Feasibility Study Woodridge Athletic Recreation Center

Feasibility Study
Woodridge Athletic
Recreation Center
Woodridge (IL) Park District
This document details the vision, the business model, current
status,
expected needs, defined markets, and projected results of the
Woodridge Athletic Recreation Center project, as well as the
projected feasibility for the success and financial viability of
the
project. This study represents a formal statement of the business
goals and the reasons why they are believed attainable, in
addition to
background information about the Park District and its
assembled
advisory board.
April 2012
Prepared For: Woodridge Park District
Prepared by: The Sports Facilities Advisory

Feasibility Study ♦ Woodridge Athletic Recreation Center ♦
Woodridge, IL
April 2012
The Sports Facilities Advisory, LLC
Page 2
TABLE OF CONTENTS
PROJECT PLANNING & DEVELOPMENT
....................................................................3
EXECUTIVE SUMMARY
...............................................................................................
............................................ 5
PROJECT INTRODUCTION AND METHODOLGY
...............................................................................................
....... 7
Project Background
...............................................................................................
................ 7
Planning and Strategy
...............................................................................................
........... 8
Final Facility Design - Option 7
....................................................................................... 11

Site Options
...............................................................................................
........................... 11
Financial Forecasting
...............................................................................................
........... 14
PROGRAMMING AND PRODUCTS/SERVICES
...............................................................................................
........ 15
Projected Revenue of Products and Services
.................................................................. 16
MARKET ANALYSIS
...............................................................................................
..........19
FACILITY LOCATION & SITE ACCESSIBILITY
...............................................................................................
........ 20
MARKET DEMOGRAPHIC CHARACTERISTICS
...............................................................................................
....... 21
EXISTING PROVIDER ANALYSIS
...............................................................................................
............................ 24
Existing Turf
Providers.................................................................................
...................... 30
Existing Court Providers
...............................................................................................
..... 32

Existing Baseball and Softball Training Providers
...................................................... 33
Existing YMCA and Rec Centers
....................................................................................... 34
Existing Fitness Providers
...............................................................................................
.. 35
Summary of Existing Service Providers
.......................................................................... 37
FINANCIAL ANALYSIS
...............................................................................................
.....39
SUMMARY OF FINANCIAL PROJECTIONS
...............................................................................................
.............. 40
Programming Revenues & Expenses
................................................................................ 40
Payroll
...............................................................................................
.................................... 43
Facility and Operating Expenses
...................................................................................... 46
CONCLUSION
...............................................................................................
......................48

CONCLUSION & PROFESSIONAL RECOMMENDATION
........................................................................................ 49
Contributors to Project Success
........................................................................................ 49
Challenges to Project Success
...........................................................................................
50
Conclusion, Recommendations & Next Steps
................................................................ 50
APPENDIX
...............................................................................................
.............................52
Woodridge, IL
April 2012
Page 3
Project Planning & Development
Woodridge, IL

April 2012
Page 4
THE SPORTS FACILITIES ADVISORY PROFILE
The Sports Facilities Advisory
The Park District engaged The Sports Facilities Advisory (SFA)
to contribute third-party
financial and feasibility analysis and expertise for this indoor
sports and recreation facility.
Operated by a team of accomplished sports facility operators,
business advisors, league sports
experts, corporate team development professionals, and facility
design professionals; SFA is a
full-service consultancy firm specializing in the planning,
opening, and managing of sports and
recreation facilities of all sizes and scope. SFA assists clients in
evaluating opportunities,
developing new sport and recreation facilities – from
community centers to professional-level
training and competition facilities – and managing or
optimizing existing operations. SFA’s
work encompasses multisport and multipurpose centers,
performance training facilities,
health/fitness centers, aquatic facilities, and outdoor complexes.
Having served a portfolio of
projects totaling more than $2 billion in planned and operational
facilities, SFA is called upon to

assist sports tourism destinations, private developers, parks and
recreation departments and
other national/state/local government entities, and architect and
engineering firms. SFA also
offers design-build and general contractor services,
architectural consultations, and bid
procurement. Through our network of vendors, SFA has also
secured serious discounts for
purchases of turf, hardwood, lighting, dasher boards, and other
sports-specific elements. SFA
facilities provide programming for various sports and activities,
such as soccer, lacrosse,
football, basketball, volleyball, baseball, softball, hockey,
performance training, health/fitness,
golf, aquatics, and many more.
Since its inception in 2003, the SFA team has consulted on more
than 60 operational sport,
recreation, and youth leadership centers across the country. SFA
has also completed more than
100 financial forecasts and feasibility analyses for projects
across the U.S. and internationally.
SFA is conservative in its market research and feasibility
projections. More than 70% of the
projects analyzed by SFA result in a “Feasibility: No” or
require significant changes to the
original business model, financing structure, or facility design.
Additional information can be found at www.sportadvisory.com.
http://www.sportadvisory.com/

Woodridge, IL
April 2012
Page 5
EXECUTIVE SUMMARY
The Sports Facilities Advisory (SFA) – with expertise in
developing program plans, business
plans, financial forecasts and feasibility analyses, as well as
consulting, operational
management, and design – has developed a third-party
feasibility study and financial analysis
for the development of an indoor, multi-sport community and
recreation facility in Woodridge,
Illinois surrounding area. Woodridge Athletic Recreation Center
will be situated in the community
of Woodridge in the Chicago land market. The Woodridge Park
District contracted SFA to
analyze the feasibility and financial viability for the project.
SFA developed and analyzed seven unique facility models for
Woodridge Athletic Recreation
Center. The seventh (and recommended) model is a 76,529
square foot facility that features a turf
field, a hardwood basketball court, three volleyball courts, six
batting cages, a child watch area,
a café, and multi-purpose rooms, as well as fitness areas that
include weight training, cardio
equipment, aerobics, and an elevated track. The center w ill be

equipped to host fitness, youth
and adult recreational sports, competitive sports, tournaments,
events, parties, performance
training, and more. The projected cost of construction is
$15MM, not including land and site
work.
Land and site work costs depend on which of two locations the
facility is built. SFA evaluated
both sites to determine whether they have the capacity to house
the facility. Site 1, called the
“TIF Site,” is a 4-acre parcel of land located directly south of
outdoor fields already in use for
park programs. The TIF Site may be eligible for up to $5
million in TIF subsidies. If it is chosen
and the subsidies are granted in full, SFA estimates the total
cost of the project to be $13.3MM.
Site 2, called the “Orchard Site,” is a 4.5-acre plot already
owned by the park system and
adjacent to a community aquatics center. Woodridge Park
District already owns the land,
drastically reducing initial costs, but the site is not in a TIF
district, eliminating the possibility of
the $5 million in aforementioned subsidies. If the Orchard Site
is selected, SFA estimates the
total cost of the project would be $15.8MM.
The market surrounding Woodridge Athletic Recreation Center
has over 1,500,000 people within a
30-minute drive time and features a median household income
of $75,552, which is nearly
$26,000 or 52% higher than the national average. Sports
participation rates in the area are high
relative to national averages, and – as should be expected –
there are a significant number of
existing providers in the market. Each of those factors was

weighed as the recommended
facility model above was developed. The data was also
incorporated into SFA’s proprietary
formulas as the financial forecast (pro forma) was developed,
which is detailed in the body of
this study.
Woodridge, IL
April 2012
Page 6
Based on SFA’s proven system of planning, managing, and
projecting facility utilization,
Woodridge Athletic Recreation Center is slated to generate
$1.6MM in total revenue its first year
and expand to $2.33MM in total revenue in year five. The total
cost of goods sold and operating
expenses in those respective years is $1.5MM and $1.77MM,
meaning that total net is projected
to be just under $100,000 in Woodridge Athletic Recreation
Center’s first year and over $550,000 in
its fifth year. It should be noted that those figures reflect
earnings before interest, tax,
depreciation, and amortization (EBITDA). Because the site has

not been selected, it is impossible
to project year-end cash flow, but EBITDA as a percent of
revenue (6% in Year 1 and 24% in
Year 5) is within the range that signifies a viable model.
After careful consideration and comprehensive analysis of the
business model, program plan,
financials, and the Park District’s vision for the Woodridge
Athletic Recreation Center, the project
has been deemed by SFA to be a “Feasibility: Yes.” Please note
that this finding is based on
EBITDA projections. Furthermore, the finding is predicated on
minimal and an appropriate
level of debt service so that the cash flow is not hamstrung by
excessive principal and interest
payments.
SFA is conservative in its market analyses, financial forecasts,
and feasibility projections, with
more than 70% of the projects analyzed by SFA resulting in
either a “Feasibility: No” or
requiring significant changes to the original business model,
financing structure, or facility
design. Because of the comprehensive and collaborative
approach during the planning,
strategy, and feasibility analysis stages – including the
exhaustive analysis of numerous
potential models – the Woodridge Athletic Recreation Center
project stands out as an example of a
“Feasibility: Yes.”
Year 1 Year 2 Year 3 Year 4 Year 5
Total Revenue 1,599,191.61$ 1,782,660.83$ 2,062,563.87$

2,159,254.42$ 2,333,548.86$
Total Cost of Goods Sold 623,783.00$ 652,021.54$
732,267.70$ 765,982.95$ 821,738.84$
Total Operating Expenses 879,252.17$ 896,853.92$
915,880.49$ 934,790.17$ 954,396.87$
Total Expenses 1,503,035.17$ 1,548,875.45$ 1,648,148.19$
1,700,773.12$ 1,776,135.71$
EBITDA 96,156.43$ 233,785.37$ 414,415.68$
458,481.31$ 557,413.15$
% of Revenue 6% 13% 20% 21% 24%
Woodridge, IL
April 2012
Page 7
PROJECT INTRODUCTION AND METHODOLOGY
This document represents the analysis and findings
related to the development of Woodridge Athletic
Recreation Center. The Park District secured the
services of SFA to assist in the production of a
comprehensive financial forecast and associated

feasibility study. Through continual collaboration
and information sharing between the Park District
and consultant team, this document provides the
narrative behind the financial analysis and
underlying assumptions.
Project Background
On December 12, 2011, Mike Adams (Executive
Director) and Don Ritter (Superintendent of
Recreation/Deputy Director) of the Woodridge (IL)
Park District met by phone with The Sports
Facilities Advisory (SFA). This call was a follow -up
to a presentation that SFA had completed during the 2011
Athletic Business Conference & Expo
on Dec. 1. Mr. Adams attended this session and was interested
in learning more about SFA’s
capabilities to assist the Woodridge Park District with its
recreation center planning process.
Through that discussion, the following facts were identified:
The Woodridge Park District (WPD) had completed a
preliminary community needs
assessment and determined that there is interest in a community
recreation center.
The WPD was interested in evaluating the financial realities for
the construction and
operation of a community recreation center.
The WPD was interested in pursuing a model that can be
financially self-sustaining.
There was interest in evaluating the potential for the site to

serve as a community
destination; therefore, the site and final plan may include
additional spaces for other
local entities and/or retail space that could provide economic
impact while working
synergistically with the community recreation center.
It was critical to the decision-making process that SFA’s study
includes detailed
financial forecasts.
Vision Statement
Woodridge ARC will establish itself in
the community as the place to go for
family recreation, indoor sports, and
fun in Woodridge and the
neighboring communities. The
facility – which will function as a
high-quality indoor sports complex
but maintain the atmosphere of a
local community center – will focus
on providing a best-in-class playing
environment as well as an
unmatched experience for families,
athletes and spectators.
Woodridge, IL
April 2012

