The SODA Blog

The official blog of the Sportsplex Operators & Developers Association

Amateur Sports Insurance Program From SODA 2013 !

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SPORTSPLEX OPERATORS & DEVELOPERS ASSOCIATION
A State of Kansas – 501-C-3 – National Non-Profit Organization

NEW 2013 SODA National Insurance Program

Teams – Leagues – Tournaments – Camps – Clinics – Officials – Field Owners, and More . . . 

2013 National Program Available 1-1-2013 to 12-31-2013

Click Here To Get Rates And Coverage Descriptions

In our continuing efforts to be recognized as “the organization” devoted to the advancement of recreational sports facilities, SODA is again proud to offer this National Sports Insurance Program. Amateur sports teams and leagues, both adult and youth, in the sports of baseball, basketball, inline hockey, flag/touch football, lacrosse, soccer, softball, tennis and volleyball are able to participate in this national program. We also offer coverages for tournaments, camps & clinics, sports officials and field owners in the above referenced sports.

The SODA Insurance Program combines broad coverages, highly competitive prices, and exemplary service in terms of processing paperwork, answering questions and claims administration. Also offered are optional coverages for Directors & Officers Liability, Crime and Equipment Coverage for local sports organizations.


Two Ways To Enroll For Coverage:

    • PRINT APPLICATION– Click Here to get a printable PDF of the enrollment form that you can mail to SODA Headquarters along with your credit card information, cashiers check, or money order. This form also includes rates and coverage descriptions.

 

    • ENROLL ONLINE FOR FASTER SERVICE– Click Here to apply online and pay with your credit card.NOTE: You must have Cookies ENABLED in your browser (and Cookies NOT blocked by your PC Security Software) in order to Buy/CheckOut products

 

View Insurance Program Details


SODA Insurance Program Administrators:
Sadler & Company
P.O. Drawer 5866
Columbia, SC 29250-5866

1-800-622-7370

Sadler & Company of SC, Inc. – Arkansas (Lic.# 254179)
John Sadler Insurance Services in MA
Sadler Insurance Agency in OK
D/B/A Sadler Insurance Agency in CA (Lic.# OB57651)
Sadler Agency – New York (PC-532473 and LA-532473)
Sadler & Company – Vermont (Lic.# 577)

1-800-622-7370

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Spartan Sports Park’s success exceeds owner’s expectations !

