secure funding.

EXECUTIVE SUMMARY

Chapter 1

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYIS

Population Growth

Population and Growth Rates Population United States Georgia Atlanta MSA Coweta County City of Newnan City Pop. As % of Metro Area

1990 248,709,873 6,513,000 394,175 54,487 12,846 3.3%

2000 281,421,906 8,227,000 421,323 90,148 16,473 3.9%

2010 308,745,538 9,688,681 420,256 127,317 33,039 7.9%

Source: U.S. Census Bureau, Hunden Strategic Partners

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

ยง

The population increase for Newnan and Coweta County from 200 through 2015 was 126.4% and 53.6% respectively; this represented a gain of 20,854 in Newnan and 48,279 in Coweta County.

ยง

During the same time the Atlanta Metro area grew by 40.8%.

Percent Change 2015 Estimate 321,418,820 10,214,860 463,878 138,427 37,291 8.0%

2000-2015 14.2% 24.2% 10.1% 53.6% 126.4% --

NEWNAN DRIVE TIME MAP

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

§

Drive times within one hour include most of metro Atlanta, although traffic conditions may affect those distances.

§

Three hour times include large cities of Atlanta, Birmingham, and Chattanooga.

§

Five hour distances include Nashville and Knoxville, TN, Greenville and Columbia, SC, Charlotte and Ashville, NC, Mobile, AL, and Tallahassee, Florida.

§

Newnan’s Interstate access and proximity to Atlanta’s highway network (I-75 and I-20) allow for nearly the entire southern US to access the site from within 5 to 6 hours by car.

AIRPORT DRIVE TIME MAP §

For travelers arriving to Newnan by airline, Newnan has the advantage of being located on the southwest side of Atlanta near the HartsfieldJackson Atlanta Int’l Airport.

§

By comparison, Lake Point in Emerson, the area’s greatest athletic facility competition, is over 60 minutes via auto due to distance and traffic congestion.

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

Unemployment Rates

Unemployment Rates

14 12 10

ยง

ยง

ยง

Unemployment rates have been dropping overall since the end of 2009.

The U.S., state, Atlanta Metro, and Coweta County rates are all within one percentage point of each other as of December 2017.

Coweta County has the lowest rate of these at 4.2 percent.

8 6 4 2 0

US Unemployment Source: Bureau of Labor Statistics, Hunden Strategic Partners

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

State of Georgia

Newnan

Atlanta MSA

Coweta County

Educational Attainment - 2015 Age 25+ Population Did not complete high school Completed high school Some college Associates Degree Bachelors Degree Graduate Degree

United States 13.3% 27.8% 21.1% 8.1% 18.5% 11.2%

Georgia 13.6% 28.4% 21.0% 7.2% 18.1% 10.7%

Coweta County 11.5% 31.6% 22.4% 6.9% 18.0% 9.5%

Newnan 12.5% 29.7% 23.6% 5.2% 19.7% 9.3%

Source: US Census Bureau, Decision Date, Hunden Strategic Partners

University of West Georgia Carver Bible College LaGrange College West Georgia Technical College Total Enrollment

Location Carrollton, GA Atlanta, GA LaGrange, GA Waco, GA

Distance from 30263 (miles) 20.5 27.9 28.0 29.3

Source: National Center for Education Statistics, HSP

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

Highest Degree Offered Doctorate Bachelors Bachelors Associates

ยง Residents of Newnan with Bachelors degrees amount to 19.7 percent of the population, which is 1.6 percent higher than the state average and 1.2 percent higher than the national average.

Colleges & Universities

Newnan Area Colleges & Universities Institution

Educational Attainment

Enrollment 12,834 120 1,028 6,431 20,413

ยง There are four colleges within 25 miles of Newnan. The largest is the University of West Georgia in Carrollton. In the Atlanta area there are numerous colleges, notably Georgia Tech, Emory University and Georgia State University.

Newnan Largest Employers Company

Industry

Yamaha Motor Manufacturer Corporation of America Manufacturing Piedmont Newnan Hospital Health Care Coweta County Schools Education PetSmart Distribution Center Distribution BON L Manufacturing Co. Manufacturing Yokogawa Corporation Manufacturing Cargill Corporation Meat Packaging WegmansEGO North America, Inc. Manufacturing Kason Industries, Inc. Manufacturing Georgia Power Company Utility D&H Distributing Distribution Sygma Network, Inc. Food Distribution Comfort View Manufacturing Buffalo Rock-Pepsi Manufacturing MBM Dood Service Distribution Distribution Custom Molded Products Services Coweta County Government Walmart Department Store

Number of Employees 1,700 1,200 1,164 560 460 420 417 260 250 250 171 166 165 160 110 102 ---

Source: Coweta County Development Authority

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

Largest Employers ยง

Yamaha Motor Manufacturing is the largest employer. Other large manufacturers are BON L, Yokogawa Corp., WegmensEGO and Kason Industries.

ยง

Piedmont Newnan Hospital is the second largest entity, employing 1,200 people.

ยง

The local schools account for 1,164 local employees.

ยง

Manufacturing and distribution centers account for 12 of the top 16 employers.

IMPLICATIONS The City of Newnan is at the southwestern fringe of the Atlanta metropolitan area, while at the same time, offers its rural, small-town heritage as the historic county seat of Coweta County, as an attractive attribute to new residents. Population growth in Newnan, which has more than doubled its population in the past 15 years, is showing no signs of slowing down. Future decades of growth and generations of new families will not only need local facilities for youth athletics, but the geographic positioning of Newnan on I-85, near enough to Atlanta, but also taking advantage of the underserved southern metropolitan area of Atlanta and its proximity to the world’s busiest and best-connected airport, makes Newnan a logical choice of location for a new youth athletic facility. By comparison to the area’s largest athletic complex in Emerson, the traffic conditions are less congested on the southwest side of the Atlanta metro area and the travel time to the airport is a generally-consistent 30 minutes, while Emerson is 60 minutes or more, depending on traffic conditions. Local employment is near statistical full-capacity, and the number of employers will continue to grow along with the new retail expansion in the city along the retail corridor of I-85 at Exit 47, and at the future interchange at Poplar Road. The overall demographics and access are positive factors for the development of a regional athletic tournament facility along this corridor on I-85, southwest of Atlanta.

ECONOMIC, DEMOGRAPHIC & TOURISM ANALYSIS

Chapter 2

LOCAL SPORTS SUPPLY & DEMAND ANALYIS

HSP evaluated the local indoor and outdoor sports facilities to determine both the supply of local sports facilities as well as the existing demand to understand if more facilities are needed to support local use. Additionally, HSP analyzed how existing facilities handle current tournament demand in order to understand if a new facility is needed in the area.

Various athletic facilities, primarily outdoor, exist throughout Newnan. The existing sports facility supply in Newnan is mostly recreational in nature with a few venues that are high enough quality and offer the necessary facilities and amenities to accommodate large tournaments. As the sports tourism market continues to grow, local facilities are growing from small recreational parks with few fields or courts to large tournament facilities that are drawing teams from out-of-state.

Locally, the area has few sports facilities that can compete with regional facilities to host regional and national tournament events. In addition to any proposed development, existing facilities may complement a new sports complex development because they could be used for practice fields and substitute locations if a large tournament takes place during a specific weekend.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

Newnan and Coweta County Local Athletic Facilities City / Facility Name

City

Grantville Grantville Park Newnan Whitlock Park Temple Avenue Complex Central Soccer Fields Western Park Pickett Field Wesley Street Gym C.J. Smith Park Lynch Pool Park Moreland Moreland Park Sargent Sargent Park Arnco Park Senioa Senioa Park Sharpsburg Hunter Complex Andrew Bailey Park Average

Distance from Indoor or State Dwntwn (miles) Outdoor Diamonds Tennis Multi-Purpose Basketball Swimming Other

Total

Grantville

GA

11.5

Outdoor

4

--

--

--

--

4

Newnan Newnan Newnan Newnan Newnan Newnan Newnan Newnan

GA GA GA GA GA GA GA GA

5.5 2 8.9 6.8 0.6 0.6 1 0.6

Outdoor Both Outdoor Outdoor Both Indoor Outdoor Outdoor

4 8 -1 1 -1 --

-3 -2 -----

23 1 6 ------

2 1 --1 1 ---

-------1

29 13 6 3 2 1 1 1

Moreland

GA

6.8

Oudoor

1

2

--

--

--

3

Sargent Sargent

GA GA

6.5 6.5

Outdoor Outdoor

4 1

---

---

---

---

4 1

Senoia

GA

17.5

Outdoor

5

2

--

--

--

7

Sharpsburg Sharpsburg

GA GA

8.1 10.5 6

Both Outdoor

7 6 4

2 -2

3 -8

1 -1

--1

9

13 6 6

43

11

33

6

1

--

94

Total

--

Source: Various Facilities, Hunden Strategic Partners

ยง

All athletic facilities in Coweta County are operated by the Coweta County Parks and Recreation Department.

ยง

Of the 15 athletic facilities in Coweta County, eight facilities are located in Newnan.

ยง

Whitlock Park and Temple Avenue Complex are the two largest athletic facilities in Coweta County, and both are in Newnan.

Temple Avenue Complex

Whitlock Park

Grantville Park

Central Soccer Fields

§

Located in Grantville

§

Located in Newnan

§

Located in Newnan

§

Located in Newnan

§

The park features four baseball fields, a playground and walking trails

§

§

The park features six soccer fields, playground and a walking trail

Home of the Grantville Little League

The park features an indoor basketball court with weight rooms and meetings rooms, Sr. Expo Center, a senior center, an art house, three tennis courts, seven baseball diamonds, one adult softball diamonds, one football fields, a playground and a pavilion

§

§

The park features 23 multipurpose fields, four youth softball fields, four pavilions and a playground

§

Home to the Cannon Soccer Club

§

Utilization is primarily by local recreation play, with minimal tournament play

§

§

Utilization is primarily by local recreation play §

Home to the Sharpsburg Regional Softball Association (SRSA) & Cannon Soccer Club Utilization is primarily by local recreation play, with minimal tournament play

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

§

Utilization is primarily by local recreation play

Pickett Field

Western Park

Wesley Street Gym

C.J. Smith Park

§

Located in Newnan

§

Located in Newnan

§

Located in Newnan

§

Located in Newnan

§

The park features one adult softball and two tennis courts

§

The facility includes one baseball diamond, a pavilion, a playground

§

The facility includes one indoor basketball court

§

§

Utilization is primarily by local recreation play

§

Utilization is primarily by local recreation play

§

Utilization is primarily by local recreation play

The park features one adult softball diamonds and picnic tables

§

Utilization is primarily by local recreation play

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

Clay-Wood Complex

Lynch Pool Park

Sargent Park

Moreland Park

§

Located in Newnan

§

Located in Newnan

§

Located in Moreland

§

Located in Sargent

§

The park features one adult softball diamond and two tennis courts

§

The facility features an indoor basketball court with a weight room. The complex also includes a community center with meeting rooms and kitchen. The outdoor complex features one tennis court, outdoor basketball court and pavilion.

§

The park features one adult softball and two tennis courts

§

§

Utilization is primarily by local recreation play

The park features four baseball diamonds, a pavilion and a playground

§

Home of the West Coweta Little League

§

Utilization is primarily by local recreation play

§

Utilization is primarily by local recreation play

§

Utilization is primarily by local recreation play

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

Senoia Park

Arnco Park

Hunter Complex

Andrew Bailey Park

§

Located in Sargent

§

Located in Senoia

§

Located in Sharpsburg

§

Located in Sharpsburg

§

The park features one baseball diamond and a pavilion

§

The park features five baseball diamonds

§

§

The park features six baseball diamonds

§

Utilization is primarily by local recreation play

§

Home of the Senoia Area Little League

§

Home of the Sharpsburg AABC Youth Baseball League

§

Utilization is primarily by local recreation play

The complex features two tennis courts, four baseball diamonds, two adult softball diamonds, three football fields, one ADA Field of Courage, one mile lone walking trail, a playground and pavilion

§

Utilization is primarily by local recreation play, with minimal tournament play

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

§

Home to local baseball programs

§

Utilization is primarily by local recreation play, with minimal tournament play

LOCAL SUPPLY IMPLICATIONS Although the supply of diamonds and multipurpose fields in Newnan and Coweta County is plentiful, all are below tournament quality and are reaching capacity.

The only facilities capable of hosting large-scale events with numerous teams are Andrew Bailey Park, Whitlock Park, Temple Avenue Complex and Hunter Complex. Outside of the few large-scale facilities, most facilities are able to host smaller local tournaments and events as well as be used as overflow facilities.

Weather conditions and drainage issues can eliminate the availability of 23 multipurpose fields at Whitlock Park, which is nearly 70 percent of the total supply. The majority of the facilities restrict tournament organizers from charging gate fees, which nearly eliminates tournaments at facilities. The lack of swimming pools within the county has forced programs to cap participants or scale back due to lack of schedule availability. Indoor facilities with multiple courts are non-existent in Newnan and Coweta County, and has caused clubs, programs and tournaments to go outside of the city and county for basketball and volleyball.

The shortage of fields, diamonds and courts in one location is a critical challenge that is limiting Newnan’s ability to compete for tournaments that the City is looking to attract. The lack of supply of indoor facilities within in Newnan, Coweta County and south of Atlanta, provides Newnan the opportunity to attract indoor tournaments and events to the area. In addition, the athletic facilities in the County are first and foremost for the citizens of the County, which creates many challenges for the local sports programs and third-party event organizers to program tournaments. In order for Newnan to attract and secure regional, state and possibly national tournaments, a youth multisport complex is needed in the area. The current supply of athletic facilities can be paired and featured with the new youth multisport complex to attract the tournaments that generate room nights and tourism to the area

DEMAND ANALYSIS OVERVIEW For any premier sports complex, the majority of high impact usage will be from tournaments or organizations hosting state, regional and national events and events that attract out-of-state visitors. HSP contacted various groups and stakeholders in the Newnan and Coweta County community that represent competitive and recreational sports organizations, state association representatives, event organizers and other local demand generators. In addition, this section includes information gathered about the current issues, challenges and suggestions for how potential new or expanded sports facilities may be envisioned and utilized.

HSP conducted a number of interviews with critical stakeholders for utilization of a new tournament focused athletic facility in Newnan. These interviews helped determine the potential need and inducement potential of a new venue, as demand currently exists today. This section summarizes findings and suggestions based on interviews and other primary and secondary research. The findings drive the implications and the recommendations for potential expansions of existing facilities or new facilities and provide an understanding of the local demand. Even with the variety of facilities in Newnan and Coweta County and the surrounding area, interviews with local stakeholders and sports leaders indicate that demand exists that exceeds supply.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

Newnan Sports Supply and Demand Matrix

Local, State and Regional Sports Overview Sport Indoor Basketball Volleyball Gymnastics/Cheer Swimming Outdoor Soccer Football Baseball Softball Lacrosse*

Local

Supply of Facilities State

Local

Participation Levels State

Regional

Regional

Low Low Low Low

Low Low Low Low

Medium Medium Low Low

High High Low Medium

High High Low Medium

Medium Low Medium Medium Low

High Low High High Low

High Medium High High Low

High Medium High High Medium

High Medium High High Medium

User Group Demand Local Users Leagues Tournaments

High High Low Medium

Sport Indoor Basketball Volleyball Gymnastics/Cheer Swimming

High High Medium High

High High Low Low

High High Medium Medium

High Medium High High Medium

Outdoor Soccer Football Baseball Softball Lacrosse*

High Medium High High High

High Low High High High

High Low High High High

* sport prohibited at most facilities Source: Hunden Strategic Partners

The indoor sports demand is far exceeding the local and state supply of facilities. Basketball and volleyball have high local, state and regional demand that is unaccommodated in the area. Traditional outdoor sports have medium to high participation for local, state and regional level. The participation levels for outdoor sports are at or are reaching capacity.

Growing outdoor sports, such as lacrosse, lack facilities and must compete with more established sports for field usage.

Low

Facility Demand Medium

High

* sport prohibited at most facilities Source: Hunden Strategic Partners

The demand for an indoor facility that can accommodate basketball, volleyball, gymnastics, cheer, swimming and other sports is high due to the lack of an indoor facility with multiple courts. The lack of an indoor facility is experienced regionally, south of Atlanta. The indoor demand that exists can be accommodated by a new indoor multi-sport facility in Newnan.

The demand for an outdoor facility that can accommodate soccer, football, baseball, softball, lacrosse and other field sports is high due to the quality and availability of fields. The outdoor demand that exists can be accommodated by a new outdoor multi-sport facility in Newnan.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

BASKETBALL Basketball is played in the United States at an amateur, club, intercollegiate, and international level. The United States of America Basketball (USAB) is the governing body for all sanctioned basketball events in the United States.

Part of the USAB umbrella is the Amateur Athletic Union (AAU), which is the largest national organization that sanctions regional, national and international events for the sport of basketball. AAU Basketball, nationally, has more than 670,000 participants of all ages and all sports. The district that Newnan falls under in AAU is the Georgia District. HSP interviewed stakeholders in the Georgia District of AAU to better understand the local and tournament basketball demand in the Newnan area. The feedback from those conversations are below.

AMATEUR ATHLETIC UNION (AAU) § § § § § § §

Lack of multi-court, tournament quality facilities in Newnan Area Five AAU clubs located in Newnan Tournaments are hosted across multiple locations, often high school gyms Lack of court availability throughout Coweta County Youth indoor basketball is prevalent at local and state level for 5 to 16 year olds, participation drops-off thereafter Ideal development would include 6 to 8 courts, which would host approx. 64 teams per tournament from March through June Hourly court rental between $50 and $100, could be closer to $100 for a new, tournament-quality indoor facility

IMPLICATIONS Most Newnan basketball facilities have no more than two courts. The limited court space is reaching maximum utilization, creating unaccommodated demand. The popularity of basketball both locally and in the state is growing and with the lack of multi-court basketball facilities in Newnan, many programs are now traveling to facilities outside the City and County.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

AAU Basketball Clubs - 50-Mile Radius of Newnan Club Newnan Elite ELITE Kings YoungStars Eite Hard 2 Guard Georgia Dream Team Georgia Battle Youth Basketball PTC Thunder PTC New Breed Atlanta Fundamental Basketball EPI Elite Basketball Club GA FLYTE Georgia Heat Basketball Georgia Pythons Georgiaballerz Fairburn Excel Basketball Georgia Battle Youth Basketball Infinite Skillz Basketball Phillips Youth Atheltics Association Douglasville Rebels I.C.E. Atlanta Atlanta VP Crossovers Total Chaos Ballers Team Elite Proteges Georgia Knights Game Elite Basketball Organization Georgia Flight Georgia Blackhawks Lewis Sports Academy Dville Dreamz 2021 Georgia Pearls Girls Basketball Club Georgia Bisons College Park Rim Rockers Georgia Boys' Basketball Committee

Location Newnan, GA Newnan, GA Newnan, GA Newnan, GA Newnan, GA Sharpsburg, GA Peachtree City, GA Peachtree City, GA Tyrone, GA Tyrone, GA Douglasville, GA Fayetteville, GA Fairburn, GA Atlanta, GA Union City, GA Fayetteville, GA Fayetteville, GA Douglasville, GA Douglasville, GA Atlanta, GA Atlanta, GA Jonesboro, GA College Park, GA Riverdale, GA Douglasville, GA Riverdale, GA Atlanta, GA Douglasville, GA Douglasville, GA Jonesboro, GA Atlanta, GA College Park, GA College Park, GA

Source: AAU

More than 30 AAU basketball clubs within a 50-mile radius of Newnan

VOLLEYBALL Volleyball is played in the United States at an amateur, club, intercollegiate and international level. The United States of America Volleyball (USAV) is the governing body for volleyball in the United States and also sanctions volleyball events. USAV is divided into regions and the Southern Region Volleyball Association (SRVA) is the region that the Newnan falls under. The SRVA programs many tournaments at the local, regional and state level. In addition, AAU Volleyball and A5 South are other organizations that program events in the Newnan area. HSP interviewed stakeholders at A5 South to better understand the local and tournament volleyball demand in Newnan. The feedback from this conversation is below.

A5 SOUTH § § § § § § §

Based in Tyrone, Georgia, A5 South has approximately 200 participants, of which approximately 50% are from Coweta County A5 South’s facility is a rehabbed warehouse and includes 4 volleyball courts; issues include low ceilings and limited spectator seating for events Hosts 8 to 9 tournaments annually; largest tournament hosted at Georgia International Convention Center Most tournaments are scattered across multiple venues, which is costly and inefficient Local demand can support an additional venue, A5 South caps participation to 17 teams, however, there is a potential to grow to 25 teams Ideal facility location along I-85 corridor would be attractive, with 16 to 20 volleyball courts Interested in talking to Newnan about a partnership with a new indoor facility

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

AAU Volleyball Clubs - 50-Mile Radius of Newnan Club

Location

Coweta Crush Upward Stars Atlanta A5 South Volleyball Club West Georgia Volleyball Academy Pathfinder Volleyball Club CHOSEN Volleyball Tsunami Volleyball The Atlanta Small Business Training Olympus Volleyball Club Real Volleyball Academy North Atlanta Volleyball Club Rally Volleyball Volley One Academy Cobb Atlanta Atlanta Performance Volleyball CONYERS Legacy Volleyball Club Atlanta Boom Volleyball Institute

Newnan, GA Sharpsburg, GA Tyrone, GA Carrollton, GA Carrollton, GA Douglasville, GA Forest Park,GA Atlanta, GA Atlanta, GA Dallas, GA Kennesaw, GA Atlanta, GA Kennesaw, GA Marietta, GA Atlanta, GA Conyers, GA Stone Mountain, GA

Source: AAU

§

One volleyball club in Newnan

§

Two clubs in Coweta County

GYMNASTICS Gymnastics is programmed in the United States at an amateur, club, intercollegiate, and international level. The United States of America Gymnastics (USA Gymnastics) is the governing body for all sanctioned gymnastics events in the United States. USA Gymnastics has more than 174,000 athletes and professionals and its headquarters is in Indianapolis, Indiana. In addition to the USA Gymnastics organization, the Georgia High School Association (GHSA) hosts regional and state competitions for gymnastics in the state. Each governing body has specific rules and regulations about hosting competitions within the organizations. HSP interviewed stakeholders at the Newnan School of Gymnastics to better understand the local and competitive meet gymnastics demand in Newnan. The feedback from those conversations are below.

NEWNAN SCHOOL OF GYMNASTICS § § § § § § § §

Approximately 900 participants, grew from 125 in first year (1996) 100 person waiting list has led to talent leaking to other clubs Program is limited by staff and facility size (17,400 SF) and facility age (22 years old) to grow participation or events Travel to Birmingham, Athens and Auburn for tournaments Willingness to move operation to larger facility to allow for expanded participation Substantial younger population within community and is expected to not grow in participation until the next Olympics.

Limited cheerleading/ gymnastics organizations within county A new, competitive meet-quality indoor facility would allow for program to grow participation, current events and attract larger gymnastics and cheerleading events to the area

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

USA Gymnastics Clubs - 25-Mile Radius of Newnan Club

Location

Newnan School of Gymnastics Gym Sports Academy Inc. Gym South Gymnastics and Carrollton Flexettes West Georgia Gymnastics Center Inc.

Newnan, GA Tyrone, GA Fayetteville, GA Carrollton, GA Villa Rica, GA

Source: USA Gymnastics

§

5 gymnastics programs within 25-mile radius of Newnan

§

Majority offer gymnastics and cheerleading

SWIMMING Swimming is programmed in the United States at an amateur, club, intercollegiate, and international level. The United States of America Swimming (USA Swimming) is the governing body for all sanctioned gymnastics events in the United States. USA Gymnastics has more than 400,000 members throughout 2,800 teams and its headquarters is in Colorado Springs, Colorado. In addition to the USA Swimming organization, the Georgia High School Association (GHSA) hosts regional and state competitions for swimmers in the state. Locally, the YMCA and the high school swimming programs generate the most demand in the area. HSP interviewed stakeholders at Newnan High School Swimming and the YMCA to better understand the local and tournament swimming demand in Newnan. The feedback from those conversations are below.

YMCA & HIGH SCHOOL SWIMMING § § § § § § § §

Approximately 700 swimmers in the area excluding USA Swimming 13 YMCA swim teams in the Greater Atlanta Area 3 county high school swimming programs with 30 members per team, all have waiting lists to due lack of facilities Limited number of facilities within 30 miles of Newnan, talent is present while facilities are not § Athletes quit sport if not able to be involved in YMCA or high school program YMCA has monopolized area swimming; 130 members and a waiting list § Allotted 5-hour practices nightly at the YMCA swimming pool High schools would like to, but cannot afford to host meets at YMCA § YMCA has a rental fee of $1,500 Ideal development would include one 25-yard, 10-lane pool with accompanying cooldown pool § Cooldown pool could double as a lesson pool Ideal comparable facility is the Cherokee County Aquatic Center, which is profiled in more detail in Chapter 3

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

SOCCER Youth soccer, for both genders, has a strong presence in Newnan and surrounding areas. Adult programs are also available, putting additional stress on fields.

The growth of Newnan will continue to create demand for new or expanded leagues and local tournaments. Soccer demand is expected to continue to grow in Newnan. Youth soccer leagues in Georgia, as in the rest of the United States, are mostly organized through one central organization, the United States Youth Soccer Association (USYSA). Other soccer associations exist and a few soccer leagues are only locally organized, but most youth soccer players are within the USYSA system.

Southern Soccer Academy (SSA) is a non profit soccer organization that was established in 1982 and has 16 locations and more than 5,000 players on more than 400 teams. SSA’s participation is continuing to grow and Coweta County is the largest fraction of participation at more than 1,000 participants per year and generates demand at multipurpose facilities in Newnan and Coweta County. HSP interviewed stakeholders at Southern Soccer Academy (SSA) to better understand the local and tournament soccer demand in Newnan. The feedback from those conversations are below.

SOUTHERN SOCCER ACADEMY § § § § § § § § §

Coweta County facilities are not ideal; lack of availability due to weather Rental fees are generally $15 per field, per player, per season 4 primary soccer clubs in region are competing for same field availability SSA has 4 tournaments in the area which average 400 teams across 8 locations with Lake Point as the primary venue Newnan has convenient access to airport whereas current tournament quality facilities are too far away Ideal development would include 14 to 20 full-sized fields with a mixture of turf and natural grass Indoor turf facility is highly recommended due to lack of indoor facilities within region Facility should be governed by a seasoned sports management company or sports commission SSA interested in exclusive user agreement and/or facility management

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

FOOTBALL Football is programmed in the United States at an amateur, club, intercollegiate, and international level.

The United States of America Football (USA Football) is the governing body for all sanctioned gymnastics events in the United States. In addition to the USA Football organization, the Georgia High School Association (GHSA) hosts regional and state competitions for football in the state, and Pop Warner Football programs leagues and events regionally and within in the state. Locally, the Boys & Girls Club of Metro Atlanta, Coweta Parks and Recreation, Sharpsburg Youth Football Association and the local high schools all program football events in Newnan and Coweta County.