Page 8
Planning and Strategy
To begin the analytical process, the two sides worked through
several critical strategy issues in
the development of the business model and the financial
projections for Woodridge Athletic
Recreation Center; more specifically:
Preliminary demographic review and
other market characteristics
Product lines & services
The business model
Facility components & amenities
Facility design considerations
Site planning and land acquisition
Projected start-up costs
Community needs and desired impact
Vision
Major marketing strategies
Developing Ideal Customer
Relationships© (ICR)

Local providers
Staffing approaches
Facility differentiators
Funding strategy
Construction & pre-opening timeline
Potential strategic alliances
Facility utilization
This initial phase of work included discussions related to:
Transforming existing ideas into a
realistic plan
Top reasons why facilities fail to meet
forecasted revenues
Top reasons why most developers fail to
raise capital
Estimating timelines for funding,
construction/build-out, profitability,
etc.
Keys to successful facility ownership
What’s involved in raising capital for a
new facility
Identifying and strengthening resources

in preparation for financing
presentations
Maximizing revenue per square foot
Current trends in facility financing
(common loan terms, rates, equity) and
involvement in the daily operations
Typical management and organizational
structures
And much more
SFA then completed more in-depth market research to arrive at
detailed pricing, team
projections and seasonality for the various sports, market
demand, and market reach.
From there, SFA created and analyzed a total of seven different
business and operating models
to find the best fit for the market. Based on this extensive
research, SFA arrived at its
recommended model, which provided for highest and best use
and highest returns. The chart
on the next page and the narrative that follows outlines models
1-6. Each of these models
provided discussion points and insights that contributed to the
creation of model 7, designated
as the “final facility design.”

Woodridge, IL
April 2012
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Models 1-6 Comparison
Option 1 Option 2 Option 3 Option 4 Option 5 Option 6
Fitness, 2 Court
Gym, Turf
Fitness, 1 Court
Gym, Turf
Fitness, 2 Court
Gym, No Turf
Fitness, 2 Court
Gym, Synthetic
Fitness, 1 Court
Gym, Synthetic
Fitness, 1 Court
Gym, No Turf
88,188 sf 75,969 sf 61,188 sf 73,406 sf 61,188 sf 48,969 sf
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Land + Site work $2,900,000 $2,900,000 $2,900,000
$2,900,000 $2,900,000 $2,900,000
Hard Cost (bldg. only) $12,988,563 $11,192,406 $9,019,563
$10,815,719 $9,019,563 $7,223,406
Field/Sport Equipment $1,013,555 $877,000 $915,577
$998,969 $862,414 $779,023
FF&E $277,830 $277,830 $277,830 $277,830 $277,830

$277,830
Soft Cost $1,802,281 $1,639,205 $1,441,929 $1,600,150
$1,437,074 $1,278,853
Total $18,982,228 $16,886,441 $14,554,898 $16,592,667
$14,496,880 $12,459,111
Total (minus land &
site work)
$16,082,228 $13,986,441 $11,654,898 $13,692,667
$11,596,880 $9,559,111
Year One
Revenue $1,808,580 $1,796,850 $1,507,410 $1,582,041
$1,570,311 $1,469,985
Expense $1,615,079 $1,577,665 $1,435,895 $1,495,447
$1,458,033 $1,422,296
EBITDA $193,500 $219,184 $71,514 $86,594 $112,278
$47,689
Year Two
Revenue $2,027,112 $2,014,283 $1,685,285 $1,768,786
$1,755,957 $1,635,762
Expense $1,714,834 $1,676,280 $1,527,674 $1,586,978
$1,548,425 $1,510,126
EBITDA $312,279 $338,002 $157,611 $181,808 $207,532
$125,636

Year Three
Revenue $2,341,198 $2,327,727 $1,956,433 $2,047,412
$2,033,941 $1,893,510
Expense $1,847,483 $1,807,919 $1,642,813 $1,705,275
$1,665,710 $1,619,764
EBITDA $493,715 $519,809 $313,620 $342,137 $368,231
$273,746
Year Four
Revenue $2,453,914 $2,439,769 $2,053,444 $2,146,751
$2,132,606 $1,985,842
Expense $1,917,096 $1,876,488 $1,704,522 $1,768,568
$1,727,959 $1,679,447
EBITDA $536,817 $563,281 $348,922 $378,183 $404,647
$306,395
Year Five
Revenue $2,645,390 $2,630,538 $2,209,225 $2,310,334
$2,295,482 $2,130,667
Expense $2,015,103 $1,973,417 $1,787,835 $1,855,284
$1,813,598 $1,758,332
EBITDA $630,287 $657,122 $421,389 $455,049 $481,884
$372,335
Cumulative
(5 Year)

Revenue $11,276,194 $11,209,167 $9,411,796 $9,855,324
$9,788,296 $9,115,765
Expense $9,109,595 $8,911,769 $8,098,740 $8,411,552
$8,213,726 $7,989,964
EBITDA $2,166,599 $2,297,398 $1,313,056 $1,443,771
$1,574,570 $1,125,801
11.4% 13.6% 9.0% 8.7% 10.9% 9.0%
The chart above shows the five-year operations summary for
each of the first six models developed. The following
descriptions
highlight the differences in the models, the thought process
behind the adaptations, the effect on usage, and the resulting
profitability. Note that for each of the models the land and site
work fee was been subtracted, thus eliminating variables caused
by
location and allowing for the most meaningful contrast of the
facilities themselves.
Woodridge, IL
April 2012
Page 10

Option 1 was the first model developed. It features two
basketball courts (each lined for cross-
court play on two smaller courts, which is how the majority of
youth programming would be
run), an unboarded turf field (which allows for maximum
flexibility to segment the field into
multiple areas, thus accommodating several activities at once
and allowing for multiple sports
to run simultaneously), and a fitness center. This model is the
largest and grandest of the
options, but SFA’s in-depth analysis predicted that the court
space would be underutilized for
the entirety of years 1-5 based on participation rates. Overbuilt
courts add cost to both
construction and ongoing utilities without significantly
increasing revenue, affecting the
profitability and yielding a 5-year EBITDA ROI of 11.4%.
Option 2 mirrors Option 1 but eliminates one basketball court
(and thus two smaller cross-
courts). This shift significantly decreases square footage,
construction costs, and operating costs,
increases the utilization percentages, and only marginally
decreases revenue from
tournaments/events. The result is a 5-year EBITDA ROI of
13.6%.
Option 3 keeps the two-court model developed in Option 1 and
the fitness center while
eliminating the turf component. The advantage of this model is
that it results in the smallest
footprint of any of the options, thus decreasing start-up and
construction costs, operating costs,
and management costs. That said, the courts would still be
underutilized, the revenue streams
would decrease significantly over Option 1 and Option 2

(because the turf component would be
highly utilized), and the overall service to the community would
suffer. The 5-year EBITDA
ROI is 9.0%, which signifies a low return on a relatively small
investment.
Option 4 adds a court-sized synthetic floor to Option 3.
Synthetic court is more suitable for field
sports than hardwood courts, but sacrifices a significant amount
of playability offered by turf.
The result is a footprint close to that of Option 2 and a mix of
activities similar to Option 1, but
the savings on building size, operating costs, and field/sport
equipment are offset by the
decreased draw of synthetic flooring as opposed to turf. The
hardwood courts would remain
underutilized and revenue on synthetic court is relatively low,
resulting in a 5-year EBITDA
ROI of 8.7%, the lowest of all of the models.
Option 5 presents the next logical iteration: a facility with a
single court, a single synthetic
court, and a fitness center. The footprint is the same as Option 3
(again requiring low start-up
and construction costs, operating costs, and management costs),
but the underutilized court is
replaced with the more versatile synthetic flooring. This option
provides flexibility and
adaptability at a low price, but the return remains at a relatively
modest 10.9%
Option 6 scales down as much as possible, eliminating the
multi-sport component all together
and paring down to one hardwood court and a fitness center.
This option has by far the smallest
footprint and construction costs, but also limits the ability to

serve a broad spectrum of the
community and returns only 9.0% of the investment over 5
years.
Woodridge, IL
April 2012
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Final Facility Design - Option 7
After an in-depth analysis and multiple discussions revolving
around models 1-6, a seventh and
final model was designed. It is a derivative of “Option 2”,
which was the most efficient model
analyzed in providing a diverse program offering while
responding to the market needs of the
surrounding Woodridge market place. For this model,
Woodridge Athletic Recreation Center’s
indoor facility is recommended to include one unboarded turf
field flanked by a basketball court
overlaid with three volleyball courts. The turf area is designed
to accommodate not only
traditional field sports such as soccer, football, and lacrosse,
but also field hockey and
baseball/softball training. More details on the facility design are
as follows:
Basketball court space (115’ x 85’)

o 2 cross-court functionality
Volleyball courts (three at 60’ x 30’ over
the above court space)
Unboarded turf field (180’ x 120’)
o 3 cross-field functionality
Batting cages/pitching tunnels (six at
75’ x 15’ over the turf field)
Fitness/Strength Room (100’ x 75’)
Aerobic Rooms (two at 40’ x 30’)
Fitness Locker Rooms (two at 30’ x 30’)
Elevated Jogging Track (860’ x 10’)
Child Watch Room (30’ x 30’)
Lobby/Welcome Area (30’ x 30’)
Café and Seating Area (40’ x 40’)
Multipurpose Rooms (two at 32’ x 32’,
divisible)
Staff Offices (four at 15’ x 15’)
General Office (30’ x 30’)
Outsource Space/CRC Classroom &
Computer Lab (two at 30’ x 30’)

Restrooms (three at 20’ x 20’)
Parking (estimated 230 spaces)
o 3 per 1000sf of building
Site Options
Woodridge Athletic Recreation Center will sit on one of two
sites.
Site 1, called “TIF Site” for
identification purposes, is a 4-acre
parcel of land located on the
northeast corner of North Janes Ave
and 83rd St directly south of outdoor
fields already in use for park
programs. There is efficient street
access and if necessary, future
expansion is possible on the north
side of the building. The site’s
proximity to the fields allows for
shared parking and enhanced
services for residents, but the land is
privately owned and will need to
negotiate a reasonable purchase
price. The city has expressed an
initial willingness to provide a TIF
subsidy of $5 million. While formal
design has not yet begun and with it,
a site plan not yet designed, SFA has
analyzed the feasibility of a 4-acre
site for the 7 models described.
Figure 1 is a conceptual site diagram
Figure 1: Conceptual site lay-out for the “TIF Site” located at
North

