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From YouTube: July 16, 2018 - City Council Joint Special Meeting
Description
July 16, 2018 - City Council Joint Special Meeting with Town of Normal
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/Home/Components/Calendar/Event/9626/17
B
C
C
A
A
We
do
have
a
public
comment
session
here
if
I
could
see
a
raise
of
hands
of
people
who
would
like
to
speak.
I
have
one
one
person
all
right.
Mr.
Sela,
why
don't
you
come
right
up
here?
You
know
the
rule,
oh
yeah.
He
can
do
it
from
right
there.
Please
hold
your
comments
to
three
minutes
and
state
your
name
for
the
record.
Hi.
F
So
I
wrote
this
out
on
Murray
here.
A
multi-sport
facility,
like
the
one
we
will
see
discussed
shortly,
is
a
great
idea
for
community
that
finds
itself
flush
with
clack
the
flush
with
cash
due
to
an
unexpected
economic
spike
that
has
a
definite
shortage
of
sports
facilities.
Already
in
the
community,
has
no
history
of
private
undertakings
to
support
sports
and
lacks
the
entrepreneurial
spirit
and
experience
that
would
be
needed
to
make
a
comparable
private
undertaking.
F
Successful,
however,
bloomington-normal
meets
none
of
those
qualifications
zero
or
at
the
end
of
the
years
where
State
Farm
made
our
local
economy
almost
indestructible,
as
they
are
significantly
reducing
total
wages.
Our
community
has
ISU
Wesleyan,
multiple
high
schools,
multiple
park
facilities
and,
of
course,
Heartland
here
to
host
any
sport.
One
would
care
to
participate
in
the
pony.
Baseball
league
has
shown
that
private
sports
facilities
can
work.
F
The
support
participants
truly
want
them,
and
with
State
Farm
country
companies,
ISU
and
Wesley,
and,
among
others,
there's
no
shortage
of
business
acumen
available
make
a
private
undertaking
successful
as
such.
If
such
a
facility
were
actually
needed
in
the
community,
Bloomington
Center
for
the
Performing
Arts
is
nice.
That
is
not
made
us
a
mecca
of
Arts
is
promised.
The
Coliseum
was
also
touted
as
an
economic
godsend,
but
it
continually
bleeds
money
and
has
been
rife
with
corruption.
F
On
top
of
that,
normal
was
long,
a
pillar
of
economic
responsibility,
but
is
now
tens
of
millions
of
dollars
in
debt.
I
definitely
see
the
appeal
of
this
undertaking
it's
exciting
and
sexy,
and
provides
plenty
of
photo
ops
for
those
who
promote
it,
but
I
urge
both
counsels
not
to
double
down
locally
on
the
same
tax
and
spend
and
borrow
and
spend
more
policies
that
have
left
the
state
of
Illinois,
both
a
laughingstock
and
the
nation's
largest
source
of
people.
Moving
away
blowing
to
normal
needs
government
that
will
focus
on
our
biggest
asset.
F
G
Good
evening,
everyone,
thank
you
very
much
for
your
time.
I'm
evan
elif.
I
am
the
CEO
of
sports
facilities
advisory,
one
of
the
owners
of
sports
facilities,
advisory
and
sports
facilities,
management.
I'll.
Tell
you
what
that
means.
In
just
one
moment,
quick
housekeeping
note,
there's
a
little
bit
of
color
saturation
on
some
of
these
slides.
The
conversion
didn't
work
exactly
the
way
that
we
wanted.
So
I'll
do
my
best
to
point
out
those
areas
also
to
make
sure
that
I'm
going
at
a
quick
enough
pace.
G
There's
a
lot
of
information
to
cover,
certainly
a
big
study,
a
big
undertaking
and
a
lot
of
data
that
we've
provided
for
you.
So
I'm
gonna
go
at
a
pretty
quick
clip
and
certainly
reserve
some
time
here
know
that
your
time
is
valuable
and
thank
you
again
very
much
in
terms
of
what
I'm
gonna
cover
over
the
next
30
to
45
minutes,
just
depending
on
the
pace.
One
give
you
a
reminder
of
the
project
that
we
were
engaged
for
to
tell
you
who
we
are
and
what
we
do.
G
Number
three
give
you
an
update
on
the
state
of
the
industry:
that's
sports
tourism,
youth
sports
activity,
levels,
obesity.
Why
we
think
sport
matters
we're
gonna,
get
into
a
little
bit
of
the
background
data
from
the
local
market,
including
our
insights,
the
regional
market,
including
our
insights,
what
facility
we're
recommending
and
why,
how
big
it
is,
how
much
it
will
cost
to
build.
In
today's
opinion
of
cost,
give
you
a
high-level
overview
of
the
front
of
the
financial
performance
and
the
economic
impact.
G
All
of
that
is
in
detail
in
for
councilmembers
the
pro
forma
document
that
you
have
in
front
of
you
I'll
point
out.
There
is
one
slight
change
to
that
document
made
after
print,
so
I
will
point
that
out
as
we
go
through
and
finally,
we'll
wrap
up
with
a
conclusion,
just
an
ending
thoughts
from
me
before
we
turn
it
over
to
you
for
questions
so
very
quickly
in
terms
of
the
project
that
we
were
engaged
for.
I
was
here
along
with
one
of
my
colleagues
in
April,
and
we
started
this
process
in
market.
G
All
the
way
through
today's
final
presentation,
inclusive
of
the
document
that
you
have
in
front
of
you
and
that
document
will
be
updated
along
with
a
copy
of
this
presentation
and
an
executive
summary
report
as
well.
What's
in
front
of
you
is
numbers,
that's
a
pro
forma
I'm
gonna
give
you
the
backup
the
color
to
those
numbers
as
we
go
through
here.
G
Why
why
a
new
Sports
and
Recreation
Complex
here
in
the
area,
and
so,
first
and
foremost,
of
course,
recognizing
part
of
the
genesis
of
this-
and
it's
part-
it's
not
all
but
part
of
the
genesis-
is
the
seemingly
imminent
removal
of
the
fields
at
the
airport
site
and
where
kids
are
going
to
recreate.
Now,
that's
a
soccer-specific
facility.
This
is
not
a
soccer-specific
study,
as,
as
you
saw
and
as
you'll
be
reminded
a
few
times.
G
It's
a
multi-purpose
sports
and
recreation
study,
but
through
that
process
there
were
four
primary
definitions
of
success
that
many
of
you
in
the
room,
helped
to
shape
number
one
that
in
order
to
be
successful,
if
we
were
to
turn
the
clock
back,
I
actually
turn
the
clock
forward.
Ten
years
from
now
and
then
look
back.
What
would
this
facility
have
accomplished
and
so
at
an
overarching
level
number
one?
It's
got
to
create
economic
impact.
Now
number
one
doesn't
mean
it's
the
top
priority,
but
that
was
the
first
one
that
was
identified.
G
So
it's
got
to
be
a
source
for
new
visitation
and
new
spending
in
the
community
number
two:
it's
got
to
help
create
a
regional
destination.
That's
a
regional
destination
in
terms
of
two
things:
tournament,
as
well
as
the
quality
and
the
quality
of
sports
and
recreation
assets,
is
increasingly
important
to
people
moving
in
whether
those
are
people
with
families
already
or
people
who
think
they're
going
to
have
families
in
the
future.
They
want
to
know
that
the
location
they're
going
to
is
making
an
investment
in
sports
and
recreation
number
three
operational
sustainability.
G
This
can't
be
a
long-term
burden.
It's
got
to
have
operational
sustainability
out
of
focus
now
that
doesn't
mean
necessarily
that
a
facility
has
to
break
even
it
means
that
it's
got
to
be
sustainable
for
the
community.
There
are
a
lot
of
questions
left
to
answer
what
the
funding
sources
are.
What
the
operational
sources
are.
All
of
those
will
be
immediate
future
next
steps,
as
you
start
your
discussion,
but
it's
got
to
be
affordable
in
this
community
and
number
four.
It's
got
to
help
drive,
sense
of
place
and
quality
of
life.
G
You
can
talk
about
the
regional
destination,
but
there's
not
much
more
important
than
serving
your
locals
and
creating
a
regional
destination
for
residents
right.
A
reason
for
people
to
move
here,
a
reason
for
people
to
stay
here,
a
reason
for
kids
who
grow
up
here
to
come
back
here
as
adults,
quick
overview
on
who
we
are
and
what
we
do:
SFA
and
sfm
sports
facilities
advisory.
That's
who
is
engaged
for
the
study
simplifying
this
slide.