Sharpsburg Youth Football Association is a member of the North West Georgia Youth Football League (NWGYFL). NWGYFL is part of USA Football and includes 18 associations throughout northwest Georgia. NWGYFL programs are organized by age and weight divisions.

There are seven age and weight divisions within NWGYFL Division I, and there are four age and weight divisions in NWGYFL Division II ranging from the ages of five to 12 years old. The NWGYFL has more than 200 teams throughout the league in tackle and flag football. In addition, every association also offers youth cheerleading squads for their respective age group football team.

The Coweta County Parks and Recreation department programs recreational football for the community and has more than 300 participants each year. The football program demand exceeds the supply of available multipurpose fields in the County.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

NWGYFL Ages and Weights for Tackle Football Age Division I 5 Years Old 6 Years Old 7 Years Old 8 Years Old 9 Years Old 10 Years Old 11/12 Years Old

Weight 80 lbs 90 lbs 100 lbs 110 lbs 120 lbs 130 lbs Unlimited

Division II 5/6 Years Old 7/8 Years Old 9/10 Years Old 11/12 Years Old

90 lbs 110 lbs 130 lbs 150 lbs

Source: NWGYFL

ยง

Sharpsburg Youth Football Association has been awarded a membership into NWGYFL for the 2016 season

BASEBALL Baseball is a popular sport in Georgia and in Newnan. The demand for baseball within the area is reaching capacity of the supply of diamonds. Most diamonds have limited opportunities for tournament use due to the resistance from the city parks departments. To grow the sport, particularly to expand the number of local and regional tournaments, more baseball fields are needed that can accommodate tournament use. HSP interviewed stakeholders at the United States Specialty Sports Association (USSSA) and Newnan High School to better understand the local and tournament baseball demand in Newnan. The feedback from those conversations are below.

USSSA § § § § § § § §

Approximately 2,400 teams in region (Columbus > West Georgia > Douglasville) Teams pay $3,000 to enter event / USSSA receives approximately $700 in concession revenue per event 12 to 15 players per team with a range of 15 to 18 spectators per team There is a need for more diamonds in the Newnan area Minimal use of Newnan facilities; USSSA has a limited relationship with County Parks and Rec Dept.

USSSA often utilize LaGrange's 14 diamonds for tournaments The Hunter Complex’s seven diamonds is utilized two-to-three times a month in Spring and Fall by USSSA Ideal development would include 12 to 16 diamonds, which USSSA expects to bring 30 tournaments to annually

HIGH SCHOOL BASEBALL § § § § § §

Between 90 to 110 kids tryout and currently have 68 kids in program Travel baseball and softball has created gap between middle school and high school Opportunity to host tournaments in area should a tournament quality venue open with more than 5 diamonds Ideal development would include six to eight diamonds with turf infield and 400 foot fences as well as batting cages A new facility should be managed by sports commission or independent 3rd party Newnan is ideal location because it is centrally located and the proximity to airport is very attractive for tournaments

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

SOFTBALL Youth girls’ softball is another popular sport in the Newnan area. The sport consists of fast-pitch and slow-pitch, with the main youth sport being fast-pitch. As with youth baseball, three areas of demand exist. Local girls softball leagues provide playing opportunities throughout the region. The United States Specialty Sports Association (USSSA) runs softball leagues for girls, and those leagues mirror the youth baseball leagues. USSSA also runs girls fast-pitch leagues, and other local leagues exist around the state. Each league currently uses fields within Newnan and Coweta County. In softball, as in youth baseball, several national organizations have formed to organize tournaments and set standardized guidelines and rules for tournaments and games. The following lists all the national organizations that program tournaments and events in Georgia for softball. § USSSA. USSSA programs softball and baseball tournaments and events throughout Georgia each year. § NSA. The National Softball Association (NSA) programmed more than 30 tournaments and events in 2016 from March through July. § ASA. The American Softball Association (ASA) programs tournaments and events throughout the entire state of Georgia and has tournament and events programmed for ASA – North Georgia. Together, there are more than 50 tournaments and events scheduled in Georgia each year. § Triple Crown Sports. Triple Crown Sports is a third-party tournament organization that programs tournaments for softball (fastpitch and slowpitch), baseball, girl’s basketball, college basketball and volleyball. In Georgia, Triple Crown Sports programs three softball tournaments each year; of which, two of the tournaments are showcase events and one is the Southeast Nationals tournament. § CamSports. CamSports is also a third-party tournament organization that programs tournaments and events for softball, baseball, football, girl’s and boy’s basketball, girl’s and boy’s soccer, and powerlifting. CamSports programs approximately 150 softball tournaments and events each year in Georgia. The tournaments and events are from April through December. § PGF. Premier Girls Fastpitch is a national organization that programs tournaments and events throughout the nation. Georgia is in the Southeast Region of PGF and programs multiple tournaments and events in Georgia. § USFA. United States Fastpitch Association is another national organization that programs tournaments and events in Georgia. Newnan and Georgia are in the USFA West Georgia Region and programs approximately 100 tournaments and events from February through December each year.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

LACROSSE Lacrosse continues to be the fastest-growing sport at the high school level, with a total of 193,235 players nationwide competing in 2015. According to data from the National Federation of State High School Associations (NFHS), a total of 609 schools added boys’ teams and 560 schools added girls’ teams between 2010 and 2015. The growth represents a 29 percent increase in the number of boys’ programs and a 30 percent increase in the number of girls’ programs, easily outpacing other sports in terms of percentage growth.

Copperhead Lacrosse provides Lacrosse for youth, middle school, high school and travel teams in the Newnan area. HSP interviewed stakeholders at Copperhead Lacrosse to better understand the local and tournament lacrosse demand in Newnan. The feedback from those conversations are below.

COPPERHEAD LACROSSE § Privately run club in area, Coweta & Cobb Counties § Lacrosse is rapidly growing in the area, state and region § Copperhead Lacrosse teams currently travel to Gainesville, GA, Foley, AL and Myrtle Beach, SC for tournaments § Host approximately 8 annual tournaments and primarily use private fields; public facilities are often unaccommodating §

§ §

Facility rental costs vary depending on facility size - range from $2,000 up to $15,000 – weekend tournament rental

Interest and desire in hosting tournaments in the Newnan area Ideal development would include a minimum of 10 lighted multi-purpose fields

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

CITY/COUNTY STAKEHOLDERS HSP interviewed Coweta County officials to better understand the local and tournament sports demand in the county and in Newnan. The feedback from those conversations are below.

COWETA COUNTY OFFICIALS § § § § § §

There is a County divide of new residents vs. long-time residents Lack of sports facilities results in lost economic impact to neighboring counties § Includes practices, games and tournaments § Residents leave county to participate in sporting events or do not participate at all Seven municipalities within Coweta County; Newnan is County seat and Senoia is fast growing A city-county partnership on a sports development would likely be supported by community Limited open green space with no dog parks Greatest need is for an indoor facility as the County lacks volleyball and basketball facilities § Important for facility management to have a clear goal in marketing facility to community and tournament organizations

Coweta County Parks Department § § § § §

Parent organizations run baseball and soccer programs within the city/county T-ball has 300-kids (3-5yr olds.) on 24 teams and a waiting list ranging from 20 to 30 Volleyball in fall has 16/17 teams and 160 participants in spring Rec basketball competes with middle school programs; participation is 11 to 13 teams for boys and seven to 14 teams for girls throughout year Every rec sport in county has a waiting list; however, basketball, football and volleyball is due to limited quality coaches and not due to facility needs

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

PEACHTREE CITY STAKEHOLDERS HSP interviewed stakeholders at Peachtree City Parks and Recreation Department to better understand the local and tournament swimming demand in the Newnan area. The feedback from those conversations are below.

PEACHTREE CITY PARKS & RECREATION DEPARTMENT § § § § § § § §

Demand across all sports in Peachtree is growing – soccer, baseball and lacrosse highest growth – roller hockey on rise Peachtree City at or near capacity – youth sport facilities – all growth Associations run youth sports programming, City does not own programs Biggest facility need in Peachtree for outdoor sports is baseball / softball diamonds & multi-purpose fields (soccer and lacrosse); indoor facility is strong, only one facility with two hardwood courts Volleyball not offered recreationally – demand is growing in area Youth recreation program – approx. 1,000 basketball participants § Basketball facility rental by semi-pro and collegiate level Would consider partnership with Newnan development – host outdoor tournaments The Newnan and Peachtree area is in need of an indoor basketball and volleyball facility, as area and region is well underserved for indoor sports; additionally, a indoor turf field is needed and demand is strong for an indoor turf field throughout the whole year.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

IMPLICATIONS Based on the analysis above, a multisport athletic complex developed in Newnan would likely host tournaments of state or regional size in the immediate future and could be established as an annual host site. With the high local demand and highly reputable clubs/teams in the area, additional space is needed to accommodate the demand and support the local clubs/teams growth and tournaments. Volleyball and soccer clubs/teams have expressed interest in partnering to a new development in Newnan. Any development of an indoor and/or outdoor complex in Newnan should consider a partnership with one or more clubs/teams or state organizations. A facility in Newnan is expected to attract teams from Georgia and regionally within a five-hour drive. In addition, a facility Newnan is expected to compete with the premier regional facilities for state, regional and potentially national tournaments and events for both indoor and outdoor sports. A facility that could accommodate larger tournaments could benefit other smaller venues by generating overflow use or a need for practice facilities during an event.

LOCAL SPORTS SUPPLY & DEMAND ANALYSIS

Chapter 3

Regional Sports Facilities Analysis

HSP evaluated the state and regional supply of youth sports facilities to determine the level of competition in Georgia and the surrounding region to better understand the necessary components that would position Newnan competitively for statewide and regional tournaments and events. The various sports complexes located in Georgia and throughout the surrounding region compete to host state tournaments while also appealing to the local and regional users as a destination for practices, leagues, neutral game sites and tournaments. These facilities, depending on their location, are likely to compete with a Newnan facility on a state, regional and potentially local level.

The athletic complexes throughout the region that will be competitive with a new Newnan sports facility vary in size, amenities and in quantity depending on the sport. The primary facilities that will compete with a potential facility built in Newnan are complexes currently hosting major youth tournaments. Facilities in the surrounding states will likely not compete with a Newnan sports facility for local leagues and participants.

While subtle differences are found from facility to facility, each complex’s business model includes the scheduling of youth sports tournaments. Tournaments attract a significant number of non-local attendees and have a direct impact on the local hotel market by generating room nights. The competitive facilities also maintain local leagues to help supplement each facility’s usage and financials.

Scheduling priorities are a challenge for nearly every facility. Facilities with expectations to generate significant economic impact place an emphasis on tournaments while local groups are offered usage based on calendar availability only after tournaments are scheduled (tournaments are typically held on weekends, which provides availability for local usage during the week). Some facilities have demonstrated the ability to attract more than just sporting events, thus further enhancing usage opportunities and financial performance.

The success of any sports complex will depend on how well the facility’s schedules and staff can meet the standards set by these regional facilities. Not only do these complexes offer insight into the facility mix within the region but they will also serve as competitors to host tournaments and events.

REGIONAL SPORTS FACILITY ANALYSIS

NEWNAN, GEORGIA REGIONAL ATHLETIC FACILITIES MAP

REGIONAL SPORTS FACILITY ANALYSIS

ยง

Majority of the competitive regional supply in Georgia is north of Atlanta

ยง

Lack of large tournament-quality complexes south of Atlanta

ยง

Peachtree City and LaGrange have tournament quality facilities, but neither are large enough to hold tournaments on their own

Newnan Regional Athletic Facilities

ยง

LakePoint Sporting Community is the largest and most competitive complex in the region

ยง

Large, regional and national tournament complexes exist in surrounding states

ยง

Lack of indoor turf facilities and swimming pools in regional supply

Source: Various Facilities, Hunden Strategic Partners

REGIONAL SPORTS FACILITY ANALYSIS

l ta To

Few large tournament-quality complexes exist in the region

g in m im Sw all yb lle Vo ll ba et sk Ba se po ur -P lti is nn Mu Te

ยง

Indoor or Outdoor

ds on

The regional supply shows a lack of tournamentquality indoor facilities

State Distance

am Di

ยง

State / FacilityCity Name Georgia LakePoint Sporting Community Emerson McCurry Park Complex Fayetteville Noonday Park Kennesaw Peachtree City Athletic Complex Peachtree City Southern Pines Regional Sports Complex Dublin Hobgood Park Woodstock Harris Baseball & Shuford Softball Complex Lagrange Woodruff Farm Soccer Complex Columbus Little League Southeast Park Warner Robins Heritage Point Park Dalton South Commons Olypmic Sports Complex Columbus Central Georgia Soccer Association Complex Warner Robins East Cobb Sports Complex Marietta MOBA Soccer Academy Peachtree City Cherokee County Aquatic Center Canton Alabama John Hunt Park Huntsville Mobile Tennis Center Mobile Multiplex at Crampton Bowl Montgomery Choccolocco Park Oxford Birmingham Crossplex Birmingham South Carolina Upward Star Center Spartanburg Gibson Road Soccer Complex Lexington Lexington Sports Complex Lexington MESA Soccer Complex Greer Westside Aquatic Center Greenville Tennessee Champions Club Tennis Complex at Rivermont Park Chattanooga Camp Jordan Park East Ridge

GA GA GA GA GA GA GA GA GA GA GA GA GA GA GA

71.8 25.2 62.2 18.2 140 69 29.1 67.2 109 127 72.1 109 64.2 19.1 68.5

Both Outdoor Outdoor Outdoor Outdoor Outdoor Outdoor Outdoor Outdoor Outdoor Outdoor OUtdoor Outdoor Outdoor Both

8 7 -9 15 10 14 -11 10 9 -8 ---

-----4 ----------

3 14 16 6 ---11 --1 10 -2 --

12 ---------------

24 ---------------

--------------2

47 21 16 15 15 14 14 11 11 10 10 10 8 2 2

AL AL AL AL AL

172 293 125 71.8 139

Both Indoor Indoor Outdoor Indoor

4 --11 --

45 60 6 ---

21 -2 5 --

--7 -4

--15 -9

------

70 60 30 16 13

SC SC SC SC SC

203 233 232 196 185

Both Outdoor Outdoor Outdoor Indoor

--13 ---

--4 ---

6 19 -16 --

6 -----

16 -----

----2

28 19 17 16 2

TN TN

157 142

Outdoor Outdoor

-13

26 --

-10

---

---

---

26 23

Outdoor Overview:

Location:

Emerson, Georgia

Size:

1,400 acres

Hotel Rooms:

186 Rooms

Restaurants:

4 Options

Full Build-Out By:

§ § § § §

2018

170,000 SF Indoor Facility with drop down netting 24 Volleyball Courts / 12 Basketball Courts 8 Breakout Meeting Rooms (10 to 150 person capacity) 1 Atrium (100 to 400 person capacity) 3rd Party Catering Indoor Overview:

§ § § § §

10 Beach Volleyball Courts 8 Baseball Diamonds – turf 3 Multi-Purpose Fields – turf 3 Cable Wake Boarding Pools 1 Outdoor Pavilion – special events (250 person capacity)

When the full build-out is complete, it will include a total of 25 hotels (4,500 rooms), a mixed-use entertainment district, 9-hole executive golf course, tennis academy, conference center, outdoor adventure zone, track & field complex, 12 multi-purpose fields and 15 youth baseball/softball diamonds.

Facility management has leveraged underutilized land within its baseball/softball complex by leasing out 15 shipping containers as retail storefronts. Tenants pay rent and allot a percentage of sales to the facility. Additionally, facility management developed the multi-purpose fields with hydro-chill technologies, which keeps turf cool surfaces cold in the hottest of months, and outfitted the baseball/softball complex with live streaming cameras and radar guns behind each diamond.

The LakePoint Sports Community has an exclusive baseball/softball agreement with Perfect Game, allowing them exclusive rights in programming the 8-plex of diamonds. Additionally, LakePoint management has found financial success in owning their own events and hosting their own in-house leagues, resulting in frequent tournaments, clinics and events.

REGIONAL SPORTS FACILITY ANALYSIS

South Commons Softball Complex

Woodruff Farm Soccer Complex

Peachtree City Athletic Complex

Location: Columbus, GA Owner: The City of Columbus Operator: The City of Columbus

Location: Columbus, GA Owner: The City of Columbus Operator: The City of Columbus

Location: Peachtree City, GA Owner: Peachtree City Parks Department Operator: Peachtree City Parks Department

Overview: The complex was built in 1993 as part of a joint partnership between the city of Columbus and private donors

Overview: The complex was built for the 1996 Olympics for Women’s softball. In order for events to be programmed at the complex, all participants must stay at hotels in Columbus Amenities: Eight multipurpose fields, including a championship stadium

Overview: The 86-acre complex is located 15 miles east of Newnan and is available for rent. The rental fees is $260 per day per field, which includes lights.

Amenities: The 65-acre complex features 11 multipurpose fields Notable users: Columbus Youth Soccer Club, Georgia State Select Cup and the Top Hat Invitational

Notable users: ASA Southern National Tournament and the 5th Annual Columbus Super NIT

REGIONAL SPORTS FACILITY ANALYSIS

Amenities: Six multipurpose fields and nine diamonds Notable users: USSSA and two Lacrosse tournaments (average 4,000 in total per year)

McCurry Park Complex Location: Fayetteville, GA Owner: Fayette County Operator: Fayette County Youth Soccer League Amenities: The 130-acre park features a ten multipurpose field and seven softball diamond north complex, and a five multipurpose field south complex.

Notable users: Fayette County Youth Soccer League and Georgia McDonald’s Cup, which has more than 100 teams per year.

Noonday Park Location: Kennesaw, GA Owner: Cobb County, GA Operator: Cobb County P.A.R.K.S. Amenities: A six multipurpose and three practice fields North Complex, and a five multipurpose and three practice field South Complex.

Notable users: NASA Tophat, SSA, NXT Summer Jam & Georgia Soccer

REGIONAL SPORTS FACILITY ANALYSIS

Southern Pines Regional Sports Complex

Hobgood Park

Location: Dublin, GA Owner: Dublin Laurens County Recreation Authority Operator: Dublin Laurens County Recreation Authority

Location: Woodstock, GA Owner: Cherokee Parks & Recreation Operator: Cherokee Parks & Recreation

Amenities: 15 lighted baseball/softball diamonds, six lighted multipurpose fields, walking trail, splash pad and an Ag Expo building.

Amenities: The 60-acre park features six baseball diamonds, four championship lighted diamonds, one artificial turf field, four tennis courts, and other amenities.

Notable users: USSSA, Camsports, ASA and Georgia High School Association.

Notable users: Hobgood Baseball, Grand Slam Tournaments and USA Softball/ASA

Harris Baseball & Shuford Softball Complex

Little League Southeast Park

Central Georgia Soccer Association Complex

Heritage Point Park

Location: LaGrange, GA

Location: Warner Robins, GA

Location: Warner Robins, GA

Location: Dalton, GA

Owner: Troup County Parks & Recreation

Owner: Little League Southeastern Region

Owner: Central Georgia Soccer Association

Owner: Dalton Parks and Recreation

Operator: The Harris Township Baseball Softball Association

Operator: Little League Southeastern Region

Operator: Central Georgia Soccer Association

Operator: Dalton Parks and Recreation

Amenities: The eight baseball diamond Harris Baseball Complex and the six softball diamond Shuford Softball Complex.

Amenities: 10 baseball/softball diamond complex, including a 2,500seat stadium and a 10.400-square foot administrative building

Amenities: 10 multipurpose field complex with one practice area and a fieldhouse.

Notable users: USSSA and USA Softball/ASA

Notable users: Warner Robins American Little League and the Little League Southeast Region

Amenities: The 300-acre park includes ten softball diamonds and a corporate pavilion for 500 spectators. Phase II of the park will include multipurpose fields, baseball diamonds, tennis courts & trails.

REGIONAL SPORTS FACILITY ANALYSIS

Notable users: Central Georgia Soccer Association and Southern Alliance Futbol

Notable users: USA Softball / ASA

East Cobb Baseball Complex

MOBA Soccer Academy

Cherokee County Aquatic Center

Location: Marietta, GA

Location: Peachtree City, GA

Location: Holly Springs, GA

Owner: East Cobb Baseball

Owner: Peachtree City MOBA

Owner: Cherokee Recreation & Parks Agency

Operator: East Cobb Baseball

Operator: Peachtree City MOBA

Operator: Cherokee Recreation & Parks Agency

Cost: $9.7M

Amenities: Two lighted, turf multipurpose fields

Cost: $15.7M

Amenities: 10 lighted baseball diamonds with concessions stands

Notable users: Peachtree City MOBA, Elite Lacrosse Tournaments, Southside Holiday Classic, SSA, and Fayette Futbol Club

Amenities: Indoor 50-meter competition pool, indoor 25-yard instructional/therapy pool, outdoor leisure pool, poolside party space, class rooms, locker rooms and restrooms.

Notable users: East Cobb Baseball, Triple Crown, TBS Southeastern Majors and TBS Wood Bat Championship

REGIONAL SPORTS FACILITY ANALYSIS

Notable users: GRPA Class A State Meet and Pelicans Summer Swim Team

Choccolocco Park

Location: Oxford, AL

Location: Birmingham, AL

Owner: Oxford Parks & Recreation

Owner: City of Birmingham

Operator: Oxford Parks & Recreation

Operator: City of Birmingham

Cost: $36M

Cost: $46M

Amenities: The 300-acre park features nine baseball/softball diamonds, a signature baseball field, a signature softball field, four multipurpose fields, and a track and field facility.

Notable users: Jacksonville State University Track & Field program, 2017 Ohio Valley Conference Track & Field Championship, Oxford PARD soccer, 2016 OVC Softball Championship, Jacksonville State University Baseball team, 2017 OVC Baseball Championship and 2017 Dixie Youth World Series

REGIONAL SPORTS FACILITY ANALYSIS

Birmingham CrossPlex

Amenities: The CrossPlex is home to a number of venues including the 5,000 seat Bill Harris Arena, ten-lane 50m natatorium pool and an eight-lane hydraulically-banked indoor track and field complex. The track & field facility can accommodate nine volleyball courts.

Notable users: AHSAA Volleyball State Championships, USA Club Swimming, YMCA Regionals, NCAA DII Swimming & Diving National Championships, AAU Regional Volleyball, SIAC Men & Women Conference Championships and

John Hunt Park

Mobile Tennis Center

Multiplex at Crampton Bowl

Location: Huntsville, AL

Location: Mobile, AL

Location: Montgomery, AL

Owner: City of Huntsville

Owner: City of Mobile

Owner: City of Montgomery

Operator: City of Huntsville

Operator: City of Mobile

Operator: Montgomery Parks & Rec Department

Amenities: John Hunt Park offers 21 grass multipurpose fields, two championship multi-purpose fields, four diamonds and 45 tennis courts

Amenities: The Mobile Tennis Center features 60 outdoor hardtop tennis courts

Amenities: The 70,000 SF facility can accommodate 15 volleyball courts, 7 basketball courts, 6 tennis courts, 2 indoor turf multi-purpose fields or 20 wrestling mats

Notable users: Huntsville Futbol Club, AYSO Region 160, Auburn HS, Huntsville Babe Ruth, Huntsville American League Baseball, AHSAA

Notable users: High School Sectionals, SSAC Conference Tournament, NCCAA Collegiate Championships, USTA Southern Sectionals, NAIA Collegiate Championships

REGIONAL SPORTS FACILITY ANALYSIS

Notable users: State Archery Championships, AHSAA Super Regional Volleyball

Gibson Road Soccer Complex

Upward Star Center

Lexington Sports Complex

Location: Spartanburg, SC

Location: Lexington, SC

Location: Lexington, SC

Owner: Upward Sports

Owner: City of Lexington

Owner: City of Lexington

Operator: Upward Sports

Operator: Lexington Rec & Aging Commission

Operator: Lexington Rec & Aging Commission

Amenities: The facility includes 4 outdoor multipurpose fields, 6 basketball courts and 16 volleyball courts

Amenities: The Gibson Road Soccer Complex offers 19 multi-purpose fields

Amenities: This venue offers users 4 outdoor tennis courts and 13 softball/baseball diamonds

Notable users: SCYSA Open Cup, Lexington REC Soccer, Fall Festival – Soccer

Notable users: USSSA

Notable users: AAU Super Qualifier, Upward Stars, State Games Championships

REGIONAL SPORTS FACILITY ANALYSIS

Location: Greer, SC

Location: Greenville, SC

Owner: County of Greenville

Owner: County of Greenville

Operator: County of Greenville

Operator: County of Greenville

Mesa Soccer Complex Amenities: The soccer complex boasts 16 multi-purpose fields and is situated on 60 acres – recently underwent a $4 million renovation Notable users: Home to Carolina Elite Soccer Academy (CESA) offering recreational and competitive soccer programs, US Youth Soccer Southern Regional Tournament,

REGIONAL SPORTS FACILITY ANALYSIS

Westside Aquatics Center Amenities: The aquatics center features two indoor pools, one 20-lane 25x50 meter competition pool and one 5-lane 25 yard heated therapy pool in addition to locker rooms, concessions, aerobic equipment and a fun zone Notable users: Team Greenville, local residents and high school swim teams

Champions Club Tennis Complex at Rivermont Park

Location: Chattanooga, TN

Location: East Ridge, TN

Owner: City of Chattanooga

Owner: City of East Ridge

Operator: City of Chattanooga

Operator: East Ridge Parks and Recreation

Camp Jordan Park

Amenities: The club offers 26 hard tennis courts and a 6,000 SF clubhouse with locker rooms, showers, viewing area and pro shop

Amenities: Camp Jordan Park boasts 10 multi-purpose fields and 13 baseball/softball diamonds

Notable users: DecoTuff HS Team Championships, USTA Southern,

Notable users: Southern Baseball, TSFA, Berean Academy Baseball, Shamrock Cup-Soccer, Local REC Soccer, BPA Lookout Classic, USA Showcase, NSA World Series – Softball,

REGIONAL SPORTS FACILITY ANALYSIS

IMPLICATIONS The region has a number of complexes that are capable of hosting statewide and regional tournaments. Some are smaller local facilities that host few tournaments while others are larger sites that are able to attract teams from within a one-to-two-hour driving distance for a few annual tournaments. Others are large facilities that have established robust tournament schedules for local and regional traveling teams. In each case, local teams are offered usage based on calendar availability after tournaments are scheduled. Any association that can be made with an established group of travel teams known in the region will help crystalize relationships that could build premier tournaments, which is a necessity for success. These tournaments attract a significant number of non-local attendees and have a direct impact on the local hotel market through room nights generated. These facilities also organize local leagues and have local tenant groups to help supplement each facility’s usage and financials.

Although the region features an adequate amount of outdoor diamonds and multipurpose fields, the proximity of these facilities to local, state and regional programs presents challenges and limits their participation in tournaments. However, the lack of a tournament-quality indoor facility south of Atlanta presents an opportunity for Newnan to attract and secure state, regional and possibly national indoor tournaments with a new multi-sport indoor facility.

