draft - Jekyll Island
Transcription
draft - Jekyll Island
VE AGENDATATIVE AGENDA The Jekyll Island Authority (JIA) committees met in Public Session on Monday, July 18, 2016 at the Jekyll Island Convention Center. Members Present: Bob Krueger, Vice Chairman, Presiding Mike Hodges, Secretary/Treasurer Sybil Lynn Joy Burch-Meeks Bill Gross Bill Jones Via Teleconference: Richard Royal, Chairman Nancy Gallagher, Sr. Assistant Attorney General Not Present Mark Williams Trip Tollison Meeting Summary Finance Committee A.) Approved Hampton Inn Lease Amendment B.) Approved Jekyll Ocean Oaks Lease Amendment and Assignment C.) Approved Marriott Courtyard and Marriott Springhill Suites Continuation and Extension of “Development Milestones” Negotiations D.) Approved Pitney Bowes Lease Agreements (Administrative Office/Guest Information Center) E.) Approved Campground Laundry Room Equipment Lease Agreement Committee of the Whole F.) Approved June 20, 2016 Board Meeting Minutes E BOARD MEETING Monday, July 18, 2016 Agenda 9:30 a.m. JIA Committee Meetings* Morgan Center *All applicable public comments will be heard during the appropriate committee meeting. Mr. Bob Krueger, Vice Chairman, Presiding Vice Chairman Bob Krueger – Welcome Historic Preservation/Conservation Committee – Section I Bob Krueger, Chair A.) Jekyll Island Conservation Update - Mr. Ben Carswell, Director of Conservation Finance Committee – Section II Mike Hodges, Chair Note: June Month End and FY16 End of Year Financials will be available in late July. A.) Revenue Summaries, Traffic Counts and Hotel Statistics B.) Leases – Mr. Daniel Strowe, Legal Associate 1. Hampton Inn Lease Amendment 2. Jekyll Ocean Oaks Lease Amendment and Assignment i. Ocean Oaks Update – Mr. Gary Wadsten, Jekyll Island Club Residences, LLC 3. Marriott Courtyard and Marriott Springhill Suites - Continuation and Extension of “Development Milestones” Negotiations C.) Business Leases – Ms. Marjorie Johnson, Chief Accounting Officer 1. Pitney Bowes Lease Agreements (Administrative Office/Guest Information Center) 2. Campground Laundry Room Equipment Lease Agreement Personnel Committee – Section III Bill Gross, Chair A.) No Report Legislative Committee – Section IV Richard Royal, Interim Chair A.) No Report Marketing Committee – Section V Joy Burch-Meeks, Chair A.) Marketing Update – Ms. Meggan Hood, Senior Director of Marketing Committee of the Whole – Section VI Bob Krueger, Vice Chairman A.) Jekyll Island Facilities and Public Services Update – Mr. Noel Jensen, Sr. Director of Facilities and Public Services B.) National Golf Foundation Consulting, Inc. Draft Contract Agreement Review - Golf Course Master Plan – Mr. Jones Hooks, Executive Director C.) Revetment Draft Request for Proposal #327 Review - Mr. Ben Carswell, Director of Conservation D.) Draft Project Outline for the Comprehensive Disability Accessibility Assessment and Improvement Plan Review – Mr. Jones Hooks, Executive Director E.) Executive Director’s Report 1. Draft FY17 Strategic Considerations 2. Revitalization Update 3. Other F.) Chairman’s Comments Adjournment 5 Minute Break JIA Board Meeting Agenda Bob Krueger, Vice Chairman Action Items A.) June 20, 2016 Board Meeting Minutes B.) Hampton Inn Lease Amendment C.) Jekyll Ocean Oaks Lease Amendment and Assignment D.) Marriott Courtyard and Marriott Springhill Suites Continuation and Extension of “Development Milestones” Negotiations E.) Pitney Bowes Lease Agreements (Administrative Office/Guest Information Center) F.) Campground Laundry Room Equipment Lease Agreement Adjournment MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: NOEL JENSEN, SR. DIRECTOR OF FACILITIES AND PUBLIC SERVICES SUBJECT: OPERATIONS MONTHLY REPORT – JUNE 2016 DATE: 7/06/16 PUBLIC SERVICES June Highlights: Completed rehabilitation of cottage at 59 Claflin and power washed exteriors of seven other cottages in the AmeriCorps housing area. Installed three electric car charging stations at the campground big bath house. Installed new doors on two pier road shops and GSP office. Replaced 24 failing windows at GSP and the Welcome Center. Facilities Department Work Orders New Work Orders Completed Outstanding Awaiting Parts 120 114 87 55 28 114 100 87 80 55 60 40 28 20 0 New Work Orders Completed Outstanding 1 Awaiting Parts PUBLIC SAFETY – Fire & EMS June Highlights: Conducted water rescue and kayak training for all fire/EMS staff. Continued working with Monroe Communications on process to move JIFD and JIA repeater antennas to a collocated position at the Verizon Cell Tower behind the fire station for increased coverage/range. Jekyll Island Fire & EMS Responses Total Responses EMS Responses Transported to ER Fire Responses False Alarms 46 31 14 15 0 0 False Alarms 15 Fire Responses 14 Transported to ER 31 EMS Responses 46 Total Responses 0 5 10 15 20 25 2 30 35 40 45 50 PUBLIC AMENITIES Jekyll Island Tennis Center June Budget June Actual $ $ 13,636 7,504 $15,000 $13,000 $11,000 $9,000 $7,000 $5,000 $3,000 $1,000 $7,504 June Budget June Actual Mini Golf & Bike Rental June Budget June Actual $ $ $48,000 $47,500 $47,000 $46,500 $46,000 $46,902 June Budget June Actual 3 47,918 46,902 Jekyll Island Golf Club June Budget June Actual $ 132,778 $ 141,385 $142,000 $140,000 $138,000 $136,000 $134,000 $132,000 $130,000 $128,000 $141,385 June Budget June Actual Golf revenues are up $17,052 over June FY 15 Average Revenue per round is $43.66 (up $8.86 from FY15) Annual memberships are up to 144 as compared to 51 in June FY15 Membership revenue is up $8,137 as compared to June FY 15 Passport ticket sales are down $6,0000 compared to June FY 15 Merchandise revenues are down $2,297 over June FY 15 June play was down 417 rounds from June FY 15 on: Pine Lakes, Indian Mound and Oleander June play was up 82 rounds from June FY 15 on: Great Dunes Golf Course YTD PAID play is up 773 rounds overall from FY 15 4 Summer Waves June Budget June Actual $ 511,893 $ 593,947 $593,947 June Actual $511,893 June Budget $460,000 $480,000 $500,000 $520,000 5 $540,000 $560,000 $580,000 $600,000 MEMORANDUM TO: PERSONNEL COMMITTEE FROM: JENNA JOHNSON, HR DIRECTOR SUBJECT: PERSONNEL COMMITTEE REPORT DATE: 7/12/2016 JIA Workers Compensation Claims: (Target goal for FY16 = 9). 5 4 3 FY16 FY15 2 1 0 Jul Aug Jul Sep Oct Nov Dec Aug Sep Oct Nov Jan Dec Feb Mar Apr Jan Feb Mar May Apr Jun May Jun Total FY16 4 1 1 0 0 1 1 1 0 1 1 3 14 FY15 2 2 0 1 0 1 1 0 2 1 0 2 12 JIA Employee Census: 412 Month June 2016 Full time Part Time 151 125 Seasonal Interns 113 23 Recognition: o Pocket Praise Winners …..Thank you for going above and beyond! o Sandi Goeldner with Guest Information Center o Stephanie Sowell with Sea Turtle Center o Teretha Taylor with Guest Information Center Total Employees 412 o Retirements: None o Meet our featured employee of the month for July: Tammi Tahmassebi Tammi has been a member of our Guest Services team in the GSTC Gift Shop since 2015. Her main responsibilities are welcoming guests, providing information and restocking merchandise. Her favorite thing about working here is the beautiful drive! She especially enjoys seeing the marsh bunnies and the occasional roseate spoonbill. She says she never gets tired of the natural splendor of the island! Originally from Dusseldorf, Germany, Tammi speaks fluent German, which comes in handy more than you would think! Her supervisor says you can see the children's faces light up when she tells them about the turtles in their native language. We are so lucky to have you, Tammi! Keep up the great work! MEMORANDUM TO: HISTORIC PRESERVATION/CONSERVATION COMMITTEE FROM: BEN CARSWELL, DIRECTOR OF CONSERVATION SUBJECT: CONSERVATION UPDATE DATE: 7/12/2016 Research and Monitoring • Wilson’s Plover nesting season is winding up for the season with 16 nests documented so far. Five of these nests made it to hatching, producing 14 chicks, none of which appear to have survived beyond two weeks and were likely taken by natural predators. A sixth hatch is anticipated today and is expected to be our last nest/brood for the season. • The DNR Wildlife Resources Division unexpectedly refused to grant a permit for the planned bobcat tracking research. We are currently redesigning our bobcat research plans to do genetic and prey-content analysis of bobcat scat to try to move the ball forward in gaining the necessary knowledge to potentially recommend conservation management actions to promote and maintain a bobcat population on Jekyll Island. Eventually DNR WRD buy-in will be necessary for this effort to be fruitful. • On site meetings with the project Principal Investigators for the UGA plant/deer study were held. We’ve laid a strong foundational structure for the Ph.D. student, who begins with UGA in August, to build upon. In depth progress will begin at that point and I recommend that the student give a preliminary presentation to the JIA Board once he’s up to speed this Fall. Management and Planning • Conservation staff participated in a cross-organization planning/evaluation session with the goal of preparing to nominate the Georgia Coast as a Western Hemisphere Shorebird Reserve Network “Landscape of Hemispheric Importance”. Jekyll Island would be part of this designation if it goes forward. Partner requirements would primarily include committing to shorebird conservation as an ongoing priority, which is already something we do as stipulated by the conservation plan. Outreach, Education, and Community Interface • Our efforts this past Spring with the Audubon Cooperative Sanctuary for Golf Bioblitz, led by Conservation Coordinator Yank Moore, proved to be very successful. Jekyll Island placed in the top three for all categories of the competition including 1st place for number of participants, 3rd place for total # of species counted, and 2nd place in the photo contest. MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: BRUCE PIATEK, DIRECTOR OF HISTORIC RESOURCES ANDREA MARROQUIN, PROGRAM COORDINATOR CC: SUBJECT: HISTORIC RESOURCES UPDATE DATE: 7/12/2016 Museum Revenue - June, 2016 Jekyll Island Museum *Paid Tours: Revenue: Public: Group: Total: Public: Group: Store: Total: 1902 1011 2913 $21,310.52 $33,362.75 $10,112 $21,310.52 $64,785.27 $10,112.00 Tour Revenue • $33,362.75 Group Revenue Shop Revenue The Jekyll Island Museum posted a record year in Annual Total Revenue for the second year in a row. A record was also set for Annual Public Tour Revenue, beating the prior record established 17 years ago in 1999. Additionally, the Museum Store also set a record for Annual Retail Sales. Museum Revenue - FY2015 - FY2016 $140,000.00 $120,000.00 $100,000.00 $80,000.00 $60,000.00 $40,000.00 $20,000.00 $JULY AUG SEPT OCT NOV DEC FY2015 JAN FY2016 FEB MAR APR MAY JUNE Education Programs • • Author’s Weekend – 80 attended On June 3-4, 2016, The Jekyll Island Museum, Jekyll Island Club Hotel, and Jekyll Island Foundation partnered to launch two new books with an Author’s Weekend. The weekend showcased two new releases about Jekyll Island by featured authors June Hall McCash, Jingle Davis and Benjamin Galland. Time Travelers Camp From June 13-24, 2016, the Jekyll Island Museum hosted two weeks of summer camp for children ages 8-12. The museum invited campers to travel through history and discover Jekyll Island’s eventful past through daily field trips, games, and hands-on activities. This adventure included outings exploring Colonial times, the Golden Age of Piracy, the Gilded Era, the Roaring 20s, and the 1950s. Curatorial/Research • Developed interpretive content for a new exhibit planned for the Wanderer Memorial in 2017 • Completed a visual display highlighting the Jennings family in Villa Ospo, as part of the Jekyll Island Foundation Descendants’ Project. Installation is anticipated to take place in July. • Developing an interpretive exhibit on the Dolphin Club to be installed at the Jekyll Island Youth & Learning Center on the South End of the island. • Welcomed an intern from the University of Missouri-Columbia, joining the museum for 8 weeks to assist with summer camp, exhibit planning, and processing of museum collections • Fielded several research requests. This included assisting an author writing a historical fiction book loosely based on the Wanderer, and helping a descendant of James Clubb locate his diary. • Processing in progress for the residential and business lease collections • Sent the Museum Records Manager to attend an American Library Association (ALA) conference as part of her professional development Historic District/Preservation • • • • Historic District Buildings Survey Concluded an assessment of the historic structures of the Jekyll Island Club National Historic Landmark District and created a preliminary cost estimate. A final presentation is in progress. Post Office Renovation work for the Post Office is progressing. Construction at the former Butler and Chauffeur’s Dormitory on Pier Road is expected to be complete at the end of July and the Post Office facility opening in August. Faith Chapel Paved the shell walkways at Faith Chapel with tabby with thanks to funding assistance provided by the Friends of Historic Jekyll Island (FOHJI). Also, restored the steeple bell to working order. Hollybourne Porch The Hollybourne Porch is nearing completion. Painting has begun on the porch and is anticipated to be finished in mid-July. • • Mosaic Visited Florida Museum of Natural History at the University of Florida and toured exhibits with senior museum staff as research (steal good ideas) for the Mosaic. Fiori Art Collection Met with the Friends of Historic Jekyll Island, Fiori Committee to discuss removal of the collection from the Mistletoe cottage. The committee is investigating other locations and preparing to place the collection in storage. MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: TERRY M. NORTON, GSTC DIRECTOR AND VETERINARIAN; JOHN MARR, GSTC GENERAL MANAGER SUBJECT: GEORGIA SEA TURTLE CENTER UPDATE – JUNE 2016 DATE: 7/12/2016 I fell in love with this place because they rescue, rehabilitate, and release sea turtles. Instead of a "zoo" or "sanctuary" they actually care for these amazing creatures and put them back in their natural habitat. Check out the sea turtles and hear their stories. They have a wonderful gift shop as well. Quote from Trip Advisor (June 2016) Comparisons with Prior Year (June 2016 vs. June 2015) Percent Change from June Previous Year (2015) 90% 70% 50% 30% 10% -10% -30% -50% -70% -90% Admissions (# people) Concessions ($) Adoptions (# sales) Guided Tours ($) Independent Tours ($) Behind the Scenes ($) Distance Learning (# sessions) Memberships ($) Total Reservations ($) The fiscal year ended with more than 102,000 visitors at the GSTC and Gift Shop reporting concessions in excess of $1M, making it an incredibly productive year. June of 2016 compared to June 2015 showed that the number of people for general admissions was down (over 30%) however admissions revenue was only down 2%. Concessions sales were slightly higher than June 2015. While Guided tours was down substantially the independent tours was up over 60% compared to last year. Behind the Scenes tours also contributed to an overall lower Total Reservations compared to June 2015, and as well Memberships were lower. Despite the lower numbers compared to last year concessions and admissions both exceeded the budget figures. Revenue Categories* • June total concessions $136,326.24 was $18,418.74 more than budgeted • June total admissions $85,830.38 was $17,147.48 more than budgeted • Adoption (Sea Turtle) 135 | $6,750 Bricks 7 | $260 • Donations (general) | $98 GuidedTours(Groups) 49 participants | $668 • Independent Tours 182 participants | $1,186 Behind the Scenes 92 partic. | $1,656 • School Field Trips 0 students | $0 Distance Learning 1 (40 students) | $50 • School Outreach 0 students Public Outreach people reached • Memberships 20 | $1,515 Daily Programs 136 Sub-Total Education Reservations: Clients 653 | Revenues $2,891 *some online payments are received 2 weeks later These numbers include select education activities including events and off-island outreach. Marketing/PR/Events • Turtle Crawl Race registration generated $18K in revenue for the GSTC. • The GSTC Pier Outreach at the Jekyll Island fishing pier continued with AmeriCorps Members Mary and Ronny; as well the Westin Turtle Walk table on Fridays continued. • Social Media, Website and Communications Updates: o Trip Advisor: 1,221 reviews, ranking GSTC #3 out of 