We
have
two
scopes
of
services.
G
We
help
to
plan
and
fund
sports
recreation,
wellness,
entertainment
and
event
facilities
all
over
the
country
and
internationally
SFM
sports
facilities
management
we
develop
and
we
manage
those
projects
and
those
processes.
Today,
we've
got
27
facilities,
either
in
development
or
under
our
management.
We
work
with
dozens
more.
We
do
this
more
often
than
anyone
else
and
part
of
the
reason
is
because
you
can
engage
us
for
one
of
those
scopes
of
services.
Plan
fund
develop,
manage
or
all
of
them
for
this
project.
We
are
only
two
talking
about
the
planning
process.
G
Funding
comes
immediately
next,
the
concept
here
has
been
developed
as
a
as
a
publicly
built
publicly
operated
facility.
Now
public
will
probably
change
a
little
bit
and
I'll
show
you
that
in
a
moment,
but
in
terms
of
our
history,
we
were
founded
in
2003.
We've
done
this
kind
of
work
for
more
than
1500.
Actually
at
this
point,
it's
more
than
1,600
communities.
So
this
is
a
little
out
of
date,
more
than
eight
billion
dollars
worth
of
planned
facilities.
Now,
not
everything
that
we
plan
becomes
operational.
G
In
fact,
the
vast
majority
don't-
and
there
are
usually
good
reasons
for
that-
those
definitions
of
success
that
were
outlined
at
the
front
end.
They
have
to
be
met
and
not
every
project
can
meet
them
in
terms
of
our
impact.
We
in
those
facilities
that
I
mentioned
over
the
last
three
years
alone,
we've
had
more
than
50
million
visits.
We
have
created
hundreds
of
millions
of
dollars
in
new
spending
in
communities
that
we're
working
for
and
working
with
through
sports
and
recreation.
And
finally,
the
thing
that's
most
important
for
you
to
understand
is
our
mission.
G
We
exist
to
dramatically
improve
the
health
and
the
economic
vitality
of
communities
that
we
serve.
We
know
sport
is
a
powerful
vehicle
for
that.
If
something
isn't
built
for
doing
those
things,
helping
economically
helping
socially
helping
educationally
and
doing
it
at
an
affordable
rate
where
kids
can
afford
to
play
and
families
can
afford
to
play,
we
don't
really
want
to
be
part
of
it.
I
will
touch
base
on
this
last
bullet
under
the
second
line
there
public-private
partnerships.
If
you
were
in
our
office
five
years
ago,
you
would
have
heard
the
phone
ring.
G
If
you
do
it
alone
and
you
have
those
objectives
of
serving
the
community,
because
you
just
simply
can't
generate
enough
revenue
to
cover
some
of
the
current
expenses
for
construction
and
so
through
that
process.
The
shift
we've
seen
over
the
last
five
years,
in
particular,
is
a
major
uptick
in
public-private
partnerships.
Knowing
this
community
like
we
do
not
nearly
as
well
as
you,
the
experts
who
live
here
and
work
here
and
are
responsible
for
the
people
here,
but
we
do
understand
that
there
are
a
lot
of
private
people.
G
There
have
been
some
private
concepts,
certainly
some
private
facilities
that
have
been
successful
and
some
major
employers
in
this
area.
We
would
encourage
that
as
part
of
the
next
step.
Look
for
those
public
public
and
public-private
partnerships.
I
mentioned
that
the
vast
majority
of
projects
don't
get
funded.
In
fact,
the
vast
majority
projects
don't
even
come
through
our
filter.
If
you
sat
in
our
office
today,
we
have
about
40
inbound
requests
for
calls
or
for
service,
rather
on
a
weekly
basis.
We
only
end
up
serving
about
5%
of
those
depending
on
the
quarter.
G
It's
3
to
5%,
and
once
we
have
weeded
out
95%
of
those
projects
and
serve
the
other
5%,
even
still
they're,
not
all
going
forward
as
feasible
projects,
even
if
something's
feasible,
doesn't
necessarily
go
forward,
but
30%
of
the
projects
that
we
work
on.
We
call
feasibility
no
and
that's
because
you've
got
a
definition
of
success
and
you've
got
a
market
opportunity
and
those
things
can't
mesh.
G
That
happens,
because
you
don't
have
enough
money
to
build
the
right
complex
because
you
don't
have
enough
money
to
operate
it
because
the
market
isn't
primed
to
achieve
whether
it's
your
operational
goals,
your
economic
goals,
it's
just
not
going
to
work
in
the
way
that
you
need
it
to
and
we
don't
recommend
moving
forward.
20%
of
our
projects
come
back
as
feasibility,
yes,
which
means
it
moves
forward.
G
It
meshes
the
definitions
of
success
and
the
reasons
that
you
want
to
do
it
mesh
with
the
opportunity
in
the
market,
but
where
we
do,
our
best
work
is
in
the
50%
in-between.
We
call
that
feasibility.
Yes,
if
so,
you
have
to
get
creative
creative
on
what
you
build.
Why
you
build
it?
What
your
funding
sources
are,
how
you
operate
it?
What.
D
G
Public
private
or
public
public
public
partnerships
excuse
me
become
last
thing
on
our
company
that
I
want
to
share
with
you
is
I
meant
it
when
I
said
that
we
exist
to
improve
communities.
One
of
the
things
we're
really
proud
of
right
now
is
project
play
2020.
It's
its
excuse
me.
It's
part
of
the
Aspen
Institute
project
play
and
it
is
a
an
initiative
with
20
organizations.
You
recognize
literally
all
of
those
logos
up
there.
Now
you
recognize
ours.
G
After
today,
we
were
working
with
some
of
the
biggest
names
biggest
companies
and
biggest
organizations
in
the
industry
and
outside
of
the
industry
to
deliver
what
good
looks
like
in
sport
through
multiple
communities.
So
we
are
looking
at
how
to
train
coaches
at
how
to
decrease
costs
and
how
to
build
for
local
leagues
and
make
sure
that
locals
are
supported
through
sport.
It's
a
major
initiative
and
it's
representative
of
one
of
our
biggest
initiatives
as
a
company,
and
that
is
collaboration.
We
don't
do
anything
solely
alone.
It's
not
just
me
and
my
team.
G
In
our
office,
we've
got
our
network
of
people
managers
out
in
the
field.
People
who
build
facilities
like
this
people
who
operate
facilities
like
this,
that
aren't
us
and
a
lot
of
different
organizations
that
we
work
with
to
improve
communities,
give
you
a
quick
overview
of
trends
in
sports.
So
this
is
the
first
one
that
you
may
already
be
aware
of,
particularly
if
you're
sitting
in
a
seat
as
staff
or
as
an
elected
official
sports
tourism.
G
Over
the
last
five
years,
we've
seen
a
rampant
increase
in
sports
tourism,
and
the
reason
is
that
people
are
travelling
more
and
spending
more.
If
you
look
at
2013,
which
is
on
the
left
here,
as
baseline
zero
over
the
next
three
years
and
continuing
for
years
and
now
into
the
fifth
year,
we've
seen
more
and
more
games
being
played
and
more
and
more
and
more
money
being
spent
on
travel
sports.
At
the
same
time,
one
of
the
things
that
we're
very
alarmed
at
are
these
numbers
below
the
line
in
blue.
G
Those
are
the
numbers
of
players
overall,
although
more
games
are
being
played,
more
tournaments
are
being
held
and
more
money
is
being
spent.
Fewer
kids
are
participating
in
sports
at
an
active
level
and
an
active
level
is
a
healthy
level
to
demonstrate
some
of
the
reasons
why
one
of
the
big
issues
is
cost
disparity
right,
we
have
an
income
gap
and
what
we
see
is
that
the
haves
and
the
have-nots
economically
are
changing.
Who
is
able
to
participate?
It's
expensive
to
play.
G
Kids
are
required
to
play
more
in
order
to
be
competitive,
they're
required
to
travel
more.
The
average
family
spends
over
900
dollars
per
week.
They
have
to
go
out
of
town
for
sports
tourism
events,
and
what
we
see
is
that
kids
from
lower
economic
levels
simply
are
being
out
priced,
and
so,
if
you
look
at
that
bottom
line,
I
think
La.
Crosse
is
a
really
telling
example
right
if
you
look
at
lacrosse
participation
and
I
apologize.
G
This
is
one
of
those
slides
that
got
a
little
blurry,
but
this
big
orange
line-
these
are
kids
from
households
earning
more
than
$100,000
56%
of
competitive
lacrosse
players
come
from
those
households,
four
percent
come
from
households
under
$25,000
technically
in
this
country.