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   CHATHAM, IL. Less than a year and a half has passed since the first softball game was played at Spartan Sports Park, and already the multi-sport complex has surpassed owner Peter Christofilakos’ wildest dreams.
“I was surprised, but my main goal with this facility was not to make money,” Christofilakos said. “Our goal was to build something very nice for the people of our area to be able to come out with their kids.”
With 121 softball teams spread across a six-days-a-week schedule, Spartan appears to have become the area’s go-to place for slow-pitch softball. The complex also has 121 volleyball teams and hosts the Sangamon County Seminoles — an eight-man football team — and the Springfield Men’s Soccer League. This fall, it will hold a kickball league.
“The first year, I was shocked, but I was much more shocked this year,” Christofilakos said. “We basically doubled both leagues. I was very happy with that.”
The resounding success of Spartan hasn’t been without side effects. Four Seasons Recreation Inc. has lost most of its softball business, and the Springfield Park District has also seen a decline in its softball numbers.
From sod to turf
When Christofilakos first purchased the land where Spartan now sits, it was used as a sod farm.
By 2010, the vision was in place and the first work to turn it into a sports complex began in late 2011. The park opened the following April.
In the beginning, the park featured grass infields on the diamonds, a concession stand, bleachers and seating under outdoor shelters. This year, Christofilakos had artificial turf installed on each of the four infields.
“We wanted it to be turf so we could have very minimal rainouts, true hops (and) better bounces — it’s more of a safety issue as well,” he said.
That addition excited many of the park’s softball players.
“Unless it’s absolutely pouring and (there’s) lightning prior to game time, you’ll play,” said Don Porter, 64, of Athens. “That means a lot. We’ve only had one rainout all season.”
Spartan is also a family affair. Christofilakos’ sister, Rini Soler, and his wife, Stephanie Christofilakos — despite being 30 weeks pregnant — can be found serving concessions.
Top of line
Many of the softball and volleyball players at Spartan had played elsewhere before its opening and said it will continue to get their business for the foreseeable future. 
“The turf is really nice. It’s a great surface to play on. I feel I can run faster,” Tim Smith, 35, said. “This is the top of the line. You’re not going to find a rec league that has the structure like this.”
David Nolan, 36, of Divernon, is happy with the way his volleyball league has been run.
“It’s fun, friendly and definitely family-oriented. It’s well organized,” he said, adding the organization of schedules was a big draw.
Another senior softball player, Lenny Coleman, said, “It’s a great atmosphere out here. Family, not family, it doesn’t matter. It runs top-notch. It’s clean — always clean — and well run.”
Taking a hit
While the park district’s recreation supervisor of athletics, Sean Dickerson, said he has seen a drop in teams, he adds that the leagues — playing at Iles, Jaycees and Lincoln parks — aren’t for profit.
“Our goal with programs is at minimum to break even. At the end of the day, I’m here to serve the taxpayers to provide a service, and that service is recreation programs,” Dickerson said. “Other places are looking to make a profit.”
Chris Garner, owner of Four Seasons, said his volleyball leagues continue to thrive and he still plans to offer softball six nights a week at his facility. Most importantly, he said, Four Seasons will be around for long after its 30th anniversary come next April.
“I truly believe there will be people playing here in the future,” Garner said. “I’ve been here 30 years. I’ve invested half my life here. I plan on turning this over to my kids and my nieces and nephews. I don’t see why there isn’t room for more than one place. I’m not a take-it-all guy.”
Four Seasons is much more than a sports complex, Garner said. Besides three softball diamonds and four volleyball courts — two of which now feature white sand imported from the Gulf Coast — it has several televisions inside the sports bar and a full kitchen.
New focus
Garner is learning to approach his business differently these days. 
“I thought, ‘You know, it’s time after 30 years to rethink what Four Seasons is.’ I’m not a sports complex that has a concession stand. I’m more of a bar and restaurant that happens to have the sports facilities around it,” Garner said.
Steve Putrich, who enjoys playing volleyball at both facilities, agreed. 
“Four Seasons, I think, is still a little bit different where I think it’s still a more casual atmosphere,” Putrich, 46, said. “I think people tend to hang out there more than they do here (Spartan). Here, they play and they leave. I think some will always stay at Four Seasons because they like that part of it.”
Christofilakos said he thinks there is enough interest in recreation sports in the area to keep multiple places in business. 
“We don’t look at facilities around here as competition or something we’re trying to go against,” he said.

“We’re looking at other places around here as someone we can team up with. That was our whole goal, to give people another option. It’d be great if people play here one night, another place another night.”

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Qualite Sports Lighting LLC Acquires Universal Sports Lighting (USL) !

The acquisition through parent company Worth Investment Group will expand Qualite’s current product offerings . . . . .

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JACKSON, Mich., July 23, 2013 /PRNewswire via COMTEX/ —  For over 30 years, Qualite Sports Lighting, of Hillsdale Michigan, has maintained a respected presence in the sports lighting industry and is pleased to announce that Qualite Sports Lighting, LLC, through its parent company, Worth Investment Group, has acquired another respected entity in the sports lighting industry. The company, Universal Sports Lighting (USL), will enhance Qualite’s ability to expand sports lighting technology capabilities and further grow Qualite’s footprint in the industry.

Dave Herman, President of Qualite Sports Lighting, comments, “Qualite’s acquisition of USL fits perfectly into our growth initiatives and will provide our customers with the broadest product offering in the sports lighting industry. Furthermore, Chuck Lindstrom, founder and owner of USL has agreed to continue working with our team through the transition. Chuck brings over 25 years of experience with him and we are pleased to have him on our team. All inventory and assets associated with the acquisition will be transitioned to Qualite’s facilities in Hillsdale, MI as soon as practical.”

Universal Sports Lighting (USL), located in Atlanta, Illinois, was founded in 1985 and has provided thousands of indoor and outdoor sports lighting solutions for venues from youth baseball and softball to professional sports stadiums worldwide since its inception. One of the most notable installations for USL was at US Cellular Field in Chicago, Illinois. US Cellular Field is home to MLB’s Chicago White Sox.

USL Founder Chuck Lindstrom says, “With this acquisition, Qualite will be able to provide the market with horizontal optics, which allows for improved spill control and it eliminates tilt factor.”

Eric Boorom, CEO and Managing Partner with Worth Investment Group adds, “USL’s strong history and additional technology will integrate well with our existing operations at Qualite. Our focus on serving the needs of our customers while growing the company’s presence in this industry is consistent with the goals of this acquisition.”