A few of the larger regional facilities will compete with a new regional facility in Newnan. Newnan has the opportunity to establish itself as a destination for large regional, state and potentially national tournaments. The location of Newnan regionally is ideal for tournament organizers, and is enhanced by its location just south of a major tourism destination, Atlanta.

REGIONAL SPORTS FACILITY ANALYSIS

Chapter 4

Sports Tournaments & Opportunity Analysis

TOURNAMENT MARKET ANALYSIS One of the most significant sources of economic impact from sports facilities is a tournament. This chapter analyzes various sports governing bodies and event organizers that may consider hosting tournaments and/or events in Newnan. An objective of a tournament caliber venue is to program activities and events that can be catalysts for economic activity in the immediate area and within Newnan.

SPORTS COMPLEX INDUSTRY BACKGROUND In the United States several types of sport facilities and complexes exist for youth and adults, recreational, competitive, interscholastic and intercollegiate sports and fitness activities. High schools, colleges and universities have facilities for the students of their schools, and these facilities often allow non-students to use the sports and recreational facilities for a fee. Municipalities and other local government entities own and operate recreational facilities with a wide range of services.

Private sports and fitness facilities provide the public with fee-based sports and recreation opportunities. The advent of large, multi-sport youth and recreation complexes has been driven by several factors including the increase in travel sport programs and the recognition by communities that such relatively inexpensive complexes can generate significant economic impacts in the form of room nights and related travel spending.

To examine the sports complex industry one must first consider the sport and recreation that occurs at these facilities. The trends pertaining to sports complexes follows the sport and recreation trends of the public as facilities try to meet the growing needs and demands of those taking part in sports and recreational activities within the community.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

SPORT PARTICIPATION Sports participation will also provide insight into the types of programs and services that would be best offered by sports and recreation facilities. The figures in the following table are a result of a national survey conducted by the Sports and Fitness Industry Association. A combination of detailed reports from major trade associations in US sports, fitness and leisure industries as well as interviews and surveys has led to annual reports on the growth and decline of various sports.

Tennis, baseball and soccer have consistently been the outdoor sports with the highest participation between 2011 and 2015, however all three have seen slight declines in five-year annual average growth between 0.6 percent and 1.8 percent. Basketball participation has been consistent with between 23 and 24.7 million participants between 2011 and 2015 and more than doubles any other indoor sport participation.

The second highest indoor sport is ice skating at 10.4 million participants in 2015.

Overall, approximately 164 million people participated in an indoor, outdoor or both sport types in 2015 and this represents 48 percent of the United States population. Sports with lower overall participation including lacrosse, rugby, swimming, cheerleading, wrestling and roller hockey have all experienced better than a three percent increase in two-year annual average growth as more people begin to participate at some level of activity.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

United States Sports Participation Age 6 and Older (000s) Outdoor Sport Tennis Baseball Soccer (outdoor) Softball (Slow-Pitch) Touch Football Skateboarding Tackle Football Flag Football Volleyball (Beach) Ultimate Frisbee Track and Field Volleyball (Grass) Softball (Fast-Pitch) Lacrosse Field Hockey Rugby Total

2011 17,772 13,561 13,667 7,809 7,684 6,318 6,448 6,325 4,451 4,868 4,341 4,211 2,400 1,501 1,147 850 103,353

2012 17,020 12,976 12,944 7,411 7,295 6,227 6,220 5,865 4,505 5,131 4,257 4,088 2,624 1,607 1,237 887 100,294

2013 17,678 13,284 12,726 6,868 7,140 6,350 6,165 5,610 4,769 5,077 4,071 4,098 2,498 1,813 1,474 1,183 100,804

2014 17,904 13,152 12,592 7,077 6,586 6,582 5,978 5,508 4,651 4,530 4,105 3,911 2,424 2,011 1,557 1,276 99,844

2015 17,963 13,711 12,646 7,114 6,487 6,436 6,222 5,829 4,785 4,409 4,222 3,888 2,460 2,094 1,565 1,349 101,180

Indoor Sport Basketball Ice Skating Volleyball (Indoor) Soccer (Indoor) Gymnastics Cheerleading Swimming Ice Hockey Wrestling Roller Hockey Total Indoor and Outdoor Sport Total

2011 24,790 11,626 6,662 4,631 4,824 3,049 2,363 2,131 1,971 1,237 63,284 166,637

2012 23,708 11,214 6,384 4,617 5,115 3,244 2,502 2,363 1,922 1,367 62,436 162,730

2013 23,669 10,679 6,433 4,803 4,972 3,235 2,638 2,393 1,829 1,298 61,949 162,753

2014 23,067 10,649 6,304 4,530 4,621 3,456 2,710 2,421 1,891 1,736 61,385 161,229

2015 23,410 10,485 6,423 4,813 4,679 3,608 2,892 2,546 1,978 1,907 62,741 163,921

*AAG - Annual Average Growth Source: Sports & Fitness Industry Association

1-year Change 0.3% 4.3% 0.4% 0.5% -1.5% -2.2% 4.1% 5.8% 2.9% -2.7% 2.9% -0.6% 1.5% 4.1% 0.5% 5.7% 1.3% 1-year Change 1.5% -1.5% 1.9% 6.2% 1.3% 4.4% 6.7% 5.2% 4.6% 9.9% 2.2% 1.7%

2-year AAG 5-year AAG 0.8% 1.6% -0.3% 1.8% -4.6% 0.7% 0.5% 2.0% 0.2% -6.7% 1.8% -2.6% -0.7% 7.5% 3.1% 6.8% 0.2%

-0.8% -0.6% -1.8% -3.3% -5.6% -1.8% -1.8% -2.5% 0.2% -0.5% -0.7% -3.7% -0.3% 8.1% 6.0% 8.3% -1.5%

2-year AAG 5-year AAG -0.5% -0.9% -0.1% 0.3% -2.9% 5.6% 6.7% 3.2% 4.0% 21.8% 0.6% 0.4%

-1.4% -1.8% -2.5% -0.3% 1.3% 2.9% 6.7% 3.6% -4.3% 7.8% 0.1% -0.9%

TRAVEL TEAMS A major and growing trend in youth sports is the growth of elite or travel teams throughout the United States. This trend began as a way to play a chosen sport in the summer months for high school team sports participants, and it has increasingly become less tied to high school programs, therefore attracting and including younger players. In some sports, such as basketball and baseball, independent travel teams have become the most important forum for college recruiting and scouting. This has placed more and more emphasis on travel team sports for those players seeking college scholarships, and even in a few instances going directly to professional sports after high school.

The formation of travel teams give youth participants the ability to play sports at a higher level and against better competition. While each team sport has travel teams throughout the United States, the most organized and one of the earliest to become popular was the national governing body of non-scholastic youth basketball, the Amateur Athletic Union, or AAU. The AAU established the now-universal model of having youth athletes compete in specific age levels against each other, the “U18, U17, U16...” teams, as well as establishing national tournaments for each age group. Basketball was the sport in which the AAU had the most success. By 1989 the AAU had national championships for thirteen age groups, both boys and girls. Recently, more and more teams are becoming “elite” or “all-star” teams that promise better instruction, higher levels of competition and greater visibility.

Youth sports dominated by girls, such as softball and volleyball, do not have as many travel teams and elite tournament opportunities when compared to boys’, however they are growing in number. The current trend is that girls’ youth sports are organizing more travel teams. Sports with lower participation, such as lacrosse and rugby, have had travel teams for some time, because most localities do not have the participants to create leagues. These teams travel regionally to find competition. Current trends show that formerly overlooked sports are also beginning to develop elite tournaments at a state, regional and national level.

At the highest levels the “elite” travel teams, especially in basketball, have become about sponsorships, money and scouting. International shoe and other apparel companies sponsor tournaments, and even teams, giving funds for travel, clothing and shoes to players at younger and younger ages. In doing so, these companies hope to eventually have their brand linked to the next NBA star. Additionally, coaches sometimes receive payments from these companies as well.

Youth sport travel is one of the fastest growing segments of the travel industry, overall outpacing leisure travel. A growing number of families are finding their summer weekends filled with trips to tournaments and competitions. Although tournaments are being held year-round, there are a limited number of top-tier travel weekends families regularly travel long distances on.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

TOURNAMENT MARKET ANALYSIS Primary Travel Weekends Weekend Labor Day Columbus Day Thanksgiving Xmas/New Years MLK Weekend Presidents Day Easter Memorial Day Independence Day Mothers Day

Month September October November December January February March May July May

Source: Clancy's Sports, HSP

With the advent of travel teams came the growth of regional, statewide or multi-state tournaments. This trend has led to the youth sport participants involvement in a single-sport, especially as the participant ages and moves into higher skill levels above age 12 or 13. This trend has resulted in localities wanting to better understand how to best capitalize on this movement. Therefore, more localities are developing athletic complexes with the intention of programming such facilities with regional and national tournaments as opposed to local use.

This programming has resulted in economic benefits such as the generation of hotel room nights, restaurant and retail spending.

Demands on the youth sports facilities are increasing due to increased competition. In order to attract national, and even regional tournaments, athletic complexes are adding amenities such as championship-quality fields/courts, arena-type venues for playoffs and improved amenities quality such as bathrooms and concessions. These demands drive costs at the facilities higher.

The primary tournament weekends nationally are over extended Localities that construct such facilities can benefit from travel teams such as basketball, holiday weekends. August has very few events because travel volleyball, soccer and baseball. However, specific areas could become saturated with multi-use season is ending and youth are returning back to school. facilities. Supply will eventually overtake demand and to remain competitive, facilities will have to provide more services at a lower cost. The convention center industry is a recent victim of The trend of having travel teams and tournaments may be oversupply, due to communities attempting to race to the top in terms of larger facilities and peaking, due to several factors. The criticism of some aspects amenities beyond what the economics of the industry could support. of travel teams, along with the growing cost and time commitment, may grow to force a slowdown of youth sports Large events, like tournaments, are instrumental in generating revenue for athletic complexes, travel teams. However, presently travel teams are a large part but determining the ideal balance between tournaments, league and open use will be essential of the existing youth sports culture and those teams will when managing a facility’s calendar. It is also important to identify the requirements and continue to be a major aspect of youth team sports in the near expectations of governing bodies and event organizers to better understand the events a future. facility can attract.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

The following slides detail organizations by sport that have tournament demand in Georgia, specifically in the Newnan area. These organizations are all interested in programming tournaments in underserved areas with easy access, such as Newnan. These organizations are also likely to host tournaments and events at a new athletic facility in Newnan.

BASKETBALL A number of basketball teams and organizations operate in Georgia, including the Amateur Athletic Union (AAU). HSP profiled organizations that are likely to host tournaments and events at a new athletic facility in Newnan.

AMATEUR ATHLETIC UNION (AAU) - BASKETBALL The Amateur Athletic Union (AAU) is one of the largest non-profit volunteer athletic organizations in the United States. The AAU is a multi-sport organization dedicated to the promotion and development of amateur sport programs. The AAU focuses on providing sports programs for all participants of all ages beginning at the local and regional levels. The AAU is divided into 56 distinct districts, which annually sanction 34 sports programs, 250 national championships, and over 30,000 age division events. The AAU events have over 500,000 participants and over 50,000 volunteers.

A multisport youth sports complex in Newnan would be in the Georgia AAU district. The district organizes regional tournaments for teams to qualify for the AAU basketball national championships. All of the AAU events in the Georgia AAU district are secured through a competitive bid process conducted by the individual sport committees. Events are awarded to venues that can provide the necessary facilities, amenities and competitive rental package. Ultimately, AAU must be able to execute an event that makes fiscal business sense for the organization. If AAU must pay a higher rental fee, the event must be able to attract more teams or maximize other revenue opportunities. Currently, most events in the Georgia AAU District are using multiple facilities, which isn’t ideal for event management.

The majority of facilities are area high schools. Event organizers will schedule one age group at one high school and another age group at another high school.

There are sanctioned events using more than four venues to accommodate events.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

AAU Division I & II National Championship and Super Showcase Tournament Schedule Date

Location

Tournament Division I & II National Championships 8U Division I National Championship 9U Division I & II National Championship 10U Divison I & II National Championship 11U Division I & II National Championship 12U Division I National Championship 12U Division II National Championship 13U Division I & II National Championship 14U Division I & II National Championship 15U/9th Grade Division I & II National Championship 16U/10th Grade Division I & II National Championship 17U/ 11th Grade Division I & II National Championship 19U/12th Grade Division I & II National Championship

July 6 - 10 July 9 - 13 July 9 - 13 July 11 - 16 July 18 -22 July 11 - 15 July 3 - 9 July 25 - 30 July 7 - 11 July 13 - 18 July 13 - 18 July 15 - 18

Salisbury, MD Orlando, FL Clarksville, TN Cocoa Beach, FL Hamption, VA Hamption, VA Greensboro, NC Orlando, FL Memphis, TN Orlando, FL Orlando, FL Orlando, FL

Super Showcase 8th Grade Super Showcase 15U/9th Grade Super Showcase 16U/10th Grade Super Showcase 17U/ 11th Grade Super Showcase (Gold) 17U/ 11th Grade Super Showcase (Silver)

July 20 - 24 July 20 - 24 July 20 - 24 July 20 - 24 July 20 - 24

Orlando, FL Orlando, FL Orlando, FL Orlando, FL Orlando, FL

Source: AAU

The 10U Division I and II National Championships are held at multiple school facilities in Clarksville, Tennessee for five days in July. The 15U/9th Grade Division I and II National Championships are scheduled in Memphis, Tennessee for five days in July, and also programmed at multiple schools. In total, there are 14 Division I and II National Championships, of which five are programmed in Orlando, Florida at the Wide World of Sports facilities. Five of the six super showcases are scheduled in Orlando, Florida, with the west coast super showcases programmed in Las Vegas, Nevada.

Georgia AAU holds district qualifier tournaments at multiple locations which include middle schools, high schools, and recreation centers. All of the recreation centers have one or two courts. HSP spoke to key stakeholders at Georgia AAU and learned that scheduling tournaments and events at multiple locations has impacted participation, especially from teams traveling more than two-hours away. The ability to program events at one location is ideal for the district.

Georgia AAU Tournament Facilities Facility

Source: Georgia AAU

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Location

Archer High School Lawrenceville, GA Cordell Events Center at GMC Prep School Milledgeville, GA Douglas County High School Douglasville, GA Hampton High School Hampton, GA Hogansville E.S. Hogansville, GA J.A. Dobbins Middle School Powder Springs, GA LaFayette Chrsitian School LaGrange, GA LaGrange High School LaGrange, GA Langston Hughes High School Fairburn, GA Lilburn Middle School Lilburn, GA Long Cane Middle School LaGrange, GA Luella High School Locust Grove, GA Meadowcreek High School Norcross, GA Mike Daniel Recreation Center LaGrange, GA Milledgeville-Baldwin County Community Center Milledgeville, GA Providence Christian Academy Lilburn, GA Renaissance Middle School Fairburn, GA Snellville Church of God Snellville, GA Wayman & Bessie Brady Recreation Center College Park, GA William J Griggs Recreation Center LaGrange, GA Wyatt Recreation Complex College Park, GA

2017 Georgia AAU Boys' Basketbll - District (State) / Super Qualifying Tournaments Location

Tournament Fee

8U, 9U, & 10U 11U & 13U 12U 14U

Smyrna LaGrange Locust Grove Locust Grove

$300 $300 $300 $300

19 41 -43

22 35 18 20

26 31 20 24

22 36 19 29

15U/9th Grade 17U/11th Grade 16U/10th Grade 11U, 12U, 13U, & 14U ---

Locust Grove Macon College Park TBD ---

$300 $300 $300 $300 $300 --

17 19 20 -27 159

18 14 10 -20 137

14 11 10 -19 136

16 15 13 ----

District Qualifier Dates Age/Grade Division March 31 - April 2 April 7 - 9 April 21 - 23 April 28 - 30 May 5 - May 7 May 19 - 21 June 2 - 4 June 9 - 11* Average Total

2014 No. of Teams

2015 No. of Teams

2016 No. of Teams

Average

*Super Qualifier Tournament Source: Georgia AAU

The eight district qualifier tournaments are held at multiple locations, all of that have one or two courts. Participation since 2014 in most age/grade divisions has declined because the locations of the facilities are not central or ideal for programs traveling from the boundaries of the state of Georgia.

HSP learned through conversations with key personnel in Georgia AAU that the district would have interest in hosting existing tournaments and creating new tournaments at a new tournament-quality indoor facility in Newnan, if the rental fees are feasible for the district. The ability to program multiple age divisions at one facility is very ideal and attractive to the district.

IMPLICATIONS AAU member teams and organizations would likely be a user group of an indoor facility, especially if it has multiple basketball courts. Georgia AAU regularly has challenges when scheduling multiple locations for tournaments and events. The district is continually seeking additional facilities for events where the majority of the tournament programing can be at one facility. The AAU would be interested in expanding its tournament facility inventory to a new facility in Newnan, as it may offer another site for events beyond just basketball. A new facility would also provide a better quality facility and would be more centrally located than many of the other host facilities currently used.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

VOLLEYBALL USA VOLLEYBALL / SRVA USA Volleyball (USAV) is non-profit organization and serves as the National Governing Body for the sport of volleyball in the United States and is recognized as such by the Federation International de Volleyball and the United States Olympic Committee (USOC). USAV also fosters the development of the sport of volleyball within the United States through involvement with its 40 Regional Volleyball Associations (RVAs). USAV responsibilities include supporting a yearlong training schedule for the Olympic Teams; USA Youth Volleyball (ages 7-12); the Junior Olympic Volleyball program (ages 12-18); U.S. Open Championships by age groups; the USA Coaching Accreditation Program; establishing rules of play in the U.S. and certifying referees and scorekeepers.

The tournaments addressed will focus on the junior levels of competition. Tournaments for juniors are held year-round and vary in duration, lasting one day or as long as four days. Tournaments include: § USAV National Championships § SRVA Regional Tournaments USAV National Championships are the highest level of competition. USAV National Championships are held each year for junior girls, junior boys and adults. The adult open championships include competitive divisions based on age, men’s, women’s, coed, sitting and Special Olympic teams.

The large size of USAV national events automatically eliminates numerous cities from hosting. Each of the events requires a minimum of 300,000 to 350,000 square feet of convention center space. Cities have to go through a bid process to host an event. Cities must demonstrate that they have the space and dates available and are evaluated based on criteria such as hotel availability and proximity to the venue, restaurant selections, downtown environment, public transportation, geographic location and cost of travel. In addition, the national tournaments include: § § § §

Approximately 50 courts for boys’ events and 100 courts for girls’ events Host as many as 1,200 teams Require room blocks at 25 hotels for girls’ events and ten to 15 hotels for boys’ events Ceiling height of at least 30 feet

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

USAV Regional Tournaments are the qualifier tournaments managed by each of the 40 RVAs. The SRVA’s section includes Tennessee, Alabama and Georgia. The RVAs are incorporated as legal entities and are each a Member Organization of USA Volleyball. The RVAs serve the grassroots function for USA Volleyball and collectively serve as a catalyst for USA Volleyball functions.

The primary representative of the RVA is the Regional Commissioner, who is elected by the region for a term of office determined by the region, or executive director, who is appointed by the regional board.

The USA Volleyball National Championships are programmed for three levels, the Girls’ Juniors, Boys’ Juniors and Opens. The location for the championships for each level are in different cities and rotated to a new city each year. Since 2011, the number of teams for the Opens and Boys’ Junior levels have remained below 600 teams. However, the number of teams for the Girls’ Junior level has increased from 816 teams in 2011 to more than 1,400 teams in 2016.

The USA Volleyball National Championships require facilities that can hold more than 300 teams and generally are programmed at convention centers.

These multiple day national championships have each age group competing for four days.

USA Volleyball National Championships Venue Girls' Juniors Indianapolis Convention Center Ernest N. Morial Convention Center Minneapolis Convention Center Dallas Convention Center Greater Columbus Convention Center Georgia World Congress Center

Location

Dates

No. of Teams*

Indianapolis, IN New Orleans, LA Minneapolis, MN Dallas, TX Columbus, OH Atlanta, GA

June 23 - July 3, 2016 June 23 - July 2, 2015 June 24 - July 3, 2014 June 28 - July 5, 2013 June 28 - July 7, 2012 June 25 - July 4, 2011

1,438 1,280 1,194 1,192 816 --

Boys' Juniors Dallas Convention Center Greater Columbus Convention Center George R. Brown Convention Center Reno-Sparks Convention Center Dallas Convention Center Minneapolis Convention Center

Dallas, TX Columbus, OH Houston, TX Reno, NV Dallas, TX Minneapolis, MN

June 29 - July 6, 2016 June 28 - July 5, 2015 June 28 - July 5, 2014 June 27 - July 4, 2013 July 1 - July 8,2012 June 29 - July 6, 2011

462 479 470 472 392 --

Opens Orange County Convention Center Cobo Center Phoenix Convention Center Kentucky Fair & Exposition Center Salt Palace Convention Center Dallas Convention Center

Orlando, FL Detroit, MI Phoenix, AZ Louisville, KY Salt Lake City, UT Dallas, TX

May 27 - June 1, 2016 May 22 - 27, 2015 May 23 - 28, 2014 May 24 - 29, 2013 May 26 - June 2, 2012 May 28 - June 4, 2011

526 450 527 138 442 534

* Each age group competes for four days Source: USA Volleyball

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Number of SRVA Georgia Facilities

by Facility Type Convention Center / Expo Center

5

Private Facility

5 20

Community Center / Recreation Facility Church

12

Sports Complex

14 17

College / University

113

K-12 School 0

20

40

60

80

100

120

No. of Facilities Source: SRVA

SRVA has nearly 200 facilities in Georgia that are used for programming of volleyball leagues, practices, events and tournaments. Nearly two-thirds of the facilities in Georgia are K-12 school facilities. Many leagues, tournaments and events are having to utilize multiple facilities within the area to program volleyball events. Although there are 14 sports complexes that offer more than one court, the majority of these facilities are not tournament-quality and lack amenities desired by larger tournament organizers.

Atlanta has the most facilities utilized by SRVA for leagues, tournaments and events at 42. Included in the Atlanta supply of facilities is the Georgia World Congress Center, which hosts the SRVA Indoor Regional Championships and the Lil’ Big South Tournament. The SRVA Indoor Regional Championships brings more than 600 teams for Junior Club, Junior Power and Junior Boys divisions, and the Lil’ Big South Tournaments brings more than 150 teams annually.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

In 2017, the SRVA has nearly 50 events scheduled in Georgia throughout January through April. The majority of these events are programmed at multiple locations, which has limited the growth of the tournaments. The total number of teams playing at SRVA events in Georgia is more than 2,600 teams. HSP spoke with key stake holders in the SRVA and learned that there is a lack of facilities that can host mid-to-large regional tournaments. Currently, these events are programmed at multiple locations throughout an area, and anything larger is programmed at the Georgia World Congress Center and the Georgia International Convention Center. HSP learned from interviews with key stakeholders in the SRVA that an indoor facility with eight to ten hardwood courts, which allows 16 to 20 volleyball courts, would be utilized by clubs and tournaments organizations.

2017 SRVA Schedule - Georgia Events Month

Total No. of Events

Avg. Registration Fee / Event

8 17 12 11 12 48

$284 $296 $293 $292 $291 --

January February March April Average Total

Avg. No. of Teams/ Event* 43 38 66 79 56 --

Total No. of Teams* 341 644 790 870 661 2,645

*Estimated number of teams Source: SRVA

A5 South is the largest volleyball club that creates demand in Newnan and Coweta County. A5 South was established in 2012 and is a sister club to A5 Volleyball Club. A5 South has more than 200 athletes, of which more than 50 percent are from Coweta County. A5 South has its own facility in Tyrone, GA, which is a four court facility. The facility is a rehabbed warehouse that includes sport court flooring, a weight room area and office and meeting rooms. The limitations of the facility are low ceilings and limited spectator seating, which virtually eliminates any tournament play at the facility.

A5 South hosts six tournaments with the A5 Volleyball Club each A5 South Volleyball Club - 2017 Hosted Tournaments Registration year. Of the six tournaments, four are hosted at A5 Volleyball Event Level Age Group Location Fee Month Club’s facility and surrounding facilities and two are hosted at Jan. 14 - 16 Southern Dream - AAU Super Regional Club & Power F12 - F18 Southern Volleyball Center & Suwanee Sports Academy $595 4-5 Icebreaker Club & Power F11 - F18 Suwanee Sports Academy, Southern Volleyball Center, & 3 HS $425 the Georgia International Convention Center. Day passes for the Feb. Feb 18 - 20 First Lady's Challenge Club & Power F12 - F18 & M14/16/18 Georgia International Convention Center $595 Feb. 24 - 26 Beast of the Southeast Invitational Club & Power F12 - F18 Georgia International Convention Center $725 tournaments range from $7 to $10, and weekend passes range Mar. 18 - 19 Southern Youth Festival Club & Power F10 - F14 Southern Volleyball Center, Chattahoochee HS & Jackson County HS $375 Apr. 8 - 9 Kudzu Klassik Club & Power F12 - F18 Southern Volleyball Center, Etowah HS & Chattahoochee HS $375 from $15 to $25. A5 Volleyball Club has set up hotel room rates Average ----$515 Total ------with the Fairfield Inn & Suites Alpharetta, that range from $69 to Source: A5South $74 per night and includes breakfast.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

No. of Teams 76 151 87 219 74 66 112 673

GEORGIA AAU REGION FEMALE INDOOR & BEACH VOLLEYBALL The Georgia AAU Region Female Indoor & Beach Volleyball is another volleyball organization that governs clubs and teams, while sanctioning tournaments, leagues and other events. In Georgia, the majority of the SRVA clubs are also members of the Georgia AAU and participate in both SRVA and AAU sanctioned events. The following details the 2017 AAU volleyball super regionals & grand prix tournaments held in the state of Georgia. ยง Southern Dream Atlanta Super Regional. Southern Dream is held in Suwanee, Georgia from January 14 through 16. The tournament is programmed for 12U to 18U, and the registration fee is $595 per team. ยง Georgia Super Regional. This tournament is held in Macon, Georgia for two days in March. The Georgia Super Regional is programmed for the 15U to 18U age levels, and winners of each age group get free entry into the AAU National Championships in Orlando, Florida. The registration fee for this tournament is $400 per team.