That's
not
even
the
poverty
line,
although
we
could
talk
about
that.
But
the
point
is
that
if
you
have
nothing
but
private
competitive,
for-profit
organizations
running
these
types
of
sports,
kids
get
left
behind,
and
it's
a
serious
issue
for
us.
G
When
you
look
at
kids
in
terms
of
their
participation,
the
top
blue
line
is
number
of
kids
who
are
playing
a
team
sport
at
least
once
a
year.
That
number
has
been
steady
and
stable
for
a
long
time,
but
playing
once
a
year
and
playing
at
a
level
to
be
active
and
healthy
are
two
different
things
and
during
that
same
period
of
time,
from
2011
to
2016,
we've
seen
a
precipitous
drop
in
this
red
line.
G
Those
are
the
kids
playing
a
team
sport,
often
enough
to
maintain
a
healthy
lifestyle
because
of
sport
to
dive
into
that
a
little
bit
more
2011.
Twenty-Eight
point:
seven
percent
of
kids
in
this
country
played
a
sport
enough
to
be
active
and
be
considered
healthy.
That
means
that
they
play
at
least
three
hours
per
week,
three
different
times
per
week,
so
total
three
hours,
but
has
to
be
spread
across
multiple
days
at
a
level
where
they
are
in
a
high
calorie
burning
activity
and
five
years
later,
that
number
from
28.7
dropped
to
twenty
four
point.
G
Eight,
and,
as
you
can
imagine,
the
impact
of
that
is
that
we
are
winning
the
race
that
we
cannot
afford
to
win.
This
is
overweight
and
obese
kids
in
our
country
and
against
these
15
peer
countries.
We
have
the
top
line
in
both
right.
Almost
40%
of
our
girls,
aged
6
to
12
are
overweight,
almost
35
percent.
G
Actually,
35
percent
of
our
are
overweight,
and
this
is
it's
actually
a
direct
tie-in
to
an
unintended
consequence
from
the
defunding
of
school
sports
that
came
along
with
No
Child
Left
Behind,
as
dollars
were
given
to
schools
for
stem
activities,
which
is
a
great
thing.
They
were
taken
away
for
activities
and
the
gap
hasn't
been
filled
on
the
public
side
or
on
the
private
side
across
the
country
enough
to
continue
to
deliver
low-cost
or
no-cost
sports,
and
so
kids
have
been
dropping
out
of
sports
and,
at
the
same
time,
they've
been
increasing
in
their
weight.
G
So,
finally,
before
we
get
to
the
study,
the
last
point
that
I
want
to
make
is
the
impact
of
sport.
This
slide
shows
the
impact
of
activity.
This
is
again
at
least
three
hours
per
week,
spread
across
at
least
three
different
times
per
week.
What
happens
to
kids,
who
are
active
versus
kids,
who
are
inactive,
the
first
and
foremost
and
I?
Think
probably
the
most
sensible
one
is
that
kids,
who
are
active
at
least
three
times
per
week?
G
G
They
are
more
likely
to
graduate
from
high
school
those
kids
that
graduate
from
high
school
have
more
opportunity
to
go
on
to
college
and
then
those
kids
as
they
become
adults,
believe
it
or
not.
The
active
kids
versus
they're
inactive
counterparts
earned
seven
to
eight
percent
more
as
adults
compound
that
with
the
fact
that
they're
healthier
and
they
have
lower
health
care
costs,
it
makes
a
big
financial
difference.
G
But
then
the
other
piece
here
is
really
important
is
that
kids
who
grow
up
active
are
about
six
times
more
likely
than
inactive
kids
to
be
active
adults,
so
you
get
them
active
early
they're,
going
to
become
active
adults
by
the
numbers
and
active
adults
are
twice
as
likely
to
have
active
kids
themselves.
So
what
that
means
is
that
creating
opportunities,
maintaining
opportunities
and
making
sure
that
your
kids
are
active
means
that
you
create
a
multi-generational
and
intergenerational
cycle
of
community
health
and
all
the
compounding
benefits
related
to
social
educational,
physical,
financial
benefits
as
well.
G
So
that's
why
we
exist
it's.
Why
we
do
what
we
do.
It's
why
this
is
important
to
us
when
we
hear
that
a
community
is
going
to
lose
one
of
its
major
sports
assets
and
that
the
replacement
plan
for
that
is
unclear
and
that
something
needs
to
be
done.
We
want
to
make
sure
that
something
gets
done,
regardless
of
whether
it's
our
plan,
your
plan
or
something
in
between
or
someone
else's
plan,
all
of
that's
fine.
What
we
really
want
to
make
sure
is
that
kids
have
the
opportunity
to
participate.
G
Excuse
me
participate
so
now,
let's
get
into
the
study.
First
I'm
gonna
take
you
through
just
some
high-level
insights
related
to
the
market.
So
what
this
slide
shows
is
multiple
sites.
We
actually
looked
at
16
different
sites.
These
are
all
the
30-minute
drive
time.
Population
highlights
so
the
demographics
socio-economic
highlights.
What
you'll
see
here
and
I
won't
go
into
any
numbers.
Is
that
there's
not
a
lot
of
variation
between
these
sites
within
30
minutes,
you're
generally
within
about
10%
of
any
of
these
categories
serving
the
same
population?
Now
that
is
different.
G
G
This
is
one
of
the
sites
and
you
see
that
we'll
just
take
household
income
within
10
minutes,
the
median
household
income
is
a
hundred
and
seven
thousand
dollars
go
out
five
minutes
away
from
that
and
the
population
changes
so
significantly
that
a
hundred
and
seven
thousand
becomes
77
thousand
go
out
to
30
minutes
that
becomes
that
average
that
you
saw
on
the
last
slide.
Sixty
one
thousand
so
we'll
provide
some
insights
on
that,
although
it
is
worth
noting
that
that
is
sorry,
it
is
still
significantly
higher
than
when
you
get
beyond
this
area.
G
There
are
a
lot
of
benefits
of
this
area
in
terms
of
the
demographics
and
the
socio
economics,
just
in
terms
of
thinking
about
the
facility,
finance
ability
or
sustainability
and
ultimately
being
able
to
charge
rates.
We
look
at
local
market
access.
There's
not
enough
to
see
based
on
these
colors
I
promise.
The
charts
are
actually
a
little
bit
better
on
my
computer,
but
these
are
the
30-minute
drive
times.
What
this
shows
us
on
the
left
is
pop
relation
density.
G
You
don't
see
a
lot
of
color
there
because
there's
not
a
lot
of
color
there
you're
pretty
uniform
across
your
10,
15
and
30
minute,
which
is
what
these
numbers
are,
or
these
squiggly
lines
are
in
terms
of
your
population
density,
but
you
do
have
a
significantly
different
set
of
median
household
income
numbers,
so
you've
got
some
pockets
of
higher
area.
You
certainly
have
within
30
minutes
some
areas
just
to
the
west,
east
and
northeast,
and
then
all
the
way
to
the
south
we've
got
lower
household
income.
G
G
We've
got
some
recommendations
there.
The
final
piece
and
again
I
won't
go
into
the
numbers,
but
this
is
a
sampling
of
sports
and
sports
participation.
The
reason
that
this
is
up
here
is
because
I
want
you
to
understand
that
we
cast
a
really
wide
net.
We
have
a
relatively
limited
scope
in
terms
of
our
recommendation
compared
to
what
we
looked
at.
G
We
looked
at
ice
and
we
looked
at
swimming
and
we
looked
at
tennis
and
we
looked
at
baseball
and
we
looked
at
softball
and
we
looked
at
soccer
and
we
looked
at
football
and
we
looked
at
bump
up
up
all
the
way
down
the
line.
We
looked
at
everything
we
came
back
to
the
definitions
of
success.
We
looked
at
your
current
climate.
We
looked
at
the
loss
of
fields,
we
looked
at
opportunities.
G
We
looked
at
a
lot
of
different
things
to
come
back
with
our
recommendation,
but
we
did
our
very
best
to
leave
no
stone
unturned
on
the
front
end.
So
with
that,
we
also
wanted
to
look
where
people
were
recreative.
But
what
are
your
current
facilities
and
what
are
those
facilities
that
people
may
be
leaving
a
little
bit
to
go
to
and
participate?
So
we
looked
across
a
lot
of
different
local
facilities.
G
I
know
you
can't
read
that
there
was
no
intent
for
you
to
read
that
it's
just
to
say
that
this
as
a
small
sampling
of
dozens
and
dozens
and
dozens
of
facilities
that
your
locals
could
participate
at.