20 Jekyll attractions o Facebook: Over 29,760 likes Presentations, Publications & Grants • Funding for Dr. Norton’s Meloxocam study was funded by a generous donation of nearly $5K. • Jeannie Martin completed the Certificate in Non-Profit and National Service Management, Un.Wash. Education • May 27th marked the end of our School Field Trip season and the beginning of our busy summer programming. Memorial Day weekend was a kick-off of sorts for the summer tourist season. Rehabilitation New Patients Current Patients Released Patients Transferred Patients Total since 2007 Sea Turtle 9 Other Turtle 86 Bird 18 28 1 6 14 2 0 0 3 659 586 563 6 Research Jekyll Nesting Beach Activity: 143 Nests; 350 False Crawls; 69 Unique Females Encountered; 31 Remigrants; 37 Novel Females AmeriCorps Program, Volunteer Program, and Marine Debris Initiative Service Hours Monthly Total 4,226.25 Year to Date Total 31,751.93 Cumulative Total 223,409.83 Volunteer Hours 621.25 3,746.5 46,086 Marine Debris Hours 79.25 897 8,242.75 17 33,982 118 37 74 17 202,131 118 37 74 AmeriCorps Service Hours MDI & Volunteer Program 0 MDI Clean Ups 6,493 MDI Items Collected New Volunteers Trained 2 Volunteer Shadow Shifts 2 2 Volunteer Advancements Notes: • Volunteer Spotlight: Stephanie Schleicher • MDI Program Reached 200,000 items logged in the marine debris tracker app. • Quarterly Volunteer Program Evaluation meeting was held. MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: DION DAVIS SUBJECT: FOUNDATION UPDATE DATE: 7/11/2016 Executive Committee: The Executive/Finance Committee will hold its regularly scheduled meeting via conference call on Thursday, July 14, 2016. Agenda items include: Capital Campaign Update, Museum Site Visit Report, Marketing and Events Updates, and The Westin Partnership Update. Board of Director’s Meeting: The Board will hold its regularly scheduled quarterly meeting on Thursday, July 28, 2016 at the Jekyll Island Club Hotel. Agenda items include: Capital Campaign Update, FY17 Budget, Marketing Reports, JIA Update, and Upcoming Events. Jekyll Island Mosaic Campaign Update – as of 7/11/16 Pledge and Paid Report Goal: 156 Investors: Remaining: % Goal: Cash Received: $ $ $ $ 3,134,000 2,773,064 360,936 88.5% 657,329 Cultivations Solicitation Overview (Individuals & Corporations) QTY Prospect Category 142 Awarded: Individual (125@$487,797) / Corporations (18@$1,289,800) 24 Asks Pending (AP): $122,000* 25 Asks in Progress (AiP): $500* 11 Prospects with Green Light (GL) for cultivation 72 Prospects Waiting on Green Light (WGL)/No Contact Yet (NCY) 4 HOLDs* 19 Declines *Not all prospects included in the Qty have been assessed for potential $ Foundation Overview 13 Awarded: $989,500 3 Pending (submitted applications): $175,000 6 Declined: $670,000 JIA EOM JUNE 2016 REVENUE UPDATE Week Ending: 6/30/2016 Revenue Days Remaining: 0 30 Days Passed 30 Days Available 100% Pacing Target Department Subset MTD Revenue MTD % of Goal Monthly Goal Museum $ 64,785.27 135% $ 48,130.00 Public Tours $ 33,362.75 141% $ 23,698.00 Group Tours $ 10,112.00 120% $ 8,412.00 Retail Sales $ 21,310.52 133% $ 16,020.00 Info Center Parking Fee $ 397,489.00 107% $ 372,925.00 Info Center Gift Shop $ 27,418.67 88% $ 31,284.00 GSTC $ 229,482.05 123% $ 186,590.48 Concessions 143,651.67 122% $ 117,907.58 Admissions 85,830.38 125% $ 68,682.90 Campground $ 120,383.00 100% $ 120,148.00 Site Rental 105,746.00 101% $ 104,798.00 Concessions $ 14,637.00 95% $ 15,350.00 Golf $ 141,787.03 107% $ 132,777.69 Mini-Golf/Bikes $ 46,902.01 98% $ 47,917.74 Tennis $ 7,503.91 55% $ 13,636.44 Summer Waves $ 593,947.38 116% $ 511,893.00 McCormick's $ 37,004.02 83% $ 44,531.82 TOTAL REVENUES $ 1,666,702.34 110% $ 1,509,834.17 Notes: JIA FY 2016 EOY REVENUE UPDATE Week Ending: 6/30/2016 Revenue Days Remaining: 0 Department Museum Subset $ Public Tours $ Group Tours $ Retail Sales $ Info Center Gate $ Info Center Gift Shop $ GSTC $ Concessions $ Admissions $ Campground $ Site Rental $ Concessions $ Golf $ Mini-Golf/Bikes $ Tennis $ Summer Waves $ McCormick's $ TOTAL REVENUES $ Notes: YTD Revenue 774,379.89 311,608.53 193,076.14 269,695.22 3,350,360.00 336,682.10 1,581,920.59 1,000,416.02 581,504.57 1,275,404.00 1,114,540.00 160,864.00 2,094,780.30 333,410.65 71,754.21 2,133,614.65 535,572.34 12,487,878.73 YTD % of Goal 114% 127% 104% 109% 111% 91% 109% 110% 109% 102% 100% 117% 102% 112% 89% 114% 90% 107% $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Yearly Goal 678,903.41 245,322.65 186,444.76 247,136.00 3,014,714.00 368,509.00 1,447,383.80 911,518.17 535,865.63 1,251,829.00 1,114,194.00 137,635.00 2,062,789.04 297,146.87 80,212.22 1,876,143.58 597,680.01 11,675,310.93 JEKYLL ISLAND AUTHORITY HOTEL OCCUPANCY STATISTICS June 2016 HOTEL STATISTICS AT-A-GLANCE days Revenue Hotel Revenue StatisticsHotel - History Jun-16 4,403,907 75.3% 139.58 185.34 Jun-15 Total Revenue Occupancy Rate RevPAR ADR $ 4,233,116 73.1% 133.74 183.01 $ $ $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- Jun-14 Total Revenue Occupancy Rate RevPAR ADR $ 3,092,742 81.8% 146.44 179.05 $ $ $180.00 $160.00 $140.00 $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $2013 2014 2015 OCCUPANCY REPORT DETAIL # of Rms Hotel Beachview Club Units Avalbl Units Occpd Percent Occpd Average Daily Rate 2016 Room Revenue RevPAR 733 - 0 0 Holiday Inn Resort 157 4,710 3,583 76.1% $ 174.33 $ 132.61 $ 624,612.03 $ Days Inn & Suites 124 3,720 3,030 81.5% $ 163.60 $ 133.26 $ 495,710.02 $ GA Coast Inn - 0 0 Hampton Inn 138 4,140 3,689 - 0 0 157 4,710 71 2,130 140 4,072 Villas by the Sea - Jekyll Realty 17 Villas by the Sea - Parker Kaufman Jekyll Cottages Jekyll Island Club Hotel Quality Inn & Suites Villas by the Sea Westin Vacant - Limited Service Hotel Jun-16 Total 89.1% $ #DIV/0! #DIV/0! #DIV/0! #DIV/0! 179.61 113.10 #DIV/0! $ #DIV/0! 160.04 #DIV/0! $ $ $ $ $ RevPAR 122,145.50 - 662,564.90 - $ $ $ $ $ Revenue Variance 111,138.07 $ 11,007 10% $ - 0% 590,072.10 $ 34,540 6% 459,111.52 $ 36,599 8% $ - 0% $ (12,435) -2% $ - 0% - 675,000.00 - 78.9% $ 206.25 $ 162.72 $ 766,415.00 $ 812,034.00 $ (45,619) -6% 69.0% $ 131.81 $ 90.90 $ 193,624.19 $ 202,991.00 $ (9,367) -5% 2,548 62.6% $ 194.30 $ 121.58 $ 495,077.00 $ 497,348.55 $ (2,272) 0% 510 153 30.0% $ 204.76 $ 61.43 $ 31,328.07 $ 48,892.94 $ (17,565) -36% 16 480 315 65.6% $ 127.85 $ 83.90 $ 40,274.00 $ 37,447.00 $ 2,827 8% 200 6,000 4525 75.4% $ 214.84 $ 162.03 $ 972,156.00 $ 799,081 $ 173,075 22% - 0 0 1,058 31,552 3,716 #DIV/0! $ 2015 Room Revenue 1,080 #DIV/0! 166.64 ADR 2016 38 Buccaneer Beach Resort 67.9% $ Revenue RevPAR - ADR $ $ $ Revenue Total Revenue Occupancy Rate Rev PAR ADR 1,469 23,761 #DIV/0! 75.3% $ #DIV/0! 185.34 #DIV/0! $ 139.58 $ $ - 4,403,907 $ $ - 4,233,116 $ $ - 170,791 #DIV/0! 4.0% ____________________________________________________________________________________________________________________________________________________________ JEKYLL ISLAND AUTHORITY HOTEL OCCUPANCY STATISTICS Calendar Year to Date - June 2016 HOTEL STATISTICS AT-A-GLANCE days Hotel Revenue YTD Hotel Statistics - History 2016 $ 18,956,420 65.1% 100.35 154.08 $ $ Total Revenue Occupancy Rate RevPAR ADR $ Revenue 2015 11,152,024 64.5% 89.08 138.07 $ $ $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- 2014 Total Revenue Occupancy Rate RevPAR ADR $ $180.00 $160.00 $140.00 $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $- 8,946,774 64.0% 85.00 132.81 $ $ 2014 2015 Hotel Beachview Club Units Avalbl Units Occpd Percent Occpd Average Daily Rate 6,459 3,034 - 0 0 47.0% $ Holiday Inn Resort 157 28,574 16,456 57.6% $ 149.90 $ Days Inn & Suites 124 22,568 17,220 76.3% $ 117.18 $ #DIV/0! 145.09 2016 Room Revenue RevPAR 38 Buccaneer Beach Resort $ #DIV/0! ADR Rev PAR 2016 OCCUPANCY REPORT DETAIL # of Rms Revenue RevPAR - ADR Total Revenue Occupancy Rate Rev PAR ADR 68.16 2015 Room Revenue Revenue Variance 440,213 508,727 $ 0 0 $ 86.33 2,466,680 1,502,517 $ 964,163 64% 89.41 2,017,776 1,934,951 $ 82,824 4% 0 0 $ - 0% 2,886,431 2,828,697 $ 57,734 2% 0 0 $ - 0% #DIV/0! (68,514) - -13% 0% . GA Coast Inn - 0 0 Hampton Inn 138 25,116 19,414 - 0 0 157 28,574 19,620 68.7% $ 191.92 $ 131.78 3,765,463 3,875,248 $ (109,784) -3% 71 12,922 7,853 60.8% $ 105.21 $ 63.94 826,191 900,188 $ (73,998) -8% 140 22,273 13,770 61.8% $ 143.29 $ 88.59 1,973,117 1,896,988 $ 76,129 4% Villas by the Sea - Jekyll Realty 17 3,125 1,778 56.9% $ 108.15 $ 61.53 192,294 166,218 $ 26,076 16% Villas by the Sea - Parker Kaufman 16 2,883 1,793 62.2% $ 98.28 $ 61.12 176,223 158,511 $ 17,712 11% 200 36,400 22,095 60.7% $ 190.63 $ 115.72 4,212,032 1,613,095 $ 2,598,937 161% - 0 0 Jekyll Cottages Jekyll Island Club Hotel Quality Inn & Suites Villas by the Sea Westin Vacant - Limited Service Hotel #DIV/0! 77.3% $ #DIV/0! #DIV/0! #DIV/0! 148.68 #DIV/0! $ #DIV/0! 114.92 #DIV/0! #DIV/0! #DIV/0! 0 2016 Total 188,894 123,033 65.1% $ 154.08 $ 100.35 $ 18,956,420 2015 Total 125,192 80,772 64.5% $ 138.07 $ 89.08 $ 11,152,024 2014 Total 105,261 67,367 64.0% $ 132.81 $ 85.00 $ 8,946,774 0 $ $ 15,385,140 - $ 3,571,280 #DIV/0! 23.2% 2014 Revenues by Month 2015 $5,000,000.00 2016 $4,500,000.00 $4,000,000.00 $3,500,000.00 $3,000,000.00 $2,500,000.00 $2,000,000.00 $1,500,000.00 $1,000,000.00 $500,000.00 $January February March April May June ____________________________________________________________________________________________________________________________________________________________ MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: DANIEL STROWE SUBJECT: AMENDMENT TO HAMPTON INN LEASE DATE: 7/12/2016 BUSINESS LEASE SUMMARY LESSEE: JOO Hotel & Associates, LLC LAND SITE: Hampton Inn & Suites Jekyll Island ADDRESS: 188 South Beachview Drive Jekyll Island, GA 31527 Term of Lease: Through 2089 Summary: JOO Hotel & Associates, LLC will transfer of a portion of land (approximately 0.123 acres) to Leon N. Weiner & Associates, Inc. to be included in the Ocean Oaks residential development. This parcel is labeled as Parcel #2 in the enclosed draft survey. As a result of the transfer, the acreage subject to the lease will be reduced to 5.224 acres. The remaining terms of the lease governing the operation of the Hampton Inn will remain the same. MEMORANDUM TO: COMMITTEE OF THE WHOLE FROM: DANIEL STROWE SUBJECT: OCEAN OAKS - THIRD REVISED AND RESTATED GROUND LEASE DATE: 7/12/2016 BUSINESS LEASE SUMMARY TRADE NAME: Ocean Oaks, A Jekyll Island Club Community ASSIGNOR: Leon N. Weiner & Associates, Inc. ASSIGNEE: Jekyll Island Club Residences, LLC LAND SITE: Approximately 8.743 acres subject to reduction/adjustment below ADDRESS: 188 South Beachview Drive Jekyll Island, GA 31527 Term of Lease: Through 2089 Specified Use of Premises: Construction of individually owned single-family residential homes Land Swap: Leon N. Weiner & Associates, Inc. will transfer two parcel #1 (0.180 acres) and parcel #3 (0.025 acres) of land to JOO Hotel Associates, LLC as lessee of the Hampton Inn lease. Land Donation: Leon N. Weiner & Associates, Inc. will donate 2.031 acres of maritime forest to the JIA. I have enclosed a second draft survey showing this parcel (“Dunes Parcel”). Summary: Following the land swap and donation, Leon N. Weiner & Associates, Inc. will assign the amended lease to Jekyll Island Club Residences, LLC, a joint venture between Leon N. Weiner & Associates, Inc. and Carolina Holdings Group, LLC, for the construction of single family residential homes subject to the financial terms and conditions that were previously approved by the Board at its May 16, 2016 meeting. Y:\Project Files\16149\DWG\16149-3.dwg, 6/28/2016 1:24:01 PM Y:\Project Files\16149\DWG\16149-4.dwg, 6/28/2016 1:26:03 PM DRAFT July 18, 2016 David W. Curtis, Manager LNWA Developers LLC One Fox Point Centre 4 Denny Road Wilmington, Delaware 19809 RE: First Amendment to Revised and Restated Hotel Ground Lease (Marriott Courtyard Hotel), dated March 16, 2015 Dear Mr. Curtis: The purpose of this letter is to address the “Development Milestones” as stated in Paragraph 2 of the First Amendment to Revised and Restated Hotel Ground Lease (Marriott Courtyard Hotel) (the “First Amendment”), dated March 16, 2015. As you know, the “Development Milestones” set forth certain deadlines for certain design and construction documents related to the Marriott Courtyard Hotel project. Pursuant to Paragraph 5.2 of the original Revised and Restated Hotel Ground Lease (Marriott Courtyard Hotel), dated September 1, 2014 (the “Lease”), the Jekyll Island Authority (hereinafter, “JIA”), as Lessor, may waive and/or extend any “Development Milestones” as it sees fit. Accordingly, by the issuance of this letter, for a period of up to one hundred and twenty (120) days after the date hereof, JIA hereby (i) extends any deadlines associated with the “Development Milestones” due to ongoing negotiations between JIA and LNWA Developers, LLC, as Lessee(the “Lessee”), to revise and amend certain terms and provisions of the Lease, as amended , including but not limited to, extending the deadline to complete the construction of the Marriott Courtyard Hotel to October 15, 2019, and (ii) waives any default by Lessee under the Lease, as amended, that may exist arising out of any failure to meet any such deadlines. All other terms and conditions shall remain in full force and effect. In the event, the parties fail to agree to certain amendments to the underlying hotel ground lease within one hundred and twenty (120) days of the date of this letter, any waiver and/or extension contained in this letter shall be null and void, unless the parties agree to any further extension and/or waiver. Thank you for your assistance in this matter. Sincerely, A. RICHARD ROYAL Chairman DRAFT July 18, 2016 David W. Curtis, Manager LNWA Developers LLC One Fox Point Centre 4 Denny Road Wilmington, Delaware 19809 RE: First Amendment to Revised and Restated Hotel Ground Lease (Marriott Springhill Suites Hotel), dated March 16, 2015 Dear Mr. Curtis: The purpose of this letter is to address the “Development Milestones” as stated in Paragraph 2 of the First Amendment to Revised and Restated Hotel Ground Lease (Marriott Springhill Suites Hotel) (hereinafter, “First Amendment”), dated March 16, 2015. As you know, the “Development Milestones” set forth certain deadlines for certain design and construction documents related to the Marriott Springhill Suites Hotel project. Pursuant to Paragraph 5.2 of the original Revised and Restated Hotel Ground Lease (Marriott Springhill Suites Hotel), dated September 1, 2014 (the “Lease”), the Jekyll Island Authority (hereinafter, “JIA”), as Lessor, may waive and/or extend any “Development Milestones” as it sees fit. Accordingly, by issuance of this letter, for a period of up to one hundred and twenty (120) days after the date hereof, JIA hereby (i) extends any deadlines associated with the “Development Milestones” due to ongoing negotiations between JIA and LNWA Developers, LLC, as Lessee, to revise and amend certain terms and provisions of the Lease, and (ii) waives any default by Lessee under the Lease, as amended, that may exist arising out of the failure to meet any such deadlines. All other terms and conditions shall remain in full force and effect. In the event, the parties fail to agree to certain amendments to the underlying hotel ground lease within one hundred and twenty (120) days of the date of this letter, any waiver and/or extension contained in this letter shall be null and void, unless the parties agree to any further extension and/or waiver. Thank you for your assistance in this matter. Sincerely, A. RICHARD ROYAL Chairman MEMORANDUM TO: FINANCE COMMITTEE FROM: MARJORIE JOHNSON, CHIEF ACCOUNTING OFFICER SUBJECT: POSTAGE METER LEASE DATE: 7/12/2016 BUSINESS LEASE SUMMARY Postage Meter for Welcome Center: BUSINESS NAME: PITNEY BOWES, INC. Lease Description: DM125 Desktop Mailing System with 5lb integrated scale Term of Lease: 5 years beginning on 8/1/2016 Annual Rent: $612.00 ($51.00 per month) Postage Meter for Administration building: BUSINESS NAME: PITNEY BOWES, INC. Lease Description: DM400C Digital Meter System with 10lb integrated scale Term of Lease: 5 years beginning on 8/1/2016 Annual Rent: $1,524.00 ($127.00 per month) Postage machine leases are through the State purchasing contract and represent a combined reduction in expense of $106.00 per month from our current meter lease rates. MEMORANDUM TO: FINANCE COMMITTEE FROM: MARJORIE JOHNSON, CHIEF ACCOUNTING OFFICER SUBJECT: LAUNDRY ROOM LEASE - CAMPGROUND DATE: 7/12/2016 BUSINESS LEASE SUMMARY Laundry Room lease at Campground: BUSINESS NAME: CSC SERVICE WORKS, INC. Lease Description: CSC Service Works, Inc will lease the laundry room at the Campground for purposes of installing, operating and maintaining Pay-per-use laundry equipment. The machines will be capable of accepting coin and credit/debit card payments. Term of Lease: 5 years beginning on 10/11/2016 Annual Rent: JIA will receive 45% of income from machines less credit/debit card fees, internet fees and other costs associated with equipment as rental of the property The current laundry equipment is almost 10 years old and needing frequent repairs. The current machines also do not accept credit/debit card payments. This lease would include 9 new washers and 9 new dryers with credit/debit card and cash payment options. Our current commission rate is 50%, but is for a longer term lease. Based on our experience with the current machines, we determined that 5 years was the longest we wanted to keep the machines, therefore the commission rate is less on the shorter lease term. Office: (912) 635-4075 Fax: (912) 635-4004 E-mail: [email protected] July 12, 2016 C. Jones Hooks, Executive Director Jekyll Island Authority 100 James Rd Jekyll Island, Georgia 31527 Re: Jekyll Island Golf Master Plan Proposal #216023 Dear Jones: It was great speaking with you these last few months about the possibility of National Golf Foundation Consulting, Inc. (“NGF Consulting” or “NGF”) coming in to help the Jekyll Island Authority (“Authority”) plan for the future of its golf courses known collectively as the Jekyll Island Golf Club. I think from our previous meetings, conversations and emails that we at NGF have a good idea about what specific services are going to be required the help the Authority, and these ideas are documented in the proposal that follows. We understand that the Authority would like to retain NGF Consulting to provide the foundation for a plan that will help ensure the long-term sustainability of golf within Jekyll Island, and that the review provided will be comprehensive and cover both the operation and physical plant of the golf courses. SCOPE OF SERVICES NGF will complete a comprehensive golf master plan for Jekyll Island GC focusing on key internal and external factors that drive the success of the golf enterprise. The five key areas of NGF review will include: 1. 