About Worth Investment Group:

Worth Investment Group, LLC is a diversified private holding company focused on acquiring companies in the middle-market with valuations between $4 million and $20 million, partnering with management to build value and hold the companies for the long term. Founded in 2009, Worth Investment Group is based in Jackson, Michigan.

Qualite
has been the sports lighting partner for high schools, colleges, parks and recreation departments, and minor league baseball clubs for over 30 years. With thousands of installations nationally and globally, Qualite has helped provide customers with lighting solutions that meet all requirements and exceed expectations for safety and efficiency. With the only 30 year warranty in the industry, Qualite continues to maintain quality customer relationships while continuing to be a credible resource for sports lighting inquiries.

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A Foolproof Tool for Motivating Your Team (and Yourself) !

Valentine's Day Rhubarb Cherry Pie

Ten years ago, I was managing a team of talented marketers at Yahoo! when something unexpected happened. In a one-on-one meeting, a woman on my team said to me, “I wanted you to know that if I ever do a really good job, just pay me more money. I don’t care about recognition or awards and I’m not motivated by praise. If I do well, just give me a bonus or pay me more.”

I stuttered through a response while feeling a bit taken aback by her comments. They seemed, well, a little crass.

But then, as I thought about it more overnight, I realized something: if this team member hadn’t told me what motivated her, I’d likely never know. What’s worse, I might try to reward her for good work in a way that would be motivating for me but not at all for her, leaving her frustrated and less likely to perform well in the future. It would be a lose-lose situation.

In fact, I thought, if I wanted her to be happy and productive in her job, the most helpful tools I could have in order to ensure her happiness were the details of what motivated her. This is true in other relationships, too. It is often referred to as the “platinum” rule: instead of using the “golden” rule of treating other people as you would like to be treated, treat them as they would like to be treated.

(As a side note, this practice is also useful outside of work. Here’s one real example from my own life: I personally love to be doted on when I’m sick, while my husband generally likes to be left alone. For the first few years of our relationship, he ignored me when I was sick, and I fussed over him to no end. Both of us were upset, until we realized we were making faulty assumptions about what the other person wanted based on our own preferences. Now that we’ve figured this out, things work much better!)

So, based on this illuminating conversation at the office, I decided that the best way to keep people happy at work was to start directly asking all the people on my teams what motivated them. To do so effectively, I created a tool: The Motivational Pie Chart. (Yes, it’s a pie chart, not real pie, so apologies to those who thought this would be an article about motivating your team with pie. Though, to be honest, that certainly works sometimes too….)

Using the tool is easy. You just follow these three steps:
Write down categories for everything that motivates you at work: recognition, money, learning new things, etc. You can write as many or as few things as you want and there are no pre-set categories. Anything that matters to you can go on your list.

Give each category a percentage weighting in order of its importance to you. The total weightings should add up to 100%, thus giving you a comprehensive pie chart of the things that motivate you.

Use a “red, yellow, green” color coding system to rate how satisfied you currently are with each of the categories on the list. If you are very satisfied with your compensation, give it a green. If you are completely dissatisfied with how challenged you feel in your job, give that a red, and so on.

If you are using the tool as a manager, the next step is to have an open conversation with each person on your team to talk about ways you can work together to “get them to green” on all of their categories. If you are using the tool for yourself, it can help you think about steps to take to make yourself happier at work, including thoughts about whether you are in the right role or at the right company. The reason the tool is foolproof is because it starts with asking each individual what matters and then helping each person find ways to do more of what matters.

Since that original conversation, I’ve used this tool with nearly a thousand people at four companies, and I’ve learned two important things:

1. People are really different.

Perhaps it goes without saying, but vastly different things motivate different people. Every time I do this exercise, I encounter something new. I’ve heard everything from people being passionate about hobbies (rock climbing, singing, etc.) that require them to have flexible work hours, to people saying they are motivated by external recognition and wanting to be on the cover of a magazine. I would never have known about these specific motivators for people if I hadn’t invited them to share. Good managers understand that the individuals on their teams are just that: individuals, with different interests and needs.

2. People are more similar than you’d think.

Despite all those differences, I’ve seen common patterns emerge that point at a few key motivational factors for most people.

They want “worthwhile work,” so they can know they’re doing something important and deserving of their time and energy.

They want to understand how their personal contribution is important to the goals of the organization.

They want to work with a team of people they admire and care about.