We
looked
at
so
I'm
gonna
wrap
up
local
market
with
some
local
market
insights
number
one
from
a
site
based
perspective.
There
are
a
large
number
of
sites
that
could
host
a
complex
right.
G
We
have
a
lot
of
space
that
is
required
by
outdoor
fields
in
particular,
and
there
are
a
lot
of
sites
that
are
big
enough
in
this
market.
They
could
support
that
now
the
benefit
of
those
sites,
your
local
population
or
across
your
city.
In
your
town.
You
know
each
one
of
them
has
their
pluses
and
their
minuses,
but,
as
I
showed
you
before,
the
30
minute
drive
time,
not
a
lot
of
variation,
but
the
sub
30
minute
drive
times,
certainly
can
be
a
lot
of
variation.
G
So
we
know
that
when
you
select
your
site,
site
location
will
matter
in
terms
of
some
of
the
funding
that
you
may
be
able
to
get
and
in
terms
of
the
service
that
you
may
be
able
to
provide.
When
we
look
at
the
market-based
insights,
some
of
the
keys
that
we
take
away
from
this
market,
it's
highly
participative
right
and
that's
to
be
expected.
We're
in
the
Midwest
lots
of
people
play
sports
throughout
the
state
throughout
the
Midwest.
That
wasn't
a
surprise
to
us,
strong
local
income,
particularly
compared
to
some
of
the
other
areas.
G
If
you
lose
those
soccer
fields
or
potentially,
when
you
lose
those
soccer
fields,
that's
going
to
become
a
significant
need,
because
you
will
have
taken
away
your
best
soccer
asset
and
not
replace
that
which
means
that
those
other
fields
in
the
community,
many
of
which
are
currently
multi-purpose,
they're
gonna,
have
an
influx
of
soccer
players.
Soccer
players
were
left
behind.
Lacrosse
players
will
be
left
behind
rugby
players,
ultimate
players,
all
of
those
sports
that
happen
on
multi-purpose
fields.
They're
gonna
be
jostling
for
position
until
you
can
replace
those
fields.
G
Finally,
facility
based
insights,
based
on
everything
we
saw
indoor
outdoor
field,
complex,
started
to
rise
to
the
top
for
your
locals.
Additionally,
that
a
tournament
capable
facility
really
needed
to
be
looked
at
in
order
to
meet
the
definitions
of
success.
And,
finally,
it
can't
be
about
soccer
or
a
single
sport.
It's
got
to
be
about
something
that
increases
the
diversity
and
the
versatility
of
that.
It's
got
a
drive
density.
It's
got
to
serve
a
lot
of
people,
so
we
wanted
to
make
sure
that
this
was
clear.
G
Multi-Purpose
is
absolutely
key,
not
just
looking
at
a
single
sport
regional
market
overview,
some
of
the
same
information
I'm
gonna
go
a
little
bit
quicker
here
to
pick
up
the
pace,
but
number
one.
We
look
at
the
regional
drivin
market
as
for
ours,
so
we
break
down
a
lot
of
different
drive
times,
but
within
240
minutes
you
have
over
25
million
people
that
can
be
serviced
by
a
tournament
capable
regional
draw
Sports
Complex.
G
We
looked
at
the
same
sports
participation,
it's
one
of
68
factors
or
it's
some
of
68
factors
that
we
include
in
our
analysis,
then
we
looked
at
where
people
are
playing
regional
events
that
are
currently
taking
place.
We
analyzed
more
than
675
different
regional
events
that
happen
on
an
annual
basis.
That's
not
just
soccer
and
lacrosse.
It's
also
BMX
and
we
looked
at
swim,
competitions
and
ice
hockey
tournaments.
In
figure
skating,
we
looked
at
everything
that
we
could
look
at
more
than
675
different
events
that
we
analyzed
and
we
broke
down.
Where
are
they
happening?
G
When
are
they
happening?
How
are
they
being
delivered,
as
well
as
the
facilities
that
those
are
happening
in
so
250
different,
quote-unquote
tournament
capable
facilities?
Now
not
every
facility
is
built.
The
same
operated
the
same
man
is
the
same,
delivered
the
same
right.
So
just
because
you
have
the
capacity
to
host
tournaments
doesn't
mean
you
are
a
premiere
experience,
but
we
did
look
at
all
of
those
facilities
that
can
and
do
host
tournaments
to
understand
what
your
best
option
for
competition
would
be,
and
what
some
of
those
key
competitive
value
propositions
would
be.
G
So
thinking
about
those
value,
propositions
number
one:
central
Illinois
right
you've
got
a
good
location
and
great
accessibility
to
the
entire
state,
you're
already
seeing
a
lot
of
state
games
from
from
some
of
your
organizations,
your
Special
Olympics
Paralympics
organizations,
we
spoke
with
them.
We
understand
that
centrality.
Accessibility
have
been
a
key
factor
in
getting
some
things
here,
already
number
two
that
the
60
minute
and
240
minute
regional
drive
time
again.
G
It's
got
a
minimal
difference
in
terms
of
what
those
individual
sites
might
bring,
because
most
of
those
people
that
are
coming
from
away
they're
plugging
into
their
GPS.
So
10
minutes
in
one
direction
or
10
minutes
any
of
the
other
typically
won't
make
a
huge
difference
and
then
number
2
or
sorry
number
3
I
mentioned
before
that
site.
Location
for
local
would
matter
for
both
funding
and
service.
G
If
we
think
about
the
regional
drive
in
population,
it's
going
to
matter
for
funding,
and
it's
going
to
matter
for
some
of
your
other
factors,
but
service
will
be
less
important
in
terms
of
the
precise
location
and
part
of
that
is
because
of
the
community
that
you
built
here
and
the
access
to
other
supporting
supporting
service
providers
which
I'll
talk
about
more
in
a
moment.
Market-Based
insights,
highly
participative,
as
I
mentioned
before
large
regional,
at
more
than
25
million
people
on
a
sub
regional
basis.
G
G
Actually,
many
of
them
are
not
reaching
financial
sustainability,
but
many
of
them
are
reaching
their
definitions
of
success
across
a
lot
of
different
sports
and
then
the
final
piece
is
this
community
relative
to
other
markets
of
this
size
does
have
a
high
number
of
supporting
service
providers,
hotel
rooms
and
your
occupancy
throughout
the
year,
as
well
as
restaurants,
and
so
we
look
at
those
as
some
of
the
key
factors,
in
addition
to
retail
and
other
entertainment
options.
But
this
market
can
support.
People
coming
in
you've
got
some
capacity
throughout
the
year.
G
You've
got
certainly
a
lot
of
properties
and
a
lot
of
options,
a
lot
of
different
price
points.
We
see
that
as
a
real
benefit,
that
a
lot
of
markets
that
are
sort
of
this
size
and
also
that
are
a
little
bit
isolated
from
major
population
bases.
A
lot
of
them
simply
don't
have
that
in
they'd
have
to
wait
for
hotels
to
come
in
and
restaurants
to
come
and
to
support
tournaments
and
events.
Your
you've
got
a
pretty
good
starting
point
here.
G
So,
finally,
in
terms
of
facility-based
insights,
you
have
to
invest
in
the
size
and
the
quality
of
this
facility
in
order
to
compete.
What's
happening
right
now
in
sports
tourism
is
that
a
lot
of
communities
already
have
and
are
planning
to
invest.
If
you
go
up
to
Rockford,
if
you
look
anywhere
in
Chicago,
if
you
look
at
Indianapolis
and
all
sorts
of
others,
there's
major
investment
into
this,
you
can't
expect
to
put
a
parking
lot
in
with
some
grass
fields
and
just
stripe
them
for
a
tournament
and
expect
to
compete
in
the
long
term.
G
G
So
you
know
that
it's
gonna
have
outdoor
fields
they
they're
going
to
need
to
be
primarily
synthetic
turf,
and
the
reason
for
that
is
that,
as
you
bring
in
events,
they
want
to
be
in
one
place
where
they
can
host
the
vast
majority
of
their
teams
in
one
location,
and
they
want
to
be
secure
that
if
they
come
and
it
rains
you're
not
gonna
cancel
the
tournament
on
them,
and
synthetic
turf
is
key
for
that.
So
that
gets
us
into
a
recommended
facility.
G
I'm
not
going
to
go
through
these
numbers,
but
we
have
an
indoor
complex
and
an
outdoor
complex,
and
we
think
the
balance
there
is
really
important
in
terms
of
service
to
this
community,
as
well
as
in
terms
of
financial
performance.
