draft - Jekyll Island

Transcription

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
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
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:
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:
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:
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%
____________________________________________________________________________________________________________________________________________________________
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:
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:
FROM:
DANIEL STROWE
SUBJECT:
OCEAN OAKS - THIRD REVISED AND RESTATED GROUND LEASE
DATE:
7/12/2016
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
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
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:
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
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:
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: jhooks@jekyllisland.com
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
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
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
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)
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
rsinger@ngf.org
Acceptance:_____________________________________________ Date :________________
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
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
bcarswell@jekyllisland.com
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
bcarswell@jekyllisland.com
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.
•
•
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.
•
•
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
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
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
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
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
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
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
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 - 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
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
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
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
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
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

draft - Jekyll Island

Transcription

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