They want to learn new things and feel challenged by their jobs.

Are those common patterns surprising? They were for me at first. Perhaps partly because of that initial wake-up conversation I had at Yahoo!, I thought classic motivators like title and compensation would come up more, but for most people, they seem to make up a much smaller portion of the motivational pie.

The exception, of course, is that when people feel they are being paid significantly less than they are worth, they will often cite money as their top motivator. It’s analogous to Maslow’s hierarchy of needs: once people feel their basic needs are being met financially, and that they are paid fairly for their capabilities, then they quickly move on to focusing on motivators like meaning, collegiality and learning. Note that the pie chart can and does change over time. That is to be expected – just as our careers change, so do our motivations.

This tool can be incredibly useful, both for productive conversations between managers and their direct reports and at the company level to extract patterns of what matters across large numbers of your staff. At Change.org, we’ve taken these patterns of common motivators and built them into our company culture. To connect people to worthwhile work, we host an all-team call once a week where everyone in the company joins to share and learn about the incredible impact our 40 million users are making every day around the world. To help with building connections with colleagues and learning new things, we are starting a program to encourage staff members to shadow someone from another team for the day to build stronger relationships while picking up new skills. And we’re taking learning a step further, giving each employee access to free language training. (With staff in 18 countries, it’s also an essential team-building initiative!)

How could your company use the motivational pie chart to improve how it serves its employees? How could you use it personally or as a manager? Share your plan in the comments – and if you do give the chart a shot, let me know afterward what motivates you and your teams!

-Jennifer Dulski

@jdulski

Jennifer Dulski is president and COO of Change.org, the world’s largest platform for social change. With 40 million users around the world, Change.org empowers people everywhere to create the change they want to see. http://change.org

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Making a Big Decision? Don’t Wait for Everyone to Agree !

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   Here’s a better way to lead a group to a decision — and it doesn’t involve 100 percent agreement from everyone.

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   We’ve already seen why consistently making high quality decisions (and executing them) is the key to business success.
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For some organizations, their ability to do this–to pump out good, actionable decisions and then make them happen–is strangled by one seemingly well-meaning intent: the search for consensus.

Particularly for those teams with a high Synergist contingent, the concept of consensus is often defined as 100-percent agreement– unless everyone agrees, we don’t have an actionable decision.

Not only does this not need to be so (even the dictionary definition of consensus doesn’t demand it), trying to obtain 100 percent agreement to every decision will bring your business’s growth to a grinding halt.

While it happens for good reasons (genuine concern for the feelings of others; a wish to not seem dictatorial; the desire for unity, especially in cause-based organizations) and bad (conflict avoidance; weak leadership; power struggles; passive-aggressiveness), equating “consensus” with “we must all agree on this” is both counter-productive and ultimately debilitating for the entire organization.

When I’m working with executive teams suffering from consensus-gridlock, I encourage them to make an overt, agreed, formal shift to defining consensus as a 100 percent acceptance of the majority decision. It works like this:

1. We discuss and debate issues powerfully, honestly, and openly.
For acceptance of the majority decision to take place, it’s essential that everyone on the team gets to say their piece fully, without fear or favor, and in an open, transparent forum.

As a result, meetings held by teams using the “majority vote” system are usually richer and more productive than those of “100 percent-agreement” teams, though they also can often be more confrontational and argumentative. In fact, you can’t have one without the other. It’s the freedom to argue, to make a point strongly without it being personalized, that generates rich discussion.

2. When it’s time to make a decision, the majority rules.
Here’s a messy little truth about most decision-making processes: if you place a firm time limit on discussion and everyone knows there’ll be a vote at a specific time, you’ll get better-quality decisions than if you just let your team run out the clock with endless debate and try to push through an agreement at the end of the meeting when everyone is tired and irritable.

The next time you have an important team-based decision to make, try this: agree a “drop-dead” time for a decision, set an alarm for that time, and when the alarm rings, if a unanimous agreement hasn’t already emerged, simply proceed with a yes/no vote – and the majority vote prevails.

3. When the decision is made, we take cabinet responsibility.
Here’s the kicker: for this process to work, everyone on the team must agree in advance that they will fully, completely sign on to any and all decisions made by majority rule – even if they disagreed with it during discussion.

This is what in the UK is called “cabinet responsibility”– when a body of people make a decision. As a member of that body, unless you believe the decision to be illegal or unethical in the extreme, you have a responsibility to embrace, support, and implement that decision as if you had voted for it at the time.