So,
on
the
indoor
side,
we
have
looked
at
a
couple
of
different
models.
What
we're
talking
about
today
and
the
numbers
that
are
in
front
of
you
are
for
a
dome.
The
dome
adds
a
lot
of
flexibility
in
terms
of
the
size
of
the
field
that
you
can
put
in
there.
G
The
height
of
the
roof,
that's
effective
to
build.
It
costs
an
awful
lot
less
to
build
on
the
front
end,
and
there
are
a
lot
of
domes
that
are
operational
here
in
the
Midwest,
with
a
lot
of
success,
in
fact,
bo
Jackson's
elite
sports
in
Lockport.
If
you're
familiar
with
it,
we
that
business
model
we
actually
are
partial
owners
of.
We
know
exactly
how
the
domes
work
here
and
what
the
keys
to
success
are.
So
we
integrated
that
into
this
analysis.
On
the
outdoor
side,
mostly
synthetic
turf
I
will
talk
about
this.
G
G
So
there
are
a
number
of
cricket
pitches
in
the
Northeast
there,
not
a
lot
of
cricket
fields,
full-sized
cricket
fields
and
one
of
the
things
that
we
found
through
our
data
collection
and
through
our
interviews,
was
that
you
have
a
pretty
significant
cricket
population
here,
primarily
going
up
to
Chicago
on
a
regular
basis,
we'd
like
to
bring
some
of
those
Chicago
people
down
here
with
this
asset
and
so
cricket,
we
think
is
unique
to
you.
We
don't.
G
We
don't
recommend
cricket
in
many
communities,
but
we
do
think
it's
a
big
opportunity
here,
as
well
as
the
dome
it's
a
hundred
and
thirty
thousand
square
feet.
That's
because
it's
really
effective
to
build
at
that
size.
That
gives
you
an
oversized
field.
It
can
be
crossed
on
with
five
multi-purpose
fields
and
then
another
key
difference
maker
for
you.
G
You
can
run
two
full
youth,
baseball
or
softball
fields
at
225
feet
in
this
facility,
so
we
looked
for
the
most
dynamic,
most
flexible,
most
usable,
most
useful
facility
for
you
in
terms
of
cost
of
development,
as
we
have
gone
through
this
and
looked
at
some
key
assumptions.
Keep
in
mind
that,
for
example,
we
don't
have
a
site,
so
we
don't
know
what
the
cost
of
land
might
be.
G
We've
put
in
a
placeholder
based
on
some
averages,
but
one
of
the
key
factors
would
recommend
is
let
this
be
an
anchor
go,
pay
less
for
land
and
let
the
value
of
the
land
that
surrounds
be
developable
and
become
increased
in
terms
of
its
total
value,
which
happens
in
pretty
much
all
of
these
instances,
but
land
costs
we've
got
at
about
three
million
dollars,
hard
cost.
That's
where
a
lot
of
your?
G
Not
only
your
your
foundation
work
but
you're,
paving
you're
grading!
You
have
a
you
know:
a
pretty
undulating
territory
here.
You'll
have
to
do
a
good
bit
of
site
work
that
we've
estimated.
Although
again
it's
not
site-specific
field
and
sport
equipment
costs,
lots
of
synthetic
turf,
lights,
top
quality
type
assets,
so
that
included
in
there
and
then
your
FF&E
furniture
fixtures
and
equipment,
a
soft
cost
of
construction,
design,
architect,
engineering,
construction
management
and
then
soft
cost
of
operations,
so
that
soft
cost
of
operations
is
really
important.
G
You
can't
build
it,
cut
the
ribbon
and
expect
it
to
be
functioning.
You
have
to
pre
book
it.
Pre
marketed
hire
the
staff
in
advance.
You
have
a
lot
of
operational
start-up
costs
that
come
from
just
preparing
the
business
and
training
the
staff
and
getting
the
word
out
there
and
pre
selling
the
business
and
making
sure
that
when
you
do
cut
that
ribbon,
it's
not
assuming
that
people
will
come.
It's
that
you
already
know
that
they're
coming,
and
so
that's
all
wrapped
up
into
that.
G
Any
of
these
numbers
that
we're
now
getting
into
complete
detail
in
that
pro
forma.
So
it
is
really
in
depth
and
detail
it
converts
actually
into
a
first
year
operating
budget.
So
every
line
that
you
can
expect
to
be
in
your
P&L
is
backed
up
here.
All
of
this
is
summarized
and
then
the
complete
back
up
behind
it,
or
in
that
case,
in
front
of
it
financial
performance,
overview,
I'm,
gonna
be
high
level
because
I
don't
want
to
drown
you
in
details.
G
So
this
is
what
your
set
of
programs
looks
like,
and
this
is
how
each
of
those
programs
generates
revenue
in
the
first
year
and
then
grows
up
to
year.
Five,
not
gonna,
go
into
depth
on
any
of
these
individually,
but
that
was
also
spread
apart.
But
these
are
your
top
revenue
category
revenue
generators
by
category
important
to
recognize
here,
number
one
and
number
two
food
and
beverage
and
outdoor
tournament
rentals.
G
Those
coming
is
number
one
and
number
two,
because
right
now,
you're
not
charging
a
fair
market
value
for
your
local
field
use,
and
we
know
that
you're
gonna
have
to
stair
step
up
into
more
now.
This
is
actually
at
year
five.
So
this
is
at
full
maturity
and
we're
still
capitalizing
more
on
outside
dollars
to
come
in
then
we
are
relying
on
locals,
so
you're
number
one
sources
of
revenue
and
food
and
beverage
is
primarily
driven
by
tournaments,
is
food
and
beverage
sales
and
then
number
two
is
tournament.
G
Rentals
number
three
happen
through
the
new
facilities
here
and
the
fact
that
we
believe
strongly
that
that
indoor
dome
component
can
be
the
revenue
center
that
helps
to
offset
the
cost
of
delivering
fields
and
make
no
mistake
in
almost
every
case
across
the
country.
Fields
cost
money.
If
you
can
build
a
dome,
you
can
do
it
effectively
and
you
can
have
this
differentiated
asset
that
we're
talking
about.
You
can
then
also
charge
more.
You
can
manage
it
more
effectively.
G
You
can
bring
in
outsiders
that
are
coming
on
a
Tuesday
night,
just
not
not
just
on
a
Saturday
afternoon,
and
so
you
can
generate
your
your
next
three
four
and
five
revenue
streams
come
from
those
new
indoor
programs.
It's
not
until
we
get
to
line
item
six
that
your
outdoor
field
rental
comes
up,
and
then
you
see
youth
development,
secondary
revenue
and
other
piling
in
there
so
prioritizing
dollars
from
outside.
Then
new
activities
and
programs.
Then
the
replacement
of
your
fields
into
this
new
complex
each
one
of
those
revenue
lines
has
its
own
operating
expenses.
G
What
we
call
the
cost
of
goods
sold.
Those
are
the
direct
and
variable
expenses
associated
with
servicing
that
revenue
complete
detail
on
every
single
one
of
these
in
that
full
pro
forma
and,
of
course,
we've
got
the
operating
expenses
that
are
your
overhead
or,
as
we
call
them
operating
expenses.
That's
your
full-time
staff.
That's
your
facilities
cost!
G
That's
your
cost
of
operating
the
business,
the
things
that
you're
gonna
pay,
no
matter
what,
whether
you
got
a
hundred
teams
or
ten
teams
there
you're
gonna
have
those
fixed
costs,
so
those
are
included
and
what
that
gets
us
to
is
ebody
earnings
before
interest
tax,
depreciation
and
amortization,
and
that
is
just
simply
that's
your
operating
cash
flow.
So
if
you
take
your
revenues,
minus
your
cost
of
goods
sold
your
overhead
expenses
and
you
look.
G
It's
going
to
require
an
early
year,
subsidy
and
until
it
gets
to
maturity,
it's
going
to
require
a
decreasing
but
ongoing
subsidy.
We've
done
a
20-year
outlook
in
that
20-year
outlook.
This
converts
from
essentially
breakeven
to
actually
a
positive
number
by
year.
Six,
that's
the
maturation
process,
but
we
take
a
conservative
approach.
G
If
you
look
at
cost
recovery
as
a
percent,
this
is
just
what
percent
of
your
costs
you're,
covering
through
revenue
generation
years,
one
through
five
72%
up
to
99
points,
something
that
rounds
up
to
100%
by
year,
five,
so
spending
inside
the
facility
inside
the
fence
right
on
the
fields
and
in
the
dome.