Janes Ave and 83
rd
St. Building is denoted in red and parking in grey.
Woodridge, IL
April 2012
Page 12
demonstrating how the building footprint and parking could
work. While the site is “tight,” it
can accommodate the building footprint and necessary parking.
Site 2, called “Orchard Site” for
identification purposes, is located on
the east side of North Jane Ave. just
south of the 83rd St intersection. It is a
4.5-acre plot already owned by the park
system with southern adjacency to a
community aquatics center, also
allowing for some shared parking and a
maximization of space due to each
facility’s seasonality. Expansion would
be possible to the west. The fact that the
land is already owned by the Park
District eliminates the acquisition cost,
but the site is not located in a TIF
district, making none of the $5 million

TIF subsidies available. As an
additional note, the facility and
additional parking would be developed
over existing fields that are currently in
use by the park district for outdoor
programming, so that space would
likely need to be relocated. The cost for replacement of those
existing fields is not factored into
the financial analysis; however, those costs are real and should
be considered in site selection.
The table on the following page demonstrates a comparison of
the two sites utilizing the Model
7 (Final Facility Program Design) financial forecast.
Figure 2: Conceptual site lay-out for the “Orchard Site” located
on
the east side of North Janes Ave south of the 83
rd
St intersection.
Building is denoted in red and parking in grey.
Woodridge, IL
April 2012
Page 13

Based on the financial analysis, SFA recommends pursuing the
TIF site given the following
factors:
- The seller of the site is reasonable and is willing to sell the
site at market rate.
- The TIF subsidies are provided to aid in the development of
the facility.
- The site is “tight” and the design of the building and parking
can be accommodated on
the site as analyzed by SFA. This is predicated on a functional
plan for storm water
retention and the development authorities providing any
necessary variances and
adjustments to ordinances that will permit the development at
this location.
TIF Site Orchard Site
Fitness, 1 Court Gym, Turf Fitness, 1 Court Gym, Turf
76528.75 76528.75
Land + Sitework $3,200,000 $800,000
Hard Cost (building only) $12,093,278 $12,093,278
Field/Sport Equipment $1,087,137 $1,087,137
FF&E $351,750 $351,750

Soft Cost $1,497,754 $1,497,754
Sub Total $18,229,920 $15,829,920
TIF Land/Site Subsidy (TBD) ($3,200,000) $0
TIF Bldg. Subsidy (TBD) ($1,800,000) $0
PARC Grant ($2,500,000) $0 $0
Total $13,229,920 $15,829,920
Revenue $1,599,192 $1,599,192
Expense $1,503,035 $1,503,035
EBITDA $96,156 $96,156
Revenue $1,782,661 $1,782,661
Expense $1,548,875 $1,548,875
EBITDA $233,785 $233,785
Revenue $2,062,564 $2,062,564
Expense $1,648,148 $1,648,148
EBITDA $414,416 $414,416
Revenue $2,159,254 $2,159,254
Expense $1,700,773 $1,700,773
EBITDA $458,481 $458,481

Revenue $2,333,549 $2,333,549
Expense $1,776,136 $1,776,136
EBITDA $557,413 $557,413
Revenue $9,937,220 $9,937,220
Expense $8,176,968 $8,176,968
EBITDA $1,760,252 $1,760,252
Total Development ROI 9.7% 11.1%
Cash on Cash ROI 13.3% 11.1%
Year Four
Year Five
Cumulative
(5 Year)
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Model 7 Comparison
Year One
Year Two
Year Three
Woodridge, IL
April 2012
Page 14

Financial Forecasting
Upon being retained, SFA reviewed the Park District’s existing
model, structure, and study for
the Woodridge Athletic Recreation Center project. SFA then
proceeded to complete its own
comprehensive analysis of the market, existing providers, and
opportunities. The forecasts for
each model and the subsequent recommendations were reached
through an application of
SFA’s standard methodology for financial analysis and
projections, which have been
successfully implemented and proven accurate in the
development of sports complexes across
the nation. The Park District reviewed SFA’s final analysis and
confirmed that it is realistic and
attainable; the result of the effort is a mutually approved,
thorough financial forecast with
supporting documentation to assess the feasibility of the
project.
The Woodridge Athletic Recreation Center business model will
feature a product/service mix
focused on leagues, tournaments, camps, clinics, and
instruction/training in sports such as
soccer, football, lacrosse, baseball, softball, basketball, and
volleyball. Complementing the
sports and training programs, Woodridge Athletic Recreation
Center will also offer plenty of
school-age programming and birthday parties. By combining
these elements at one site, it is the
desire of the Park District to create a hub of activity for the
local area and region and to provide
a full family experience that promotes player development,
competition, involvement,
entertainment, and participation. Also, Woodridge Athletic

Recreation Center will provide an
atmosphere of fun, healthy living, excitement, and a desire to
return season after season and
year after year.
The keys to success for Woodridge Athletic Recreation Center
include the Park District’s ability to
drive traffic into the facility, create an unmatched atmosphere
and facility that serves as a
popular destination and gathering spot, and effectively deliver
the variety of unique services
being considered. The Park District also has established and is
further building relationships
within the local and regional sports community; this will attract
current programs and leagues
and aid in the creation of new and exciting programs that will
benefit athletes and participants
of all ages and abilities. It should be noted that the Park
District is not a new operator in the
area, and it currently serves the residents with programming.
For that reason, it already has a
head start in communication, pubic relations, marketing, and a
track record with its customer
base.
Woodridge, IL
April 2012
Page 15

PROGRAMMING AND PRODUCTS/SERVICES
Woodridge Athletic Recreation Center will be designed as a
“hub” for sports programming, player
development, training, and community recreation. As such, the
Park District acknowledges the
necessity for a diverse mix of products/services and the
implementation of various programs and
other offerings throughout the indoor facility. By providing
these various program spaces and
amenities, Woodridge Athletic Recreation Center will offer
multiple athletic and recreational
activities to serve a wide range of user and community pursuits.
The facility will be designed as a
cross-marketing engine to increase revenue and develop Ideal
Customer Relationships©. Below is
a list of the various programs/revenue streams and product and
service offerings to be included
in the first year of operation and beyond:
Soccer
o Instructional Clinics & Camps
o Drop-in Play
o Tournaments
o Leagues
o Traveling Soccer
Basketball
o Drop-in Play
o Tournaments

o Leagues
Lacrosse
o Drop-in Play
o Tournaments
o Leagues
Football
o Drop-in Play
o Tournaments
o Leagues
Baseball/Softball
o Private Lessons
o Team Rentals
o Cage Rentals
o Drop-in Play
Volleyball
o Drop-in Play
o Leagues
Fitness & Training
o Personal Training
o Group Training Classes
o Group Exercise Classes
Membership
o Program Memberships
o Day Guest Passes
Court and Field Rentals

o Full-Court/Field Rentals
o Half-Field Rentals
Birthday Parties
o Turf Sport Parties
o Baseball Parties
o General/Non-Sport Parties
Corporate & Group Events
o Corporate Events and Parties
o Large Events and Parties
o Facility Rentals
Youth Programming
o Full-Day and Half-day Camps
o Single-day Camps
o Teen Programs
o Camp Daycare
o Lock-ins
o Before and After School Programs
o Field Trips
Food & Beverage
o Concessions
o Vending
Woodridge, IL
April 2012

Projected Revenue of Products and Services
The following table illustrates the revenue (and percentage of
revenue) that each product/service lends to the overall bottom
line. The
specific revenue and expense projections can be found in the
financial analysis section of this study and in the accompanying
detailed
pro-forma. The “Projected Revenue of Products and Services”
table demonstrates the diversified revenue base for Woodridge
Athletic
Recreation Center and how the various contributions increase
and are distributed over the first five years of operations. It is
important to
note that some secondary revenue-generating opportunities (i.e.
seasonal offerings per market demand) have not been included.
$ % $ % $ % $ % $ % $ %
Fitness Memberships $510,972 32% $540,026 30% $623,730
30% $654,916 30% $687,662 29% $176,690 35%
Basketball $61,055 4% $70,213 4% $81,096 4% $85,151 4%
$93,879 4% $32,824 54%
Volleyball $34,550 2% $39,733 2% $45,891 2% $48,186 2%
$53,125 2% $18,575 54%
Court Events (Tournaments) $21,888 1% $25,171 1% $29,073
1% $30,526 1% $33,655 1% $11,767 54%

Court Rentals $45,000 3% $49,500 3% $54,574 3% $54,574 3%
$57,302 2% $12,302 27%
Competitive and Travel Soccer $135,975 9% $156,371 9%
$180,609 9% $189,639 9% $209,077 9% $73,102 54%
Recreational/Child Development Soccer$64,416 4% $74,629 4%
$85,900 4% $90,904 4% $99,512 4% $35,096 54%
Lacrosse $17,100 1% $23,665 1% $27,333 1% $28,700 1%
$31,641 1% $14,541 85%
Football $31,425 2% $36,139 2% $41,740 2% $43,827 2%
$48,320 2% $16,895 54%
Baseball/Softball $44,830 3% $51,555 3% $59,545 3% $62,523
3% $68,931 3% $24,101 54%
Field Rental $76,500 5% $84,150 5% $88,358 4% $88,358 4%
$92,775 4% $16,275 21%
Birthday Parties $32,400 2% $37,260 2% $43,035 2% $45,187
2% $49,819 2% $17,419 54%
Performance Fitness & Training $80,800 5% $92,920 5%
$107,323 5% $112,689 5% $124,239 5% $43,439 54%
Corporate & Group Events $23,000 1% $26,450 1% $32,005 2%
$33,605 2% $37,049 2% $14,049 61%
Youth Programming $346,351 22% $398,304 22% $481,947
23% $506,045 23% $557,914 24% $211,563 61%
Food & Beverage $72,930 5% $76,577 4% $80,405 4% $84,426
4% $88,647 4% $15,717 22%

Total Revenue $1,599,192 100% $1,782,661 100% $2,062,564
100% $2,159,254 100% $2,333,549 100% $734,357 46%
∆ Growth Yr. 1 to Yr. 5Projected Revenue of Products
and Services
Year 1 Year 2 Year 3 Year 4 Year 5
Woodridge, IL
April 2012
Page 17
Woodridge, IL
April 2012
Page 18

THE MANAGEMENT TEAM
The Management Team consists of the Board of Park
Commissioners, whose primary
responsibility is to set policy and oversee all financial
obligations of the proposed facility. The
Board is supported by the existing Administrative Staff
consisting of the Executive Director,
Deputy Director/Superintendent of Recreation, Superintendent
of Finance and Personnel,
Superintendent of Park Operations and the Assistant
Superintendent of Recreation; whose
primary responsibilities are to develop and administer financial,
administrative, personnel and
operations procedures in compliance with the policies
established by the Park Board. Facility
Management staff responsible for the day to day operations will
consist of a Facility Supervisor,
Recreation Supervisor, Athletic Supervisor, Fitness Manager,
and Maintenance Supervisor. The
Management Team will report to the Park Board, as currently
reported for other District
facilities, on all aspects relative to the overall operational and
financial performance of the
facility.
Woodridge, IL