2. 3. 4. 5. External Market Analysis Comprehensive Review of Operations Comprehensive Review of Physical Plant Operational and Physical Recommendations Stakeholder Input This proposal has been designed to provide the Authority with the appropriate information and insights to assist in making key decisions about the future of Jekyll Island GC. The NGF is mindful of recent changes to other aspects of Jekyll Island and the Authority’s desire to see that the golf “brand” is a match with all that Jekyll Island has to offer. Although listed as the #5 key element of our engagement, the NGF is proposing an extensive program of public/stakeholder input to occur throughout the engagement period. The NGF will participate in several meetings to allow Authority Board members and active users of the golf courses to provide insight and direction to NGF in preparing our recommendations for the future of the Jekyll Island GC. A summary of the consultants’ tasks and required fees and expenses are provided in the following pages. NATIONAL GOLF FOUNDATION CONSULTING, INC. A Subsidiary of the National Golf Foundation 501 N. HIGHWAY A1A, JUPITER, FL 33477 (561) 744-6006 FAX: (561) 744-9085 www.ngf.org Task One: External Market Analysis NGF will identify the primary and secondary trade areas for Jekyll Island GC, and then analyze key market demographic and economic factors, as well as the competitive supply/demand dynamic for public access golf (municipal + privately owned daily fee), to assess the existing and recommended market position for the golf facility. Demographic and Market Supply/Demand Analysis NGF Consulting will provide an overview of current and anticipated future golf industry trends, based on our annual State of the Industry publication and latest proprietary consumer research. NGF will also analyze the demographic profile of the southeast Georgia Coastal area and identify relevant trends that are predictive of golf participation and activity. We will utilize demographic research materials provided by NGF’s proprietary Golf Market Analysis Platform (GolfMAP), which takes into account major factors that are influential in determining golf participation rates, rounds demanded, and the number of golfers in a given market. This data will be based upon local, regional and national markets, mindful of the destination nature of Jekyll Island GC. This review will include: Demographic and socioeconomic trends in the broader Georgia Coast area market including the large Jekyll Island area tourist/seasonal market - that have the potential to affect the demand for golf at various price points. NGF will form a realistic picture of the present and future status of the golf market, and identify any potential market opportunities for Jekyll Island golf courses into the foreseeable future. Key market demand and supply measures that are outputs of NGF’s proprietary Golf Demand Model, such as total rounds demand, golfing households per 18 holes of golf and golf participation rates. We will compare these measures for Jekyll Island GC and compare them to regional and national benchmarks. This analysis will help the Authority form a realistic expectation of the market support for Jekyll Island GC in the short and longer term, and identify potential growth opportunities. Competitive Analysis NGF Consulting will document relevant local competition, with particular focus on the identified primary competitors, to help establish the appropriate market positioning for Jekyll Island GC. We will also identify potential future competitive threats, and make benchmark comparisons of key metrics with other local resort areas such as Fernandina Beach or Myrtle Beach. For each competitive location, we will assess key physical and operating characteristics, including: location relative to Jekyll Island GC’s; facility types; market characteristics; rounds played (to the extent made available); fee structures; food and beverage service; other amenities, etc. NGF will document the supply of golf courses in each area market, with projections of changes that may occur in supply of golf over the next five years (golf course closings, new course openings, and renovations). Benchmarking Analysis The NGF team will provide a benchmark analysis to compare the expenditures for operations and maintenance to other national and regional golf facilities with similar profile and operational program. The NGF will utilize ongoing National Golf Foundation research into golf operations, augmented by in-field local market research conducted specifically for this engagement. Appropriate Configuration Findings As a summary to the external market analysis, the NGF team will provide the Authority with an estimate of the number of golf holes that are supportable at Jekyll Island, and begin to identify any reconfiguration that may be required to meet the identified threshold of golf holes provided. National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 2 Task Two – Golf Operations Analysis NGF will complete an initial “kick-off” visit to Jekyll Island (expected to be week of July 18, 2016) to complete an on-site inspection of Jekyll Island GC, conduct interviews with key staff, meet with selected stakeholders and collect documentation on the recent historical performance of the facility. The operations review and subsequent analysis will give NGF the necessary background to make recommendations that should result in improved economic performance. The operations review will comprise the elements described below for Jekyll Island GC. Golf Operations Analysis The NGF Consulting team will review the operations of the Jekyll Island GC, including an on-site visit/inspection that will involve key Authority personnel and club managers (Golf Course Manager, Superintendent, Head Golf Professional, etc.). The site visit and meetings will provide the necessary background to make overall recommendations aimed at improving the economic performance of the golf courses. The operations analysis will include a review of: Staffing/personnel review and needs/duty assessment (including volunteers) Financial and activity records (P&L statements, budgets, rounds played, etc.) Technology review (POS, Internet, email, social media, etc.) Controls, cash policy and audits Pricing analysis (Fee history, positioning, membership) Marketing activities and strategies Revenue center performance and future potential Clubhouse operations (F&B, pro shop merchandise, etc.) Power cart program (lease v. purchase, gas v. electric) Programs in place (customer service, lessons, tournaments, etc.) Opportunities for potential rounds and/or revenue growth Concession Operation Analysis NGF will complete a review of the relative strengths and weaknesses associated with the concession operation at Jekyll Island GC, including opinions on the potential to develop non-golf special event revenue. Task Three: Physical Plant Review NGF Consulting will review the physical condition of each separate Jekyll Island GC golf course and all support amenities to identify for the Authority key physical areas that could be enhanced to either (1) improve revenue performance and/or (2) reduce expenses in the operation. Key areas to review will include (but not limited to): Maintenance conditions, practices, budget and efficiencies Golf layout, playability and standards of quality Condition of greens, tees, fairways, roughs, bunkers, and cart paths Irrigation system Equipment, including long-term capital expense related to replacement Driving range + practice green National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 3 Clubhouse Review The physical plant review will include a comprehensive assessment of the Jekyll Island golf clubhouse, including: Identification of needed enhancements Review of space efficiencies and services provided Review of merchandising organization, support and space allocation Review of concession support structure (equipment, storage, efficiency) Review of ambiance, entrance presentation and curb appeal Task Four – NGF Recommendations and Financial Analysis Based on our market analysis, including Jekyll Island GC rounds played and projections, and the operation and physical review of the subject Jekyll Island GC, NGF will provide a series of actionable recommendations that will give the Authority the best chance for meeting financial objectives for Jekyll Island GC in the future. The NGF recommendations will be divided into short-term (1-3 years) and long-term (up to 20 years), and cover key areas such as operations and physical plant. The NGF review will include all justification and relevant supporting data/evidence in support of each recommendation. NGF will also review overall golf market trends as part of the sustainability consideration. Operational Recommendations Recommendations related to Jekyll Island GC operations will include (but not limited to): Identification of most appropriate facility mix (type, price, location, etc.) Management / operating structure, including a review of possible outsource options Revenue centers that should be added or enhanced Ideas to enhance the customer experience Pricing structure that would result in revenue optimization Technology enhancements (Software / POS / internet / loyalty / etc.) Marketing initiatives Golf operations policies and expense management Tournament and outing programs Player development programs Physical Recommendations The recommendations related to physical plant would include: Identification of most appropriate facility mix (no. of holes, type, condition) Based on market and JIGC findings, identification of specific holes improvements for maximum efficiency will be provided by NGF as a schematic based on the most efficient layout concept Physical changes to improve efficiency will be documented and provided to the Authority for consideration Changes in maintenance practices Ideas for reducing the maintenance profile and saving expense Clubhouse changes and enhancements Providing a strategy for facility reconfiguration and/or change in the number of golf holes, with plan for most appropriate method and space allocation National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 4 Action Plans The NGF recommendations will include specific action plans for the Authority along with a defined schedule of priorities and detail of all methodology, cost, and timeframes for implementation. These action plans will be developed for each identified strategy and include a detailed budget recommendation and a timeline for implementation. Financial Analysis NGF will provide estimates of the financial impact of enacting its recommendations. This includes projections for relevant services and financial indicators; (e.g., paid rounds, average green fee revenue per round, average food and beverage revenue per round, maintenance costs per hole, etc.), as well as costs associated with NGF recommendations for the first five years after implementation. We will also provide a five-year projection of cash flow and net operating income; revenue and expenditures from each business element; appropriate reserves; and activities and service levels of each business element in consideration of NGF recommendations. Task Five: Public and Stakeholder Input The NGF consultant(s) will meet with relevant stakeholders such as Authority Board members, active golfers (such as Men’s Association, Women’s Association, etc.) and golf employees of the Jekyll Island GC to gauge their opinions about the golf course operation. We will also implement NGF’s golfer survey program (GolfSat), which allows us to benchmark key satisfaction measures and get open-ended feedback from golfers. The NGF anticipates additional communication with stakeholders to include: Direct meeting with Authority Board at the beginning of the NGF engagement (possibly August 15, 2016), and again for an interim presentation of findings Meetings with interested stakeholder groups (MGA, WGA, etc.) during the fall of 2016) Interim presentation of findings, ideas and recommendations to the Authority Board and interested stakeholder groups (MGA, WGA, etc.) in late fall 2016/early winter 2017 A final presentation of findings and recommendations to the board in late January 2017 GolfSAT Survey Program NGF will implement our unique golfer survey program (GolfSAT) at Jekyll Island GC in the summer-fall of 2016, distributed primarily through the club’s own email database of customers. Custom questions focusing on key issues will be created with guidance from the Authority. GolfSAT involves an online platform with multiple choice questions, service ratings and openended responses. The basic distribution of surveys will be through direct email delivery, with customers sent a link to take the survey online in the privacy of their own home. A progress bar appears on each page so each respondent knows how far along they are in the survey and how much is left. For those “technology-challenged” customers, a paper-pencil version of each survey can be provided if needed. Key features include: Simple and fast web-based survey that takes five minutes to complete Results filtering to see responses from defined customer segments (e.g., women, first time visitors, pass holders, seniors, residents & discount card holders) Satisfaction feedback and most critical satisfaction factors of the golf experience Benchmark comparisons to similar courses to identify strengths and deficiencies in operations Custom questions soliciting answers to specific topics and to generate leads for programs / activities National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 5 FINAL REPORT PREPARATION / PROJECT DELIVERABLES NGF Consulting anticipates frequent communication with the Jekyll Island Authority during the course of this engagement. Deliverables to the client for this project include: Consultant activities on-site at Authority offices and at the Jekyll Island GC, including meetings and presentations with relevant Authority and golf course staff. Delivery of several verbal presentations and Q & A sessions with Authority