That's
one
thing,
but
we're
also
looking
at
a
tournament
option.
And
so
we
look
at
the
economic
impact.
G
These
are
dollars
that
are
spent
in
this
community
that
wouldn't
be
here,
but
for
a
tournament
or
event
that's
coming
in
so
we
categorize
non-locals
as
anyone
coming
from
more
than
90
minutes
away
and
when
they
spend
they
create
economic
impact.
So
that
is
again
new
spending.
The
first
thing
that
we
do
to
understand:
that
is,
we
project
the
number
of
events
that
can
be
run
between
all
of
your
events,
soccer
lacrosse
rugby
everything
else.
G
My
daughter
comes
with
me
and
it's
me
and
my
wife,
that's
four
people
and
if
we
spent
three
days
in
the
market
that
is
twelve
non-local
days
in
the
market,
each
one
of
the
three
of
us
each
one,
the
four
of
us
over
three
days,
so
that
converts
into
a
lot
more
room
a
lot
more
days
than
nights,
because
first
we
spend
more
days
than
nights.
Second,
four
of
us
spend
the
night
in
the
same
hotel
room.
So
that's
why
that
number
is
so
much
lower.
G
But
what
we
also
do
is
we
look
at
how
much
people
will
spend
each
day
that
they
come
into
market
and
we
break
it
down,
based
on
your
average
daily
rates
on
your
Davidge
daily
expenditures
and
on
literally
hundreds
of
other
tournaments
that
we
run
or
we
have
conducted
the
surveys
for
or
we
have
analyzed
the
surveys
for
to
then
create
a
local
spend
for
you.
This
is
specific
to
you,
based
on
your
hotels,
restaurants,
retail
entertainment,
etc,
and
we
get
to
about
ninety
dollars.
Ninety
one
dollars
per
person
per
day
when
non-locals
come
in.
G
So
ninety
minutes
away,
you
come
in.
You
spend
ninety
one
dollars
per
day
if
you
do
the
math
on
that
those
number
of
non-local
days
times
that
$90
and
66
cents
gives
you
your
economic
impact.
This
is
new
spending
and
direct
spending,
only
3.1
million
dollars,
but
as
those
eight
tournaments
grow
to
15
tournaments
and
as
the
number
of
teams
in
those
tournaments
grows
annually
as
the
tournament
matures
you
get
larger,
tournaments
and
more
tournaments.
So
by
the
time
you
hit
15
tournaments
in
year
five.
It's
almost
sorry.
G
It
is
nine
and
a
half
million
dollars
in
this
community
that
once
again,
would
not
be
here
but
for
those
15
tournaments,
and
all
of
this
is
based
on
real-world
operations,
facilities
that
we
manage
and
the
regional
facilities.
Looking
at
all
the
competition
and
taking
a
conservative
approach
to
how
you
compete.
G
The
other
thing,
sorry,
the
other
thing
I
want
to
mention
to
you.
You
see
that
there's
a
big
number
and
then
you
see
there's
a
really
little
number:
that's
zero
there.
We
don't
project.
Unless
you
ask
us
to
indirect
spending,
indirect
spending
is
basically
the
recycling
of
dollars.
So
if
I
come
in
from
Florida
and
I
spend
my
ninety
dollars
per
person,
some
of
those
ninety
dollars
then
get
recirculated
in
the
community
and
recycled
in
the
community.
That's
called
indirect
or
induced
spending,
and
we
don't
really
like
it.
G
It's
kind
of
fluffy
for
us,
so
we
are
only
focused
on
new
spending
that
we
consider
direct
spending,
not
the
recycling
of
those
dollars.
So
that's
why
it's
a
zero
final
thing
is,
if
you
generate
all
of
that
revenue.
Yes,
it's
new
money
into
your
hotels
and
your
restaurants,
etc.
It's
also
new
tax
revenue
dollars,
and
this
is
the
one
difference
between
the
packet
in
your
hand
and
what's
on
this
present
presentation,
we
reallocated
some
of
those.
We
learned
a
little
bit
more
about
it.
G
Now.
Luckily,
your
dollars
in
terms
of
taxes
are
the
same.
So
if
a
dollar
gets
spent
in
normal
and
a
dollar
gets
printed
meet
in
your
respective
communities
benefit
the
same
in
terms
of
tax,
the
county
gets
a
really
small
chunk.
It's
a
quarter
of
a
percent
of
your
taxes.
So
that's
not
a
lot
of
money.
But
what
is
a
lot
of
money?
Is
the
state
level.
So
a
hundred
and
nineteen
dollars
up
to
three
hundred
and
sixty
dollars,
there's
three
hundred
sixty
thousand
dollars.
G
The
state
is
generating
just
a
little
bit
more
than
the
local
and
the
reason
that
the
local
is
that
high
is
because,
although
your
sales
tax
is
a
little
bit
lower,
you're
generating
more
hotel
tax
and
then
your
food
tax
for
all
the
spending
on
on
restaurant
and
prepared
foods
here.
So
in
conclusion,
just
wrapping
up
and
recovering
what
we've
talked
about
number
one
financial
impact.
G
If
you
look
at
this
as
a
community
and
for
the
time
being,
I'm
just
gonna,
take
off
the
city
and
on
the
town
and
I'm,
just
gonna,
say
a
community,
the
greater
Bloomington
Normal
area-
and
you
look
at
this
facility
in
terms
of
its
financial
performance.
And
then
you
look
at
the
EBIT
number,
which
we
showed
you,
which
is
still
slightly
negative,
and
you
apply
just
the
new
tax
revenue
only
to
the
town
and
the
city.
It
surpasses
the
subsidy
required
by
year.
G
Five,
it's
up
in
the
three
hundred
and
fifty
thousand
dollar
range
again
conservative
approach
spreading
this
out
over
five
years,
rather
than
modeling
a
two
or
a
three
year,
maturation
period
and
again
also,
we
typically
beat
the
numbers
when
we
operate
facilities,
but
that's
the
approach
that
we
take
and,
in
addition
to
those
dollars
that
are
brought
in.
Of
course,
part
of
those
dollars
is
the
fact
that
your
hotels
and
your
restaurants,
your
local
business
owners
and
shops.
G
H
G
That
was
the
financial
impact,
but
I
said
before
that
kids
who
were
active
in
sport
have
all
of
these
benefits:
health,
education,
social
performance.
All
of
this
in
generational
multi-generational
cycle
that
I
talked
about.
It's
really
important
because
this
gets
applied
here.
If
you
expand
your
sports
and
part
of
it
goes
away.
G
If
you
lose
fields
and
don't
have
a
replacement
plan,
that's
viable
and
it
allows
kids
and
families
to
participate,
and
then
the
final
thing
that
we
always
want
to
talk
about
is
we
asked
why,
on
the
front
end,
now
we
have
to
ask
if
it
can
meet
those
definitions
of
success
on
the
back
end
so
number
one.
Can
it
create
a
significant
driver
of
economic
impact?
When
we
look
at
nine
and
a
half
new
million
dollars
spent
in
a
market,
we
would
consider
that
a
significant
new
economic
impact
number
to.
B
G
A
regional
tournament
destination,
if
you
built
a
collection
of
fields
in
a
parking
lot
and
striped
it
as
I
said
before:
you're,
not
a
regional
destination,
but
if
you
do
a
twelve
synthetic
lighted
field,
complex
with
four
natural
grass
fields,
cricket
pitch
the
supporting
amenities
and
then
you've
got
those
indoor
spaces
to
service
those
people
and
to
bring
in
some
of
those
winter.
Events
to
your
dome.
That
also
gets
a
check
mark
number
three.
Achieving
operational
sustainability
spent
a
good
bit
of
time
on
that.
G
So
that's
a
check,
mark
and
number
four
deriving
a
sense
of
place
and
quality
of
life
in
the
community.
When
we
look
at
communities
who
are
undergoing
changes
to
where
the
kids
can
recreate
and
you
replace
existing
assets
with
the
same
level
of
asset,
we
would
typically
call
that
a
one
on
a
one
to
one
replacement
right
and
not
necessarily
improving
but
maintaining,
but
in
this
complex.
G
If,
if
this
project
can
go
forward
and
find
a
path
towards
funding,
whether
it's
a
phased
approach
or
whether
it's
an
all
in
one
shot
approach,
if
these
assets
are
built,
we
absolutely
believe
that
this
can
drive.
That
sense
of
place
and
quality
of
life
help
to
keep
people
here,
help
to
attract
them
here
and
help
to
get
kids
who
grow
up
here
wanting
to
come
back
here
because
of
their
experiences.