April 2012
Page 19
Market Analysis
Woodridge, IL
April 2012
Page 20
FACILITY LOCATION & SITE ACCESSIBILITY
A suburb of Chicago, located primarily in DuPage County,
Woodridge is located in northeastern Illinois about 30 miles
southwest of downtown Chicago (see shaded area to the right).
Market Accessibility
Both the TIF Site and Orchard Site are located near 83rd Street
between
North Janes Avenue and the Veteran’s Memorial Tollway (TIF
Site is
north of 83rd, Orchard Site is south). Both locations are on/next
to
already-in-use Parks and Rec pieces of land, making the facility

a
natural fit in a known and established area.
Either site will allow the facility and the Park District to draw
players and patrons from the
local area and region for training, leagues, tournaments, and
other instructional programs such
as camps and clinics. Such market penetration is critical to
facility utilization and sustainability.
http://upload.wikimedia.org/wikipedia/commons/6/6a/Illinois_-
_outline_map.svg
Woodridge, IL
April 2012
Page 21
MARKET DEMOGRAPHIC CHARACTERISTICS
Depending on the business model, different parameters are
applied when analyzing a market (demographics, participation,
existing
providers, etc.). For a sports and recreation facility located in a
densely populated region such as the Chicago market, industry
metrics

dictate that a 30-minute drive time area would serve as the
“target market” from which to capture facility participants and
patrons for
regular league, tournament, and training programs. It is this 30-
minute demarcation that is employed when analyzing the test
facility
(Woodridge Athletic Recreation Center) against existing service
providers in the area and market reach for specific programming
such as
soccer, lacrosse, baseball, softball, basketball, volleyball, etc.
The map above depicts Woodridge ARC surrounded by 10-, 15-,
and 30-minute drivetimes. The map illustrates population
by zip code, with the darker colors representing the denser
areas.
Woodridge, IL
April 2012
Page 22
The map above depicts Woodridge ARC surrounded by 10-, 15-,
and 30-minute drivetimes. The map illustrates median
household
income by zip code, with the darker colors representing the

higher income areas. Demographic data provided by
Demographics Now.
Woodridge, IL
April 2012
Page 23
Key Demographics
As the table to the right demonstrates,
Woodridge Athletic Recreation Center is
located in a heavily populated area.
What stands out about the
demographic factors is that the target
market surrounding Woodridge
Athletic Recreation Center is stable,
young, and affluent. The surrounding
area is expected to remain highly
populated without having to
accommodate for the influx of people
seen in many markets; the median
age in each of the drive time
circumferences analyzed is in line
with the U.S. average; and the
median household income is
significantly higher than the national
average.
Potential Sports Participation

To project the number of teams
Woodridge Athletic Recreation Center
can expect to capture from the
current market, SFA utilized local
participation rates reported by
American Sports Data, Inc. (ASD), the
National Sporting Goods Association
(NSGA), and the Sporting Goods
Manufacturers Association (SGMA).
These reports take into account only
active sports participants who play
their respective sport in an organized
format a set amount of times per
year.
Sports Participation - 30-minute Drivetime
Sport
Registered
Participant %
Potential
Participants
Baseball 5.1% 79,024
Basketball 12.7% 199,126
Football 5.1% 79,416
Soccer 5.3% 82,937
Softball 7.9% 123,622

Volleyball 4.3% 66,506
Futsal 2.4% 37,165
Lacrosse 1.1% 17,213
* Note: existing providers are not factored into this “pool” of
participants. The “potential participants” are the number of
individuals that the facility and the management team could
target for the respective activities. The actual participants
would result from a closing percentage of these “potential
participants.”
Key Demographic Factors
Category
10
minutes
15
minutes
30
minutes
Total Population
(2011 Estimate)
89,902 222,932 1,564,840
Total Population
(2016 Projection)

89,345 221,730 1,564,448
Expected Pop. Change
(2011-2016)
-0.6% -0.5% 0.0%
Median Age
(U.S. = 36.95)
37.7 37.2 36
Median HH Income
(U.S. = $49,726)
$75,667 $76,529 $75,552
Woodridge, IL
April 2012
Page 24
• EXISTING PROVIDER ANALYSIS
As can be expected in a market of this size with such favorable
key demographic factors, there

are a significant number of existing providers in the area. In
order to determine the share of the
market that Woodridge Athletic Recreation Center can expect to
capture, SFA performed an in-
depth analysis of the local providers. That analysis is based on
the following factors:
• Proximity to existing providers
• Sports and Programs offered relative to existing providers
• Other services offered
• Pricing advantages
• Facility quality, aesthetics, and amenities
• Existing providers within the desired demographic
Based on an indoor turf, court, and fitness model, Woodridge
Athletic Recreation Center must
consider five primary categories of similar providers: 1)
Existing Turf Providers; 2) Existing
Court Providers; 3) Existing BB/SB Training Providers; 4)
Existing Fitness Providers; and 5)
Existing YMCA/Rec Centers. A provider map for each of those
categories can be found on the
pages that follow.
Woodridge, IL
April 2012
Page 25

Woodridge ARC
Drive time (30 mins)
Turf
1. Ditka’s Sports Dome
2. Seven Bridges Ice Arena
3. Darien Sportsplex
4. Westmont Yard Indoor Sports
5. Bo Jackson Elite Sports
6. Ackerman SFC (Glen Ellyn)
7. Players Indoor Sports Center
8. The Max
9. Bridgeview Sports Dome
10. Sport Zone Family Fun Center
11. Just for Kicks
12. Elite Sports Performance
13. PlayUSA Indoor
14. ChiTown Futbol
15. Finish Strong Indoor Sportsplex
16. Chicago Sports Zone
17. Sportsplex St Charles
Woodridge, IL
April 2012
Page 26

Woodridge ARC
Court
1. Bulls/Sox Training Academy
2. Sunsetters Volleyball
3. Walker Athletics
4. Ackerman Sports & Fitness
Center
5. Players Indoor Sports Center
6. The Max
7. Wheaton Park CAC
8. Illinois Basketball Academy
9. Great Lakes Volleyball Center
10. Sugar Grove Sports Center
Woodridge, IL
April 2012
Page 27
Woodridge ARC
Baseball/Softball Training
1. Perfect Swing
2. Bulls/Sox Training Academy
3. Quarry Fieldhouse

4. Bo Jackson Elite Sports
5. Ackerman Sports & Fitness
6. The Max
7. Bridgeview Sports Dome
8. Naperville Baseball Academy
9. Centerfield Sports Academy
10. Elite Sports Performance
11. Finish Strong Indoor Sportsplex
Woodridge, IL
April 2012
Page 28
Woodridge ARC
Fitness
1. Curves
2. LA Fitness
3. Blast Fitness
4. Women’s Workout World
5. X Sport Fitness
6. Edward Health & Fitness
7. Curves
8. Cardinal Fitness
9. Walker Athletics
10. Midtown Athletic Club

11. Good Samaritan Hospital HWC
12. ATI Fitness Center
13. Lifetime Fitness
14. Five Seasons Family Sports Club
15. Edward Health & Fitness-
Naperville
16. Anytime Fitness
17. Lifetime Fitness
18. LifeStart Central Park Athletic
Club
19. Curves
Woodridge, IL
April 2012
Page 29
Woodridge ARC
YMCA
1. Indian Boundary YMCA (Downers
Grove)
2. Kroeler Family YMCA (Naperville)
3. YMCA Sports Complex
Recreation Centers
1. Darien Park District Fitness Center

2. Bolingbrook Annerino Comm.
Center
3. Lemont Park District CORE
4. Lisle Community Park Fitness
Center
5. Downers Grove Park District Rec
Center
6. Bolingbrook Park District RAC
7. Ackerman SPC (Glen Ellyn)
Woodridge, IL
April 2012
Page 30
EXISTING TURF PROVIDERS
Ditka's Sports Dome (www.ditkasportsdome.com)
Located approximately 4 minutes away in Bolingbrook, Ditka’s
Sports Dome features a 70,000
square foot dome with an unboarded turf field and a 44 station,
2-deck driving range.
Seven Bridges Ice Arena (www.sevenbridgesicearena.com )
Located approximately 6 minutes away in Woodridge, Seven
Bridges Ice Arena features two ice
sheets and one small unboarded turf field used for programs
including Lil’ Kickers.

Darien Sportsplex (www.dariensportsplex.com)
Located approximately 10 minutes away in Darien, Darien
Sportsplex features three ice sheets
and a 185’ x 85’' turf field. The facility is owned by the park
district.
Westmont Yard Indoor Sports (www.westmontyard.com)
Located approximately 12 minutes away in Westmont,
Westmont Yard Indoor Sports features a
270’ x 180’ field that divides into three 180’ x 90’ fields and is
used for a variety of indoor sports.
Bo Jackson’s Elite Sports (www.bojacksonselitesports.com)
Located approximately 19 minutes away in Lockport, Bo
Jackson’s Elite Sports features two
major league-size infields with adjustable base paths, a
multipurpose field measuring 110’ x
195’, a three-lane 80-yard track, state of the art agility and
speed training area, and 12 batting
cages with professional clay mounds. The facility also has a
team store, concessions, and rehab
clinic.
Ackerman Sports & Fitness Center
(www.ackermansportsandfitnesscenter.com)
Located approximately 22 minutes away in Glen Ellyn,
Ackerman Sports & Fitness Center is an
88,000 square foot multi-purpose facility, including a 180’ x
120’ multi-purpose turf field, three
high school-size wood basketball courts, two 30-foot climbing
rocks, batting cages, an elevated,
multi-lane walking/running/jogging track, a 7,000 SF fitness
center, multipurpose rooms for
fitness classes, locker rooms, and meeting rooms. The facility is
owned by the park district.

Players Indoor Sports Center (www.playersindoor.com)
Located approximately 22 minutes away in Naperville, Players
Indoor Sports Center is a 95,000
SF facility featuring three 200’ x 100’' boarded fields, one
unboarded 80’ x 50’ training field, and
two volleyball courts.
McCook Athletic & Expo (MAX) (www.max-mccook.com)
Located approximately 22 minutes away in McCook, MAX is a
125,000 SF facility that features
two full-sized basketball courts, volleyball courts, and a
baseball/softball academy, and is
headlined by a 408’ x 159’ full unboarded field that can be
divided into four 159’ x 102’ pods.
MAX is Chicago's first full-sized outdoor field under roof; it is
positioned under a 40’ clear-span
roof.
Bridgeview Sports Dome (www.bridgeview-il.gov/dome/)
Located approximately 24 minutes away in Bridgeview,
Bridgeview Sports Dome is a 90,000 SF
facility featuring a variety of sporting activities, plus free
chipping and putting areas. The Dome
can be reserved for indoor soccer, softball, baseball, whiffle
ball, football practice or leagues,
seminars, meetings and parties.
Woodridge, IL
April 2012