VOLLEYBALL IMPLICATIONS A new indoor facility that can accommodate volleyball use would likely provide new inventory to the area that would fill a supply gap. The volleyball programs in the Newnan area have developed programs that are in need of more accommodating facilities to support both local play and tournaments of all sizes. The majority of the tournaments are programmed north of Atlanta, which has created a lack of a tournament-quality facility for tournaments and events south of Atlanta. The largest volleyball club in the Newnan area, A5 South, has outgrown its current facility and is currently in internal discussion about the current and future needs of the program and is interested in speaking with the city about a partnership with a new facility in Newnan. If a new indoor facility with approximately 16 to 20 volleyball courts would help accommodate the displace groups, while providing additional courts to accommodate growth and large volleyball events.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

SOCCER A number of soccer teams and organizations operate in Georgia, including United States Youth Soccer Association (USYSA) , Georgia State Soccer Association (Georgia Soccer) and the Southern Soccer Association (SSA). The USYSA is one of the largest national governing bodies for youth soccer and Georgia Soccer and SSA fall under the USYSA governing umbrella. HSP profiled organizations that are likely to host tournaments and events at a new athletic facility in Newnan.

UNITED STATES YOUTH SOCCER ASSOCIATION The United States Youth Soccer Association (USYSA) is the largest member of the United States Soccer Federation, the governing body for soccer in the United States. The USYSA registers over three million youth players between the ages of five and 19 across the U.S. The USYSA is a non-profit and educational organizational based in Frisco, Texas and is comprised of 55-member state associations; one in each state, and two in California, New York, Ohio, Pennsylvania and Texas.

The USYSA membership is divided into four regions. The regions are East (Region I), Midwest (Region II), South (Region III) and West (Region IV). Each State Association has a Board of Directors, elected by delegates from their member leagues, clubs or teams. The USYSA hosts the US Youth Soccer National Championship Series annually during the month of July. Each summer the USYSA crowns a boys’ and girls’ national champion in each of its seven age divisions Under 14, 15, 16, 17, 18 and 19. The finals are a culmination of a yearlong series of competitions at the state and regional levels. The USYSA National Championship Series provided 96 teams the opportunity to compete for the national title in 2016.

USYSA National Championship Series Venue Toyota Soccer Complex Mohawk Soccer Complex Maryland SoccerPlex Overland Park Soccer Complex Manchester Meadows Reach 11 Sports Complex Overland Park Soccer Complex Citizen Bank Fields at Progin Park

Location Frisco, TX Tulsa, OK Germantown, MD Overland Park, KS Rock Hill, SC Phoenix, AZ Overland Park, KS Lancaster, MA

Dates July 26-31, 2016 July 21-26, 2015 July 22-27, 2014 July 23-28, 2013 July 24-29, 2012 July 26-31, 2011 July 21-26, 2010 July 21-26, 2009

No. of Teams 96 88 88 88 60 60 60 60

Beginning in 2013, the USYSA National Championships now feature the Under-13 age group for boys and girls and has a heavier representation from the US National League in the Under-15 through Under-17 age groups. The competition field has increased from 60 to 96 teams for the National Championships. The previous national championships have been held at many of the comparable facilities that will be discussed in the next chapter, including Maryland SoccerPlex and Toyota Soccer Complex. The 2016 National Championship site was awarded to Toyota Soccer Complex in Frisco, Texas.

Source: USYSA

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Region III is the region in which Newnan resides and where local teams compete under USYSA sanctioned events. The Georgia State Soccer Association (Georgia Soccer) is the state association sanctioned by the USYSA and has more than 98,000 affiliated members and more than 25,000 players participated in Georgia Soccer tournaments. Georgia Soccer offers programs for various levels of play such as recreational and competitive, and now offer a program to fit the needs and interests of our young soccer players with physical and/or mental disabilities called TOPSoccer.

The criteria the USYSA follows when assessing a facility’s proposal to host a regional or national tournament include, but are not limited to the following: § Number of facilities – The national championship tournament is hosted at only one facility. Regional championships may be split at two facilities, but the trending preference and recommended practice is one facility. § Number of fields – The national championship tournament requires 18 fields - ten fields for competition and eight fields for practice. The regional championships require 24 fields to support the larger number of participating teams. § Facility features – The condition of the facility is evaluated with emphasis on how well the fields are maintained. Additional features that can add to the experience: lighted fields, space for vendors/concessionaires, results area and seating. Lighted fields are sought after due to the scheduling flexibility they offer. These features need to be well maintained and in very good condition. § Amenities – The surrounding local market is evaluated to determine if sufficient restaurants, hotels and entertainment options are available to participants and spectators. Alternative entertainment opportunities are desired to provide activities when participants are not competing. The USYSA prefers that hotel options are available within a 30-minute drive for the national championships. Regional tournaments require a driving distance of approximately 45 minutes to an hour. § Access – The number of airports and distance to the soccer facility is important. Centrally located facilities within a complex allow for more efficient event logistics for the tournament. Effective traffic control and traffic flow mechanisms from site layout to traffic controllers are also considered.

Georgia Soccer, the USYSA sanctioning body in Georgia, sanctions and hosts numerous tournaments and tournament series that extend multiple months and require multiple sites.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

16 14 12 10 8 6 4 2 0

Georgia Soccer Tournaments by Size - 2016

15

30

13 10 7 4

3

2 0

1

2 0

0

Number of Tournaments

Number of Events

Georgia Soccer Sanctioned Events by Month

27

25 20 15 10

11

100 - 200

201 - 300

10

9

5 0

Month Source: Georgia Soccer

Less than 100 Source: Georgia Soccer

Above 300

Teams per Event

In 2016, there were 57 Georgia Soccer sanctioned tournaments across Georgia. February, May and August are the three months of the year with more than ten tournaments scheduled. The Georgia soccer season ends in late May, which is why no events are scheduled in July. In June, there is a 3x3 soccer tournament. The locations of the tournaments are all generally within the Atlanta Metro area, and majority of the tournaments are programmed at multiple parks in the area. Georgia Soccer representatives stated that there is a high demand for more tournaments at venues south of Atlanta because more teams are willing to make the drive from the southern portion of the state.

Of the 57 events sanctioned by Georgia Soccer in 2016, 25 tournaments had fewer than 100 teams, which was more than 47 percent of the total. The SSA Rec Riot tournament was held at Whitlock Park in Newnan and had approximately 100 teams.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

There are 22 TSSA tournaments scheduled in 2016 that had registration fees above $600 per team. The average registration fee for the Georgia Soccer tournaments is nearly $515 per team. In order to charge a higher registration fee, the level of competition must be high and the facility and field conditions must be very good as well. A facility that allows tournament organizers to program their tournament at one facility will attract and secure higher quality tournaments.

Fee Range

Georgia Soccer Tournaments by Registration Fee - 2016 $601 +

22

$401 - $600

22

$201 - $400

7

Less than $200

1 0

5

10

15

20

Number of Events Source: Georgia Soccer

25

The Southern Soccer Association (SSA) is a member of Georgia Soccer and USYSA and also creates demand for multipurpose fields in Newnan and the county. HSP learned from conversations with stakeholders at SSA that they would be interested in speaking about a partnership with the City on any development that includes 14 to 20 fields.

IMPLICATIONS Based on conversations with SSA, a tournament level facility in Newnan would be a potential host venue for regional and state tournaments. The Newnan area is viewed as a very attractive area for a new facility due to its proximity to Atlanta and access to from the southern cities in Georgia. In addition, SSA is interested in partnering with the City on a new facility development.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

SOFTBALL A number of volleyball teams and organizations operate in Georgia, including USSA/ASA and NSA. HSP profiled organizations that are likely to host tournaments and events at a new athletic facility in Newnan.

AMATEUR SOFTBALL ASSOCIATION (ASA) The Amateur Softball Association (ASA) is a not-for-profit organization based in Oklahoma City, Oklahoma. The ASA is the National Governing Body of softball in the United States. The ASA has become one of the nation's largest and fastest growing sports organizations and now sanctions competitions in every state through a network of 15 regions and 83 local associations. Newnan falls into ASA Region Three, Southeast, which includes all of Georgia. The ASA has grown to more than 250,000 teams today, representing a membership of more than four million.

The ASA awards its tournaments to host facilities through a formal bid process that is two years in advance of the targeted tournament date. The proposal will need to be in collaboration with and receive approval from the Regional Commissioner before submission to the ASA National Office. The Region Office plays an active role throughout the bid process. The criteria the ASA follows when assessing a facility’s proposal to host a tournament include, but are not limited to the following: § Number of facilities – Multiple facilities are acceptable. No specifications have been given on a maximum amount. § Number of fields – Generally for weeklong tournaments, one field for every ten youth teams and one field for every fifteen adult slow pitch teams is required.

Regional tournaments can feature 20 to 60 teams while national tournaments can feature up to 175 teams. Fields must have a minimum fence distance of 200 feet for youth competitions and 300 feet for adult competitions. § Facility features – The facility staff must be able to properly maintain and reset fields between games to ensure they are in safe playing condition. Additional features that can add to the experience: lighted fields, umpire changing area, scorekeeper location, space for vendors and seating. Portable outfield fences will allow the facility to be more flexible, thus meeting the needs of youth tournaments if they desire an outfield fence smaller distance closer 300 feet. The features need to be well maintained and in very good condition. § Amenities – The surrounding local market is evaluated to determine if sufficient restaurants, hotels and entertainment options are available to participants and spectators. § Access – Access and distance to/from major roads and airports is a key factor.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Annually, the ASA conducts more than 90 national championships in each of its major disciplines of the sport - slow, fast and modified pitch. In order to qualify for an ASA National Championship, each team competes through a network of qualifying tournaments conducted throughout the season.

USA Softball of Georgia is the state district of ASA/USA softball that Newnan falls in. Within USA Softball of Georgia, there are 10 zones. Zone 5,which covers Coweta County and 14 other counties, is the zone that includes Newnan. Throughout the year, USA Softball of Georgia programs multiple tournaments and events at various parks throughout the state.

USA Softball of Georgia Tournaments by Number of Event Days 4-Days 2%

3-Days 25%

1-Day 2-Days 1-Day 56%

3-Days 4-Days

2-Days 17%

Source: USA Softball of Georgia

In 2016, USA Softball of Georgia scheduled 52 tournaments throughout the year that averaged 2 events days per tournament. Of the 52 tournaments, more than 90 percent were scheduled from March to July and half of the tournaments were one-day events. However, 42 percent of the events scheduled were two-to-threeday events, which will bring economic impact to the area. The multiple day events were scheduled in March, May, June and July and were all large regional or national tournaments.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

USA Softball of Georgia Tournaments by Facility

14 12 10 8 6 4 2 0

12 9

9

7

7

5

3

3

2

2

1

1

1

Tournament Facility

Number of Tournaments

USA Softball of Georgia Tournaments by Location

Heritage Point Park Palmer Memorial Park Kenworth Park Twin Creeks Softball Complex Hobgood Park Al Bishop Complex Adams Park Southern Pines Complex Paulson Complex Westside Park South Commons Sandy Plains Park Lost Mountain Park Burnt Hickory Park Veterans Memorial Park Patriots Park Mill Creek Regional Park Central Park

7 6 5 5 5 3 3 2 2 2 2 2 1 1 1 1 0

Locations Source: USA Softball of Georgia

12 9

1

2

3

4

5

6

7

8

9

10

11

12

13

Number of Tournaments Source: USA Softball of Georgia

USA Softball of Georgia utilizes 14 locations in Georgia to schedule the 52 tournaments. Dalton, GA has the most tournaments scheduled at 12, followed by Calhoun, GA and Marietta, GA at nine each. Overall, 11 of the 14 locations have more than one tournament programmed each year. USA Softball of Georgia also utilizes 18 facilities to conduct the 52 tournaments each year. Some tournaments require multiple facilities, while other facilities are large enough to hold the tournament. Heritage Point Park has the most tournaments scheduled at 12, followed by Palmer Memorial Park with 9 tournaments scheduled. The majority of the state championships and national qualifiers are scheduled at Palmer Memorial Park, which is a an eight diamond facility in Calhoun, Georgia.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Tournament Facility

USA Softball of Georgia Tournaments by Facility Heritage Point Park Palmer Memorial Park Kenworth Park Twin Creeks Softball Complex Hobgood Park Al Bishop Complex Adams Park Southern Pines Complex Paulson Complex Westside Park South Commons Sandy Plains Park Lost Mountain Park Burnt Hickory Park Veterans Memorial Park Patriots Park Mill Creek Regional Park Central Park

12 9 7 6 5 5 5 3 3 2 2 2 2 2 1 1 1 1 0

1

2

3

4

5

6

7

8

9

10

11

12

13

Number of Tournaments Source: USA Softball of Georgia

USA Softball of Georgia utilizes 14 locations in Georgia. Dalton has the most tournaments scheduled at 12, followed by Calhoun and Marietta at nine each.

Overall, 11 of the 14 locations have more than one tournament programmed each year. USA Softball of Georgia also utilizes 18 facilities to conduct the 52 tournaments each year. Some tournaments require multiple facilities, while other facilities are large enough to hold an entire tournament. Heritage Point Park has the most tournaments scheduled at 12, followed by Palmer Memorial Park with 9 tournaments scheduled. The majority of the state championships and national qualifiers are scheduled at Palmer Memorial Park, which is a an eight diamond facility in Calhoun.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

USA Softball of Georgia Tournaments by Registration Fee - 2016

USA Softball of Georgia Tournaments by Size - 2016 14

13

14

12

$450 +

12 8

8 6

4

4 2

3

$401 - $450

10

Fee Range

Number of Tournaments

16

5

$351 - $400

13

$301 - $350

1

$251 - $300

1

28

Less than $250

0 Less than 10

10 to 20

21 to 30

31 to 40

41 to 50

More than 50

2 0

Teams per Event Source: USA Softball of Georgia

5

10

15

20

25

30

Number of Events Source: USA Softball of Georgia

The 52 tournaments scheduled by USA Softball of Georgia that average 32 teams per event. Over half of the events had a range of ten to 50 teams per team and registration fees that ranged from $150 to $995. The majority of the tournaments (54 percent) ranged from $251 to $300 in registration fees. In addition to the registration fees, the majority of the tournaments have a team gate fee that must be paid when the team arrives at the tournament facility. The USA Softball of Georgia tournaments have team gate fees that range from $120 to $150.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

NATIONAL SOFTBALL ASSOCIATION (NSA) The National Softball Association (NSA) was established in 1982 and is based in Lexington, Kentucky. The NSA is a full-service organization and offers youth through adult competition play throughout a number of divisions. The NSA has a Georgia Region and any facility developed in Newnan will compete to host tournaments in this region. Unique to the NSA is that it is a no bid organization meaning state, national, regional and world series events rotate between the given venues so tournaments will rotate at no cost to the facilities.

The NSA programs youth softball games throughout the season in Georgia beginning in March and running through November. Tournaments generally last one day and take place in nine different cities with Dalton hosting the most tournaments at nine followed by Rome with eight. In 2016, Georgia NSA had 30 tournaments scheduled that averaged $225 in registration fees. Alto Park Softball Complex in Rome was utilized the most by Georgia NSA with eight tournaments scheduled in 2016.

In addition to youth NSA softball, NSA also programs multiple adult softball tournaments and events, and multiple slowpitch softball tournaments and events in Georgia.

Georgia NSA Tournament Schedule - 2016 Date

Tournament

Location

City

March 5 March 12 - 13 March 19 March 26 April 2

NSA Opening Day NSA March to Rome NSA Dominate in Dalton NSA Ruckus in Rome NSA Spring Break in Dalton NSA Springtime in Rome

Manning Mill Park Alto Park Softball Complex Heritage Point Park Alto Park Softball Complex Heritage Point Park Alto Park Softball Complex

Adairsville Rome Dalton Rome Dalton Rome

$215 $215 $215 $215 $215 $215

NSA Spring as Sprung in Dalton

Heritage Point Park

Dalton

$215

NSA Dynamics in Dalton Donalsonville Civil War Classic NSA Ruckus in Rome NSA Mom's Big Day @ Hobgood NSA Action in Adairsville NSA Dazzle in Dalton NSA Deliver in Dalton NSA Rejuvenate in Rome NSA Rave in Ringgold State Warmpu NSA Fireworks in Dalton Donalsonville Summer Slam NSA Heatwave in Dalton NSA State Tournament NSA State Tournament Doubles in Dalton Action in Adairsville Come to Canton Congergate in Cartersville Halloween Fun in Ringgold Halloween Madness in Canton Ruckus in Rome Fall Fun in Dalton NSA Miracle in Marietta --

Heritage Point Park Seminole County Complex Alto Park Softball Complex Hobgood Park Manning Mill Park Heritage Point Park Heritage Point Park Alto Park Softball Complex Jack Mattox Park Harry Griffin Park Seminole County Complex Edwards Park Alto Park Softball Complex Alto Park Softball Complex Edwards Park Manning Mill Park Weatherby Park Manning Mill Park Jack Mattox Park Weatherby Park Alto Park Softball Complex Heritage Point Park Al Bishop Softball Complex --

Dalton Donalsonville Rome Woodstock Adairsville Dalton Dalton Rome Ringgold Tunnell Hill Donalsonville Dalton Rome Rome Dalton Adairsville Canton Adairsville Ringgold Canton Rome Dalton Marietta --

$215 $260 $215 $245 $215 $215 $215 $215 $215 $195 $260 $215 $285 $285 $215 $215 $215 $215 $215 $225 $215 $215 $245 $224

April 9 April 16 April 23 April 29 April 30 May 7 May 14 May 21 June 4 June 11 June 18 July 2 July 15

July 16 July 16 September 17 October 1 October 8 October 15 October 22 October 29 October 29 November 5 November 12 November 19 Average

Registration Cost

Source: Georgia NSA

IMPLICATIONS As with the rest of the nation, softball is a popular sport in Georgia. Organizations such as ASA and NSA are looking to increase the number of sanctioned tournaments. Key stakeholders in both organizations expressed interest in gaining more exposure south of Atlanta. Newnan is an attractive destination for sports tourism with its growth and the proximity to the Atlanta airport.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

UNITED STATES SPECIALTY SPORTS ASSOCIATION The United States Specialty Sports Association (USSSA) is a non-profit organization of volunteers that serves as a sport’s governing body. The organization was founded in 1968 in Petersburg, Virginia and has since relocated to Kissimmee, Florida, operating from Disney’s Wide World of Sports. USSSA started as a slowpitch softball association, but in 1998 expanded to offer more sports programs. Currently USSSA governs 13 sports and has a membership of more than 3.7 million. USSSA programs tournaments and events for softball and baseball in Georgia throughout the year. Georgia is part of the Georgia USSSA region which is where any development in Newnan would fall under.

As shown in the figure to the left, Georgia USSSA programs approximately 185 tournaments and events in Georgia each year. Nearly 80 percent of the events are programmed from March through June, which includes the USSSA state championship events. The USSA tournament schedule runs from February through November, and averages about 15 events per month USSSA Events by Number of Event Days 1-Day 34% 1-Day

As shown in the figure to the right, 57 percent of the Georgia USSSA events are twoday events, followed by one-day events at 34 percent. The 17-day event is the USSSA Global World Series tournament that is programmed at multiple facilities in the Atlanta Metro area.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

17-Days 1%

2-Days 3-Days 8%

3-Days 17-Days 2-Days 57%

Source: USSSA

Number of Facilities with USSSA Events 13 Tournaments

1

12 Tournaments

1

Number of Tournamnets

11 Tournaments

0

10 Tournaments

1 3

9 Tournaments 8 Tournaments

2

7 Tournaments

3

6 Tournaments

2

5 Tournaments

3

4 Tournaments

9

3 Tournaments

8 11

2 Tournaments 1 Tournamnt

20 0

5

10

15

20

25

Number of Facilities Source: USSSA

Douglasville, GA had the most USSSA events programmed in 2016 with 17 tournaments. Carrollton, GA, Monroe, GA, LaGrange, GA, and McDonough, GA all had more than 10 events programmed in 2016. In addition to the locations with five or more events programmed in 2016, 31 locations had one to four events scheduled in 2016. Overall, 45 locations had at least one Georgia USSSA event programmed in 2016.

In 2016, there was three facilities (Hunter Memorial Park, Criswell Park, and Red Hawk Baseball Complex) that had more than 10 tournaments scheduled. Nearly 50 percent of the facilities had one or two tournament and events scheduled in 2016.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

As shown in the figure to the right, the majority of the tournaments and events had participation that had less than 60 teams. The Atlanta Summer Super NIT in May and Touch Em All in April both had more than 100 registered teams in 2016.

Peachtree City, GA had nine tournaments scheduled in 2016 and was a secondary location for many other tournaments in the area. The Peachtree City tournaments collectively had more than 180 teams in 2016.

Number of Events

Georgia USSSA Eventys by Participation 19

20 18 16 14 12 10 8 6 4 2 0

17

10 5

4 2

Less than 20

20 to 40

41 to 60

61 to 80

81 to 100

More than 100

Number of Teams Source: USSSA

IMPLICATIONS National organizations such as USSSA are continuing to expand their tournaments and events into new locations. Baseball tournament organizers prefer programming tournaments at a centrally located facility to allow ease of access by teams in all directions. Newnan’s proximity to Atlanta, makes Newnan a preferred destination. A new diamond complex in Newnan would not only accommodate the local demand but would allow state and national organizers to program events and tournaments in a more centrally located facility.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

IMPLICATIONS Based on the analysis on the previous pages, a multisport athletic complex developed in Newnan would likely host tournaments of state or regional size in the immediate future and could be established as an annual host site. With the growing local demand and highly reputable clubs/teams, additional space is needed to accommodate the demand and support the local clubs/teams growth and tournaments. Various clubs/teams have expressed interest in partnering with the City on a new development in Newnan. Any development of an indoor and/or outdoor complex in Newnan should consider a partnership with one or more clubs/teams or state organizations. A facility in Newnan is expected to attract teams from Georgia and regionally within a five-hour drive due to its proximity to Atlanta and the airport. In addition, a facility in Newnan is expected to compete with the premier regional facilities for state, regional and potentially national tournaments and events for both indoor and outdoor sports. A facility that could accommodate larger tournaments could benefit other smaller venues by generating overflow use or a need for practice facilities during an event.

SPORTS TOURNAMENTS & OPPORTUNITY ANALYSIS

Chapter 5

CASE STUDIES

Comparable Facilities Summary Outdoor Facilities Facility Name Sports Village USA Westfield Grand Park Maryland Soccerplex Average

Location

Ownership

Frisco, TX Westfield, IN Boyds, MD --

City of Frisco City of Westfield City of Boyds --

Indoor Facilities

Multipurpose Championship Fields Diamonds Fields 17 31 24 24

-26 5 16

Yes -Yes --

Basketball

Indoor Turf Fields

12 8 8 9

1 3 2 2

Other -Events Center Tennis Courts, Aquatics Center, Meeting Center

Source: Hunden Strategic Partners

Analyzing comparable youth sports facilities from around the country provides valuable insight into successful operating models and the most up to date technologies available. Although some comparable facilities do not directly mirror the suggested development in Newnan, it is important to understand the current state of the industry. Major takeaways provided in each comparable facility profile include: ยง ยง ยง ยง

Number of parking spaces per field Quality and quantity of support amenities such as retail, F&B and hotel developments Management structure (public-public vs. public-private) Facility programming & the number of annual events

HSP identified three comparable facilities for Newnan located in Westfield, Indiana, Frisco, Texas and Boyds, Maryland.

CASE STUDIES

§

Opened in 2009

§

Located in Frisco, Texas

§

Public-Private Partnership owned by the City of Frisco

§

$100 million mixed-use development – 62 Acres

§

Toyota Soccer Center is operated by Frisco Soccer, LP

§

Fieldhouse USA is operated by Fieldhouse USA / Sports Village USA

SPORTS VILLAGE USA / FIELDHOUSE USA & TOYOTA SOCCER CENTER CASE STUDIES

Fieldhouse USA

Complex Overview: § § § § §

17 Multi-Purpose Fields (Toyota Soccer Complex) 1 Championship Multi-Purpose Field (Toyota Stadium) 12 Basketball Courts (Field House USA) 12 Volleyball Courts (Field House USA) 1 Multi-Purpose Field (Field House USA)

Primary Tenants: Soccer: §

FC Dallas § Youth Club § MLS Club

Basketball:

SPORTS VILLAGE USA / FIELDHOUSE USA & TOYOTA SOCCER CENTER CASE STUDIES

§

In-House Leagues

Volleyball: § Frisco Flyers § In-House Leagues

TOYOTA SOCCER COMPLEX

§

17 lighted multi-purpose fields

§

1 championship multi-purpose field (20,500 capacity)

§

Hosts league and tournament play from local users and state and national event organizers

§

Home to the US Youth Soccer National Headquarters §

Toyota Stadium is a 20,500-seat MLS stadium

§

Home to the FC Dallas MLS franchise

§

Hosts professional and youth sporting events throughout the year

TOYOTA STADIUM CASE STUDIES

Fieldhouse USA Key Data Points Location Ownership Operator Year Opened Facilities

Frisco, Texas City of Frisco Sports Village Holdings, LLC 2009 12 full-sized hardwood basketball / volleyball courts Regulation indoor soccer turf 5 pitching / batting cages $17.5 million Private / Public

Cost Funding

Source: Fieldhouse USA, CASE Commercial Real Estate Partners, City of Frisco, HSP

Fieldhouse USA development has three locations: ยง ยง ยง

CASE STUDIES

Frisco, Texas Grapevine, Texas Mansfield, Texas

§

144,000 SF facility and includes 600 parking spaces

§

13,200 SF food court

§

10,000 SF training facility

§

EXOS Sports Nutrition, Training and PT – formerly Athletes Performance

§

1.5 million visitors annually

§

More than 31 tournaments and 25,000 participants per year

§

Has generated more than 62,000 room nights since opening

Implications The Fieldhouse USA is an example of a venue that has incorporated supplemental tenants and operations that provide synergies with the core sports business and activities. The facility was designed to accommodate uses beyond court sports, including turf, training facilities, cheer and others. Accommodating leagues and other activities intended for area residents is an important component for the facility. However, tournaments are still a priority for the venue to drive economic impact in the community. The Sports Village USA mixed-use development will help create a complete hospitality package that will allow guests to eat, sleep and play all in short and walkable distance from each other.

CASE STUDIES

ยง ยง ยง ยง

CASE STUDIES

Location: Westfield, Indiana Opened: 2014 Size: 400 acres Indoor and Outdoor Sports Complex

Grand Park in Westfield, Indiana is an indoor and outdoor sports complex spanning 400 acres. The complex mainly hosts soccer, lacrosse, football, baseball, rugby, basketball and volleyball events. A new highway and 24-hour care center were developed simultaneously with the complex. Annually, the complex hosts between 70 and 80 events across all sports. Annual attendance at the complex has also grown from 900,000 in its first year of operations to 1.5 million in 2015. Management at the complex projected more than 2 million visitors in 2016. Overall, soccer and baseball are the primary sports accommodated at Westfield Grand Park, especially during in-season weekends with local organizations primarily using the indoor facilities during the week.

Additionally, the sports complex generated just under an estimated 699,000 overnight room nights in 2016 and an estimated 271,000 day trips. Recently, Jonathan Byrd has ended its business partnership with the Events Center and is re-evaluating its role within the entire Grand Park development. Byrd Enterprises formerly entered into a 10-year lease in September 2016, agreeing to pay in its first year $406,016 in base rent. Byrd also closed its on-site restaurant and lounge in January.

