AGENDA-REGULAR MEETING GODDARD CITY COUNCIL 118 NORTH MAIN GODDARD, KANSAS December 21, 2020, 7:00 P.M

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AGENDA-REGULAR MEETING GODDARD CITY COUNCIL 118 NORTH MAIN GODDARD, KANSAS December 21, 2020, 7:00 P.M.

A) CALL TO ORDER B) PLEDGE OF ALLEGIANCE AND INVOCATION C) APPROVAL OF THE AGENDA D) CITIZEN COMMENTS E) APPOINTMENTS, PROCLAMATIONS, RECOGNITIONS, & NOMINATIONS F) CONSENT AGENDA: Items on the Consent Agenda are considered by staff to be routine business items. Approval of the items may be made by a single motion, seconded, and a majority vote with no separate discussion of any item listed. Should a member of the Governing Body desire to discuss any item, the item will be removed from the Consent Agenda and considered separately.

1. Approval of Minutes a. Regular Meeting – December 7, 2020 2. Accounts Payable a. December 9, 2020 for $80,658.62 b. December 17, 2020 for $284,118.64 3. Boards & Commissions: Receive and File a. Library Board – November 9, 2020 b. Planning Commission – November 9, 2020

G) UNFINISHED BUSINESS 1. None

H) NEW BUSINESS 1. STAR Bond Public Hearing 2. STAR Bond IRB 3. North Land Donation 4. Consider Sewer Cleaning Main Street 5. Cereal Malt Beverage Renewal 6. Snow Route & Removal Overview 7. Consider Purchase of New Copy Machines 8. 2021 Work Plan Discussion #1

I) CITY ADMINISTRATOR’S REPORT J) GOVERNING BODY COMMENTS K) EXECUTIVE SESSION: For consultation with an attorney on matters that would be deemed privileged in attorney-client relationship [K.S.A 75-4319 (b) (2)] L) ADJOURNMENT

Next Assigned Numbers for: Charter Ordinance No 14 Ordinance No. 863 Resolution 20-16

NOTICE: SUBJECT TO REVISIONS

It is possible that sometime between 6:30 and 7:00 pm immediately prior to this meeting, during breaks, and directly after the meeting, a majority of the Governing Body may be present in the council chambers or lobby of City Hall. No one is excluded from these areas during those times.

CONSENT AGENDA HIGHLIGHTS F.1 Approval of December 7, 2020 Regular Meeting Minutes F.2 Review of Accounts Payable December 9, 2020 for $80,658.62 December 17, 2020 for $284,118.64 F.3 Boards and Commissions Receive & File Library Board (November 9, 2020) Planning Commission (November 9, 2020)

• $242,300.25 Pearson Construction: Pay Request #1 - 183rd Frontage Road Relocation Project #2020-02 • $56,666.00 Certified Engineering Design-CED: Construction Administration, Inspection, Material Testing & As Built- Cloverleaf Phase 1 Improvements Project 2019-03 December 2020 Engineering Services. • $16,219.00 Morris Laing Evans Brock & Kennedy, CHTD: October 2020 & November 2020 Attorney Fees • $8,812.42 Card Services - UMB Purchase Card: October 2020 Purchases - Silcott. November 2020 Purchases – PW, Brandenburg, Roney, Beagley, Keith, Lawn, Scoggan, Silcott, Circle, Moddie. • $8,089.92 TranSystems Corporation: Professional Services Rendered Through 11.27.20 - RCUT Project 2020-01 MINUTES-REGULAR MEETING CITY OF GODDARD 118 NORTH MAIN, GODDARD, KS MONDAY DECEMBER 7, 2020

The Goddard City Council met in a Regular Session at Goddard City Hall on Monday, December 7, 2020. Mayor Larkin called the meeting to order at 7:00 p.m. followed by the Pledge of Allegiance and the Invocation. Council members present were Larry Zimmerman, Sarah Leland, and Michael Proctor. Also present were; Brian Silcott, City Administrator; Micah Scoggan, City Planner; Fred Farris, Police Chief; Thatcher Moddie, Administrative Fellow; Harlan Foraker, City Engineer; Brooke Brandenburg, Public Works Director; Matt Lawn, City Treasurer; and Ryan Peck, City Attorney.

APPROVAL OF THE AGENDA

MOTION: Councilmember Zimmerman moved to approve the Agenda as presented. Councilmember Leland seconded the motion. The motion carried unanimously.

CITIZEN COMMENTS Darlene Palsmeier, 427 West Third, asked when the sewer rates were going to go down, and asked if owners of all the new homes going in are also paying the same rate. Matt lawn, City Treasurer, stated staff is looking at some options that could possible lower the current rate. City Administrator, Brian Silcott, clarified that it would be at least February or March before those options could be considered.

APPROVAL OF THE CONSENT AGENDA The following was submitted to the City Council for approval:

Approval of Minutes Special Meeting – November 12, 2020 Regular Meeting – November 16, 2020 Special Meeting – November 23, 2020 Accounts Payable November 21, 2020 for $378,971.47 December 2, 2020 for $74,135.78

MOTION: Councilmember Zimmerman moved to approve the Consent Agenda as presented. Councilmember Proctor seconded the motion. The motion carried unanimously.

COX SMALL CELL AGREEMENT AND ORDINANCE Micah Scoggan, City Planner stated the City of Goddard enters into franchise agreements with telecom companies who want to provide service to citizens within the City. Scoggan submitted an Ordinance providing an agreement between the City of Goddard and Cox Wireless Access, L.L.C (Cox) for the purpose of granting Cox rights to build and maintain small cell infrastructure

City Council Minutes December 7, 2020 in the City Right of Way. This would include the right to mount 5G service on streetlights, standalone poles, third party utility poles and other structures located within the right of way as necessary for 5G service.

Scoggan explained that this agreement is explicitly for small cell infrastructure mounted on existing light poles, third party utility poles, etc. for a 5G network or the placement of infrastructure for the same. This agreement would not overwrite our existing franchise agreement with Cox for Cable. Scoggan added that the city would receive $150 per attachment per year and $1,000 for each application for a new infrastructure pole.

Councilmember Zimmerman expressed his concern for cancer causing agents associated with the 5G service.

MOTION: Councilmember Proctor moved waive the reading of the Ordinance. Councilmember Leland seconded the motion. The motion carried unanimously. MOTION: Councilmember Leland moved to adopt said Ordinance. Councilmember Proctor seconded the motion. Roll Call Vote: Yea: Leland, Proctor Nay:Zimmerman Ordinance #861

GODDARD CODE CHANGE ORDINANCE Micah Scoggan stated the City of Goddard requires citizens to inspect their backflow prevention devices once a year to stay in compliance with Kansas Department of Health and Environment regulations. These inspections must be done by an inspector who is certified with Sedgwick County/Wichita. The way the code is written now requires the City of Goddard to inspect the work upon completion. Scoggan explained that the City does not want to be in this position as it would require additional training and compliance with minimal staff to enforce the code. The revision proposed would simply allow the City to rely on the work being done according to manufacturer standards or common practices. The revision would remove the fee for registering as an inspector with the City of Goddard as they are still required to be certified through Sedgwick County/Wichita. This revision would also remove the fee for filing the report, but it would keep the non-compliance fee in place for those who fail to abide by the regulation. Scoggan presented a proposed ordinance removing the City’s obligation for inspection and the filing fees for the inspection and the filing fee report.

MOTION: Councilmember Proctor moved waive the reading of the Ordinance. Councilmember Leland seconded the motion. The motion carried unanimously.

City Council Minutes December 7, 2020

MOTION: Councilmember Proctor moved to adopt said Ordinance. Councilmember Leland seconded the motion. Roll Call Vote: Yea: Zimmerman, Leland, Proctor Nay: Ordinance #862

PUBLIC HEARING & RESOLUTION- CONDEMNATION CASE 1529 SUMMERWOOD CT. On March 13, 2020, the City has conducted a preliminary investigation into a property located in the 1500 block of the Seasons subdivision and have determined based on this investigation that the property is unfit for human habitation. On October 19,2020 the Governing Body signed a resolution for a condemnation hearing for December 7, 2020. The City of Goddard code officer found the following non-compliance with the City of Goddard code, Chapter 4 Article 7, for the listed property below; The following constitutes a “Blighting Influence” under K. S. A. 12-1750 (d) I. Defects increasing the hazards of fire, accident, or other calamities II. Sanitary facilities have been disconnected since January 1, 2020 III. Uncleanliness Scoggan provided a video of the interior of the property. Mayor Larkin opened the public hearing for verbal and oral comments. Scoggan stated the property owner, Melanie Brown and the Lien Holder, of the property, Midfirst Bank are both presented for the hearing. Melanie Brown addressed the City Council and stated she has done some work on the property since the video was taken. Brown said she has taken money from her retirement to make improvements and doesn’t have any where else to go. Brown pleaded to the City Council to not kick her out of her home. The representative for Midfirst Bank stated the bank is just monitoring the situation at this point and will base any decisions on their part based on the City Councils actions. Mayor Larkin closed the public hearing for comments. The City Council discussed possible help from local congregations and the amount of time that it would take to get the property habitable. MOTION: Councilmember Zimmerman moved to table the adoption of the Resolution to possible find help in resolving the clean-up efforts until February 1, 2021. Councilmember Proctor seconded the motion.

DISCUSSION OF STAR BOND PROJECT PLAN AMENDMENT Brian Silcott stated that Goddard Sports, LLC has requested an amendment to the Goddard STAR Bond District Development Plan adding additional amenities. Such an amendment would require a public hearing and authorization from Kansas Department of Commerce to approve

City Council Minutes December 7, 2020

those expenditures under the STAR Bond Statute. Silcott added that the notice of hearing would be published on December 10 and 17 in the Times Sentinel. MOTION: Councilmember Proctor moved to set a public hearing for Monday December 21, 2020 at 7:00 p.m. for consideration of amendment to the STAR Bond District Development Plan. Zimmerman seconded the motion. The motion carried unanimously.

CITY ADMINISTRATOR REPORT Brian Silcott reviewed the City Administrator’s Report dated December 7, 2020. Brian Silcott announced the promotion of Thatcher Moddie to Assistant to the City Administrator. Thatcher starting with the City of Goddard as an Intern, and upon his graduation with a Master of Public Administration became the Administration Fellow. Silcott added that Thatcher is from Burlington, Kansas and is a graduate of the University of Oklahoma and brings with him a Degree in Journalism and Mass Communication. Thatcher thanked Brian Silcott and the City Council for giving him the opportunity.

GOVERNING BODY COMMENTS Councilmember Larry Zimmerman stated he wanted the City Council to continue the process of determining an outcome for the Community Center. Zimmerman said he felt that it is important to keep it in the downtown area and to show the citizens that we are serious to providing for their wishes for a new Community Center. Zimmerman added that times are tough right now and his heart goes out to those that are struggling. Councilmember Sarah Leland asked April Hernandez, Library Director, what is going on with the coffee and food truck at the library. Hernandez stated that the coffee truck along with the Rolling Greek Food Truck will be at the library three times a week serving breakfast. Micah Scoggan added that Ryan with Coffee Flavors and Ice Cream will be in Goddard Wednesday, Thursday and Friday. Councilmember Proctor said he appreciated Zimmerman’s comments and agrees that he would like to see progress on the Community Center.

ADJOURNMENT

MOTION: Councilmember Zimmerman moved to adjourn the regular meeting. Councilmember Proctor seconded the motion. The motion carried unanimously.

Meeting adjourned at 7:50 pm. Teri Laymon, City Clerk

CITY OF GODDARD ACCOUNTS PAYABLE LIST: DECEMBER 09, 2020 COUNCIL REVIEW: DECEMBER 21, 2020 VENDOR NAME DESCRIPTION AMOUNT BEAL & MITCHELL, LLC DECEMBER 2020 MUNICIPAL JUDGE SERVICES $ 1,625.01 BLACK RAIN ORDNANCE, INC FIREARMS/WEAPONS-POLICE $ 224.00 CANON SOLUTIONS MONTHLY METERED MAINTENANCE FEE - POLICE COPIER $ 50.95

CARD SERVICES-UMB PURCHASE CARD NOVEMBER 2020 PURCHASES - HERRON, FARRIS $ 244.99 CONSTRUCTION ADMINISTRATION, INSPECTION, MATERIAL TESTING & AS BUILT-CLOVERLEAF PHASE 1 CERTIFIED ENGINEERING DESIGN-CED $ 56,666.00 IMPROVEMENTS PROJECT 2019-03 . DECEMBER 2020 ENGINEERING SERVICES. CLAYCAMP, CHRISTOPHER REFUND WATER NEW SERVICE FEE $ 50.00 DECEMBER 2020 CUSTODIAL SERVICES-CITY HALL, CLIFTON CLEANING $ 1,235.00 COMMUNITY CENTER, LIBRARY CORE & MAIN WATER PARTS $ 360.00 COX BUSINESS MONTHLY INTERNET/PHONE SERVICE-CITY HALL $ 703.52 CULLIGAN OF WICHITA BOTTLED WATER - WWTF $ 44.20 EVERGY MONTHLY ELECTRICAL SERVICE - STREETLIGHTS $ 2,769.52 GALLS UNIFORM ITEMS-POLICE $ 1,391.44 ONE YEAR STANDARD SSL CERTIFICATE FOR GILMORE $ 199.98 VPN.GODDARDKS.GOV KANSAS ONE CALL NOVEMBER 2020 LOCATE FEES $ 188.40 KANSAS STATE TREASURER OCTOBER/NOVEMBER 2020 COURT FEES $ 772.55 ROADMASTER CLEAR DIESEL FUEL, RUBY DYED DIESEL KANZA COOPERATIVE ASSOCIATION $ 783.65 FUEL LAVEIST, ARLENE-VISION ALLIANCE DECEMBER 2020 COURT PROBATION SERVICES $ 250.00 MARKETING LLC LEAGUE OF KANSAS MUNICIPALITIES - 2021 CITY MEMBERSHIP DUES. 2021 KANSAS $ 3,115.65 LKM GOVERNMENT JOURNAL SUBSCRIPTIONS LUBBERS FORD 2013 FORD F350 REPAIRS-PUBLIC WORKS $ 912.48 METROPOLITAN AREA BUILDING AND NOVEMBER 2020 PERMIT FEES $ 3,457.73 CONSTRUCTION DEPARTMENT-MABCD MIDWEST TRUCK EQUIPMENT SNOW PLOW PARTS $ 702.72 NATIONAL BAND & TAG CO (400) 2021 DOG TAGS-ANIMAL CONTROL $ 88.92 NATIONAL SIGN COMPANY STREET SIGN PARTS $ 76.94 RED MUNICIPAL & INDUSTRIAL STREET SWEEPER PARTS $ 41.88 EQUIPMENT SEDGWICK COUNTY DEPARTMENT OF NOVEMBER 2020 INMATE HOUSING FEES $ 719.10 FINANCE SEDGWICK COUNTY ELECTRIC MONTHLY ELECTRICAL SERVICE - ELKRIDGE SEWER LIFT $ 293.57 COOPERATIVE ASSOCIATION, INC STATION, SPRINGHILL STREETLIGHTS, NORTH PARK SHRED-IT DOCUMENT SHREDDING SERVICE ON 11.30.20 $ 49.54 PRINT/MAIL (105) 11.21.20 DELINQUENT NOTICES, (1971) 12.01.20 UTILITY BILLS, (1889) DECEMBER 2020 THE DATA CENTER $ 1,583.87 NEWSLETTERS. REPLENISH POSTAGE FUNDS USED IN NOVEMBER 2020. WASTE MANAGEMENT CITY CLEAN UP DAY TRASH SERVICE $ 2,057.01 TOTAL $ 80,658.62 CITY OF GODDARD ACCOUNTS PAYABLE LIST: DECEMBER 17, 2020 COUNCIL REVIEW: DECEMBER 21, 2020 VENDOR NAME DESCRIPTION AMOUNT MONTHLY INTERNET/PHONE SERVICE-PUBLIC WORKS AT&T $ 172.42 SCADA SYSTEM OCTOBER 2020 PURCHASES - SILCOTT. NOVEMBER 2020 PURCHASES - PUBLIC WORKS, CARD SERVICES - UMB PURCHASE CARD $ 8,812.42 BRANDENBURG, RONEY, BEAGLEY, KEITH, LAWN, SCOGGAN, SILCOTT, CIRCLE, MODDIE. CORE & MAIN WATER PARTS $ 872.36 MONTHLY INTERNET/PHONE SERVICE - WWTF/PUBLIC COX BUSINESS $ 403.64 WORKS FAHNESTOCK PLUMBING HEATER REPAIR - CHLORINE BLDG $ 137.50 FAMILY HEALTH AMERICA, LC DEC 2020 FSA ADMINISTRATIVE FEES $ 100.00 GILMORE BILLABLE SERVICE - PD SVR01 WARRANTY RENEWAL $ 962.54 GLOCK PROFESSIONAL, INC ARMORE'S COURSE REGISTRATION FEE -HERRON $ 250.00 IMAGE QUEST MONTHLY METERED MAINTENANCE FEE-ADMIN COPIER $ 70.41 INNOVATIVE CREDIT SOLUTIONS ANNUAL MEMBERSHIP RENEWAL-POLICE $ 75.00 KACM-KANSAS ASSOCIATION OF COURT 2021 MEMBERSHIP RENEWAL - SCHROEDER, DEVANEY $ 100.00 MANAGEMENT WATER METER SOFTWARE UPGRADE. KAMSTRUP WATER METERING, INC. READY USA INITIAL COSTS, SUBSCRIPTION & HOSTING $ 1,360.93 FEES-PUBLIC WORKS WATER DEP'T TRANSMISSION REPAIR - 2000 CHEV C350. LUBBERS CHEVROLET $ 307.96 OIL CHANGE - 2014 CHEVROLET TAHOE MID KANSAS COOPERATIVE HAND PUMP FOR DEF FLUID USED IN DIESEL VEHICLES $ 100.29 ASSOCIATION MORRIS LAING EVANS BROCK & OCTOBER 2020 & NOVEMBER 2020 ATTORNEY FEES $ 16,219.00 KENNEDY, CHTD REMOVE/INSTALL VINYL-2016 CHEV TAHOE, (2)POLICE NORRIS COLLISION CENTER $ 1,175.75 CHARGERS, UNIT 39, UNIT 40 PAY REQUEST #1 - 183RD FRONTAGE ROAD RELOCATION PEARSON CONSTRUCTION $ 242,300.25 PROJECT #2020-02 QUILL 5 X 8 US FLAG - LIBRARY $ 62.24 SEASONS GREETINGS DISPLAY AD, GHS/EHS SPORTS TIMES-SENTINEL NEWSPAPERS. LLC. $ 185.00 CALENDAR SUPPORT AD (2 OF 3) PROFESSIONAL SERVICES RENDERED THROUGH 11.27.20 - TRANSYSTEMS CORPORATION $ 8,089.92 RCUT PROJECT 2020-01 UNITED RENTALS BOOM RENTAL TO INSTALL CHRISTMAS LIGHTS $ 1,010.00 MONTHLY CELL PHONE SERVICE - POLICE PRIORITY CELL VERIZON $ 254.01 NUMBERS WATER WISE ENTERPRISES POLYMER - WWTF $ 1,097.00

TOTAL $ 284,118.64 Goddard Public Library Board Meeting Minutes November 9, 2020 @ 7:05 pm

1. Roll Call: Present - April Hernandez, Vickie Luthi, Lisa Fouts, Frank Petsche, and Lisa Coyne. Sherry Lauer, Tamara Judd, Stephanie Mount and Lisa Stoller attended via Zoom. Margo Rakes and Deanna Highfill were absent. 2. Approval of Agenda: Sherry made a motion to approve the agenda. Frank seconded. Motion carried 8 – 0. 3. Approval of Minutes of Regular Meeting October 13, 2020. Minutes were approved with no corrections. 4. Citizen Comments: None 5. Correspondence and Communications: We received another check from the city for a little over $2,000. We have almost all of what they are paying us this year. We got permission from the Goddard Junior Football League to use the logo that is half Goddard Lion and half Eisenhower Tiger. 6. Director’s Report: • Circulation Report: Up 600 items over last month • Story Time: Only two adults and 4 kids participated today but some watched online. • The new ‘commercial’ for the library has been shared on the Goddard Woman’s Club Facebook page and the Goddard Community Facebook page. • The pumpkin decorating contest was lots of fun. We hope to grow it next year and have age categories. • Our Program and Outreach staff person is quarantined until Nov.16th due to a family member testing positive for Covid-19. • We‘ve had three very qualified people apply for our new Technology Specialist position. • We have added a lot on our Sunflower e-library. A lot of people getting new library cards are getting them for the e-library. • The wine and color ‘sold out’ in four hours. There were spaces for 20. We will do another soon. 7. Financial Report: We are in good shape to get us through the next few months. The financial report will be filed for audit. 8. Old Business a. Staying in Phase 3 with some programming. We moved items just inside the door, out of the entryway to accommodate weather changes. We are watching Covid-19 numbers and following county and state health department guidelines. b. Friends/Foundation update – next meeting November 18 @ 6 pm. Zoom attendance will be facilitated. c. Turn in Director Evaluations: Lisa Coyne, Lisa Fouts, and Frank Petsche will serve on the committee to complete April’s evaluation. Board members who have not turned in their evaluation forms need to get them to the committee ASAP. d. Results from Staff Climate Surveys: Most areas were positive in the staff climate surveys. e. Chamber Coffee recap/Michelle’s farewell event: Michelle’s farewell reception was well attended. f. City updates: The city is working on getting a coffee truck and breakfast truck three days a week in Goddard, starting next week. 9. New Business a. Accounting increase: Our tax and payroll accountant wants to increase his fee $30 to $120 because there is more work lately. Lisa F. made a motion and Frank seconded to approve the increase. Motion passed 8 – 0. b. Patron Annual Survey: The survey will be going out mid-November and run until the end of the year. c. KanShare App: There is going to be an app for KanShare which will cost $8,000. We will have to pay $1,000 or less as our part. Derby is paying $4,000 and the other $4,000 will be shared among us and four other libraries. d. Christmas on Main Street: Plans for the event are ever-evolving to adjust to Covid-19 restrictions. The planning committee will meet again in two weeks and try to finalize plans. e. Board member resignation: Deanna Highfill has verbally resigned but has not yet submitted her written resignation. f. KLA Conference – Carrie and April’s presentation: The presentation went well. 10. As may be presented: Frank is going to reorganize the Board self- evaluation. Tamara volunteered to help. Updated policy manuals are available at the library for Board members who still need them. Lisa S. asked about the new printer and if staff is happy with it. April reports it’s working well and the company is very responsive. Lisa F. asked what happens to excess in the budget. April said some will be put in Capital Improvement. Some will be left in the budget as a cushion for unexpected expenses. Frank made a motion to adjourn at 8:00 p.m., Lisa C. seconded. Motion carried 8 - 0.

*Next meeting is December 14, 2020. PLEASE CALL THE LIBRARY 794-8771 IF YOU CANNOT ATTEND OR E-MAIL: [email protected] MINUTES-REGULAR SESSION CITY OF GODDARD 118 NORTH MAIN, GODDARD, KS November 9, 2020

The Goddard Planning Commission met in a Regular Session at Goddard City Hall on Monday November 9, 2020. Chair VanAmburg called the meeting to order at 7:02 p.m. Chair VanAmburg led in the Pledge of Allegiance and Commissioner Cline led the Invocation. Commission members present were: Jamie Coyne, Darren Cline, Shane Grafing, Doug Hall, Doug VanAmburg, Justin Parks Commissioners absent were: Jody Dendurent Also present were: Micah Scoggan, City Planner; Thatcher Moddie Fellowship Intern ; Jordan Ungles of Strength and Fitness

APPROVAL OF THE AGENDA

MOTION: Commissioner Cline moved to approve the agenda. Commissioner Coyne seconded the motion. The motion carried unanimously. 6-0

APPROVAL OF THE MINUTES

MOTION: Commissioner Cline moved to approve the minutes from September 14, 2020 contingent on the correction for the first paragraph stating who led the meeting and said the pledge of allegiance. Commissioner Grafing seconded the motion. The motion carried unanimously. 6-0

CITIZEN COMMENTS Ashley Willard of 213 N Oak spoke about the rezoning of the property for the Baptist church and wanted to know if the Baptist church would be demolished.

Ashley said she does not care how it is rezoned; she just does not want to see the old Baptist Church torn down.

Scoggan mentioned that questions are not answered typically during Citizens comments it would be at the discretion of the Chair.

Chair VanAmburg said he thinks this will be addressed during the agenda item.

Planning Commission Minutes November 9, 2020

BOARD OF ZONING

F.1 Rezoning of the Baptist Church

Scoggan introduced the subject. He stated that on October 8, 2020 Mr. Jordan Ungles and Mr. James Vrana submitted a rezoning application for the Baptist Church located at 124 W 2nd Ave. Mr Vrana and Mr Ungles are requesting the rezoning of the Baptist Church property for the purpose of using the annex property, located on the same lot, for offices.

Scoggan stated that the lot is currently zoned R-1 “Single Family Detached” and the requested zoning will be C-1 “Central Business District”. He stated that the permitted uses for a C-1 allows for businesses and professional offices.

Scoggan made the recommendation to the Planning Commission to approve the rezoning request for the Baptist Church lot, Parcel Identification Number 00254294.

Ungles spoke stating the goal would be to bring more businesses on the main street. He stated the main street would be a focus of their development purposes as the lots included in the purchase would be the lots on main street.

Chair VanAmburg asked if he could answer the question about what would become of the church on the lot.

Ungles stated he currently is waiting on all their inspection reports for the church. His focus would be the annex next to the church for the purposes of making them profitable. His partner and himself have not really looked into what could become of the church.

Chair VanAmburg asked if Mr Ungles answer satisfied Ashley Willard’s question.

Ashley Willard replied it did she would just hate to see the church get torn down.

Ungles replied he did not really have a goal for the church yet and as for the lots next to it they are included in the purchase.

Commissioner Cline asked how many offices they were planning on putting in the annex.

Ungles replied that was a moving target and it depended on how they finally piece it together. Around 8-10

Commissioner Cline asked about parking.

Ungles replied they have not hammered out parking yet.

Planning Commission Minutes November 9, 2020

Ungles replied that if they can’t get it rezoned is not as appealing and they might not act on it otherwise.

Chair VanAmburg asked about the lots to the east of the property and if he had any plans for that.

Ungles replied they plan on using the lots to the east at a future date. The main part is the annex and then the following lots.

Commissioner Hall stated he liked the idea of bringing more businesses back to downtown on the main street.

Ungles replied that there was definitely an opportunity there to bring businesses back to downtown.

Commissioner Park asked about the lot to the east who owns that one.

Ungles replied that those lots would be included in the purchase with the Baptist Church and the annex.

Scoggan spoke up and stated that the purchase included three lots but two of those lots are already zoned central business district, but the church lot was R-1 and was the only lot being asked to be rezoned.

Commissioner Parks said those lots could be parking.

Ungles replied it was a possibility. There was potential options once they get to that point.

Chair VanAmburg replied that was prime land for development.

Ashley Willard asked if he was considering demolishing the church to use for parking.

Ungles replied he did not have any current plans for the church. He further stated that if he can’t get it rezoned he wouldn’t consider purchasing it.

MOTION: Commissioner Grafing motioned to approve the rezoning request for the Baptist Church lot, Parcel Identification Number 00254294. Commissioner Cline seconded the motion.

Motion carried 6-0

Planning Commission Minutes November 9, 2020

OLD BUSINESS

None

NEW BUSINESS

None

CITY PLANNER REPORT

Scoggan reported that On December 14, the Planning Commission will consider approving the revised allowable square footage for detached garages on residential lots. It has been doubled from the current 720 sq ft to 1440 sq ft. The discussion will include the economic underpinnings of the revision. Scoggan stated he spoke with Jack manion of Sedgwick County and asked about the potential increased valuation of residential properties with detached garages. Jack Manion said potentially yes depending on several different factors.

Scoggan reported that Braums has had the building permit approved by MABCD and the building inspection card is ready for pickup. The project is valued at $800,000 for the building and the City will be collecting $4,795 for the permit and $5,000 for the sewer and water taps. They will need to have their SWPP approved by KDHE.

Scoggan presented a GANTT chart showing potential development timeline.

Scoggan reported that the building permit for 227 N Cedar St has been pulled and the BMP have been put in place. The building permit is valued at $200,000 dollars and the permit with taps was $4,592.

Scoggan showed a map of valuation in the area illustrating the comparative valuation between properties and what is being added to the block.

PLANNING COMMISSIONER COMMENTS

Commissioner Coyne asked what a BMP was.

Scoggan replied a BMP stands for Best Management Practices and has to do will managing silt runoff from a construction site into the street and storm drains.

Commissioner Hall said the detached garage square feet still depends on the lot size that would allow for a detached garage to be placed on it.

Planning Commission Minutes November 9, 2020

Scoggan replied that was correct. Total lot coverage percentage would still be taken into account when making a determination if it was acceptable to bring before the Planning Commission. He further elaborated that total lot coverage was a combined numerator of the principal building and the accessory structure over the denominator which was the total lot square feet.

Chair VanAmburg asked if 1440 was a big enough measure for a detached garage.

Scoggan replied he doubled the typical attached garage square footage which was 720.

Commissioner Parks asked about the regulation of use in the detached garage which was specifically defined in the regulations as a detached garage.

Scoggan replied that is correct. The regulations specifically state this particular regulation is for detached garages. He further stated that the buildable envelope of a lot, which takes into account accessory structures like a detached garage, can be seen as arbitrary. The idea behind it is as a City becomes more urban the lots become smaller and you typically see a desire for setbacks to remain in effect for front yards, back yards ect.

Commissioner Coyne mentioned you could put in a livable space in the garage and define it differently and you could exceed the square footage requirements.

Commissioner Cline said he didn’t think they should have granny flats to begin with.

Commissioner Parks said he didn’t wonder if they were just playing games with use.

Commissioner Coyne said especially in the City you might run into people who were challenging it.

Scoggan said opinions vary. He further stated that everything in the regulations is subject to review and can be changed if the Planning Commission felt that it was going in a negative direction.

Commissioner Coyne said the nice thing is if it gets to big they can see the proposed detached garage.

Scoggan replied that was correct. If it exceeded the 1440 and did not violate the lot coverage percentage, it would have to be approved as a Conditional Use Permit and the Planning Commission would have to approve it.

Commissioner Coyne said at least we have an opportunity to see it.

Commissioner Parks said he could see a garage in someone’s opinion being uglier to some other things. Someone could say it has to many overhead doors.

Planning Commission Minutes November 9, 2020

Scoggan stated that with detached garages comes the added benefit of decluttering the streets and driveways of boats and RVs.

Commissioner Parks said another factor would be having a detached garage that was tall enough to shade the backyard of a neighbor’s property prohibiting them from having a garden in the back yard. He mentioned that there are other zoning related issues than just square footage like the height of the garage that should be taken into consideration.

Scoggan replied that was correct and explain the historical followings of zoning from a legal perspective in 1924 stated that it was for health safety and welfare with reasonable considerations.

Commissioner Parks said in his mind restricting the height would be more in line with following those guidelines than simply restricting the square footage allowable.

Commissioner Cline said it might defeat the purpose of getting a bigger detached garage because it wouldn’t accommodate a trailer or boat.

Commissioner Parks said that is why it would throw up a red flag for review before the Planning Commission. You could potentially negatively impact your neighbor more than paving your whole backyard.

Scoggan replied that they could adopt a height restriction if the Planning Commission wants to move forward on it.

Commissioner Coyne asked what Commissioner Parks was thinking.

Commissioner Parks said he want to allow people to build to the maximum roof area.

Commissioner Coyne said he wanted to know what Commissioner Parks was thinking because if it is less than 12 feet it would defeat the purpose.

Commissioner Grafing said you would need 16-foot sidewalls to accommodate a 14 foot door to allow an RV inside.

Chair VanAmburg said they could combine the two, height and square footage, to shoot up a red flag for review before the Planning Commission.

Commissioner Coyne said that Commissioner Parks was implying someone could build a 20 foot detached garage on a smaller lot.

Commissioner Parks said yes and that was one of the essential purposes of the planning Commission was to protect the health safety and welfare of the individual citizens of the City.

Commissioner Parks further stated that heigh in his mind was more important than square footage.

Planning Commission Minutes November 9, 2020

Commissioner Coyne asked what Commissioner Parks thought was on the height at the peak for detached garages.

Commissioner Cline said two stories was uncommon but some of the houses are 25 feet.

Commissioner Parks said 15 feet could be the trigger.

Commissioner Grafing said they would have to submit a permit for review.

Scoggan said that was correct.

Scoggan further stated it would need to be adopted for enforcement.

Scoggan asked if 20 feet was a good starting point.

Commissioner Grafing asked if Mr Ungles wanted to demolish the property could they as a Planning Commission stop him?

Scoggan replied no.

Commissioner Parks said Sedgwick county code required a certain number of off-street parking spots per square feet.

Scoggan replied as a municipality the City has its own regulations and parking calculations.

Commissioner Coyne stated they would have to bring the building up to code

Scoggan replied they would have to bring the annex up to code. It is in better shape than the church.

Planning Commission Minutes November 9, 2020

ADJOURNMENT

MOTION: Commissioner Coyne moved to adjourn the regular meeting. Commissioner Cline seconded the motion. The motion carried 6-0

Meeting adjourned at 7:50 pm. Micah Scoggan, City Planner

Agenda Item H.1 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Public Hearing Considering an Amendment to the Goddard Aquatic Center and Sports Complex STAR Bond Financing Project Plan INITIATED BY: City Council PREPARED BY: City Administrator AGENDA: New Business

Background: On December 17, 2012, the City Council adopted Ordinance 736 creating a STAR Bond District in accordance with provisions of state statue K.S.A. 12-17,160 et seq. The STAR bond district was established with approval from the Secretary of Commerce on January 16, 2013. At the October 7, 2013 regular City Council meeting Resolution 13-08 was unanimously adopted. Resolution 13-08 established a STAR Bond Project Plan public hearing date of November 18, 2013 at 7pm. A public hearing was conducted at the November 18, 2013 meeting and several citizens and stakeholders spoke at the hearing. On April 21, 2014, the City Council conducted a public hearing and adopted Ordinance 755 approving the Goddard Aquatic Center and Sports Complex STAR Bond Financing Project Plan.