Sport Zone Family Fun Center (www.sportzonepark.com)
Located approximately 26 minutes away in Aurora, Sport Zone
Family Fun Center is a dome
structure featuring an unboarded field used for a variety of
sports.
Just for Kicks (www.justforkicks.org)
Located approximately 27 minutes away in Plainfield, Just for
Kicks is a 50,000 SF facility that
features two 100’ x 200’ fields and two full-size outdoor fields
behind the building.
Elite Sports Performance (www.espcomplex.com)
Located approximately 27 minutes away in Oswego, Elite
Sports Performance features two
unboarded 110’ x 65’' turf fields, seven baseball tunnels, and a
sports performance training area.
PlayUSA Indoor (www.playusasoccer.org)
Located approximately 28 minutes away in Aurora, PlayUSA
Indoor features a 90’' x 40’' field
and a 188’' x 90’' field. Both are unboarded.
ChiTown Futbol (www.chitownfutbol.com)
Located approximately 30 minutes away in Chicago, ChiTown
Futbol features two 171’ x 65’'
and one 80’ x 50’' boarded turf field.
Finish Strong Indoor Sportsplex
(www.finishstrongsportsplex.com)
Located approximately 31 minutes away in West Chicago,
Finish Strong Indoor Sportsplex is a

baseball training-focused facility with one 160’ x 75’ boarded
turf field, one 95’ x 84’' open turf
field used for baseball, drop down tunnels, and training areas.
Soccer and lacrosse programs are
also featured.
Chicago Sports Zone (www.chicagosportszone.com)
Located approximately 35 minutes away in Melrose Park,
Chicago Sports Zone features two
185’ x 85’ boarded fields, a small fitness center, and a bar.
SportsPlex St. Charles (www.sportsplexstc.net)
Located approximately 46 minutes away in St. Charles,
SportsPlex St. Charles is a 62,500 SF
facility featuring two indoor soccer fields, locker rooms,
showers, a soccer store, a concession
stand, a sports performance center, and a dance studio.
Woodridge, IL
April 2012
Page 32
EXISTING COURT PROVIDERS
Bulls Sox Training Academy (www.bullssoxacademy.com)
Located approximately 9 minutes away in Lisle, Bulls Sox
Training Academy is a 57,000 SF

facility owned by the Chicago Bulls and Chicago White Sox and
features three courts, baseball
training with 13 tunnels, and a sports fitness center.
Sunsetters Volleyball Facility (www.sunsettersvbc.org)
Located approximately 11 minutes away in Woodridge,
Sunsetters Volleyball Facility features
four volleyball sport courts.
Walker Athletics and Sports Performance Complex
(www.walkerathletic.com)
Located approximately 14 minutes away in Lisle, Walker
Athletics and Sports Performance
Complex is a 100,000 SF facility featuring four hardwood
basketball courts and a 12,000 SF
fitness center.
See above.
Players Indoor Sports Center (www.playersindoor.com)
See above.
See above.
Wheaton Park Central Athletic Center
(www.wheatonparkdistrict.com)
Located approximately 23 minutes away in Wheaton, Wheaton
Park Central Athletic Center
features four hardwood basketball courts, three volleyball
courts, two batting cages, and party
rooms.
Illinois Basketball Academy (www.ibahoops.com)

Located approximately 24 minutes away in Naperville, Illinois
Basketball Academy features
four synthetic courts and competitive basketball programs.
Great Lakes Volleyball Center (www.greatlakescenter.com)
Located approximately 27 minutes away in Aurora, Great Lakes
Volleyball Center is a 60,000
SF facility featuring eight volleyball courts, a training room, a
weight training facility, a 10,000
SF mezzanine, and a team store.
Sugar Grove Sports Center (www.sg-sports.com)
Located approximately 41 minutes away in Sugar Grove, this
facility features two-basketball
courts and baseball training.
Woodridge, IL
April 2012
Page 33
EXISTING BASEBALL AND SOFTBALL TRAINING
PROVIDERS
Perfect Swing (www.perfectswingil.com)
Located approximately 6 minutes away in Darien, Perfect Swing
features a 38,000 SF training
facility.

Bulls Sox Training Academy (www.bullssoxacademy.com)
See above.
The Quarry Fieldhouse (www.quarryfieldhouse.com)
Located approximately 15 minutes away in Romeoville, The
Quarry Fieldhouse features a large
open turf area for training and multiple baseball tunnels.
Bo Jackson’s Elite Sports (www.bojacksonselitesports.com)
See above.
See above.
See above.
Bridgeview Sports Dome (www.bridgeview-il.gov)
See above.
Naperville Baseball Academy (www.5toolschool.com)
Located approximately 24 minutes away in Naperville,
Naperville Baseball Academy is a 7,200
SF facility featuring seven tunnels.
Centerfield Sports Academy
(www.centerfieldsportsacademy.com)
Located approximately 24 minutes away in Naperville,
Centerfield Sports Academy features
three auto cages, four tunnels, four mound areas, and a 120’ x
50' infield space.
Elite Sports Performance (www.espcomplex.com)
See above.

Finish Strong Indoor Sportsplex
(www.finishstrongsportsplex.com)
See above.
Woodridge, IL
April 2012
Page 34
EXISTING YMCA AND REC CENTERS
Indian Boundary YMCA
(www.ymcachicago.org/indianboundary)
Located approximately 13 minutes away in Downers Grove,
Indian Boundary YMCA features a
fitness center, three courts, a walking track, a six-lane pool, a
rock wall, and a skate park.
Kroeler Family YMCA (www.ymcachicago.org/kroehler)
Located approximately 17 minutes away in Naperville, Kroeler
Family YMCA features a fitness
center with classes, an indoor track, a gym, and aquatics.
YMCA Sports Complex
(www.ymcachicago.org/ysportscomplex)
Located approximately 25 minutes away in Naperville, YMCA
Sports Complex features five
synthetic basketball courts, a walking track, and cardio and

weight equipment.
Darien Park District Fitness Center
(www.darienparks.com/FitnessCenter.aspx)
Located approximately 9 minutes away in Darien, Darien Park
District Fitness Center features a
3,900 SF fitness center.
Bolingbrook Annerino Community Center
(www.bolingbrookparks.org)
Located approximately 10 minutes away in Bolingbrook,
Bolingbrook Annerino Community
Center features a Lifestyles fitness center, a gymnastics a,
dance, rock wall, and a preschool.
Lemont Park District CORE Fitness & Aquatic Complex
(www.lemontparks.org)
Located approximately 10 minutes away in Lemont, Lemont
Park District CORE Fitness &
Aquatic Complex features a fitness center, indoor/outdoor pool,
21,000 SF three-court gym, an
elevated track, and massage therapy.
Lisle Community Park Fitness Center
(www.lisleparkdistrict.org)
Located approximately 12 minutes away in Lisle, Lisle
Community Park Fitness Center features
a fitness center, with cardio and classes.
Downers Grove Park District Rec Center
(www.dgparks.org/facilities/recreation-center.htm)
Downers Grove Park District Rec
Center is a 69,000 SF facility featuring a fitness center, 20,000
SF three-court gym, an elevated
track, and a multi-purpose center.

Bolingbrook Park District Recreation & Aquatic Complex
(www.bolingbrookparks.org)
Located approximately 14 minutes away in Bolingbrook, this
complex features a fitness center
with aerobic studios, indoor/outdoor aquatics, a 16,000 SF gym,
and multipurpose rooms.
See above.
Woodridge, IL
April 2012
Page 35
EXISTING FITNESS PROVIDERS
Curves (www.curves.com)
Located approximately 4 minutes away in Darien, Curves
features fitness for women only.
LA Fitness (www.lafitness.com)
Located approximately 4 minutes away in Bolingbrook, LA
Fitness features fitness, a basketball
court, classes, and an indoor pool.

Blast Fitness (www.signup.myiclubonline.com)
Located approximately 6 minutes away in Downers Grove, Blast
Fitness features fitness for
$10/month and fitness with classes and tanning for $20/month.
Women's Workout World (www.w3body.com)
Women's Workout World features
fitness for women only.
X Sport Fitness (www.xsportfitness.com)
Located approximately 7 minutes away in Darien, X Sport
Fitness features fitness, classes, a pro
shop, and tanning for $20/month.
Edward Health & Fitness (www.edward.org/fitness)
Located approximately 8 minutes away in Woodridge, Edward
Health & Fitness features
fitness, an indoor track, courts, classes, a spa, aquatics, and
retail.
Located approximately 12 minutes away in Westmont, Curves
Cardinal Fitness (www.charterfitness.com)
Located approximately 13 minutes away in Westmont, Cardinal
Fitness features fitness for
$10/month at a single location or $20/month at all locations.
Walker Athletics and Sports Performance Complex
(www.walkerathletic.com)
See above.
Midtown Athletic Club (www.midtown.com)
Located approximately 15 minutes away in Willowbrook,

Midtown Athletic Club features
fitness, indoor tennis, an indoor track, one court, an indoor
pool, a spa, and a pro shop.
Good Samaritan Hospital Health and Wellness Center
(www.advocatehealth.com)
Good Samaritan Hospital Health
and Wellness Center is a 90,000 SF fitness club with three
indoor pools, an indoor track, a fitness
and weight room, three group fitness rooms, and a basketball
court.
ATI Fitness Center (www.atipt.com)
Located approximately 15 minutes away in Downers Grove, ATI
Fitness Center features fitness
and classes for $25/month.
Woodridge, IL
April 2012
Page 36
Lifetime Fitness (www.clubs.lifetimefitness.com)
Located approximately 15 minutes away in Romeoville,
Lifetime Fitness features fitness,
classes, an indoor pool, an outdoor pool, a court, a rock wall,

racquetball, and a spa.
Five Seasons Family Sports Club
(www.fiveseasonssportsclu.reachlocal.com)
Located approximately 15 minutes away in Burr Ridge, Five
Seasons Family Sports Club
features fitness, indoor tennis, a spa, and a pool.
Edward Health & Fitness (www.edward.org/fitness)
Located approximately 16 minutes away in Naperville, Edward
Health & Fitness features
fitness, an indoor track, courts, classes, a spa, aquatics, and
retail.
Anytime Fitness (www.anytimefitness.com)
Located approximately 16 minutes away in Naperville, Anytime
Fitness features 24 hour
fitness.
Lifetime Fitness (www.clubs.lifetimefitness.com)
Located approximately 16 minutes away in Burr Ridge, Lifetime
Fitness features fitness, classes,
an indoor pool, an outdoor pool, a court, a rock wall,
racquetball, and a spa.
LifeStart Central Park Athletic Club (www.lifestart.net)
Located approximately 16 minutes away in Lisle, LifeStart
Central Park Athletic Club features
fitness, an indoor pool, classes, and a court.
Located approximately 17 minutes away in Naperville, Curves