So
that's
a
lot
of
information
as
I
said,
we'll
turn
it
over
for
questions
I'm
going
to
drop
this
with
you.
Thank.
C
C
Obviously,
silver
dollar,
a
question
would
be
as
you're
making
your
projections
up
to
year,
five
and
in
the
past
you
said
you
generally
have
in
in
Lockport
and
other
places.
Excuse
me,
you
have
exceeded
those
expectations.
What
is
the
is
there
a
likelihood
that
we
will
cannibalize
each
other
as
more
and
more
communities
begin
to
have
to
be
destinations,
and
how
do
we
control
for
that?
That's.
G
A
great
question
good
on
this
flame,
a
great
question,
and
actually
it's
something
that
we
are
really
worried
about
across
a
lot
of
parts
of
the
country.
If
you
were
to
go
to
the
southeast
and
look
for
another
indoor
court
based
facility
and
trust
me,
we're
engaged
to
review
a
lot
of
them.
They
are
getting
less
and
less
and
less
projected
successful
right,
because
there's
cannibalization,
there's
oversaturation.
Ultimately,
if
supply
outpaces
demand,
everyone
loses.
So
it's
one
of
the
key
pieces
that
we
look
at
in
terms
of
creating
a
differentiated
asset.
G
You
can't
build
something
that
entices
your
neighbors
to
go
out
and
compete
with
you.
You
have
to
build
something
that
is
founded
enough
and
spectacular
enough
that
it
creates
a
barrier
to
entry.
The
second
piece
is
we,
don't
ever
look
at
anything
as
being
simply
used
for
tournaments
and
events
right.
We
started
with
the
local
programming,
we
looked
at
the
local
programming
and
we
wanted
to
make
sure
that
you
are
serving
your
locals
through
this
facility
that
you're
not
grossly
over
building
for
them.
This
is
not
a
60
field
recommendation.
This
is
a
16
field.
G
Recommendation
and
part
of
that
is
because
we
think
that's
what's
responsible,
I'll
be
the
first
to
tell
you
that
sports
tourism
is
completely
different
today
than
it
was
10
years
in
the
past.
There
is
no
reason
that
five
years
and
ten
years
from
now,
we
should
expect
it
to
be
the
same
as
it
is
today.
So
we
know
it's
dynamic,
but
what
won't
be
dynamic
is
a
growing
population
that
needs
sports
for
its
local
kids
and
that's
a
primary
driver
of
what
this
recommendation
is.
H
G
Well,
remaining
viable
is
one
question
time
frame
in
reality
of
building
it
as
a
second.
Obviously,
the
big
accordion
of
whether
or
not
it
can
remain
viable
comes
down
to
funding
it.
Sometimes
we
get
funding
in
four
months,
and
sometimes
we
get
funding
in
four
years,
and
sometimes
we
get
funding
in
never
right.
So
I'll
put
it
this
way,
given
what
we
know
which
we're
pretty
tied
into
this
market.
G
We
think
that
the
window
here
in
terms
of
what
the
shelf-life
of
this
study
would
be,
we
would
think
in
about
18
months
and
and
to
the
same,
to
the
same
question.
I'll
say
this:
we
know
a
lot
of
facilities
that
are
being
talked
about.
We
know
a
lot
of
communities
that
are
considering
them.
We
don't
pretend
to
know
literally
every
one
of
them,
but
we
are
aware
we're
made
pretty
well
aware,
and
our
process
allows
us
to
project
sort
of
a
success
rate
of
those.
I
I
appreciated
your
point
in
response
to
mayor
renters
question
regarding
this
being
focused
on
the
local
community
as
much
as
the
non-local
community.
At
the
beginning
of
your
remarks,
you
spoke
in
very
compelling
ways
about
the
different
differentials
of
income
of
household
income,
and
it
seemed
to
me
that
a
lot
of
your
high
level
numbers
have
to
do
with
rentals
and
that
sort
of
thing
could
you
talk
a
little
bit
about
your
calculations
that
would
make
this
accessible
to
everybody
in
our.
I
G
A
great
question
this
is
the
best
number
I
can
give
you
for
that.
We
took
for
the
value
of
your
field.
Rentals,
as
I
said,
it's
a
stair-stepped
approach
to
creating
a
fair
market
value.
Now
fair
market
value.
Most
communities
surrounding
you
are
charging
more
than
$50
for
per
hour
for
a
field
rate.
You've
got
some
of
your
fields
being
delivered
at
zero
dollars
or
$3
an
hour
right.
G
G
If
you
look
at
the
amount
of
the
amount
of
time
that
those
fields
are
being
used
in
terms
of
their
total
utilization
against
the
peak
times
which
for
the
outdoor
complex,
we
have
43
hours
per
week,
including
weekends
and
weeknights,
not
past
9:00
o'clock,
43
hours
of
those
43
hours
per
week,
the
maximum
that
we
get
to
from
those
full
pay
is
25%
of
those
hours,
which
means
you've
got
75%
of
your
capacity.
Ultimately,
to
do
as
you
choose
our
recommendation.
G
Oftentimes
in
these
types
of
facilities
is
to
create
a
stair-stepped
pricing
structure
where
your
local
programs,
your
nonprofit
programs,
your
low
cost,
no
cost
programs,
they
get
a
credit,
a
waiver
or
reduced
fee
against
that
total
time.
So
there's
plenty
of
inventory
within
this
model
and
that's
one
of
the
reasons
that
we
built
a
12
fields
so
that
some
of
your
local
programs,
particularly
your
local
recreation
programs,
shorter
seasons,
sport
sampling,
volunteer,
coaching
that
are
trained
right.
G
Those
types
of
things
that
can
come
in
and
be
those
factors
you've
got
plenty
of
time
to
help
to
reduce
those
costs
or
create
a
different
structure
as
you
go
forward.
But
we
wanted
to
make
sure
that
we
had
that
capacity.
So
we
weren't
leaving
kids
behind
by
only
building
enough
for
the
kids
that
can
afford
to
play.
Excuse-Me
afford
to
pay.
J
Thank
you.
So
if
you
go
back
to
the
slide
where
you
were
showing
how
SFA
the
different
types
of
venues
that
you
guys
recommend,
whether
it
be
an
oh
yes
entirely
or
yes,
what's
the
modification?
Thank
you
so
looking
at
that
70
percent,
or
so
where
it
says
yes
and
then
yes,
if
I'm
gonna
combine
those
into
one
category,
can
you
walk
me
through
how
other
communities
have
funded
these
types
of
projects,
whether
it
be
hotel-motel
tax,
bonding
tips?
What
what
have
you
seen
in
your
experience
all.
G
Of
the
above,
so
the
transition
that
we've
had
it
used
to
be.
You
know
geo
bond
heavy
right,
and
at
this
point
that's
not
enough.
Now.
What
we
really
see
is
diversification
in
terms
of
funding
and
diversification
across
public
and
private.
So
let
me
give
you
the
example
of
I
wish.
I
had
Lotus
to
this
slide
up,
but
Spokane
Sportsplex
and
I'm
gonna.
G
Now
they
talked
to
the
County
County
wasn't
on
board,
it
talked
to
the
state
state,
wasn't
on
board
and
they
had
talked
to
a
couple
of
other
groups
and
really
there
wasn't
much
momentum,
but
it's
this
slide.
That
really
starts
to
build
out
what
this
is
right.
The
city
was
looking
for
access
and
they
were
looking
for
new
tax
revenue
and
the
PFD
was
looking
for
a
new
operating
revenue,
but
they
weren't
talking
about
health.
G
They
weren't
talking
about
safety,
they
weren't
talking
about
this,
that
and
the
other,
and
so
as
they
went
through
they
ultimately
diversified
into
five
sources
of
funds,
including
the
state,
gave
two
or
four
million
dollars.
A
number
escapes
me,
but
the
county
that
wasn't
on
board
at
all
the
county
was
looking
for
its
own
projects
because
it
thought
the
benefit
primarily
would
be
within
the
city
limits
and
not
to
the
county.
G
G
Obviously,
here
in
the
state
of
Illinois,
you've
got
separate
part
funding
that
in
a
lot
of
cases,
is
being
used
and
allocated
towards
that,
and
we
have
a
lot
of
success
in
working
creatively
with
communities
who
are
sunsetting
certain
taxes
or
certain
debts
rather
and
replacing
those
debts
just
carrying
them
forward
in
a
way
that
makes
sense
for
the
community.