board, stakeholders and golf club staff. Online golfer survey. Detailed Draft Report containing findings, recommendations, financial models, and a concise executive summary delivered in the Fall of 2016. After review, a final report will be delivered, including: table of contents; executive summary; analysis of each golf course; key findings and recommendations; timeline for implementation of key recommendations; and summary statement. Final report will be submitted to the Authority in electronic form with hard copies provided if needed. A formal presentation of findings by the lead NGF consultant before the Authority Board. The presentation will include a concise PowerPoint summary of all key findings and recommendations. PROFESSIONAL FEES AND TIMING National Golf Foundation Consulting, Inc. proposes a total not-to-exceed price of $50,000, inclusive of all expenses and deliverables as noted, up to and through the delivery of a final report and presentation of findings to the Jekyll Island Authority. The billing procedure for NGF will comply with Authority regulations and assumes billing for services as completed on a monthly basis. All direct project expenses for travel are included in the professional fees. Scope of Services Cost Task 1 – External Market Analysis $12,000 Task 2 - Golf Operations Analysis $10,000 Task 3 - Physical Plant Review $12,000 Task 4 - NGF Recommendations and Financial Analysis $8,000 Task 5 – Public and Stakeholder Input $8,000 Total Not-to-Exceed Professional Fees and All Expenses $50,000 The timing of any written deliverables that may be required will be contingent on the date of site visits and timeliness of NGF-required information. The NGF anticipates a 90+/- day engagement with initial activities on or around the week of August 15, 2016, with interim findings delivered in late September or early October 2016 and an interim report of findings and opinion delivered on or before the third week of November 2016. The NGF also anticipates a final presentation of findings to active stakeholder groups and the Authority board at the beginning of the peak winter golf season in early 2017. (Dates subject to change) National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 6 ACCEPTANCE Acceptance of this proposal may be indicated by signing one copy and returning it to NGF Consulting’s Jupiter office. A Jekyll Island Authority contract or purchase order will be utilized to bind the parties. The billing procedure for NGF will comply with Jekyll Island Authority regulations and assumes billing for services as completed on a monthly basis. Jones, we appreciate you thinking of the National Golf Foundation for this opportunity to work with the Jekyll Island Authority. If you need any clarification or additional information, please call me directly at the number below. Sincerely, Richard B. Singer Director of Consulting Services 561-354-1642 [email protected] Acceptance:_____________________________________________ Date :________________ National Golf Foundation Consulting, Inc. – Proposal #216023 – Jekyll Island GC – 7 JEKYLL ISLAND-STATE PARK AUTHORITY RFP 327 REQUEST FOR PROPOSALS TO DESIGN, PERMIT, AND REPAIR/REHABILITATE AN EXISTING OCEAN-FACING SHORELINE ROCK REVETMENT, ALONG WITH ASSOCIATED UPLAND RESTORATION AND EVALUATION / DESIGN / PERMITTING / CONSTRUCTION OF ENGINEERING ALTERNATIVES TO THE REVETMENT IN SELECT AREAS. JEKYLL ISLAND, GEORGIA ----------, 2016 ________________________________ CONTENTS PAGE SECTION 1 SECTION 2 INSTRUCTIONS TO PROPOSERS PROPOSAL FORMAT AND CONTENT 1-4 4-8 EXHIBIT A EXHIBIT B EXHIBIT C GEOGRAPHIC CONTEXT PROJECT EXTENT AND ZONE CATEGORIES ZONE CATEGORY DESCRIPTIONS 9 10 11 SECTION I 1.1 INSTRUCTIONS TO PROPOSERS Introduction The Jekyll Island State Park Authority (the “Authority” or “JIA”) is seeking proposals from qualified engineers with extensive experience in ocean-facing shoreline protection and restoration projects to design, permit, repair/rehabilitate an existing ocean-facing shoreline rock revetment on Jekyll Island, Georgia, along with associated upland restoration and evaluation, design, permitting, and construction of engineering alternatives to the revetment in select areas. The project area includes a maximum extent of approximately 9,704 linear feet of shoreline as set forth in Exhibits A and B. Within this area, a granite rock revetment currently armors the shoreline. The revetment’s function as shoreline erosion protection is currently compromised, much more severely at the northern end of the project area, due to a possible combination of subsidence, displacement of rocks by wave action, and substandard construction. The result is a rock revetment that is routinely overtopped by high tides that are unrelated to storms. Upland erosion is occurring shoreward of the compromised revetment and the severity of the erosion is likewise progressively greater approaching the northern end of the project area. Proposals responsive to this request should include all public engagement design, permitting, and construction costs required to complete the proposed work. This work may include a combination of revetment repair, addition of larger boulders, and rebuilding to an appropriate and consistent peak elevation accounting for a reasonable prediction of sea-level changes over the life-span of the structure. Shoreward of the revetment, proposals my call for restoring eroded sand dunes and upland sediment to create an elevated sand terrace that may be planted with appropriate native vegetation and provide for public enjoyment of that space where compatible with the primary project goals of shore protection and stabilization goals. Proposals may also call for the evaluation, design, permitting, and construction of alternative shoreline protection technologies in the zone identified in Green in Exhibit B. Such alternatives, if proposed, should address the goals of slowing erosion of uplands, capturing sand, and improving the status quo for availability of beach nesting habitat for sea turtles. Restoring the full-functionality of existing, compromised but still partiallyfunctional, revetment within budgetary limitations and the maximum project extent identified in Exhibit B is the primary purpose of this project. Proposals should make clear a commitment to a product that will not cause any negative environmental or public-access impacts beyond those that may have resulted from the original revetment project. Proposals that aim to minimize such negative impacts, improving the status quo for environmental and public access conditions while still effectively addressing the primary purpose, are preferred. Further specifications for this proposal are outlined in the proposal package in Section 2. Please pay careful attention to all requested items contained in this RFP. Proposers are required to respond to all questions and provide all information requested in the RFP. Proposals submitted which do not comply in all material respects with the provisions of this RFP will be deemed non-responsive. 1 All submitted proposals become the property of the Authority, subject to Section 2.6 below. The price and terms offered by the Proposer shall be firm for acceptance for a period of 90 days from the proposal due date of ______________. 1.2 Proposal Submission Deadline and Opening To be considered, proposals must arrive at the offices of the Jekyll Island Authority on or before 5:00 p.m. Eastern Standard Time, ______________. Proposers are required to submit seven (7) sets of complete hardcopy documents, all copies to be signed in blue ink by the Proposer’s contractually binding authority. Additional, one complete set of documents must be provided electronically on a flash drive or CD. The proposal package is to be inserted in a sealed envelope and clearly marked on the outside with “RFP 327”, the submitting Proposers name, address, and delivered by the date specified to: Mr. Ben Carswell – Director of Conservation Jekyll Island-State Park Authority 100 James Road Jekyll Island, GA 31527 Faxed or emailed proposals are not responsive. It is the sole responsibility of the Proposer to have their proposal delivered to the Authority on or before the deadline and at the location specified above. Proposals delivered after the specified deadline or to a different location, for any reason, are non-responsive, will be returned, and will not be evaluated. Proposer must submit a complete response to this RFP using the format outlined in Section 2. The Proposer shall include all supportive documents in the proposal. On _____________, The Authority will announce the list of all Proposers. The Authority will begin review of the proposals immediately after the submission deadline. During the evaluation period the Authority will review the proposals against the requirements of this RFP and announce the short-list of the responsive and most qualified proposals on ____________. Any requests for additional information or clarification of the proposals will be directed to the short-listed proposers prior to interviews in order to prepare a response at the interview. The interviews with the short-listed proposers will be held on Monday/Tuesday, ____________ on Jekyll Island. It is anticipated that a recommendation will be presented to the Authority Board in ____________. 1.3 Reserved Rights The Authority reserves the right to reject any or all proposals, or any portions or items of a proposal, and to waive technical defects or informalities which are not material to the proposal in the Authority’s sole discretion and best interest. The Authority reserves the right to obtain clarification of any point in a Proposer’s submittal or to obtain additional information during the RFP process. The Authority will proceed with the selection of that proposal which, in its opinion, is responsive to the RFP and is in the best interest of the Authority and the State of Georgia. 2 The Authority also reserves the right to negotiate changes in the successful proposal afterward. These negotiations may encompass the proposed concept plan, public engagement process, project timeline, and any other items identified during the RFP selection and negotiation processes. On the basis of these negotiations, the Authority may decline to enter into any contract if it is unable to negotiate final terms acceptable to the Authority. In this event, it may declare an impasse and terminate negotiations with the selected Proposer and begin discussions with the Proposer who was ranked as the next most qualified in the evaluation process. 1.4 Changes or Alterations in Proposals Changes or modifications in proposals can only occur prior to the deadline for submission, and must be done via formal written requests from the Proposer indicating the nature, scope and effect of the modification of their proposal. Oral or email requests for proposal modification will not be considered. 1.5 Proposer Questions and Inquiries Questions and requests _____________ via email to: for clarification may be submitted up to Ben Carswell, Director of Conservation, JIA [email protected] Contact with other members of the Authority Board or staff regarding this RFP is strictly prohibited and will result in disqualification of the Proposer. A summary of the questions received and the Authority’s responses will be posted on the Georgia Procurement Registry, the Authority website and sent periodically via email to those who have requested the RFP. No questions will be accepted after ____________. A final summary of questions and responses will be posted and sent no later than ____________. 1.6 Key Dates for the RFP Process RFP Issued Proposals Due Estimated Short List Release Estimated Interviews with Short-Listed Proposers Estimated JIA Board Consideration 1.7 TBD TBD TBD TBD TBD Site Visits All site visits must be coordinated with and or directed to: Ben Carswell, Project Manager, JIA [email protected] 1.8 Extension of Proposal Period 3 This solicitation terminates on the date and time indicated above, unless an addendum is issued by the Authority extending the proposal period. 1.9 Compliance with Glynn County, State of Georgia and Federal Laws and Permit Requirements The successful Proposer shall comply with all applicable rules, regulations, ordinances, laws and permitting requirements, now in force or hereafter adopted, of the Authority and Glynn County, the State of Georgia, and the Federal Government. 1.10 Licenses, Permits and Taxes The successful Proposer shall secure all licenses and permits applicable to the proposed Project and will be responsible for operating within the project budget to cover any fees necessary to complete the work. 1.11 Assignment and Subcontracting The successful Proposer may not sell, subcontract, assign or otherwise transfer its interest in the project without the prior written approval of the Authority. 1.12 Indemnification By submitting a Proposal, the successful Proposer hereby agrees to indemnify, defend and hold harmless the Authority, the State of Georgia and its departments, agencies and instrumentalities and all of their respective officers, members, employees and directors (hereinafter collectively referred to as the “Indemnitees”) from and against any and all claims, demands, liabilities, losses, costs or expenses, including attorneys’ fees, due to liability to a third party or parties, for any loss due to bodily injury (including death), personal injury, and property damage, including but not limited to intellectual property claims, arising directly or indirectly from the submission of the Proposal hereunder by the Proposer or its agents, employees, associates, subcontractors or others working at the direction of Proposer. This indemnification obligation survives beyond the submission date of the Proposal and the dissolution or, to the extent allowed by law, the bankruptcy of the Proposer. This indemnification applies where the Indemnitees are partially responsible for the situation giving rise to the claim, provided however, that this indemnification does not apply to the extent of the sole negligence of the Indemnitees. 