On December 7, 2020, the City Council completed the necessary legal steps to consider amending the project plan by set a public hearing for Monday December 21, 2020 at 7:00 p.m. for consideration of amendment to the STAR Bond District Development Plan. Notice of Public hearing has been published in the Times-Sentinel News on December 10, 2020 and December 17, 2020.

Analysis: The Ordinance under consideration adopts the project plan amendment and approves development agreement amendment five (5). The proposed ordinance authorizes the Mayor, City Administrator, City Clerk, City Attorney, and City Bond Counsel to take appropriate actions contained in the STAR Bond Project Plan and development agreement. The ordinance takes effect upon publication in the Times-Sentinel Newspaper. A brief description of the project plan amendment and development agreement amendment five (5) are described below.

Project Plan

The proposed project plan amendment builds on the Goddard Aquatic Center & Sports Complex (GAC) primary components include indoor aquatic center consisting of a ten lane 25-meter competition aquatics pool complete with springboard and platform diving with spectator seating for 600 plus poolside seating for contestants, dressing and locker rooms, and an indoor water park featuring indoor slides and other aquatic activities.

The GAC and hotel are under construction and are slated to be completed in the second quarter of 2021 or the GAC, and third quarter of 2021 for the hotel. The District also includes a Walmart, gas station, quick service restaurant, and five competition baseball/softball fields with a two-story concession stand that are open and operating. Sporting events began in February 2020, attracting approximately 4,300 visitors per day. The construction of the material portions of the public and private infrastructure required for Phase I is slated to be completed in the third quarter of 2021.

In addition to Phase 1, the Developer will construct (1) five additional competition baseball/softball fields, including synthetic turf playing surfaces, stadium lighting, team dugouts and bullpens, spectator seating, concessions and restroom facilities, (2) an outdoor sand sports complex including three sand soccer fields around a common covered spectator pavilion, mixed seating styles, locker and changing rooms, concessions and restroom facilities, and (3) all public and private infrastructure improvements required to facilitate the Project (collectively, the “Phase II Project”).

The Developer is requesting that and additional $10,000,000 in STAR Bonds be issued finance the Phase II Project. Total STAR Bond revenues are estimated to support a $3,200,000 annual debt service payment. For the new Phase II Bonds, through 2034, the Phase II Project would use excess revenues from the District after the payment of debt service required on the Sales Tax Special Obligation Refunding Revenue Bonds (Olympic Park STAR Bond Project), Series 2019 (the “2019 Bonds”). Using the same underwriting standards noted above, the gross STAR Bond revenues of $59,988,760 would support full repayment of $10,000,000 in net STAR Bond proceeds for the Phase II Bonds. If build-out of the Phase II Project is reached in 2023, it is anticipated the 2019 Bonds and the Phase II Bonds could be repaid in eleven (11) years.

Based on the (1) estimated Phase II Project Costs, (2) the estimated STAR Bond proceeds, and (3) required private debt and equity, the STAR Bond Proceeds are expected to pay for the Phase II Project Costs, as contemplated under the STAR Bond Act, when supplemented by private debt and equity. Phase II Project: • Estimated STAR Bond Project Costs – $12,587,792 • Net STAR Bond Proceeds – $10,000,000 • Required Private Debt/Equity – $2,587,792

The Sand Sports Complex and Phase II Ball Fields will serve as major attractions for a wide range of patrons. The Feasibility Study projected the following visitation statistics for the Phase II Project: o Total of 351,840 to 422,400 annual visitors at full build-out o 100,000 to 119,000 of the visitors will come from outside of the State of Kansas (28%)125,900 to 150,600 of the visitors will come from outside of 100 miles of the Project (36%)

The total estimated cost to complete the Phase II Project, including site improvements, construction, and associated infrastructure is $12,590,000. As determined from contract prices, engineering estimates, and estimates made by the Developer, a breakdown of the estimated costs by category is set forth below and is included as Exhibit D in the Project Plan Amendment Attachment. Hard Costs TOTAL Infrastructure – ball fields $ 3,390,490 Infrastructure – sand sports $ 1,478,700 Hard Construction – ball fields $ 3,383,000 Hard Construction – sand sports $ 1,620,000 Architecture & Engineering – ball fields $ 235,000 Architecture & Engineering – sand sports $ 131,000 Subtotal $ 10,238,190 Contingency $ 1,023,819 Hard Costs Total $ 11,262,009

Soft Costs Third Party Professional Costs $ 75,000 Miscellaneous Soft Costs $ 1,187,650 Subtotal $ 1,262,650 Contingency $ 63,133 Soft Costs Total $ 1,325,783

TOTAL HARD COSTS $ 11,262,009 TOTAL SOFT COSTS $ 1,325,783 TOTAL PHASE II COSTS $ 12,587,792

The proposed Ordinance would need to be adopted by a 2/3rd majority of the Governing Body for approval of the project plan amendment and for staff to proceed with the STAR Bond issuance process.

The issuance process includes consideration of a resolution authoring the engagement of bond counsel and underwriter, and to undertake the sales tax analysis report, trust indenture, and other bond documents. The resolution would be presented at the January 4, 2020 regular meeting.

The next step for the Governing Body in the issuance process would be consideration of the bond ordinance at the February 1, 2021 regular meeting. The bond ordinance authorizes the Mayor, City Clerk, and other City representatives to proceed with the closing of the bond sale.

The issuance process contains approximately 16 separate multi-task deadlines for City staff and consultants. It’s an ambitious timeframe.

Development Agreement

The proposed development agreement amendment five (5) requires the Developer to construct five (5) competition baseball/softball all-synthetic turf fields with stadium lighting for each field, masonry dugouts and bullpens with dimensions of 60’ base paths and 43’ pitcher’s mound, as well as a 210’ foul line and 230 centerfield field of play dimension.

The developer will also construct three (3) outdoor multi-sport sand fields around a common covered spectator pavilion. The pavilion will include concessions, toilet facilities, offices, patio space, and shaded spectator seating, and include team locker rooms. The sand-field size will be sufficient in size to support two field sizes in compliance with the North American Sand Championship standard dimensions, including a 25-yard by 35-yard configuration for most divisions and a 30-yard by 40-yard configurations.

The Developer is deemed to be the Master Developer for five years from adoption (2021-2026). Construction of Phase II will commence on or before six (6) months after issuance of the 2021 STAR Bonds and be substantially completed on or before eighteen (18) months after issuance of the 2021 STAR Bonds.

The developer will utilize the funds in increments of $5,000,000 with the developer’s 15% contribution being utilized after usage of the first $5,000,000 and presentation of a certificate of expenditure showing the developer has utilized the entirety of the 15% private contribution, at which time the remaining $5,000,000 may be used.

The next step for the Governing Body would be consideration of the resolution materially approving as to form and authorizing Mayor to sign the document.

Financial: If approval is received by the Secretary of Commerce on the project plan amendment and development agreement amendment, project improvements may commence, and the supplemental STAR Bond issuance may be undertaken in an amount approved by the Secretary of Commerce but not greater than the amount approved by the City Council.

Legal Considerations: The Bond Ordinance and related documents have been drafted by the City’s bond counsel, the law Firm Gilmore & Bell, P.C. The City Attorney has approved the documents as to form.

Recommendations: It is recommended the City Council conduct the public hearing, close the public hearing, consider the ordinance approving the Project Plan Amendment and Adopt the resolution approving the amendment to the development agreement.

Actions:

Public Hearing: 1. Mayor Declares the Public Hearing Open 2. After Receiving Comment from Interested Parties (limited to 3 minutes) Council Motions to Close the Public Hearing (VOICE)

Project Plan Amendment: 1. Waive the Reading of the Ordinance (VOICE) 2. Consider the Ordinance (ROLL CALL) a. NOTE: In Accordance with KSAs, the Mayor votes on this matter.

Development Agreement Amendment #5: 1. Consider the Resolution (VOICE) a. Mayor does not vote on this item

Attachments: Ordinance (2 pp); STAR Bond Project Plan Amendment #1 (105 Pages); Resolution (2 pp) STAR Bond Development Agreement Amendment #5 (17 pp)

(Published in The Times-Sentinel on December __, 2020)

ORDINANCE NO. ______

AN ORDINANCE APPROVING A FIRST AMENDMENT TO THE STAR BOND FINANCING PROJECT PLAN FOR THE OLYMPIC PARK STAR BOND PROJECT DISTRICT.

WHEREAS, the City of Goddard, Kansas (the “City”) is a municipal corporation duly organized and validly existing under the laws of the State of Kansas as a city of the second class; and

WHEREAS, by Ordinance No. 736, passed December 17, 2012, the City Council of the City (the “Governing Body”), established a STAR bond district pursuant to K.S.A. 12-17,160 et seq., as amended (the “Act”), known as the Olympic Park STAR Bond Project District (the “District”); and

WHEREAS, after complying with procedural requirements of the Act, by Ordinance No. 755 passed April 21, 2014, the Governing Body made certain findings required by the Act and adopted the Goddard Aquatic Center and Sports Complex STAR Bond Financing Project Plan (the “Project Plan”) for development of the District; and

WHEREAS, the Act, particularly K.S.A. 12-17,166(k) authorizes the Governing Body to approve substantial changes to the Project Plan, subject to public hearing, notice of which is provided by publication at least twice in the official City newspaper; and

WHEREAS, a First Amendment to the STAR Bond Financing Project Plan has been received by the City (the “Project Plan Amendment”), which modifies the scope of the major multi-sport athletic complex and related infrastructure improvements described in the Project Plan, and is considering adoption of the Project Plan Amendment; and

WHEREAS, after providing notice required by the Act, a public hearing on the Project Plan Amendment was opened on the date of this Ordinance, public comment was received by the Governing Body and the public hearing was closed; and

WHEREAS, the Governing Body is authorized by the Act to adopt the Project Plan Amendment by ordinance passed by not less than two-thirds vote of the Governing Body.

NOW, THEREFORE, BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS:

Section 1. Project Plan Amendment Approval. The Project Plan Amendment for the redevelopment of the District, together with all attachments and exhibits thereto, which is on file in the office of the City Clerk, is hereby adopted.

Section 2. Financing Authorization. The Governing Body hereby declares its intention to issue and sell, its special obligation bonds (the “Bonds”), in order to implement the Project Plan Amendments. The Bonds may be issued to reimburse the City for such project costs pursuant to Treasury Regulation §1.150-2.

Section 3. Effective Date. This Ordinance shall take effect and be in force from and after its passage and publication one time in the official City newspaper.

Section 4. Notification. The City Clerk shall cause to be transmitted copies of this Ordinance and the Project Plan Amendment to the Sedgwick County Board of County Commissioners, Clerk, Treasurer and Appraiser and to the Board of Education of Unified School District No. 265 (Goddard).

PASSED by not less than two-thirds vote of the City Council of the City of Goddard, Kansas, on December 21, 2020 and APPROVED and SIGNED by the Mayor.

(SEAL) Hunter Larkin, Mayor

ATTEST:

Teri Laymon, City Clerk

GODDARD AQUATIC CENTER AND SPORTS COMPLEX

FIRST AMENDMENT TO STAR BOND FINANCING PROJECT PLAN

SUBMITTED TO THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS PURSUANT TO K.S.A. § 12-17,160 et seq.

December 12, 2020

74813570.7 TABLE OF CONTENTS

I. Introduction ...... 1

II. STAR Bond Project Expansion ...... 1

A. Description and Overview ...... 2

B. Subject Property ...... 3

C. Established STAR Bond Project District ...... 3

D. Summary of Feasibility Study ...... 3

1. Sufficiency of the Project’s Revenues Compared to the Project’s Costs ...... 4

Estimated Project Costs ...... 4

Estimated Costs Eligible for Reimbursement ...... 4

Tax Revenues Subject to Capture ...... 5

Estimated STAR Bond Revenues ...... 6

Summary of the STAR Bond Revenues and Project Costs ...... 6

2. Significant Contribution to Economic Development of the State and Region ...... 6

3. Projected Visitation...... 7

4. Impact on Outstanding Special Obligation Bonds ...... 7

5. Market Study/Market Feasibility Study ...... 7

6. Meetings and Minutes ...... 7

E. Relocation Plan ...... 7

F. Sources and Uses ...... 7

III. Conclusion ...... 8

i 74813570.7 LIST OF EXHIBITS

Exhibit A – Depiction of the District Exhibit B – Legal Description of the District Exhibit C – Depiction of the Phase II Project Exhibit D – Estimated Phase II Project Costs Exhibit E – Estimated Eligible Phase II Project Costs Exhibit F – STAR Bond Proforma Exhibit G – Meeting Minutes Exhibit H – Feasibility Study

ii 74813570.7 I. Introduction

Goddard Sports LLC (the “Developer”) respectfully submits this First Amendment to STAR Bond Project Plan (the “Amendment”) to the City of Goddard, Kansas (the “City”) for consideration by the City’s governing body pursuant to the Kansas STAR Bond Financing Act, K.S.A. § 12-17,160 et seq., as amended (the “Act”).

On December 17, 2012, the City adopted Ordinance No. 736 that created the Olympic Park STAR Bond Project District (the “District”). By letter dated January 16, 2013, the Secretary deemed the District an “eligible area” as defined under the Act. On April 21, 2014, the City approved Ordinance No. 755 which approved the STAR Bond Project Plan (the “Original Project Plan”) for the District. The Original Project Plan anticipated a major multi-sport athletic complex and major commercial entertainment and tourism area that would include, among other things, an Olympic-style indoor aquatic center, four outdoor baseball/softball fields, a full-service hotel and conference center, as well as two pad sites for future commercial development (collectively, “Phase I”), all on approximately 280 acres located generally at the intersection of North Goddard Road and West Kellogg Drive within the City.

The anchor of the Original Project Plan is the Goddard Aquatic Center & Sports Complex (“GAC”), the primary components of which will include an indoor aquatic center consisting of a ten lane 25 meter competition aquatics pool complete with springboard and platform diving with spectator seating for 600 plus poolside seating for contestants, dressing and locker rooms, and an indoor water park featuring indoor slides and other aquatic activities.

The GAC and hotel are under construction and are slated to be completed in the second quarter of 2021 for the GAC, and third quarter of 2021, for the hotel. The District also includes a Walmart, gas station, quick service restaurant, and five competition baseball/softball fields with a two-story concession stand that are open and operating. Sporting events began in February 2020, attracting approximately 4,300 visitors per day, when operating. The construction of the material portions of the public and private infrastructure required for Phase I is slated to be completed in the third quarter of 2021.

The total expenditures associated with this Project at full build-out were projected to be approximately $130,000,000. Building on the success of the Project to date, the governing body of the City has found that a substantial change and amendment of the Original Project Plan would be beneficial to the City and the State. It was against this background of success and anticipating the types of leisure and sport activities that will continue to grow in popularity that the Developer began exploring additional tourist attractions to bring into the District to meet the demand for additional multi-sport athletic facilities.

This First Amendment to the STAR Bond Project Plan amends and supplements the Original Project Plan. Capitalized terms not otherwise described in this Amendment shall have meanings set forth in the Original Project Plan.

II. STAR Bond Project Expansion

Pursuant to the Act, municipalities are authorized to utilize STAR Bond financing under the Act (“STAR Bond Financing”) for specific development projects through (1) the creation of a STAR Bond Project District, subject to a finding by the Secretary of the Department of Commerce (the “Secretary”) that the STAR Bond Project District Plan is eligible for STAR Bond Financing, and (2) the adoption of a STAR Bond Project Plan that is subsequently approved by the Secretary.

By letter dated January 16, 2013, the Secretary deemed the Original District an “eligible area” as defined under the Act. On December 17, 2012, the City adopted Ordinance No. 736 that created the

74813570.7 Original District. Based thereon, the following Amendment is submitted for consideration by the City and, ultimately, the Secretary:

 A description and map of the project area to be redeveloped;

 A reference to the STAR Bond Project District Plan that identifies the project area that is set forth in the project plan that is being considered;

 A detailed description of the buildings and facilities proposed to be constructed or improved;

 A summary of the feasibility study done as defined in the Act, and amendments thereto;

 The relocation assistance plan;

 Documentation indicating that the Project will result in a capital investment in excess of $50,000,000 and will generate gross annual sales revenue in excess of $50,000,000;

 A market impact study establishing that (i) the Project will not have a substantial negative impact on other businesses in the project market area and (ii) the Project will not cause a default in the payment of any outstanding special obligation bonds authorized pursuant to the Act; and

 Information establishing that the Project will sufficiently promote, stimulate and develop the general and economic welfare of the State, as determined by the Secretary.

A. Description and Overview

The success of the existing attractions, entertainment, and retail demonstrated and created demand for additional multisport athletics in the District. Thus, in addition to the Phase 1 Projects, Developer plans to construct (1) five additional competition baseball/softball fields, including synthetic turf playing surfaces, stadium lighting, team dugouts and bullpens, spectator seating, concessions and restroom facilities, (2) an outdoor sand sports complex including three sand soccer fields around a common covered spectator pavilion, mixed seating styles, locker and changing rooms, concessions and restroom facilities, and (3) all public and private infrastructure improvements required to facilitate the Project (collectively, the “Phase II Project”).

The unique mix of uses within the District will create tourism, entertainment, and retail opportunities not presently available in the City that will produce revenue through concession and ticket sales, as well as indirectly by inducing spillover demand at District destinations such as hotels, retail, and restaurants. The Developer’s market analysis indicates that the Phase II Project will attract a broad and desirable visitor demographic, consisting largely of families attending large events and competitions, which will generate additional demand at the District’s hotel, restaurants, and retailers. At full build-out, the total capital investment for the Phase II Project is estimated at approximately $12,590,000, the annual sales for Phases II is projected at approximately $2,255,000, and annual visitation for the Phase II Project is estimated at 351,840 to 422,400 visitors (with approximately 100,000 to 119,000 visitors coming from outside the State). This Amendment proposes that the Secretary approve the issuance of $10,000,000 in net STAR Bond proceeds to be disbursed to the Developer for uses contemplated hereunder.

B. Subject Property

The Phase II Project will be located in the Southwest corner of the District. A depiction of the District is attached hereto as Exhibit A, and a legal description of the District is attached hereto as Exhibit

2 74813570.7 B. A depiction generally depicting the location of the Phase II Project (the “Phase II Project Area”) is attached hereto as Exhibit C.

C. Established STAR Bond Project District

The Phase II Project Area is wholly within the District. The District Plan for the District (the “District Plan”) is as follows:

The buildings and facilities to be constructed or improved in the STAR bond project district may be described in a general manner as a mixed-use development consisting of some or all of the following uses: major multi-sport athletic complex, retail uses; restaurant uses; other general commercial development; hotel uses; residential uses; and associated public and private infrastructure. The STAR bond project district may consist of multiple STAR bond project areas as delineated in one or more STAR bond project plans to be approved for property within the STAR bond project district.

As noted above, the Secretary designated the STAR Bond Project District as an Eligible Area for STAR Bond Financing. This Amendment to the Original Project Plan is consistent with the District Plan as it contemplates the development of the Phase II Project as a major multi-sport athletic complex.

D. Summary of Feasibility Study

The Act requires that a feasibility study be prepared setting forth the following information: (i) whether a STAR bond project’s revenue and tax increment revenues and other available revenues are expected to exceed or be sufficient to pay for the project costs; (ii) the effect, if any, a STAR bond project will have on any outstanding special obligation bonds payable from certain revenues as described in the Act; (iii) a statement of how the jobs and taxes obtained from the STAR bond project will contribute significantly to the economic development of the state and region; (iv) visitation expectation; (v) the unique quality of the project; (vi) economic impact study; (vii) market study; (viii) market impact study; (ix) integration and collaboration with other resources or businesses; (x) the quality of service and experience provided, as measured against national consumer standards for the specific target market; (xi) project accountability, measured according to best industry practices; (xii) the expected return on state and local investment that the project is anticipated to produce; (xiii) a statement concerning whether a portion of the local sales and use taxes is pledged to other uses and is unavailable as revenue for the STAR bond project; and (xiv) an anticipated principal and interest payment schedule on the bond issue.

Canyon Research Southwest, Inc. (“Canyon”), a qualified third-party consultant that has evaluated numerous public financing projects across the State of Kansas, prepared the STAR Bond Feasibility Study – Olympic Park Phase 2 Project, dated November 2020 (the “Feasibility Study”), a copy of which is attached hereto as Exhibit H. This study analyzed the impact of the Phase II Project as it relates to the Original Project Plan. The findings of the Feasibility Study with respect to the Project, as expanded to include the Phase II Project, are described below.

1. Sufficiency of the Project’s Revenues Compared to the Project’s Costs

The Act requires an analysis of whether a project’s revenues are expected to exceed or be sufficient to pay for the costs of the Phase II Project (the “Phase II Project Costs”). This requires determining the Phase II Project costs eligible for reimbursement with STAR Bond Proceeds (the “Eligible II Project Costs”), and comparing them to the STAR Bond Proceeds expected to be generated within the STAR Bond Project Area.

3 74813570.7 Estimated Project Costs

Hard Costs TOTAL Infrastructure – ball fields $ 3,390,490 Infrastructure – sand sports $ 1,478,700 Hard Construction – ball fields $ 3,383,000 Hard Construction – sand sports $ 1,620,000 Architecture & Engineering – ball fields $ 235,000 Architecture & Engineering – sand sports $ 131,000 Subtotal $ 10,238,190 Contingency $ 1,023,819 Hard Costs Total $ 11,262,009

Soft Costs Third Party Professional Costs $ 75,000 Miscellaneous Soft Costs $ 1,187,650 Subtotal $ 1,262,650 Contingency $ 63,133 Soft Costs Total $ 1,325,783

TOTAL HARD COSTS $ 11,262,009 TOTAL SOFT COSTS $ 1,325,783 TOTAL PHASE II COSTS $ 12,587,792

Estimated Costs Eligible for Reimbursement

Of the total costs listed above, approximately $10,238,190 qualify under the Act as “Eligible Project Costs,” meaning that only those costs may be financed using STAR Bond Proceeds. These Eligible Phase II Project Costs are set forth by category and amount below (a detailed summary is attached as Exhibit E). The figure of $10,000,000 is comprised of the following components:

4 74813570.7 Hard Costs TOTAL Infrastructure – ball fields $ 3,390,490 Infrastructure – sand sports $ 1,478,700 Hard Construction – ball fields $ 3,383,000 Hard Construction – sand sports $ 1,620,000 Architecture & Engineering – ball fields $ 235,000 Architecture & Engineering – sand sports $ 131,000 Subtotal $ 10,238,190 Contingency $ 0 Hard Costs Total $ 10,238,190

Soft Costs Third Party Professional Costs $ 0 Miscellaneous Soft Costs $ 0 Subtotal $ 0 Contingency $ 0 Soft Costs Total $ 0

TOTAL HARD COSTS $ 10,238,190 TOTAL SOFT COSTS $ 0 TOTAL PHASE II COSTS $ 10,238,190

Tax Revenues Subject to Capture

Three streams of revenues are subject to being captured under the Act for a STAR Bond project: (1) State sales tax revenues generated within the Project based on the current sales tax rate of 6.50%; (2) the City’s own local sales tax or share of any County sales tax generated within the Project (approx. 1.007%), and (3) transient guest tax revenues generated within the Project based on the current sales tax rate of 6.00%. The share of Sedgwick County sales taxes that will be dedicated to the STAR Bonds will fluctuate annually.

Thus, for the purposes of revenue projections in the Original Project Plan, as amended hereby, the Developer has utilized the current 6.50% State sales tax figure, the 1.00% Goddard citywide sales tax, plus the Sedgwick County current distribution to the City, which is .007%, for a total of 7.507%.

Estimated STAR Bond Revenues

The Developer estimates, after consultation with City staff, consideration of the Feasibility Study and other economic projections in the area, and its own knowledge and experience, that at full build-out, the Phase II Project will produce an annual retail sales volume of approximately $2,255,000 growing annually by 2.0%. Thus, assuming a 7.507% sales tax capture rate, the Phase II Project will create annual STAR Bond revenue of $169,283 at stabilization. Total gross revenues produced over the remaining 20- year term of the Project are estimated at $2,355,078, which are subject to underwriting standards to make the STAR Bonds commercially marketable. The Developer assumed bond underwriting standards of a 5.0% net present value rate, 125% coverage ratio, 2% bond issuance costs, and reserves of 5%. A bond proforma is attached hereto as Exhibit F.

5 74813570.7 STAR Bonds will be issued in the net amount of $10,000,000 to finance the Phase II Project. Total STAR Bond revenues at stabilization are estimated to support a $3,200,000 annual debt service payment. For the new Phase II Bonds, through 2034, the Phase II Project will be able to use excess revenues from the District as a whole after the payment of debt service required on the Sales Tax Special Obligation Refunding Revenue Bonds (Olympic Park STAR Bond Project), Series 2019 (the “2019 Bonds”). Using the same underwriting standards noted above, the gross STAR Bond revenues of $59,988,760 would support full repayment of $10,000,000 in net STAR Bond proceeds for the Phase II Bonds. If build-out of the Phase II Project is reached in 2023, it is anticipated the 2019 Bonds and the Phase II Bonds would be repaid in eleven (11) years.

Summary of the STAR Bond Revenues and Project Costs

Phase II Project:  Estimated STAR Bond Project Costs – $12,587,792  Net STAR Bond Proceeds – $10,000,000  Required Private Debt/Equity – $2,587,792

2. Significant Contribution to Economic Development of the State and Region

The economic impact on the surrounding economy will be substantial, and the development of the Project, as amended to include the Phase II Project, will provide significant economic development, tourism, and new jobs for both the City and the State of Kansas. Build-out of the Phase II Project would result in an estimated construction phase economic output totaling approximately $15,540,000, direct and indirect job creation of 92 full-time equivalent and indirect jobs, and payroll of $5,100,000. The State is projected to collect approximately $214,000 in income tax revenues during the construction phase resulting from direct and indirect employment. Operation of the baseball and sand sport complexes planned for future construction within the Project District are estimated to generate direct and indirect employment of 56 full- time equivalent jobs, an annual payroll of $1,900,000, State personal income tax collections of $59,000 per year, annual sales of $2,255,000, and a total economic output of $3,200,000 annually.

At build-out, attendance to the Phase II Project is estimated at approximately 351,840 to 422,400 annual visitors, including 225,900 to 271,800 visitors from over 100 miles away. Out-of-state residents are estimated to account for nearly 28% of total visitation to the District, or approximately 100,000 to 119,000 visitors per year. These out-of-town visitation estimates meet the State of Kansas Secretary of Commerce guidelines that 30 percent of visitors to a proposed STAR Bond Redevelopment District travel beyond 100 miles and 20 percent reside out-of-state.

3. Projected Visitation

o Total of 351,840 to 422,400 annual visitors at full build-out o 100,000 to 119,000 of the visitors will come from outside of the State of Kansas (28%) o 125,900 to 150,600 of the visitors will come from outside of 100 miles of the Project (36%)

6 74813570.7 4. Impact on Outstanding Special Obligation Bonds

The Canyon Study analyzed what effect, if any, the Phase II Project would have on any outstanding STAR Bonds. The Kansas Secretary of Commerce has approved three other STAR bond projects in the Wichita MSA that incorporate major destination attractions, retail, entertainment and lodging.

Each active STAR bond project in the Wichita MSA supports distinct major tourism attractions, major multi-sport athletic complex, and retail components. However, as is identified in the Canyon Study, the K-96 STAR Bond Project in Wichita will also serve a youth sports market. However, given that the attraction for that site includes only indoor sporting courts and outdoor turf soccer fields (and no swimming/sand sport facilities), it is anticipated that the two projects will operate in harmony and will actually serve to boost each other’s visitation by making the area a larger youth sports destination. Thus, as noted in the Canyon Study, each project has a niche market to which it caters, and the projects, including this Project, function cohesively to create shared – rather than competitive – markets. It is anticipated that these projects will serve in a complementary capacity to one another, and this Project will not create any negative effect on the projects or any associated bonds that may be outstanding.

5. Market Study/Market Feasibility Study

The Canyon Study determined that there will be a significant positive impact on the local market, area, and State of Kansas as a result of the Project, including the Phase II Project as an addition thereto. Capital investment is estimated at $142,828,727, and the Project, as amended, is anticipated to create substantial employment and other related economic benefits that will serve the City for many years to come.

6. Meetings and Minutes

Upon approval of this Amendment by the City and prior to transmittal to the Secretary, the City Clerk will attach the minutes of all City meetings where the Project was discussed as Exhibit G.

E. Relocation Plan

The Developer owns all land in the Project Area. Any relocation required by this Amendment will be coordinated and funded by private arms-length transactions.

F. Sources and Uses

As discussed in greater detail above, the sources and uses for the Phase 3 Project are as follows:

 Estimated STAR Bond Project Costs – $12,587,792  Net STAR Bond Proceeds – $10,000,000  Required Private Debt/Equity – $2,587,792

7 74813570.7 III. Conclusion

As amended hereby, the STAR Bond Financing Project Plan provides for a major multi-sport athletic complex development that will create significant commercial activity, tourism, employment, and new revenues for the City and the State. The STAR Bond Financing Project Plan, as amended hereby, continues to meet the capital investment in excess of $142,828,727 and generate gross annual sales revenue in excess of $2,255,000. Additionally, the additional aggregate net bond proceeds amount of $10,000,000 for the Phase II Project in STAR Bond proceeds requested do not exceed 50% of the aggregate Project costs.

LIST OF EXHIBITS

Exhibit A – District Depiction Exhibit B – Legal Description of the District Exhibit C – Map Depiction of the Phase II Project Exhibit D – Estimated Phase II Project Costs Exhibit E – Estimated Phase II Eligible Costs Exhibit F – STAR Bond Proforma Exhibit G – Meeting Minutes Exhibit H – Canyon Study

8 74813570.7 EXHIBIT A

Depiction of the District

B-1 74813570.7 EXHIBIT B

Legal Description of the District

Lots 1, 2, 3, 4, and 5, Block A, Goddard Aquatic Center Addition, Goddard, Sedgwick County, Kansas.

B-2 74813570.7 EXHIBIT C

Depiction of the Location of Phase II Project

The Phase II Project is comprised of the five ball fields and three sand courts in the bottom left hand corner.

C-1 74813570.7 EXHIBIT D

Estimated Phase II Project Costs

West and East Phase 1 Cost Category Phase 2 Parcels Only

Land Acquisition $ 4,000,000 $ 2,500,000 $ - Subtotal: $ 4,000,000 $ 2,500,000 $ -

Infrastructure Phase 1 $ 12,596,950 $ 4,102,750 Ball Fields Complex Grading $ 830,000 Paving $ 1,355,000 Heavy Commerical Fire Line $ 170,000 Site Lighting $ 285,000 Storm Sewer $ 18,000 Detention Storage $ 320,000 Sanitary Sewer $ 84,000 Domestic Water $ 45,000 Gas Service $ 22,500 Sidewalks $ 89,990 Signage $ 171,000 Sand Sports Complex Grading $ 445,000 Paving $ 420,000 Heavy Commerical Fire Line $ 118,000 Site Lighting $ 210,000 Storm Sewer $ 72,000 Detention Storage $ 65,000 Sanitary Sewer $ 38,000 Domestic Water $ 24,000 Gas Service $ 13,500 Sidewalks $ 49,200 Signage $ 24,000 Subtotal: $ 12,596,950 $ 4,102,750 $ 4,869,190

Hard Construction Costs Phase 1 $ 83,654,813 $ 51,654,813 Ball Fields Complex Ball Fields $ 1,950,000 Restrooms and locker/Changing Rooms $ 335,000 Bleachers and Covered Seating $ 365,000 Scoreboards $ 145,000 Landscaping and irrigation $ 170,000 Sidewalks and pavilion area $ 128,000 Fencing and Dugouts $ 290,000

E-1 74813570.7 Sand Sports Complex Sand Courts $ 935,000 Restrooms and locker/Changing Rooms $ 185,000 Sidewalks and seating area $ 165,000 Fencing, Poles, Score Boards, Nets $ 335,000 Subtotal: $ 83,654,813 $ 51,654,813 $ 5,003,000

Architecture & Engineering Phase 1 $ 6,162,153 $ 1,362,153 Ball Fields Complex Ball Fields $ 165,000 Restrooms and seating areas $ 36,000 Scoreboards, Nets $ 34,000 Sand Sports Complex Volleyball and sand Sports $ 57,000 Restrooms and seating areas $ 48,000 Fencing, Poles, Score Boards, Nets $ 26,000 Subtotal: $ 6,162,153 $ 1,362,153 $ 366,000

Legal & Accounting Phase 1 $ 1,500,000 $ 700,000 Ball Fields Complex $ 57,000 Sand Sports Complex $ 18,000 Subtotal: $ 1,500,000 $ 700,000 $ 75,000

Sales Marketing $ 100,000 $ 70,000 $ 70,000 Retail Leasing $ 250,000 $ 175,000 $ - Travel & Conventions $ 25,000 $ 17,500 $ 17,500 Sales $ 5,000,000 $ - Subtotal: $ 5,375,000 $ 262,500 $ 87,500

Miscellaneous Soft Costs Property Taxes $ 500,000 $ 350,000 $ 200,000 Admin Overhead $ 500,000 $ 350,000 $ 150,000 Development Fees - 5% $ 2,182,741 $ 1,527,918 $ 250,150 Miscellaneous $ 2,500,000 $ 1,750,000 $ 500,000 Subtotal: $ 5,682,741 $ 3,977,918 $ 1,100,150

West and East Phase 1 Phase 2 Parcels Only Hard Costs Land Acquisition $ 4,000,000 $ 2,500,000 $ - Infrastructure $ 12,596,950 $ 4,102,750 $ 4,869,190 Hard Construction $ 83,654,813 $ 51,654,813 $ 5,003,000 Architecture & Engineering $ 6,162,153 $ 1,362,153 $ 366,000

Subtotal $ 106,413,916 $ 59,619,716 $ 10,238,190

E-2 74813570.7 Contingency - 10% $ 10,641,392 $ 5,961,972 $ 1,023,819 Hard Costs Total $ 117,055,308 $ 65,581,688 $ 11,262,009

Soft Costs Legal & Accounting $ 1,500,000 $ 700,000 $ 75,000 Sales $ 5,375,000 $ 262,500 $ 87,500 Miscellaneous Soft Costs $ 5,682,741 $ 3,977,918 $ 1,100,150

Subtotal $ 12,557,741 $ 4,940,418 $ 1,262,650 Contingency - 5% $ 627,887 $ 247,021 $ 63,133 Soft Costs Total $ 13,185,628 $ 5,187,439 $ 1,325,783

TOTAL HARD COSTS $ 117,055,308 $ 65,581,688 $ 11,262,009 TOTAL SOFT COSTS $ 13,185,628 $ 5,187,439 $ 1,325,783 TOTAL PROJECT COSTS $ 130,240,936 $ 70,769,127 $ 12,587,792

Note: Phase 1 received $25,400,000 of net STAR bond proceeds.