CASE STUDIES

Complex Overview

OUTDOOR SPORTS COMPLEX OVERVIEW

§ § § § §

31 Multi-Purpose Fields (outdoor) 26 Baseball Diamonds (outdoor) 8 Basketball Courts (Jonathan Byrd Fieldhouse) 16 Volleyball Courts (Jonathan Byrd Fieldhouse) 3 Multi-Purpose Fields (Events Center)

Primary Tenants Soccer: § §

Indiana Soccer Association Indiana Fire Juniors

Baseball: § §

Indiana Bulls Houses the Indy Eleven training headquarters

The City of Westfield and Grand Park are reviewing the rental value of its fields and diamonds to determine a rental strategy for 2018.

CASE STUDIES

JONATHON BYRD’S FIELDHOUSE Fieldhouse includes: § §

8 Basketball Courts 16 Volleyball Courts

Major Users: § § § § § §

CASE STUDIES

IYLB USNJ NYBL Elevate Hoops, Threat Hoops Adidas Invitational

GRAND PARK EVENTS CENTER Events Center includes: § §

370,000 SF 3 Multi-Purpose Fields

Major Users: § § §

MAX Lacrosse In-house leagues Indiana Soccer League

Grand Park Event Visitor Data - 2014 - 2017

Overnight Visits 2014 2015 2016 2017* Day Trip Visits** 2014 2015 2016 2017* Local Visits 2014 2015 2016 2017* Total Visits 2014 2015 2016 2017* 2016 % Non-Local *Estimate **Visitors from outside of Hamilton County Source: City of Westfield, Hunden Strategic Partners

CASE STUDIES

Soccer and Field Sports

Baseball and Softball

Event Center

Grand Opening

Yearly Total

161,982 247,952 430,954 453,930

100,360 402,735 482,440 489,340

0 0 716 1,442

-----

262,342 650,687 914,110 944,712

139,037 163,823 251,205 265,599

108,610 183,480 247,907 251,452

0 0 16,471 33,182

-----

247,647 347,303 515,583 550,233

209,863 225,619 219,753 231,470

177,444 158,026 201,329 204,208

0 0 18,620 37,512

9,500 ----

396,807 383,645 439,702 473,190

510,882 637,394 901,912 950,999

386,414 744,241 931,676 945,000

0 0 35,807 72,136

9,500 ----

906,796 1,381,635 1,869,395 1,968,135

76%

78%

48%

--

76%

OUTDOOR EVENT VISITOR DATA 2014 - 2016 ยง

61,970 hotel room nights in Hamilton County generated from Grand Park events in 2015

ยง

No local use, only tournament use

ยง

More than 1.8 million visitors in 2016

Complex Overview § § § § §

24 Multi-Purpose Fields (SoccerPlex) 1 Championship Multi-Purpose Field (SoccerPlex) 5 Baseball Diamonds (SoccerPlex) 8 Basketball / Volleyball Courts (Discovery Sports Center) 2 Multi-Purpose Field (Discovery Sports Center)

Primary Tenants Soccer: § §

Washington Spirit SAM Soccer

Basketball:

Maryland Soccerplex & Discover Sports Center CASE STUDIES

§ § §

AAU DC Flames DC Metro

§

Owned and operated by the Maryland Soccer Foundation, INC.

§

24 multi-purpose fields – 1 championship multi-purpose field

§

75 parking spaces per field

§

Includes comfort stations and restrooms

CASE STUDIES

The MSP has 21 natural grass fields and three artificial turf fields. The facility leases the turf fields year-round but only rents the natural fields in the spring and fall for weekend tournaments and throughout the summer, primarily for sports camps. The Championship Stadium has been the host venue to many sporting events over the years, including a US Olympic qualifier, MLS matches and the ACC men’s soccer championship.

The facility was built in a developed area that included multiple shopping centers within ten-miles.

The majority of the food and beverage options for visitors are at the shopping centers. The facility is also five to eight miles from premium outlets. Although, there were existing restaurants before the facility was built, more have emerged since the completion of the facility. Future development around the complex is limited due to an adjacent conservation park.

The 75 parking spaces per field have been found to accommodate the demand from event visitors. In total, the facility has 1,725 parking spaces and there are no development plans for additional parking. With the complex’s location in a suburban area, no off-site parking is available nearby.

The schedules for MSP and DSC are booked 95 percent of the year with events ranging from youth sports to professional teams and leagues. In 2015, the events programmed at the MSP and DSC generated more than 650,000 registered visitors. To accommodate the participants and visitors for events, the complex utilizes local food and beverage distributors for events.

CASE STUDIES

§

66,000 SF indoor facility – 46,000 SF arena floor

§

8 basketball / volleyball courts

§

Men’s and women’s locker rooms, café, and meeting & conference facilities

§

Notable events: § Maryland Flames (major user group) § DC Metro Showcase § Juan Dixon Camp § Steve Blake Basketball Camp § Urban Youth, Inc. Basketball Tournament § Potomac Valley AAU

§

$50/hour rental fee per court

CASE STUDIES

IMPLICATIONS This chapter presents a range of youth sports complexes that all have similar characteristics to the vision of a potential sports complex in Newnan. While differences are found between each facility, each complex’s business model is focused on scheduling large tournaments. These tournaments attract a significant number of non-local attendees and have a direct impact on the local hotel market through room nights generated. These facilities also maintain local leagues to help supplement each facility’s usage and financials.

Scheduling priorities are a feature in al three comparable facilities. An emphasis is placed on tournaments while local groups are offered usage based on calendar availability after tournaments are scheduled. Some facilities have demonstrated the ability to attract more than just soccer, baseball or softball events, further enhancing usage opportunities and financial performance.

A new Newnan sports facility’s success will depend on how well the facility’s schedulers and staff can meet the standards set by these comparable facilities. Not only do these complexes offer insight into a new potential sports complex’s funding and governance, they will also serve as competitors for many tournaments and events.

CASE STUDIES

Chapter 6

HOTEL & RESTAURANT SUPPLY ANALYSIS

HOTEL MARKET AND TRENDS ANALYSIS This chapter includes a review of national hotel trends as well as an in-depth analysis of the hotels in Newnan.

NATIONAL HOTEL MARKET TRENDS National hotel market trends are important to the development of any hotel project, whether it involves macro supply and demand issues, amenity trends, financing or other trends impacting the industry. ยง The latest recession, which started in 2008, was the most severe recorded in the hotel industry post-depression. ยง Following the recession occupancy peaked at an all-time industry high of 66.7 percent in 2016, steadily increasing from the period low of 54.5 percent in 2009. ยง Average Daily Rate (ADR) also steadily increased from $98.08 in 2010 to a high of $124 in 2016. ยง 2016 showed improvement in all categories over 2015 levels. Revenue per Available Room (RevPAR) increased the most by 5.5 percent to $83.

National Lodging Industry Annual Summary Year

Occupancy

Change

Average Daily Rate

Change

Revenue per Available Room

Change

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

61.9% 63.1% 64.7% 65.1% 65.0% 64.5% 63.8% 63.1% 63.5% 59.8% 59.0% 59.2% 61.3% 63.1% 64.2% 64.1% 60.4% 54.5% 57.6% 60.1% 61.4% 62.3% 65.0% 65.6% 66.7%

-1.9% 2.5% 0.6% -0.2% -0.8% -1.1% -1.1% 0.6% -5.8% -1.3% 0.3% 3.5% 2.9% 1.7% -0.2% -5.8% -9.8% 5.7% 4.3% 2.2% 1.5% 4.3% 0.9% 1.7%

$59.62 $61.30 $64.24 $67.17 $70.81 $75.31 $78.15 $81.29 $85.24 $84.45 $83.20 $83.28 $86.70 $91.29 $96.77 $102.38 $106.55 $98.20 $98.08 $101.64 $106.10 $110.35 $115.26 $120.01 $124.00

-2.8% 4.8% 4.6% 5.4% 6.4% 3.8% 4.0% 4.9% -0.9% -1.5% 0.1% 4.1% 5.3% 6.0% 5.8% 4.1% -7.8% -0.1% 3.6% 4.4% 4.0% 4.4% 4.1% 3.3%

$36.90 $38.68 $41.56 $43.73 $46.03 $48.57 $49.86 $51.29 $54.13 $50.50 $49.09 $49.30 $53.15 $57.61 $62.13 $65.63 $65.61 $53.55 $56.47 $61.06 $65.17 $68.69 $75.66 $78.67 $83.00

-4.8% 7.4% 5.2% 5.3% 5.5% 2.7% 2.9% 5.5% -6.7% -2.8% 0.4% 7.8% 8.4% 7.8% 5.6% 0.0% -18.4% 5.5% 8.1% 6.7% 5.4% 10.1% 4.0% 5.5%

Avg. Annual Growth Rate

0.4%

Source: Smith Travel Research, HSP

HOTEL & RESTAURANT SUPPLY ANALYSIS

3.1%

3.6%

As demonstrated, the U.S. supply of hotel rooms has increased from approximately 4.7 million rooms in January of 2009 to more than five million rooms in January of 2015. Of the seven years shown, the only decrease in hotel rooms in the U.S. hotel market was between 2011 and 2012. This growth rate was less than one percent per year, which was outpaced by demand growth, which is why occupancy has increased and rates have followed.

Supply of U.S Hotel Rooms 5,050,000 5,004,715' 5,000,000 4,950,000

4,939,707'

4,900,000

4,900,027' 4,882,667'

4,850,000

4,866,548'

4,836,929' 4,800,000 4,750,000 4,700,000

4,708,504'

Jan-09

Jan-10

Source: Smith Travel Research

HOTEL & RESTAURANT SUPPLY ANALYSIS

Jan-11

Jan-12

Jan-13

Jan-14

Jan-15

LOCAL HOTEL MARKET The Newnan hotel market is characterized by a collection of small- and medium-sized limited-service and select-service establishments. Newer properties have been developed at a higher quality, while older properties are typically lower quality.

Lodging Summary: Newnan Chain Scale Luxury Upper Upscale Upscale Upper Midscale Midscale Economy / Independent Total / Average

Rooms --102 304 246 495 1,147

% of Total Rooms --9% 27% 21% 43% 100%

Hotels 0 0 1 5 3 7 16

Rooms per Hotel --102 61 82 71 72

Avg. Opening Year --Nov-16 Mar-01 Feb-94 Sep-99 Mar-00

Avg. Age in Years --0 16 23 17 17

Source: Smith Travel Research, Hunden Strategic Partners

§ 16 properties with 1,147 rooms § Five hotels less than 10 years old § Three have been open less than five years § Holiday Inn Express and Home2 Suites opened in 2016, adding 81 and 102 rooms, respectively § Average age of hotels is 17

HOTEL & RESTAURANT SUPPLY ANALYSIS

Newnan Hotel Supply Distance from 25 Lagrange Rooms Property Name Home2 Suites Atlanta Newnan 3.1 102 TownePlace Suites Newnan 3.1 89 Red Roof Inn Newnan 3.2 55 La Quinta Inns & Suites Atlanta South Newnan 3.2 68 Best Western Shenandoah Inn 3.3 42 Super 8 Newnan 3.3 50 Stay Lodge 3.4 108 Economy Inn 3.4 58 Motel 6 Newnan 3.5 80 Holiday Inn Express Atlanta Southwest Newnan 3.5 81 HomeLodge Newnan 3.5 50 Americas Best Value Inn Newnan 3.6 60 Hampton Inn Atlanta Newnan 4.0 91 Quality Inn Newnan 4.5 67 Country Inn & Suites Newnan 4.7 64 Springhill Suites Newnan 4.8 82 Total/Average Source: STR, Hunden Strategic Partners

1,147

Chain Scale Upper Midscale Upper Midscale Economy Midscale Midscale Economy Independent Independent Economy Upper Midscale Independent Economy Upper Midscale Midscale Upper Midscale Upscale

Open Date Nov-16 Dec-14 Jun-99 Mar-04 Sep-94 Oct-92 May-05 Aug-90 Jun-86 Mar-16 Jun-08 Jun-69 Jun-96 Dec-00 Aug-06 Jan-00 Mar-00

NEWNAN COMPETITIVE SUPPLY & MAP Newnan Competitive Set Hotels Property Name Rooms Home2 Suites Atlanta Newnan 102 Hampton Inn Atlanta Newnan 91 TownePlace Suites Newnan 89 Springhill Suites Newnan 82 Holiday Inn Express Atlanta Southwest Newnan 81 La Quinta Inns & Suites Atlanta South Newnan 68 Country Inn & Suites Newnan 64 Total/Average

577

Chain Scale Upper Midscale Upper Midscale Upper Midscale Upscale Upper Midscale Midscale Upper Midscale

Open Date Nov-16 Jun-96 Dec-14 Jan-00 Mar-16 Mar-04 Aug-06

--

Nov-07

Source: STR

§ Seven properties with 577 rooms § Set includes Upscale, Upper Midscale and Midscale properties § Average age of set is 10 § All hotels are located in the northwest region of Newnan, along I85

HOTEL & RESTAURANT SUPPLY ANALYSIS

Home2 Suites by Hilton

Holiday Inn Express

TownePlace Suites

Country Inn & Suites

§ Opened November 2016

§ Opened March 2016

§ Opened December 2014

§ Opened August 2006

§ Newest property in the competitive set

§ 81 guest rooms

§ 89 guest rooms

§ 868 guest rooms

§ Complimentary breakfast

§ All-suite extended stay hotel

§ Complimentary breakfast

§ One meeting room with 360 square feet and a capacity of 25

§ Complimentary breakfast

§ One meeting room with 1,000 square feet

§ 102 guest rooms § All-suite extended stay hotel § Complimentary breakfast § Walking distance to Ashley Park

§ Offers gym, pool and business center

HOTEL & RESTAURANT SUPPLY ANALYSIS

§ Offers fitness center, outdoor pool, business center and laundry

§ Offers exercise room, indoor pool and laundry service

Springhill Suites

La Quinta Inn & Suites

Hampton Inn

§ Opened March 2004

§ Opened January 2000

§ Opened June 1996

§ 68 guest rooms

§ 82 guest rooms

§ 91 guest rooms

§ Complimentary breakfast

§ All-suite extended stay hotel

§ Complimentary breakfast

§ One meeting room with 156 square feet

§ Complimentary breakfast

§ One meeting room with 500 square feet

§ Offers hot tub, fitness room and business center

§ Offers fitness room, outdoor pool and business center

§ Offers gym, outdoor pool, business center and laundry service

HOTEL & RESTAURANT SUPPLY ANALYSIS

Historical Supply, Demand, Occupancy, ADR, and RevPar for Competitive Hotels Year

Annual Avg. Available Rooms

Available Room Nights

% Change

2011 2012 2013 2014 2015

305 305 305 313 394

111,325 111,325 111,325 114,084 143,810

-0.0% 0.0% 2.5% 26.1%

71,499 73,515 85,260 85,922 112,423

2016

479

174,818

21.6%

11.4%

11.4%

--

CAGR* (2011-2016)

Room % Change Nights Sold

% Occ.

% Change

ADR

% Change

RevPar

% Change

-2.8% 16.0% 0.8% 30.8%

64.2 66.0 76.6 75.3 78.2

-2.8% 16.0% -1.7% 3.8%

$76.55 $79.29 $82.61 $92.63 $102.16

-3.6% 4.2% 12.1% 10.3%

$49.17 $52.36 $63.27 $69.76 $79.87

-6.5% 20.8% 10.3% 14.5%

131,111

16.6%

75.0

-4.1%

$105.03

2.8%

$78.77

-1.4%

16.7%

--

3.4%

--

7.4%

--

12.0%

--

*Compound Annual Growth Rate Sources: Smith Travel Research, Hunden Strategic Partners

§ Demand has steadily increased over the last six years § Supply remained constant for three years but has been increasing since § Annual available room nights has increased by more than 63,000 § Occupancy has fluctuated over the period as supply has increased, but still has increased by nearly nine percent since 2011 § ADR has increased by $30 over the period § RevPAR decreased slightly in 2016 but still has increased by nearly $30 since 2011

HOTEL & RESTAURANT SUPPLY ANALYSIS

Seasonality of Occupancy January 2010 - December 2016 90% 80%

In terms of occupancy, June and October are the busiest months, averaging approximately 75 percent. January and December are the slowest months of the year with approximately 60 percent occupancy. This market has very consistent occupancy from February through November, only fluctuating approximately five percent.

70% 60% 50% 40% 30%

Jan

Source: Smith Travel Research

Feb

Mar

Apr

May Max

Jun

Jul Average

Aug

Sep

Oct

Nov

Dec

Min

Seasonality of Rate January 2010 - December 2016 $200 $180

As shown, there is little fluctuation of the average ADR throughout the year, from approximately $93 to $103. These rates are attractive to youth sports tournament organizers and fall below the national average of what youth sports teams are paying for hotel rooms.

$160 $140 $120 $100 $80 $60 Jan Source: Smith Travel Research

HOTEL & RESTAURANT SUPPLY ANALYSIS

Feb

Mar

Apr

May Max

Jun

Jul Average

Aug Min

Sep

Oct

Nov

Dec

Seasonality of RevPAR January 2010 - December 2016 $160 $140

As with the other performance indicators, RevPAR data is consistent with the analysis of the prior graphs. RevPAR is highest in May and October when rate and occupancy are high or at their peaks. Average RevPAR in this market is very consistent throughout the year.

$120 $100 $80 $60 $40 $20 Jan Source: Smith Travel Research

Feb

Mar

Apr

May Max

Jun

Jul Average

Aug

Sep

Oct

Nov

Dec

Min

Occupancy by Day of Week January 2016 - December 2016 100% 90%

Occupancy is strongest on Tuesday and Wednesday, suggesting that business activity drives most of the hotel demand. Occupancy on Friday and Saturday is also strong suggesting leisure travel also drives the market. Occupancy is the lowest on Sunday nights, which is typical for all markets.

80% 70% 60% 50% 40% SUN

Source: Smith Travel Research

MON

TUES Max

WED Average

THURS

FRI

Min

HOTEL & RESTAURANT SUPPLY ANALYSIS

SAT

Average Daily Rate by Day of Week January 2016 - December 2016 $115 $110 $105 $100 $95 $90

Sun

Mon

Source: Smith Travel Research

Tues Max

Wed Average

Thurs

Fri

Sat

Min

Rates are highest on Monday, Tuesday and Wednesday and decrease on Fridays and Saturdays. While average rates fluctuate by approximately $12, maximum rates for this market are highest Tuesday at $110 per night. The average ADR is at or below $100 per night on Friday and Saturday nights, which will be appealing to youth sports groups.

HOTEL & RESTAURANT SUPPLY ANALYSIS

UNACCOMMODATED DEMAND Unaccommodated demand is defined as demand that would have been captured by the market but for a lack of available or quality rooms. This demand is therefore deferred to later dates, accepts lesser-preferred accommodations, moves just outside the competitive set, moves its business to another area, or cancels plans altogether. Therefore, as new properties are added to the market, it is expected that this demand will be accommodated by the new supply, suggesting that when new hotels are added, they do not cannibalize existing market demand, but accommodate previously unaccommodated demand. While it is not possible to accurately predict all unaccommodated demand, an estimated figure can be inferred from occupancy data.

The table on the right shows the occupancy by day of the week per month for the twelve months starting January 2016. Days of the week with occupancy between 75 and 80 percent are shown in yellow, suggesting mild displacement and unaccommodated demand, while orange shows days with 80 to 90 percent occupancy, suggesting very likely displacement. Days in red are for times when occupancy was beyond 90 percent for the set, suggesting near-certain displacement.

Each cell is an average of four specific dates, for example Wednesdays in February averaged 86.4 percent occupancy. As shown, Tuesdays and Wednesday occupancy stays above 80 percent through the entire year except for December, with both days averaging over 90 percent in March. Weekend occupancy is less than 75 percent most of the year providing opportunity for the hotels to have rooms for youth sports participants.

HOTEL & RESTAURANT SUPPLY ANALYSIS

Occupancy Percent by Day of Week by Month - January 2016 - December 2016

Jan - 16 Feb - 16 Mar - 16 Apr - 16 May - 16 Jun - 16 Jul - 16 Aug - 16 Sep - 16 Oct - 16 Nov - 16 Dec - 16 Average

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Avg

61.8% 63.6% 58.4% 55.8% 55.7% 62.1% 53.9% 56.2% 56.0% 63.5% 57.9%

81.1% 81.0% 85.3% 76.2% 71.1% 86.8% 70.3% 79.7% 73.3% 80.9% 78.5%

88.7% 85.9% 92.6% 84.9% 81.2% 91.5% 80.3% 83.7% 83.7% 88.9% 82.0%

87.7% 86.4% 92.2% 83.6% 83.9% 87.2% 80.4% 84.5% 85.5% 89.8% 82.9%

78.1% 81.8% 83.1% 78.5% 79.4% 84.8% 74.2% 77.2% 76.2% 82.9% 81.1%

63.0% 76.3% 75.7% 76.9% 84.3% 86.5% 72.0% 71.3% 76.3% 85.9% 75.2%

55.0% 75.2% 69.4% 74.4% 81.4% 79.9% 68.0% 66.9% 82.5% 85.1% 64.1%

72.3% 78.7% 80.5% 75.8% 76.0% 82.9% 70.6% 75.0% 76.2% 81.9% 75.0%

48.7% 57.6%

65.4% 77.2%

70.9% 84.2%

70.1% 84.4%

61.3% 77.7%

52.7% 73.8%

49.3% 70.1%

59.2%

Sources: Smith Travel Research

ADR by Day of Week by Month - January 2016 - December 2016

Jan - 16 Feb - 16 Mar - 16 Apr - 16 May - 16 Jun - 16 Jul - 16 Aug - 16 Sep - 16 Oct - 16 Nov - 16 Dec - 16 Average

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Avg

101.07 102.74 98.94 101.24 102.35 100.13 99.93 103.84 101.40 103.12 99.43

107.77 108.26 106.46 108.42 106.99 107.39 108.12 109.84 109.55 108.52 106.40

113.00 110.32 108.26 109.29 109.14 110.52 110.72 112.34 112.92 111.59 107.43

110.07 110.83 108.99 106.40 109.70 106.50 109.65 111.18 111.70 109.58 106.48

107.03 108.00 102.92 103.89 105.57 104.02 108.56 105.22 109.06 108.21 102.74

99.86 99.80 95.87 98.11 99.60 100.37 97.94 100.65 101.59 105.11 100.73

97.16 100.01 95.16 96.66 101.06 100.39 97.64 99.69 102.70 105.42 98.16

105.52 106.09 103.42 103.25 105.13 104.52 104.48 107.05 107.17 107.40 103.66

100.39 101.21

106.21 107.83

108.21 110.14

105.68 108.76

104.73 105.64

98.73 99.90

95.44 99.36

103.06

The ADR in this market is very consistent as shown on the left, varying by less than $15 throughout the year. The highest rates occurred on Tuesday’s in September at $112.92. The rates in this market are in the range youth sports groups are comfortable with which are less than $150 per night. As shown, many of the weekend rates are even less than $100 per night which will be very appealing to sports groups.

100-120 120-140 > 140

Sources: Smith Travel Research

The number of estimated unaccommodated room nights is determined in any month when occupancy is higher than 66 percent. When rooms sell out or nearly do so, rates can be increased and the viability of new hotels is more likely. Based on HSP estimates, the number of accommodated room nights for the competitive set peaked at 2015 with more than 8,700 rooms. HSP estimates that there were approximately 8,500 unaccommodated room nights in 2016. The new hotels in the competitive set are capturing some of the unaccommodated demand and decreasing the room nights.

HOTEL & RESTAURANT SUPPLY ANALYSIS

Estimated Unaccommodated Room Nights 10,000 7,500 5,000 2,500 2011 Source: Hunden Strategic Partners

2012

2013

2014

2015

2016

RESTAURANTS The hospitality package is critical to the attractiveness of a tournament-focused youth sports complex and can impact the likelihood of securing events.

Tournament groups and organizers have specific hospitality needs and demands that must be met in order to attract a tournament to the area. In addition to the number of hotels and a specific ADR range, the number and distance of food and beverage options within the area is a critical aspect to the success of facility.

HSP researched the number and location of restaurants in Newnan. There are approximately 160 restaurants in Newnan. The majority of the restaurants are in four nodes, downtown, west of I-85 along Newnan Crossing Bypass, east of I-85 along US-34 and the intersection of US-34 and GA-154.

HOTEL & RESTAURANT SUPPLY ANALYSIS

NEWNAN RESTAURANT NODE MAP

West of I-85 along Newnan Crossing Bypass. The restaurants in this node are a mix of causal local and chain options with a few quick service choices mixed in among retail stores. This area is close to several hotels and provides a good variety of restaurants with easy access to I-85.

East of I-85, along US-34. This area offers shopping options and many national chain casual and fast casual choices with a few quick service restaurants. This node will accommodate those groups that have time for sit down casual options and still accommodate those that are price conscience.

This node also has easy access to I-85.

Downtown. Restaurants in Downtown Newnan are primarily along Jackson and Jefferson streets. There are many local casual options with some chains and a mix of local retail options. This node is further away from most of the hotels and several miles west of I-85. This node is not as convenient for sports groups coming to Newnan as the nodes along I-85.

Intersection of US-34 and GA-154. The restaurants in this area are predominately quick serve national chains and some local casual options. This node would be accommodating to groups that are looking for fast and reliable options as well as those that are more price conscience. However, this area is several miles east of I-85.

HOTEL & RESTAURANT SUPPLY ANALYSIS

IMPLICATIONS Overall, the Newnan hotel market is comprised of newer properties that are concentrated along I-85 in the northeast section of Newnan. The hotels have easy access to I-85 which is appealing to visitors to the area. The rates at the hotels are attractive to sports groups which prefer to pay less than $150 a night, and the majority of the weekend rates for hotels in Newnan throughout the year are less than $100. The properties in this area are busiest during the week with business travelers and occupancy lowers on the weekends providing available rooms to sports groups visiting a new facility in Newnan. Around the hotels there is a nice mix of restaurants and shopping that will provide dining and entertainment options to the out of town visitors of the proposed sports facility. A facility developed not along I-85 will need to have easy access to the hospitality amenities along I-85. Event organizers and participants prefer to not have a lot of travel time from hotels to the sports venue.

HOTEL & RESTAURANT SUPPLY ANALYSIS

Chapter 7

RECOMMENDATIONS, DRAWINGS & BUDGETS

SWOT ANALYSIS & RECOMMENDATIONS DISCUSSION OF STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS HSP used a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis to evaluate the proposed project as it relates to overall market feasibility as well as the ability to create impact for the City. The analysis draws from the facts surrounding the concept, Newnan and the surrounding community, the facilities and activities that may be considered as competitors in the region and facilities throughout Georgia and the United States that would be considered comparable examples to the proposed concept.