1.13 Right to Protest/Proposal Challenges Proposers to this RFP are required to respond at their own risk and expense. By responding to this RFP, Proposers acknowledge, understand and accept the Authority’s Reserved Rights set forth above. Any actual Proposer who is aggrieved in connection with the award of this RFP may protest that award on the grounds of irregularities in the proposal procedures, but not based upon the evaluation of each proposal. Written protest must be filed with the Executive Director of the Authority within five (5) business days of the award. The written protest must include, a statement with particular facts and grounds identifying the basis for the protest, including applicable statutes, laws or ordinances. For purposes of this section and the deadlines specified herein, a written protest or notice 4 of intent to protest shall be considered filed when it is delivered to and received by the offices of the Authority. Failure to timely file the written protest shall constitute a waiver of rights of protest under this section. Any and all actions or decisions of the Authority in response to the protest shall be final. SECTION 2 PROPOSAL FORMAT AND CONTENT 2.1 To be considered responsive, the proposal must respond to all requirements of this portion of the RFP. Any other information you believe to be relevant, but not covered in this section should be submitted as an appendix to your proposal. Please include sections in your proposal which correspond to the following major categories. The proposal must include the following items: 2.2 Cover Letter Please include in your cover letter a summary of the members of your team, identifying who will be the principal contact/project director from your firm and the primary person authorized to negotiate on behalf of your team. Point of contact information, including email addresses, should be provided. Provide hourly rates for key principals and estimated hours of involvement in the project for each. 2.3 Statement of Project Understanding Briefly describe the concept and scope of your proposed project and explain why your proposal is the best approach to address the needs articulated in section 1 of this RFP. 2.4 Description and Capabilities of the Proposer and its Project Team In this section of your response please include information in the following subsections: a) General Background and Experience: Describe the background, history, and core competencies of your organization as they relate to this project. b) Relevant Projects: Describe three recent projects in detail which you and/or other members of your team have been involved in that are relevant to your qualifications for this RFP. Please include in your description/profiles information on: (i) (ii) (iii) (iv) (v) (vi) Project name and location Start date and completion date Project scope Project costs including design, permitting, overhead rates billed, and construction costs. The role of all partners in the project - Identify the person with primary management responsibility for the successful completion of the project. Design renderings and photos of completed project components 5 (vii) Contact information for project references who can speak knowledgeably about your involvement. c) Resumes of Key Principals: Please include resumes of the principals who will be leading your project team. If any subcontractors are specifically identified in the proposal include the names of these companies and the resumes of key principles. Key Principals must be willing to agree to a criminal background check if determined to be advisable by the JIA proposal review team. d) Conceptual Plan: Your conceptual plan for the project should address: (i) (ii) (iii) (iv) (v) (vi) Key technical details of all engineered shoreline elements (e.g. boulder size, revetment peak elevation, dune restoration design elements and sediment source, etc.). All project costs, including contingency, with separate estimates for multiple scope scenarios based on the project zone categories identified in Exhibit B. Proposer should outline a range of alternative scope scenarios as appropriate to the proposer’s capabilities and qualifications. For example, alternative scopes may include, addressing red zone areas only, addressing red and yellow zones, addressing red, yellow, and blue zones, or addressing all zones as set forth in Exhibit C. Public engagement plan, including, but not limited to meeting with representatives of key stakeholder groups during the design phase of the project; production and presentation of preliminary, interim, and final public reports to be made before the JIA Board; periodic meetings with key JIA and Georgia Department of Natural Resources (GADNR) staff and participation in any supplemental public-input and stakeholder engagement processes to-bespecified by the JIA. Technical details on any innovative alternative technologies or design elements and at least three examples of successful application of such technologies or elements in environments comparable to the project area. A statement of capability and any preliminary plans for managing the construction phase of the project, specifically addressing the logistics of coordinating the work around the tides. Estimated lifetime and recommended routine maintenance practices for the finished project. e) Project Schedule: A detailed schedule that outlines the proposed project timeline from contract initiation through completion. f) 2.5 Payment Schedule: Outline the proposed process and timeline for payments to be made by the JIA in support of this project. Substantive Nature of Proposals Proposals which do not provide substantive information or are incomplete will be considered non-responsive. Proposals will be deemed as non-responsive which are 6 general in nature or do not incorporate the terms and requirements outlined in this RFP. 2.6 Evaluation and Selection Process The Authority will form an evaluation team to initially review and evaluate the submitted proposals. Based on this review, the proposals will first be evaluated as either “responsive” or “non-responsive”. Proposals determined to be non-responsive may be eliminated from further consideration at this point. The proposals will then be evaluated for content, and ranked in accordance with their merits. The evaluation team may recommend interviews with up to five (5) finalists. Those proposals not achieving finalist status will be eliminated from further consideration. The evaluation team may interview selected Proposers to clarify specific matters presented in their proposals, and as part of this process may request the submittal of additional information clarifying the issues discussed. The evaluation team will use the information gained during these discussions, along with information presented in the proposals, to rank the proposals. The following factors will, at a minimum, be considered during the evaluation process: a) The qualifications of the project team including a demonstrated solid track record in shoreline engineering and project management applicable to the complete scope of this project; b) The quality and completeness of the proposal package; c) Overall project costs and value delivered; d) Demonstrated understanding of the shoreline protection and public-use needs of the site along with appreciation of the need for identifying and incorporating environmental enhancements where appropriate; e) Proactive approach to thorough and thoughtful consideration of any innovative alternative design and construction methodologies or technologies that could result in improved natural/public resource conditions over the status quo f) The quality of interview presentation and response to questions from interviewer; and g) Proposer’s commitment and capability to work collaboratively with the JIA to implement the project. expeditiously and The responsive proposals will be ranked according to the above criteria and recommendations will be made to the JIA Board for consideration. The JIA Board will be solely responsible for the final selection of the successful Proposer. Upon selection of the successful Proposer, the Authority will immediately enter into negotiations to finalize the contract terms. 2.7 Confidentiality of Trade Secrets 7 In accordance with Georgia law, the following shall apply to any trade secrets obtained from a person or business entity that are required by law, regulation, bid, or request for proposal to be submitted to the Authority. An entity submitting records containing trade secrets that wishes to keep such records confidential under this paragraph shall submit and attach to the records an affidavit affirmatively declaring that specific information in the records constitute trade secrets pursuant to Article 27 of Chapter 1 of Title 10. If such entity attaches such an affidavit, before producing such records in response to a request under this article, the Authority shall notify the entity of its intention to produce such records as set forth in this paragraph. If the Authority makes a determination that the specifically identified information does not in fact constitute a trade secret, it shall notify the entity submitting the affidavit of its intent to disclose the information within ten days unless prohibited from doing so by an appropriate court order. In the event the entity wishes to prevent disclosure of the requested records, the entity may file an action in superior court to obtain an order that the requested records are trade secrets exempt from disclosure. The entity filing such action shall serve the requestor with a copy of its court filing. If the Authority makes a determination that the specifically identified information does constitute a trade secret, the Authority shall withhold the records, and the requester may file an action in superior court to obtain an order that the requested records are not trade secrets and are subject to disclosure. Each Proposer is required to keep the contents of their proposal confidential once it is submitted until the award to the successful Proposer. Releasing any information regarding the proposal to third parties or the media prior to the conclusion of the selection process will be immediate grounds for the Authority to reject the proposal as non-responsive. 8 EXHIBIT A. GEOGRAPHIC CONTEXT 9 EXHIBIT B. MAXIMUM PROJECT EXTENT AND PROJECT ZONE CATEGORIES 10 EXHIBIT C. ZONE CATEGORY DESCRIPTIONS Latitude and Longitude points are approximations derived from Google Earth Red Zone This zone contains the most severely dysfunctional existing revetment and corresponding severe upland shore erosion. Extensive rehabilitation work will be required in this zone to restore revetment functionality along with eroded shoreline features and vegetation. • • Approximate total extent – 2,891 linear feet Composed of two distinct areas bounded by the following points listed from north to south o N 31.102628°, W -81.403650° to N 31.099296°, W -81.402989° o N 31.091058°, W -81.402285° to N 31.086503°, W -81.401840° Yellow Zone This zone contains moderately dysfunctional existing revetment and corresponding moderate upland shore erosion. Significant rehabilitation work will be required in this zone to restore revetment functionality along with eroded shoreline features and vegetation. • • Approximate total extent – 4,431 linear feet Composed of two distinct areas bounded by the following points listed from north to south o N 31.099296°, W -81.402989° to N 31.091058°, W -81.402285° o N 31.086503°, W -81.401840° to N 31.082572°, W -81.401905° Blue Zone This southernmost zone contains existing revetment that is relatively functional but needs to be evaluated and may require rehabilitation in localized areas within this zone, within project budget limitations. Some eroded upland shoreline features and vegetation may call for restoration. • • Approximate total extent – 1,694 linear feet Composed of one section bounded by the following points listed from north to south o N 31.082572°, W -81.401905° to N 31.077935°, W -81.402193° Green Zone This northernmost zone contains no functional revetment, but the beach is strewn with a debris field of small to medium-sized granite rocks derived from the revetment and other materials associated with past shoreline armoring efforts. All proposals should include removal of this debris to give the northern extent of the revetment a clearly defined terminus at or near the northern extent of the northern red-zone. Proposers are encouraged to consider alternative, innovative, or even experimental, low-environmental-impact methodologies and technologies to reduce upland shoreline erosion in the green zone, capture sand, and preferably allow for improvement of sea turtle nesting habitat value. Any proposals that may negatively impact potential for sea turtle nesting habitat relative to the status quo in this zone will not be considered. • • • Approximate total extent – 688 linear feet Composed of one section bounded by the following points listed from north to south N 31.104434°, W -81.404316° to N 31.102628°, W -81.403650° 11 Draft Project Outline for the Jekyll Island Authority (JIA) Comprehensive Disability Accessibility Assessment and Improvement Plan Purpose: The purpose for this proposed project is to update the JIA ADA Action Plan by developing a Comprehensive Disability Accessibility Assessment and Improvement Plan for the Jekyll Island Authority (“Plan”) to promote and enhance access and inclusion for people with disabilities in recreation, leisure activities, and tourism offered by JIA. Recent History: Over the past year, complaints have been filed concerning beach accessibility on Jekyll Island. Over several months, a review of the applicable ADA regulations as well as technical consultations with representatives from the U.S. Department of Justice and U.S. Access Board, have occurred. Moreover, in response to a formal complaint filed against the Jekyll Island Authority (JIA), the U.S. Department of the Interior determined that the JIA was not discriminating against individuals with disabilities at beach access points #32 & #38 (May 10, 2016). Before any complaints, the JIA was engaged in ADA access improvements, however, as a result of the concerns additional time and resources have been devoted to improved access. The beach access challenge on Jekyll Island is not a matter of ADA compliance. Rather, it is about working collaboratively to identify creative solutions that go beyond the law’s minimum requirements. This is the approach the JIA has adopted to address beach access issues, as well as disability access to its other programs, services, and activities. Proposed Project Start Date: September 15, 2016 Collaborating Agencies: Jekyll Island Authority, Georgia State Financing and Investment Commission-State ADA Coordinator’s Office Project Team Members: JIA ADA Team Members, GSFIC-ADA Staff, GSFIC-ADA Consultant (proposed) Estimated Budget Allocation: No cost to JIA for State ADA Coordinator’s services; JIA’s implementation costs to be determined. 1 Estimated Total Project Hours Allocation: To be determined 1 See Action #7 and fn. 5, and Action #12 and fn. 6. 1 Deliverables: (1) Comprehensive Disability Accessibility Assessment and Improvement Plan 2 (2) Core ADA training curriculum for JIA’s key ADA Compliance Team; (3) Provision of ongoing technical assistance to JIA’s key ADA personnel for the maintenance and update of the ADA plan; and (4) ADA-related training for JIA staff. Introduction and Project Approach As increasing numbers of people with disabilities visit our state’s vast array of natural and cultural resources, including Jekyll Island, accessibility to the activities, facilities, and events offered is critically important. The goal is equal opportunity and access in an integrated setting. Everyone who visits Jekyll Island should be able to do so comfortably and efficiently. To achieve this goal, this proposed project partners the Jekyll Island Authority (“JIA”) with the Georgia State Financing and Investment Commission - State ADA Coordinator (“State ADA Coordinator”) to promote and enhance access and inclusion for people with disabilities in recreation, leisure activities, and tourism offered by JIA through (a) updating the JIA’s ADA compliance plan; and (b) identifying and implementing best practices for designing or adapting JIA’s programs with the widest range of users in mind. Accessibility is a mandate covered in federal and state laws, standards, and regulations. Title II of the ADA (Title II) covers the programs, activities, and services of public entities, which include any state government and any of its departments, agencies, or other instrumentalities. Title II states that “no qualified individual with a disability shall, by reason of disability, be excluded from participation in or be denied the benefits of the services, programs, or activities, of a [state government agency], or be subjected to discrimination by any such [agency].” Title II also directs state agencies to carry out specific methods of administration enumerated in its implementing regulations to ensure compliance with the Act’s mandate, which include: 2 The Plan formalizes JIA’s continuing actions to develop and increase meaningful disability access to its programs, services, and activities. While the JIA proactively addresses accessibility on a regular basis, visitors have expressed ongoing concerns about access to the beach. Although JIA’s current beach access is ADA compliant, this is an opportunity for JIA to look beyond the law’s minimum requirements and advance its commitment to a customer-oriented culture that includes individuals with disabilities. 2 • Designation of an agency ADA Coordinator to establish a single line of responsibility and intra-agency coordination for the purpose of ensuring that its programs, services and activities provide genuine, effective and meaningful access to individuals with disabilities (28 C.F.R 35.107(a)); • Development of the agency’s ADA self-evaluation (28 C.F.R. 35.105); • Development of the agency’s transition plan (28 C.F.R. 35.150); • Establishment and administration of the agency’s ADA informal grievance procedure (28 C.F.R. 35.107); • Provision of public notice of the agency’s ADA-related activities (28 C.F.R. 35.106). It is critical that state agency administrators, construction compliance specialists, procurement officers, and facility operators understand and implement these basic requirements. Accessibility laws and standards, however, only set minimum standards for accessibility and accommodations. We want to rethink accessibility - not as a legal requirement or unwanted mandate, but as the direct route to creating a customeroriented culture that includes individuals with disabilities and promotes full participation and equal opportunity for everyone. Our challenge is to move beyond the minimum requirements - and embrace a concept of universal design that serves everyone’s needs and ensures designed environments that are functional, safe, and accommodating. 