Woodridge, IL
April 2012
Page 37
SUMMARY OF EXISTING SERVICE PROVIDERS
Due to the broad scope of activities Woodridge Athletic
Recreation Center will offer its users, the
facility encounters a significant number of existing providers in
both the “immediate trade
area,” defined as a 15-minute drive time, and the “local trade
area,” defined as a 30-minute
drive time.
The 15-minute drive time is used to determine which existing
providers will have the greatest impact on the operations of
Woodridge Athletic Recreation Center due to the fact that they
are, for all intents and purposes, neighbors. A 30-minute drive
time is the industry standard “local trade area” for a sports
facility, as patrons will typically drive approximately 1/3 of
the time that they will actually spend at the facility. Given that
the typical stay for a patron at a
sports facility is 1 ½ hours (60 minutes for competition or
training plus 15 minutes warm-up
and 15 minutes post event or workout); this means that patrons
will typically drive 30 minutes
each way.
The existing provider drive time circumference for fitness

facilities is smaller. The industry
standard for identifying existing providers is an 8-minute drive
time, but SFA uses a 10- and a
15-minute range to achieve conservative, realistic estimates of
market share.
It is critical to understand that there is a significant difference
between the quantity of existing
providers and the quality of existing providers. Chicago land is
a large, densely populated area,
and it should come as no surprise that there are a wide range of
existing providers in the realms
of sports, recreation, and fitness. SFA’s practice is to identify
every existing facility and to weigh
each one based on quality. The result is an accurate
determination of participation and market
retention.
In the court market, four of the existing providers are top-tier
facilities: BullSox, Walker, IBA,
and YMCA Sports Complex. These existing providers headline a
list of 14 facilities with court
programming (fitness providers with courts are not included),
leaving a significant opening to
draw basketball players from the local trade area. Based on
participation rates and opportunity,
Woodridge Athletic Recreation Center can expect to host 120
basketball teams and 36 volleyball
teams in its first year, bringing in a majority of the $162,500 in
forecasted court revenue.
In the turf market, another four existing providers are top-tier
facilities: Ackerman, Players
Indoor, The Max, and ChiTown. These existing providers lead a
group of 14 facilities, again
leaving a large opportunity for Woodridge Athletic Recreation

Center. Year one should see 167
soccer teams, 81 football teams, and 22 lacrosse teams enter the
facility, contributing to $325,400
in forecasted turf revenue.
Baseball and Softball training facilities exhibit the highest
quality for traditional sports
opportunities in the market, with four out of nine facilities
qualifying as top-tier existing
providers. Although Perfect Swing, BullSox, Bo Jackson’s Elite
Sports, and Quarry Fieldhouse
will all draw a significant amount of the market, the
participation, interest, and spending rates
in baseball/softball are high enough to forecast that teams,
leagues, memberships, lessons,
camps, and rentals will yield $44,800 in revenue.
● ● ●
‘Immediate’ Trade Area =
15 minutes
‘Local’ Trade Area =
30 minutes
● ● ●
Woodridge, IL
April 2012

Page 38
Fitness facilities in the 15-minute local trade area are both
dense and high in quality. LA Fitness,
Edward Health and Fitness, Walker, Midtown, Good Samaritan,
Lifetime, and Five Seasons are
all head-of-class, but Woodridge Athletic Recreation Center
will be able to capitalize on its key
differentiators and unique positioning to generate over $590,000
worth of membership and
fitness/training revenue in its first year.
In summary, Woodridge Athletic Recreation Center will benefit
from the strong size of the market,
density of the population, sizeable participation rates, and high
income levels in the area. While
there are a significant number of existing providers, there is
room for a thoughtfully planned,
well-managed facility to run a profitable operation with court,
turf, and fitness components at
the core of the business.
In order to ensure that profitability, Woodridge Athletic
Recreation Center will need to focus on
how it differentiates itself from existing providers. This can be
accomplished through
programming and amenities as well as the quality, cleanliness,
and level of customer service. In
order to protect and improve upon Woodridge Athletic
Recreation Center’s initial market position,
the experience at this facility must be superior to that of any
existing providers in the area, as
well as any future facilities. As Woodridge Athletic Recreation

Center becomes successful, other
entrepreneurs could begin to consider creating a similar facility,
which would further increase
the number providers in the market. The physical structure and
products of the facility could be
created with the appropriate resources. However, the experience
within the walls will be the
greatest barriers of entry for potential new providers.
Woodridge, IL
April 2012
Page 39
Financial Analysis
Woodridge, IL
April 2012
Page 40
SUMMARY OF FINANCIAL PROJECTIONS

Operational revenues were accounted for based on SFA’s
proven metrics for calculating the
number of individuals and teams within the facility’s radius of
influence and the percentage of
that market that Woodridge Athletic Recreation Center will
capture.
Programming Revenues & Expenses
The overall operating budget is generally a component of the
overall service philosophy of the
facility’s primary purpose. The following revenues and
expenses are based on observations of
comparable facilities, stakeholder interviews, market research,
and industry leading practices
utilizing proprietary forecasting formulas. To meet the
following projections, SFA and the Park
District recognize that the facility must:
1. Implement a mix of program elements that generate revenue,
while attracting a wide
range of age groups to accommodate the needs of families,
children, teens, and adults, as
well as varying levels of competition. The programming will be
targeted to maximize
youth sports and training activities during peak times and
secondary markets (adults,
seniors, corporations, etc.) during non-peak times.
2. Implement a marketing plan while leveraging the existing
park district customer base
that includes proper pricing points, operating hours, and an
aggressive rollout and
community outreach campaign, as well as continual brand
development and industry

leading tactics to attract users post opening.
3. Employ a strong leadership team, which can plan and meet
the goals of the facility and
take the right actions to attract users to the facility, sustain
current members post-
opening, increase members and revenue-generating events, and
effectively manage the
day-to-day operation.
With success in each of those three areas, Woodridge Athletic
Recreation Center can expect to
achieve the revenue and expense projections outlined in the
table below.
Woodridge, IL
April 2012
Page 41
Total Facility Revenue & Expenses
Revenue Year 1 Year 2 Year 3 Year 4 Year 5
Fitness Memberships $510,972 $540,026 $623,730 $654,916

$687,662
Basketball $61,055 $70,213 $81,096 $85,151 $93,879
Volleyball $34,550 $39,733 $45,891 $48,186 $53,125
Court Events (Tournaments) $21,888 $25,171 $29,073 $30,526
$33,655
Court Rentals $45,000 $49,500 $54,574 $54,574 $57,302
Competitive and Travel Soccer $135,975 $156,371 $180,609
$189,639 $209,077
Recreational/Child Development Soccer $64,416 $74,629
$85,900 $90,904 $99,512
Lacrosse $17,100 $23,665 $27,333 $28,700 $31,641
Football $31,425 $36,139 $41,740 $43,827 $48,320
Baseball/Softball $44,830 $51,555 $59,545 $62,523 $68,931
Field Rental $76,500 $84,150 $88,358 $88,358 $92,775
Birthday Parties $32,400 $37,260 $43,035 $45,187 $49,819
Performance Fitness & Training $80,800 $92,920 $107,323
$112,689 $124,239
Rockwall $0 $0 $0 $0 $0
Corporate & Group Events $23,000 $26,450 $32,005 $33,605
$37,049
Youth Programming $346,351 $398,304 $481,947 $506,045

$557,914
Secondary Areas $0 $0 $0 $0 $0
Food & Beverage $72,930 $76,577 $80,405 $84,426 $88,647
Total Revenue $1,599,192 $1,782,661 $2,062,564 $2,159,254
$2,333,549
Expenses Year 1 Year 2 Year 3 Year 4 Year 5
Fitness Memberships $134,804 $125,109 $140,878 $147,344
$154,053
Basketball $38,465 $43,533 $50,165 $52,673 $57,945
Volleyball $14,299 $16,047 $18,481 $19,405 $21,335
Court Events (Tournaments) $8,425 $8,880 $10,065 $10,530
$11,450
Court Rentals $0 $0 $0 $0 $0
Competitive and Travel Soccer $45,129 $50,335 $58,131
$61,037 $67,286
Recreational/Child Development Soccer $28,527 $36,314
$41,636 $44,203 $48,095
Lacrosse $8,198 $10,751 $12,313 $12,928 $14,138
Football $13,181 $14,796 $17,020 $17,871 $19,625
Baseball/Softball $13,053 $14,495 $16,742 $17,579 $19,381

Field Rental $0 $0 $0 $0 $0
Birthday Parties $13,716 $13,013 $14,909 $15,654 $17,125
Performance Fitness & Training $50,096 $39,210 $45,288
$47,552 $52,427
Rockwall $0 $0 $0 $0 $0
Corporate & Group Events $3,450 $3,692 $4,040 $4,194 $4,441
Youth Programming $209,290 $230,538 $255,028 $265,060
$281,987
Secondary Areas $0 $0 $0 $0 $0
Food & Beverage $43,150 $45,308 $47,573 $49,952 $52,449
Total Cost of Goods Sold $623,783 $652,022 $732,268
$765,983 $821,739
Woodridge, IL
April 2012
Page 42
Gross Margin $975,409 $1,130,639 $1,330,296 $1,393,271
$1,511,810

% of Revenue 61% 63% 64% 65% 65%
Facility Expenses $339,956 $346,819 $353,830 $360,939
$368,215
Management Payroll $422,600 $431,052 $439,673 $448,467
$457,436
Payroll Taxes/Benefits/Bonus $116,696 $118,983 $122,377
$125,385 $128,746
Total Operating Expenses $879,252 $896,854 $915,880
$934,790 $954,397
EBITDA $96,156 $233,785 $414,416 $458,481 $557,413
% of Revenue 6% 13% 20% 21% 24%
Total Net Income $96,156 $233,785 $414,416 $458,481
$557,413
As demonstrated, success in programming, marketing, and
leadership will result in a sizeable
return on investment for the operating company. Earnings
before interest, tax, debt, and
amortization are expected at 6% in year 1 and projected to
balloon to 24% in year 5.
The Park District will assume debt service for the capital
improvement from existing funds. The
debt service is excluded from the operational pro forma

EBITDA (NOI) projections.
Woodridge, IL
April 2012
Page 43
Payroll
The following table represents the estimated payroll structure
required for the programming at
Woodridge Athletic Recreation Center:
Facility Management Payroll Summary Year 1 Year 2 Year 3
Year 4 Year 5
Facility Supervisor (Director of Operations)(FT) $55,000
$56,100 $57,222 $58,366 $59,534
Asst. Facility Supervisors (2 - PT) $48,000 $48,960 $49,939
$50,938 $51,957
Athletic Supervisor (Program Director)(FT) $43,000 $43,860
$44,737 $45,632 $46,545
Recreation Supervisor @ 50% (Kids Squad/Camps)(FT) $21,840
$22,277 $22,722 $23,177 $23,640
Fitness Manager (FT) $40,000 $40,800 $41,616 $42,448

$43,297
Marketing & PR Assistant $18,720 $19,094 $19,476 $19,866
$20,263
Facility Maintenance Supervisor (FT) $37,000 $37,740 $38,495
$39,265 $40,050
Maintenance (Grounds) @ 50% of Payroll (FT) $18,720 $19,094
$19,476 $19,866 $20,263
Maintenance Custodial l (2-PT) $33,280 $33,946 $34,625
$35,317 $36,023
Registration/Customer Service Representative (FT) $37,440
$38,189 $38,953 $39,732 $40,526
Registration/Customer Service Representative (PT) $38,400
$39,168 $39,951 $40,750 $41,565
Subtotal Facility Management $391,400 $399,228 $407,213
$415,357 $423,664
Woodridge, IL
April 2012
Page 44