The application of that analysis is as follows:

Strengths

(Existing attributes that are helpful to a project)

ยง Local Population Base. While the population of Newnan is more than 37,000, Newnan is located within a drivable distance for millions of people. In addition, Newnan has been experiencing tremendous growth over the past 16 years. Given that the current population has demonstrated a high demand for recreation services, continued population growth is expected to increase this demand and in turn increase the viability of new sports and recreation facilities. ยง Climate for Optimal Playing Conditions. Newnan is in the southeastern periphery of the humid subtropical climate zone. Throughout the year, the temperature typically varies from 31 degrees to 90 degrees and is rarely below 24 degrees or 94 degrees. Newnan averages 51 inches of rain per year, which is 12 inches more than US average; however, the majority of heavy rain occurs from the end of October to early February. This makes for ideal playing conditions and allows for events to occur earlier in the spring, the summer and into the fall. However, the weather can be unpredictable and pose some challenges. ยง Tourism Reputation. Newnan, which is the county seat of Coweta County, is known for its African American heritage and is just south of a popular tourism destination, Atlanta. As the population and development continues south of Atlanta, Newnan has the opportunity to become a tourism destination south of Atlanta, especially sports tourism.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Access. Newnan and Coweta County include a major interstate, I-85, and is within easy access from all directions. Hartsfield–Jackson Atlanta International Airport is nearly 30 miles from the City of Newnan Administrative offices in downtown Newnan. § Access to Recreation and Entertainment. In addition to the recreation and entertainment options in Newnan and Coweta County, Newnan is within a short drive to the iconic and historic capital of Georgia and the arts and culture, and entertainment attractions in downtown Atlanta. § Access to Retail, Restaurants and Hotels. The majority of the quality hotel, restaurant and retail options in Coweta County are primarily located in Newnan, and the growth of the City as a popular family-destination has led and will continue to lead to more hotel, retail and restaurant developments within the City and County. Until a new sports and entertainment development occurs, Newnan offers a mix of quality and options to suit visitor preferences. § Ability to Induce Out-of-State Demand. Due to Newnan’s location along I-85 and its proximity to Atlanta, any development scenario as proposed can potentially induce out-of-state demand from surrounding states. § Profitable and Successful Regional Partners/Tenants. Organizations such as SSA, USSSA, AAU, SRVA, A5 South, Copperhead Lacrosse, NSA and ASA have a history of many years of success in their respective sports. These organizations are some of the largest youth athletic organizations in the United States and run or sponsor many local, regional and statewide tournaments. These local and national organizations are regularly searching for high-quality venues as well as venues with large enough capacities to host their events at a single location.

Weaknesses

(Existing attributes that may hurt the success of a project)

§ Difficult Business Models. The business models for both indoor and outdoor athletic facilities are difficult to make work without ongoing operating losses.

Athletic facilities have the best opportunity to generate operating income when a robust tournament schedule on the weekends and consistent league and local use during the week is found. Sustaining positive operating cash flows at an indoor facility can be challenging, so this burden must be mitigated by other revenue sources. In comparable cases, the public sector contributed to the development through incentives, infrastructure costs and other funding mechanisms in order to fund the new athletic complex during the development phase and with ongoing operating support.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Physical Condition. The conditions of many of the existing facilities have deteriorated due to high demand, overuse and weather related issues. Most communities face facility condition issues due to neglecting preventative maintenance and capital reserve pooling.

Opportunities

(External conditions that will help the feasibility of a project)

§ Development of Tournaments and Leagues. Developing partnerships with local teams or leagues, state organizations and national organizations such as SRVA, A5 South, AAU, SSA, Georgia Soccer, Copperhead Lacrosse, USSSA, NSA and ASA will increase the ability to develop, manage and conduct several regional tournaments per year that will bring participants and spectators from around the region and the United States. § Quality Existing Demand. A new sports complex in Newnan has the opportunity to be one of the highest-quality facilities in the country, with championshipcaliber fields, diamonds and courts, as well as concession stands, bathrooms and other facilities. § Economic Development of Surrounding Areas. Because of the potential for regional and national tournaments, as well as the visitors and participants from leagues and other events, a new sports complex has the opportunity to become a catalytic development for the area surrounding the complex and the City. § Trends for Travel Teams and Elite Tournaments. One major trend in youth sports is the growth of travel teams and the tournaments and other competitions that teams require. Other travel team sports also create opportunities for tournaments, including rugby, lacrosse and softball. As these trends continue, opportunities for more tournaments will occur at an athletic facility in Newnan.

Threats

(External conditions that are a threat to the feasibility of a project)

§ Market Saturation. Many tournaments around the state already exist and the clubs and teams that sponsor and manage those tournaments make profits from the tournaments for their organizations. Governing bodies like Georgia Soccer may not want to sanction tournaments at a new Newnan sports complex on weekends that another sanctioned tournament is occurring in the area. Tournaments in the surrounding area will want to continue with their tournaments even though a new sports complex may wish to hold a tournament on the same weekend.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Scheduling Conflicts. The intentions of the facility are to provide an environment for the community to participate in an active lifestyle. The facility will also want to host larger scale state and regional tournaments that will create economic opportunities and growth. The schedule of the facilities could become difficult due to these two conflicting goals. In the case of a tenant team or club, these groups will ultimately impact and limit the flexibility of the proposed facility’s schedules. This may limit access to a segment of the local population, especially competing organizations. § Competitive Developments. The sports complex concept has become very popular in economic development circles and many communities are considering developing similar projects in order to generated economic impact. While land in communities can be limited relative to the acreage needed for a multi-sport complex, a number of communities are considering sports developments, and building them. § Cost. The cost of the project could be higher than existing resources to fund it, and that could threaten the possibility of development. As such, various development options and scenarios are suggested. § Lack of Scheduling Flexibility. In the case of a resident team or club, these groups will ultimately impact and limit the flexibility of the sports complex’s facilities schedules. This may limit access to a segment of the local population, especially competing organizations.

RECOMMENDATIONS A new sports complex is intended to optimize Newnan’s ability to attract tournaments and support local organizations simultaneously, all while being accommodated on one site. HSP considered various elements when developing potential new athletic facilities. The factors considered included: § The demand and needs for indoor and outdoor facilities. § The supply of athletic facilities for underserved sports. § The number of athletic facilities needed to recapture, attract and support more events. § Programming the site in order to maintain a synergistic relationship with surrounding businesses, hotels and services. § Increasing the amount of quality athletic facilities to attract and support more destination events.

RECOMMENDATIONS, DRAWINGS & BUDGETS

The goal is to integrate critical elements that will optimize a local athletic facility that also increases economic activity from beyond the local area. HSP collaborated with the Client, Sink Combs Dethlefs and community stakeholders to develop a concept plan for the recommended facilities. These recommendations are targeted to meet Newnan’s mission to provide a state-of-the-art venue that can provide adequate athletic opportunities and economic impact for the local community and be a platform for regional and national events, while operating facilities with minimal public subsidy.

The Team focused on recommendations based on the market indications of what was most needed. After review and discussion, the HSP Team framed recommendations for an indoor facility and a phased build out scenario. Recommendations are also provided for a phase II development of an outdoor facility that includes a full-build out scenario.

The details of each recommendation are presented below based on maximum build out of each facility type.

Basketball Facilities § 12 basketball courts including one court that can accommodate a 94’-long NCAA-sized court in order to hold NCAA sanctioned games. The 94’ x 50’ courts will be large enough for all high school and younger play. This will maximize the potential usage within the building for local and tournament play and generate more revenue to offset operating expenses.

Volleyball Facilities § 24 volleyball courts with appropriate perimeter space to provide safe playing conditions. Two volleyball courts can be programmed per each basketball court, which will maximize usage and spread costs over a larger revenue base.

RECOMMENDATIONS, DRAWINGS & BUDGETS

Indoor Multipurpose Facilities § One multipurpose indoor field at 110x75 yards. At this size, this will allow for the field to be divided into three smaller fields. This also offers a field for both league and tournament play as well as recreational use. This also offers the ability for two to three programs to train or practice at the same time. § Turf Type. This allows for both league and tournament use at all age and competition levels. Artificial turf provides maximum programming flexibility,.

Multipurpose Fields

(Soccer, Football, Lacrosse, etc.)

§ 15 fields including one championship field with seating to create a stadium atmosphere. This offers sufficient fields for competition and practice during events.

Tournament organizers typically schedule age/gender competitions using a pod format. Generally, the pod format is four-field units. § Fields should be lighted, which provides scheduling flexibility and extends the timeframe for daily use. Many organizations such as USYSA seek facilities with lights. It is suggested that installation should be in four-field units if programming limits the number of lighted fields. § The field mix is suggested to be four artificial turf fields and 11 natural turf fields.

Baseball / Softball Facilities § 12 baseball/softball diamonds, plus a championship field. A standard rule of thumb for softball tournaments is one field for every ten youth teams and one field for every fifteen adult teams. Regional tournaments can range from 10 teams up to 60 teams. National tournaments have consisted up to 172 teams. § Turf Type. It is recommended the baseball/softball fields be constructed with artificial infields and natural grass outfields. This allows for both softball and baseball use at all age and competition levels. Artificial turf provides maximum programming flexibility and offsets the impact of inclement weather.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Field size. It is recommended to have fields with a minimum 300-foot fence. This meets the minimum needs for adult competitions while still acceptable for youth (which operate with a 200-foot fence distance). Portable fences can be installed for youth competitions if a shorter fence distance is desired. Additionally, the infield should also be designed so that the base paths can be adjusted to shorter distances for youth competition. § All fields should be lighted, which provides scheduling flexibility and extends the timeframe for daily use. This is an important feature for both youth and adult league and recreational play, which are largely scheduled during evening hours to accommodate community residents.

Other Recommendations § Offer sufficient space for vendors/concessionaires to operate during events. § A common challenge expressed among tournament organizers is that facilities do not have enough parking. Parking should be provided for the facility whether it is accommodating sports tournaments and league play, as well as other public usage. § Concessions. An efficient concessions operation should be considered for both indoor and outdoor facilities. Given that events can often be full day or several days, the concession options should go beyond the basics and provide more robust options, especially if nearby walkable restaurants are limited. Concessions can be a significant revenue source for venues if events and food and beverage policies are properly implemented. Venues and events are restricting outside food and beverages in an effort to maximize onsite spending during events. § Beyond the concessions that should be a part of the announcer/scorekeeper’s booth for the ballfield facilities, an additional set of concessions should be developed for the multipurpose fields. Because of the size of soccer fields, additional concession/amenity building should be considered for these fields. An indoor facility is recommended to have a concession or food and beverage outlet that can accommodate large groups as well as simultaneous events. § Changing/Locker Rooms. Changing/locker rooms should be provided, two for each sport, and these could be designed into the concession and restroom buildings for the outdoor facilities. Changing/locker rooms should also be provided for the court, indoor turf and ice facilities. § Restrooms. These should be provided, at least one for each sport and designed in concert with locker rooms and concessions.

RECOMMENDATIONS, DRAWINGS & BUDGETS

ยง Seating. Seating expectations for youth sports as well as non-sporting events are based on feedback from user groups and event organizers. There are no seating expectations for tournaments for youth sports such as volleyball and basketball. The two typical seating arrangements are folding chairs around the court (approx. 90 seats) or the use of three to five row portable bleachers. Sporting events such as wrestling, cheer, dance and gymnastics prefer and, in some cases, require spectator seating that can accommodate as many as 2,500 people. Seating requirements for outdoor multipurpose fields are limited. Seating and/or grass berm seating is recommended for a championship field. Ball fields are expected to have modest seating on each baseline for spectators. ยง Areas for event organizers and staff. Event organizers need locations for event headquarters to conduct their business and meetings. Also, tournament officials and referees regularly do not have a base location to change or operate from. Two small meeting or multipurpose rooms, with bathrooms, should be provided for each sport. Facilities tend to program multipurpose rooms in the most centralized concession/restroom building to create a central headquarters for the facility and events. ยง Result/Scoreboards. Provide space for scorekeepers and a visible scoreboard for fields, one per field, court or rink. ยง Internet. Event organizers lose capacity and effectiveness when they do not have access to sufficient Internet. The facility should host a specific Internet connection (preferably wireless) at the Sports Complex. ยง It is recommended that governing bodies be consulted for their facility assistance resources in the design and layout process. Governing bodies such as USYSA offer free services to optimize the highest and best use for each particular sports facility design and layout, in accordance with their facility specifications. Additionally, many offer opportunities for grants that can be used to help offset design and potentially construction costs.

The following slides outline the recommendations.

RECOMMENDATIONS, DRAWINGS & BUDGETS

INDOOR SPORTS FACILITY RECOMMENDATIONS HSP recommends that the Newnan community develop the following program, which summarizes a full build out scenario and a two-phased scenario of the recommended facilities.

Newnan Athletic Complex - Indoor Recommendations Facility Hardwood Courts Basketball Courts Volleyball Courts Indoor Turf Fields* Circulation, Amenities, Concessions Locker Rooms Parking Spaces

Full Build Out

Phased Build Out Phase I Phase II

12 24 1

8 16 --

4 8 1

700

350

350

*Ability to divide into three smaller fields Source: Hunden Strategic Partners

HSP recommends that Newnan should develop an indoor athletic complex as a phased development. To be a tournament quality facility for indoor sports and to compete with the regional competitive indoor facilities, eight courts is the minimum number of courts needed to attract and secure tournaments. Phase I development is recommended to include eight hardwood courts, which could accommodate 16 volleyball courts, in the short-term timeframe.

After a few years operating a successful indoor facility and developing Newnan as a youth sports destination, HSP recommends Newnan to develop Phase II of the indoor athletic complex in the mid-term timeframe. Phase II features the addition of four hardwood courts and a turf field (which is divisible into three separate fields).

The following slide shows the estimated project costs for the two scenarios.

RECOMMENDATIONS, DRAWINGS & BUDGETS

Newnan Athletic Complex - Indoor Cost Estimates Item General Requirements Construction Costs Project Costs Total

Full Build Out $1,177,000 $35,617,000 $10,329,000 $47,123,000

Phased Build Out Phase I $642,000 $14,873,000 $4,313,000 $19,828,000

Phase II $535,000 $20,744,000 $6,016,000 $27,295,000

Escalated to reflect 2018 dollars Source: Sink Combs Dethlefs, Hunden Strategic Partners

General requirement costs include seating, sound system, soccer goals, divider nets, scoreboards and food service equipment. The construction costs include anticipated costs for the hardwood gym flooring, turf fields, concessions, restrooms, locker rooms, storage other facility costs. Project costs include contingency fees, FF&E equipment allowance and other professional fees. Overall, the total project costs for a 12 hardwood court indoor and one multipurpose facility are expected to reach more than $47 million. The cost estimates exclude land acquisition and do not consider a specific site or location. The site of the facility and quality of finishes will impact the overall costs of the project.

The following slide shows a sample layout for the full build out of the 12 hardwood basketball and volleyball courts and a full-sized multipurpose turf field.

RECOMMENDATIONS, DRAWINGS & BUDGETS

RECOMMENDATIONS, DRAWINGS & BUDGETS

OUTDOOR SPORTS FACILITY RECOMMENDATIONS HSP recommends that the Newnan community develop the following program, which summarizes a full build out scenario and a two-phased scenario of the recommended facilities.

Newnan Athletic Complex - Outdoor Recommendations Full Build Out Facility Multipurpose Fields Synthetic Turf Natural Grass Baseball/Softball Diamonds Concession/Restrooms Circulation, Amenities Parking Spaces

Phased Build Out

15 4 11 13

Phase I ---13

Phase II 15 4 11 --

2,025

900

1,125

Source: Hunden Strategic Partners

HSP recommends that Newnan should develop an outdoor athletic complex as a phased development in the mid-term timeframe. The demand for a tournament quality outdoor complex south of Atlanta exists, specifically the Newnan area. Based on conversations with stakeholders, local, state and national sport user groups, the demand for baseball/softball diamonds is slightly greater than for multipurpose fields in the Newnan area. Therefore, HSP recommends Newnan develop 13 baseball/softball diamonds (includes a championship diamond) as a Phase I development of the outdoor complex. Phase II development includes 15 multipurpose fields (including a championship field), to accommodate local user group demand as well as tournament demand.

The following slide shows the estimated project costs for the two scenarios.

RECOMMENDATIONS, DRAWINGS & BUDGETS

Newnan Athletic Complex - Outdoor Cost Estimates Full Build Out Item General Requirements Construction Costs Project Costs Total

$6,888,000 $29,016,000 $12,187,000 $48,091,000

Phased Development Phase I $3,198,000 $16,071,000 $6,750,000 $26,019,000

Phase II $3,690,000 $12,945,000 $5,437,000 $22,072,000

Escalated to reflect 2018 dollars Source: Sink Combs Dethlefs, Hunden Strategic Partners

General requirement costs include seating, sound system, soccer goals, divider nets, scoreboards and food service equipment. The construction costs include anticipated costs for the hardwood gym flooring, turf fields, concessions, restrooms, locker rooms, storage other facility costs. Project costs include contingency fees, FF&E equipment allowance and other professional fees. Overall, the total project costs for a 15 multipurpose fields and 13 diamonds complex are expected to reach more than $48 million. The cost estimates exclude land acquisition and do not consider a specific site or location. The site of the facility and quality of finishes will impact the overall costs of the project.

The following slide shows a sample layout for the full build out of the 15 multipurpose fields and 13 diamonds as well as the footprint of the indoor facility.

RECOMMENDATIONS, DRAWINGS & BUDGETS

RECOMMENDATIONS, DRAWINGS & BUDGETS

HSP suggests that the priority of facility development be the following, if Newnan determines that an athletic facility is a priority for the community.

Newnan Development Priority Recommendations Priority 1 2 3 4

Time-Frame Short-Term (1 to 3 years) Short-Term (3 to 5 years) Mid-Term (5 to 7 years) Mid-Term (7 to 10 years)

Recommendation Indoor Facility Phase I Outdoor Complex Phase I Indoor Facility Phase II Outdoor Complex Phase II

Source: Hunden Strategic Partners

PHASED CONSTRUCTION IMPLICATIONS The construction of sports complexes across the country is on the rise. However, municipalities are developing sports complexes differently; either all at once or through phasing different portions over time. There are numerous factors such as overall project cost, financing, land control, single sport vs. multi-sport facility, demand growth and others that impact the decision-making process on whether to phase the construction of a sports facility.

In phased construction, projects are purposefully planned for and delay building select components of the project. In the long run, the overall cost to build a phased project is higher, but the startup costs are substantially lower. This allows a smaller initial project to be constructed, and a strategic master plan provides the structure for future additions as finances allow. A smaller initial project footprint also leaves room to adjust the project along the way.

The following discussion provides an overview of the advantages and disadvantages to phasing the proposed project.

Advantages § A lower initial investment. Spreading the cost of construction over a longer period of time can allow larger undertakings to be done in affordable pieces.

Sometimes it’s the only way a project is attainable.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Shorter construction time. A smaller scope of work results in an abbreviated construction schedule. § Experience. Using the sports complex partially completed can start generating revenue and allow access to the community during a long-term construction timeframe. It also helps to inform future decisions, and it gives a real-world sense of the scale of the sports complex. § Allows for design changes. Operating an existing portion of the sports complex may reinforce or alter previous design selections. Decision makers may decide the facility does not actually need the work planned for future phases or that certain facilities planned for in future phases might actually work better somewhere else or are not needed.

Disadvantages § Complexity. For all parties involved, a phased project is inherently more complex. There are more drawings and site logistics; there is more coordination. § Longer time to fully realize the project. Phasing purposefully delays construction. An incomplete facility is acceptable to some groups, but for others, they may find other facilities to use. There is potential for loss of planned tenants and user groups. Additionally, the facility’s demand and operating performance will take longer to reach stabilization as new facilities open over a longer period. § Higher overall costs. Few things get less expensive with time. Delaying the purchase of materials, labor, design and engineering means the project will likely cost more. Financing and permitting costs must be factored in too. § Playing in a construction zone. Many phased projects leverage the fact that they can use part of the venue during construction. But working around finished spaces makes for inefficient workflows for all of the building trades. Dust, debris, construction traffic, work schedules and noise are just a few of the hazards that make for stressful times and must be managed. Contractors and user groups alike find these situations disagreeable for different reasons, and most residents are likely to underestimate the general messiness of construction.

RECOMMENDATIONS, DRAWINGS & BUDGETS

§ Allows for design changes. This is both a positive and a negative. Because the work is completed over time, it can be tempting, and potentially advantageous, to change the design at every turn. § Initial funding could be reallocated for other uses. Other projects or budgetary needs could be considered higher priorities and receive funds that were intended for the sports complex. § Alterations to complex interwoven, phased projects can be costly for obvious reasons. Minor changes are completely sensible, but rethinking major aspects of the project when it’s under way is disruptive to all parties involved, and there is typically premium for the privilege. Completing the design all at once preserves design momentum and ensures that the project will be executed with a consistent vision. It also prevents leaving out or forgetting critical pieces of infrastructure along the way.

If a phased approach is chosen, a phasing plan should be developed that describes in both general and detailed terms what will be constructed and in what sequence. Documenting the vision at the outset also allows all parties to plan for an efficient construction process. The phasing plan must be developed to carefully consider the interdependence between systems and aesthetics.

The recommended sports complexes would be one of the largest outdoor and/or indoor recreational and tournament sports facilities in the state and region once all phases are completed for either an indoor or outdoor project. The indoor facility phase I will provide a sizeable indoor sports facility in Newnan, and the facilities are expected to accommodate leagues, practices and games for local participants during non-peak times and moderately sized to large tournaments during the weekends. Phase II of the indoor facility will increase the hardwood court supply as well as add a multipurpose field for tournaments and rentals. The vast majority of tournaments will attract local, statewide and out-of-state teams. The outdoor complex phase I and phase II will have enough fields and diamonds accommodate small to moderately sized tournaments, while also accommodate the growth of the local leagues, practices and games. Overall, a new indoor facility and outdoor complex will provide enough courts, fields and diamonds to accommodate local demand, rental demand and small to mid-sized tournaments.

RECOMMENDATIONS, DRAWINGS & BUDGETS

Chapter 8

DEMAND & FINANCIAL PROJECTIONS

DEMAND AND FINANCIAL PROJECTIONS In this chapter, HSP provides estimates of the two recommendations outlined in Chapter 7: indoor facility phase I and outdoor phase II. The projection model assumes the indoor sports complex will primarily cater to basketball, volleyball and indoor turf, and that the outdoor sports complex facility will primarily cater to field sports such as soccer and lacrosse, and diamond sports. The facilities have been assumed to not only accommodate, but also attract area clubs, organizations and regional tournaments for each sport.

The assumed programming for the athletic facilities includes uses such as leagues, practices, camps and various sized tournaments. The analysis assumed tournaments would receive priority for weekend programming, while local programs and uses would utilize the facilities during weekdays and non-tournament weekends. Conversations with local leagues and organizations, as well as national sports governing bodies have all suggested that additional facilities that can accommodate tournaments are needed in Newnan. The southeast region of the nation and south of Atlanta in particular are considered to be areas with growth opportunities in sports participation.

The following table shows a summary of the stabilized event and financial performance for each of the four scenarios. The stabilized year represents when the number of events, revenues and expenses reach consistent annual levels. The stabilized year for the scenarios is Year 5.

As shown in the figure to the right, the operating revenues include line items such as rental fees, net concessions, net merchandise, parking and advertising and sponsorships. The projection models for each scenario that inform the stabilized findings are presented in more detail in the following section.

Newnan Sports Complex - Stablized Event/Tournament Summary Net New

Indoor Facility

Outdoor Complex

Events (tournaments) Event Days (tournaments) Attendance (tournaments)

54 79 113,800

48 101 99,888

Revenue (000s) Expeneses (000s) Net Operating Income (000s)

$1,010 $1,380 ($380)

$922 $1,155 ($261)

Source: Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

INDOOR SPORTS COMPLEX – PHASE I The following table shows the number of annual events assumed for each category.

Indoor Sports Complex - Projected Schedule of Events by Category and Year Category Volleyball Tournaments Basketball Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events Total Court Rental Hours

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9 Year 10

5 4 2 1 8 1

5 5 4 1 12 1

7 6 6 2 16 2

8 7 8 2 20 2

8 8 8 3 24 3

8 8 8 3 24 3

8 8 8 3 24 3

8 8 8 3 24 3

8 8 8 3 24 3

8 8 8 3 24 3

21

28

39

47

54

54

54

54

54

54

5,120

5,274

5,432

5,595

5,763

5,935

6,114

6,297

6,486

6,680

Source: Hunden Strategic Partners

As shown, there are projected to be 54 events in the stabilized years. It is also assumed there will be approximately 5,120 court rental hours during the first year and increasing to more than 6,600 hours by year ten. The court rental hours assumed 8 courts rented four days per week for five hours, totaling approximately 20 hours per court, per week.

DEMAND & FINANCIAL PROJECTIONS

Based on the number of average days per event type, the following number of event-days was projected.

Newnan can expect nearly 80 event-days per year by stabilization. The facility is expected to host additional use in the form of hourly use, open gym, recreation and educational programs. It is likely to expect that multiple groups will be using the facilities simultaneously, especially on weekends and evenings. However, this does not include rental hours.

Indoor Sports Complex - Projected Schedule of Event Days by Category and Year Category Volleyball Tournaments Basketball Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events

Days Per Event

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

2 2 1.5 2.5 1 1

10 8 3 3 8 1

10 10 6 3 12 1

14 12 9 5 16 2

16 14 12 5 20 2

16 16 12 8 24 3

16 16 12 8 24 3

16 16 12 8 24 3

16 16 12 8 24 3

16 16 12 8 24 3

16 16 12 8 24 3

33

42

58

69

79

79

79

79

79

79

Total

Year 9 Year 10

Source: Hunden Strategic Partners

0.09

0.11

0.16

0.19

0.22

0.22

0.22

0.22

0.22

0.22

Indoor Sports Complex - Projected Attendance by Category and Year

Total attendance is projected to increase from nearly 60,000 to nearly 114,000 by stabilization, depending on the number of tournaments held. A large portion of the attendance is expected to be generated from teams coming for tournaments. For local use, each player playing each league game or attending during hourly use is not included in the total attendance projections.

Category Volleyball Tournaments Basketball Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events Total Source: Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Avg. Event Attendance

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9 Year 10

4,224 1,472 720 1,500 50 500

42,200 11,800 2,200 3,800 400 500

42,200 14,700 4,300 3,800 600 500

59,100 17,700 6,500 7,500 800 1,000

67,600 20,600 8,600 7,500 1,000 1,000

67,600 23,600 8,600 11,300 1,200 1,500

67,600 23,600 8,600 11,300 1,200 1,500

67,600 23,600 8,600 11,300 1,200 1,500

67,600 23,600 8,600 11,300 1,200 1,500

67,600 23,600 8,600 11,300 1,200 1,500

60,900

66,100

92,600 106,300 113,800 113,800 113,800 113,800 113,800 113,800

67,600 23,600 8,600 11,300 1,200 1,500

FINANCIAL PROJECTION The table show on the right is a consolidated estimate of revenue and expense for the indoor facility.