3 The project outline includes four general phases: • • • • Phase 1: Planning for ADA Compliance Phase 2: Conducting an Updated ADA Self-Evaluation and Transition Plan Phase 3: Implementing the ADA Plan Phase 4: Maintaining and Updating the ADA Plan as Necessary The roles and responsibilities for JIA and the State ADA Coordinator, as well as timelines to complete actions, will be established for each proposed action item. Each action item is sequential unless otherwise indicated. 3 For some activities, other critical priorities, including environmental and endangered species protection laws, must be considered when implementing accessibility solutions. Under these circumstances, flexibility of approach is critical. In the spirit of collaboration, JIA will call on interested stakeholders from environmental agencies and organizations, the accessibility profession, and the disability community to develop a cross-disciplinary approach for addressing access challenges. 3 Phase 1: Planning for ADA compliance Goal of Phase 1: Establish and train JIA’s ADA Compliance Team (lead and team members) 4 1. Gather JIA’s key ADA personnel for coordination of the Plan and orientation to roles. 2. Identify each of the JIA activities, events, and facilities open to the general public. 3. Review current ADA-related protocol, policies, and grievance procedure. 4. Identify critical or time sensitive JIA ADA-related issues. Conduct outreach activities with the general public to obtain feedback. 5. Deliver the next phase of ongoing training curriculum for JIA ADA Compliance Team with a focus on conducting ADA self-evaluation and transition planning tasks. 6. Update informal grievance procedure and public notice. End of Phase 1: The JIA ADA Compliance Team will be ready to carry out its responsibilities. Phase 2: Conducting an Updated JIA ADA Self-Evaluation & Transition Plan Goal of Phase 2: Assess JIA’s current level of Title II compliance and disability access. 7. Conduct self-evaluations to identify potential barriers to access to services for individuals with disabilities. 5 8. Identify potential new technologies and accommodation solutions to address challenging accessibility issues. 9. Develop an access assessment, summary and action plan for barrier removal for each of JIA’s activities, events, and facilities which includes: 4 While there is no requirement to designate a person in any particular position as an ADA team member, it is critical to identify the right people for JIA’s ADA Team. When selecting team members, some variables to consider are: (a) commitment to this initiative; (b) authority within respective division or office; (c) experience working with disability-related issues; (d) knowledge of the programs offered; and (e) strong organizational skills. Although familiarity with the ADA’s requirement is helpful, the State ADA Coordinator’s Office will provide all necessary ADA-related training applicable to this initiative. 5 JIA and the State ADA Coordinator’s Office will review an inventory of JIA’s existing facilities (where no changes are planned) to determine whether a consultant will need to be procured to conduct an updated accessibility assessment. 4 (a) current steps to address access barriers in accordance with JIA-identified priorities; (b) strategies for addressing those gaps in service delivery; and (c) cost to implement the updated ADA Action Plan. 10. Share the proposed Plan with the general public for public input and feedback. End of Phase 2: JIA completes assessment of their current level of Title II compliance and disability access. Phase 3: Implementing the JIA ADA Action Plan Goal of Phase 3: Implement a comprehensive JIA ADA Action Plan. Note - Timelines for action items 11-14 run simultaneously. 11. Revise and update the Plan in accordance with JIA-identified priorities. 12. Implement the Plan, including making accessibility-related alterations to facilities (multi-year implementation). 6 13. Develop and/or update ADA protocols for collaborative partners, contractors and consultants. JIA will identify ADA-related technical support and training needs for each entity applicable to their public responsibility to JIA’s internal and external customers. 14. Provide technical assistance to JIA regarding the development of ADA protocols for responsible collaborative partners, contractors and consultants. Provide technical assistance related to technical support and training needs for each entity. 15. Provide ADA trainings to JIA staff/employees on JIA disability-related protocols/policies. End of Phase 3: The JIA ADA Action Plan is implemented. Phase 4: Maintaining and Updating the JIA ADA Action Plan as Necessary Goal of Phase 4: Ensure the JIA ADA Action Plan addresses ongoing needs at JIA. 16. Develop and utilize an ADA checklist when activities are added or modified within each one of JIA’s offices, divisions or services. 6 This critical action will require coordination with the Governor’s Office of Planning and Budget to develop a comprehensive approach to ADA-related capital planning. 5 17. Provide technical assistance to JIA regarding the development and utilization of an ADA checklist when activities are added or modified within each one of JIA’s offices, divisions or services. 18. Continue providing periodic training, as necessary, to JIA ADA Compliance Team members on ADA-related updates. 20. Incorporate ADA coordination into JIA’s strategic planning and customer service initiatives. 6 DRAFT JEKYLL ISLAND AUTHORITY SUMMARY Recognizing that Jekyll Island’s natural beauty and vibrant history set it apart from any other coastal retreat, the Governor and the Georgia State Legislature established the island as a state park in 1948 and entrusted its care to the Jekyll Island Authority (JIA). The Jekyll Island Authority is a self-supporting state authority responsible for the overall management and stewardship of Jekyll Island. On Jekyll Island our revitalization efforts have hit a crescendo. The new Westin and Holiday Inn Resort have opened. The Convention Center continues to fill its schedule with new groups and impress its visitors daily. Bike paths, golf courses, and beaches have never looked better, and the new Beach Village is vibrant with shops, restaurants, and visitors. Along with all the redevelopment, Jekyll has managed to maintain its impressive ratio of approximately 65% undeveloped land. This pristine, beautiful, wild space is enjoyed by both wildlife and visitors, and is a great example of the balance that can be struck between conservation and development. Jekyll has never looked better and has never been more fun. The Jekyll Island Authority has 16 Departments and 153 full-time and 140 part-time/seasonal employees responsible for providing services to approximately 700 businesses and residences that are dependent on the JIA for all municipal services, including water/sewer, roads, fire and EMT services. In addition to a private contract through Waste Management, the JIA also provides some garbage pickup. JIA employees also provide guest services including golf, tennis, mini golf, waterpark, beach services, picnic areas, bath houses, landscaping, signature festivals and events, park entertainment, Historic District & Museum tours, Georgia Sea Turtle Center, and camp ground facilities to approximately 2.0 million visitors annually. Throughout the year, the Jekyll Island Authority cooperates extensively with many state agencies, especially OPB, DNR, DOT, AG, GSFIC, and DCA. The Jekyll Island Authority is especially grateful for the support of Governor Deal and the State Legislature. DRAFT JEKYLL ISLAND AUTHORITY FY 2017 STRATEGIC CONSIDERATIONS AGENCY MISSION: AS STEWARDS OF JEKYLL ISLAND’S PAST, PRESENT AND FUTURE, WE ARE DEDICATED TO MAINTAINING THE DELICATE BALANCE BETWEEN NATURE AND HUMANKIND. AGENCY VISION: THROUGH PROGRESSIVE STEWARDSHIP AND EXCELLENT CUSTOMER SERVICE, JEKYLL ISLAND WILL BE RECOGNIZED AS A SUSTAINABLE CONSERVATION COMMUNITY THAT IS THE CHOICE DESTINATIN AMONG ALL WHO EXPERIENCE ITS UNIQUE ENVIRONMENT, SERVICE AND AMENITIES. ENVIRONMENTAL SCAN/CHALLENGES: • • • • • • • • • • • • • • • Completion of Island revitalization through private investment Lack of understanding of Jekyll Island as a destination Conventions previously committed to other Georgia cities and out-of-state locations Increase competition for tourism dollars Conservation of Island’s natural resources Preservation of Jekyll’s cultural and historical assets Golf and tennis decreased play Available, quality workers Fear of economic slow down Adequate financial resources for needed capital improvements Continued escalation in employee health care costs and retirement benefits ADA compliance throughout the Island and all facilities Coastal erosion control Depth of Inter Coastal Waterway Glynn County Taxation 1 DRAFT GOAL 1 SUMMARY – ISLAND REVITALIZATION CONTINUATION Measurable Objective 1: New Limited Service Hotel Constructed in Beach Village Strategy 1: RFP 326 distributed. Proposals due August 12. Project award by JIA Board expected in September. Construction should take 24 months. Measurable Objective 2: Youth & Learning Center Open Strategy 1: Complete construction of $17.0 million Youth & Learning Center by December 2016. Facility to open for students in January 2017. Jointly operated by State 4-H and JIA. Measurable Objective 3: Mosaic Museum. Strategy 1: Architectural design of new Island Experience Center to be accomplished during 2nd Quarter of FY17. Construction to begin in 4th Quarter. Estimated construction costs of $3.1 million. Measurable Objective 4: Jekyll Island Club Oceanfront Suites Strategy 1: Club Suites project is now under construction. 41 lodging suites. Estimated private investment of $10 million. Completion expected in 4th Quarter of FY17. Measurable Objective 5: Cottages of Jekyll Island. Strategy 1: 123 town homes. Private investment of $15 million. IV Phase of construction to be completed by 2nd Quarter FY18. Measurable Objective 6: Beach Village 100% Occupancy Strategy 1: There are 42,000 sf. of retail space available in the Beach Village. To date, all but approximately 6,000 sf. is occupied. All spaces are to be occupied by 3rd Quarter of FY17. Measurable Objective 7: Construction of Conceptual Projects. Strategy 1: Jekyll Ocean Oaks Homes, Marriott Courtyard, Marriott Residence Inn. All private investment projects. Investment costs not yet available. To be completed within next 5 years. GOAL 2 SUMMARY – ANALYSIS, ASSESSMENT AND PREPARATION JIA Board and Management Philosophy support analysis, assessment, and preparation to achieve proper efficiencies, revenues and strategic direction. Enabling legislation drives a number of decisions in planning and operations, including: operational self-sufficiency and development limitations. Historic & 2 DRAFT natural resources of the island create limiting factors that impact the decision process as well. For further assessment and strategic direction, additional studies are needed. Measurable Objective 1: Overall Economic Impact of Jekyll Island Strategy 1: Engage UGA Sellig Center to accomplish an Economic Impact Assessment of Jekyll Island on Glynn County and beyond. Study to begin in 3rd Quarter of FY17 and to be completed by end of FY17. Study will include impacts of JIA, business community, and Island residences. Measurable Objective 2: Golf Master Plan Strategy 1: National Golf Foundation will undertake a comprehensive assessment of golf on Jekyll Island to allow proper planning for the future of Jekyll’s golf courses. This plan should include external market analysis, comprehensive review of golf course operations, physical plant assessment, operational and physical recommendations, and of course stakeholder input. Plan will begin 1st Quarter of FY17 and should be completed by February 2017. Measurable Objective 3: Infrastructure Assessment Strategy 1: A comprehensive inventory of JIA infrastructure and thorough analysis of current operational capabilities and capacities utilized will be accomplished. This effort will be completed by the 2nd Quarter of FY17. Strategy 2: Based on developed inventory and utilization information, a detailed study will be undertaken assessing projected system demands and projecting expansion needs, including estimated costs and time frames. This study will be accomplished by the end of the 4th Quarter of FY17. Measurable Objective 4: Hollybourne Structural Engineering Study Strategy 1: Restoration of Hollybourne Cottage in the Historic District will continue during FY17. Unfortunately, as the restoration continues, we have encountered concerns pertaining to the cottage’s structural integrity. An engineering assessment of the materials and structure of the cottage is needed in order to prioritize further restoration efforts. This assessment will be accomplished by the 2nd Quarter of FY17. Measurable Objective 5: Employee Benefits Review & Assessment Strategy 1: Through the JIA Human Resources Department a thorough analysis of employee benefits will be conducted with special interest in reducing the costs of health care and retirement. Benefit programs are usually difficult to compare, and because of State and Federal laws and regulations, any proposed changes may be cumbersome and difficult to implement. However, an effort will be made to determine possible changes that could positively impact the JIA Budget. To be accomplished by end of 3rd Quarter of FY17. 3 DRAFT Measurable Objective 6: ADA Plan Strategy 1: Working with the State ADA Coordinator of Georgia State Financing & Investment Commission, an ADA Plan for Jekyll Island will be recommended to the JIA Board. In addition to an update of recent ADA improvements and an assessment of facilities, activities, events and services, the Plan will provide recommendations for immediate and longer term ADA improvements. The outline for a plan will be accomplished during the 1st Quarter of FY17. Once the outline receives Board approval, the formal plan would be accomplished before the end of FY17. Measurable Objective 7: Transportation Study Strategy 1: The JIA is working with the Carl Vincent Institute at UGA to accomplish a Comprehensive Transportation Study for Jekyll Island. This study will access the transportation needs of employers, employees, visitors, and the JIA. The study will include recommendations pertaining to connectivity among Jekyll Island, the mainland and St. Simons. Issues associated with providing regularly scheduled service vs. occasional service will be researched and recommendations given. It is anticipated this study will be completed during the 1st Quarter of FY17. GOAL 3 SUMMARY – SUSTAIN AND ENHANCE NATURAL RESOURCES Measurable Objective 1: Protection of northern shoreline of Jekyll Strategy 1: Engineering assessment of the present situation and recommendations for a solution to the worsening problem. In additional to evaluation of the present problem, the engineering study may include: design, permitting and construction of alternative shoreline protection technologies. Assessment to begin 1st Quarter of FY17 with completion by end of 2nd Quarter. Strategy 2: Implementation of the recommended engineering solution. Implementation anticipated to begin 4th Quarter. Total project costs not to exceed $4.0 million. Measurable Objective 2: Restoration of Fortson Pond Strategy 1: Preliminary assessment have documented hypoxic conditions in Fortson Pond at Jekyll’s entrance. These conditions are believed due to a chronic overabundance of cyanobacteria that generates decomposing, oxygen-consuming gelatinous sediment. Few species of birds, fish, reptiles, or aquatic mammals, have been 4 DRAFT observed utilizing the pond, an indication of impoverished habitat value at multiple trophic levels. Fortson Pond also negatively impacts tourist experiences and perceptions of JIA stewardship. JIA is therefore highly motivated to research, evaluate, and pursue restoration strategies for the area. An application for a Coastal Incentive Grant has been submitted. Grant approval is anticipated. If received, engineering assessment would begin 2nd Quarter of FY17. Once final solution is determined, JIA will assess construction funding options. Measurable Objective 3: Ecological research evaluating the stability of barrier-island nativeplant populations exposed to multiple stress factors In July 2014, a JIA Conservation staff report concluded that the deer population on the island is too large and likely negatively impacting other elements of the island ecosystem. At that time, the Conservation staff recommended that population control measures to be taken. The population seems to be relatively stable at this high level and recruitment rates low. However, the JIA is interested in avoiding a myopic focus on the single stressor of deer herbivory. The JIA is specifically interested in evaluating the effect of herbivory in relation to other environmental stressors, such as climate change, hydrologic changes, invasive plants, and human activity that may be affecting locally rare or otherwise important native species. Strategy 1: The JIA has been surveying the white-tailed deer population on Jekyll Island for 5 years with a combination of spotlight and camera surveys and estimates the density of deer on the island has averaged over 80 deer per square mile during that time. Timeframe: On going. Strategy 2: 4-year contract with the Warnell School of Forestry & Natural Resources at UGA to study environmental stressors and priority plant communities on Jekyll Island, including interacting effects, stakeholder values, and structured decision modeling. Study has been underway now for 6 months and will continue throughout FY17. Funded entirely by the JIA. Measurable Objective 4: Assure Construction does not harm the natural environment. Strategy 1: Review all construction projects for environmental impacts. Utilize specially appointed environmental committee to review construction proposals. Make appropriate recommendations for green enhancements and environmental protection. Ongoing throughout FY17. Strategy 2: Inspect construction projects for compliance with JIA ordinances and Design Development Guidelines, as well as State and Federal Environmental regulations. Throughout FY17. 