Total Payroll Summary Pre-Open Year 1 Year 2 Year 3 Year 4
Year 5
Facility Supervisor (Director of Operations)(FT) $27,500
$55,000 $56,100 $57,222 $58,366 $59,534
Asst. Facility Supervisors (2 - PT) $24,000 $48,000 $48,960
$49,939 $50,938 $51,957
Athletic Supervisor (Program Director)(FT) $21,500 $43,000
$43,860 $44,737 $45,632 $46,545
Recreation Supervisor @ 50% (Kids Squad/Camps)(FT) $10,920
$21,840 $22,277 $22,722 $23,177 $23,640
Fitness Manager (FT) $20,000 $40,000 $40,800 $41,616
$42,448 $43,297
Marketing & PR Assistant $9,360 $18,720 $19,094 $19,476
$19,866 $20,263
Facility Maintenance Supervisor (FT) $9,250 $37,000 $37,740
$38,495 $39,265 $40,050
Maintenance (Grounds) @ 50% of Payroll (FT) $4,680 $18,720
$19,094 $19,476 $19,866 $20,263
Maintenance Custodial l (2-PT) $8,320 $33,280 $33,946
$34,625 $35,317 $36,023
Registration/Customer Service Representative (FT) $3,120
$37,440 $38,189 $38,953 $39,732 $40,526
Registration/Customer Service Representative (PT) $3,200
$38,400 $39,168 $39,951 $40,750 $41,565

Subtotal Facility Management $141,850 $391,400 $399,228
$407,213 $415,357 $423,664
Human Resources Generalist - PT (Additional Hours) $2,600
$10,400 $10,608 $10,820 $11,037 $11,257
Finance Assistant (A/P) - PT (Added Position) $5,200 $20,800
$21,216 $21,640 $22,073 $22,515
IT (TBD) $0 $0 $0 $0 $0 $0
Subtotal Finance/HR/IT Payroll $7,800 $31,200 $31,824
$32,460 $33,110 $33,772
Fitness Membership Coordinator (Performed by Fitness
Mgr.) $0 $0 $0 $0 $0 $0
Court Coordinator (Basketball) $1,526 $6,106 $7,021 $8,110
$8,515 $9,388
Court Coordinator (Volleyball) $864 $3,455 $3,973 $4,589
$4,819 $5,312
Court Coordinator (Tournaments) $274 $1,094 $1,259 $1,454
$1,526 $1,683
Turf Coordinator (Traveling Soccer) $3,399 $13,598 $15,637
$18,061 $18,964 $20,908
Turf Coordinator (Recreation Soccer) $1,610 $6,442 $7,463
$8,590 $9,090 $9,951
Turf Coordinator (Lacrosse) $428 $1,710 $2,367 $2,733 $2,870
$3,164

Turf Coordinator (Football) $786 $3,143 $3,614 $4,174 $4,383
$4,832
Turf Coordinator (Baseball/Softball) $1,121 $4,483 $5,155
$5,955 $6,252 $6,893
Adventure Area Management $0 $0 $0 $0 $0 $0
Birthday Party Management $810 $3,240 $3,726 $4,304 $4,519
$4,982
Corporate Events Management $0 $0 $0 $0 $0 $0
Concessions Manager $0 $0 $0 $0 $0 $0
Subtotal Program Management Payroll $10,817 $43,270
$50,215 $57,969 $60,938 $67,113
Fitness Membership Attendant and Sales Staff $3,415 $40,977
$32,149 $33,630 $34,735 $35,877
Traveling Soccer Staff $0 $0 $0 $0 $0 $0
Recreational Soccer Staff $0 $0 $0 $0 $0 $0
Basketball Staff $407 $4,884 $5,617 $6,488 $6,812 $7,510
Volleyball Staff $0 $0 $0 $0 $0 $0
Court Events Staff $91 $1,094 $1,259 $1,454 $1,526 $1,683
Lacrosse Staff $0 $0 $0 $0 $0 $0
Football Staff $0 $0 $0 $0 $0 $0
Baseball/Softball Staff $0 $0 $0 $0 $0 $0

Rock Wall Staff $0 $0 $0 $0 $0 $0
Birthday Party Staff $360 $4,320 $2,208 $2,429 $2,550 $2,678
Woodridge, IL
April 2012
Page 45
Indoor Concession Staff $1,266 $15,194 $15,953 $16,751
$17,589 $18,468
Summer Camp & Kidz Squad Staff $10,682 $128,185 $132,031
$135,991 $140,071 $144,273
Child Watch Room Staff $438 $5,250 $5,408 $5,570 $5,737
$5,909
Maintenance Staff $0 $0 $0 $0 $0 $0
Subtotal Program Staff Payroll $16,659 $199,904 $194,624
$202,313 $209,020 $216,398
Fitness Membership Class Fitness Instructors (Free)
$0 $0 $0 $0 $0

Performance Fitness Trainers/Class Instructors
$40,400 $28,060 $32,409 $34,030 $37,518
Traveling Soccer Camp/Clinic Instructor
$1,969 $2,264 $2,615 $2,746 $3,027
Recreation Soccer Camp/Clinic Instructor
$4,904 $5,777 $6,599 $7,106 $7,657
Lacrosse Camp/Clinic Instructor
$1,500 $1,725 $1,992 $2,092 $2,306
Football Camp/Clinic Instructor
$656 $755 $872 $915 $1,009
Baseball Soccer Camp/Clinic Instructor
$7,225 $8,309 $9,597 $10,076 $11,109
Basketball Instructors
$2,569 $2,954 $3,412 $3,583 $3,950
Basketball Academy Instructors

$0 $0 $0 $0 $0
Volleyball Instructors
$3,000 $3,450 $3,985 $4,184 $4,613
Volleyball Academy Instructors
$0 $0 $0 $0 $0
Climbing Instructors
$0 $0 $0 $0 $0
Group Events Instructors
$0 $0 $0 $0 $0
Subtotal Instructors (COGS) $0 $21,823 $25,234 $29,071
$30,702 $33,671
Traveling Soccer Referees
$18,585 $21,373 $24,686 $25,920 $28,577
Recreation Soccer Referees
$6,720 $14,026 $16,203 $17,174 $18,828

Lacrosse Referees
$2,000 $3,100 $3,581 $3,760 $4,145
Football Referees
$5,760 $6,624 $7,651 $8,033 $8,857
Basketball Officials
$18,202 $20,932 $24,177 $25,386 $27,988
Volleyball Officials
$4,240 $4,876 $5,632 $5,913 $6,519
Court Tournament Officials
$2,400 $2,760 $3,188 $3,347 $3,690
Subtotal Referee/Officials (COGS) $0 $57,907 $73,691 $85,116
$89,533 $98,604
Payroll Subtotal $177,126 $745,504 $774,816 $814,142
$838,659 $873,222
% of Revenue 47% 43% 39% 39% 37%
Health Insurance/Benefits $7,150 $6,600 $6,930 $7,277 $7,640
$8,022

IMRF $19,455 $59,164 $60,347 $61,554 $62,785 $64,041
Bonus Pool $0 $0 $0 $0 $0 $0
Payroll Services $0 $0 $0 $0 $0 $0
Payroll Taxes (FICA) $13,550 $50,932 $51,706 $53,547
$54,959 $56,682
Payroll Taxes/Benefits/Bonus Totals $40,155 $116,696
$118,983 $122,377 $125,385 $128,746
Total Payroll $217,281 $862,199 $893,799 $936,519 $964,044
$1,001,968
Woodridge, IL
April 2012
Page 46
Facility and Operating Expenses
The following tables represent the expenses for the facility and
the operations:
Expense Year 1 Year 2 Year 3 Year 4 Year 5

General Expenses
204-Dues & Subscriptions $1,000 $1,020 $1,040 $1,061 $1,082
205-Education & Training (Management) $5,000 $5,100 $5,202
$5,306 $5,412
206-Education & Training (Staff) $1,000 $1,020 $1,040 $1,061
$1,082
209-Printing $6,000 $6,120 $6,242 $6,367 $6,495
210-Advertising $8,000 $8,160 $8,323 $8,490 $8,659
211-Postage $500 $510 $520 $531 $541
212-Transportation $500 $510 $520 $531 $541
218-Contractual Services $0 $0 $0 $0 $0
221-Utilities - Gas $30,612 $31,224 $31,848 $32,485 $33,135
222-Utilities - Electric $76,529 $78,059 $79,621 $81,213
$82,837
223-Utilities - Phone $10,000 $10,200 $10,404 $10,612 $10,824
224-Utilities - Water & Sewer $6,888 $7,025 $7,166 $7,309
$7,455
225-Utilities - Disposal $3,000 $3,060 $3,121 $3,184 $3,247
230- Internet Expense $2,000 $2,040 $2,081 $2,122 $2,165

231-Marketing Services $0 $0 $0 $0 $0
232-Uniforms (Staff) $500 $510 $520 $531 $541
233-Legal $1,000 $1,020 $1,040 $1,061 $1,082
243-Fire Protection $1,035 $1,056 $1,077 $1,098 $1,120
248-Maintenance Agreements $9,000 $9,180 $9,364 $9,551
$9,742
252-Software Maintenance $7,000 $7,140 $7,283 $7,428 $7,577
253-Computer Services $5,000 $5,100 $5,202 $5,306 $5,412
254-Security Services $2,000 $2,040 $2,081 $2,122 $2,165
257-Credit Card Expenses $23,988 $24,468 $24,957 $25,456
$25,965
258-Internet Registration Fees $6,000 $6,120 $6,242 $6,367
$6,495
272-Prof/Community Relations $500 $510 $520 $531 $541
Commodities
303-First Aid $1,000 $1,020 $1,040 $1,061 $1,082
311-Office Supplies $10,000 $10,200 $10,404 $10,612 $10,824
314-Photo ID Supplies $2,000 $2,040 $2,081 $2,122 $2,165
321-Equipment & Supplies $8,000 $8,160 $8,323 $8,490 $8,659

331-Janitorial Supplies $3,000 $3,060 $3,121 $3,184 $3,247
Repairs & Maintenance
424-Maintenance Repairs $15,306 $15,612 $15,924 $16,243
$16,567
434-Equipment & Supplies $10,000 $10,200 $10,404 $10,612
$10,824
436-Grounds Maintenance $5,000 $5,100 $5,202 $5,306 $5,412
Capital Outlay
801-New Equipment $5,000 $5,100 $5,202 $5,306 $5,412
811-Technology $5,000 $5,100 $5,202 $5,306 $5,412
Capital Replacement Program
Woodridge, IL
April 2012

CRP Sinking Fund Transfer $50,000 $51,000 $52,020 $53,060
$54,122
Audit Services
Audit Services $2,500 $2,550 $2,601 $2,653 $2,706
Insurance
Property $3,400 $3,468 $3,537 $3,608 $3,680
Liability & Pollution $3,600 $3,672 $3,745 $3,820 $3,897
EPLI Rate $1,200 $1,224 $1,248 $1,273 $1,299
Workers Compensation (Other Payroll) $4,000 $4,154 $4,312
$4,430 $4,577
Workers Compensation (Maint. Payroll) $3,900 $3,967 $4,046
$4,127 $4,210
Total Facility Expense $339,956 $346,819 $353,830 $360,939
$368,215