Indoor Sports Complex - Financial Projection (thousands of inflated dollars) Fiscal Year Item

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9 Year 10

$441 $27 $8 $80 $72 $21 $649

$478 $30 $8 $87 $76 $30 $709

$545 $43 $12 $121 $84 $42 $846

$596 $51 $14 $139 $93 $53 $945

$635 $56 $15 $148 $95 $61 $1,010

$654 $57 $15 $148 $98 $63 $1,036

$674 $59 $16 $148 $101 $65 $1,063

$694 $61 $16 $148 $104 $67 $1,090

$715 $63 $17 $148 $107 $69 $1,118

$736 $64 $17 $148 $111 $71 $1,148

$497 $164 $124 $82 $225 $35 $40 $5 $45 $10

$512 $169 $127 $84 $232 $36 $41 $5 $46 $10

$527 $174 $131 $86 $239 $37 $42 $5 $48 $11

$543 $179 $135 $89 $246 $38 $44 $5 $49 $11

$559 $185 $139 $92 $253 $39 $45 $6 $51 $11

$576 $190 $143 $94 $261 $41 $46 $6 $52 $12

$593 $196 $148 $97 $269 $42 $48 $6 $54 $12

$611 $202 $152 $100 $277 $43 $49 $6 $55 $12

$630 $208 $157 $103 $285 $44 $51 $6 $57 $13

$648 $214 $161 $106 $294 $46 $52 $7 $59 $13

$1,226

$1,263

$1,301

$1,340

$1,380

$1,422

$1,464

$1,508

$1,553

$1,600

$6 ($584)

$7 ($561)

$8 ($463)

$9 ($404)

$10 ($380)

$10 ($396)

$11 ($412)

$11 ($429)

$11 ($446)

$11 ($464)

Operating Revenue

The model assumes events will pay daily, hourly or facility rental fees to use the facility, based on fees charged at comparable facilities.

As shown, rental fees are projected to be the largest revenue source, stabilizing at more than $635,000. Other revenue, which consists of mostly parking, net concessions, net merchandise, and advertising/sponsorships make up other significant revenue sources.

Rent Concessions Merchandise Parking Advertising and Sponsorship Other Revenue Total Revenue Operating Expense Fixed Salary - Permanent Staff Benefits - Permanent Staff Wages - Part-Time Staff General and Administrative Utilities Repairs and Maintenance Insurance Communications Advertising Misc.

Total Expenses Deposit to Maintenance Reserve Net Operating Income (Deficit) Source: Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

For concessions and merchandise, the facility shares a percentage of gross sales. Many facilities do not allow outside food in order to drive onsite food and beverage sales and minimize post-event cleaning and maintenance. The leagues and tournament organizers would take the risk for and receive the majority of revenue for merchandise. Advertising and sponsorship opportunities should be available, given the size and programming of the indoor sports complex. The assumptions for these figures were based on similar facilities. Given the potential revenue amounts associated with advertising, sponsorship and potential naming rights, these are key factors to a successful fiscally sound operation.

On the expense side, staffing, utilities and maintenance are the three largest items. Other costs include general and administrative, security and insurance. In total, the facility is expected to experience a net deficit of $584,000 in the first year, and then will operate at a deficit between $380,000 and $561,000 on an annual basis, assuming the facility institutes a parking fee. The assumptions for the expense line items are explained as follows: § Fixed expense metrics were taken from comparable facilities, taking into consideration rates specific to Newnan. § The salaries for permanent and part-time/seasonal staff were assumed based on positions in similar facilities as well as compensation amounts published by the local governments. Benefits are assumed to be 33 percent of the permanent staff’s salaries. § The expenses associated with general and administrative needs were assumed to be comparable to similar facilities analyzed. Expenses considered in the assumption were rentals, travel, supplies, building services, legal and other operating expenses. § The facility’s utility expenses would follow the commodity charges for commercial, industrial and public authority and mixed use purposes. § Maintenance needs are assumed to meet the standards of comparable facilities. It is expected that field upkeep and maintenance will be a large expense for the facility

DEMAND & FINANCIAL PROJECTIONS

Indoor Sports Complex Salary Assumptions

The table on the right shows the full-time employees projected for the facility.

The Facility Director will be the highest compensated staff member, followed by the Director of Operations. Full-time staff is projected to cost nearly $500,000 plus benefit costs of approximately 33 percent of salaries. Eight part-time staff are expected to consist of maintenance, program/service staff and a marketing coordinator, in addition to the full-time positions.

Position Facility Director Director of Operations Operations Supervisor Sales & Marketing Manager Sr. Maintenance Specialist Recreation Manager Maintenance Specialists

Full-Time Total Compensation 1.0 1.0 1.0 1.0 1.0 1.0 1.0 7.0

$125,000 $100,000 $78,000 $62,000 $52,000 $45,000 $35,000 $497,000

Source: Hunden Strategic Partners

The following table shows the rental and per cap spending assumptions.

Newnan Indoor Sports Complex Revenue Assumptions

Volleyball Tournaments Basketball Tournaments Indoor Soccer Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events

Gross Per Capita Income Facility Rental Rate Concessions Merchandise $4,500 $1.15 $1.00 $4,500 $1.15 $0.75 $2,500 $1.15 $0.75 $4,500 $1.10 $0.50 $2,000 $1.00 $0.00 $400 $0.00 $0.00 $3,500 $1.00 $0.00

Source: Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Daily and event rates will likely be determined on a case-by-case basis based on the number courts and amenities requested as well as if the event will be a full facility rental. The projected fee schedule is based on current comparable facilities’ rental fees. Additionally, it would be expected that organizations or entities that partner with the facility are likely to receive discounted rental rates or pay a monthly fixed fee for their use. The average hourly rental rate considered this and the likelihood of multi-court rentals in the pro forma.

Projected Number of Events - Outdoor Sports Complex Phase I

OUTDOOR SPORTS COMPLEX – PHASE I The table to the right shows the number of annual events assumed for each user group.

As shown, there are projected to be nearly 210 events in the stabilized year, including approximately 48 tournaments. Each season, practice and league event is considered one event occasion. A 12-week season would account for 12 events.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

1 5 4 24 6 28 2 70

1 7 4 24 8 28 2 74

1 9 5 24 10 28 3 80

2 10 5 24 10 28 3 82

2 12 6 24 10 28 4 86

2 12 6 24 10 28 4 86

2 12 6 24 10 28 4 86

2 12 6 24 10 28 4 86

2 12 6 24 10 28 4 86

2 12 6 24 10 28 4 86

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Total

1 5 3 24 6 28 20 2 89

1 6 5 24 8 28 20 2 94

2 9 5 24 10 28 20 2 100

2 10 6 24 10 28 20 3 103

2 12 7 24 10 28 20 3 106

2 12 7 24 10 28 20 3 106

2 12 7 24 10 28 20 3 106

2 12 7 24 10 28 20 3 106

2 12 7 24 10 28 20 3 106

2 12 7 24 10 28 20 3 106

4 1 2 7

4 1 2 7

6 2 3 11

6 2 3 11

8 3 4 15

8 3 4 15

8 3 4 15

8 3 4 15

8 3 4 15

8 3 4 15

Total Events

166

175

191

196

207

207

207

207

207

207

*Tournament Events

23

28

36

41

48

48

48

48

48

48

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

Source: Various Sports Organizations, Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Based on the number of average days per event type, the following number of event-days was projected.

As shown on the right, Newnan can expect nearly 415 event-days per year by stabilization. Tournaments will account for approximately 101 event days by stabilization. This is an average of nearly 1.15 events per day, although it is most likely that multiple groups will be using the new sports complex simultaneously, especially on weekends. It was assumed there will be days and weekends where both the multipurpose fields and diamonds are used at the same time.

Projected Event Days - Outdoor Sports Complex Phase I Days per Event Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

2 2 2 2 4 2 1

2 10 8 48 24 56 2 150

2 14 8 48 32 56 2 162

2 18 10 48 40 56 3 177

4 20 10 48 40 56 3 181

4 24 12 48 40 56 4 188

4 24 12 48 40 56 4 188

4 24 12 48 40 56 4 188

4 24 12 48 40 56 4 188

4 24 12 48 40 56 4 188

4 24 12 48 40 56 4 188

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) Total

2 2 2 2 4 2 1

2 10 6 48 24 56 20 166

2 12 10 48 32 56 20 180

4 18 10 48 40 56 20 196

4 20 12 48 40 56 20 200

4 24 14 48 40 56 20 206

4 24 14 48 40 56 20 206

4 24 14 48 40 56 20 206

4 24 14 48 40 56 20 206

4 24 14 48 40 56 20 206

4 24 14 48 40 56 20 206

6 1 2 9

6 1 2 9

9 2 3 14

9 2 3 14

12 3 4 19

12 3 4 19

12 3 4 19

12 3 4 19

12 3 4 19

12 3 4 19

325

351

387

395

413

413

413

413

413

413

48

58

76

85

101

101

101

101

101

101

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

1.5 1.5 1

Total Event Days *Tournament Event Days Source: Various Sports Organizations, Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Projected Teams & Participation - Outdoor Sports Complex Phase I

Based on the assumptions, it is projected that the facility will have nearly 97,000 participants per year by the stabilized year.. For local teams, each player playing each league game counts as one participant (so one player playing spring soccer would be counted twelve times if there are twelve weeks in the season). Nearly 40,000 participants are projected for tournaments by stabilization.

Teams Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

40 55 30 24 1 12 2

14.5 13.5 13.5 12 125 12.5 18

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Total

60 75 35 24 1 12 32 2

14.5 13.5 13.5 14.5 125 14.5 14 16.5

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

96 1 1

16 500 300

2.5 2.5 2 2 9 2 3

Year 1 Year 2 Year 3 Year 4* Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

17 16 15.5 14 134 14.5 21

680 4,400 1,860 8,064 804 4,872 84 20,764

2.5 2.5 2 2 9 2 1 3

17 16 15.5 16.5 134 16.5 15 19.5

1,020 1,040 2,122 2,165 2,208 2,252 2,297 2,343 2,390 2,438 6,000 7,344 11,236 12,734 15,587 15,899 16,217 16,541 16,872 17,209 1,628 2,767 2,822 3,454 4,111 4,193 4,277 4,362 4,449 4,538 9,504 9,504 9,504 9,504 9,504 9,504 9,504 9,504 9,504 9,504 804 1,083 1,367 1,381 1,394 1,408 1,422 1,437 1,451 1,466 5,544 5,544 5,544 5,544 5,544 5,544 5,544 5,544 5,544 5,544 9,600 9,600 9,600 9,600 9,600 9,600 9,600 9,600 9,600 9,600 78 78 78 117 117 117 117 117 117 117 34,100 36,882 42,196 44,382 47,948 48,400 48,861 49,331 49,810 50,299

3 0 0

19 500 300

7,296 500 600 8,396

694 6,283 1,897 8,064 1,083 4,872 84 22,977

707 8,240 2,419 8,064 1,367 4,872 126 25,795

1,443 9,339 2,467 8,064 1,381 4,872 126 27,692

1,472 11,430 3,020 8,064 1,394 4,872 168 30,421

1,502 11,659 3,080 8,064 1,408 4,872 168 30,753

1,532 11,892 3,142 8,064 1,422 4,872 168 31,092

1,562 12,130 3,205 8,064 1,437 4,872 168 31,438

1,593 12,373 3,269 8,064 1,451 4,872 168 31,790

1,625 12,620 3,334 8,064 1,466 4,872 168 32,149

7,442 11,386 11,614 15,795 16,111 16,433 16,762 17,097 17,439 500 1,000 1,000 1,500 1,500 1,500 1,500 1,500 1,500 600 900 900 1,200 1,200 1,200 1,200 1,200 1,200 8,542 13,286 13,514 18,495 18,811 19,133 19,462 19,797 20,139

Total Participation

63,260 68,401 81,277 85,588 96,864 97,964 99,086 100,231 101,397 102,587

*Tournament Participation

15,750 20,187 27,751 31,846 38,113 38,870 39,642 40,429 41,232 42,050

Source: Various Sports Organizations, Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Youth/ Coaches/ Team Team Total

Projection of Spectators - Outdoor Sports Complex Phase I

The next table shows the expected number of spectators (family and friends) coming to the sports complex annually for various events.

Family and friends accompany most of the participants. While local league play is expected to only draw one to two family members per event, tournaments are assumed to bring nearly two family members per event. Trends show that the younger the participant, the more family and friends accompany the participant to the event.

Based on the assumptions, HSP projects more than 130,000 family and friends will attend events annually by the tenth year. Of these, 68,000 are due to tournaments.

Others/ Participant

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

1.8 1.6 1.6 1.6 0.1 0.1 1.8

1,224 1,248 1,273 2,598 7,040 10,053 13,184 14,942 2,976 3,036 3,870 3,948 12,902 12,902 12,902 12,902 80 108 137 138 487 487 487 487 151 151 227 227 24,861 27,986 32,081 35,242

2,650 18,289 4,832 12,902 139 487 302 39,602

2,703 18,655 4,929 12,902 141 487 302 40,119

2,757 19,028 5,027 12,902 142 487 302 40,646

2,812 19,408 5,128 12,902 144 487 302 41,184

2,868 19,796 5,230 12,902 145 487 302 41,732

2,926 20,192 5,335 12,902 147 487 302 42,291

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Total

1.8 1.6 1.6 1.6 0.1 0.1 0.6 1.8

1,836 1,873 3,820 3,897 9,600 11,750 17,978 20,375 2,604 4,427 4,515 5,527 15,206 15,206 15,206 15,206 80 108 137 138 554 554 554 554 5,760 5,760 5,760 5,760 140 140 140 211 35,641 39,679 47,971 51,458

3,975 24,939 6,577 15,206 139 554 5,760 211 57,151

4,054 25,438 6,708 15,206 141 554 5,760 211 57,862

4,135 25,947 6,843 15,206 142 554 5,760 211 58,588

4,218 26,466 6,979 15,206 144 554 5,760 211 59,328

4,302 26,995 7,119 15,206 145 554 5,760 211 60,082

4,388 27,535 7,261 15,206 147 554 5,760 211 60,852

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

0.1 2.1 1

9,485 9,674 14,802 15,098 1,050 1,050 2,100 2,100 600 600 900 900 11,135 11,324 17,802 18,098

20,533 3,150 1,200 24,883

20,944 3,150 1,200 25,294

21,363 3,150 1,200 25,713

21,790 3,150 1,200 26,140

22,226 3,150 1,200 26,576

22,670 3,150 1,200 27,020

Total Spectators

71,637 78,990 97,854 104,797 121,636 123,275 124,946 126,651 128,390 130,164

*Tournament Spectators

25,572 32,679 45,009 51,723

Source: Various Sports Organizations, Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

61,774

63,000

64,249

65,524

66,824

68,150

The next table shows the total number of visitors (participants and spectators) expected at the sports complex.

Total attendance is projected to increase from more than 135,000 to more than 218,000 by stabilization, depending on the number of tournaments held. More than 110,000 attendees are projected from tournaments by the tenth year.

Projected Total Visitors (Players, Coaches, Families) - Outdoor Sports Complex Phase I Year 1

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

1,904 11,440 4,836 20,966 884 5,359 235 45,625

1,942 16,336 4,933 20,966 1,191 5,359 235 50,963

1,981 21,424 6,289 20,966 1,504 5,359 353 57,876

4,041 24,280 6,415 20,966 1,519 5,359 353 62,934

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Total

2,856 15,600 4,232 24,710 884 6,098 15,360 218 69,959

2,913 19,094 7,194 24,710 1,191 6,098 15,360 218 76,779

5,943 29,214 7,337 24,710 1,504 6,098 15,360 218 90,385

6,062 6,183 6,307 6,433 6,561 6,693 6,826 33,110 40,526 41,337 42,164 43,007 43,867 44,744 8,981 10,687 10,901 11,119 11,342 11,568 11,800 24,710 24,710 24,710 24,710 24,710 24,710 24,710 1,519 1,534 1,549 1,565 1,580 1,596 1,612 6,098 6,098 6,098 6,098 6,098 6,098 6,098 15,360 15,360 15,360 15,360 15,360 15,360 15,360 328 328 106,590 107,776 108,986 110,220 111,479 96,167 105,427 106,590 107,776 108,986 110,220 111,479

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

16,781 1,550 1,200 19,531

17,116 1,550 1,200 19,866

26,188 3,100 1,800 31,088

26,712 3,100 1,800 31,612

Total Visitation *Total Tournament Visitation

135,115 41,321

Source: Various Sports Organizations, Hunden Strategic Partners

DEMAND & FINANCIAL PROJECTIONS

Year 2

Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

4,122 29,719 7,852 20,966 1,534 5,359 470 70,023

36,328 4,650 2,400 43,378

4,204 30,314 8,009 20,966 1,549 5,359 470 70,872

37,055 4,650 2,400 44,105

4,288 30,920 8,169 20,966 1,565 5,359 470 71,738

37,796 4,650 2,400 44,846

4,374 31,538 8,333 20,966 1,580 5,359 470 72,621

38,552 4,650 2,400 45,602

4,462 32,169 8,499 20,966 1,596 5,359 470 73,522

39,323 4,650 2,400 46,373

4,551 32,812 8,669 20,966 1,612 5,359 470 74,441

40,109 4,650 2,400 47,159

147,609 179,350 190,713 218,828 221,567 224,360 227,209 230,115 233,079 52,866

72,760

83,569

99,888 101,869 103,891 105,953 108,056 110,201

FINANCIAL PROJECTION The table to the right is a consolidated estimate of revenue and expense for the outdoor sports complex.

As shown, rental fees are projected to be the largest revenue source, stabilizing at approximately $588,000. Net concessions, net merchandise and advertising/sponsorships make up other significant revenue sources. The proforma assumes a parking fee charged to spectators visiting the facility for tournaments and other high profile events. Parking revenue could be a critical element to offset incremental expenses to attract elite staff and operational expenses associated to collecting the parking fee.

In general, revenue and expense assumptions described for the indoor athletic facility apply to the outdoor sports complex.

In total, the facility is expected to experience a net deficit of $606,000 in the first year, and then will operate at a deficit of $261,000 to $565,000 by stabilization, on an annual basis.

DEMAND & FINANCIAL PROJECTIONS

Newnan Outdoor Sports Complex - Phase I Financial Projections (thousands of constant dollars) Item

Fiscal Year Year 5 Year 6

Year 1

Year 2

Year 3

Year 4

Operating Revenue Rental Fees Net Concessions Net Merchandise Parking Advertising and Sponsorship

Year 7

Year 8

$362 $24 $2 $70 $30

$408 $30 $3 $89 $35

$490 $43 $4 $124 $53

$521 $49 $5 $141 $55

$588 $61 $6 $170 $97

Total Revenue

$488

$564

$713

$771

$426 $100 $141 $50 $20 $111 $158 $25 $50

$439 $103 $145 $52 $21 $114 $162 $26 $52

$452 $106 $149 $53 $21 $117 $167 $27 $53

$1,080

$1,112

$15

$17

($606)

($565)

Year 9 Year 10

$605 $64 $6 $173 $100

$623 $68 $7 $176 $103

$642 $71 $7 $180 $106

$661 $74 $7 $183 $109

$681 $78 $8 $187 $113

$922

$949

$977

$1,006

$1,036

$1,066

$439 $109 $145 $55 $21 $114 $162 $26 $52

$452 $113 $149 $56 $21 $117 $167 $27 $53

$466 $116 $154 $58 $22 $121 $172 $27 $55

$479 $119 $158 $60 $23 $124 $177 $28 $56

$494 $123 $163 $61 $23 $128 $183 $29 $58

$509 $127 $168 $63 $24 $132 $188 $30 $60

$524 $130 $173 $65 $25 $136 $194 $31 $61

$1,145

$1,122

$1,155

$1,190

$1,225

$1,262

$1,300

$1,339

$21

$23

$28

$28

$29

$30

$31

$32

($454)

($374)

($261)

($269)

($278)

($287)

($296)

($305)

Operating Expense Fixed Salary - Permanent Staff Salary - Part-Time/Seasonal Staff Benefits - Permanent Staff General and Administrative/Other Marketing Advertising Utilities Facility Maintenance Security Insurance Operating Expenses Facility Reserve Net Operating Income (Deficit) Source: Hunden Strategic Partners

The table to the right shows the rental assumptions.

Newnan Outdoor Sports Complex Fee Schedule

As shown, there are hourly and daily fees that drive the rental revenue. The projected fee schedule is based on current comparable facilities’ rental fees, local facility fees and organizations’ participation fees.

The following table shows the eight full-time employees projected for the sports complex.

Salary Assumptions Position General Manger, Business Development Manager, Facility Operations Head Groundskeeper Sr. Maintenance Event Facilities Asst. Manager, Facility Operations Manager, Event Management Asst. Manager Events and Marketing Repair Maintenance Specialist

Full-Time 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 8.0

Total Compensation $85,000 $65,000 $58,000 $40,000 $45,000 $55,000 $40,000 $38,000 $426,000

Source: Hunden Strategic Partners

The General Manager, Business Development will be the highest compensated staff member, followed by the Facility Operations Manager. Full-time staff is projected to cost $426,000 plus benefit costs of approximately 33 percent of salaries.

DEMAND & FINANCIAL PROJECTIONS

Event Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Other Other Sporting Events City of Newnan Events Other Non-Sport Events *Rates include lights until 10pm Source: Various Sources, Hunden Strategic Partners

Facility Rental*

Rental Period

$250 $250 $250 $40 $40 $40 $0

Field per day Field per day Field per day Per game Per hour Per hour Per hour

$250 $250 $250 $40 $40 $40 $40 $0

Field per day Field per day Field per day Per game Per hour Per hour Per hour Per hour

$40 $1,500 $750

Per hour Per day Per day

Chapter 9

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

ECONOMIC, FISCAL & EMPLOYMENT IMPACT ANALYSIS While many facilities that draw tourists and visitors only break even or even lose money from operations (such as convention centers, sports facilities, etc.), the impact of the visitors on the community can be significant. The impact from spending on hotels, restaurants, stores and gas stations can generate hundreds of jobs and large tax benefits from local use taxes.

While the gross operations of each facility will generate sales tax and hotel occupancy tax, and will support new jobs onsite, the critical analysis is to determine the amount of net new spending generated by each facility and what that supports in net earnings, jobs and what it generates in net new taxes. In this chapter, the net new Newnan impacts are assessed.

The basis for the impacts will be visitor days at the facility. A visitor day is defined as the aggregate number of visits to the facility annually. For example, if someone visits the facility each day of a two-day event, two visitor days will be counted rather than counting the one visitor attending an event, regardless the number of event days. Additionally, the net new room nights generated due to each scenario as well as the incremental spending associated with existing visitors who spend more because of their visit to the new facility will inform the impact projections. The net new visitors may be staying in other hotels as well, like sports teams that now are coming to Newnan because tournaments can now happen as well as elsewhere that otherwise would not have occurred.

The table to the right provides a summary of impacts for the two recommendations.

HSP modeled each scenario and based on the projection of the proforma, additional impact data was derived. The key components of visitation and spending are generated by overnight stays as well as day trips. HSP uses the IMPLAN input-output multiplier model, which determines the level of additional activity in the Newnan economy due to additional inputs. For example, for every dollar of direct new spending in Newnan, the IMPLAN model provides multipliers for the indirect and induced spending that will result.

Newnan Sports Complex - Summary of 20-Year Impacts Net New Hotel Room Nights Total Spending (millions) Total Earnings (millions) FTE Jobs County Taxes Collected (thousands) Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) Total Taxes Collected Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Indoor Facility 407,287

Outdoor Complex 489,516

$199 $48 252

$300 $74 335

$3,801 $2,781 $409 $6,990

$5,803 $3,379 $617 $9,798

INDOOR SPORTS COMPLEX ROOM NIGHTS AND VISITATION The table to the right shows the number of room nights generated from each user group.

As shown, there are projected to be nearly 24,000 room nights generated by the fifth year. Most are assumed to be generated by volleyball and basketball tournaments. These room nights include all room nights whether they are captured in Newnan or elsewhere. Later tables identify rooms that captured in Newnan only.

Projected Room Nights Generated - Indoor Sports Complex Category Volleyball Tournaments Basketball Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events Total

% People/ Nights Overnight Room per Event Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 55% 50% 35% 5% 15% 10%

2.3 2.1 2.1 1.4 1.4 1.4

2 2 1.5 2.5 1 1

10,091 10,091 14,133 16,165 16,165 16,165 16,165 16,165 16,165 16,165 2,810 3,500 4,214 4,905 5,619 5,619 5,619 5,619 5,619 5,619 367 717 1,083 1,433 1,433 1,433 1,433 1,433 1,433 1,433 136 136 268 268 404 404 404 404 404 404 43 64 86 107 129 129 129 129 129 129 36 36 71 71 107 107 107 107 107 107 13,482 14,544 19,855 22,950 23,857 23,857 23,857 23,857 23,857 23,857

Source: Various Sports Organizations, Hunden Strategic Partners

Projected Day Trips Generated - Indoor Sports Complex

The table to the right shows the number of day trips generated by the facility.

More than 58,000 visitor days are expected by the fifth year and approximately 65 percent are expected to be residents from the Newnan area, which are not included as new impact. However, there are expected to be 14,000 to nearly 17,000 non-local visitor day trips.

Category Volleyball Tournaments Basketball Tournaments Other Sporting Events Public Events Banquets/Special Events Other Non-Sporting Events Total

% Day Days Trip per Event Year 1 Year 2 Year 3 45% 2 18,990 18,990 26,595 50% 2 5,900 7,350 8,850 65% 1.5 1,430 2,795 4,225 95% 2.5 3,610 3,610 7,125 85% 1 340 510 680 90% 1 450 450 900 29,930 32,745 46,795

Source: Various Sports Organizations, Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Year 4 30,420 10,300 5,590 7,125 850 900 53,435

Year 5 30,420 11,800 5,590 10,735 1,020 1,350 58,545

Year 6 30,420 11,800 5,590 10,735 1,020 1,350 58,545

Year 7 30,420 11,800 5,590 10,735 1,020 1,350 58,545

Year 8 30,420 11,800 5,590 10,735 1,020 1,350 58,545

Year 9 Year 10 30,420 30,420 11,800 11,800 5,590 5,590 10,735 10,735 1,020 1,020 1,350 1,350 58,545 58,545

This section analyzes the economic, fiscal and employment benefits that would accrue to the Newnan area by the activities at the facility. It also reviews the potential economic and fiscal impacts induced through the construction of the project.

HSP only counts net new spending to the community, not recycled spending by local users. The basis for counting spending is based on new overnight and new day trip visitor days.

The assumptions for each type of spending create the total incremental spending associated with facility. The following table shows the net new visitor days and overnights as well as the resulting new hotel room nights, which serve as the basis for the impact model. In order to estimate net new impacts, we reduce the gross impacts previously shown by subtracting local usage and hotel rooms not captured by Newnan.