5 DRAFT Strategy 3: Review and recommend revisions to JIA Ordinances. To be completed by 2nd Quarter. Measurable Objective 5: Reforestation Strategy 1: As trees die and are damaged, it is important that they be replaced to continue the maritime forest and other naturally forested areas on Jekyll. Throughout FY17, JIA will be growing Live Oak and Pine seedlings from existing trees for planting on Jekyll Island. Measurable Objective 6: Conservation Education & Recognition Strategy 1: Continue adaptive development of educational and volunteer opportunities through the Georgia Sea Turtle Sea, JIA Research Department, and other appropriate groups. Programs to include Annual Green Screen Event, on-going Audubon Certification process of Jekyll Island Golf Courses with volunteer involvement, Tree City USA Certification and Bicycle Friendly Community designation programs, wildlife educational programs such as Gatorology 101, turtle walks, and monitoring, Georgia Sea Turtle Center enhanced distant learning transmissions, Sea Turtle Camp. In addition to the public education components, specific conservation programs will education more than 100,000 persons during FY17. GOAL 4 SUMMARY – HISTORIC RESOURCE PRESERVATION AND ENHANCEMENT Measurable Objective 1: Historic Structures Assessment Strategy 1: The Jekyll Island Authority attempts to preserve and manage 35 historic structures and 7 support structures in the National Historic Landmark on Jekyll Island. The Jekyll Island National Historic Landmark District is actually larger in area than Colonial Williamsburg (173 acres). All facilities within the Historic District will be totally assessed pertaining to their condition, improvements needed, and any special ADA requirements. This assessment will be completed during the 1st Quarter of FY2017. Measurable Objective 2: Adaptive re-use of Villa Ospo and/or Villa Marianna Strategy 1: Explore options for higher and better use of two vacant villas within the Historic District that are not part of the active tour. These villas are mostly vacant today, except for a couple of JIA offices and archives. It would be more advantageous for JIA to have a paying tenant located in one or both of these facilities. During the 1st 6 DRAFT Quarter of FY2017, we will engage a commercial broker for assistance in promoting the availability of these facilities to appropriate entities. Measurable Objective 2: Improved sustainable business model for Historic District operations Strategy 1: Even though the Jekyll Island Authority budgets annually for operation and maintenance of the Landmark District, based on size and facility needs, it is impossible for revenues generated from Historic District tours and activities to cover the costs associated with preserving, restoring, and maintaining the District and its structures. In FY2016 the JIA budgeted $1,155,474 for the District and in FY2017, JIA has budgeted $1,428,465. Once completed, the new Mosaic museum should provide a boost to Historic District revenues. However, the challenge remains. Secure an additional 3 tour bus operators through the Historic District in FY17. Strategy 2: Expand public programming in the Historic District. New program options may include wine walks, improvements to the Rockefeller experience, more period dress for interpreters. Consideration of broader audience including kids activities, school programs, hands on archaeological research & learning for adults. End of 3rd Quarter. Strategy 3: Previously, the State of Georgia has supported the Jekyll Island National Historic Landmark District. In FY 2005/06, the State invested $3.0 in GO Bonds primarily for circulation improvements and paving in the Historic District. In FY2006/07 the State invested $200,000 in development of the $2.8 million Georgia Sea Turtle Center project. And, finally as part of island wide revitalization in FY2010, the State of Georgia invested $1.5 million in the rehabilitation of the JP Morgan Center as part of a $3.5 million public-private partnership. JIA will request State funding to assist in accomplishing capital improvements and historical structure rehabilitation that otherwise cannot be accomplished. Measurable Objective 3: Relocate tour operations and related services to temporary facility Strategy 1: Because the Mosaic will be under construction by the 3rd Quarter of FY17, Historic District tour operations must be relocated. This relocation must occur during the 2nd Quarter in order to be fully established by the time construction on the present site begins. 7 DRAFT Measurable Objective 4: Historical interpretation beyond the Historic District Strategy 1: Design, prepare, and install 1 main interpretive exhibit in the new auditorium at the Youth & Learning Center and 7 wayside outdoor interpretive panels on the Youth & Learning Center Site and adjacent to the site. Installation to be completed by beginning of 2nd Quarter of FY17. Strategy 2: Design development of Wanderer exhibit replacement. To be completed by 3rd Quarter. GOAL 5 SUMMARY – INCREASE JEKYLL ISLAND VISITATION Measurable Objective 1: Increased gate traffic Strategy 1: Aggressively promote Jekyll Island to groups and individual families within our primary geographic areas: Atlanta, Jacksonville, Orlando, Tampa, Savannah, Charlotte. Gate reports are available monthly to monitor traffic totals. Year to Date and Previous Year comparisons are noted. Strategy 2: Promote signature events and festivals to regional and local audience. Registrations and attendance totals are monitored to determine success. These activities will occur throughout FY17. Measurable Objective 2: Occupancy rates Strategy 1: Hotel reports, including occupancy and Average Daily Rates, are generated monthly by all lodging facilities on Jekyll Island. These reports are shared at monthly JIA Board meetings. Measurable Objective 3: Social Media Strategy 1: JIA Marketing Department representatives and paid services monitor social media for Jekyll Island constantly. Impressions, likes/follows/engagement are all charted. Review and social media strategy adjustment will be available throughout FY17. Measurable Objective 4: Web site Strategy 1: Design, as well as individual sessions, pages viewed per session, bounce rate, time spent on the JIA site, and referrals are an ongoing responsibility of the JIA 8 DRAFT Marketing Department. Paid advertising will be employed to compliment owned/earned and organic traffic to the site and optimized throughout the year. Measurable Objective 5: Traditional Media coverage Strategy 1: The number of stories about Jekyll Island generated or secured and the total number of associated impressions are important to the overall image and promotion of Jekyll Island. The JIA Marketing Department will continue its media outreach throughout the year. Measurable Objective 6: Convention Center groups Strategy 1: The new Jekyll Island Convention Center coupled with the opening of the Westin and Holiday Inn Resorts have attracted the interest of meeting planners. The JIA Sales Department has a comprehensive strategy for promoting Jekyll to group business. (attached) Sales efforts are constant. Sales numbers are tracked monthly and comparisons of won and lost business reviewed. These efforts will be ongoing for 2017. Strategy 2: Our Convention Center staff promotes the facility for local and regional activities and events. During the previous 12 month period, this business was significant. Again in 2017, we will attempt to secure as many local/regional events as possible. An increase of five additional local events over 2016 is a goal. GOAL 6 SUMMARY – EFFICIENT, COST EFFECTIVE AND EXTRAORDINARY MUNICIPAL & GUEST SERVICES Measurable Objective 1: Financially sustainable services Strategy 1: The JIA Board approved a $27 million operational budget for FY17. Maintaining and improving JIA services and facilities is critical to our success in all areas. Sixteen JIA Departments are charged with accomplishing their responsibilities effectively and within budget. Monthly and Quarterly reports will assure compliance. Measurable Objective 2: Resident & Guest Satisfaction Strategy 1: Daily reviews of any issues and opportunities will continue to be conducted throughout FY17. 9 DRAFT Strategy 2: Monitor social media for issues and complaints, as well as traditional media outlets, and Trip Advisor. Strategy 3: Know the issues being discussed and of concern through periodic meetings with citizens, merchant groups, public input sessions, and Town Hall meetings. 10 DRAFT CAPITAL PROJECTS SUMMARY BY DEPARTMENT TOTAL 1 - 5 YEAR HORIZON DEPARTMENT Campground Conservation Conservation/Facilities/Public Services/ Landscaping Convention Center Facilities Fire/EMS Golf Golf Course Maintenance Georgia Sea Turtle Center Historic Resources Landscaping Marketing McCormick's Mini-Golf/Bikes Retail Operations Roads & Grounds Summer Waves Tennis Water/Wastewater Sub-Total TOTAL 5 - 10 YEAR HORIZON $552,500 $5,354,000 $1,075,000 $165,000 $0 $408,000 $180,000 $3,360,000 $650,000 $3,015,000 $2,360,000 $540,000 $57,500 $175,000 $125,000 $2,570,000 $1,275,000 $70,000 $567,000 $200,000 $11,500,000 $300,000 $22,499,000 $32,361,000 $2,000,000 $3,725,000 $1,800,000 $4,500,000 $150,000 $3,030,000 $356,000 $1,300,000 $3,500,000 $295,500 $156,125 Vehicles Equipment TOTAL $22,950,625 GRAND TOTAL $55,311,625 11 $32,361,000 DRAFT Historic Land Mark District Building Assessment Jun-16 Bruce J. Piatek Building 1 Moss Cottage District Wide Issues - Drainage - Need to improve drainage so water moves away from buildings Square Footage Issues 8,305 Access - Repair front door Access - Elevator needed Drainage - Poor near AC units Basement - needs better ventilation Basement -Treat eroding brick Paint - Building need painting Porches: -Replace porch floors Siding - Repair of damaged woodwork Windows - re-glaze and UV protection Roof - leaks started and shingle look poor Restrooms - make functional Electric short on entrance way wall light HVAC - First floor unit needs replacement Insulation - Repair or replace insulation Interior - Remove glass door Interior - Replace faded graphics Interior - Remove modern items in kitchen Interior - Refinish floors and woodwork Basements and attic spaces need cleaning Interior - Remove furniture storage Cost Estimate $ 1,200 $ 90,000 $ 2,000 $ 300 $ 500 $ 80,000 $ 15,000 $ 5,000 $ 25,000 $ 150,000 $ 10,000 $ $ 20,000 5,000 $ 1,200 $ 1,000 2 Goodyear Cottage 7,880 Access - Elevator for access to second and third floors Access - Basement stairs needs improved railing for safety Foundation - Large crack in southeast corner of first floor under curved windows Windows & French Doors - need re-glazing inside and out. Windows - Need shutters to match original Windows - Need protection - UV etc. Soffit - Needs painting and wood rot repair Roof - Repair leaks HVAC - Replace both units and improve duct work Insulation - Repair fallen insulation and ceiling insulation at AC vents Interior - Floors need finish renewed Interior - 3rd Floor SE corner - Floor sags and wall moved outward Safety - Basement - move propane tanks to provide safer egress $ $ $ $ $ $ $ $ $ $ $ $ 90,000 1,000 40,000 15,000 30,000 15,000 20,000 10,000 40,000 5,000 1,000 30,000 3 Mistletoe Cottage 8,500 Access - Front porch and steps needs rebuilding - only handicap access Access - Repair front door so it functions Access - Consider elevator to second floor access (dumb waiter/elevator exist) $ $ $ 10,000 1,000 90,000 DRAFT Historic Land Mark District Building Assessment Jun-16 Vegetation - Remove vines and trellis around porch, causing rot Drainage - Move water away from building Foundation - stabilize eroding bricks Paint - Building needs painting Brick work - repoint eroded mortar joints Windows - UV needed consider inserts Windows - Repair 2 sills, frame and re-glazing Windows - replace missing shutter hinges and replace missing shutters Soffit - Repair rotten wood on N.W. corner Roof - Replace roof Chimneys - Repoint and defoliate all four Architectural fees Plumbing - needs working restrooms HVAC - 3 Units working - need replacement soon and need to be moved away from building so original porch can be added back on. Improve view from sunroom Insulation - Repair fallen insulation and ceiling insulation at AC vents Stairs - Replace missing spindles for staircase Stairwell - Replace and repair ceiling plaster Kitchen - Remove modern ceiling fan Room 5 Butlers Pantry - Remove modern cabinets, lights etc. Room 6 Ceiling - Conserve and restore rice paper ceiling Room 7 Parlor- Repair peeling paint Room 8 - Remove wiring on floor, track lighting, carpet tracking on walls Room 13 - Remove mold on north wall, treat and repair Room 16B - Closet - Remove mold, treat and repair. Increase air flow in room. Room 16B - Remove large safe from room Room 17 - Bathroom - Remove all inappropriate wall covering, fixtures and restore. 