Woodridge, IL
April 2012
Page 48
Conclusion
Woodridge, IL
April 2012
Page 49
CONCLUSION & PROFESSIONAL RECOMMENDATION
To assess the likelihood of success for a multisport and
multipurpose sports and recreation
facility in Woodridge, the Park District for the Woodridge
Athletic Recreation Center project
contracted The Sports Facilities Advisory (SFA) to analyze the

feasibility and financial viability
for the project. The basis for the project is to serve the
Woodridge community by developing a
first-class sports, recreation, and training facility with an
emphasis on court sports, turf sports,
fitness, and events. Woodridge Athletic Recreation Center will
provide sports and recreation
opportunities for all ages with an emphasis on families
including youth programming and
development, adult programs, as well as family participation
and community involvement.
This feasibility analysis and the associated financial projections
encompasses market research
(demographics, sports participation, existing providers, etc.)
specific to this project and this
region. Additionally, this analysis details financial projections
and recommendations for
operational success.
What follows are the professional conclusions, findings, and
recommendations for the
Woodridge Athletic Recreation Center project:
Contributors to Project Success
For the Woodridge Athletic Recreation Center project, several
positive factors can be found, and
these “Contributors to Project Success” are listed below:
Site and Location: Both sites are in an established recreational
area and supported by
the city. In the case of the TIF Site, the facility could benefit
from a $5 million TIF to
decrease land acquisition, site work, and building expenses and
would be able to share

parking and resources with an existing Parks and Rec field
space to the north. In the case
of the Orchard Site, the land would be granted to the project –
decreasing land and site
work costs by roughly $2.4 million – and the facility would be
erected next to an
aquatics center that has existing parking and creates a naturally
beneficial adjacency and
a synergetic use of space based on seasonality.
Market and Demographics: Situated in a community with an
ideal demographic
makeup, the local market can support a facility of this type and
size. Despite the heavy
volume of existing providers, Woodridge Athletic Recreation
Center will be able to capture
a large enough percentage of the market to sustain itself and
grow into the future. The
income and spending trends in this local area are outstanding,
and such demographics
bode well for a sports facility when it comes to programming
mix and pricing. Chicago
has a very strong sports market and it is expected that this
facility can capitalize on
interest and participation as soon as the doors open.
Construction Costs: With a projected $12-$14 million in
available funding and an
additional $5 million TIF, the outlined construction cost of
$16,886,441 is in line with
budget.
Park District track record: The management of the Woodridge
Park District currently
operates successful programming and has a foundation of an
active customer base. The

track record for delivering quality service to an already
established customer base gives
any new facility or operation a head start in marketing new
services.
Woodridge, IL
April 2012
Page 50
Challenges to Project Success
As is the case with many start-up endeavors, there are many
obstacles to overcome along the
path to creating and maintaining a sports facility that is
economically viable and financially
sustainable. SFA has outlined these “Challenges to Project
Success” below:
Financing: After discussing the financing of this project in more
detail and based on our
expertise in planning and developing facilities – along with our
vast experience in Chicago – we
feel comfortable that the $17,000,000 in secured funding will be
sufficient to build the facility
regardless of the site. However, receiving the $5 million TIF
from the city would change the

entire scope of operations and the speed at which the facility
can expect to become sustainable
assuming an appropriately minimal level of debt service is
owed.
Land and Layout: In total, the facility footprint is 4.74 acres.
The TIF site is 4 acres and
the Orchard Site is 4.5 acres; given the fact that both locations
offer shared parking, any
adjustments to the plan should be minor but may still be
necessary.
Existing Providers: Although the market and the opportunity
make this a viable facility,
there is a high density of existing providers. Both immediate
and long-term success is
dependent on a strong opening, which will require a significant
amount of work on the
part of the founding group and management. A detailed pre-
opening plan with
measurable goals and targets must be developed to ensure that
Woodridge Athletic
Recreation Center opens with the momentum it needs to be
sustainable.
Conclusion, Recommendations & Next Steps
In identifying the positive contributors to success as well as
acknowledging the existing
challenges listed above, SFA believes this is a very viable
project and, under the correct
financing and development terms, SFA, as previously stated,
formally endorses the project and
deems it to be a “Feasibility: Yes.” The financials, cash flow,
and operational metrics all meet
SFA qualifications and are typical for a start-up indoor sports

facility. For next steps, SFA
recommends the following:
1. Floor Plan: SFA recommends creating a detailed floor plan
that can be helpful in better
analyzing the spaces of the facility and can be used by general
contractors for budgetary
construction pricing. The floor plan will also be used for
investor and financing
marketing material.
2. Obtain Building Cost Estimates: To further hone in on budget
numbers – and possibly
lower construction costs – SFA recommends reaching out to one
or more general
contractors to get more specific quotes on true building and site
costs. We have seen
contractors recently get aggressive, especially in Chicago, so
any reduction of
construction budgets will improve the financial numbers and
lower the amount of
outside equity needed.
3. TIF Acquisition Strategy: Because the TIF is not guaranteed,
SFA recommends
additional marketing material such as investment information
sheets, community
information packets, funding presentations, etc.
4. Facility Development Timeline: A comprehensive
development timeline including the
short term steps mentioned above as part of a more detailed,
longterm, and strategic
perspective is important to the developmental success of the
facility. The timeline
should include critical design, entitlement, construction,

development, marketing,
branding, staffing, and operational milestones. The milestones
should be accompanied
by anticipated completion dates so that it serves as a roadmap
going forward. SFA
suggests utilizing this as a “living document” so that it is
adjusted and modified as the
development process moves forward.
Woodridge, IL
April 2012
Page 51
If steps are taken to address the issues listed above, SFA
suggests that this could be a successful
facility and viable business model in Woodridge. If the Park
District should determine that any
such subsequent work is needed beyond this financial forecast
and feasibility study, SFA can
provide any such materials and support.
Woodridge, IL

April 2012
Page 52
APPENDIX
See Supporting Documents under separate cover.
Woodridge, IL
April 2012
Page 53
You will watch the video and then answer the questions that
follows. Make sure you provide will written and well thought
out responses. This assignment is worth 2 field observation
hour.
Please watch the videos that goes allow with this assignment
and give well thought out answers.

For this assignment, you will complete the Module by reviewing
content under the Challenge, Initial Thoughts, Perspectives and
Resources, and Wrap it up. You will complete the provide
questions afterwards. Be sure to answer incomplete sentences,
references information from the module and not use your
personal opinion.
https://iris.peabody.vanderbilt.edu/module/at/#content (Links to
an external site.) Click or copy and paste the module link .
Assistive Technology: An Overview
Assessment
Take some time now to answer the following questions. Please
note that the IRIS Center does not collect your Assessment
responses. If this is a course assignment, you should turn them
in to your professor using whatever method he or she requires.
If you have trouble answering any of the questions, go back and
review the Perspectives & Resources pages in this module.
1. Name at least three items that could be considered AT and
describe how those devices could support a student with a
disability in the classroom.
2. Explain two reasons why it is necessary to consider AT for
students with disabilities.
3. Why is it important to consider both AT devices and
services?
4. Describe three responsibilities of the Implementation Team.
5. List three outcomes the Implementation Team can determine
by evaluating a student’s assistive technology.
6. Imagine you are a seventh-grade general education language
arts teacher and a student in your class has an upcoming IEP
meeting. What types of information should you gather ahead of
time to contribute to the discussion of the student’s AT needs?
Name at least four.
7. During the meeting suggested in the example above, the IEP
team recommends AT for the student. As a general education
teacher, describe your role in the AT implementation and
evaluation processes.

Early Childhood Behavior Management: Teaching and
Reinforcing Rules
Est. Time: 30 Minutes (including watching videos)
The contents of this resource were developed under a grant from
the U.S. Department of Education, #H325E120002. However,
those contents do not necessarily represent
the policy of the U.S. Department of Education, and you should
not assume endorsement by the Federal Government. Project
Officers, Sarah Allen and Tracie Dickson.
Reinforcing Rules
Objective
Understand the importance of teaching and reinforcing rules
with young children, including
those with disabilities, in early childhood environments.
DEC Recommended Practices
This Activity addresses the DEC Recommended Practices (DEC
RP) topic areas outlined
below:
Environment
E1. Practitioners provide services and supports in natural and
inclusive environments during
daily routines and activities to promote the child’s access to and
participation in learning
experiences.

Instruction
INS4. Practitioners plan for and provide the level of support,
accommodations, and adaptations
needed for the child to access, participate, and learn within and
across activities and routines.
INS5. Practitioners embed instruction within and across
routines, activities, and environments
to provide contextually relevant learning opportunities.
Overview
Just as early childhood educators or providers use systema tic
instruction when they teach
letters, numbers, shapes, and colors, so too should they teach
classroom rules in a systematic
way. Doing so means not only teaching the rules but also
providing opportunities to practice
them and reinforcing children for following them throughout the
day. Early childhood educators
or providers should also be prepared to support children in
learning, maintaining, and
generalizing the behaviors expected of them. In addition, some
children who have disabilities
might need individualized supports—known as
accommodations—in order to learn, practice,
and follow the rules. For example, a two-year-old who is deaf
and just learning American
Sign Language (ASL) might not yet have the ASL skills
necessary to understand a teacher’s
directions. Visual cues, such as a picture of a child sitting on a
carpet square at circle time, can
be paired with the sign language directions to help this young
child learn the rules.

Activity
Watch the three YouTube videos from the Pyramid Model
Consortium below and be prepared
to discuss the questions that follow. In the videos, the children
review the STAR Classroom
rules:
n1http://iris.peabody.vanderbilt.edu 052915
THE
IRIS
CENTER
Reinforcing Rules
◦ Stay safe
◦ Take turns
◦ Always clean up our mess
◦ Respectful of our friends
Video 1: The STAR Classroom Rules (:33 sec)
https://www.youtube.com/watch?v=oWLpG3EaHX0
Video 2: Teaching Rules in Context video (1:02 min)
https://www.youtube.com/watch?v=0YUXZQ9FlB8

THE
IRIS
CENTER
https://www.youtube.com/watch?v=oWLpG3EaHX0
https://www.youtube.com/watch?v=0YUXZQ9FlB8
Reinforcing Rules
Video 3: STAR Family Song (1:13 min)
https://www.youtube.com/watch?v=JvxW9gtQ_ww
Questions/Discussion Topics
Video 1
1. In the first video, the teacher is teaching/reviewing the STAR
classroom rules. When
following DEC Recommended Practices (DEC RP) teachers
provide support during
naturally occurring daily routines and activities to promote the
child’s learning. Teachers
embed instruction within these routines. Following are some
opportune times when
teachers might review rules with young children:
• When children arrive in the morning
• During a large-group circle time
• When a teacher expects a child to have difficulty following

expectations or rules
• When a child isn’t following the rules
a. Which of these was the teacher taking advantage of in the
video?
b. Why do you think it is beneficial to review rules during these
times?
c. During what other times might teachers review the rules?
d. Imagine that this teacher has a child in her class who has a
language delay. With a
partner, brainstorm some possible accommodations the teacher
might make to help
this child learn, practice, and follow the rules.
THE
IRIS
CENTER
https://www.youtube.com/watch?v=JvxW9gtQ_ww
Reinforcing Rules
Video 2
2. The second video highlights a teacher teaching rules in
context. The DEC RP states that
teachers embed instruction within the naturally occurring

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