E-3 74813570.7 EXHIBIT E

Estimated Eligible Phase II Project Costs

Phase 2 STAR Phase 2 STAR Cost Category Bond Eligible Bond Uses

Land Acquisition $ - $ - Subtotal: $ - $ -

Infrastructure Phase 1 Ball Fields Complex Grading $ 830,000 $ 830,000 Paving $ 1,355,000 $ 1,355,000 Heavy Commercial Fire Line $ 170,000 $ 170,000 Site Lighting $ 285,000 $ 285,000 Storm Sewer $ 18,000 $ 18,000 Detention Storage $ 320,000 $ 320,000 Sanitary Sewer $ 84,000 $ 84,000 Domestic Water $ 45,000 $ 45,000 Gas Service $ 22,500 $ 22,500 Sidewalks $ 89,990 $ 89,990 Signage $ 171,000 $ 171,000 Sand Sports Complex Grading $ 445,000 $ 445,000 Paving $ 420,000 $ 420,000 Heavy Commercial Fire Line $ 118,000 $ 118,000 Site Lighting $ 210,000 $ 210,000 Storm Sewer $ 72,000 $ 72,000 Detention Storage $ 65,000 $ 65,000 Sanitary Sewer $ 38,000 $ 38,000 Domestic Water $ 24,000 $ 24,000 Gas Service $ 13,500 $ 13,500 Sidewalks $ 49,200 $ 49,200 Signage $ 24,000 $ 24,000 Subtotal: $ 4,869,190 $ 4,869,190

E-4 74813570.7 Sand Sports Complex Sand Courts $ 935,000 $ 935,000 Restrooms and locker/Changing Rooms $ 185,000 $ 185,000 Sidewalks and seating area $ 165,000 $ 165,000 Fencing, Poles, Score Boards, Nets $ 335,000 $ 335,000 Subtotal: $ 5,003,000 $ 5,003,000

Architecture & Engineering Phase 1 Ball Fields Complex Ball Fields $ 165,000 $ 127,810 Restrooms and seating areas $ 36,000 $ - Scoreboards, Nets $ 34,000 $ - Sand Sports Complex Volleyball and sand Sports $ 57,000 $ - Restrooms and seating areas $ 48,000 $ - Fencing, Poles, Score Boards, Nets $ 26,000 $ - Subtotal: $ 366,000 $ 127,810

Legal & Accounting Phase 1 Ball Fields Complex $ - $ - Sand Sports Complex $ - $ - Subtotal: $ - $ -

Sales Marketing Retail Leasing Travel & Conventions Sales Subtotal: $ - $ -

Miscellaneous Soft Costs Property Taxes $ - $ - Admin Overhead $ - $ - Development Fees - 5% $ - $ - Miscellaneous $ - $ - $ Subtotal: $ - -

Phase 2 STAR Phase 2 STAR Bond Eligible Bond Uses Hard Costs Land Acquisition $ - $ - Infrastructure $ 4,869,190 $ 4,869,190 Hard Construction $ 5,003,000 $ 5,003,000 Architecture & Engineering $ 366,000 $ 127,810

Subtotal $ 10,238,190 $ 10,000,000

E-5 74813570.7 Contingency - 10% $ - $ - Hard Costs Total $ 10,238,190 $ 10,000,000

Soft Costs Legal & Accounting $ - $ - Sales $ - $ - Miscellaneous Soft Costs $ - $ -

Subtotal $ - $ - Contingency - 5% $ - $ - Soft Costs Total $ - $ -

TOTAL HARD COSTS $ 10,238,190 $ 10,000,000 TOTAL SOFT COSTS $ - $ - TOTAL PROJECT COSTS $ 10,238,190 $ 10,000,000

E-6 74813570.7 EXHIBIT F

STAR Bond Proforma

F-1 74813570.7 GODDARD STAR BOND DISTRICT - PHASE 2 STAR BOND PROFORMA (Phase 2 Bonds)

Capture of Existing District Total STAR Bond Sales Tax Year Base Sales Total Phase 2 Sales STAR Bond Revenue (7.507%) Revenue Revenue 2021 $ - $ - $ - $ 3,607,982 $ 3,607,982 2022 $ - $ 1,127,500 $ 84,641 $ 3,680,142 $ 3,764,783 2023 $ - $ 2,255,000 $ 169,283 $ 3,753,744 $ 3,923,027 2024 $ - $ 2,300,100 $ 172,669 $ 3,828,819 $ 4,001,488 2025 $ - $ 2,346,102 $ 176,122 $ 3,905,396 $ 4,081,518 2026 $ - $ 2,393,024 $ 179,644 $ 3,983,504 $ 4,163,148 2027 $ - $ 2,440,885 $ 183,237 $ 4,063,174 $ 4,246,411 2028 $ - $ 2,489,702 $ 186,902 $ 4,144,437 $ 4,331,339 2029 $ - $ 2,539,496 $ 190,640 $ 4,227,326 $ 4,417,966 2030 $ - $ 2,590,286 $ 194,453 $ 4,311,872 $ 4,506,325 2031 $ - $ 2,642,092 $ 198,342 $ 4,398,110 $ 4,596,452 2032 $ - $ 2,694,934 $ 202,309 $ 4,486,072 $ 4,688,381 2033 $ - $ 2,748,832 $ 206,355 $ 4,575,794 $ 4,782,148 2034 $ - $ 2,803,809 $ 210,482 $ 4,667,309 $ 4,877,791 TOTAL: $ 2,355,078 $ 57,633,681 $ 59,988,760 NET PRESENT VALUE: $ 43,782,944 Gross Bond Proceeds (NPV / DSCR) $ 35,026,356 Less: Debt Service Reserve Fund* $ (1,751,318) Less: Capitalized Interest* $ - Less: Cost of Issuance* $ (875,659) Net Bond Proceeds $ 32,399,379

NOTES: City Sales Tax Rate: 1.00% County Sales Tax Rate: 1.00% County Sales Tax Rate Allocated to City: 0.007% State Sales Tax Rate: 6.50% STAR Bond Sales Tax Rate (w/ County Allocation): 7.507% Assumed Transient Guest Tax: 6.00% Projected Annual Sales Increase (After Stabilization): 2.00% Baseball Fields Assumed Sales at Build Out $ 830,000 Soccer Fields Assumed Sales at Build Out $ 425,000 Concessions Fields Assumed Sales at Build Out $ 1,000,000 Assumed Existing District Revenues $ 3,607,982 Assumed Sales Online 2021 0.00% Assumed Sales Online 2022 50.00% Assumed Sales Online 2023 100.00% Net Present Value: 5.00% Debt Service Coverage: 125.00% Bond Issuance Fee: 2.00% Capitalized Interest 0.00% Debt Service Reserve 5.00%

*Includes amounts required by the Sales Tax Special Obligation Refunding Revenue Bonds (Olympic Park STAR Bond Project), Series 2019.

75633973.2 EXHIBIT G

Meeting Minutes

To be included after approval of this Amendment

G-1 74813570.7 EXHIBIT H

Canyon Study

H-1 74813570.7 STAR BOND FEASIBILITY STUDY November 2020

Olympic Park Phase 2 Project Goddard Road and Kellogg Drive Goddard, Kansas

58533535.2 72851738.5 74663735.4 74663735.7 75289329.7 CANYON RESEARCH SOUTHWEST, INC. COMMERCIAL REAL ESTATE RESEARCH AND ANALYSIS

STAR BOND FEASIBILITY STUDY OLYMPIC PARK PHASE 2 PROJECT GODDARD ROAD AND KELLOGG DRIVE GODDARD, KANSAS

November 2020

Prepared for: Goddard Sports, LLC 10601 Mission Road, Suite 210 Leawood, KS 66206

Prepared by: Canyon Research Southwest, Inc. 475 Ellicott Street #301 Buffalo, NY 14203

PR# 2020.11.01

475 ELLICOTT STREET, SUITE 301 / BUFFALO, NY 14203 / (716) 327-5576 75289329.7 CANYON RESEARCH SOUTHWEST, INC. COMMERCIAL REAL ESTATE RESEARCH AND ANALYSIS

November 10, 2020

Rodney Steven Goddard Sports, LLC 10601 Mission Road, Suite 210 Leawood, KS 66206

RE: STAR Bond Feasibility Study Olympic Park Phase 2 Project; Goddard, Kansas

Mr. Steven:

In March 2014, Canyon Research Southwest, Inc. prepared a STAR Bond Feasibility Study for the Olympic Park Project (“District”) in Goddard, Kansas. The Project Plan called for a multi- sport athletic complex with the Goddard Aquatic Center & Sports Complex serving as the destination attraction featuring an Olympic-style indoor aquatic center, an outdoor pool area, and four baseball/softball fields. In May 2014, the Kansas Commerce Secretary approved the Olympic Park STAR Bond Project Plan.

In 2017, the Project Plan was modified slightly, with the principal adjustments including reducing the number of hotel rooms from 150 rooms to 100 rooms, reducing the pool in the aquatic center from 50 meters to 25 yards, and adding a waterpark, an Old Chicago pizza restaurant, and upgrades to the baseball complex.

In February 2020, the Genesis Sport Complex featuring five (5) turf baseball fields opened within the Project and has been met with strong market demand. Olympic Park Phase 2 is planned for five additional turf baseball fields along with a Sand Sports Complex consisting of three regulation-size sand soccer fields. Both facilities are designed to accommodate tournaments and league play. Pursuant to the STAR Bond Financing Act (the “Act”), Canyon Research Southwest, Inc. has prepared the attached STAR Bond Feasibility Study for the proposed Phase 2 project components.

Upon review of the report, should any questions arise, or additional information requested, contact me directly at (716) 327-5576.

Respectfully submitted,

CANYON RESEARCH SOUTHWEST, INC.

Eric S. Lander, Principal

475 ELLICOTT STREET, SUITE 301 / BUFFALO, NY 14203 / (716) 327-5576 75289329.7 T A B L E O F C O N T E N T S

Page #

SUMMARY OF MAJOR FINDINGS ...... ii

INTRODUCTION ...... 1 Study Objective and Organization ...... 1 Olympic Park Project Plan ...... 3

MARKET STUDY ...... 8 Tourism Destination Market Analysis ...... 9  Wichita Area Attractions ...... 9  Tourism Market Trends ...... 11 Athletic Facilities Market Analysis ...... 16  Sports Participation ...... 16  Comparable Athletic Facilities ...... 19  Assessment of Potential Market ...... 22  Facility Evaluation ...... 23  Conclusions ...... 24 Conclusions ...... 25

MARKET IMPACT STUDY ...... 26 Project Positioning and Unique Quality ...... 26 Synergy with Area Businesses and Attractions ...... 27 Impact on Comparable Market Area Businesses ...... 28 Estimated Customer/Visitor Counts ...... 29 Estimated Visitor Expenditures ...... 34 Impact on Active Kansas STAR Bond Projects ...... 36

ECONOMIC IMPACT STUDY ...... 48 Construction-Phase ...... 49 Operational-Phase ...... 50

STAR BOND REVENUE PROJECTIONS ...... 53 STAR Bond Revenues ...... 53 Supportable Bond Debt Estimate ...... 54

ADDENDA ...... 58 Exhibit A: Canyon Research Southwest, Inc. Client Roster ...... 59

Exhibit B: Canyon Research Southwest, Inc...... 62 List of Public Financing Projects

Exhibit C: Resume of Eric S. Lander, Principal ...... 64 Canyon Research Southwest, Inc. Canyon Research Southwest, Inc. i 75289329.7 SUMMARY OF MAJOR FINDINGS

Through STAR (“Sales Tax Revenue”) bonds as authorized by K.S.A. 12-1770, et seq. Goddard Sports, LLC is seeking approval to finance in part the Olympic Park Phase 2 Project located at North Goddard Road and West Kellogg Drive in Goddard, Kansas. The Project Plan calls for development of five (5) turf baseball fields and three (3) regulation-size sand soccer fields. STAR Bond approval requires the preparation of a Feasibility Study.

As part of the STAR bond application process Canyon Research Southwest, Inc. has prepared the enclosed STAR Bond Feasibility Study. The study evaluates the feasibility of the Olympic Park Phase 2 Project by addressing each of the evaluation criteria outlined in Kansas statutes. The report’s major findings are summarized in the text below. Market Study Conclusions

The Olympic Park Project District occupies a 280-acre site located at North Goddard Road and West Kellogg Drive in Goddard, Kansas. The Project Plan designated the site for mixed-use development with the Goddard Aquatic Center & Sports Complex (“GAC”) serving as the principal “destination attraction”. Complementary project components include a baseball and sand court complex, health club, waterpark, hotel, and retail.

The Genesis Sports Complex has opened within the Olympic Park Project District featuring five (5) synthetic turf baseball fields. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021. The next phase of development includes an expansion of the Genesis Sports Complex with five (5) additional turf baseball fields along with three (3) regulation-size sand soccer fields. The expanded ten (10) field baseball complex will offer the capacity and amenities to host local and regional tournaments and clinics with the turf fields effectively extending the seasonal play.

Direct competition within the Wichita MSA for comparable baseball and sand court facilities is modest. Only park and recreation facilities operating in the Wichita area compare, that being the Westurban Baseball with eleven lighted fields. While several YMCA facilities offer indoor and outdoor baseball venues, they are not viewed as directly competitive. Wichita Sports Forum features three outdoor and four indoor sand volleyball courts that can be converted into two sand soccer fields, eight batting cages, and one regulation-size turf infield. This modest level of competition bodes well for the successful market entry and long-term operation of Olympic Park’s proposed turf baseball fields and sand soccer complex.

The Olympic Park Phase 2 Project is a feasible site for the proposed baseball and sand soccer complexes, possessing a unique location within a large-scale, mixed-use development featuring complementary uses, access to a large regional population and tourism market, and the necessary site access, visibility and exposure. The proposed athletic facilities will benefit from a synergistic effect of the existing Genesis Sports Complex as well as the health club, hotel, pre-school, competitive aquatic center, and waterpark currently under construction.

Canyon Research Southwest, Inc. ii 75289329.7 Wichita’s status as a tourism destination and synergy with the existing Genesis Sports Complex and the neighboring athletic and lodging facilities currently under construction provides the opportunity for the Olympic Park Phase 2 Project to attract the necessary league play and tournaments to support feasible development. The critical mass of athletic attractions unique to the local market will create a regional amateur sports destination catering to both residents and out-of-town visitors. Market Impact Study Findings

The Market Impact Study examined the impact the Olympic Park Phase 2 Project’s proposed baseball and sand soccer complexes will have on the local economy and tourism industry. Specific issues examined include:

1. Project positioning and unique quality 2. Project’s synergy with area attractions 3. Impact on comparable market area businesses 4. Expected draw of tourists from out-of-state and from more than 100 miles away 5. Estimate the project’s retail sales at build-out 6. Impact on active STAR bond projects Project Positioning and Unique Quality

The Olympic Park Project Plan features a state-of-the-art multi-sport athletic complex that includes an aquatic center, baseball and sand sports complexes, waterpark, hotel, retail, and dining. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021. When fully developed, Olympic Park will function as a destination attraction serving a regional and national market.

Olympic Park Phase 2 will include expansion of the Genesis Sport Complex with five (5) additional turf baseball fields along with the Sand Sports Complex featuring three (3) regulation- size sand soccer fields. The five (5) additional baseball fields will elevate the Genesis Sports Complex to a tournament quality venue capable of hosting regional events and the Sand Sports Complex will introduce a new sport to Kansas and the Midwest. These athletic facilities will complement the existing and under construction project components and distinguish Olympic Park as a sports and entertainment destination.

Through a mix of athletic, entertainment, lodging, and retail uses the Olympic Park Project District is positioned as a unique visitor destination supporting a regional and national draw. The mix of athletic facilities are designed to capitalize on the nation’s growing amateur sports and recreation market. Together with the existing and pending uses within the Project District, the Phase 2 uses, concepts, and positioning are designed to expand on the sports theme with the potential to host large visitor volumes, draw out-of-town travelers, and capture visitor expenditures. Synergy with Area Attractions

Much like business clusters, the clustering of destination attractions creates the critical mass necessary to generate and sustain increased visitation and expenditures. Most tourism clusters also have strong linkages to other closely related and supporting industries such as transportation, Canyon Research Southwest, Inc. iii 75289329.7 lodging, retail, and food and beverage. Therefore, the larger cluster of attractions in a tourist destination supports the greater creation of the direct and indirect economic benefits.

The Wichita area supports a wide selection of sports, entertainment, cultural, educational, and historic attractions that draw out-of-town visitors. In 2017, the Wichita area, captured $1.51 billion in visitor expenditures, trailing only Johnson County (Kansas City MSA) in total tourism expenditures statewide. Based on the theory of tourism clusters, the introduction of additional complimentary destination attractions will improve the Wichita area’s status as a regional destination and generate increased visitation counts, expenditures, and economic activity.

The Olympic Park Phase 2 Project’s destination attractions include the Genesis Sports Complex and Sand Sports Complex. By virtue of differing content and market positioning, these attractions complement and have a synergistic effect on Wichita’s tourism industry and the heightened out- of-town visitation is expected to translate to increased attendance and expenditures at existing sports, entertainment, family, and retail attractions. The presence of a growing cluster of sports and athletic attractions enhances and strengthens Wichita’s tourism industry.

Large tournaments and league play held at the Olympic Park Phase 2 Project’s proposed baseball and sand sports complexes may require co-hosting with other Wichita area sports facilities. For example, the Westurban Baseball with eleven lighted fields could co-host baseball tournaments and Wichita Sports Forum with two full-size sand soccer fields and eight batting cages could host team training and practices.

Out-of-town visitors to youth and adult sporting events are potential customers for such family- oriented attractions as the Sedgwick County Zoo, Botanica, Exploration Place, and Field Station Dinosaurs, as well as sports and recreation venues such as All Star Adventures, Allstar Sports, Alley Indoor Entertainment, and Rock River Rapids. Area restaurants, hotels and transportation companies will also benefit economically from development and operation of the Olympic Park Phase 2 Project.

To conclude, by increasing the critical mass and scope of destination attractions the Olympic Park Phase 2 Project will improve Wichita’s competitive position as a tourism destination as well as complement the existing visitor attractions. Furthermore, when combined with the existing and pending attractions within the Olympic Park Project District, Phase 2 will create a unique sports and entertainment destination and further strengthen the draw and economic impact of the Olympic Park Project District. Impact on Comparable Area Businesses

Future development as part of the Olympic Park Phase 2 Project includes five (5) turf baseball fields and three (3) outdoor, regulation size sand soccer fields designed for soccer use. This section of the study examined the impact of these project components upon similar businesses in the Wichita MSA (i.e., that the project will increase the total in the surrounding area, not diminish sales from existing retailers in the surrounding area).

Two active STAR Bond projects in the Wichita area possess sports and athletic facilities. The K- 96 and Greenwich project features the Wichita Sports Forum and Aviate Extreme, an indoor multisport facility with baseball batting cages and two indoor sand soccer fields only available for Canyon Research Southwest, Inc. iv 75289329.7 practice and training. The Derby STAR Bond Project District Phase 2 has been approved for indoor and outdoor hard courts, outdoor sand courts, an outdoor games area, and a full-service restaurant. The venue will accommodate the play of badminton, paddleball, sand volleyball, yard games, and spikeball. Phase 3 is designed with an indoor rock wall, BMX bike park, training area, fitness center, wellness center, yoga and fitness classes, co-workspace, a café, and locker rooms.

Given the differing athletic facilities and market positioning of these two STAR Bond projects, it has been determined that the baseball and sand sports complexes planned for Olympic Park Phase 2 will not adversely impact the sales of the comparable market area sports, recreation, retail, and restaurant businesses.

The most comparable baseball facility operating in the Wichita area is the Westurban Baseball with eleven lighted fields. The complex is home to the Greater Wichita Athletic League Baseball Program, several independent schools, and Walter Johnson Semi-Pro Teams. The 10-field Genesis Sports Complex will focus on hosting regional baseball and softball tournaments and in some case can co-host larger tournaments with Westurban Baseball.

No comparable sand soccer complexes operate in the Wichita area. The closest comparable venue in Kansas is the Thunder Beach Sand Soccer Complex in Shawnee, Kansas.

Tournament and league play at the Olympic Park Phase 2 Project are estimated to total 351,840 to 422,400 annual visitors. Visitor spending is estimated at $89 million to $107 million annually and available for capture by businesses throughout the Wichita MSA.

This study examined the impact of the Project upon similar sports and entertainment businesses in the Wichita area and found that the project will increase total economic activity in the region and not diminish sales from existing businesses. Out-of-town visitation to the Project is expected to generate increased visitor expenditures on retail goods and services, food and beverage, and lodging in the Wichita area, providing an opportunity for existing local businesses to capture increased future sales volumes. Therefore, this report concluded that the baseball and sand sports complexes planned for the Project are not expected to adversely impact the sales of the comparable market area sports and entertainment businesses. Forecast Customer/Visitor Counts

At build-out and stabilization, the Olympic Park Phase 2 Project is estimated to attract approximately 351,840 to 422,400 visitors per year. Residents living within a 100-mile radius are forecast to account for approximately 63 percent of total visitation, 5 percent of which will be out- of-state visitors. Regional visitors traveling more than 100 miles are forecast to account for the remaining 36 percent of total visitation, 69.8 percent of which will be out-of-state and international visitors.

In total, out-of-state residents are estimated to account for approximately 28.2 percent of total visitation, or approximately 100,000 to 119,000 visitors per year. These out-of-town visitation trend estimates meets the State of Kansas Secretary of Commerce guidelines that 30 percent of visitors to a prospective STAR Bond District travel beyond 100 miles and 20 percent reside out- of-state.

Canyon Research Southwest, Inc. v 75289329.7 Olympic Park Phase 2 Project Estimated Visitation Patterns – Conservative Scenario

Total Out-of-State Market Visitor Origination Visitors Visitors Share

Within a 100-Mile Radius 225,900 11,295 5.0% Outside of a 100-Mile Radius 125,940 87,960 69.8% Totals 351,840 99,255 28.2% Source: Canyon Research Southwest, Inc.

Estimated Retail Sales

Annual league and tournament attendance to the Olympic Park Phase 2 Project ’s planned baseball and sand soccer complexes are estimated at approximately 351,840 to 422,400 players and fans. Approximately 60 percent of all visitors to the Project are anticipated to be from out-of-town and considered overnight visitors, with daytrips accounting for the remaining 40 percent.

Olympic Park Phase 2 Project Annual Visitor Expenditure Estimates

Low High

Overnight Visitors Number of Visitors 211,104 253,440 Expenditures Per Trip $367 $367 Total Expenditures $77,475,168 $93,012,480

Day Trippers Number of Visitors 140,736 168,960 Expenditures Per Trip $83 $83 Total Expenditures $11,681,088 $14,023,680

Grand Total Annual Visitor Expenditures $89,156,256 $107,036,160

The planned baseball and sand soccer complexes are estimated to generate off-site visitor expenditures of approximately $89 million to $107 million per year.

Canyon Research Southwest, Inc. vi 75289329.7 Impact on Active STAR Bond Projects

Thirteen active STAR Bond Districts in Kansas collectively possess outstanding bond debt totaling approximately $452 million. Three STAR Bond Districts are in the Wichita MSA and projects in Wichita, Kansas City, Salina, and Garden City include multi-sport athletic facilities. The Homefield Youth Baseball Complex planned for the Village East Project District and the Derby Sports Zone planned for the Derby Project District are the most comparable athletic facilities to the baseball and sand soccer complexes proposed for the Olympic Park Phase 2 Project. However, given the location and market positioning of these athletic facilities it was concluded that they will not pose as direct competition to the baseball and sand soccer complexes proposed for the Olympic Park Phase 2 Project.

The study concluded that continued development of the Olympic Park Phase 2 Project will not have a measurable adverse impact on visitor volumes, retail sales volumes and STAR bond revenues on those STAR Bond Districts with outstanding bond debt. Therefore, the operation of additional development within the Olympic Park Phase 2 Project is not anticipated to cause default in the payment of outstanding STAR bonds. Economic Impact Study Findings

Total project construction costs for the baseball and sand sport complexes planned for the Olympic Park Phase 2 Project are estimated at approximately $12.6 million. The construction-phase would result in an estimated total economic output of approximately $17.64 million, creation of 104 full- time equivalent direct and indirect jobs, a payroll of approximately $5.8 million, and State personal income tax collections of approximately $243,000.

Upon completion and full operation, the Project is estimated to generate direct and indirect employment of 56 full-time equivalent jobs, an annual payroll of $1.9 million, State personal income tax collections of $59,000 per year, annual on-site sales of $2,255,000, and a total economic output of $3.2 million annually.

In addition, the Project is estimated to attract approximately 351,840 to 442,400 annual visitors, generating total annual expenditures of $89 million to $107 million on lodging, shopping, food and beverage, recreation and entertainment, and transportation. The total economic output generated by the visitor expenditures are estimated at $125 million to $150 million annually.

At build-out and stabilized operations, the Project’s baseball and sand soccer complexes are estimated to attract approximately 211,100 to 253,440 annual overnight visitors. The estimated room night demand by overnight visitors is enough to support approximately 597 to 716 hotel rooms

To conclude, build-out and operation of the Olympic Park Phase 2 Project will contribute significantly to the state and local economy by generating construction and permanent jobs; attracting out-of-state visitors, spending and lodging demand; strengthening the Wichita area’s status as a tourist destination; and yielding state income tax revenues.

Canyon Research Southwest, Inc. vii 75289329.7 Canyon Research Southwest, Inc. ix 75289329.7 STAR Bond Revenue Projections

Total project costs for the Project District are estimated at approximately $12.6 million with STAR Bond reimbursable project costs estimated at approximately $10 million.

According to the STAR Bonds 2019 Annual Report, during 2014 bonds in the amount $30 million were issued for the Olympic Park STAR Bond Project. The 2014 bonds were paid in full on November 21, 2019 in connection with the issuance of refunding bonds in the amount of $25,880,000.

For the new Phase 2 bonds, through 2034, the Phase 2 Project will be able to use excess revenues from the District as a whole. The statutory maturity period for the Phase 2 bonds will track that of the Phase 1 bonds through year-end 2034.

Throughout the statutory STAR bond maturity period the gross Sales Tax Special Obligation Bond revenues captured by the Olympic Park Phase 2 Project are estimated at approximately $60.3 million, yielding a net present value of $44.1 million. Accounting for bond issuance costs and reserve fund allocation, net proceeds of approximately $31.0 million are available to service bond debt.

Canyon Research Southwest, Inc. viii 75289329.7 Supportable STAR Bond Debt Estimates Olympic Park Phase 2 Project

Phase 2 Capture of Total Present Net Less: Debt Net STAR Bond District Excess STAR Bond Value Present Coverage STAR Bond Year Revenue Revenue Revenue 5.0% Value 1.25 Proceeds

2021 $169,283 $3,607,982 $3,777,265 1.000000 $3,777,265 $755,453 $3,021,812 2022 $172,669 $3,680,142 $3,852,810 0.952381 $3,669,343 $733,869 $2,935,475 2023 $176,122 $3,753,744 $3,929,866 0.907029 $3,564,503 $712,901 $2,851,602 2024 $179,644 $3,828,819 $4,008,464 0.863838 $3,462,663 $692,533 $2,770,131 2025 $183,237 $3,905,396 $4,088,633 0.822702 $3,363,727 $672,745 $2,690,981 2026 $186,902 $3,983,504 $4,170,406 0.783526 $3,267,621 $653,524 $2,614,097 2027 $190,640 $4,063,174 $4,253,814 0.746215 $3,174,260 $634,852 $2,539,408 2028 $194,453 $4,144,437 $4,338,890 0.710681 $3,083,567 $616,713 $2,466,853 2029 $198,342 $4,227,326 $4,425,668 0.676839 $2,995,465 $599,093 $2,396,372 2030 $202,309 $4,311,872 $4,514,181 0.644609 $2,909,882 $581,976 $2,327,905 2031 $206,355 $4,398,110 $4,604,465 0.613913 $2,826,741 $565,348 $2,261,393 2032 $210,482 $4,486,072 $4,696,554 0.584679 $2,745,977 $549,195 $2,196,781 2033 $214,692 $4,575,794 $4,790,485 0.556837 $2,667,519 $533,504 $2,134,016 2034 $218,985 $4,667,309 $4,886,295 0.530321 $2,591,305 $518,261 $2,073,044

Total $2,704,114 $57,633,681 $60,337,795 $44,099,836 $8,819,967 $35,279,869 Less: Bond Issuance Costs (12%) -$4,233,584 STAR Bond Proceeds Available for Debt Service $31,046,284 Source: Canyon Research Southwest, Inc.; November 2020.

Canyon Research Southwest, Inc. ix 75289329.7 STAR BOND FEASIBILITY STUDY OLYMPIC PARK PHASE 2 PROJECT GODDARD ROAD AND KELLOGG DRIVE GODDARD, KANSAS

November 2020

Canyon Research Southwest, Inc. x 75289329.7 INTRODUCTION

Study Objective and Organization

Sales Tax Revenue (“STAR”) bonds as authorized by the STAR Bond Financing Act, K.S.A. 12- 17,160, et seq. are being sought to assist in funding a portion of the Olympic Park Project Phase 2 to be located at Goddard Road and Kellogg Drive in Goddard, Kansas.

STAR bonds provide Kansas municipalities the opportunity to issue bonds to finance the development of major commercial entertainment and tourism areas and use revenues received by the city and county from any transient guest taxes, local sales taxes and use taxes generated by the development to pay off the bonds. STAR bonds possess a 20-year term. In order to be considered a major commercial entertainment and tourism area, a proposed project must be capable of being characterized as a statewide and regional destination, and include a high quality innovative entertainment and tourism attraction, containing unique features which will increase tourism, generate significant positive and diverse economic and fiscal impacts and be capable of sustainable development over time. The STAR bond program in Kansas was scheduled to expire on July 1, 2017. In June 2017, Gov. Brownback signed a bill reauthorizing the STAR Bond program for three more years, with a sunset date of July 1, 2020. During the 2020 Kansas Legislative Session, the STAR Bond program was extended until July 1, 2021.

The Kansas Secretary of Commerce ultimately approves the use of STAR bond proceeds within a STAR Bond Project District once the District is established by a governing body.

Pursuant to the STAR Bond Financing Act, STAR Bond Project Plans must be accompanied by a Feasibility Study that examines the impact of the proposed development or special bond project upon similar businesses in the project market area, quantifies out-of-state visitation, forecasts the project’s economic impact and evaluates the project’s ability to remain profitable past the term of the STAR bonds. According to K.S.A. 12-17,116(b) the Feasibility Study should contain the following:

 Whether a STAR bond project’s revenue and tax increment revenue and other available revenues are expected to exceed or be enough to pay for the project costs.

 The effect, if any, a STAR bond project will have on any outstanding special obligation bonds payable from the revenues described in K.S.A. 12-17,169.

 A statement of how the jobs and taxes obtained from the STAR bond project will contribute significantly to the economic development of the state and region.

 Visitation expectations; the unique quality of the project; economic impact study; and integration and collaboration with other resources or businesses.

 The quality of service, and experience provided, as measured against national consumer standards for the specific target market.

Canyon Research Southwest, Inc. 1 75289329.7  Project accountability measured according to best industry practices.

 The expected return on state and local investment that the project is anticipated to produce.

 A statement concerning whether a portion of the local sales and use taxes are pledged to other uses and are unavailable as revenue for the project and, if the revenues are so committed, a detailed explanation of the commitment and the effect.

 An anticipated principal and interest payment schedule on the bond issue.

The Market Study component of the Feasibility Study determines the ability of the STAR bond project to gain market share locally, regionally, and nationally and the ability of the project to gain enough market share to:

 Remain profitable past the term of repayment; and

 Maintain status as a significant factor for travel decisions.

The Marketing Impact Study component of the Feasibility Study examines the impact of the special bond project upon similar businesses in the project’s market area (i.e., that the project will increase total sales in the surrounding area, not diminish sales from existing retailers).

All market data referenced in the Feasibility Study is historical in context and is pre-COVID. Market data since early March 2020 at the commencement of the COVID pandemic economic shutdown was not referenced as is not considered representative of market conditions moving forward.

Canyon Research Southwest, Inc. 2 75289329.7 Olympic Park Project District Plan

In May 2014, the Kansas Commerce Secretary approved the Olympic Park STAR Bond Project Plan and the issuance of up to $25.4 million in net STAR Bond financing. The City of Goddard committed to contribute $4.75 million for infrastructure improvements and private investments will reach $44 million. Total project costs are estimated at $155 million.

The Olympic Park Project District occupies a 280-acre site located at North Goddard Road and West Kellogg Drive in Goddard, Kansas. The original approved Project Plan designated the site for mixed-use development with the Goddard Aquatic Center & Sports Complex (“GAC”) serving as the principal “destination attraction”. The GAC was originally designed with four pools, including a long course pool, a short course pool, a 25-meter training pool, a 25-meter dive pool, a therapy pool, and training rooms. The goal was for the GAC to operate as a year-round training, educational and event center with facilities capable of hosting regional and national swimming, diving, baseball, and softball tournaments.