So
it
that's
a
long-winded
answer,
but
it's
really
about
not
looking
for
the
single
source
of
funds,
but
looking
to
diversify
into
as
many
areas
as
possible
and
tap
into.
G
K
Thank
you
kind
of
intrigued
by
the
number
of
tournaments
that
you
said
that
you
could
do
three
years
sounded
like
what
eight
eight
to
fifteen
right,
eight
up
to
fifteen
fifteen
okay,
so
I!
You
know
just
wanting
you
to
expand
on
that
a
little
bit,
because
that
seemed
like
a
low
number,
what
one
a
month,
almost,
if
not
less
than
that,
and
then,
if
you
could
also
talk
about
how
because
I
see
a
lot
of
competition,
you
know
my
my
my
son
is
into
soccer
and
everything.
K
So
we
we,
you
know
going
to
you
know,
there's
a
lot
of
competition
between
different
sees
and
and
and
venues
for
for
those
kinds
of
tournaments.
So
how
would
the
community
make
itself
more
attractive
to
someone
living
in
the
Chicago
area?
Why
would
you
decide
to
come
here
in
Bloomington
when
there's
lots
of
tournaments
in
the
Chicago
area
or
st.
Louis
area
which
are
kind
of
the
in
the
area
that
bedrocks
of
soccer.
G
So
I'm
just
gonna,
repeat
the
question.
For
me,
there
was
a
little
feedback
there,
so
there
were
two
parts
of
the
question
number
one
was
eight
to
fifteen
tournaments.
That
doesn't
seem
like
a
lot
of
tournaments
talk
to
me
about
that
and
number
two
was:
how
do
you
compete
right?
How
do
you
actually
get
those
tournaments
in
so
on
the
eight
to
fifteen?
There
are
a
lot
of
examples
of
facilities,
regionally
that
are
doing
four
and
six
tournaments
per
year.
G
Most
of
those
are
dedicated
to
single
clubs
and
soccer
clubs
have
a
limit
to
the
number
of
tournaments
that
they
can
run
some
of
the
more
successful
tournament
complexes
are
running.
You
know
twenty
five
and
thirty
two
tournaments.
If
you
look
at
the
breakdown
of
what
fifteen
weekends
fifteen
tournament
weekends
would
be
within
your
year.
Granted
we
are
where
we
are.
The
weather
is
what
it
is
and
it's
uncertain
in
in
the
spring,
when
we're
going
to
get
to
play,
and
then
it's
a
little
bit
of
a
dive.
G
You
know
a
dip
in
the
summer
and
then
it's
primarily
in
the
fall.
We
just
don't
have
that
many
tournament
weekends.
If
we're
also
going
to
serve
our
locals
on
the
weekends,
and
so
that
was
a
key
point
to
us,
we
think
that
if
you
are
looking
to
maximize
both
your
regional
draw
and
your
local
service,
that
it's
important
to
start
to
think
about
scheduling
and
capping
those
tournaments,
so
that
you're
not
every
single
weekend,
kicking
your
locals
off
to
run
tournament
and
events.
G
So
could
it
could
it
equate
to
more
than
15
tournament
weekends
per
year?
Absolutely
we
believe
it
can,
but
we
thought
that
that
was
a
the
conservative
and
safe
approach
in
an
increasingly
competitive
environment
and
B.
We
think
that
leaves
you
with
capacity
for
your
locals.
Second
part:
your
question
is:
how
do
you
compete?
There
are
a
lot
of
ways
that
you
compete.
You
look
for
your
inside
advantages.
G
If
you
will
right
and
sensuality
here
is
a
key
thing:
when
are
people
from
Southwest
Illinois
going
to
play
a
Chicago
team,
if
they
don't
play
here,
because
how
long
do
they
have
to
travel
to
get
to
that
market,
or
vice
versa,
or
when
you're
gonna
get
an
Indianapolis
or
st.
Louis
or
Kansas
City
up
here,
all
the
way
to
Chicago?
Sometimes
it
works,
and
sometimes
it
doesn't,
but
accessibility
and
centrality
is
really
key
for
you.
The
other
thing
is
that
you
got
to
spend
money
right.
G
This
thing
is
going
to
require
early
year,
subsidy
and
a
big
portion
of
that
is
marketing
dollars.
Specifically,
if
you
were
to
go
into
your
the
overhead
expenses
on
the
operating
expenses,
those
the
cost
to
run
the
business,
we
have
a
line
in
there
called
tournament
business
development
and
that
tournament,
business
development
would
be
yeah.
G
You
know
typically
partnered
with
the
CVB,
but
in
some
cases
those
are
bid
fees
from
major
events
and
in
other
cases
those
are
incentives
for
people
to
come
in
for
organizations
to
bring
their
tournament
to
you,
and
sometimes
that
can
be
as
simple
as
we're.
Gonna
provide
the
hospitality
or
we're
gonna
pay
for
some
hotel
nights
or
we're
gonna.
Give
you
a
credit
back.
G
G
G
G
So
how
the
numbers
line
up
I'm,
not
exactly
certain,
let
me
explain
the
difference
to
you
and
then
talk
about
how
that
sort
of
breaks
down
in
most
communities.
The
reason
that
those
are
in
there
was
that
you'll
have
you'll,
have
capital
replacement.
You
know,
starting
year
six,
seven
eight
something's
gonna
be
breaking
right,
so
we
actually
recommend
spreading
a
sinking
fund
for
capital
replacement,
but
the
reason
that
those
were
specifically
requested,
as
we
were
going
through
this
process,
was
they
wanted.
G
We
were
asked
to
demonstrate
when
you
have
to
replace
turf
and
when
you
have
to
replace
the
dome,
and
those
are
the
two
categories
that
are
in
there,
so
turf
replacement
at
every
ten
years
and
dome
replacement
at
twenty
years
within
technology
dome.
That's
the
five
million
and
the
ten
million
plus
some
change
in
each
one
of
those
tranches.
Now
how
that
lines
up
again,
I,
don't
know
the
numbers
I.
G
We
could
talk
about
it
offline,
but
I
would
remind
you
that
in
any
endeavor
that
municipality
undergoes,
where
they're
going
to
own
a
facility,
you're
gonna,
have
capital
requests
and
capital
costs
and
in
reality
the
capital
costs
are
going
to
be
a
little
bit
more
than
that.
One
of
the
differences
here
is
that
if
this
community
was
doing
something
purely
for
local
recreation,
you'd
have
no
revenues
to
offset
that
right,
because
you
are
only
charging
a
few
dollars
per
hour
for
your
fields.
G
You're
gonna
need
new
fields,
and
you
could
make
some
changes
and
some
decisions
on
that.
So
it
it's
an
investment,
not
just
a
one-time
investment,
but
it's
a
long-term
investment
into
whatever
the
property
in
the
ownership
is,
and
the
goal
is
to
offset
some
of
those
expenses.
We
don't
expect
this
facility
to
ever
pay
its
own
debt,
either
on
the
front
end
or
the
capital
replacement
refinancing
debt
whatever
it
may
be,
but
that
was
meant
to
show
where
those
major
tranches
that
you
wouldn't
otherwise
normally
expect.
If
you
were
just
building
a
grass
field,
complex.
J
A
Well,
I
think
what
we
have
to
do
is
we
have
to
analyze
the
numbers.
Look
at
it.
Both
communities
and
CBB
I
think
need
to
take
a
hard
look
at
this
and
start
answering
some
of
the
questions
is
this
something
we
want
for
our
community?
Can
we
afford
it?
Can
we
not
afford
it?
Do
we
have
partners
that
can
help
us
with
this
facility
if
we
decide
to
to
move
forward
with
it?
A
C
A
Of
Bloomington
to
run
on
your
website,
if
you'd
like
and
this
report,
the
corrected
report
will
be
on
our
website
in
a
couple
of
days
and
I'm
sure
it'll
be
on
cydia
Bloomington's
website.
So
any
of
that
information
will
will
be
available
as
quickly
as
we
can
make
it
available
and
I'm.
Looking
for
one
more
thank.
G
Anybody
go
first,
okay,
you
know
every
community
is
different.
Obviously
you
know
how
you
interact
with
your
citizens.
Often
times
we
see
community
wide
survey.
Sometimes
there's
polling
a
lot
of
times,
though
that
doesn't
happen
until
you
start
to
understand
what
the
funding
mechanisms
might
be.
I
think
that's
really
something
that
internally
needs
to
be
addressed,
because
it's
gonna
be
hard
for
taxpayers
in
the
room
to
not
know
what
taxpaying
they're
being
asked
to
do
so.