I like to think of it this way: when a team is using majority rule and exercising cabinet responsibility, there may be blood and gore on the walls of the room while the decision is being made, but once the decision is made, no-one “outside” the room should be able to see any discernible difference in the level and nature of the support of that decision by any of the team members.

If you’re stuck in consensus gridlock, try redefining ‘consensus’ as cabinet responsibility for majority-rule decisions. It’ll transform your business.

Download a free chapter from the author’s book, “The Synergist: How to Lead Your Team to Predictable Success” which provides a comprehensive model for developing yourself or others as an exceptional, world class leader.

Les McKeown is the President & CEO of Predictable Success, a leading adviser on accelerated business growth. He has has started more than 40 companies and was the founding partner of an incubation consulting company.

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Economic Impact of sports park valued at $10 million in first year !

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Facility not close to breaking even on operations . . . . .

     By Marty Finley

The Elizabethtown, KY Sports Park exceeded economic impact projections for its first year of operations, but one city official said he never expects the park to be a moneymaker.

The Elizabethtown Tourism & Convention Bureau had estimated a $7 million economic impact from the sports park’s first year, but Janna Clark, sports and sales director for the ETCB, said the number likely will close around $10 million.

Economic impact is money generated in a local community and is calculated based on a formula indicating how much single-day and overnight visitors typically spend in the city.

The park was used 92 days for contract events and tournaments in the first year, Park Director Seth Breitner said.

Sue Cundiff, who works with Comfort Suites, LaQuinta, Baymont Inn & Suites and Ramada Inn on Commerce Drive, said her properties are consistently booked up on weekends. During the Baseball Youth Nationals, some teams were forced to find hotel rooms in Bardstown, Louisville and Shepherdsville.

“We’ve been busy,” she said. “(The park) has had a large impact.”

Cundiff said the park has helped provide a boost to the hotels’ weekend numbers, one area in which they lagged.

Darrell Brenyas, general manager of Rafferty’s in Elizabethtown, said the restaurant only reaped a small benefit during the first few months of the park’s existence because the tournaments were smaller. But he has noticed a rise in patrons as the tournaments grow in size. A large group of 50 or more athletes came in around 10 p.m. Thursday after playing at the park, he said.

Brenyas said the city has been cooperative in contacting local restaurants and informing them of the size of the tournaments so they can be prepared for large groups.

“It makes a difference,” he said. “We need to know if it’s 20 teams or 100. So far, so good. We’ve been pleased.”

Breitner said the park has generated around $625,000 in revenue as of Thursday, including $315,000 in concessions, $120,000 in rentals and $185,000 in sponsorships.

“This is exactly what our expectations were going into year one and we are on target with where we plan to be as the Elizabethtown Sports Park continues to progress,” Breitner said in an email.

The city also attracted interest to the Miracle Field, which was designed for athletes with disabilities. Hardin County Special Olympics and TOPSoccer have used the field, he said.

According to the park’s rental agreement, field fees can run between $175 and $450 for full-day use and $125 and $275 for half-day use. An hourly lighting fee and additional field-related fees are factored in if applicable, according to the agreement.

In its first year, expenses to run the park outweigh revenue. Elizabethtown Finance Director Steve Park said the park has generated around $1.6 million in operational expenses for the first year, which includes more than $650,000 for wages and benefits; more than $400,000 for professional services such as maintenance and repairs, utilities and insurance; and more than $370,000 for materials and supplies, which includes food and concessions.

“Those expenses are inflated some because of the extensive watering we had to do last summer and the startup expenses related to such items as small ware for the concession stands, etc.,” Park said by email.

The city budgeted $1.5 million in expenses and around $700,000 of revenue for year two.

“I don’t think it will ever break even,” Park said of the facility’s ability to be profitable. But the city’s park system is designed to provide quality of life rather than produce money, he said.

“We’re not making a profit on any of the city’s recreational programs,” he said. “That’s not what they’re there for.”

The sports park and its financing became a point of contention for opponents who viewed the 2 percent restaurant tax being used to pay off construction as an illegal burden forced by Elizabethtown City Council through an improper classification of the city as a fourth-class municipality. Likewise, the park’s costs were perceived by many to be exorbitant.

The city authorized $28.5 million for construction and development financed through three series of bonds financed that mature in 2036. About $2,050,000 of the debt has been paid off, Park said.