The original Project Plan also included a 150-room all-suites hotel and conference center, four tournament quality baseball and softball fields, and 353,500 square feet of retail space to accompany the GAC. Approximately 60 acres of land was designated for future development. Development of the Project commenced with the January 11, 2013 opening of a Walmart Supercenter located at the southwest corner of 183rd Street and West Kellogg Drive.

The original Project Plan has been slightly modified. The principal adjustments to the Project Plan involve reducing the number of hotel rooms from 150 rooms to 100 rooms, reducing the pool in the aquatic center from 50 meters to 25 yards, and adding a waterpark, a 250-seat Old Chicago pizza restaurant, and upgrades to the baseball complex. The waterpark will be similar in design to the Parrot Cove Indoor Waterpark located in Garden City, Kansas. The modified Project Plan also includes 137,298 square feet of retail space and 40,000 square feet of out parcel space. Components of the original and modified Project Plans are summarized in the table below with the modified Project Plan illustrated on page 4.

Olympic Park Project Plan Comparison

Original Modified Project Component Project Plan Project Plan

Existing Development Walmart Supercenter 150,000 SF 150,000 SF

Future Development Aquatic Center Pool 50 Meters 25 Meters Baseball/Softball Fields 4 Fields 5 Fields Hotel 150 Rooms 100 Rooms Retail 155,000 SF 137,298 SF Out Parcels 38,500 SF 40,000 SF Old Chicago Pizza 250 Seats Waterpark 32,500 SF Canyon Research Southwest, Inc. 3 75289329.7 Olympic Park STAR Bond District Revised Project Plan

Canyon Research Southwest, Inc. 4 75289329.7 In February 2020, the Genesis Sports Complex opened within the Olympic Park Project District featuring five (5) synthetic turf baseball fields designed to host league and tournament play. The turf fields eliminate rain outs and extends league play. Additional complex features include replay cameras, shaded bleachers, adjustable outfield fences, LED lighting, and air-conditioned concessions with an upper deck. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021.

The Olympic Park Phase 2 Project Plan calls for development of five (5) additional turf baseball fields and a Sand Sports Complex featuring three (3) outdoor sand soccer fields. This expansion of the Genesis Sports Complex will be located immediately west of the existing facility. The addition of five turf baseball fields, along with the health club and hotel now under construction, will greatly improve the ability of the Genesis Sports Complex to host regional baseball and softball tournaments.

The 5-field expansion will feature a pinwheel design like that of the existing Genesis Sports Complex (see field design on following page). All five fields will be fully turfed for year-round, all-weather play. The fields will all have 210-feet down the foul line and 230-feet to the center field fence. Each of the five fields will have spectator seating, team dugouts and bullpens, and LED lighting allowing for evening games.

A new concession area will house public toilets, changing rooms, concessions, storage, and some administrative functions. The area between the fields and around the concession area will be paved with concrete. Picnic tables and trash receptacles will be placed around the complex for the spectators.

Canyon Research Southwest, Inc. 5 75289329.7 The Sand Sports Complex will start out with three (3) sand soccer fields located around a common pavilion. The sand soccer fields will be constructed to be compliant with the North American Sand Soccer Championship standards. Generally, there are two sizes 25 x35 yard for most divisions and 30x40 yards for certain adult divisions. The sand area for the three fields will be sized to support the 30x40 yard layout, which can then also accommodate the smaller field configuration. The soccer goals are 6-foot x 12-foot for the 25x35 fields and 7-foot x 18-foot for the 30x40 fields.

Perimeter will be a nylon tape anchored into the sand. The fields are split into four areas – midfield line with a penalty area line on each side. The imaginary lines that create these areas are designated with flag markers along the sidelines. Substitutes, team delegates and other spectators will remain at least 6-feet from the touch lines. To insure this, a low plastic fence goes around the playing field (mounted in the sand).

A netting fence will be erected behind the two goals to function as a backstop. These soccer backstops will be constructed from black painted steel fence posts 10’ high with black netting tied off to the posts.

The pavilion will have concessions, toilet facilities and administrative and support offices. A large patio is planned for three sides of the pavilion to provide shade for the spectators. The covered patio will have a combination of seating styles that includes picnic tables for families and teams. Locker and changing rooms with be available for the players.

The Sand Sports Complex Project Plan is illustrated on the following page. Canyon Research Southwest, Inc. 6 75289329.7 Canyon Research Southwest, Inc. 7 75289329.7 MARKET STUDY

The Market Study portion of the report evaluates the ability of the Olympic Park Phase 2 Project to gain market share locally, regionally, and nationally and the ability of the project to gain enough market share to:

 Remain profitable past the term of repayment, and

 Maintain status as a significant factor for travel decisions.

The Market Study portion of the report evaluates the suitability of the Olympic Park Phase 2 Project to facilitate expansion of the Genesis Sports Complex and construction of the Sand Sports Complex. In doing so, the Market Study examined Wichita’s tourism market and the ability of the local market to support additional baseball fields.

The Tourism Destination Market Analysis section identifies major attractions operating in the Wichita area as well as quantifies trends in visitation and spending. This analysis will assist in forecasting visitation levels.

The Project Plan calls for five (5) turf baseball fields and three (3) outdoor sand soccer fields. The Athletic Facility Market Analysis evaluates the market potential of supporting these proposed athletic facilities by identifying sports participation trends, comparable athletic facilities, and assessment of potential markets.

Based on the findings of the Market Study the report determined suitability of the Olympic Park Phase 2 Project as a prospective location for future development and continued operation of the proposed baseball and sand soccer complexes.

Canyon Research Southwest, Inc. 8 75289329.7 Tourism Destination Market Analysis Wichita Area Attractions

The Olympic Park Phase 2 Project is designed as a regional sports and recreation destination capable of attracting out-of-town visitors. The Project Plan calls for development of five (5) turf baseball fields and three (3) regulation-size sand soccer fields.

Wichita’s cluster of family, arts, cultural, sports, and entertainment attractions serve as major destinations for out-of-town visitors. Principal family attractions include the Sedgwick County Zoo, Botanica, Exploration Place, and Field Station Dinosaurs, while sports and recreation venues include All Star Adventures, Allstar Sports, Alley Indoor Entertainment, Rock River Rapids, and Bar2Bar MX Park. A list of Wichita area attractions is provided on the following page.

The Sedgwick County Zoo is an AZA-accredited wildlife park and is recognized both nationally and internationally for its support of conservation programs and successful breeding of rare and endangered species. With over 2,500 animals of nearly 500 different species, the zoo is the 7th largest in the country and now ranks as the number one outdoor tourist attraction in Kansas.

Botanica, The Wichita Gardens was opened in 1987 and now encompasses 17.6 acres of botanical gardens and is city-owned as part of the Wichita Park System and is operated by Botanica, Inc., a non-profit. This botanical paradise features more than 4,000 species of plants both native and new to the region. Twenty-six themed display gardens such as the Butterfly Garden, Woodland Bird Garden, Shakespearean Garden, Sensory Garden, and Wildflower Meadow. The Downing Children's Garden features several themed areas including the monster woods, salamander stream, granddaddy's musical maze, a rainbow and sunflower fountain and plaza.

The Crown Uptown Dinner Theatre, Cabaret Oldtown, Mosley Street Melodrama and Music Theatre of Wichita offer musical and theatre performances and bring Broadway to Wichita. The historic Orpheum Theatre is a mecca for performing arts and hosts the annual Tallgrass Film Festival. Other performing arts attractions in the Wichita area include the Wichita Symphony Orchestra, Ballet Wichita, Chamber Music at the Barn, Roxy’s Downtown and Wichita Grand Opera. The visual arts in Wichita are represented by the Coutts Museum of Art in El Dorado, Ulrich Museum of Art at Wichita State University, Wichita Art Museum and Wichita Center for the Arts. Collectively, these performing and visual arts attractions establish the Wichita area as the principal cultural center for central and western Kansas.

The Wichita area hosts a variety of festivals and multicultural events, including the American Indian Festival, Asian Festival, Automobilia Car Show & Street Party, Autumn & Art, Black Arts Festival, Derby BBQ and Music Fest, ICT R+FEST, Riverfest and Tallgrass Film Festival.

To conclude, the Wichita area supports a wide selection of arts, cultural, sports, and entertainment attractions and annual events that have established the area as a tourism destination. The Olympic Park Phase 2 Project is designed to complement Wichita’s existing sports and recreation venues by providing a tournament quality sports destination that will broaden the existing amateur sports market and generate increased visitation, expenditures, and lodging demand to the area.

Canyon Research Southwest, Inc. 9 75289329.7 Wichita Area Visitor Attractions

Attraction

Family Fun Sedgwick County Zoo Exploration Place Botanica Wichita Tanganyika Wildlife Park Field Station Dinosaurs Splash Aqua Park Urban Air Trampoline Park Rock River Rapids

Art, Museums & Entertainment Wichita Symphony Orchestra Ballet Wichita Wichita Grand Opera Music Theatre Wichita CityArts Mark Arts Gallery Alley Keeper of the Plains Mid-America All-Indian Center Wichita Art Museum Ulrich Museum of Art Strataca Museum of World Treasures Cosmosphere International SciEd Center & Space Museum Kansas Aviation Museum Frank Lloyd Wright's Allen House Museum Great Plains Transportation Museum Crown Uptown Theatre Orpheum Theatre INTRUST Bank Arena Hartman Arena Kansas Sports Hall of Fame

Sports & Recreation Bliss Climbing & Fitness All Star Adventures & Allstar Sports The Alley Indoor Entertainment Bar2Bar MX Park YMCA Waterparks

Canyon Research Southwest, Inc. 10 75289329.7 Tourism Market Trends

Tourism employment ranks as the 8th largest industry in Kansas supporting 65,352 jobs. According to the Economic Impact of Travel in Kansas 2018 prepared by Tourism Economics, the Kansas tourism market has rebounded from the national recession marked by gradual increases in annual visitation and expenditures. Since 2011, annual visitation to Kansas has increased by 3.5 million visitors. During 2018, Kansas hosted an estimated 35.6 million visitors, including approximately 21 million-day travelers and 14.5 million overnight visitors.

Kansas Trends in Annual Visitors (Millions)

35.7 35.5 35.6 35.3

34.4 33.7 33.4

32.1

2011 2012 2013 2014 2015 2016 2017 2018

Visitor spending in Kansas has grown from $5.35 billion in 2011 to $7.08 billion in 2018, an increase of 32.3 percent. Overnight visitors to Kansas accounted for over 75 percent of total tourist expenditures. Tourism’s direct and indirect economic impact on the State of Kansas was estimated at $11.3 billion for 2018.

Kansas Visitor Expenditures ($ Billions)

$7.08 $6.69 $6.79 $6.29 $6.55 $5.81 $5.97 $5.35

2011 2012 2013 2014 2015 2016 2017 2018

Canyon Research Southwest, Inc. 11 75289329.7 May through October is the state’s peak travel season. The Kansas City and Wichita metropolitan areas serve as the State’s principal tourism destinations. Kansas hosted 35.6 million visitors in 2018, of which over 60 percent were day travelers. Leisure travelers accounted for 63.4 percent of all visitor expenditures in Kansas with business travelers accounting for the remaining 36.6 percent.

During 2018, spending per visitor to Kansas averaged $199 with day travelers spending $83 and overnight visitors spending $367. While overnight travelers represented only 40 percent of all visitors to Kansas in 2018, they accounted for over 75 percent of all tourism spending, or $5.34 billion.

During 2017, the Northeast Region (includes Kansas City MSA) and South Central (includes Wichita MSA) captured the State’s highest levels of tourism expenditures, accounting for market shares of 46.7 percent and 29.8 percent, respectively.

During 2018, tourism expenditures in Kansas reached $7.08 billion with local transportation accounting for the largest share (28.6%). Collectively, food and beverage, retail, and lodging represented 55.3 percent of total visitor spending.

The bar chart below illustrates annual tourism expenditure patterns in Kansas by sector from 2014 through 2018. Those sectors reporting the largest gains in market share include food and beverage from 23.4 percent in 2014 to 24.3 percent in 2018 and recreation increasing from 15.6 percent in 2014 to 16.0 percent by 2018. Those tourism expenditure sectors experiencing the largest declines in market share included retail and transportation, declining by 0.6 and 0.5 percentage points, respectively.

Kansas visitor spending Billions of $ $8.0

$7.0 $1.12 Lodging $1.10 $1.06 $1.09 $6.0 $1.01 $1.72 Food and $5.0 $1.61 $1.66 $1.47 $1.56 beverage $4.0 Retail $1.03 $1.08 $1.00 $1.05 $1.06 $3.0 $1.13 Recreation $0.98 $1.00 $1.04 $1.08 $2.0 Transportation* $1.0 $1.83 $1.88 $1.90 $1.92 $2.02

$0.0 2014 2015 2016 2017 2018 Source: Tourism Economics

Canyon Research Southwest, Inc. 12 75289329.7 From 2013 to 2018, tourism expenditures in Kansas rose by 18.6 percent. Food & beverage accounted for the largest increase in expenditures of 22.0 percent, followed by transportation at 20.0 percent, and lodging at 19.2 percent. In terms of absolute growth in sales, transportation rose by $337 million, followed by food and beverage at $311 million, and lodging at $181 million.

Kansas Trends in Tourism Expenditures by Category

Expenditures ($ Millions) % 2013 2014 2015 2016 2017 2018 Change

Lodging $941 $1,007 $1,061 $1,090 $1,100 $1,122 19.2% Food & Beverage $1,412 $1,474 $1,555 $1,606 $1,657 $1,723 22.0% Retail $968 $1,003 $1,049 $1,062 $1,028 $1,076 11.2% Recreation $958 $976 $1,003 $1,035 $1,079 $1,135 18.4% Transportation $1,685 $1,830 $1,883 $1,898 $1,924 $2,022 20.0%

Totals $5,965 $6,290 $6,550 $6,691 $6,788 $7,077 18.6% Percentage Change 2.7% 5.4% 4.1% 2.1% 1.4% 4.3% Source: Tourism Economics.

The Project is located within the South-Central Region of Kansas. During 2017, tourism expenditures within this 16-county region amounted to $2.03 billion. Tourism expenditures for the year were led by transportation at $676 million, food and beverage at $468 million, and lodging at $299 million. When compared to statewide averages, tourism expenditures on recreation, retail, food and beverage, and lodging in the South-Central region fall below the norm.

Tourism Expenditures by Category South Central Region vs. Kansas

LODGING 14.8% 16.2%

F&B 23.1% 24.4%

RETAIL 14.2% 15.1%

RECREATION 14.5% 15.9%

TRANS. 33.4% 28.3%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%

South Central Kansas

Canyon Research Southwest, Inc. 13 75289329.7 In 2017, Sedgwick County, which encompasses the Wichita MSA, captured a reported $1.51 billion in visitor expenditures, a 0.2 percent decline from 2016. During 2017 Sedgwick County captured nearly three-quarters of all tourism expenditures in the South-Central Region and 22.2 percent of the statewide total. For that year, Sedgwick County trailed only Johnson County (Kansas City MSA) in total tourism expenditures statewide. Tourism expenditures in Sedgwick County have grown by 37 percent since 2010.

Sedgwick County Tourism Expenditures ($ Billions)

$1.46 $1.51 $1.51 $1.34 $1.37 $1.39 $1.22 $1.10

2010 2011 2012 2013 2014 2015 2016 2017

During 2017, tourism expenditures in Sedgwick County were led by transportation at $529 million, food & beverage at $331 million, recreation at $223 million, retail at $213 million, and lodging at $209 million. Sedgwick County’s tourism industry employs a reported 17,662 workers.

Sedgwick County Tourism Expenditures by Category, 2017 ($ Millions)

LODGING $209.44

F & B $331.13

RETAIL $212.69

RECREATION $223.35

TRANS. $529.32

$0.00 $100.00 $200.00 $300.00 $400.00 $500.00 $600.00

Canyon Research Southwest, Inc. 14 75289329.7 The multi-state region of Kansas, Missouri, Iowa, Nebraska, and Oklahoma is the primary source for most visitors to the Wichita MSA. According to the U.S. Census Bureau, the July 2019 population for the 5-state region was estimated at approximately 18 million, with Kansas accounting for just 16.1 percent, or 2.9 million. From April 2000 Census through July 2019 the population of the 5-state region increased by an estimated 631,000 residents.

Trade Area Population by State 2010 vs. 2019

6,137,428

5,988,927

3,956,971 3,751,351 3,155,070 2,913,314 3,046,355 1,934,408 2,853,118 1,826,341

OKLAHOMA NEBRASKA IOWA MISSOURI KANSAS 2010 2019

The primary market area’s large and growing population provides a source for continued visitation and expenditures growth to the Wichita area. By providing sports and recreation attractions not currently available in the Wichita area, the Olympic Park Phase 2 Project is expected to have a positive impact on visitation, lodging demand, and expenditures to the region.

The Olympic Park Phase 2 Project is designed to improve the Wichita area’s competitive position as a regional sports and recreation destination by providing tournament quality facilities capable of generating increased out-of-town visitation and expenditures to the area.

Canyon Research Southwest, Inc. 15 75289329.7 Athletic Facilities Market Analysis

The Olympic Park Phase 2 Project is planned for five (5) turf baseball fields and three (3) regulation-size sand soccer fields. The facilities will be tournament quality providing the opportunity to attract out-of-town players, coaches, and spectators.

This section of the report provides statistics on sports participation in the United States, a survey of comparable sports facilities, and an assessment of potential markets. Sports Participation

Most Americans participate in some fitness or recreational physical activity. The Physical Activity Council released the 2020 Participation Report based on a survey that measured participation in 122 sports, fitness, and recreation activities. The report concluded that during 2019, 73.2 percent of Americans age six and over (221.6 million people) participate in sports, fitness, and recreation activities. The report also determined that overall physical activity participation in the United States has increased every year since 2013.

U.S. Sports, Fitness & Recreation Participation (Millions)

221.6

218.5 216.9 215.8 214.3 213.2 213.4

2013 2014 2015 2016 2017 2018 2019

Compared to 2013, all activity categories have gained in participation. Fitness and outdoor based activities have increased the most, averaging 1.9 percent annual growth over the six-year span. Class-based exercises, such as high-impact/intensity training, cross-training, barre, and yoga; cardio equipment usage such as rowing and stair-climbing machines; and using kettlebells, increased at least 3.5 percent. Outdoor activities gained a minimum of 7 percent average annual increases include trail running, cross country skiing, stand-up paddling, and hiking.

While fitness sports tend to be the go-to for staying active with a participation rate of 67.3 percent, participation in outdoor activities has become increasingly important with a participation rate of 50.7 percent. Team sport participation among youth 20 years and younger amounts to 56.3 percent. Canyon Research Southwest, Inc. 16 75289329.7 Participation Rate by Activity Category

67.3% 60.1% 50.7% 45.0% 49.0% 43.3%

23.4% 22.0% 13.0% 13.6% 12.4% 13.4% 7.0% 8.2%

FITNESS INDIVIDUAL OUTDOOR RACQUET TEAM SPORTS WATER WINTER SPORTS SPORTS SPORTS SPORTS SPORTS SPORTS

2013 2019

The table on the following page identifies sports participation levels among Americans as reported by the National Sporting Goods Association’s Sports Participation in the United States. Those sports and recreation activities enjoying the highest level of participation included exercising walking (36%); exercising with equipment (19.5); swimming (15.5%); aerobic exercising (15.5%); running/jogging (15.3%); hiking (14.6%); working out at a gym (12.9%); and bicycle riding (12.3%).

Those sports and recreational activities that will be offered by the Olympic Park Phase 2 Project as well as the accompanied health club and aquatic center are highlighted in red. Participation rates were reported at 19.5 percent for exercising with equipment, 15.5 percent for aerobic exercise, 12.9 percent for working out at a gym or fitness club, 12.3 percent for bicycle riding, 12.1 percent for weight lifting, 4.8 percent for soccer, and 4.1 percent for baseball.

These sports and action sports participation rates for the United States bode well for the need/demand for the athletic facilities proposed for the Olympic Park Phase 2 Project.

Canyon Research Southwest, Inc. 17 75289329.7 Sports Participation Rates Among Americans

EXERCISE WALKING 36.0%

EXERCISING WITH EQUIPMENT 19.5%

SWIMMING 15.5%

AEROBIC EXERCISING 15.5%

RUNNING/JOGGING 15.3%

HIKING 14.6%

CLUB/GYM 12.9%

BICYCLE RIDING 12.3%

WEIGHT LIFTING 12.1%

BOWLING 11.8%

YOGA 10.3%

FISHING 9.9%

BASKETBALL 8.4%

GOLF 6.3%

SOCCER 4.8%

TENNIS 4.3%

BASEBALL 4.1%

VOLLEYBALL 3.6%

TABLE TENNIS 3.5%

KAYAKING 3.3%

SOFTBALL 3.3%

TOUCH FOOTBALL 3.1%

TACKLE FOOTBALL 2.7%

ICE/FIGURE SKATING 2.6%

GYMNASTICS 2.1%

MARTIAL ARTS 2.1%

SKIING 2.0%

PILATES 1.9%

SKATEBOARDING 1.8%

SNOWBOARDING 1.4%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% Canyon Research Southwest, Inc. 18 75289329.7 Comparable Athletic Facilities

Wichita area sports and recreation venues that offer indoor and outdoor baseball and soccer facilities include YMCA South, YMCA East, YMCA West, Andover YMCA, and Wichita Sports Forum. A brief description of each venue follows in the text below.

YMCA South: Located at 3405 South Meridian Avenue in Wichita, the YMCA South features a fitness center, indoor swimming pool, 3-lane track, basketball and volleyball courts, gymnastics area, racquetball courts, and rock wall. The YMCA South hosts competitive dance and gymnastics. Group exercise programs includes yoga and stretching, bootcamp and cardiovascular, martial arts, cycling, dance fitness, strength training, and water exercise.

YMCA East: Located at 9333 East Douglas in Wichita, the YMCA East features athletic fields, family center, fitness center, gymnasiums, indoor family and lap pools, locker rooms, sauna and walking and running track. The facility hosts baseball, basketball, flag football, gymnastics, martial arts, soccer, swim lessons and volleyball. Programs offered include active older adult classes, fun fit, group/water exercise, lifeguard certification, personal and group training, and yoga/Pilates classes.

YMCA West: Located at 6940 Newell in Wichita, the YMCA West hosts baseball/softball, basketball, flag football, gymnastics, martial arts, soccer, swim teams and volleyball. Facility features include athletic fields, family center, fitness center, gymnasiums, indoor family and lap pools, kid zone, locker rooms, racquetball courts, sauna, steam room and walking/running track. Programs offered include active older adult classes, fun fit, group/water exercise, lifeguard certification, personal and group training, and yoga/Pilates classes.

Andover YMCA: Located at 1115 East U.S. Highway 54 in Andover, the Andover YMCA offers an indoor sports complex, outdoor waterpark, and outdoor turf fields. The indoor sports complex features a fitness center, swimming pool, 3-lane track, basketball and volleyball courts, gymnastics area, racquetball courts, and rock wall. The Andover YMCA hosts competitive dance, gymnastics, and swimming. Group exercise programs includes yoga, bootcamp and aerobics, martial arts, cycling, and dance.

Wichita Sports Forum: The K-96 & Greenwich STAR Bond District is located at the intersection of K-96 Highway and Greenwich Road in Wichita, Kansas. The 106 acres located north of K-96 are designed for an athletic complex, anchored shopping center, and hotel. In December 2015, the $14 million Wichita Sports Forum and Aviate Extreme opened, consisting of a 148,534 square foot indoor multisport facility and Aviate Extreme Sports Trampoline Park.

Wichita Sports Forum features six hardwood basketball courts (or 10 hardwood volleyball courts), three outdoor and four indoor sand volleyball courts, eight batting cages, and one regulation-size turf infield. A strength and fitness area includes free weights, benches, and power racks with platforms. In-house trainers are available for personal training, group training and classes.

The four sand volleyball courts can be converted into two full-size soccer fields that can be used for practice and training.

Canyon Research Southwest, Inc. 19 75289329.7 City Parks and Recreation Departments operating in the Wichita MSA were surveyed to inventory the number of public baseball/softball fields and sand courts. The largest baseball, softball, and sand court facilities are discussed below with the findings of the entire survey summarized in the table on the following page.

Westurban Baseball: This youth baseball league and a complex began in 1958. Today the complex consists of eleven lighted fields with a full-service concession and lobby, which comprise nearly 40 acres of the Sedgwick County Park Complex in Wichita Kansas. In the beginning the league had a dozen teams and now has well over 100 teams participate each year. The complex is also home to the Greater Wichita Athletic League Baseball Program, several independent schools, and Walter Johnson Semi-Pro Teams. The Complex has hosted several National Events such as the National Baseball Congress 18 and under Worlds Series, the American Amateur Baseball Congress Regional, Kansas Collegiate Athletic Conference State Tournament and annual Youth State tournaments.

As the table on the following page illustrates, Wichita area Parks and Recreation Departments operate a total of 66 baseball, 6 softball only fields and 38 sand volleyball courts. The parks system does not offer regulation-size sand soccer fields.

In terms of park and recreation facilities operating in the Wichita area only one compares to the proposed Olympic Park Phase 2 Project, that being the Westurban Baseball with eleven lighted fields. The Wichita Sports Forum’s two indoor sand soccer fields are only available for practice and training, and thus are not viewed as directly competitive. The market positioning of the Wichita Sports Forum can serve as a complimentary facility for the Sand Sports Complex by providing an alternative location for teams to practice and train while preparing for tournament and league play. This modest level of competition bodes well for the successful market entry and long-term operation of Olympic Park’s proposed turf baseball fields and sand sports complexes.

The Thunder Beach Sand Soccer Complex is the only outdoor sand soccer facility operating in Kansas. Located in Shawnee, the facility sits adjacent to Park Lanes Family Fun Center. The complex features one, full-size sand soccer field that can be split into two small fields for 3 on 3 and 4 on 4 competitions. The facility offers league play and youth tournaments. Given its location on the Kansas City MSA, the Thunder Beach Sand Soccer Complex does not pose direct competition with the Sand Sports Complex planned for the Olympic Park Phase 2 Project.

Canyon Research Southwest, Inc. 20 75289329.7 Lighted Unlighted Lighted Unlighted Parks Department Baseball Baseball Softball Softball

Sedgwick County Sedgwick County Park 3 Westurban Baseball 11

City of Wichita South Lakes 8 Orchard Park Miracle Field 1 West Douglas Park 2 Linwood Park South 2 Kansas Sports Hall of Fame 4 Brownthrush Park 2 McAdams Park 2 Aley Park 2 Boston Park 2 Cessna Park East 2 Eastview Park 1 Edgemoor Park 1 W.B. Harrison Park 1 Osage Park 1 Sycamore Park 1 Buffalo Park 1 Sunset Park 1 Columbine Park 1 Fairmount Park 1 Henry Park 1 Kiwanis Park 1 Murdoch Park 1 Redbarn Park 4 Schweiter Park 1 West Millbrook Park 1 Woodland Park North 1 OJ Watson Park

City of Derby Decarsky Park Garrett Park 4 1 Highland Park Riley Park 1 Tanglewood Ballfields 1 1

Park City Hap McLean Park 3 1 Canyon Research Southwest, Inc. 21 75289329.7 Totals 35 31 0 6 Assessment of Potential Markets

The Olympic Park Phase 2 Project will serve as a visitor attraction offering baseball, softball, and sand soccer facilities. The proposed five (5) baseball fields along with the five (5) existing fields will elevate the District as a tournament quality facility catering to a regional market. Sources of attendance demand for this sports and recreation attractions include: 1) Wichita area residents and 2) out-of-town youth and adult athletes.

Resident Market

The U.S. Census estimated the 5-county Wichita MSA population at approximately 644,000, of which 91,390 are school age between 10 and 19 years old and 131,543 are young adults between the ages of 20 and 29 years old. This represents a substantial local market for youth and adult baseball, softball, and sand court sports.

Esri Business Analyst estimated the population within a 100-mile radius of Goddard, Kansas at 1.3 million. This represents a substantial regional market for youth and adult baseball, softball, and sand court sports.

Regional Youth and Adult Athlete Market

Given the scope of athletic facilities the Olympic Park Phase 2 Project is expected to cater to a regional market. Kansas and the surrounding states of Colorado, Missouri, Nebraska, and Oklahoma will serve as the principal regional market. These six states collectively support a population of approximately 23.6 million residents. School age children include approximately 1.54 million between the ages of 5 and 9 years old, 1.56 million between 10 and 14 years, and 1.56 million between 15 and 19 years. Young adults include approximately 1.66 million between the ages of 20 and 24 years old and 3.23 million between 25 and 34 years old. This large regional youth and young adult population represent a potential market for baseball, softball, and sand court tournaments.

Regional Market Area Population by Age

2019 Ages State Population 5-9 Years 10-14 Years 15-19 Years 20-24 Years 25-34 Years

Kansas 2,913,341 201,400 200,793 200,544 217,162 383,220 Colorado 5,531,141 355,399 359,334 354,630 377,987 849,157 Iowa 3,155,070 204,026 206,158 214,740 228,772 393,533 Missouri 6,137,428 381,583 392,635 396,819 421,255 809,024 Nebraska 1,934,408 132,290 131,959 129,350 136,886 254,377 Oklahoma 3,956,971 267,805 269,193 262,995 280,151 541,781

Canyon Research Southwest, Inc. 22 75289329.7 Totals 23,628,359 1,542,503 1,560,072 1,559,078 1,662,213 3,231,092 Source: U.S. Census.

To conclude, the local and regional population provides potential markets for the Olympic Park Phase 2 Project to attract visitors and expenditures. The tournament quality sports facilities will create an expanded regional trade area and the ability to draw out-of-state visitors. Facility Evaluation

The local area and the Project were evaluated to determine the potential of supporting the proposed baseball and sand soccer facilities. Factors include:

1. Population Size and Age Distribution 2. Area Tourism Expenditures 3. Site Access and Visibility 4. Surrounding Development

Trade Area Demographics

According to the U.S. Census Bureau, Kansas and the surrounding five states support a population of approximately 23.6 million residents, of which approximately 1.54 million are between the ages of 5 and 9 years old, 1.56 million between 10 and 14 years, and 1.56 million between 15 and 19 years. The young adult population between the ages of 20 and 34 years total approximately 4.9 million residents. High-income households in the 6-state region with annual incomes of $75,000 or more total approximately 3.5 million households.

Regional Market Area High-Income Households

Number of Households $75,000 - $100,000 - $150,000 - $200,000 State $99,999 $149,999 $199,999 or More

Kansas 147,236 159,129 58,781 54,627 Colorado 288,416 358,101 159,913 166,282 Iowa 178,695 187,270 61,585 53,210 Missouri 300,226 310,792 111,519 104,710 Nebraska 103,433 113,583 36,623 33,671 Oklahoma 179,466 179,436 62,455 59,235

Totals 1,197,472 1,308,311 490,876 471,735 Source: U.S. Census.

Canyon Research Southwest, Inc. 23 75289329.7 The regional population demographics and high-income households are suitable for providing the Olympic Park Phase 2 Project with a large enough potential market from which to draw youth and young adult athletes.

Area Tourism Expenditures

The athletic facilities proposed for the Olympic Park Phase 2 Project will cater heavily towards out-of-town visitors. Therefore, high visitation and expenditure levels to the area are important factors in the feasibility of the planned attraction.

In 2017, Sedgwick County, which encompasses the Wichita MSA, captured a reported $1.51 billion in visitor expenditures. During 2017 Sedgwick County captured nearly three-quarters of all tourism expenditures in the South-Central Region and 22.2 percent of the statewide total. For that year, Sedgwick County trailed only Johnson County (Kansas City MSA) in total tourism expenditures statewide. Tourism expenditures in Sedgwick County have grown by 37 percent since 2010.

These visitation expenditure patterns are favorable for the development of the Project’s proposed athletic facilities.

Site Access and Visibility

Most visitors to the Olympic Park Phase 2 Project are expected to arrive by automobile; therefore, the local and regional road system is important in providing convenient and efficient access. The roadway network in and around the Wichita MSA includes major arterial streets, highways, and freeways. Interstate 35 provides direct access to the metropolitan areas of Oklahoma City to the southwest and Kansas City Des Moines to the northeast. Interstate 70 provides access to the Denver area to the west and St. Louis to the east. Direct site access is provided via U.S. Highway 54.

As it relates to out-of-town visitors arriving by air, the Project is conveniently located approximately ten (10) miles west of the Wichita Dwight D. Eisenhower National Airport with direct access provided via U.S. Highway 54.

Surrounding Development

In February 2020, the Genesis Sports Complex opened within the Olympic Park Project District featuring five (5) synthetic turf baseball fields designed to host league and tournament play. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021. These athletic venues and lodging will complement the baseball and sand court complex proposed for Olympic Park Phase 2, creating an amateur sports and tournament destination.

Conclusions

Canyon Research Southwest, Inc. 24 75289329.7 This report concludes that the Olympic Park Phase 2 Project is a feasible site for the proposed baseball and sand soccer complexes, possessing a unique location within a large-scale, mixed-use development featuring complementary uses, access to a large regional population and tourism market, and the necessary site access, visibility and exposure. The proposed athletic facilities will benefit from a synergistic effect of the existing Genesis Sports Complex as well as the health club, hotel, pre- school, competitive aquatic center, and waterpark currently under construction.

Conclusions

The Genesis Sports Complex has opened within the Olympic Park Project District featuring five (5) synthetic turf baseball fields. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021. The next phase of development includes an expansion of the Genesis Sports Complex with five (5) additional turf baseball fields along with three (3) regulation-size sand fields. The expanded ten (10) field baseball complex will offer the capacity and amenities to host local and regional tournaments and clinics with the turf fields effectively extending the seasonal play.

Direct competition within the Wichita MSA for comparable baseball and sand court facilities is modest. Only park and recreation facility operating in the Wichita area compare, that being the Westurban Baseball with eleven lighted fields. While several YMCA facilities offer indoor and outdoor baseball and volleyball venues, they are not viewed as directly competitive. Wichita Sports Forum features three outdoor and four indoor sand volleyball courts, eight batting cages, and one regulation-size turf infield. This modest level of competition bodes well for the successful market entry and long-term operation of Olympic Park’s proposed turf baseball fields and sand sports complexes.