Net New Visitors and Room Nights - Indoor Sports Complex Category New Daytrip Visitor Days New Overnight Visitor Days New Hotel Room Nights (Local)

Year 1 9,372 30,334 12,134

Year 2 10,216 32,723 13,089

Year 3

x

14,172 44,674 17,870

Year 4 16,355 51,637 20,655

Year 5 Year 10 Year 15 Year 20 17,182 53,678 21,471

17,182 53,678 21,471

17,182 53,678 21,471

Total

17,182 325,029 53,678 1,018,216 21,471 407,287

Source: Hunden Strategic Partners

Over the next twenty-year period, more than 325,000 new day trip visitor days and more than 1 million overnight visitor days are expected in area. This should result in more than 407,000 new hotel room nights in the Newnan area over the period. Approximately 90 percent of room nights generated are expected to be captured in Newnan.

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

ECONOMIC, EARNINGS, EMPLOYMENT AND FISCAL IMPACT The net new and recaptured direct spending discussed earlier in the chapter is considered to be the Direct Impact.

From the direct spending figures, further impact analyses will be completed. § Direct impacts - are an expression of the spending that occurs as a direct result of the events and activities that occur due to the indoor facility. For example, a hotel guest’s expenditures on hotel rooms and meals are a direct economic impact. § Indirect impacts - consist of re-spending of the initial or direct expenditures, or, the supply of goods and services resulting from the initial direct spending due to the facility. For example, a guest’s direct expenditure on a restaurant meal causes the restaurant to purchase food and other items from suppliers. The portion of these restaurant purchases that are within the local, regional, or state economies is counted as an indirect economic impact. § Induced impacts – represent changes in local consumption due to the personal spending by employees whose incomes are affected by direct and indirect spending. For example, a waiter at the restaurant may have more personal income as a result of the guest’s visit. The amount of the increased income the waiter spends in the local economy is considered an induced impact. § Personal income – measures increased employee and worker compensation related to the hotel operations being analyzed. This figure represents increased payroll expenditures, including benefits paid to workers locally. It also expresses how the employees of local businesses share in the increased outputs. § Employment impact – measures the number of jobs supported in the study area related to the spending generated as a result of the events occurring in the facility. Employment impact is stated in job-years.

The total impacts of this scenario are expressed through the net new spending to the Newnan area. The direct spending is broken down into food and beverage, lodging, retail, transportation and other spending. Spending assumptions are assigned per day per person for either a day trip or an overnight.

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

DIRECT, INDIRECT AND INDUCED IMPACTS The table on the right shows the direct net new spending, based on the analysis.

Most spending occurs at hotels and restaurants. Over the twentyyear period, nearly $55 million is expected to be spent on hotels by net new visitation and nearly $35 million from food and beverage spending. Transportation and retail spending will also be impacted locally, with more than $13 million and more than $8 million additional dollars spent over the period, respectively. Other spending on visitation to other attractions and other spending is projected to total nearly $14 million over 20 years.

Direct Net New Spending (000s) - Indoor Sports Complex

Food & Beverage Lodging Retail Transportation Other Total

Year 1

Year 2

Year 3

Year 4

Year 5 Year 10 Year 15 Year 20

$760 $1,213 $177 $297 $313 $2,761

$846 $1,349 $198 $330 $349 $3,072

$1,192 $1,898 $279 $465 $492 $4,326

$1,419 $2,260 $332 $554 $586 $5,150

$1,521 $1,764 $2,045 $2,421 $2,811 $3,262 $356 $413 $478 $594 $689 $798 $629 $729 $845 $5,520 $6,404 $7,428

Total

$2,370 $34,882 $3,784 $55,616 $554 $8,159 $926 $13,621 $979 $14,411 $8,613 $126,687

Source: Hunden Strategic Partners

The table to the right shows the spinoff impact economic spending and activity in the market from the direct spending, as described in the definitions earlier in the chapter.

Direct, Indirect & Induced Net New Spending (000s) - Indoor Sports Complex

Direct spending, as shown previously, is projected to total approximately $127 million over the period, while indirect and induced spending will add more than $50 million and more than $22 million, respectively. The total over the period is projected to be approximately $200 million, ranging from $4 million in Year 1 and increasing to $13.5 million by the twentieth year.

Net New Spending Direct Indirect Induced Total Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Year 1

Year 2

Year 3

Year 4

Year 5 Year 10 Year 15 Year 20

Total

$2,761 $1,094 $482 $4,336

$3,072 $1,217 $536 $4,824

$4,326 $1,714 $754 $6,794

$5,150 $2,040 $898 $8,089

$5,520 $6,404 $7,428 $8,613 $126,687 $2,187 $2,537 $2,943 $3,413 $50,190 $963 $1,117 $1,295 $1,502 $22,094 $8,670 $10,058 $11,666 $13,528 $198,971

The table to the right shows the net new earnings derived from the new spending. Earnings are the portion of new spending that ends up as wages for employees in businesses in Newnan.

Net New Earnings from Direct, Indirect & Induced Spending (000s) - Indoor Sports Complex

New earnings in the facility from the new spending will total $2.3 million in the first year, increasing to nearly $6 million by the end of the period. Throughout the period more than $48 million in new earnings will be new due to the facility.

Net New Earnings From Direct From Indirect From Induced Total

Year 1

Year 2

Year 3

Year 4

Year 5 Year 10 Year 15 Year 20

$855 $167 $32 $1,054

$951 $185 $35 $1,172

$1,340 $261 $50 $1,651

$1,595 $311 $59 $1,965

$1,710 $333 $64 $2,106

$1,984 $386 $74 $2,444

$2,301 $448 $86 $2,834

$2,668 $520 $99 $3,287

Source: Hunden Strategic Partners

The table to the right shows the net new full-time equivalent jobs supported by the new spending. These new positions will be supported throughout the economy, not just in visitor-related jobs, although these will be most likely.

In the stabilized year, an additional 252 full-time equivalent jobs will be created and supported in the local economy by the direct, indirect and induced spending in the economy that will be new due to the hundreds of thousands of new attendees.

Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s) Indoor Sports Complex

Net New FTE Jobs From Direct From Indirect From Induced Total Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Year 1

Year 2

Year 3

Year 4

115 17 2 135

124 19 10 153

170 26 14 209

197 30 16 242

Year 5 Year 10 Year 15 Year 20 204 31 16 252

205 31 16 252

205 31 16 252

205 31 16 252

Total $39,239 $7,641 $1,461 $48,341

FISCAL IMPACT ANALYSIS Fiscal impacts are tax and assessment revenues that result from the spending and income related to the activities at the facility. This analysis estimates fiscal impacts for the governmental units that levy taxes and assessments.

The fiscal impacts are the public sector’s return on investment. The following table summarizes the fiscal impact estimates from the applicable taxes, which are the taxes levied in the City of Newnan.

Fiscal Impact - Tax Impacts from Net New Spending (000s) - Indoor Sports Complex

Taxes Collected Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) Total

Year 1

Year 2

Year 3

Year 4

$83 $61 $9 $152

$92 $67 $10 $170

$130 $95 $14 $239

$155 $113 $17 $284

Year 5 Year 10 Year 15 Year 20

$166 $121 $18 $304

$192 $141 $21 $353

$223 $163 $24 $410

$258 $189 $28 $475

Total

$3,801 $2,781 $409 $6,990

Source: Hunden Strategic Partners

As the table shows, the new spending in Newnan is projected to generate approximately $7 million in new tax revenue over the period.

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

CONSTRUCTION IMPACT In addition to the ongoing impacts from the operation of the facilities, the facility would create a one-time influx of spending. The construction spending also results in employment in many sectors of the local economy.

A ratio of 60 percent labor, 40 percent materials is used to determine the spending and employment and income impacts. Labor costs will generate direct labor impacts and materials will generate other new income in the area. Approximately 60 percent of construction materials and labor are expected to be purchased locally.

The following table shows the total direct spending and the estimated indirect and induced impacts that the expansion of the development would generate to the local economy.

Based on an estimated $19.8 million development of an indoor sports complex with hardwood courts, the construction activity from the facility is expected to generate more than $6.8 million in direct economic spending from materials spending and $7.1 million in local labor spending. This will support 33 job-years, or essentially 33 jobs for a one-year period.

Construction Impact Indoor Sports Complex $4,759,000 $1,306,411 $802,500 $6,867,911

Direct Labor Spending Employment (Job Years)

$7,138,000 33

Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Impact

New Daytrip Visitor Days Direct Materials Spending - Local Indirect Spending - Local Induced Spending - Local Total

SUMMARY OF IMPACTS The table below shows the summary of impacts from new spending and visits to the Newnan area.

Summary of Impacts Indoor Sports Complex 20-Years

In total, this scenario is estimated to generate approximately $200 million in total spending over 20 years.

New earnings are projected to total $48 million over the period, supporting 252 full-time equivalent positions during that time. The local taxes collected over the period are projected to total nearly $7 million in Newnan.

The construction impact totals more than $6.8 million in impact from materials spending locally and more than $7.1 million in spending from earnings as well as 33 construction job-years.

Net New Spending Direct Indirect Induced Total

(millions) $127 $50 $22 $199

$6.0 $2.4 $1.1 $9

Net New Earnings From Direct From Indirect From Induced Total

(millions) $39 $8 $1 $48

$1.9 $0.4 $0.1 $2.3

Net New FTE Jobs From Direct From Indirect From Induced Total

Actual 205 31 16 252

205 31 16 252

(000s) $3,801 $2,781 $409 $6,990

$181 $132 $19 $333

Taxes Collected Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) Total Construction Impact Total Spending Direct Labor Spending Job-Years, Actual Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Stabilized Year

(000s) $6,868 $7,138 33

OUTDOOR SPORTS COMPLEX ROOM NIGHTS AND VISITATION The table to the right shows the number of room nights generated from each user group.

As shown, there are projected to be nearly 42,000 room nights generated by the tenth year. Most are assumed to be generated by baseball and softball events.

Projected Room Nights Generated - Newnan % Overnight

People/ Nights Room per Event

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament High School Regional/State Baseball Events* Total

75% 75% 75% 10%

2.6 2.6 2.1 2.6

2 2 2 1

549 3,300 1,727 9 5,585

560 4,712 1,762 9 7,043

571 1,166 1,189 1,213 1,237 1,262 1,287 6,180 7,004 8,573 8,744 8,919 9,098 9,280 2,246 2,291 2,804 2,860 2,918 2,976 3,035 14 14 18 18 18 18 18 9,011 10,474 12,584 12,836 13,092 13,353 13,620

1,313 9,465 3,096 18 13,892

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament High School Regional/State Softball Events* Total

75% 75% 75% 10%

2.6 2.6 2.1 2.6

2 2 2 1

824 4,500 1,511 8 6,843

840 1,714 1,749 1,784 1,819 1,856 1,893 1,931 5,508 8,427 9,551 11,690 11,924 12,163 12,406 12,654 2,569 2,621 3,208 3,817 3,893 3,971 4,051 4,132 8 8 13 13 13 13 13 13 8,926 12,770 14,520 17,303 17,649 18,002 18,362 18,729

1,969 12,907 4,214 13 19,103

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

40% 5% 15%

1.8 2.6 2.6

1.5 1.5 1

3,729 30 69 3,828

3,804 30 69 3,903

Source: Various Sports Organizations, Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

5,820 60 104 5,983

5,936 60 104 6,099

8,073 89 138 8,301

8,234 89 138 8,462

8,399 89 138 8,627

8,567 89 138 8,795

8,738 89 138 8,966

8,913 89 138 9,141

16,257 19,872 27,765 31,093 38,188 38,947 39,721 40,510 41,315

42,136

Projected Day Trips Generated - Newnan % Day Days Trip per Event Year 1

The table to the right shows the number of day trips generated by the facility.

Nearly 242,000 visitor days are expected by the tenth year and more than 70 percent are expected to be residents from the Newnan area, which are not included as new impact. However, there are expected to be nearly 196,000 non-local visitors day trips by stabilization.

Year 2

Year 3

Year 4

Year 5

Year 6

Year 7

Year 8

Year 9

Year 10

Baseball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Baseball Leagues (Spring & Fall) Camps/Programs Practices High School Regional/State Baseball Events* Total

25% 25% 25% 100% 100% 100% 90%

2 2 2 2 4 2 1

952 5,720 2,418 41,933 3,538 10,718 212 65,279

971 8,168 2,466 41,933 4,764 10,718 212 69,021

990 10,712 3,145 41,933 6,015 10,718 318 73,513

2,021 12,140 3,208 41,933 6,075 10,718 318 76,094

2,061 14,860 3,926 41,933 6,135 10,718 423 79,633

2,102 15,157 4,005 41,933 6,197 10,718 423 80,111

2,144 15,460 4,085 41,933 6,259 10,718 423 80,599

2,187 15,769 4,166 41,933 6,321 10,718 423 81,095

2,231 16,085 4,250 41,933 6,385 10,718 423 81,601

2,275 16,406 4,335 41,933 6,448 10,718 423 82,116

Softball Competitive Existing Tournament Competitive New Tournament Local New Tournament Youth Softball Leagues (Spring & Fall) Camps/Programs Practices Adult Softball Leagues (Spring & Fall) High School Regional/State Softball Events* Total

25% 25% 25% 100% 100% 100% 100% 90%

2 2 2 2 4 2 1 1

1,428 7,800 2,116 49,421 3,538 12,197 15,360 197 92,056

1,457 9,547 3,597 49,421 4,764 12,197 15,360 197 96,539

2,971 14,607 3,669 49,421 6,015 12,197 15,360 197 104,436

3,031 16,555 4,491 49,421 6,075 12,197 15,360 295 107,423

3,091 20,263 5,344 49,421 6,135 12,197 15,360 295 112,106

3,153 20,668 5,451 49,421 6,197 12,197 15,360 295 112,741

3,216 21,082 5,560 49,421 6,259 12,197 15,360 295 113,389

3,281 21,503 5,671 49,421 6,321 12,197 15,360 295 114,049

3,346 21,933 5,784 49,421 6,385 12,197 15,360 295 114,721

3,413 22,372 5,900 49,421 6,448 12,197 15,360 295 115,406

Other Other Sporting Events City of Newnan Events Other Non-Sport Events Total

60% 95% 85%

1.5 1.5 1

15,103 2,209 1,020 18,331

15,405 2,209 1,020 18,634

23,569 4,418 1,530 29,517

24,041 4,418 1,530 29,988

32,695 6,626 2,040 41,362

33,349 6,626 2,040 42,015

34,016 6,626 2,040 42,682

34,697 6,626 2,040 43,363

35,390 6,626 2,040 44,057

36,098 6,626 2,040 44,765

175,666

184,193

207,466

213,506

233,101

234,868

236,670

238,506

240,378

242,286

Source: Various Sports Organizations, Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

This section analyzes the economic, fiscal and employment benefits that would accrue to the Newnan area by the activities at the facility. It also reviews the potential economic and fiscal impacts induced through the construction of the project. As previously shown in the analysis of impacts of the indoor facility, the following table shows the net visitation and room night impacts to Newnan.

Net New Visitors and Room Nights - Newnan Year 1 New Daytrip Visitor Days New Overnight Visitor Days New Hotel Room Nights (Local)

45,250 36,578 14,631

Year 2 48,696 44,712 17,885

Year 3 55,048 62,470 24,988

Year 4 57,969 69,960 27,984

Year 5 62,648 85,924 34,370

Year 10

Year 15

65,459 94,806 37,923

65,459 94,806 37,923

Year 20 65,459 94,806 37,923

Total 1,245,763 1,703,621 681,448

Source: Hunden Strategic Partners

Over the next twenty-year period, more than 1.2 million new day trip visitor days and nearly 1.7 million overnight visitor days are expected in area. This should result in more than 681,000 new hotel room nights in the Newnan area over the period. Approximately 90 percent of room nights generated are expected to be captured in Newnan.

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

DIRECT, INDIRECT AND INDUCED IMPACTS The table on the right shows the direct net new spending, based on the analysis.

Most spending occurs at hotels and restaurants.

Over the twenty-year period, nearly $94 million is expected to be spent on hotels by net new visitation and nearly $73 million from food and beverage spending. Transportation and retail spending will also be impacted locally, with nearly $24 million and more than $15.1 million additional dollars spent over the period, respectively. Other spending on visitation to other attractions and other spending is projected to total more than $26.3 million over 20 years.

Direct Net New Spending (000s) - Newnan

Food & Beverage Lodging Retail Transportation Other Total

Year 2

Year 3

Year 4

Year 5 Year 10 Year 15 Year 20

$1,383 $1,463 $281 $427 $488 $4,042

$1,652 $1,843 $338 $518 $587 $4,938

$2,199 $2,653 $454 $706 $788 $6,799

$2,484 $3,061 $514 $803 $892 $7,753

$3,017 $3,796 $3,872 $4,957 $627 $790 $988 $1,250 $1,089 $1,373 $9,593 $12,167

$4,401 $5,102 $5,750 $6,669 $916 $1,062 $1,449 $1,680 $1,591 $1,845 $14,108 $16,358

Total $72,909 $93,972 $15,156 $23,906 $26,323 $232,265

Source: Hunden Strategic Partners

The table to the right shows the spinoff impact economic spending and activity in the market from the direct spending, as described in the definitions earlier in the chapter.

Direct spending, as shown previously, is projected to total more than $232 million over the period, while indirect and induced spending will add nearly $90 million and nearly $41 million, respectively. The total over the period is projected to be nearly $363 million, ranging from $6 million in Year 1 and increasing to $25 million by the twentieth year.

Year 1

Direct, Indirect & Induced Net New Spending (000s) - Newnan

Net New Spending Direct Indirect Induced Total Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Year 1

Year 2

Year 3 Year 4 Year 5 Year 10 Year 15 Year 20

$4,042 $1,530 $714 $6,286

$4,938 $1,880 $871 $7,689

$6,799 $2,611 $1,197 $10,607

$7,753 $2,985 $1,365 $12,102

$9,593 $3,710 $1,687 $14,989

$12,167 $4,714 $2,139 $19,020

$14,108 $16,358 $5,467 $6,339 $2,480 $2,876 $22,055 $25,572

Total $232,265 $89,860 $40,842 $362,968

The table to the right shows the net new earnings derived from the new spending.

Earnings are the portion of new spending that ends up as wages for employees in businesses in Newnan.

New earnings in the facility from the new spending will total more than $1.5 million in the first year, increasing to more than $6.2 million by the end of the period. Throughout the period $90 million in new earnings will be new due to the facility.

The table to the right shows the net new fulltime equivalent jobs supported by the new spending. These new positions will be supported throughout the economy, not just in visitor-related jobs, although these will be most likely.

In the stabilized year, an additional 409 fulltime equivalent jobs will be created and supported in the local economy by the direct, indirect and induced spending in the economy that will be new due to the hundreds of thousands of new attendees.

Net New Earnings from Direct, Indirect & Induced Spending (000s) - Newnan

Net New Earnings From Direct From Indirect From Induced Total

Year 1

Year 2

Year 3

Year 4

Year 5 Year 10 Year 15 Year 20

$1,279 $227 $48 $1,553

$1,559 $279 $58 $1,897

$2,141 $390 $80 $2,611

$2,439 $447 $91 $2,977

$3,014 $557 $113 $3,683

$3,820 $708 $143 $4,671

$4,430 $821 $165 $5,416

$5,136 $952 $192 $6,280

Total $72,960 $13,485 $2,724 $89,169

Source: Hunden Strategic Partners

Net New Full-Time Equivalent Jobs from Direct, Indirect & Induced Earnings (000s) - Newnan

Net New FTE Jobs From Direct From Indirect From Induced Total

Year 1

Year 2

Year 3

Year 4

143 22 3 168

174 27 15 216

242 37 21 299

271 41 23 335

Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Year 5 Year 10 Year 15 Year 20 332 50 28 409

366 55 30 451

366 55 30 451

366 55 30 451

FISCAL IMPACT ANALYSIS The following table summarizes the fiscal impact estimates from the applicable taxes, which are the taxes levied in the City of Newnan.

Fiscal Impact - Tax Impacts from Net New Spending (000s) - Newnan

City of Newnan Taxes Collected Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) City of Newnan Total

Year 1

Year 2

Year 3

Year 4

$121 $73 $13 $207

$148 $92 $16 $256

$204 $133 $21 $358

$233 $153 $24 $410

Year 5 Year 10 Year 15 Year 20

$288 $194 $30 $511

$365 $248 $38 $650

$423 $288 $43 $754

$491 $333 $50 $875

Total

$6,968 $4,699 $717 $12,384

Source: Hunden Strategic Partners

As the table shows, the new spending in Newnan is projected to generate more than $12 million in new tax revenue over the period.

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

CONSTRUCTION IMPACT The following table shows the total direct spending and the estimated indirect and induced impacts that the expansion of the development would generate to the local economy. Similar to the indoor facility, we assume a ratio of 60 percent labor to 40 percent materials for construction costs and that 60 percent of construction materials and labor will be purchased locally.

Based on an estimated $26 million outdoor sports complex, the construction activity from the facility is expected to generate more than $9 million in direct economic spending from materials spending and $9.3 million in local labor spending. This will support 44 job-years, or essentially 44 jobs for a one-year period.

Construction Impact - Newnan Impact Direct Materials Spending - Local Indirect Spending - Local Induced Spending - Local Total Direct Labor Spending Employment (Job Years) Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

$ 6,245,000 $1,714,339 $1,053,100 $9,012,439 $9,367,000 44

SUMMARY OF IMPACTS

Summary of Impacts Newnan

The table below shows the summary of impacts from new spending and visits to the Newnan area.

20-Years Net New Spending Direct Indirect Induced Total

In total, this outdoor sports complex scenario is estimated to generate $363 million in total spending over 20 years. New earnings are projected to total $89 million over the period, supporting 451 full-time equivalent positions during that time. The local taxes collected over the period are projected to total more than $12 million in Newnan. The construction impact totals more than $9 million in impact from materials spending locally and more than $9.3 million in spending from earnings as well as 44 construction job-years.

(millions) $232 $11.1 $90 $4.3 $41 $1.9 $363 $17

Net New Earnings From Direct From Indirect From Induced Total

(millions) $73 $13 $3 $89

$3.5 $0.6 $0.1 $4.2

Net New FTE Jobs From Direct From Indirect From Induced Total

Actual 366 55 30 451

352 53 29 434

City of Newnan Taxes Collected Sales Tax (3%) Hotel Occupancy Tax (5.0%) Automobile Rental Tax (3%) City of Newnan Total

(000s) $6,968 $4,699 $717 $12,384

Construction Impact (000s)

(000s)

Total Spending Direct Labor Spending Job-Years, Actual Source: Hunden Strategic Partners

ECONOMIC, FISCAL, EMPLOYMENT & IMPACT ANALYSIS

Stabilized Year

$9,012 $9,367 44

$332 $225 $34 $591

Chapter 10

FUNDING ANALYSIS

FUNDING ANALYSIS Large youth sports complexes are being developed throughout the country as communities work to accommodate the desire by event organizers for large sports complexes capable of accommodating all participants “under one roof�. HSP has seen development costs vary, ranging anywhere from $25 million to $100 million. More times than not, youth sports developments are funded through a public-private partnership; however, some complexes are funded solely with private money. In public-private partnerships, municipalities will often use money raised through bond issuance or through mandated reserve funds.

FUNDING AND POTENTIAL PARTNERSHIPS With new sports and event facilities costing millions to build, significant financial investments must be made. There are many options in financing sports and event facilities that involve both public and private arrangements and investments. Funding may be separated into two distinct groups: public funding and private funding. Public funding may include, but may not be limited to taxes, municipal bonds, certificates of participation and special authority bonds. Private funding may include but may not be limited to, cash donations, contributions, naming rights, concessionaire and or restaurant rights, sponsorships, lease agreements, luxury and preferred seating, parking fees, advertising, and merchandise revenues. Other ways of financing in order to spread the costs of building a state-of-the-art facility is that projects have been partnered in joint public and private funding. Often, the public funding is in the form of land contributions and the private contributions are reflected within the facility itself.

Funding for public sports and event facility projects has changed dramatically in the last decade. Project such as these are relying more on project champions and local organizations to get facilities developed than ever before. The fiscal reality is that municipalities have been forced to consider steep financial allocations to their budgets and the expectations for feasible projects are to operate without or minimal public subsidies. Communities across the country have financed sports and event facilities through traditional funding sources, while others have looked to users and visitors to fund such projects.

FUNDING ANALYSIS

Private funded facilities are very rate due to construction and operating costs. The following list summarizes the funding sources used to finance several youth sports complexes across the country.

Sponsorship/partnership via entitlements rights are becoming more common.

Cities and counties bond to finance projects Infrastructure is constructed and financed by municipalities Receive appropriations from state or other government entity Several communities contribute funds for the construction of the facility Grants from national governing bodies Partnerships with school districts, colleges and universities Certificates of participation Utilize new taxes or assessments: restaurant tax, sales tax, hotel tax, etc. Facilities receive a percentage of the tax to be allocated towards funding the construction and/or operations and marketing of the facility. § Tax exempt bonds through economic development corps/entities § Donations in the form of capital investment to land § Assessment on users § § § § § § § § §

Although traditional funding is not readily available, the demand for public sports and event facility enhancements has actually risen. This is due to continued population growth, enhanced diversity of sports, and increased gender equity in sports. Municipalities are now compelled to find “out of the box” ways to meet this growing demand, and the solution begins with creative funding. To be successful in raising the funds for an athletic or recreation project, municipalities and project teams should assemble a fundraising or funding group that considers public/private grants, private funding, sponsorships, public/private partnerships, and professional fundraisers to identify and secure funding.

The following slide details the funding scenarios at LakePoint Sporting Community, Maryland SoccerPlex, Fieldhouse USA, and Westfield Grand Park Events Center.

FUNDING ANALYSIS

LakePoint Sporting Community Funded by private investors including current Atlanta Braves GM and former Atlanta Braves GM – some public investment (infrastructure)

FUNDING ANALYSIS

Maryland SoccerPlex The State of Maryland issued taxexempt bonds in 1999 through the Maryland Economic Development Corporation to fund the project. The total cost was $19 million, with $8 million for the SoccerPlex, $6 million for the Discovery Sports Center, and $5 million for parking and other infrastructure.

Montgomery County donated the land for the facilities.

Fieldhouse USA The private company Sports Village USA, LLC (SVUSA), the developer of the project, donated the acreage for Fieldhouse USA, valued at $5 million. The City of Frisco, Texas issued municipal bonds in the amount of $12.5 million for the development of the facility. SVUSA leases the facility from the city at an annual fee that will pay the debt service on the bonds. SVUSA operates the facility as a for-profit enterprise and receives all revenue for rentals and concessions.

Westfield Grand Park Events Center The events center will be developed

by Holladay Properties but then leased to the City of Westfield for a 25-year term; altogether, the facility will cost $53 including interest. The City intends to allocate rental revenue to paying back the lease. and concessions.

NEWNAN MULTI-SPORT & RECREATIONAL FACILITY STUDY FINAL REPORT May 2017