Beyond its capacity to attract teams from across the country willing to spend millions in the city and surrounding communities, the park has been a job creator in its own right. Breitner said the park has around 11 full-time positions, nine seasonal turf and maintenance staff and roughly 50 part-time concessions and operations staff.

Hunter Martin, a sophomore at Elizabethtown Community and Technical College, is a seasonal maintenance worker and was spending a humid day in his bare feet lining a soccer field at the park.

It is Martin’s first job and one catered to his interests because of his background in sports. A typical day involves a sundry list of chores from mowing to weed eating.

“It takes a lot to take care of them,” he said of the fields.

But Martin said the park is a beautiful facility that lends itself to a great work environment as he finishes school.

“It’s a good job,” he said. “It fits my needs well.”

First-year revenue figures

The Sports Park has generated over $625,000 in revenue in year one 

$315,000 has been generated through concessions.

More than $185,000 has been generated through sponsorships.

$105,000 has been generated in direct revenue

$80,000 in operational expenses has been offset by sponsorships (HMH and Waste Management) 

Several thousand dollars in rebates from Pepsi, Fischer’s, and Blue Bunny is still to come based on year 1 concession sales and contractual obligations.

$120,000 was generated through rentals. 

Salary ranges:

  • Full-time salary positions (4 positions)-$36,601 – $66,950 per year

These positions include: Director, Turf Manager/Maintenance Superintendent, Concessions/Operations Manager, Sports Leagues Coordinator

  • Full-time hourly positions (7 positions) – $9.90 – $14.44 per hour

These positions include: 6 turf/maintenance positions and 1 administrative assistant position

  • Seasonal Turf and Maintenance Staff (9 positions) – $8.50 – $10.00 per hour
  • Seasonal Concessions and Operations Staff (50 positions) – $7.50 – $10.00 per hour

Source: Elizabethtown, KY –  Sports Park Director – Seth Breitner

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County Officials take to the field in quest for Amateur Sports Market !

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Porter County, IN

  The Porter County officials are setting out with a clean slate as they explore options for expanding into the sports tourism market, but a couple of areas of interest already have taken base.

Hockey and swimming top the list, followed by soccer and softball, said Indiana Dunes Tourism Executive Director Lorelei Weimer.

These are areas of the amateur sports market that have generated the most inquiries and interest over time, she said.

Identifying what opportunities exist, if any, will be the county’s first challenge, said Don Schumacher, executive director the National Association of Sports Commissions. He will be leading a workshop for local officials Aug. 19 and 20.

This determination will depend on several factors, including the types and quality of facilities available locally and the potential for the creation of organizations and partnerships to handle the new business, he said.

“The industry is tremendous,” Schumacher said. “It’s growing, growing and growing.”

Weimer said sports accounts for 4 percent of the tourism expenditures in Porter County, as opposed to 79 percent from leisure travelers and 17 percent from business travelers.

Porter County commissioners announced in April they were expanding the local tourism board by two seats to go after the amateur sports market. The commissioners appointed Chuck Williams and Doug Olson to fill the Republican and Democrat appointments, respectively.

Commissioner President John Evans, R-North, said participants in these sports travel the country, which offers economic opportunities for the county.

While the county has outdoor sporting fields, he said there will be a need to expand upon those and look at building indoor facilities such as a pool and hockey rink.

Schumacher said the largest share of the amateur sports market falls in the 10- to 14-year-old age range, though there is also a good number of adults involved.

The commissioners also agreed in June to help move the process along by modifying a feasibility study at the Expo Center to include plans for the amateur sports market. That report could be done in three to four months, Weimer said.

The addition boosted the cost of the contract from $91,000 to $134,000.

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In Drinking Beer, NY Ranks Near Bottom of the Barrel !

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July 3rd, 2013

Maybe New York is more of a sipping state than a chugging one. Whatever the reason, the Empire State ranks near the bottom in terms of beer drinking, according to a new analysis by beer industry trade group the Beer Institute.

In ranking states by their 2012, per-capita beer consumption, New York came in 48th, with only Connecticut and New Jersey tossing back fewer cold ones. According to Beer Institute data, New Yorkers in 2012 consumed, on average, 22.4 gallons of malt beverages per person. That works out to roughly 218 12-ounce servings per person.

The national average was 301 servings.

The thirstiest state in 2012 was North Dakota at roughly 489 12-ounce servings per person.

Total beer consumption nationwide was up about 1.5 percent in 2012, according to the Beer Institute.

Enjoy Your 4th Of July !

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