Wichita’s status as a tourism destination and synergy with the existing Genesis Sports Complex and the neighboring athletic and lodging facilities currently under construction provides the opportunity for the Olympic Park Phase 2 Project to attract the necessary league play and tournaments to support feasible development. The critical mass of athletic attractions unique to the local market will create a regional amateur sports destination catering to both residents and out-of-town visitors.

Canyon Research Southwest, Inc. 25 75289329.7 MARKET IMPACT STUDY

The Market Impact Study examined the impact the Olympic Park Phase 2 Project’s proposed baseball and sand soccer complex will have on the local economy and tourism industry. Specific issues examined include:

1. Project positioning and unique quality. 2. Project’s synergy with area attractions. 3. Impact on comparable market area businesses. 4. Expected draw of tourists from out-of-state and from more than 100 miles away. 5. Estimate the project’s retail sales at build-out. 6. Impact on active STAR bond projects in Kansas City area.

Project Positioning and Unique Quality

The Olympic Park Project Plan features a state-of-the-art multi-sport athletic complex that includes an aquatic center, baseball and sand sports complex, waterpark, hotel, retail, and dining. Currently under development is a health club, hotel, pre-school, competitive aquatic center, and waterpark, all scheduled to open by the first half of 2021. When fully developed, Olympic Park will function as a destination attraction serving a regional and national market.

The Olympic Park Phase 2 Project will include expansion of the Genesis Sport Complex with five (5) additional turf baseball fields along with the Sand Sports Complex featuring three (3) regulation-size sand soccer fields. The five (5) additional baseball fields will elevate the Genesis Sports Complex to a tournament quality venue capable of hosting regional events and the Sand Sports Complex will introduce a new sport to Kansas and the Midwest. These athletic facilities will complement the existing and under construction project components and distinguish Olympic Park as a sports and entertainment destination.

To conclude, through a mix of athletic, entertainment, lodging, and retail uses the Olympic Park Project District is positioned as a unique visitor destination supporting a regional and national draw. The mix of athletic facilities are designed to capitalize on the nation’s growing amateur sports and recreation market. Together with the existing and pending uses within the Project District, the Phase 2 uses, concepts, and positioning are designed to expand on the sports theme with the potential to host large visitor volumes, draw out-of-town travelers, and capture visitor expenditures.

Canyon Research Southwest, Inc. 26 75289329.7 Synergy with other Area Attractions

According to Swarbrooke (1995, p. 3) tourist attractions are the most important component in the tourism industry. Without attractions there would be no need for other tourism services. Many tourist attractions possess strong entertainment connections, including sports venues, theatres, and museums.

Much like business clusters, the clustering of destination attractions creates the critical mass necessary to generate and sustain increased visitation and expenditures. Most tourism clusters also have strong linkages to other closely related and supporting industries such as transportation, lodging, retail, food, and beverage. Therefore, the larger cluster of attractions a tourist destination supports the greater the direct and indirect economic benefits.

The Olympic Park Phase 2 Project’s principal destination attractions include the Genesis Sports Complex and Sand Sports Complex. By virtue of differing content and market positioning, these attractions complement and have a synergistic effect on Wichita’s tourism industry and the heightened out-of-town visitation is expected to translate to increased attendance and expenditures at existing sports, entertainment, family, and retail attractions. The presence of a growing cluster of sports and athletic attractions enhances and strengthens Wichita’s tourism industry.

Large tournaments and league play held at the Olympic Park Phase 2 Project’s proposed baseball and sand sports complex may require co-hosting with other Wichita area sports facilities. For example, the Westurban Baseball with eleven lighted fields could co-host baseball tournaments and Wichita Sports Forum with two full-size sand soccer fields and eight batting cages could host team training and practices.

Canyon Research Southwest, Inc. 27 75289329.7 To conclude, by increasing the critical mass and scope of destination attractions the Olympic Park Phase 2 Project will improve Wichita’s competitive position as a tourism destination as well as complement the existing visitor attractions. Furthermore, when combined with the existing and pending attractions within the Olympic Park Project District, Phase 2 will create a unique sports and entertainment destination and further strengthen the draw and economic impact of the Olympic Park Project District.

Impact on Comparable Market Area Businesses

Future development as part of the Olympic Park Phase 2 Project includes five (5) baseball fields and three (3) outdoor, regulation size sand soccer fields. This section of the study examined the impact of these project components upon similar businesses in the Wichita MSA (i.e., that the project will increase total the surrounding area, not diminish sales from existing retailers in the surrounding area).

Two active STAR Bond projects in the Wichita area possess sports and athletic facilities. The K- 96 and Greenwich project features the Wichita Sports Forum and Aviate Extreme, an indoor multisport facility with baseball batting cages and two indoor sand soccer fields only available for practice and training. The Derby STAR Bond Project District Phase 2 has been approved for indoor and outdoor hard courts, outdoor sand courts, an outdoor games area, and a full-service restaurant. The venue will accommodate the play of badminton, paddleball, sand volleyball, yard games, and spikeball. Phase 3 is designed with an indoor rock wall, BMX bike park, training area, fitness center, wellness center, yoga and fitness classes, co-workspace, a café, and locker rooms.

No comparable sand sports complexes operate in the Wichita area. The closest comparable venue in Kansas is the Thunder Beach Sand Soccer Complex in Shawnee, Kansas.

Canyon Research Southwest, Inc. 28 75289329.7 generate increased visitor expenditures on retail goods and services, food and beverage, and lodging in the Wichita area, providing an opportunity for existing local businesses to capture increased future sales volumes. Therefore, this report concluded that the baseball and sand sports complexes planned for the Project is not expected to adversely impact the sales of the comparable market area sports and entertainment businesses.

Estimated Customer/Visitor Counts

STAR bond financing is being sought to assist in the development of five (5) turf baseball fields and three (3) outdoor sand soccer fields within the Olympic Park Phase 2 Project in Goddard, Kansas. To assist in evaluating STAR bond applications the Kansas Secretary of Commerce has published guidelines regarding a proposed project’s economic impact. The following criteria were evaluated when considering the tourism potential of a project applying for STAR bond financing:

 Out-of-state visitation from multiple states should have a target of 20 percent of total annual visitation to be considered a major, unique, destination attraction.

 A target of 30 percent of total annual visitation should be drawn from greater than 100 miles distance from the attraction community.

 Total annual visitation should compare very favorably to existing attractions in Kansas. Annual Visitation Estimates

Annual visitation has been estimated for both the five (5) field expansion of the Genesis Sports Complex and the three (3) field Sand Soccer Complex proposed for the Olympic Park Phase 2 Project.

Baseball Fields

In February 2020, the Genesis Sports Complex opened within the Olympic Park Project District featuring five (5) synthetic turf baseball fields designed to host league and tournament play. Construction of five (5) additional baseball fields is anticipated to improve the ability to accommodate regional tournament play generating increased team participation and visitation. Attendance to the proposed 5-field baseball complex will originate from both tournament and league play.

The Genesis Sports Complex will host 2- and 3-day tournaments held from Friday through Sunday. Tournament registration is estimated to average approximately 60 teams per event. Each baseball and softball team participating in tournaments will be comprised of an average of approximately 18 to 20 players and coaches. The five (5) proposed baseball fields are forecast to host 2,700 teams and 48,600 to 54,000 players and coaches annually.

Canyon Research Southwest, Inc. 29 75289329.7 On average, each player and coach participating in tournament play is anticipated to be accompanied by approximately 3.0 people, including parents, siblings, friends, and relatives. The five (5) baseball fields proposed for the Project are forecast to host 145,800 to 162,000 fans annually. Tournament play is estimated to attract approximately 194,400 to 216,000 visitors annually.

League play will generally occur during the weekdays, reserving the weekends for tournament play. Given a 45-week schedule, an average of four play days per week, and average of ten teams per day, the complex can host an estimated 1,800 league games per season. Each baseball and softball team participating in tournaments will be comprised of an average of approximately 15 to 18 players and coaches. League play is forecast to host 27,000 to 32,400 players and coaches annually. On average, each player and coach participating in tournament play is anticipated to be accompanied by approximately 2.0 people, yielding 54,000 to 64,800 spectators per year. League play is estimated to attract approximately 81,000 to 97,200 visitors annually.

To conclude, the Project’s proposed five (5) baseball fields are estimated to attract approximately 275,400 to 313,200 annual players, coaches, and fans.

Olympic Park Phase 2 Baseball Complex Estimated Tournament and League Visitation

Annual Attendance Low High

Tournament Attendance Number of Annual Tournaments 45 45 Number of Teams 2,700 2,700 Number of Players and Coaches 48,600 54,000 Number of Fans 145,800 162,000 Total Annual Tournament Attendance 194,400 216,000

League Play Annual League Days 180 180 Number of Teams 1,800 1,800 Number of Players and Coaches 27,000 32,400 Number of Fans 54,000 64,800 Total Annual League Attendance 81,000 97,200

Total Annual Attendance 275,400 313,200

Sand Sports Complex

The Sand Sports Complex is designed for three (3) sand soccer fields located around a common pavilion. The sand sports fields will be constructed to be compliant with the North American Sand

Canyon Research Southwest, Inc. 30 75289329.7 Soccer Championship standards. No comparable sand soccer facility exists in central Kansas. Attendance to the Sand Sports Complex will originate from tournaments and league play.

The Sands Sports Complex will host one- and two-day 5-on-5 tournaments held over weekends. Tournament age groups generally include boys and girls ages 6 to 19; men, women, and co-ed ages 20 to 30; and men, women, and co-ed over 30 years of age. Tournament registration is estimated to average approximately 30 teams per event. Each soccer team participating in tournaments will be comprised of an average of approximately 7 to 10 players. The three (3) proposed sand soccer fields are forecast to host 35 tournaments annually attracting a total of 2,100 teams and 14,700 to 21,000 players.

On average, each player participating in tournament play is anticipated to be accompanied by approximately 3.0 people, including parents, siblings, friends, and relatives. The three (3) sand soccer fields proposed for the Project are forecast to host 44,100 to 63,000 fans annually. Tournament play is estimated to attract approximately 58,800 to 84,000 visitors annually.

League play will generally occur during the weekdays, reserving the weekends for tournament play. Given a 35-week schedule, an average of four play days per week, and average of six teams per day, the complex can host an estimated 840 league games per season. Each league team will be comprised of an average of approximately 7 to 10 players and coaches. League play is forecast to host 5,880 to 8,400 players annually. On average, each player participating in league play is anticipated to be accompanied by approximately 2.0 people, yielding 11,760 to 16,800 spectators per year. League play is estimated to attract approximately 17,640 to 25,200 visitors annually.

To conclude, the Project’s proposed three (3) sand soccer fields are estimated to host annual visitation of approximately 76,440 to 109,200 players, coaches, and fans.

Olympic Park Sand Sports Complex Estimated Tournament and League Visitation

Annual Attendance Low High

Tournament Attendance Number of Annual Tournaments 35 35 Number of Teams 2,100 2,100 Number of Players 14,700 21,000 Number of Fans 44,100 63,000 Total Annual Tournament Attendance 58,800 84,000

League Play Annual League Days 140 140 Number of Teams 840 840 Number of Players 5,880 8,400 Number of Fans 11,760 16,800 Total Annual League Attendance 17,640 25,200

Canyon Research Southwest, Inc. 31 75289329.7 Total Annual Attendance 76,440 109,200

Summary

At build-out and stabilization, annual visitation to the Olympic Park Phase 2 Project’s proposed five (5) turf baseball fields and three (3) outdoor sand soccer fields is estimated at approximately 351,840 to 422,400. Based on the ability to accommodate regional tournaments much of the visitation is expected to be new visitors to Goddard, Kansas.

Olympic Park Phase 2 Project Estimated Annual Visitation

Low High

Tournaments 253,200 300,000 League Play 98,640 122,400 Totals 351,840 422,400

Visitation estimates for the Olympic Park Phase 2 Project are segmented into three sources, including: 1) residents residing within a 100-mile radius; 2) regional visitors residing outside of a 100-mile radius and 3) out-of-state visitors. Residents within a 100-Mile Radius

Tournament and league play at the Olympic Park Phase 2 Project are estimated to total 351,840 to 422,400 annual visitors. Given the programing and regional market area, an estimated 60 percent tournament visitors and 75 percent of league play visitors will reside within a 100-mile radius, or a total of 225,900 to 271,800 annual visitors. Regional Visitors Residing Outside of a 100-Mile Radius

Regional visitors traveling more than 100 miles are estimated to account for approximately 36 percent of total visitation, or approximately 125,900 to 150,600 annual visitors. Out-of-State Visitors Canyon Research Southwest, Inc. 32 75289329.7 The Olympic Park Phase 2 Project will serve as a regional baseball and sand soccer destination supporting a primary market area consisting of Kansas and the five surrounding states. The population within a 100-mile radius is estimated to account for approximately 225,900 to 271,800 annual visitors to the Project. According to Esri Business Analyst the current population within a 100-mile radius of the Project is estimated at over 1.3 million. The southern portion of the 100- mile radius extends into the state of Oklahoma. Esri Business Analyst estimated the 100-mile radius population residing in Oklahoma at 21.4 percent of the total primary market area population. Based on the assumption that as distance from the Project increases the rate of visitation decreases, this study estimated the share of out-of-state visitation within a 100-mile radius at 5 percent, or approximately 11,295 to 13,590 annual visitors.

The primary market area which encompasses a 5-hour drive from the Multisport attraction supports a total population of approximately 23.6 million. Kansas accounts for just 12.3 percent of the primary market area population, suggesting the opportunity exists for the Olympic Park Phase 2 Project to attract out-of-state visitation.

Tourism is a major industry in Kansas. During 2018, over 35.6 million visitors to Kansas spent nearly $7.1 billion. Overnight visitors to Kansas accounted for over 75 percent of total visitor expenditures. Leisure travelers to Kansas accounted for 63 percent of all visitor expenditures. Out-of-state and international visitors accounted for approximately 72 percent of total tourist expenditures.

The Economic Impact of Tourism Wichita MSA, 2003 published by Wichita State University reported that regional visitors, defined as residing within a 200-mile radius, accounted for 89.7 percent of total visitors to Wichita while national/international visitors accounted for the remaining 10.3 percent. Including international visitors, out-of-state visitors to Wichita were estimated at approximately 950,000 to 1.1 million per year, or 28 to 32 percent of total visitation.

Given the size of the primary market area population and proximity to such potential markets as Kansas City, Oklahoma City and Dallas-Ft. Worth, out-of-state visitors from outside of a 100-mile radius are estimated to account for approximately 25 percent of the Project ’s total annual visitation or approximately 88,000 to 105,600 visitors. Summary

Canyon Research Southwest, Inc. 33 75289329.7 Olympic Park Phase 2 Project Estimated Visitation Patterns – Conservative Scenario

Total Out-of-State Market Visitor Origination Visitors Visitors Share

Within a 100-Mile Radius 225,900 11,295 5.0% Outside of a 100-Mile Radius 125,940 87,960 69.8% Totals 351,840 99,255 28.2% Source: Canyon Research Southwest, Inc. Estimated Visitor Expenditures

Visitor expenditures generated by the Olympic Park Phase 2 Project will take the form of both on- site and off-site expenditures. Annual visitor expenditures to the Olympic Park Phase 2 Project were estimated based on these sources:

1. Tourism spending characteristics published by the Travel Industry Association of America;

2. Economic Impact of Travel in Kansas 2018 prepared by Tourism Economics; and

3. Trade area demographics retail sales gap analysis provided by the U.S. Census Bureau and Kansas Department of Revenue. Estimated On-Site Expenditures

On-site visitor expenditures to the Olympic Park Phase 2 Project will originate from team registration fees, game admission, and concessions. Annual on-site expenditures for the five (5) baseball fields, three (3) sand sports fields, and concessions are estimated at $2,255,000.

Olympic Park Phase 2 Project Forecast Annual Sales Revenue

Annual Project Component Sales

Baseball Fields $830,000 Concessions Pavilion $500,000

Sand Sports Fields $425,000 Concessions Pavilion $500,000

Total Annual Sales $2,255,000

Canyon Research Southwest, Inc. 34 75289329.7 Taxable retail sales by project component include $830,000 for the five (5) baseball fields, $425,000 for the three (3) sand soccer fields, and $500,000 for each of the two concession pavilions, Estimated Visitor Expenditures

Off-site visitor expenditures to the Olympic Park Phase 2 Project will take the form of trip-related expenditures on transportation, lodging, food and beverage, entertainment, and shopping. According to the Economic Impact of Travel in Kansas 2018, spending per visitor to Kansas averaged $199, with day travelers spending $83 and overnight visitors spending $367 per trip. The composition of visitor expenditures was reported at 28.6 percent on transportation, 24.3 percent on food and beverages, 15.8 percent on lodging, 16.0 percent on recreation/entertainment, and 15.2 percent on retail. Annual league and tournament attendance to the Olympic Park Phase 2 Project’s five (5) baseball fields and three (3) sand soccer fields is estimated at approximately 351,840 to 422,400 players and fans. Approximately 60 percent of all visitors to the Project are anticipated to be from out-of- town and considered overnight visitors, with daytrips accounting for the remaining 40 percent.

Olympic Park Phase 2 Project Annual Visitor Expenditure Estimates

Low High

Overnight Visitors Number of Visitors 211,104 253,440 Expenditures Per Trip $367 $367 Total Expenditures $77,475,168 $93,012,480

Day Trippers Number of Visitors 140,736 168,960 Expenditures Per Trip $83 $83 Total Expenditures $11,681,088 $14,023,680

Grand Total Annual Visitor Expenditures $89,156,256 $107,036,160

The baseball and sand soccer complexes planned for construction within the Olympic Park Phase 2 Project are estimated to generate off-site visitor expenditures of approximately $89 million to $107 million per year.

Canyon Research Southwest, Inc. 35 75289329.7 Impact on Active STAR Bond Projects

As an economic development incentive, the State of Kansas adopted STAR bond legislation that affords bond financing for eligible development projects. STAR bonds provide Kansas municipalities the opportunity to issue bonds to finance the development of major commercial entertainment and tourism areas and use sales tax revenue generated by the development to pay off the bonds. In order to be considered a major commercial entertainment and tourism area, a proposed project must be capable of being characterized as a statewide and regional destination, and include a high quality innovative entertainment and tourism attraction, containing unique features which will increase tourism, generate significant positive and diverse economic and fiscal impacts and be capable of sustainable development over time.

STAR bond financing allows eligible projects to capture local and county portion of sales taxes generated within the established district for use in reimbursing such project costs as land acquisition, infrastructure improvements and certain soft costs. The state may also agree to contribute its portion of the sales tax revenue generated within the district.

STAR Bond Project Districts in Kansas that have issued STAR bonds with outstanding balances currently remaining as outlined in the STAR Bond Annual Report 2019 published by the Department of Commerce, are summarized in the table on the following page.

The Olympic Park Phase 2 Project’s principal visitor attractions include a 5-field turf baseball complex and 3-field sand sports complex. To determine if the further development of the Olympic Park Phase 2 Project will have a measurable adverse impact on visitor volumes, retail sales volumes and STAR bond revenues on the STAR Bond Districts with outstanding bond debt, a comparison was made of each project’s major attraction(s), market positioning and target market. The possible synergy of these projects was also considered. U.S. Soccer Training Center/Village East Project Area 4

In December 2017, the $75 million Pinnacle National Development Center (renamed the Compass Minerals National Performance Center) home of the U.S. Soccer program opened in Village East Project Area 4 at the southeast corner of 98th Street and Parallel Parkway in Kansas City, Kansas just three miles from Children’s Mercy Park, home to the Sporting KC. The facility has five full- size soccer fields and the 81,100-square-foot building houses professional training facilities, U.S. Soccer National Coaching Education Center, and Children’s Mercy Sports Medicine and

Canyon Research Southwest, Inc. 36 75289329.7 Rehabilitation Center. U.S. Soccer signed a 20-year lease to be the primary tenant of the training center with Sporting KC using it as a training home.

The Compass Minerals National Performance Center serves as the premier destination in the United States for players, coaches, and referees to train, develop and educate on a year-round basis. The facility is designed to host national and local coaching courses, USSF staff meetings, player, and referee focused events, NSCAA courses and U.S. National Team camps and practices. The facility also offers a top-of-the-line training facility and centralized home base for premier international soccer clubs touring the United States. During 2019, attendance to the Compass Minerals National Performance Center was reported more than 1.3 million visitors.

Bonds Bonds STAR Bond District / Major Attraction Location Issued Outstanding

U.S. Soccer Training Center Kansas City $65,229,560 $83,138,374 Compass Minerals National Performance Center

Schlitterbahn Kansas City $85,200,000 $65,755,000

Kansas Speedway Kansas City $24,300,413 $16,835,000

Prairiefire Overland Park $64,990,000 $64,860,000 Museum of Prairiefire

Heartland Park Topeka $10,405,000 $5,025,000

River District Wichita $42,140,000 $42,140,000 Lawrence Dupont Stadium

K-96 Greenwich Wichita $71,305,500 $59,290,000 Wichita Sports Forum Stryker Soccer Complex

City of Derby Derby $20,465,000 $13,230,000 Field Station: Dinosaurs $14,375,000 $14,375,000 Sports Zone (June 2020)

City of Atchison Atchison $2,370,000 $2,190,000 Amelia Earhart Aviation Museum

City of Manhattan Manhattan $50,000,000 $10,905,000

City of Salina Salina $18,250,000 $18,250,000 Salina Fieldhouse

City of Dodge City Dodge City $12,520,875 $10,850,000 Boot Hill Museum $15,960,000 $15,545,000 Long Branch Lagoon Water Park

Canyon Research Southwest, Inc. 37 75289329.7 City of Garden City Garden City $29,540,000 $29,540,000 Parrott Cove Water Park Multi-Sport Facility

Totals $527,051,348 $451,928,374 Source: STAR Bond Annual Report 2019.

In June 2017, Sporting KC opened the Wyandotte Sporting Fields on 90th Street north of State Avenue. The 52-acre complex features eight full-sized turf fields and four grass fields. Sporting KC is running the fields with Heartland Soccer hosting soccer tournaments. Together, the NTCDC and Wyandotte Sporting Field elevate Kansas City as a hotbed for soccer.

STAR Bonds in the amount of $65.2 million were issued to assist in financing construction of the U.S. Soccer Training Center. During 2019, the Project District generated nearly $1.3 million in sales tax revenues and by year-end $83.1 million in bond debt remained outstanding.

The Compass Minerals National Performance Center is geared specifically for soccer so the Olympic Park Phase 2 baseball and sand sports complexes will not be direct competitors. As a result, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the Compass Minerals National Performance Center. Schlitterbahn/Village East Project Area 1 and 2A

In September 2015, $85.2 million in STAR Bonds were issued for Village East Project Areas 1 and 2A that assisted in the financing of the river system and additional infrastructure and improvements for the Schlitterbahn Waterpark and the Legends Auto Plaza. By year-end 2019, the outstanding balance for the STAR Bonds was reported at $65,755,000. Existing development within Project Areas 1 and 2A includes four automobile dealerships, Go Car Wash, and Speed Stop/Phillips 66. The Schlitterbahn Waterpark closed in 2019. The current proposal is to convert the Schlitterbahn Waterpark property into Homefield and Homefield Outdoor.

The Homefield Project seeks to convert Project Area 1 into Homefield and Homefield Outdoor, a major multi-sport athletic complex and performance center, along with a Homefield Youth Baseball Complex located in Project Area 4. The Homefield Project Plan also consists of destination retailers, retail shops, restaurants, automobile dealerships, hotels, multi-family housing and other commercial uses to be developed within Project Areas 1, 2A, 2B, 3, 4 and 5.

The Homefield Youth Baseball Complex will include five (5) lighted turf fields and is designed as a regional tournament and player development venue featuring best-in-class technology to enhance individual and team training as well as analytics and data capture. The Olympic Park baseball complex is more geared towards tournament play and the five existing fields and Phase 2 expansion will allow it to host larger tournaments that the Homefield Youth Baseball Complex does not have the capacity to accommodate. Therefore, development of the baseball and sand Canyon Research Southwest, Inc. 38 75289329.7 sports complexes planned for the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the Village East Project District. Kansas Speedway/Village West

Village West is a 400-acre mixed-use development at the intersection of Interstates 70 and 435 in Kansas City, Kansas located immediately west of the Project District. Village West is designed as a sports, entertainment, and retail destination with principal entertainment attractions including the Kansas Speedway, Children’s Mercy Park, Community America Ballpark, and Hollywood Casino. These destination attractions have a significant influence on retail sales at Village West by generating high attendance volumes and providing regional and national recognition. Opened in August 2001, the $250 million Kansas Speedway features a 1.5-mile tri-oval NASCAR track and an 80,000-seat grandstand. The Kansas Speedway operates a four-race season, including two NASCAR races, drawing over 150,000 fans during 2019. According to the STAR Bond Annual Report 2019 published by the Department of Commerce, the Kansas Speedway issued $24.3 million in STAR Bonds and as of year-end 2019 the remaining balance amounted to $16.8 million. During 2019, the Kansas Speedway collected $1,326,376 in sales tax revenues and a principal and interest payment was made of $1,158,719.

Opened in May 2003, Community America Ballpark is an open-air stadium with a capacity of just under 7,200 that includes suites, fixed seats, picnic and grass seating, and standing areas. The stadium was home to the Kansas City T-Bones minor league baseball team through the 2019 season. The stadium has been renamed JustBats Field.

Hollywood Casino at Kansas Speedway opened in early 2012 and featuring a 100,000 square foot casino floor, a lounge, and several dining and entertainment concepts.

The Children’s Mercy Park, an 18,467-seat soccer stadium, opened at Village West in June 2011. The facility is home to Sporting KC, a franchise of Major League Soccer (“MLS”). The seating capacity can be increased to 25,000 for concerts. The stadium hosts more than 100 annual events including high school soccer and lacrosse tournaments, music festivals, charitable events, training, and retreats. During 2019, attendance for Children’s Mercy Park totaled approximately 450,000. According to the STAR Bond Annual Report 2019 published by the Department of Commerce, in May 2010, bonds totaling $150.3 million were issued to construct Children’s Mercy Park and as of year-end 2019 the bonds had been paid in full.

The experience with Village West demonstrates the value of STAR bonds as a development tool to attract unique, regional shopping and entertainment attractions to Kansas. The one-of-kind entertainment concepts and exceptional regional transportation access allows Village West to penetrate a trade area within a 4-hour drive time and host approximately 12 million visitors annually. Village West’s expanded regional draw has attracted such major retail entities as Nebraska Furniture Mart, Cabela’s, and Legends at Village West outlet center. The following retail projects are currently operating in Village West:

 Cabela’s is sporting goods retailer specializing in hunting, fishing, camping and related outdoor merchandise. Cabela’s was the first tenant to operate within Village West opening an 188,000 square foot large-format destination retail store in August 2002. The Village West store services a 250-mile trade area. Canyon Research Southwest, Inc. 39 75289329.7  Nebraska Furniture Mart Store, a retailer of furniture, floor coverings, appliances, and electronics products, opened in August 2003. The Village West store is Nebraska Furniture Mart’s first full-product-line extension location and services a trade area encompassing a 300-mile radius. Built on 80 acres, the 2-story superstore features over 1.0 million square feet of retail and distribution space.

 The Legends Outlets Kansas City is a 970,035 square foot destination outlet center. The Legends 14 Theatres opened in November 2005. Grand opening for the balance of the destination development occurred on April 22, 2006. The property has since been repositioned as an outlet center boasting a wide mix of national retailers. Major retailers now open for business include Target, JC Penney, HomeGoods, Dave & Busters, TJ Maxx, Off Broadway Shoes, and Old Navy. To date, 80 national and regional retailers are open for business in the shopping center.

 Twenty-eight restaurants now operate at Village West, including Applebee’s, Arthur Bryant’s Barbecue, Bob Evans, Chili’s, Granite City, Hooters, Stix, and Yard House.

Cerner occupies two eight-story buildings totaling 660,000 square feet on the 58-acre Village West campus at the southwest corner of Interstate 435 and State Avenue. The first tower opened in August 2013 with the second tower occupied in early 2014. The complex houses approximately 4,000 employees.

Prompted by the regional draw, special events and high visitor volumes ten hotels totaling 1,111 guest rooms now operate within the Village West Tourism District include the Great Wolf Lodge, Chateau Avalon, Best Western, Candlewood Suites, Comfort Inn, Country Inn & Suites, Hampton Inn, Holiday Inn Express, Residence Inn by Marriott, and Homewood Suites.

According to the STAR Bond Annual Report 2018 published by the Department of Commerce, Village West continues to be the number one tourist attraction in Kansas with more than 12 million annual visitors from throughout the Midwest region and beyond. While Village hosts sports facilities for minor league baseball the field capacity does not exist to host amateur baseball tournaments. Therefore, development of the baseball and sand soccer complexes planned for the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on Village West. Prairiefire at LionsGate

Prairiefire at LionsGate is located on the south side of 135th Street bounded by Nall Avenue to the east and Lamar Avenue to the west. What sets Prairiefire at LionsGate apart from existing lifestyle and entertainment centers operating in the Kansas City area is the inclusion of a cultural and educational facility as the destination attraction. The Museum at Prairiefire is a 35,000 square foot museum designed to host traveling exhibits by New York’s famed American Museum of Natural History as well as other science programming.

The Museum at Prairiefire was established in 2010 based on a pioneering content partnership with the American Museum of Natural History (“AMNH”) and opened to the public on May 12, 2014. The AMNH has agreed to provide 20 traveling exhibits over a 10-year period. The Museum at

Canyon Research Southwest, Inc. 40 75289329.7 Prairiefire is the first with an exclusive agreement with the AMNH that grants it a 300-mile radius market area. The Museum is focused on enhancing public understanding of natural history and sciences and presents an ongoing flow of world-class traveling exhibitions organized by the American Museum of Natural History. The Museum includes a Discovery Room, which is an exciting gateway to science and natural history for children age 3 and older, as well as engaging permanent halls and experiences, education programs and science videos, among others. Attendance in 2019 for the Museum at Prairiefire was reported at 370,105 visitors. Since opening in 2014, visitors from more than 2,150 zip codes and 15 foreign countries have visited the museum.

Prairiefire at LionsGate features a mix of retail, museum, office, hotel, and residential uses. The master plan features a cluster of buildings designed to create a “Main Street” urban setting. The retail component is designed as a destination lifestyle and entertainment center targeting high-end boutique shops, fine dining, and entertainment venues.

The project development plan consists of two phases. Phase 1 project components include the museum, entertainment attractions, retail space, multi-family residential and development wetlands and interpretive walk areas. Components for Phase 2, currently underway, include office space, hotel and additional entertainment and retail businesses.

Construction of the initial phase of Prairiefire began in early January 2013 and included the first retail spaces on the east and west sides of the development. REI opened in October 2013 and the remainder of retail and entertainment uses opened in May 2014. Additional retailers open for business include Home Goods, Cinetopia Theaters, Pinstripes Bistro/ Bowling/Bocce, Rock & Brews, Maru Sushi & Grill and Vinotopia Restaurant & Wine Bar. Also open are The Residences at Prairiefire and the West End Flats at Prairiefire apartment communities and The Prairiefire Villas.

According to the STAR Bond Annual Report 2019, STAR bonds up to $81 million have been authorized for Prairiefire at LionsGate. To date, $64.99 million in STAR Bonds have been issued with bonds outstanding of $64.86 million. During 2019, the district collected $3.06 million in sales tax revenues and made a bond interest payment of $3.5 million.

Given the distinctly different destination attractions and retail concepts, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on Prairiefire at Lionsgate. Given the differing destinations attractions the opportunity exists to establish synergy. Heartland Park

Heartland Park in Topeka, Kansas is a world-class multi-purpose motor sports track and entertainment venue. Since it opened in 1989, it has provided in-state and out-of-state visitors with fun, exciting opportunities. The redevelopment for Heartland Park includes asphalt replacement for drag and road course tracks, repair and resurfacing of all paddock/pit areas, a consolidated timing and scoring building, garages, maintenance and technical inspection buildings, tire buildings, and pavilions. Today’s facility features a NHRA-sanctioned ¼-mile drag strip, a 2.5-mile road course with four different configurations, a 3/8-mile banked clay oval, a 22- acre asphalt pad for autocross and drift events, and a dirt motocross track.

Canyon Research Southwest, Inc. 41 75289329.7 In June 2019, Heartland Park hosted the Kicker Country Stampede, one of the largest country music festival in the country with more than 150,000 visitors in attendance. Heartland Park will be the permanent site for the Stampede going forward. During 2019, total attendance to Heartland Park was reported at 338,000 visitors.

Since issuing the bonds, Heartland Park was sold to a new operator, and neither the City of Topeka nor the initial developer retain any ownership of the facility.

STAR Bond financing in the amount of $10.4 million was issued for the development of Heartland Park. By year-end 2019, the outstanding bond debt had been reduced to $5,025,000.

Given the distinctly different destination attractions, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on Heartland Park. River District

The Wichita River District Phase 1 included three projects, including the Keeper of the Plains sculpture, plaza and pedestrian bridge, the East Riverbank Redevelopment project and the WaterWalk fountain and public plaza area.

Phase 2 included improvements to the west bank of the Arkansas River, north of the Douglas Street Bridge and adjacent to the private development site of the River Vista Apartments project. The West Bank Apartments complex includes boat and bike rental facilities and storage for rowing shells, as well as improvements to Delano Park.

Amended project plans included the city’s Advanced Learning Library, which opened in 2018 and provided funding to redevelop Lawrence Dumont Stadium into a multi-sport stadium and to attract a major league-affiliated baseball team to Wichita. Lawrence-Dumont Stadium was demolished in late 2018 to make way for construction of the new baseball stadium to be named Riverfront Stadium. In September 2018, the city announced an agreement to locate the New Orleans MiLB team to Wichita for the 2020 season. The team will be known as the Wichita Wind Surge.