4 Indian Mound 12,630 Landscape - Cut back rose vines, remove vine from seawall and foundation Access - Repair shell walkway at ramp Access - Elevator to Upper Floors - Dumb waiter shaft exist Basement - Stabilize eroding bricks in foundation Basement - Remove and dispose of asbestos cement roof tiles Porch - Clean and paint ceiling Ramp - Repair and replace woodwork as needed Porte-cochere - Repair ceiling and paint, Check structural integrity Windows - Need UV and other protection/sealing. Doors - Fix French doors on second floor and roof door in upstairs bedroom HVAC - working well Insulation - Repair fallen insulation and ceiling insulation at AC vents Interior -First Floor - Replace vinyl flooring in all bathrooms $ $ $ $ $ $ $ $ $ $ $ $ 2,000 5,000 80,000 1,000 15,000 1,800 25,000 20,000 175,000 10,500 96,000 15,000 $ 50,000 $ $ 500 1,000 $ 50,000 $ $ $ $ 500 1,000 1,000 5,000 $ $ $ $ $ $ $ $ $ 500 90,000 5,000 5,000 500 2,000 10,000 30,000 500 $ $ 1,500 2,000 DRAFT Historic Land Mark District Building Assessment Jun-16 Interior -First & Second Floor - Improve bathrooms for public use Interior - Second Floor - Room 15a - Remove mold on walls and remediate Attic - Clean out and remove artifacts to collections storage Attic - Repair roof access door to keep weather out 5 DuBibnon Cottage 6 Chichota Ruins 7 Dove Cove 8 Hollybourne Cottage 5,050 Landscape -Cut shrubs away from porch and remove tree limb over kitchen Drainage - Poor by A/C units Access - Ramp needs repair and painting Access - Elevator to upper floors Porch - Clean and repaint include mildew protection Porch - Replace sagging and crushed floor boards Roof - failing and shingles are coming off - needs replacement Windows - Need UV and other protection/sealing. Gutters - fix lose gutters Plumbing - no working restrooms HVAC - Replace in 2-5 years Kitchen Building - Fix foundation - some piers have moved Kitchen Building - Repair rotten floor joists and floor Kitchen Building - Restore storage room #8 Kitchen Building - Put finish on worn floors Kitchen Building - Stabilize brick in storage room chimney Kitchen Building - Remove old paint Kitchen Building - Remove all modern plugs and fixtures Second Floor - Room 15 - Fix ceiling and add insulation at A/C vent Attic - Clean out trash Attic - clean old wall paper - document and sample Attic - oil floor and all unfinished woodwork that is dry and deteriorating Vegetation - Maintain existing plants and trees Access - No walkways or defined paths to walk safely through site Safety - Pool is a fall in hazard and breeding insects Signs - needed to explain the site, building and rooms Causeway on west side should be improved and expanded - view way and important feature Implement site development plan 150 Access - lacks walkway from roads - no access Needs sign on road to explain building 12,600 Landscape - Needs historic landscape recreated Drainage - regrade ground so water flows away from building Drainage - downspouts should dump water further from house $ $ 20,000 1,000 $ 500 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,000 1,000 90,000 1,000 5,000 150,000 15,000 1,000 15,000 40,000 10,000 10,000 500 1,000 1,000 $ $ 500 1,000 $ 175,000 $ $ 2,000 1,000 $ $ $ 10,000 5,000 1,000 DRAFT Historic Land Mark District Building Assessment Jun-16 9 Villa Ospo 10 Gould Tennis Building 11 Villa Marianna Access - Install historic shell driveway Access - needs exterior ramps and interior access Access - Elevator to second floor access Basement - Utilities - new electric wiring installed 2016 Windows - Need UV and other protection/sealing. Windows - Some need wood work and shutter hardware Restrooms -install water and sewer service -restrooms Porches- Repair brick walkway at front porch and improve drainage Porch - new porch added 2016 $80,000 improvement $ $ $ 5,000 30,000 90,000 $ $ $ $ 20,000 25,000 20,000 2,000 Structure - Concrete Tabby cracked on pour lines, at risk for catastrophic failure: Engineering Study Structure - Steel lintels over all window and doors are rusted and have expanded and cracked the tabby walls Roof - Possible faulty installation (DuBignon, Mistletoe) Chimney - Replicate and install replacement terracotta chimney tops HVAC - none - Getty air moving system - need inspection and tune up Alarm - none $ 50,000 $ $ $ $ 200,000 180,000 40,000 25,000 $ $ $ 35,000 2,000 4,000 $ $ $ $ $ $ 10,000 20,000 60,000 60,000 25,000 50,000 $ $ $ 50,000 40,000 30,000 $ $ 20,000 5,000 $ 90,000 $ 80,000 7,200 Painting - Wood work needs painting Floors - some floors need additional finish where worn Clean north wall of one story section - may need painting 11,800 Access - no driveway or walkways to the building Restore all door and other opening in the building Paint - entire building needs painting, interior and exterior Window - reopen and restore window and skylights Soffit - Replace missing soffit detail on North, east and west side of building Utilities - Establish electric, lighting, plumbing, HVAC - none exist Interior - Clean out unneeded storage , clean and organize Restore all interior building finishes: walls, floor, ceiling Establish utilities Insulation: Install as needed Establish as collections and curation facility per 2007 study 6,000 Drainage - Poor - Water drains toward the building vents/drains on patios are filled in - reopen. Grade to reestablish drainage away from the building. Paving - North courtyard is cracked and holds water Access - Repair and properly seal the tower access door Access - Elevator to upper floors Foundation -First floor support system is heavily damaged and has begun to fail. Interior floor in hall is collapsing and floor in main room is unstable DRAFT Historic Land Mark District Building Assessment Jun-16 Basement - Retaining wall next to basement stairs may fail. Water stands behind wall and pours into basement though small hole in wall. Plumbing - needs improvement for functional restrooms Windows - Good - consider UV protection Windows - improve glazing and weather seal Doors - French doors need weather seals and threshold repairs Floors throughout the House need carpet removed and floors refinished HVAC - Units in good condition Interior - all walls need scrapping, patching and painting Interior - All floors need cleaning and refinishing Collections and research holdings need to be moved to a dedicated and suitable building 12 Faith Chapel 13 Faith Chapel Restrooms 14 Small Dormitory 15 Large Dormitory 2,000 Access - Entrance stairs need painting Siding - repair lose or missing woodwork touch up painting Building Systems: Plumbing non-functional HVAC - newer unit good working condition Flooring - remove carpet and repair and finish floor - return to original Bell - Not functional - repair Piano & Organ - remove organ and move piano Door missing on south side of alter 1,200 Landscape - Cut back trees and plants on north side of building to reduce moisture Drainage - Damp on north side of building check sprinkler and reduce if needed Access - Ramp needs repair and painting Paint - siding on west porch needs painting Interior - Bride's Room - Black mold on wall surfaces - remove and repair Interior - Bride's Room - Remodel: remove wall paper, replace flooring Interior - Groom's Room - Same problem and treatment needed as Bride's Room Roof - Wood shingles show some curling but appear sound $ $ $ $ $ $ 10,000 20,000 20,000 5,000 2,000 30,000 $ $ 15,000 30,000 $ $ 500 500 $ 25,000 $ $ $ $ $ $ 1,000 1,000 1,000 2,000 5,000 7,000 $ 33,000 $ $ $ $ $ $ $ 20,000 25,000 90,000 5,000 10,000 50,000 90,000 4,366 Good Condition 16,200 Access - Ramp needs to be redesigned and improvement Porch stairs - need to be rebuilt to remove trip hazard Foundation - level out piers so that floors inside building are level. Interior stairwells - Improve functionality and appearance Exterior stairwell - Replace rusted stairway and provide better appearance Paint - first floor needs interior painted Third Floor - Needs complete repair and restoration of interior space HVAC - window units only - needs central system Elevator for improved access DRAFT Historic Land Mark District Building Assessment Jun-16 16 Baker/Crane Carriage 17 Power Plant/GSTC 18 Turtle Hospital - Pavilion 19 Skeet House 20 Stables - Museum 3,770 Landscape - remove bamboo on south side of building Landscape - regrade to direct water away from the building Access - none- needs sidewalks and ramps Foundation - Poor, needs foundation replaced Structural Support - Main structural trusses and beams need replacing Siding - Needs siding -shingles and novelty replaced 40% of building Paint - building needs complete interior and exterior painting Windows - removed and stored, will needs reinstallation and repairs Doors - missing and will need to be replaced Restrooms - will need new accessible restrooms Lighting - none Electrical - none Plumbing - none HVAC - none Overall - This building needs a complete restoration and design for adaptive reuse of the building. A program for use needs to be established and plans drawn, construction completed to accomplish the program. 5,200 Landscape - Modern Landscape - Building needs an Interpretative sign to explain history Access - Needs sidewalk to southern parking lot and to Museum Exterior Brick - repoint as needed Interior Brick - Eroding Bricks, stabilized in 2016, monitor and reapply as needed. Windows - Large windows on west side need repainting Windows - consider UV protection Doors - Repair rotten wood surrounding doors on south side Restrooms - need complete remodel , updating and expansion 1,056 Access - Ramp needs repair and repainting Drainage - very poor- offices flood with heavy rain events Roof - leaks into Offices and hospital/surgery rooms HVAC - none in public space - need to evaluate Size & Location - facility is above capacity. Need a new facility in a new location that will not adversely effect Historic District 500 $ $ 5,000 5,000 $ 400,000 $ $ $ 500 10,000 5,000 $ $ $ $ 2,000 20,000 2,000 20,000 $ $ $ 1,000 3,000 5,000 $ $ $ 5,000 1,000 25,000 Good Condition - restored 2014, treated for powder post beetles 2016 10,000 Landscape - remove bamboo if not historic, trim tree branches over building Drainage - NE inside corner siding rot due to standing water Paving - Shell walkway need to be paved with tabby concrete DRAFT Historic Land Mark District Building Assessment Jun-16 Paint - Repaint select areas Windows - Re-glaze as needed, consider UV and other protection Doors - Sliding door in carriage barn falls off hinges - Safety issue Roof - Wood shingles look good, Windows in ventilation stacks - correct appearance Lighting - Poor interior lighting HVAC - Replace and upgrade - building needs HVAC Floor - Concrete slabs 2ft by 4ft. Water comes up between slabs Woodwork - protect owner's initials painted on support columns Mosaic Project $3.2 million dollar improvement - JIF funded 21 Furness Cottage - Infirmary 22 Stephen's Cottage 7,880 Landscape - trim tree limbs off building Paving - Walkway to rear of building needs more shell or tabby paving Porches - Front - Repaint porch floors Porch - 2nd floor - Clean and paint ceiling Paint - Entire building, exterior and interior Siding - repair animal holes on third floor Floors - Additional finish needed in traffic areas Siding - Repair rot in shirting around base of exterior walls HVAC - Replace first floor and install new ducts, second floor newer unit Interior - Second Floor -- Large crack run across ceiling about 15 feet back from front wall. Maybe due to weight of slate roof. No crack on first floor. Plumbing - upgrade bathrooms - provide public use 746 HVAC - Replace unit interior unit 1-3 years (1990) $ $ $ $ 5,000 30,000 1,000 5,000 $ $ $ $ $ $ $ $ $ 1,000 500 2,000 1,000 90,000 500 2,000 1,000 50,000 $ $ 25,000 5,000 $ 4,000 23 Boat Engineers Cottage 1,032 Foundation - Floor uneven at front door $ 2,000 24 Butler's Dormitory 2,085 Porch - Repair front porch deck Floors - renew worn floor finish HVAC - installed 2014 $ $ 1,000 2,000 25 Commissary 1,150 Access - Redesign and replace both ramps to reduce trip hazards and meet code Siding - Replace rotten siding Paint - paint exterior Electrical - inspect electric circuit that trips breaker in Commissary shop Floors - Renew finish throughout both shops HVAC - Replace Just by Hand unit in 1-2 years $ $ $ $ $ $ 2,000 4,000 8,000 500 1,000 5,000 $ 1,000 26 Servant's Dining Hall 672 Roof - leak at center of glass workshop space HVAC - Replace in 5+ years DRAFT Historic Land Mark District Building Assessment Jun-16 27 Pier Road Restrooms/Shop 1,100 Siding - Replace boards on west side Paint - Exterior needs painting Restrooms - Old and tired - remodel HVAC - Replace in 3+ years 28 Boiler House 29 Wharf Restaurant & Pavilion 500 Access - No ramp - not accessible Access - front stairs do not align with door threshold - trip hazard Siding - Replace rotten siding on west side Paint - Building need painting Roof - 50% of roof is rotten - replace roof Plumbing - Sink drains onto ground - reconnect pipes HVAC - Window units - replace with small package unit Floor - Remove vinyl floor restore wood floors Interior - Remodel to include historic ambiance 6,450 Access - no boat access at low tide Deck Rails - Rail near Raw Bar needs replacement Unsafe Deck Rails - Replace rails on north side of restaurant and close off this deck with a gate Deck Rails - Inspect and replace or repair as needed Deck - Remove concrete poured over wooden deck by Raw Bar - poured to hide a problem Deck Boards - inspect and replace as needed Paint - Buildings need painting Roof - Metal roof on restaurant is rusted needs replacement Utilities - Water, sear and electrical needs inspection under the wharf Wharf Structure - Wooden support pilings on west side need replacement as does south end of dock where entire structure need replacement Kitchen entrance - deck needs cleaning or replacement due to grease staining Dumpsters - Replace with compacting dumpsters and clean up. Need to control smell in the summer 30 Wharf Restroom & Office 31 Mule - DOT Shed 32 Horton House 4,000 Landscape - trim plants away from the building Siding - Replace extensive rotten siding - insulate as needed to prevent condensation HVAC - Operational - 3- 5 years $ $ $ $ 2,000 10,000 25,000 7,000 $ $ $ $ $ 2,000 1,000 500 5,000 10,000 $ $ 3,000 5,000 $ $ $ $ $ $ $ $ 5,000 2,000 2,000 10,000 5,000 40,000 50,000 2,000 $ 15,000 $ 20,000 $ 5,000 1,990 Landscaping shed - adequate for it use Landscape - Remove tree limb that extends into the house Drainage - Stop erosion at north east corner of the cemetery by redirecting drainage DRAFT Historic Land Mark District Building Assessment Jun-16 Consider archaeological research to locate other colonial and plantation period structures. Possibly reconstruct other period structures and investigate planting examples of crops and define colonial landscape Erosion - The entire site is eroding along the creek end tabby structures are being lost along with other nationally significant archaeological data. This problem needs to be mitigated Well - The metal grating over open well shaft needs replacement 33 Records Storage Warehouse 34 Collection Storage 1,496 $ 150,000 $ $ 150,000 1,000 Building is sound but completely unsuited for record storage since the space is not closed, has no climate control and the storage system and materials are not adequate for the need. $ 100,000 2,344 Good facility for the use Garage Door needs to be weather sealed and insulated or the door replaced Fire Protection - a dry system is needed for fire protection Need additional collections storage - get items out of buildings Open storage display gallery TOTAL Leased Buildings: Buildings 35 - 40 are leased historic properties that operate as the Jekyll Island Club Hotel. Maintenance and upkeep of the structures are the responsibility of the lease holder with oversight by the JIA to protect the State's interest in the buildings which are state assets. 35 Hotel 36 Cherokee Cottage Unknown 8,200 37 Crane Cottage 15,412 38 Sans Souci 29,323 39 Morgan Tennis Center 7,200 40 Carpenter's Shop 2,500 Total Sg Ft 218,487 JIA Sq. Ft 155,852 Leased Sq. Ft (hotel excluded) 62,635 $ $ $ $ $ 3,000 10,000 150,000 350,000 5,730,500 Traffic Counts 2013 2014 2015 2016 January February March April May June July August September October November December Paying Guests 16,980 17,138 32,263 34,063 50,586 54,932 74,988 46,634 41,269 29,299 20,672 18,912 Annual Passes 39,244 37,244 44,105 40,096 44,254 41,247 42,597 37,890 37,767 37,553 32,283 32,861 Total 56,224 54,382 76,368 74,159 94,840 96,179 117,585 84,524 79,036 66,852 52,955 51,773 Paying Guests 16,937 20,290 33,228 40,134 56,718 63,203 76,467 47,550 38,426 35,214 22,907 23,502 Annual Passes 35,978 37,338 43,011 39,732 43,118 41,339 42,546 50,188 54,357 40,702 34,107 35,552 Total 52,915 57,628 76,239 79,866 99,836 104,542 119,013 97,738 92,783 75,916 57,014 59,054 Paying Guests 24,403 23,944 39,989 49,237 71,430 75,121 71,405 48,062 46,013 38,480 29,820 24,484 Annual Passes 38,634 40,037 47,779 45,221 48,837 46,845 37,332 43,299 43,015 44,986 39,722 42,096 Total 63,037 63,981 87,768 94,458 120,267 121,966 108,737 91,361 89,028 83,466 69,542 66,580 Paying Guests 24,977 31,332 46,104 57,158 69,981 74,618 Annual Passes 42,084 45,113 52,582 49,140 52,704 50,525 Total 67,061 76,445 98,686 106,298 122,685 125,143 Totals 437,736 467,141 904,877 474,576 497,968 972,544 542,388 517,803 1,060,191 304,170 292,148 596,318 2013 YTD 2014 YTD 2015 YTD 2016 YTD 452,152 471,026 551,477 596,318 Gate Traffic Counts by Month Annual Traffic Count 2013 Paying Guests and Decal Entries Combined 140,000 2014 120,000 2015 2016 100,000 # Vehicles Year to Date Comparison 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2013 2014 2015 2016 Projected 80,000 Annual Passes Annual Revenue 60,000 Dollars 40,000 20,000 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 Daily Passes 3,192,565 2,705,086 2013 3,566,163 2,782,951 2014 2015 2016 Projected 7/15/2016