Because of the unique characteristics of the Wichita River District, particularly since the district did not begin as a “Greenfield,” but already contained several active businesses, it was possible to more efficiently use the STAR bond resources in a “pay-as-you-go” manner. The STAR bond costs were fully reimbursed during 2015. Today the Wichita River District supports a wide range of attractions, including:

 The Keeper of the Plains Plaza and Pedestrian Bridges (dedicated in May 2007)  Water Walk Place building and public parking garage  The Water Walk Garden (opened in July 2010)  Fountain at Water Walk (completed in October 2012)  Marriott Fairfield Inn and Suites (hotel opened in June 2011)  Wichita Boathouse remodel  Floating stage  Broadview Hotel (renovations complete and hotel reopened in August 2011)

Canyon Research Southwest, Inc. 42 75289329.7 Complimenting the public improvements, to date an estimated $72 million in private investment has been reported. Major private investment projects include:

 WaterWalk Main Place and Gander Mountain - $29 million  Marriott Fairfield Hotel - $12.35 million  Drury Broadview Hotel remodel and renovation - $29 million  Wichita Area Association of Realtors office building - $1.6 million  Wichita Boathouse renovation - $650,000

During 2015, STAR Bonds in the amount of $4.84 million were issued and have been paid in full. In 2018, $42.14 million in STAR Bonds were issued and by year-end 2019 the outstanding balance was reported at $42.14 million. During 2019, a reported $2.1 million in STAR Bond revenue was collected within the Wichita River District.

Given the distinctly different destination attractions, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the Wichita River District. K-96 Greenwich District

In June 2013, the Kansas Secretary of Commerce approved the K-96 & Greenwich STAR Bond District located on a 423-acre site at the intersection of K-96 Highway and Greenwich Road in Wichita, Kansas. The District’s Project Plan focuses on creating an athletic and recreation attraction complemented by a mix of retail, employment, and lodging uses. The Project Plan designates the site for 1.4 million square feet of commercial development anchored by a major state-of-the-art indoor multisport athletic complex. Additional project components include a mix of big-box retailers, destination restaurants, lodging, and medical office space. Today the District supports approximately 838,710 square feet of existing commercial space.

The initial phase of development located south of K-96 includes a variety of big-box retailers, restaurants, and hotels. In spring 2012, Cabela’s, a premier retailer of hunting, fishing, and outdoor gear, opened an 80,000 square foot store. Additional retailers within the District include Super Target, World Market, Hobby Lobby with Chili’s, McDonalds, Subway and Kanza Bank occupying out parcels. A 71,680 square foot Academy Sports store opened in 2015. Existing hotels include Hampton Inn & Suites, Holiday Inn Express & Suites, and Staybridge Suites.

In December 2015, the $14 million Wichita Sports Forum and Aviate Extreme opened on the 106 acres located north of K-96. The indoor multisport facility and extreme air sports trampoline park occupies a 148,534 square foot building. The athletic complex features basketball, baseball, softball, soccer, volleyball, and fitness/training facilities. The Wichita Sports Forum’s two indoor sand soccer fields are only available for practice and training, and thus are not viewed as directly competitive to the Sand Sports Complex planned for the Olympic Park Phase 2 Project. Also developing on the north 106 acres is Greenwich Place, a power center anchored by World Market, Home Goods, Ross, Mardel, DSW, Bed Bath & Beyond, and Steinmart. A La Quinta Inn & Suites is also open.

In December 2013, STAR bonds were issued in the amount of $36,325,000. According to the STAR Bond Annual Report 2019, the bonds have been paid in full. In August 2017, an additional

Canyon Research Southwest, Inc. 43 75289329.7 $71,305,000 in STAR Bonds was issued that combined the original bond issue. By December 31, 2019, the principal balance for this bond issues amounted to $59,290,000. During 2019, the K-96 Greenwich Districted collected $8.25 million in sales tax revenues. As of December 31, 2019, the project fund balance totaled $9.67 million.

The City of Wichita has expanded the District to include the 10-field Stryker Soccer Complex on the west side of Greenwich Road at 29th Street North. A $19.1 million upgrade included new artificial turf fields, improved lighting, locker rooms, and construction of one regulation-sized indoor turf field that opened in late spring 2019.

While both the Olympic Park Phase 2 Project and K-96 Greenwich Project District feature a multi- sport athletic complex that include sand soccer fields, the primary emphasis of K-96 Greenwich is on practice and training. Therefore, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the K-96 Greenwich Project District. City of Derby District

The Derby STAR Bond District incorporates approximately 300 acres surrounding the intersection of East Patriot Avenue/East 63rd Street South and Rock Road in Derby, Kansas.

The District is comprised of four tracts of land, including: 1) the North Tract located at the northwest corner of East Patriot Avenue/East 63rd Street South and South Rock Road; 2) the South Tract located at the southeast and southwest corners of East Patriot Avenue/East 63rd Street South and Rock Road; 3) the ROW Tract situated along East Patriot Avenue/East 63rd Street South between the North and South Tracts; and 4) the East Tract located on the east side of Rock Road between East Patriot Avenue/East 63rd Street and Tall Tree Road. The District is designed for the development of a unique mixed-use project featuring amusement, sports, entertainment, commercial, and lodging opportunities.

The North Tract is designed for a family attraction, a medical complex, and mixed-use development. Field Station Dinosaurs, an outdoor family attraction geared to children 3-11 years old, opened in May 2018, and the first building at Rock Regional Hospital opened in February 2019. In January 2020, the project was amended to add a second attraction, Derby Sports Zone, a 16,000 square foot multisport venue situated on the East Tract. Construction has not yet commenced, but design and planning are underway. The balance of Phase 2 will consist of an estimated twelve national retailers totaling 208,500 square feet, four restaurants occupying 7,500 square feet, and 148,000 square feet of office/commercial space.

The Derby Sports Zone will feature indoor and outdoor hard courts, outdoor sand courts, an outdoor games area, and a full-service, sit-down restaurant. The venue will accommodate the play of badminton, paddleball, sand volleyball, yard games, spikeball, and sand wrestling. The restaurant will be fully integrated into the sports and recreation environment so that there is a seamless transition between the sporting venues and food service.

The Derby STAR Bond Project District Phase 3 is designed as a sports and recreation attraction featuring an indoor rock wall, BMX bike park, training area, fitness center, wellness center, yoga and fitness classes, co-workspace, a café, and locker rooms. The facility will house an Olympic- Canyon Research Southwest, Inc. 44 75289329.7 caliber rock wall designed to host USA Climbing competitions. RoKC will be the operator of the rock-climbing gym. The company currently operates three rock-climbing gyms in the Kansas City area, including RoKC Olathe, RoKC North, and the Underground.

The South Tract is designed as a major shopping destination. Existing development includes the Derby Marketplace located at the northeast corner of Rock Road and Meadowlark Boulevard. Phase 1 opened in 2014 anchored by a 123,000 square foot Target store and 122,000 square foot Dillons Marketplace. Junior anchors include Ross, TJ Maxx, Hobby Lobby, Petco, Ulta Beauty, and Famous Footwear. Out parcels are occupied by several chain restaurants including Buffalo Wild Wings, Chick-fil-A, IHOP, Olive Garden, Panda Express Panera Bread, and Starbucks.

According to the STAR Bond Annual Report 2019, bonds amounting to $20,465,000 have been issued. During 2019, the Derby District collected $5,701,715 in sales tax revenues and a principal payment of $5.28 million was made, leaving a current outstanding balance of $13,230,000. An additional $14.375 million of STAR bonds was issued for the Derby District in June 2020.

While both the City of Derby and Olympic Park Project Districts include outdoor sand courts their use differs. The City of Derby Project District’s outdoor sand courts are designed for volleyball use only. Conversely, the three regulation sand soccer courts planned for the Olympic Park Phase 2 Project are designed for soccer use capable of serving as a regional destination for tournament, clinic, and league play. Given the distinctly different market positioning, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the City of Derby Project District. City of Atchison

The Amelia Earhart Aviation Museum building in Atchison, Kansas is under construction. The museum will feature a rare aircraft- a 1935 Lockheed Electra L-10E, “Muriel”- as well as a flight simulator and interactive education exhibits. The aircraft is identical to the aircraft flown by Amelia Earhart and is believed to be the only one of its kind. The Foundation operating the Museum expects to open for visitors by the Spring of 2021.

Construction of the Farmers Market pavilions in downtown Atchison were completed in May 2019, in time for the start of the season.

STAR Bond financing in the amount of $2.37 million was issued to assist in construction of the Amelia Earhart Aviation Museum and Farmers Market pavilions. By year-end 2019, the remaining balance on the bonds was $2.19 million. Sales tax revenues during 2019 for the City of Atchison Project District were reported at $210,002.

Given the distinctly different destination attractions and distance between the two Project Districts, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the City of Atchison Project District. City of Manhattan

Canyon Research Southwest, Inc. 45 75289329.7 The City of Manhattan’s STAR Bond project was completed in 2016, with the Flint Hills Discovery Center being the major attraction to the district. The North Redevelopment Area is near full build-out, currently providing 24 commercial spaces, of which two are available for lease and one additional small lot which remains undeveloped. Periodic vacancies have been caused by closures of businesses. In 2019, two new businesses, Kansas Discount Nutrition and T’licious opened. All 160 residential units have been completed on the north-end. Bonds are anticipated to pay off earlier than expected.

The South Redevelopment Area has been designed and completed to provide room for 15 businesses. These spaces can be categorized as three hotels, the Discovery Center, seven retail spaces, one restaurant space and four office spaces. In 2019, Sacred Leaf opened its new location in Blue Earth Place, taking the remaining retail space available for lease.

STAR Bond financing in the amount of $50 million was issued to assist in construction of the City of Manhattan Project District. By year-end 2019, the remaining balance on the bonds was $10.9 million. Sales tax revenues during 2019 for the City of Manhattan Project District were reported at nearly $5.6 million.

The 68,500 square foot Salina Fieldhouse was completed in late 2017 and serves as the centerpiece of the STAR Bond district in downtown Salina. Attractions include the Fieldhouse, The Alley (entertainment center), Old Chicago, YaYa’s Euro Bistro, Homewood Suites and Barolo Grille. The Salina Educational Automobile Museum of America has begun construction and is anticipated to be completed in 2020/2021.

The Salina Fieldhouse features multi-purpose hardwood and synthetic courts, as well as turf fields. Three hardwood and three synthetic basketball courts can convert into eight volleyball courts or six futsal courts. While turf fields accommodate soccer, football, kickball, baseball, softball and field hockey, hardwood and synthetic courts accommodate volleyball, futsal, dodgeball, cheer, dance, and other activities. The facility also contains specialized equipment such as drop-down batting cages and pitching tunnels. The Salina Fieldhouse has hosted basketball, volleyball, and other court sports-related tournaments, drawing participants from across the region.

STAR Bond financing in the amount of $18.25 million was issued to assist in construction of the various attractions. By year-end 2019, the remaining balance on the bonds was $18.25 million.

While both the Olympic Park Phase 2 Project and Salina Project District feature a multi-sport athletic complex, the Salina Fieldhouse is a smaller venue that lacks outdoor sports facilities and distance apart should minimize direct competition. Therefore, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the Salina Project District. City of Dodge City Canyon Research Southwest, Inc. 46 75289329.7 The Power Center Area in Dodge City includes a variety of museums, entertainment venues, hotel, and retail spaces. It also includes the expansion and renovation of the world-renowned Boot Hill Museum, themed and aesthetic improvements to Front Street and Wyatt Erp, a themed water park/aquatic facility, and regional specialty-themed retail and restaurant concepts.

The Western-themed Long Branch Lagoon Water Park has attracted more than 200,000 visitors since opening. The Guymon Petro Bar and Grill located in the historic Guymon Petro building is opened, as are the Boot Hill Distillery and Holiday Inn Express.

The Power Center Area will have a major home improvement store, junior anchor stores, a variety of small, local shops and additional development sites for restaurants. Sales tax revenues have exceeded expectations, and bond repayment is ahead of schedule.

STAR Bond financing in the amount of $12.52 million was issued in 2015 with an additional $15.96 million issued in 2018 to assist in construction of the attractions within the City of Dodge City District. During 2019, STAR Bond revenue collections were reported of $1,178,800 for the 2015 bond issue and $333,156 for the 2018 bond issue. By year-end 2019, the remaining balance on the bonds was $10.85 million for the 2015 bond issue and $15.545 million for the 2018 bond issue.

Given the distance and distinctly different destination attractions, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the City of Dodge City Project District. City of Garden City

Existing development within the Garden City STAR Bond district includes Heritage Inn & Suites, Parrot Cove Water Park, and Schulman Crossing anchored by Menards, Hobby Lobby, Dick’s Sporting Goods, TJ Maxx, Ross, and Petco. The next phase is underway and will include a multi- sport facility known as Sports of the World. The project will include indoor and outdoor soccer fields, basketball courts, baseball cages and a trampoline park, as well as outdoor sand volleyball courts, pickle ball courts and cornhole courts. This phase will also include necessary public infrastructure such as parking facilities, internal drives, and detention facilities.

STAR Bond financing in the amount of $29.54 million was issued to assist in construction of the attractions within the City of Garden City Project District. During 2019, the Project District generated a reported $2.1 million in sales tax revenues.

While both the Olympic Park Phase 2 Project and Garden City Project Districts feature outdoor sand courts, Garden City’s emphasis on volleyball and distance between the two facilities should minimize direct competition. Therefore, development of the Olympic Park Phase 2 Project is not anticipated to have an adverse impact on the City of Garden City Project District. Conclusions

Canyon Research Southwest, Inc. 47 75289329.7 Thirteen STAR Bond Districts in Kansas possess outstanding bond debt that at year-end 2019 totaled approximately $452 million. Three STAR Bond Districts are in the Wichita MSA and projects in Wichita, Kansas City, Salina, and Garden City include multi-sport athletic facilities. The Homefield Youth Baseball Complex planned for the Village East Project District and the Derby Sports Zone planned for the Derby Project District are the most comparable athletic facilities to the baseball and sand court complex proposed for the Olympic Park Phase 2 Project. However, given the location and market positioning of these athletic facilities it was concluded that they will not pose as direct competition to the baseball and sand court complex proposed for the Olympic Park Phase 2 Project.

The following economic impacts are forecast when considering the tourism potential of a project applying for STAR bond financing:

 Direct expenditures: Visitor spending that directly supports the jobs and incomes of people and firms that deal directly with visitors.

 Indirect expenditures: Changes in sales, income or jobs in regional sectors that supply goods and services in support of direct expenditure entities.

 Direct job creation: The total number of jobs (distinguished as full-time or part-time) supported by the target attraction.

 Creation of overnight hotel stays.

The Economic Impact Assessment examines the economic implications of the major attractions, lodging, and commercial space build-out to be constructed as part of the Olympic Park Phase 2 Project in terms of the direct and indirect growth in employment, income, and consumption. The project’s economic impact has been measured in terms of both construction-phase and operational- phase.

Direct impacts measure the spending and job creation that occurs as a direct result of the operations and activities that occur as part of the Olympic Park Phase 2 Project. Indirect impacts consist of re-spending of the initial or direct expenditures, or the supply of goods or services resulting from the initial direct spending as part of the Olympic Park Phase 2 Project.

Economic impacts measure the effects of economic stimuli or new demand for goods and services in the local economy. New demand in this case is created by the new retailers to the market and hotel, and the additional spending they will support. The secondary impacts of supplier expenditures by these businesses, employee spending and visitor spending are called multiplier effects. Multiplier effects are a way of representing the larger effects on the local economy of an Canyon Research Southwest, Inc. 48 75289329.7 initial increase in demand. Multipliers translate a known (or assumed) direct effect into an estimated total impact equal to the direct effect plus an indirect effect. For example, 100 jobs in a new manufacturing plant (the direct effect) might lead indirectly to 60 more jobs in the local service sector (the indirect effect). In this case, the total impact would be 160 jobs, and the employment multiplier would be 1.6.

The indirect effects may result from several different kinds of linkages. Some examples would be new sales to the manufacturing plant, sales to the new workers, additional sales to the sellers, and even expanded sales to an expanded government made necessary by the expanded economy. The indirect effects also may include investment and the migration of workers.

Wages for both the construction and operations phases were determined by consulting the Occupational Employment and Wage Estimates May 2018 for the Wichita MSA published by the U.S. Department of Labor. Construction-Phase

Construction of both the five (5) baseball fields and three (3) sand soccer fields would generate non-recurring construction impacts. Total project construction costs for both facilities are estimated at approximately $12.6 million.

Construction-phase employment estimates for the five (5) baseball fields and three (3) sand fields were generated by the Development Impact Assessment Handbook & Software with total payroll estimated by consulting Occupational Employment and Wage Estimates May 2018, published by the U.S. Department of Labor.

The construction-phase for both the five (5) baseball fields and three (3) sand fields would result in an estimated total economic output of approximately $17.64 million, creation of 104 full-time equivalent direct and indirect jobs, and payroll of approximately $5.8 million. Construction-phase economic impacts are summarized in the table below.

Construction-Phase Economic Impact Estimates Olympic Park Phase 2 Project

Totals

Direct Construction Expenditures $12,600,000 Total Economic Impact $17,640,000

Job Creation Direct 76 Indirect 28 Total 104

Payroll Direct $4,111,007 Canyon Research Southwest, Inc. 49 75289329.7 Indirect $1,660,539 Total $5,771,546

During 2017 the State of Kansas imposed a three-bracket structure for individual state income taxes (2.9%, 4.9% and 5.2%, respectively for 2017). For tax year 2018 the tax rates increased to 3.1 percent for the bottom bracket for income of less than $15,000 for singles and $30,000 for married couples filing jointly. The middle bracket includes incomes of $15,000 to $30,000 for singles and $30,000 to $60,000 for married couples filing jointly with taxes calculated for singles at $465 plus 5.25 percent for income over $15,000 for singles and $930 plus 5.25 percent for income over $30,000 for married couples filing jointly. The top bracket at 5.7 percent for income over $30,000 for singles and $60,000 for married couples with taxes calculated for singles at $1,252.50 plus 5.7 percent for income over $30,000 for singles and $2,340 plus 5.7 percent for income over $60,000 for married couples filing jointly. The Kansas withholding tax brackets remained unchanged for tax seasons 2019 and 2020.

Kansas allows itemized deductions and taxpayers can claim the same itemized deductions reported on the Federal return. Standard deductions under the Tax Reform Law are increased to $5,500 for singles or married filing separately and $7,500 for married couples filing jointly. This analysis applied a blended standard deduction for single and married couples of $6,500. Kansas has no personal exemption.

Based on a direct and indirect construction payroll of approximately $5.8 million, State withholding taxes generated during the construction phase are estimated at approximately $243,000. Operational-Phase

Operation of the Project’s baseball and sand soccer complexes will require both full-time administrative and grounds crew staff and part-time event staff in the form of umpires, gate admissions, and concessions. Full-time equivalent employment is estimated at 35 direct jobs and 21 indirect jobs.

Operations Phase FTE Employment Estimates Olympic Park Phase 2 Project

Baseball Sand Total Fields Fields FTE Jobs

Full-Time Employee Payroll 4.0 3.0 7.0 Part-Time Employee Payroll 8.5 6.5 15.0 Umpires Payroll 7.5 5.5 13.0

Total Annual Payroll 20.0 15.0 35.0

Full-time equivalent jobs stemming from the operations phase payroll was estimated based on annual mean incomes pertinent occupations in Kansas published by the U.S. Department of Canyon Research Southwest, Inc. 50 75289329.7 Labor’s Occupational Employment and Wage Estimates May 2018. A sample of annual mean incomes include $19,300 for food concessions workers; $20,990 for amusement and recreation attendants; $40,540 for grounds maintenance workers; $34,160 for umpires, referees, and other sports officials; and $35,580 for office and administrative support occupations.

Collectively, the operating payroll for the planned baseball and sand soccer complexes is estimated at approximately $977,000 annually.

Operations Phase Payroll Estimates Olympic Park Phase 2 Project

Baseball Sand Total Fields Fields Payroll

Full-Time Employee Payroll $142,824 $107,118 $249,942 Part-Time Employee Payroll $168,792 $126,594 $295,386 Umpires Payroll $246,696 $185,022 $431,718

Total Annual Payroll $558,312 $418,734 $977,046

Operation of the baseball and sand soccer complexes planned for future construction within the Project are estimated to generate direct and indirect employment of 56 FTE jobs, an annual payroll of $1.9 million, State personal income tax collections of $59,000 per year, annual sales of $2,255,000, and a total economic output of $3.2 million annually.

In addition, the Project is estimated to attract approximately 351,840 to 442,400 annual visitors, generating total annual expenditures of $89 million to $107 million. The total economic output generated by the visitor expenditures are estimated at $125 million to $150 million annually.

Operations Phase Economic Impact Estimates Olympic Park Phase 2 Project

Baseball Sand Fields Fields Totals

Canyon Research Southwest, Inc. 51 75289329.7 Total Economic Impact of Operations Stabilized Annual Sales $1,330,000 $925,000 $2,255,000 Total Output $1,862,000 $1,295,000 $3,157,000

FTE Job Creation Direct 20 15 35 Indirect 12 9 21 Total 32 24 56

Annual Payroll Direct $558,312 $418,734 $977,046 Indirect $519,838 $395,924 $915,762 Total $1,078,150 $814,658 $1,892,808

The Project’s baseball and sand soccer complexes are estimated to attract approximately 211,100 to 253,440 annual overnight visitors. Assuming 65 percent of the overnight visitors stay in a hotel, an average stay of two nights and 1.8 guests per room, total demand for overnight accommodations is estimated at 152,464 to 183,040 annual room nights. At an average annual occupancy rate of 70 percent, the forecast room night demand is sufficient to support 597 to 716 hotel rooms.

Annual Hotel Room Demand Estimates Olympic Park Phase 2 Project

Lodging Demand Low High

Out of Town Overnight Visitors 211,104 253,440 Hotel Guests @ 65% of Visitors 137,218 164,736 Occupied Rooms @ 1.8 Guests Per Room 76,232 91,520 Total Room Nights @ 2 Night Stay 152,464 183,040 Supportable Rooms @ 70% Occupancy 597 716

Most baseball and sand soccer tournaments will be 2-day events occurring during the weekends with some larger tournaments being 3-day events held Friday through Sunday. Therefore, most of the lodging demand originating from tournament play will occur from Friday through Sunday. These are also commonly the lowest lodging demand night for area hotels.

Overnight visitors for baseball tournaments are estimated to occupy an average of 936 to 1,040 guest rooms per night per tournament, for a total of 1,872 to 2,080 room nights. Meanwhile, overnight visitors for sand soccer tournaments are estimated to occupy an average of 364 to 520 guest rooms per night per tournament, for a total of 728 to 1,040 room nights.

These lodging demand forecasts illustrate the significant impact the Project’s proposed Baseball and Sand Sports Complexes will have on the Wichita area hotel market. Canyon Research Southwest, Inc. 52 75289329.7 To conclude, the construction and operation of the Olympic Park Phase 2 Project’s Baseball and Sand Sports Complexes will contribute significantly to the local economy by attracting out-of- town visitors, visitor expenditures, and lodging demand.

STAR BOND REVENUE PROJECTIONS

The STAR bond program provides Kansas municipalities the opportunity to issue bonds to finance the development of major commercial entertainment and tourism areas and use sales tax revenue generated by the development to pay off the bonds. STAR bonds possess a 20-year term. An eligible area for the STAR bond program includes a historic theater, major tourism area, major motorsports complex, auto racetrack facility, river walk canal facility, major multi-sport athletic complex or a major commercial entertainment and tourism area.

A new STAR Bond issuance for the Olympic Park Phase 2 Project will be supportable through certain sales taxes realized from operation of the proposed baseball fields and sand soccer fields. Therefore, this section of the study quantifies the supportable bond debt by preparing an amortization schedule using estimated STAR bond sales tax revenue streams available through maturity of the 20-year term. STAR Bond Revenues

The STAR Bond Act allows for the pledge of 100 percent of the tax increment revenue received by the city from any local sales and use taxes, including the city’s share of any county sales tax, which are collected within the STAR bond project district. The STAR bond financing being sought for the Olympic Park Phase 2 Project will be repaid by certain incremental retail sales taxes.

Taxable retail sales generated by businesses operating in the Project are subject to a sales tax rate of 8.50 percent consisting of 6.5 percent for the State of Kansas, 1.0 percent for Sedgwick County and 1.0 percent for the City of Goddard. The City portion of Sedgwick County’s 1.0 percent sales tax rate is 0.007 percent. The effective STAR Bond eligible sales tax rate is 7.507 percent.

STAR Bond Effective Sales Tax Rate Olympic Park STAR Bond Project

Tax % STAR Bond Canyon Research Southwest, Inc. 53 75289329.7 Taxing Jurisdiction Rate Allocation Dedicated

State of Kansas 6.500% 100.0% 6.500% Sedgwick County 1.000% 0.007% 0.007% City of Goddard 1.000% 100.0% 1.000%

Total Tax Rate 8.500% 7.507%

The Market Impact Study section of the report estimated annual retail sales revenues at build-out and stabilization of the five turf baseball fields, three sand soccer fields, and two concession pavilions.

Annual retail sales through build-out and stabilization are estimated at $2,255,000, including $830,000 for the five baseball fields, $425,000 for the three sand soccer fields, and $500,000 for each of the two concession pavilions,

Forecast Annual Sales Revenue Olympic Park Phase 2 Project

Annual Project Component Sales

Baseball Fields $830,000 Concessions Pavilion $500,000

Sand Soccer Fields $425,000 Concessions Pavilion $500,000

Total Annual Sales $2,255,000

From 2000 through 2019 the Consumer Price Index (CPI) rose at an average annual rate of 2.165 percent. Through maturity of the STAR bonds retail and lodging sales volumes within the Project are escalated at a slightly more conservative annual rate of 2.0 percent.

Total STAR Bond Revenue

The 20-year statutory maturity period for the Phase 2 bonds will track that of the Phase 1 bonds, expiring through year-end 2034. As outlined in the table on page 55, throughout the bond maturity period for the Olympic Park Phase 2 Project, the Olympic Park Project District is estimated to generate gross STAR Bond revenues totaling approximately $2.7 million.

Canyon Research Southwest, Inc. 54 75289329.7 STAR Bond Revenue Estimates Olympic Park Phase 2 Project

Retail Sales STAR Bond Baseball Soccer Total Revenue Year Fields Fields Concessions Sales 7.507%

2021 $830,000 $425,000 $1,000,000 $2,255,000 $169,283 2022 $846,600 $433,500 $1,020,000 $2,300,100 $172,669 2023 $863,532 $442,170 $1,040,400 $2,346,102 $176,122 2024 $880,803 $451,013 $1,061,208 $2,393,024 $179,644 2025 $898,419 $460,034 $1,082,432 $2,440,885 $183,237 2026 $916,387 $469,234 $1,104,081 $2,489,702 $186,902 2027 $934,715 $478,619 $1,126,162 $2,539,496 $190,640 2028 $953,409 $488,191 $1,148,686 $2,590,286 $194,453 2029 $972,477 $497,955 $1,171,659 $2,642,092 $198,342 2030 $991,927 $507,914 $1,195,093 $2,694,934 $202,309 2031 $1,011,765 $518,073 $1,218,994 $2,748,832 $206,355 2032 $1,032,001 $528,434 $1,243,374 $2,803,809 $210,482 2033 $1,052,641 $539,003 $1,268,242 $2,859,885 $214,692 2034 $1,073,694 $549,783 $1,293,607 $2,917,083 $218,985

Totals $13,258,369 $6,788,924 $15,973,938 $36,021,231 $2,704,114 Source: Canyon Research Southwest, Inc.; November 2020.

Canyon Research Southwest, Inc. 55 75289329.7 Supportable Bond Debt Estimates

The STAR Bond funding capacity of the Olympic Park Phase 2 Project was quantified through calculating the net present value of the annual Sales Tax Special Obligation Bond (“STAR”) revenues throughout the maturity of the project plan. This report assumed that all STAR bond revenue would be used to pay bond debt. The net present value was calculated using an annual sales growth rate of 2.0 percent, debt service reserve and bond issuance costs of 12.0 percent, debt coverage ratio of 1.25 and a discount (“yield”) rate of 5.0 percent.

Total project costs for the Project are estimated at approximately $12.6 million with STAR Bond reimbursable project costs estimated at approximately $10 million.

Olympic Park STAR Bond Project 2016 2017 2018 2019

STAR Bond Revenue Local $347,065 $3,604,232 $381,584 $433,797 State $2,237,355 $2,323,434 $2,464,771 $2,799,984 Total $2,584,420 $5,927,666 $2,846,355 $3,233,781

Bond Payments Interest $1,885,247 $1,828,988 $1,769,063 $1,658,855 Principal $855,000 $910,000 $970,000 $1,385,000

Principal Balance $29,145,000 $28,235,000 $27,265,000 $928,880,000* Source: STAR Bond 2019 Annual Report. *Principal amount of 2019 refunding bonds.

As outlined by the table on page 57, throughout the statutory STAR bond maturity period expiring at year-end 2034, the gross Sales Tax Special Obligation Bond revenues captured by the Olympic Park Phase 2 Project are estimated at approximately $60.3 million, yielding a net present value of $44.1 million. Accounting for bond issuance costs and reserve fund allocation, net proceeds of approximately $31.0 million are available to service bond debt.

Therefore, because the Olympic Park STAR Bond District is overperforming with a growing annual proceeds and a healthy cash balance, the Project District is projected to have the funding capacity necessary to cover the STAR bond debt associated with the Phase 2 eligible project costs. Canyon Research Southwest, Inc. 56 75289329.7 Canyon Research Southwest, Inc. 57 75289329.7 Supportable STAR Bond Debt Estimates Olympic Park Phase 2 Project

Phase 2 Capture of Total Present Net Less: Debt Net STAR Bond District Excess STAR Bond Value Present Coverage STAR Bond Year Revenue Revenue Revenue 5.0% Value 1.25 Proceeds

Canyon Research Southwest, Inc. 57 75289329.7 ADDENDA

Canyon Research Southwest, Inc. 58 75289329.7 EXHIBIT A

Canyon Research Southwest, Inc., Client Roster

Canyon Research Southwest, Inc. 59 75289329.7 Canyon Research Southwest, Inc. Client List

Canyon Research Southwest, Inc. has provided real estate consulting services for several leading organizations including:

American Furniture Warehouse (Englewood, CO) Arizona State Land Department Bain & Company, Inc. (Boston, Massachusetts) Bashas’ Markets Bayer Properties (Birmingham, Alabama) Belz-Burrow (Jonesboro, Arkansas) Bridgeview Bank Group Browning-Ferris Industries Burch & Cracchiolo PA Cameron Group (Syracuse, New York) Carrow Real Estate Services (Albany, New York) Cass County, Missouri Cavan Real Estate Investments D.J. Christie, Inc. (Overland Park, Kansas) Church of Jesus Christ of Latter-Day Saints City of Belton, Missouri City of Dodge, Kansas City of Fenton, Missouri City of Glendale Economic Development Department City of Independence, Missouri City of Lee’s Summit, Missouri City of Liberty, Missouri City of Osage Beach, Missouri City of Mesa Economic Development Department City of Mesa Real Estate Services City of Norman, Oklahoma City of Overland Park, Kansas City of Phoenix Economic Development Department City of Phoenix Real Estate Department City of St. Charles, Missouri City of Tucson Community Services Department City of Warsaw, Missouri City of Wichita, Kansas DeRito Partners Development, Inc. Dial Realty (Omaha, Nebraska and Overland Park, Kansas) DMB Associates DMJM Arizona Inc. EDAW, Inc. (Denver, Colorado) W.M. Grace Development Greystone Group (Newport Beach, California) Hanford/Healy Advisory Company Heritage Bank (Louisville, Colorado) Highwoods Properties (Kansas City, MO) Canyon Research Southwest, Inc. 60 75289329.7 Holiday Hospitality Corporation (Atlanta, Georgia) Jorden & Bischoff, PLC JPI Development Kaiser Permanente (Oakland, California) Kessinger Hunter (Overland Park, Kansas) Landmark Organization (Austin, Texas) Lawrence Group (St. Louis, MO) Lee’s Summit Economic Development Council (Lee’s Summit, Missouri) Lewis and Roca Lowe’s Companies, Inc. (West Bloomfield, MI) Lund Cadillac Marriott International, Inc. (Washington, D.C.) MCO Properties Meritage Homes Metropolitan Housing Corporation (Tucson, Arizona) Monterey Homes Mountain Funding (Charlotte, North Carolina) Navajo Nation Division of Economic Development Opus Northwest Corporation Opus West Corporation Pederson Group, Inc. Phelps Dodge Corporation Piper Jaffray (Kansas City, Missouri) Pivotal Group Pulte Home Corporation Pulte Homes of Greater Kansas City Pyramid Development (St. Louis, Missouri) Ralph J. Brekan & Company RED Development (Kansas City, Missouri) R.H. Johnson & Company (Kansas City, Missouri) Richmond American Homes River Run Development (Boise, Idaho) Royal Properties (Champaign, Illinois) Salt River Project Steiner + Associates, Inc. (Columbus, Ohio) Summit Development Group (St. Louis, Missouri) SWD Holdings (San Francisco, California) The Innova Group Tucson (Tucson, Arizona) The University of Arizona Department of Economic Development (Tucson, Arizona) The University of Arizona Medical Center (Tucson, Arizona) Trammell Crow Residential Union Homes (Salt Lake City, Utah) Unified Government of Wyandotte County and City of Kansas City, Kansas Wal-Mart, Inc. (Bentonville, Arkansas) Waste Management Wells Fargo Bank NA Widewaters (Syracuse, New York) Wolfswinkel Group

Canyon Research Southwest, Inc. 61 75289329.7 EXHIBIT B

Canyon Research Southwest, Inc. List of Public Financing Projects

Canyon Research Southwest, Inc. 62 75289329.7 Canyon Research Southwest, Inc. has performed feasibility studies for TIF, TDD and STAR Bond redevelopment areas throughout the United States, a sample of which is listed below:

Tax Increment Financing

 718,406 square foot SummitWoods Crossing in Lee’s Summit, Missouri  457,250 square foot Antioch Center in Kansas City, Missouri  579,980 square foot Blue Ridge Mall Redevelopment in Kansas City, Missouri  724,333 square foot Gravois Bluffs East & West in Fenton, Missouri  519,295 square foot Prewitt Point in Osage Beach, Missouri  1,073,743 square foot Branson Hills Shopping Center in Branson, Missouri  398,100 square foot Belton Town Centre in Belton, Missouri  106-acre Tuscany Village mixed-use development in St. Joseph, Missouri  675,960 square foot Shoppes at North Village in St. Joseph, Missouri  29th Street & Highway 69 Bypass TIF District in Pittsburg, Kansas  230,860 square foot Venture Shopping Center in Roeland Park, Kansas  175,072 square foot North Broadway in Pittsburg, Kansas  89,850 square foot Maryville Town Center in Maryville, Missouri  119,390 square foot Harrisonville Center in Harrisonville, Missouri  435-acre West 370 TIF District in St. Charles, Missouri  115,904 South U.S. 65 TIF in Chillicothe, Missouri  Briarcliff West RPA 9, 22 and 36 in Kansas City, Missouri

STAR Bonds

 The Legends at Village West in Kansas City, Kansas  Kansas City Tourism District in Kansas City, Kansas  Prairiefire at Lionsgate in Overland Park, Kansas  Kansas University Medical Center in Kansas City, Kansas  Brookridge STAR Bond District in Overland Park, Kansas  BluHawk STAR Bond District in Overland Park, Kansas  Overland Park Sports Arena and Entertainment District in Overland Park, Kansas  Village East STAR Bond District in Kansas City, Kansas  Olathe 151st Street District in Olathe, Kansas  The Gateway in Mission, Kansas  East Bank Redevelopment District in downtown Wichita  K-96 and Greenwich Project District in Wichita, Kansas  Caban Marketplace in Bel Aire, Kansas  Olympic Park in Goddard, Kansas  Chisholm Crossing in Wichita, Kansas  Downtown Manhattan, Kansas Redevelopment Area  Dodge City STAR Bond District in Dodge City, Kansas  Sports of the World STAR Bond District in Garden City, Kansas  Downtown Salina, Kansas Canyon Research Southwest, Inc. 63 75289329.7 EXHIBIT C

Resume of Eric S. Lander, Principal Canyon Research Southwest, Inc.

Canyon Research Southwest, Inc. 63 75289329.7 ERIC S. LANDER

EDUCATION Mr. Lander received a B.S. in Marketing from the Arizona State University College of Business Administration, received honors status for his superior cumulative grade point average. During this time, he was an active member of the Marketing Club and National AMA as well as a participant in several research projects involving both local and national firms. Mr. Lander has also received a Master’s in Real Estate Development and Investment from New York University, graduating with honors.

BUSINESS EXPERIENCE Canyon Research Southwest, Inc. President (October 1984 to Present)

Established Canyon Research Southwest, Inc. as a multi-disciplined real estate consulting firm designed to provide comprehensive research and analysis to the development, financial, investment, and municipal communities. Responsibilities include direct marketing, project management, staffing, and client relations. The firm has performed more than 400 major consulting assignments with over 75 local and national clients. Fields of expertise include market and feasibility analysis of large-scale master planned communities, freeway oriented mixed-use projects, retail centers, office complexes, business parks, and hotels. Additional services include fiscal impact studies, property valuation, and development plan analysis.

Mountain West Research Associate (December 1988 to January 1990) Senior Consultant (October 1983 to October 1984)

Mr. Lander assisted in managing the Commercial Real Estate Services Division of Mountain West, Arizona's largest real estate and economic development consulting firm. Responsibilities included direct marketing, personnel management, client relations, and consulting on large-scale commercial, office, industrial, and hotel projects. Also contributed to several real estate publications and assisted in the management and marketing of the firm's commercial, office, and industrial (COI) data base.

Iliff, Thorn & Company Marketing Assistant (January 1982 to December 1983)

Joined Iliff, Thorn & Company during its infancy and became solely responsible for providing in- house marketing support services to its commercial real estate brokers. These services included demographic research, office/industrial/retail market studies, raw land sales packages, site selection analysis, client relations, and property research. Major accomplishments included establishing and implementing office and industrial absorption studies, devised central office market and available raw land files, and organized the development of an industrial/retail map. Also, during this time, Mr. Lander obtained a real estate sales license and became involved in commercial brokerage activities.

Canyon Research Southwest, Inc. 65 75289329.7 ERIC S. LANDER Page 2

RANGE OF EXPERIENCE In 1987, Mr. Lander, in cooperation with the Drachman Institute of Regional Land Planning, published a working paper titled "Land Development as Value Added in the Development Process and Appropriate Criteria to Rank Sites for Selection of Master Planned Satellite Communities." Since the publication of this working paper, Mr. Lander has conducted numerous market feasibility studies on existing and proposed, large-scale, master planned communities in the Southwestern United States, totaling over 80,000 acres. The working paper was also evaluated and utilized by such prestigious universities as Harvard, M.I.T. and the University of North Carolina as part of their master’s program in Real Estate, City and Regional Planning, and Business.

Mr. Lander is an instructor with the Commercial Real Estate Institute, teaching classes in Market Analysis, Commercial Property Valuation and Land Valuation.

Developed a model designed to evaluate and rank the development potential of freeway interchanges. The methodology for ranking freeway properties is based on a list of 25 criteria which provide a framework to efficiently compare the strengths and weaknesses of various freeway sites. Seven (7) criteria have been established which apply to metropolitan area economic base and real estate market, five (5) criteria evaluate the region influenced by the presence of the freeway in question, and thirteen (13) interchange and site-specific criteria are aimed at determining future real estate development opportunities. This model has been utilized in evaluating freeway-oriented, mixed-use projects anchored by regional malls, business parks, office complexes, and hotels.

Mr. Lander has provided consulting services on downtown redevelopment and historic preservation efforts. Recent examples include a heritage tourism study for the Erie Canal terminus in Buffalo, New York; evaluation of potential office, retail, hotel and arena development in the downtown areas of Glendale and Mesa, Arizona; retail market evaluation and redevelopment plan for downtown Warsaw, Missouri; a downtown master plan for downtown Lee’s Summit, Missouri; and a redevelopment plan for the 24 Highway Corridor in Independence, Missouri.

Mr. Lander has conducted TIF and TDD Revenue Projections for a variety of large-scale retail projects in Missouri and Kansas. Tax Increment Financing and Transportation Development Districts are government-backed funding mechanisms designed to finance project-specific public infrastructure improvement. Funded is provided via the issue and sale of bonds. In the case of Tax Increment Financing the bonds are repaid with incremental increases in property tax and sales tax revenue generated by the designated redevelopment area. Transportation Development Districts involve the levy of an additional sales tax on businesses operating within the redevelopment area.

Mr. Lander has conducted STAR Bond Feasibility and Market Studies on several proposed developments in Kansas, including the Kansas City Tourism District, Legends at Village West, Kansas City Research & Medical Campus, and Rosedale Station Shopping Center. The Market Study evaluates the market positioning, market demand, short-term development potential, and economic impact for the proposed Redevelopment District. Meanwhile, the Feasibility Study provides a STAR Bond revenue vs. costs comparison to determine the ability of the Redevelopment District to cover debt service for the projected STAR Bond obligations throughout the bond maturity period.

Canyon Research Southwest, Inc. 66 75289329.7

RESOLUTION NO. _____

A RESOLUTION OF THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS, APPROVING THE FORM OF AND AUTHORIZING THE EXECUTION OF A FIFTH AMENDMENT OF DEVELOPMENT AGREEMENT RELATING TO THE GODDARD STAR BOND DISTRICT; AND AUTHORIZING CERTAIN OTHER ACTIONS IN CONNECTION WITH SAID AGREEMENT.

WHEREAS, City of Goddard, Kansas (the “City”) is a municipal corporation duly organized and validly existing under the laws of the State of Kansas (the “State”) as a city of the second class; and

WHEREAS, the City and Goddard Destination Developers, Inc. (the “Original Developer”), entered into a Development Agreement dated April 21, 2014; a First Amendment of Development Agreement dated December 15, 2014; a Second Amendment of Development Agreement dated March 16, 2015; a Third Amendment of Development Agreement dated March 21, 2016; and a Fourth Amendment of Development Agreement dated October 26, 2018 (the “Fourth Amendment, and, with the preceding agreement and amendments, collectively, the “Original Development Agreement”) in connection with a STAR bond district created by the City pursuant to K.S.A. 12-17,160 et seq., as amended, known as the Goddard STAR Bond District (the “District”), which comprises over 280 acres of property located within the City; and

WHEREAS, pursuant to the Fourth Amendment and that Certain Assignment and Assumption Agreement between Original Developer and Goddard Sports LLC, a Kansas limited liability company (the “Developer”), dated November 2, 2018, the City approved the assignment and transfer of all of Original Developer’s rights, duties, and obligations under the Original Development Agreement to the Developer; and

WHEREAS, on April 21, 2014, the Governing Body of the City (“Governing Body”) approved Ordinance No. 755, which approved a certain STAR Bond Project Plan (the “Original Project Plan”), that contemplated the construction of a Phase I Project; and

WHEREAS, at its meeting held on the date of this Resolution, the Governing Body, after proper notice, conducted a public hearing on a proposed first amendment to the Original Project Plan, and at such meeting, the Governing Body, by a vote of at least two-thirds of its members, approved Ordinance No. ______, which approved such first amendment to the Original Project Plan (the “First Amendment to the STAR Bond Financing Project Plan”), that contemplates the construction of a Phase II Project; and

WHEREAS, the Governing Body hereby finds and determines that it is necessary and advisable, in connection with the First Amendment to the STAR Bond Financing Project Plan, to authorize the execution of a new Fifth Amendment of Development Agreement, between the City and Developer (the “Fifth Amendment”), and to take certain actions and execute certain other documents as therein provided.

NOW, THEREFORE, BE IT RESOLVED BY THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS, AS FOLLOWS:

Section 1. Approval of Fifth Amendment. The Fifth Amendment is hereby approved in substantially the form presented to the Governing Body at this meeting, a copy of which shall be filed in the records of the City Clerk.

Section 2. Execution of Fifth Amendment and Other Documents. The Mayor of the City is hereby authorized and directed to execute the Fifth Amendment and such other documents, certificates

and instruments as may be necessary or desirable to carry out and comply with the intent of this Resolution, with such changes therein as shall be approved by the City Administrator and as to form by the City Attorney and Gilmore & Bell, P.C., the City's bond counsel, and any officer of the City executing such documents, such officer’s signature thereon being conclusive evidence of their approval and the City's ratification or approval thereof. The City Clerk is hereby authorized to attest to the signature of the Mayor of the City and affix the seal of the City to said documents.

Section 3. Further Authority. The City shall, and the officers, employees and agents of the City, the City Attorney, and the City's bond counsel, are hereby authorized and directed to, take such action, expend such funds and execute such other documents, deeds, agreements, certificates and instruments as may be necessary or desirable to carry out and comply with the intent of this Resolution and the transactions contemplated therein and to carry out, comply with and perform the duties of the City with respect to the Original Development Agreement and Fifth Amendment (now, collectively, the “Development Agreement”), and related documents.

Section 4. Effective Date. This Resolution shall take effect and be in full force after its adoption by the Governing Body.

ADOPTED by the City Council of the City of Goddard, Kansas, on December 21, 2020.

(SEAL) Hunter Larkin, Mayor

ATTEST:

Teri Laymon, City Clerk

FIFTH AMENDMENT OF DEVELOPMENT AGREEMENT

DATED [DATE]

BETWEEN

CITY OF GODDARD, KANSAS

AND

GODDARD SPORTS LLC

RELATING TO THE

GODDARD STAR BOND DISTRICT

FIFTH AMENDMENT OF DEVELOPMENT AGREEMENT

THIS FIFTH AMENDMENT OF DEVELOPMENT AGREEMENT (this “Fifth Amendment”), is made and entered into as of [DATE], by and between the CITY OF GODDARD, KANSAS, a municipal corporation duly organized under the laws of the State of Kansas (the “City”), and GODDARD SPORTS LLC, a Kansas limited liability company (the “Developer”, with the Developer and the City collectively referred to as the “Parties” and each a “Party”).

RECITALS

A. The City and Goddard Destination Developers, Inc. (“Original Developer”), a Kansas corporation, entered into a Development Agreement dated April 21, 2014 (“Original Development Agreement”); a First Amendment of Development Agreement dated December 15, 2014 (“First Amendment”); a Second Amendment of Development Agreement dated March 16, 2015 (“Second Amendment”); a Third Amendment of Development Agreement dated March 21, 2016 (“Third Amendment”); and a Fourth Amendment of Development Agreement dated October 26, 2018 (“Fourth Amendment”) (collectively, the “Development Agreement”) in connection with a STAR bond district created by the City pursuant to K.S.A. § 12-17,160 et seq., as amended, known as the Goddard STAR Bond District (the “District”), which comprises over 280 acres of property located within the City.

B. Pursuant to the Fourth Amendment and that Certain Assignment and Assumption Agreement between Original Developer and Developer dated November 2, 2018, the City approved the assignment and transfer of all of Original Developer’s rights, duties, and obligations under the Development Agreement to Developer.

C. On April 21, 2014, the Governing Body of the City (“Governing Body”) approved Ordinance No. 755, a copy of which is attached hereto as Exhibit A, which approved a certain STAR Bond Project Plan (the “Original Project Plan”), that contemplated the construction of the Phase I Project.

D. On [DATE], the Governing Body, after proper notice, conducted a public hearing on the proposed First Amendment to STAR Bond Project Plan, and on [DATE], the Governing Body, by a vote of at least two-thirds of its members, approved Ordinance No. , a copy of which is attached hereto as Exhibit B, which approved a certain first amendment to the Original Project Plan (the “First Project Plan Amendment”), a copy of which is attached hereto as Exhibit C, that contemplates the construction of the Phase II Project.

E. The Parties now desire to enter into this Fifth Amendment to amend the Development Agreement.

NOW, THEREFORE, in consideration of the foregoing and in consideration of the mutual covenants and agreements herein contained, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties hereby agree as follows:

ARTICLE I

DEFINITIONS AND RULES OF CONSTRUCTION

Section 101. Definitions of Words and Terms. For all purposes of this Fifth Amendment, except as otherwise provided or unless the context otherwise requires, the words and terms used in this Fifth Amendment shall have the meanings set forth in Section 1.01 of the Development Agreement. ARTICLE II

AMENDMENT OF DEVELOPMENT AGREEMENT

Section 201. Amendment to Section 1.01 of the Development Agreement.

(a) The definition of Agreement set forth in Section 1.01 of the Development Agreement is hereby deleted and replaced with the following:

“Agreement” means the Development Agreement (as defined below), as amended by this Fifth Amendment.

(b) The definition of “Developer” set forth in Section 1.01 of the Development Agreement is hereby deleted and replaced with the following:

“Developer” means Goddard Sports LLC, a Kansas limited liability company, and its successors and assigns.

(c) The definition of Project set forth in Section 1.01 of the Development Agreement is deleted and replaced with the following:

““Project” means the STAR Bond Project described in the Original Project Plan and the Phase II Projects, as defined in the First Project Plan Amendment.”

(d) The definition of Project Plan set forth in Section 1.01 of the Development Agreement is deleted and replaced with the following:

““Project Plan” means the STAR Bond Project Plan, dated April 21, 2014, as amended by the First Amendment to STAR Bond Project Plan, dated [DATE].”

(e) The definition of STAR Bonds set forth in Section 1.01 of the Development Agreement is deleted and replaced with the following:

“STAR Bonds” means the 2019 STAR Bonds and the 2021 STAR Bonds.

(f) The following terms are hereby added to Section 1.01 of the Development Agreement.

“2019 STAR Bonds” means the Sales Tax Special Obligation Refunding Revenue Bonds (Olympic Park Star Bond Project), Series 2019, in the original principal amount of $25,880,000, issued by the City pursuant to the STAR Bond Act.

“2021 STAR Bonds” means the special obligation sales tax bonds to be issued by the City pursuant to the STAR Bond Act in a principal amount necessary to generate net project proceeds of 10,000,000.

“Phase I” and the “Phase I Projects” shall mean the projects described in the Fourth Amendment.

“Phase II” shall have the meaning set forth in Section 3.01. “Phase II Projects” means the Phase II Ball Fields and the Sand Sports Complex.

“Phase II Project Budget” means the budget for the Phase II Projects as set forth on Exhibit D attached hereto.

Section 202. Amendment to Section 3.01 of the Development Agreement. The following are added as subsections 6 and 7 to Section 3.01:

“6. A total of five (5) competition baseball/softball fields (the “Phase II Ball Fields”). The Phase II Ball Fields shall be constructed to satisfy the following requirements:

a. To the extent practicable, as reasonably determined by Developer, be of a multi-use design to permit play of softball and baseball; b. Synthetic turf playing surfaces on the infield and outfield of all Phase II Ball Fields; c. Each Phase II Ball Field shall be able to accommodate games that utilize 60 foot base paths and a pitcher’s mound that is 43 feet away from the back point of home plate; d. All Phase II Ball Fields must have a minimum distance of 210 feet between home plate and the nearest outfield fence, stand or other obstruction on the right- and left- field foul lines, and a minimum distance of 230 feet between home plate and the nearest fence, stand or obstruction in center field; e. Stadium lighting for each Phase II Ball Field; f. Team dugouts and bullpens constructed from durable masonry for each Phase II Ball Field; g. Spectator seating with protective awnings for each Phase II Ball Field; h. Concessions and restroom facilities.

7. A total of three (3) outdoor multi-sport sand fields around a common covered spectator pavilion (the “Sand Sports Complex”). The Sand Sports Complex shall be constructed to satisfy the following requirements:

a. The pavilion shall include concessions, toilet facilities, and administrative and support offices. A large patio is planned for three sides of the pavilion to provide shade for the spectators. The covered patio will have a combination of seating styles that includes picnic tables for families and teams. Locker and changing rooms shall be available for the players.

b. To the extent practicable, as reasonably determined by Developer, each sand field shall be of a multi-use design to permit play of sand soccer and sand volleyball.

c. Each sand field shall be designed to support two field sizes in compliance with the North American Sand Championship standard dimensions, including a 25 yard by 35 yard configuration for most divisions and a 30 yard by 40 yard configuration for certain adult divisions. d. The perimeters of each sand field will be marked with nylon tape anchored into the sand. The fields will be split into four areas - including a midfield line with a penalty area line on each side. The imaginary lines that create these areas shall be designated with flag markers along the sidelines.

e. Substitutes, team delegates, and other spectators shall remain at least six feet from the touchlines. To ensure this, a low plastic fence will be mounted in the sand around each field.

f. Each sand field shall include a netting fence erected behind the two goals to function as a backstop. These backstops will be constructed from black painted steel posts ten feet high with black netting tied to the posts.

g. A perimeter concrete sidewalk shall be constructed to provide a hard surface access to each of the three fields. These sidewalk will facilitate ADA access and help retain the sand.

h. The area between the fields and around the pavilion shall be paved with concrete. Picnic tables and trash receptacles will be placed around the complex for the spectators.

The Phase II Ball Fields and Sand Sports Complex collectively comprise and are herein referred to as “Phase II”. Phase I and Phase II collectively comprise and are herein referred to as the “Developer Project.” A concept plan outlining the proposed development to occur under the Project Plan Amendment and depicting Phase II is attached hereto as Exhibit E.”

Section 203. Amendment to Section 3.03 of the Development Agreement. The first sentence of Section 3.03 is hereby deleted and replaced with the following:

“For a period of five (5) years beginning on the date of the Fifth Amendment, the Developer shall be deemed the “Master Developer” for the Project.”

Section 204. Amendment to Section 3.04 of the Development Agreement. The following is added to the first and second paragraphs of Section 3.04:

“The construction of the Developer Project is anticipated to be undertaken in accordance with the following schedule:

Construction of Phase II will commence on or before six (6) months after issuance of the 2021 STAR Bonds, and be substantially completed on or before eighteen (18) months after issuance of the 2021 STAR Bonds.

Provided Developer is continuing with reasonable diligence to commence and complete construction Phase II, Developer shall have such additional time as may be reasonably necessary for Developer to commence and complete construction of Phase II, and any deviation from the dates set forth above shall not be an Event of Default.”

Section 205. Standards for Improvements. The provisions of Section 3.05 of the Development Agreement shall apply to the Phase II Projects. Section 206. Project Budget. In accordance with Section 3.07 of the Development Agreement, the Phase II Projects shall be constructed substantially in accordance with the Phase II Project Budget.

Section 207. Project Zoning Planning, Platting and Construction. The provisions of Section 3.08 of the Development Agreement shall apply to the Phase II Projects and the Project as that term has been amended by this Fifth Amendment.

Section 208. Insurance and Indemnification. The provisions of Sections 4.01 and 4.02 of the Development Agreement shall apply to the Phase II Projects and the Project as that term has been amended by this Fifth Amendment.

Section 209. Sources of Funding: Similar to Section 5.01 of the Development Agreement, the Parties contemplate that the costs of the Phase II Projects (the “Phase II Project Costs”) may be financed by the following sources of funds, subject to the terms of this Agreement: (i) private debt and equity, or other public incentives, if any, and (ii) the 2021 STAR Bonds.

Section 210. Developer Project Budget. Similar to Section 5.02 of the Development Agreement, the Developer shall cause the Project to be constructed substantially in accordance with the Project Budget. The column entitled “STAR Bond Eligible” reflects the portion of the Phase II Project that is eligible to be financed with the STAR Bonds.

Section 211. STAR Bonds. Similar to Section 5.03 of the Development Agreement, the Parties will mutually cooperate to obtain the authorization of the Secretary to issue the 2021 STAR Bonds for the Project. The City is currently pursuing, and will continue to diligently pursue, all necessary approvals for the Governing Body; and the selection of a Placement Agent or Underwriter so that the 2021 STAR Bonds may be issued in one or more bond issuances in accordance with Sections 6.06 or 6.07 of the Development Agreement. In the event that it is deemed necessary under commercially reasonable underwriting standards to issue the 2021 STAR Bonds in more than one series, the City agrees that it will diligently pursue such issues until the full amount of the 2021 STAR Bonds has been funded for the Project. Upon the issuance of the 2021 STAR Bonds, the proceeds of the sale of the 2021 STAR Bonds (the “2021 STAR Bond Proceeds”) will be deposited into a bond fund (the “2021 STAR Bond Fund”) governed by the Bond Documents, the proceeds of which may be utilized only for items deemed STAR Bond Eligible Costs pursuant to the STAR Bond Act. The priority of uses of the 2021 STAR Bond Proceeds will be as follows:

(a) First, Developer may utilize the first $5,000,000 of the 2021 STAR Bond Proceeds to construct the Phase II Projects.

(b) Second, Developer shall determine the actual costs required to complete construction of the Phase II Projects, and calculate fifteen (15%) of such actual costs. Developer shall not have the right to utilize more than the first $5,000,000 of the 2021 STAR Bond Proceeds described in subsection (a) until Developer provides to City one or more Certificates of Expenditures that in the aggregate show that Developer has utilized private debt or equity to fund at least fifteen (15%) of such actual costs of the Phase II Projects.

(c) Third, after Developer provides evidence of the private expenditures required by subsection (b), Developer may utilize the remaining $5,000,000 of the 2021 STAR Bond Proceeds to construct the Phase II Projects. (d) Fourth, after Developer has utilized the $5,000,000 of the 2021 STAR Bond Proceeds per subsection (a), the private expenditures equal to fifteen (15%) of the actual costs per subsection (b), and the remaining $5,000,000 of the 2021 STAR Bond Proceeds per subjection (c), the Developer shall then fund all remaining Phase II Project costs with private debt or equity.

Section 212. Phase II STAR Bond Uses. Similar to Section 5.04 of the Development Agreement, the City acknowledges that the items included in the “STAR Bond Eligible” column of the Phase II Project Budget are only estimates at this time and that the 2021 STAR Bonds may be used by the Developer to finance any STAR Bond Eligible Costs with the written consent of the City Representative. Notwithstanding the foregoing, the Parties hereby agree that the reimbursement of any particular line item stated in the “STAR Bond Eligible” column not exceeding 125% of the amount stated therein shall be deemed reasonable. No third-party, other than the Developer, shall be entitled to use or direct the use of the 2021 STAR Bond Proceeds.

Section 213. Source of STAR Bond Payments. The following is added to Section 5.05 of the Development Agreement:

“The 2021 STAR Bonds will be issued as parity bonds to the 2019 STAR Bonds as to interest due on the 2021 STAR Bonds, and subordinate bonds to the 2019 STAR Bonds as to principal due on the 2021 STAR Bonds. The 2021 STAR Bonds shall be paid and amortized with the STAR Bond Revenues. The STAR Bond Revenues shall be measured against the State and local sales and use taxes from a base year which is twelve (12) months immediately prior to the month in which the STAR Bond District was established in accordance with the STAR Bond Act. For a period of twenty (20) years from the approval of the Original Project Plan, the City shall cooperate with the State of Kansas and the Bond Trustee to properly allocate the STAR Bond Revenues collected hereunder to pay and amortize the 2021 STAR Bonds, unless such 2021 STAR Bonds shall be paid in full and retired prior to the end of such twenty (20) year period from the approval of the Original Project Plan.”

Section 214. STAR Bond Issuance. All provisions in Article VI of the Development Agreement shall apply to the 2021 STAR Bonds.

ARTICLE III

MISCELLANEOUS PROVISIONS

Section 301. Notice. Section 10.07 of the Development Agreement is deleted in its entirety and replaced with the following:

All notices and transfers requires pursuant to this Agreement shall be in writing and shall be sent as follows:

To the Developer:

Goddard Sports LLC Attn: Rodney Steven II 6100 East Central Wichita, KS 67208

To the City:

City Manager 118 N. Main P.O. Box 667 Goddard, KS 67052

Section 302. Waiver of Current Defaults. The Parties hereby waive any default or Event of Default that has occurred and is continuing as of the date of this Fifth Amendment; provided, however, for any default or Event of Default so waived, such waiver shall not apply to the same or similar default or Event of Default that first occurs after the date of this Fifth Amendment.

Section 303. Construction of Development Agreement. Except as specifically amended in Article II of this Fifth Amendment, all provisions, references, and requirements to the Project found in the Development Agreement shall apply equally and be requirements of the Project as that term has been amended by this Fifth Amendment.

Section 304. Applicability of the Development Agreement. Except as otherwise provided in this Fifth Amendment, the provisions of the Development Agreement are hereby ratified, approved and confirmed and incorporated herein.

Section 305. Severability. If any provision in this Fifth Amendment shall be invalid, illegal or unenforceable, the validity, legality, and enforceability of the remaining provisions shall not in any way be affected or impaired thereby.

Section 306. Execution in Counterparts. This Fifth Amendment may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, but all such counterparts shall together constitute but one and the same instrument.

Section 307. Governing Law. This Fifth Amendment shall be governed by and construed in accordance with the laws of the State of Kansas.

[Signatures on following page.] IN WITNESS WHEREOF, the City and the Developer have duly executed this Fifth Amendment pursuant to all requisite authorizations as of the date first above written.

CITY OF GODDARD, KANSAS

Hunter Larkin, Mayor ATTEST:

Teri Laymon, City Clerk

APPROVED AS TO FORM:

Ryan Peck, City Attorney

STATE OF KANSAS ) ) ss. COUNTY OF SEDGWICK )

Appeared before me today, this ______day of ______, 20__, Hunter Larkin, personally known to me and after first being sworn did state that he is the Mayor of the City of Goddard, State of Kansas, and that the seal affixed to the foregoing instrument is the official Seal of the City of Goddard, and that said instrument was signed and sealed on behalf of the City, and that the matters set forth herein are true and correct to the best of her and the City’s knowledge, information and belief, and acknowledge that she executed the same on behalf of the City as its free act and deed.

In Testimony Whereof, I have hereunto set my hand and affixed my official seal the day and year first above written.

______[SEAL] Notary Public

______Typed or Printed Name of Notary Public My Appointment Expires:

DEVELOPER:

Goddard Sports LLC, a Kansas limited liability company

Rodney Steven II, Member

STATE OF KANSAS ) ) ss. COUNTY OF )

Appeared before me today, this ______day of ______, 20__, Rodney Steven II, to me personally known, who being by me duly sworn did say that he is the Member of Goddard Sports LLC, and that said instrument was signed and delivered on behalf of said company and acknowledged to me that he executed the same as the free act and deed of said company.

In Testimony Whereof, I have hereunto set my hand and affixed my official seal the day and year first above written.

______[SEAL] Notary Public

______Typed or Printed Name of Notary Public My Appointment Expires:

EXHIBIT A

Ordinance No. 755 (Approving the Original Project Plan)

[to be attached]

EXHIBIT B

Ordinance No. (Approving Project Plan Amendment)

[to be attached] EXHIBIT C

Project Plan Amendment

EXHIBIT D

Phase II Project Budget

Cost Category Phase 2 Phase 2 STAR Bond Eligible

Land Acquisition $ - $ - Subtotal: $ - $ -

Hard Construction Costs Phase 1 Ball Fields Complex Ball Fields $ 1,950,000 $ 1,950,000 Restrooms and locker/Changing Rooms $ 335,000 $ 335,000 Bleachers and Covered Seating $ 365,000 $ 365,000 Scoreboards $ 145,000 $ 145,000 Landscaping and irrigation $ 170,000 $ 170,000 Sidewalks and pavilion area $ 128,000 $ 128,000 Fencing and Dugouts $ 290,000 $ 290,000 Sand Sports Complex Sand Courts $ 935,000 $ 935,000 Restrooms and locker/Changing Rooms $ 185,000 $ 185,000 Sidewalks and seating area $ 165,000 $ 165,000 Fencing, Poles, Score Boards, Nets $ 335,000 $ 335,000 Subtotal: $ 5,003,000 $ 5,003,000

Architecture & Engineering Phase 1 Ball Fields Complex Ball Fields $ 165,000 $ 165,000 Restrooms and seating areas $ 36,000 $ 36,000 Scoreboards, Nets $ 34,000 $ 34,000 Sand Sports Complex Volleyball and sand Sports $ 57,000 $ 57,000 Restrooms and seating areas $ 48,000 $ 48,000 Fencing, Poles, Score Boards, Nets $ 26,000 $ 26,000 Subtotal: $ 366,000 $ 366,000

Legal & Accounting Phase 1 Ball Fields Complex $ 57,000 $ - Sand Sports Complex $ 18,000 $ - Subtotal: $ 75,000 $ -

Sales Marketing $ 70,000 Retail Leasing $ - Travel & Conventions $ 17,500 Sales $ - Subtotal: $ 87,500 $ -

Miscellaneous Soft Costs Property Taxes $ 200,000 $ - Admin Overhead $ 150,000 $ - Development Fees - 5% $ 250,150 $ - Miscellaneous $ 500,000 $ - Subtotal: $ 1,100,150 $ -

Phase 2 Phase 2 STAR Bond Eligible

Hard Costs Land Acquisition $ - $ - Infrastructure $ 4,869,190 $ 4,869,190 Hard Construction $ 5,003,000 $ 5,003,000 Architecture & Engineering $ 366,000 $ 366,000

Subtotal $ 10,238,190 $ 10,238,190 Contingency - 10% $ 1,023,819 $ - Hard Costs Total $ 11,262,009 $ 10,238,190

Soft Costs Legal & Accounting $ 75,000 $ - Sales $ 87,500 $ - Miscellaneous Soft Costs $ 1,100,150 $ -

Subtotal $ 1,262,650 $ - Contingency - 5% $ 63,133 $ - Soft Costs Total $ 1,325,783 $ -

TOTAL HARD COSTS $ 11,262,009 $ 10,238,190 TOTAL SOFT COSTS $ 1,325,783 $ - TOTAL PROJECT COSTS $ 12,587,792 $ 10,238,190

EXHIBIT E

Depiction of Phase II

The Phase II Project is comprised of the five ball fields and three sand courts in the bottom left hand corner.

Agenda Item H.2 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Consider a Resolution Amending & Supplementing Res. 18-13 to Increase the Authorized Industrial Revenue Bond from $55,500,000 to $65,000,000 for the Private Improvements Within the Goddard STAR Bond District INITIATED BY: City Council PREPARED BY: City Administrator AGENDA: New Business

Background: On October 22, 2018 the City Council unanimously adopted Resolution 18- 13 authorizing the issuance of revenue bonds in a principal amount not to exceed $55,500,000 to finance the costs of the acquisition, construction, furnishing and equipping of a multi-sport athletic complex and other commercial facilities, including a natatorium, hotel, health club and ball fields to Goddard Sports, LLC. The City of Goddard is not obligated nor is the City’s full faith and credit involved with this issuance of conduit debt. Analysis: This resolution increases the revenue bond principal amount to $65,000,000. The remainder of the Resolution 18-13 remains unchanged. Financial: There is no direct cost to the City for the passage of this resolution. Legal Considerations: Approved as to form. The proposed resolution has been constructed by City Bond Counsel Kevin, Cowan and reviewed by City Attorney Ryan Peck. Recommendations/Actions: It is recommended the City Council: Adopt the Proposed Resolution. Actions: 1) Consider the Resolution (VOICE) 2) Mayor Declares the Resolution Duly Adopted & Numbered

Attachments: Resolution (1 pg); Res. 18-13 (3 pp) RESOLUTION NO. 20-__

A RESOLUTION AMENDING AND SUPPLEMENTING RESOLUTION NO. 18-13 OF THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS WHICH DETERMINED THE ADVISABILITY OF ISSUING INDUSTRIAL REVENUE BONDS FOR THE PURPOSE OF FINANCING THE ACQUISITION, CONSTRUCTION, FURNISHING AND EQUIPPING OF A MULTI-SPORT ATHLETIC COMPLEX TO BE LOCATED IN THE CITY.

WHEREAS, the City of Goddard, Kansas (the “Issuer”) has heretofore by Resolution No. 18-13 duly adopted on October 22, 2018 (the “Prior Resolution of Intent”), authorized the issuance of revenue bonds of the Issuer, pursuant to K.S.A. 12-1740 et seq. (the “Act”), in the principal amount of not to exceed $55,500,000, to provide funds to finance the costs of the acquisition, construction, furnishing and equipping of a multi-sport athletic complex and other commercial facilities, including a natatorium, hotel, health club and ball fields to be located within the City of Goddard, Kansas (the “Project”), to be leased by the Issuer to Goddard Sports LLC, a Kansas limited liability company, (the “Tenant”), or its assigns, or another legal entity to be formed by the principal of the Tenant; and

WHEREAS, the Issuer hereby find and determines that the estimated costs of the Project have increased and that the Prior Resolution of Intent should be amended to modify the authorized amount of bonds for the Project.

NOW, THEREFORE, BE IT RESOLVED BY THE GOVERNING BODY OF THE CITY OF GODDARD, KANSAS:

Section 1. Amendments. Section 2 of the Prior Resolution of Intent is hereby amended to read as follows:

“ Section 2. Authorization to Acquire Project; Intent to Issue Bonds. The Issuer is hereby authorized to proceed with the acquisition, construction, furnishing and equipping of the Project and to issue its revenue bonds, in one or more series, in an aggregate principal amount not to exceed $65,000,000 (the “Bonds”) to finance and pay the costs thereof, subject to satisfaction of the conditions of issuance set forth herein.”

Section 2. Effective Date. This Resolution shall become effective upon adoption by the Governing Body and shall remain in effect until October 1, 2022, unless extended by affirmative vote of a majority of the Governing Body.

Section 3. Ratification. The Prior Resolution of Intent is hereby amended; and the rest and remainder of the Prior Resolution of Intent is hereby ratified and confirmed. The Prior Resolution of Intent and this Resolution shall be read and construed together.

ADOPTED by the Governing Body of the City of Goddard, Kansas on December 21, 2020.

[SEAL] ______Hunter Larkin, Mayor Attest: ______Teri Laymon, Clerk

Agenda Item H.3 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Land Donation Process North Property INITIATED BY: City Administrator PREPARED BY: Assistant to the City Administrator AGENDA: New Business

Background: On November 2, 2020 Downtown Investments LLC reached out to the City and inquired about donating a piece of land. The land is Lot 1 and 2, Block A Goddard Crossing Addition and just over 4 acres. The portion of land is directly North of Orschelns (Exhibit H.3.b). The section will adjoin the Rustic Creek Development. The owner is attempting to donate the property in order to relinquish the tax burden associated with it. The mortgage has been paid off on the property. Analysis: The City will enter into a Quitclaim Deed (Exhibit H.3.a) with Downtown Investment LLC or “Grantor” and Goddard acting as the Grantee. Mr. Talal Timsah is the current owner of the land and has agreed to sign the property over to the City. Once donated, the City can use the property for public purposes, or sell or lease the land. There are no immediate needs for the land. Upon approval of the deed by the Governing Body, the City will manage the property including mowing and other maintenance. Financial: None Legal Considerations: Approved as to form as Authored by City Attorney Ryan Peck Recommendations/Actions: It is recommended the City Council: Approve the donation of the property via the Deed Attachments: H.3.a – Quticlaim Deed (3 Pages); H.3.b – Land Map (1 Page)

[ Feet

W STEVIE CT W

0 125 250

T 9

9 Property donation

S Parcels

N HOPPER CT

E MARTENS DR

PIN: 00554391

Acres: 4.0476

W CEDAR POINTE CT Appraised Land Value: $1,210 Assessed Land Value: $363

W KELLOGG DR

W US54 HWY T

S W KELLOGG DR

E T

E 6TH ST Agenda Item H.4 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Sanitary Sewer Maintenance & Cleaning – Old Town INITIATED BY: Public Works Director AGENDA: New Business

Background: The city’s sanitary sewer system collects and conveys wastewater from residential, commercial, and industrial facilities to the Wastewater Treatment Plant to be treated prior to discharge. Over time the sewer lines start to degrade and must be cleaned. The lines are cleaned by using specialty equipment, such as sewer rodders and pressure cleaners, to remove blockages caused by tree root intrusion and accumulation of heavy greases – the two major causes of sewer backups into private homes. Grease build up and tree root intrusion, along with debris build up can cause severe damage to the lines and system. These issues must be addressed or they can lead to more sewer back ups and overflows in businesses and homes.

The lines are cleaned with a high-power pressure jet of water that blows debris, grease, roots down the line from one manhole to the next. The debris is collected at the next manhole, quantified, and removed from the system through a vacuum process. During the process a portion of the lines are also looked at through video inspection. A remote- controlled closed circuit television system is run through the line to get a good visual of the sewer line condition.

The City in the past has ran on a five-year rotational cleaning of the entire system. One- fifth of the system is cleaned each year. The City has approximately 200,000 linear feet of sewer line in the system. The most recent five-year contract ran out at the end of 2015, and maintenance and cleaning were postponed to replenish the sewer reserve fund.

The City is seeking to restart the maintenance and cleaning program in 2021 beginning with cleaning and inspection of the sanitary sewer system in north Old Town. The program will include cleaning approximately 30,805 linear feet and televising approximately 4,621 linear feet of sanitary sewer lines. During the cleaning process the contractor will identify any manholes that require rehabilitation.

The initial plan was to complete the work later in the first quarter of 2021, but due to their workload and employee absences associated with Covid-19 the contractor, Mayer Specialties, has requested to begin the cleaning process on January 4th and finish on 12th 2021.

Analysis: It is imperative that the city reimplement the maintenance and inspection of sanitary sewer lines. The maintenance will help prevent back ups and overflows, along with helping maintain good operations at the WWTP.

The 5-year rotation system that was previously in place for Sanitary Sewer Cleaning has worked well for the City. It is a fiscally prudent and logical plan. The cleaning of the northern section of the Old Town sanitary sewer system costs $19,715.0 and restarts the 5-year cleaning rotation that was suspended in 2015.

Financial Considerations: Authorization of the $19,715.20 expenditure would come from the Sewer Replacement Reserve Repair and Maintenance Utility Infrastructure (83- 830-6150) which currently has a fund balance of $218,715.

Legal Considerations: Approved as to form.

Recommendations/Actions: It is recommended the City Council authorize Public Works to contract with Mayer Specialties in the amount of $19,715.20 for sanitary sewer cleaning and maintenance in Old Town Goddard.

Attachments: Exhibit A – map detailing the sections of sanitary sewer system being cleaned

Agenda Item H.5 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Cereal Malt Beverage License Renewal INITIATED BY: City Clerk AGENDA: New Business

Background:

ARTICLE 2. CEREAL MALT BEVERAGES Any person desiring a license shall make an application to the Governing Body of the city and accompany the application by the required license fee for each place of business for which the person desires the license.

Analysis: The following businesses renewed licenses: 1. Walmart 2. Pizza Hut 3. Goddard Sports LLC 4. Murphy Oil 5. Kwik Shop

Financial Considerations: The fee for a retailer’s license to sell CMB for consumption on the licensed premises is $225.00 ($200.00 to the City and $25.00 to the State). The fee for a retailer’s license to sell CMB in original and unopened containers and not for consumption on the licensed premises is $75.00 (50.00 to the City and $25.00 to the State).

Recommendations/Actions: It is recommended the City Council approve the applications for license to retail cereal malt beverages in the City of Goddard.

Attachments: None

Agenda Item H.6 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Winter Weather Preparation INITIATED BY: Public Works Director AGENDA: New Business

Background: Each year Public Works personnel and City administrative staff review and prepare for the approaching winter season the week of the Columbus Day holiday (non-City holiday). Analysis: The goal of Goddard’s winter storm response operations is to reduce the impact of snow and ice on City roadways. The City has an information webpage for winter weather preparation under the Public Works department webpage, which may be found here: Snow | Goddard, KS The page includes for local and regional weather and road conditions as well as a City of Goddard snow route map and winter weather preparation and response overview. When a winter weather event is anticipated City Crews will utilize salt brine to pre-treat the roadways. The use of salt brine reduces the impact of snow and ice on the road surface. City staff will take a proactive approach to controlling snow & ice on City roadways. The snow route map illustrates the City’s priority roadways. Major Arteries are color coded blue and given first priority. Once Major Arteries are passable the focus shifts to Primary Routes. Primary Routes are color coded red and given second priority. Once all Major Arteries and Primary Routes are passable Public Works crews then focus on Secondary Routes, which are color coded green. Major Arteries North/South Streets 199th Street -- Maple Street to ¼ mile south of GHS School complex 183rd Street -- Maple Street to 23rd Street 167th Street – Maple Street to Kellogg East/West Streets Maple Street – 199th to 167th Street Kellogg Southside Frontage Road – Cedar Street to 183rd Street Kellogg Northside Frontage Road – Walnut Street to 183rd Street Kellogg Avenue – Is the responsibility of KDOT but City crews will plow Kellogg when travelling the roadway and will also clean intersections to allow passage from Major Arteries on Kellogg/US400/US54. 23rd Street – 215th Street to 183rd Street Primary Routes Primary Routes are all USD 265 school bus routes. Secondary Routes Secondary Routes include all residential streets, roadways, and cul-de-sacs. Travel Tips • Remove any snow on vehicle windshields, lights, brake lights, and signals. • Check vehicle tires, wiper blades, fluid levels, belts, and hoses. • Leave plenty of time to reach your destination safely. • First snow/ice drivers are not prepared for winter driving and forget to take it slow. Remember to drive well below the posted speed limit and leave plenty of room to stop. • Stay attentive, reduce speed to increase awareness of your surroundings. • Reduce speed and proceed with caution. • Buckle up and properly secure children in safety seats. • Stay attentive and avoid distractions (no texting or calling). • Drive with extra care around snow plows. • SAFETY

o Slow down for wet, snowy, icy conditions o Avoid quick braking or acceleration o Find out about driving conditions before you go o Every time – buckle up o Turn signals, brake lights, and windows need to be clear of snow & ice o You should never use cruise control in winter weather conditions Financial: There is no direct cost for this agenda item. Legal Considerations: Approved as to form Recommendations/Actions: It is recommended the City Council: Receive & File the report on Winter Weather Preparation. Attachments: Snow Route Map (1 page); Winter Weather Preparation & Response Overview (2 pages)

Your Home – Our Community www.goddardks.gov

P.O. Box 667  118 N Main  Goddard, Kansas 67052  316-794-2441  FAX: 316-794-2401

WINTER WEATHER PREPARATION & RESPONSE

The following suggestions are intended to provide an overview of the City of Goddard’s response to winter weather conditions. City Public Works Department is ready to respond 24 hours a day, 7 days a week to treat or plow ice, slush, and snow. During a winter storm event these tasks take precedent over all non‐emergency City operations. City staff consults with meteorologists and monitor weather forecasts to establish a work plan, staffing requirements, equipment & material needs that might be required to minimize a storm’s impact on our community.

In anticipation of winter weather the City utilizes salt brine to “pre‐treat” our roadways to reduce the impact of snow and ice on the road surface. The goal of pre‐treatment is to create a safer environment when travelling on our streets. The City will take a proactive approach to controlling snow & ice on Goddard’s roadways. The application of salt brine is similar to spraying a frying pan with oil to prevent food from sticking to the surface of a pan.

 WHAT IS SALT BRINE? Salt brine is water saturated with sodium chloride (rock salt) which is dissolved in beneficial use reuse water.

 WHEN IS SALT BRINE USED? Salt brine is applied by spraying the chemical on the pavement up to 72 hours in advance of winter weather.

 WHAT IS PRE‐TREATING? Pre‐treating is a snow and ice fighting strategy used in anticipation of warmer winter storms (usually above 15 degrees Fahrenheit). If applied within 72 hours of a winter storm, salt brine will begin working as soon as the first snowflake or ice pellet falls and will help delay the accumulation of snow & ice on the street pavement.

 WHY USE SALT BRINE?

Salt brine is more cost effective than other pre-treatment and post-storm responses (assuming no preparatory action was taken) and also allows the Public Works Department to apply the pre-treatment during normal operating hours saving in overtime costs. In addition this allows Goddard to have all of our City street pre-treated before the driving conditions deteriorate. Salt brine prevents/slows the snow/ice from bonding to the pavement surface, which allows the roads to return to bare pavement much more quickly once the storm has ended.

 HOW IS SALT BRINE APPLIED TO THE ROADWAY? Motorists can expect to see Goddard crews pre‐treating the roads with salt brine using our specially modified trucks. Once applied the pre‐treatment is initially wet for several minutes but then turns white. When travelling on a pre‐treated roadway motorists will see white lines or a white swath of roadway. Salt brine will not damage your vehicle.

 WHAT SHOULD I DO WHEN FOLLOWING A VEHICLE APPLYING SALTBRINE? Vehicles applying salt brine will travel at a speed of less than 40 mph. Motorists should stay back at least 500 feet from the vehicle.

 WHAT ARE THE BENEFITS OF USING SALT BRINE? 1. Anti-icing returns the roadway to normal faster and results in fewer accidents & delays. 2. Using liquid ice-melt jumpstarts the melting process because salt needs moisture to be effective. 3 Brine doesn’t bounce or blow off the roadway like rock salt or sand so the product is used more efficiently. 4. If the storm is delayed salt residue remains on the road ready to work once precipitation begins. 5. Crews can cover more territory by beginning treatment in advance of a storm. Increased efficiency results in less salt use, minimizing environmental concerns. 6. City tax dollars are maximized through the efficient use of resources.

REMEMBER THESE GENERAL RULES WHEN DRIVING AROUND SNOW & ICE EQUIPMENT

 Don’t pass  Don’t assume the snow plow operator can see you. o Every truck has blind spots which reduce side and rear visibility.  Allow plenty of stopping distance; don’t follow too closely.  Keep your headlights on low beam.

DRIVE SLOWLY & USE CAUTION

Agenda Item H.7 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: Purchase New Copiers for Administration and Police Departments INITIATED BY: Police Department PREPARED BY: City Treasurer AGENDA: New Business

Background: When the previous copy machine was replaced in 2014, the old machine was repurposed by the Police Department, and they have been using it regularly since that time. That machine broke down a few weeks ago. Attempts were made to repair the Police Department’s copy machine, but replacement parts are no longer available. It will not be possible to repair the copier. The main copy machine used by the Administration Department and other City staff, is now over 5 years old. The life cycle of these machines are approximately 3-4 years. Since we will have to replace one machine for PD, Admin staff sought to get quotes to replace both machines at the same time. It would make it easier for the Accounts Payable process if we had one service contract for both machines. Analysis: Staff sought bids from vendors for two copy machines with similar capabilities as the current Admin copy machine. We received back three bids. The details are as follows” • ImageQuest (current service provider for our Admin copy machine) Xerox C8135 (two units) • $12,616.14 includes purchase price, plus set-up & delivery, for two units. • Also includes a $1,000 credit for trade-in of current Xerox copier. • Maintenance Cost with no minimums

o Black and White: $0.005 per page o Color: $0.039 per page • RK Black Cannon ImageRUNNER ADVANCE DX C3725i (two units) • $14,901.72 includes purchase price for two units. • Maintenance Costs o New B&W Service Agreement . $15.40/Mo. (2,000 Images/month) per machine o New Color Cost Per Copy Agreement . $44.50/Mo. (1,000 Images/month) per machine o Future Contract . $179.90/Qtr, Include 6,000 B/W images/Qtr, . Color Cost Per Copy Agreement billed at $0.0445/image . B/W Overages billed at $0.0077/image per machine.

• Prestige Office Solutions

• The bid from Prestige was rejected. It did not contain a bid for new machines, only previously owned/repossessed machines. They also do not offer service contracts. Financial: Staff recommends using Equipment Reserve Fund cash to purchase the new machines. The Equipment Reserve Fund currently has a Cash Balance of $551,989.16. The purchases will be coded as follows Equip. Res. Fund – Admin – Computer & Office Equip. - 81-110-7340 Equip. Res. Fund – Police Admin – Computer & Office Equip. - 81-210-7340 The monthly maintenance costs will be coded as follows (assumes average cost of $86.82/month): General Fund – Admin - Repair & Maint. Equipment – 10-110-6130 - $21.66 General Fund – Police - Repair & Maint. Equipment – 10-210-6130 - $86.82 Water Fund – Repair & Maint. Equipment – 20-810-6130 - $21.66 Sewer Fund – Repair & Maint. Equipment – 30-810-6130 - $21.66 Street Fund – Repair & Maint. Equipment – 40-810-6130 - $21.66

Legal Considerations: Approved as to form Recommendations/Actions: It is recommended the City Council accept the bid from ImageQuest for $12,616.14 for the purchase of two Xerox C8135 copy machines Attachments: Exhibit A – ImageQUEST Quote Exhibit B – RK Black Quote City of Goddard/Police Dept

Date: December 17, 2020

There Is A Difference… And Xerox Proves It.

Equipment: Xerox C8135 (two units) Cash Price:

(Includes set-up and delivery) $12,616.14 (includes $1,000 for the trade in of your current Xerox machine) Maintenance Cost with no minimums: B/W: $.005 per page (Includes all supplies and service. Excludes paper and staples) Color: $.039 per page

XEROX® C8135 (both unit configured the same)  35 pages per minute B & W and color with 1200 x 2400 dpi in print mode  130 Sheet Single Pass Automatic Document Feeder  Full Color Touch Screen Interface – Fast, easy access to basic features  Fax Option  Stapling Finisher  HD toner with LED print technology  2 X 520 Sheet Paper Drawers and 867/1,133 Sheet High Capacity Trays  2,000 Sheet High Capacity Feeder  Standard Adobe Postscript 3 – Provides optimal printing of .PDF files  XEROX® Smart Send – Scan to Email, PC, Mailbox, FTP – .pdf, xps, tiff, jpeg file formats & Text Searchable .PDF  Unique XEROX® “Print Around” capability – Holds jobs needing resources and prints the next job in the queue.  New Emulsion Aggregate High Grade Toner (EA-HG) – uniform particle size and shape yields highest possible image quality & sharpness

Xerox Advantages:  Remote Control Panel- remotely operate the panel from any office PC  User codes to lock out color copying if needed  Secure Print- send a print job to the machine with a user code  Delayed Print-select the time of day for the job to print  Bi-Directional print drivers- the copy machine communicates with the print driver on the PC to share information like type of paper in a drawer  McAfee security included to protect from outside threats  OCR scanning  Scan or Print with a USB thumb drive

Travis Sears Ph: (316) 347-2256 Travis.sears@Xerox .com C8130/C8135/C8145/C8155/C8170 Xerox® AltaLink® Color Multifunction Printer The Ideal Digital Workplace Assistant for Demanding Teams

ConnectKey® Technology Xerox® AltaLink® C8130/C8135/C8145/C8155/C8170 Color Multifunction Printer

Want work done right? AltaLink will help you do a lot more than just print. You can automate document workflows and connect to the systems that run your business – seamlessly. Protected by comprehensive security features, they are true Workplace Assistants that will free up time for you to do more of what really matters.

A PRODUCTIVE WORK EXPERIENCE simplify time-consuming, repetitive or FOR ALL complex processes as your business evolves. XEROX® CONNECTKEY® TECHNOLOGY Feel right at home instantly with AltaLink. Simplify IT support as your fleet grows. Fleet Orchestrator allows you to adjust The intuitive and personalized tablet-like Intuitive User Experience configurations and settings on all your interface balances simplicity and efficiency, Enjoy a tablet-like experience with gesture- devices at once. Perform interactive training and reduces steps to complete tasks with a based touchscreen controls and and support your users right from your easy personalization, plus simple workflows single tap. desktop with the Remote Control Panel. and functions. Native mobility features, like Wi-Fi Direct Mobile and Cloud Ready (optional), make it easy for workers to print Be more mobile with cloud-hosted services and COMPREHENSIVE SECURITY from their mobile devices and access the instant connectivity to cloud and mobile devices right from the user interface. advanced AltaLink capabilities such as Xerox® Stop threats where they start with the ® @PrintByXerox App, Google Cloud Print™, Xerox comprehensive protection that's trusted by Comprehensive Security Print Service Plug-in for Android™ or AirPrint®. the most security-minded businesses and Prevent unauthorized access, detect threats governments. and protect data and documents with built-in AltaLink devices bridge the physical and comprehensive security features. digital worlds with apps and advanced Built-in security, including the AltaLink Trusted Enables Intelligent Workplace Services scanning capabilities that allow you to Boot that protects the integrity of the device Seamless integration with Xerox Intelligent digitize, route and process information in a start-up process from malicious actions, McAfee® Workplace Services delivers next-level snap. Automate tedious tasks to save time whitelisting and integrations with McAfee ePO workplace efficiency, employee productivity and reduce errors. and Cisco ISE that neutralize threats instantly at and security. the device and protect the network. Configuration Translate documents to 50+ languages with the Gateway to New Possibilities Watchdog monitors and automatically Transform the way you work with the apps in Xerox® Translate and Print App. Convert hard remediates critical IT-defined security settings. the Xerox App Gallery. Or have one of our copy to audio for easy listening on the go with partners develop a custom solution for you. the Xerox® Audio Documents App. And get your Native Security Information and Event Find out more about how you’ll work handwritten note off the page and into the Management (SIEM) simplifies reporting smarter at www.ConnectKey.com. digital world with the Xerox® Note Converter App. and management of security events. And integration with Xerox® Printer Security Audit Service, available as part of Xerox® RIGHT FIT FOR EVERY NEED Intelligent Workplace Services, helps maximize Big jobs, small jobs and everything in printer fleet, document and content security. between — AltaLink can be customized to do it all. Your choice of finishing options and accessories means you can configure your COLOR WHERE IT COUNTS device for any type of document. High-resolution output of 1200 x 2400 dpi and best-in-class HD Super Fine EA Toner plus The speed of business has never moved superior color rendering and consistency will so fast, but the AltaLink makes it easy to give your documents clarity and impact. You keep up. can also upgrade your AltaLink C8100 Series Stay in the fast lane with access to the Xerox® with the Xerox® EX-c C8100 Print Server App Gallery. It's your gateway to an ever- Powered by Fiery®, delivering more options growing collection of apps designed to for professional-looking documents. Xerox® AltaLink® C8130/C8135/C8145/C8155/C8170 Color Multifunction Printer

Single-Pass Duplex Automatic USER INTERFACE Document Feeder (DADF) Intuitive Tablet-Like 10.1-inch saves time by simultaneously Color Touchscreen is customizable scanning both sides of two-sided and lets you perform tasks in just a documents up to 270 impressions few taps. Try it out at per minute (ipm). xerox.com/AltaLink8100UI.

INNOVATIVE TECHNOLOGIES

Xerox® Integrated RFID Card PAPER INPUT1 Reader (optional) adds card-based authentication with support for over Two 520-sheet Adjustable Trays (common 90 access cards. with all configurations). Tray 1 handles media sizes up to 11.7 x 17 in. / A3 and Tray 2 Near Field Communication (NFC) handles media sizes up to 12 x 18 in. / SRA3. Tap-to-Pair allows users to tap their mobile device to the AltaLink C8100 Series user panel and quickly connect with the MFP.

Envelope Kit (optional — replaces Tray 1) Smart Proximity Sensor detects provides feeding of up to 60 envelopes. when users are nearby. It conserves energy during inactive periods and automatically activates the device when a user approaches.

PAPER OUTPUT / FINISHERS1 High Capacity Tandem Tray Configuration holds a total paper capacity of up to 3,140 sheets.

Four Tray Module Configuration (available for C8130/C8135) holds a total of up to 2,180 sheets.

Bypass Tray handles up to 100 sheets; Custom sizes: 3.5 x 3.9 to 12.6 x 52 in. / 89 x 98 mm to 320 x 1,320 mm.

High-Capacity Office Finisher Business Ready C-Fold/Z-Fold Unit BR Booklet Maker Feeder (optional) holds (optional) provides (BR) Finisher (optional) (optional) adds C-fold, Finisher (optional) 3,000 sheets of letter/A4 advanced finishing gives you advanced Z-fold and Z-half-fold to create 64-page paper, increasing the functions, optional finishing functions the BR Finisher or saddle-stitched booklets maximum paper capacity crease/score and at a great value. BR Booklet Maker (2 to 16 sheets). to 6,140 sheets. saddle-stitch booklet, Finisher. making it capable of 60-page booklets (2 to 15 sheets). LONG SHEET PRINTING Long Sheet Feed Kit (optional) provides the ability to print up to 12.6 x 52 in. / 320 x 1,320 mm media.

Convenience Stapler Dual Offset Catch Tray Integrated Office Finisher (optional) staples up to 50 (available when no finishers are (optional with C8130/C8135/ sheets of 20 lb. / 75 gsm installed; Single Offset Catch Tray C8145/C8155) provides media. with finishers). 500-sheet stacking and 50-sheet, 2-position stapling.

1 Paper capacities are based on 20 lb. / 75 gsm stock; capacities will vary with different weight stocks ® ® ® Xerox AltaLink C8130/C8135/C8145/C8155/C8170 ConnectKey Color Multifunction Printer Technology

DEVICE SPECIFICATIONS ALTALINK® C8130 ALTALINK® C8135 ALTALINK® C8145 ALTALINK® C8155 ALTALINK® C8170 Speed (Color/Black-and-White) Up to 30/30 ppm Up to 35/35 ppm Up to 45/45 ppm Up to 55/55 ppm Up to 70/70 ppm Monthly Duty Cycle1 Up to 90,000 pages Up to 110,000 pages Up to 200,000 pages Up to 300,000 pages Up to 300,000 pages Hard Drive/Processor/Memory Minimum 128 GB SSD; Optional: 500GB HDD / INTEL ATOM Quad Core, 1.9GHz/4 GB system memory (8 GB system memory AltaLink C8170) Connectivity 10/100/1000Base-T Ethernet, High-Speed USB 2.0 direct print, WiFi/WiFi Direct with optional Xerox® Dual Band Wireless Kit, NFC, Bluetooth (iBeacon) Optional Controller Xerox® EX-c C8100 Print Server Powered by Fiery® Copy and Print Copy Resolution: Up to 600 x 600 dpi; Print Resolution: Up to 1200 x 2400 dpi First-Copy-Out Time (as fast as) 6.10 seconds color/4.50 seconds black-and-white 5.50 seconds color/4.40 4.70 seconds color/3.70 4.00 seconds color/3.20 (from platen/warmed-up state) seconds black-and-white seconds black-and-white seconds black-and-white First-Print-Out Time (as fast as) 5.70 seconds color/4.20 seconds black-and-white 4.90 seconds color/3.80 4.50 seconds color/3.20 3.80 seconds color/3.00 seconds black-and-white seconds black-and-white seconds black-and-white Page Description Languages Adobe® PostScript® 3™, Adobe® PDF, PCL® 5c / PCL® 6 Paper Input2 Standard Single-Pass Duplex Automatic Document Feeder (DADF): Up to 82 ppm simplex / 141 ipm duplex (200 dpi). 130-sheet capacity for AltaLink C8130/C8135/ C8145/C8155. Paper sizes: 3.4 x 4.9 in. to 11.7 x 17 in. / 85 x 125 mm to 297 x 432 mm. Up to 135 ppm simplex / 270 ipm duplex (200 dpi). 250-sheet capacity for AltaLink C8170. Paper sizes: 3.4 x 4.9 in. to 11.7 x 17 in. / 85 x 125 mm to 297 x 432 mm. Bypass Tray: 100 sheets; Custom sizes: 3.5 x 3.9 to 12.6 x 52 in. / 89 x 98 mm to 320 x 1,320 mm (SEF) Tray 1: 520 sheets; Custom sizes: 5.5 x 7.2 in. to 11.7 x 17 in. / 140 x 182 mm to 297 x 432 mm (SEF) Tray 2: 520 sheets; Custom sizes: 5.5 x 7.2 in. to 12 x 18 in. / 140 x 182 mm to SRA3 (SEF) Choose One Four Tray Module: (Trays 3 and 4 — available with AltaLink C8130/C8135): 1,040 sheets; 520 sheets each; Custom sizes: 5.5 x 7.2 to 12 x 18 in. / 140 x 182 mm to SRA3 (SEF). Total standard paper capacity: 2,180 sheets. High Capacity Tandem Tray Module: 2,000 sheets; Sizes: 8.5 x 11 in. / A4. Total standard paper capacity: 3,140 sheets. Optional High-Capacity Feeder (HCF): Up to 3,000 sheets; Size 8.5 x 11 in. / A4 long edge feed. Max paper capacity with HCF: 6,140 sheets. Envelope Tray (replaces Tray 1): Up to 60 envelopes with Auto Size detection of some sizes Long Sheet Feed Kit (banner printing): 12.6 x 52 in. / 320 x 1,320 mm Paper Output/ Standard Dual Offset Catch Tray (standard when finishers are not attached): 250 sheets each; Face-up Tray: 100 sheets Finishing2 Integrated Office Finisher: Available with AltaLink C8130/C8135/C8145/C8155, staple positions: front and rear straight. 500 sheets stacker, 50 sheets stapling, Optional 2-position stapling. Office Finisher: 2,000-sheet stacker, 50 sheets stapled, 2-position stapling, optional hole punch, optional booklet maker (score, saddle stitch 2 to 15 sheets (60 pages)) BR Finisher: 3,000-sheet stacker and 500-sheet top tray, 50-sheet multiposition stapling and 2/3-hole punching BR Booklet Maker Finisher: 1,500-sheet stacker and 500-sheet top tray, 50-sheet multiposition stapling and 2/3-hole punching plus saddle-stitch booklet making (2 to 16 sheets, 64 pages) and V-folding C-Fold/Z-Fold Unit: Adds Z-folding, Letter Z-folding and Letter C-folding to the BR Finisher and BR Booklet Maker Finisher Convenience Stapler: 50-sheet stapling, includes Work Surface5 INTUITIVE USER EXPERIENCE Customize Customize user interface, show/hide functions, personalize user experience with authentication, create 1-Touch Apps, auto wakeup with Smart Proximity Sensor. Print Drivers Job Identification, Bi-directional Status, Job Monitoring, Xerox® Global Print Driver®, Application Defaults, Xerox® Pull Print Driver Xerox® Embedded Web Server PC or Mobile — Status Information, Settings, Device Management, Cloning, Fleet Orchestrator, Configuration Watchdog, Remote Control Panel Print Features Print from USB, Print from Cloud Repositories (Dropbox, One Drive and Google Drive), Sample Set, Saved Job, Booklet Creation, Store and Recall Driver Settings, Scaling, Job Monitoring, Application Control, Two-sided Printing, Draft Mode, Long Sheet (Banner) Printing Scan and Fax Scan Preview, Scan to USB/Email/Network (FTP/SFTP/SMB), Scan To Cloud Repositories (Dropbox, One Drive and Google Drive)3, Scan File Formats: PDF, PDF/A, XPS, JPG, TIFF; Convenience Features: Scan to Home, Searchable PDF, Single/Multi-page PDF/XPS/TIFF, Password-protected PDF; Fax Features: Walk-up Fax (one-line or two-line options available, includes LAN Fax, Direct Fax, Fax Forward to Email), Fax dialing, Unified Address Book, Optical Character Recognition (OCR), Server Fax, TWAIN driver (scan) MOBILE AND CLOUD READY Mobile Connectivity Near-Field Communication (NFC); Optional: Wi-Fi Direct, Wi-Fi (802.11 b/g/n/ac), AirPrint (iOS) including iBeacon (Bluetooth) Mobile Printing AirPrint, Mopria®, Xerox® Print Service (Android), Google Cloud Print, @PrintByXerox; Optional: Xerox® Workplace Mobile App (iOS/Android) Mobile Scanning AirPrint; Optional: Xerox® Workplace Mobile App (iOS/Android) Cloud Ready Remote services enabled, native "Print From" and "Scan To"3 cloud repositories (Dropbox, One Drive and Google Drive), direct connection to cloud hosted services via optional apps (accessed via Xerox® App Gallery app or visit xerox.com/AppGallery). COMPREHENSIVE SECURITY Network Security 802.1x, IPsec, HTTPS, SFTP and Encrypted Email, McAfee® ePolicy Orchestrator®, McAfee Enterprise Security Manager3, LogRhythm SIEM3, Splunk SIEM3, Network Authentication, SNMPv3, SHA-256 Hash Message Authentication, TLS 1.1/1.2, Security Certificates utilizing ECDSA, Automatic Self-signed Certificate, Cisco® Identity Services Engine (ISE) integration, automated threat response through McAfee DXL/Cisco pxGrid integration, Local Authentication (Internal Database), FIPS 140-2 Device Access User Access and Internal Firewall, Port/IP/Domain Filtering, Audit Log, Access Controls, User Permissions, Configuration Watchdog, TPM;Optional: Smart Card Enablement Kit (CAC/PIV/.NET/SIPRNet)4, Xerox® Integrated RFID Card Reader, NFC standard (authentication via optional Xerox® Workplace Cloud/Suite Print Management and Content Security; learn more at xerox.com/WorkplaceSolutions). Data Protection McAfee Embedded Control Whitelisting, Firmware Verification, Trusted Boot, Job Level Encryption via HTTPS and Drivers, Encrypted Storage Drive (AES 256-bit, FIPS 140-2), Encrypted and Signed Email; Optional: Xerox® Workplace Cloud/Suite Content Security, Encrypted Hard Disk (AES 256-bit, FIPS 140-2) with Image Overwrite, McAfee Integrity Control Document Security Under evaluation Common Critera Ceritfication (ISO 15408) full system against the HCP PP, Encrypted Secure Print, FIPS 140-2 Encrypted Data with Print Drivers ENABLES INTELLIGENT WORKPLACE SERVICES Print Management Xerox® Standard Accounting; Optional: Xerox® Workplace Suite/Cloud, Xerox® Virtual Print Management Service, more at xerox.com/PrintManagement Fleet / Device Management Xerox® CentreWare® Web, Xerox® Support Assistant, Automated Meter Read, Xerox® Cloud Fleet Management Solution, Fleet Orchestrator, Configuration Cloning, Intelligent Workplace Services Tool Suite Security Secure Device Management: Xerox® Printer Security Audit Service (auto-configuration of security settings, monitoring, and auto-remediation), Digital Certificate Management, SIEM Reporting, Interactive Dashboard Reports GATEWAY TO NEW POSSIBILITIES Xerox App Gallery Automate everyday processes with apps that translate, redact, eSign, personalize print, convert, route, collaborate and communicate. Visit xerox.com/WorkplaceApps to find apps by industry or workflow. Software and services: Xerox® DocuShare® (xerox.com/ecm), XMPie® (xerox.com/XMPie), Xerox® Workplace Solutions (xerox.com/WorkplaceSolutions).

1 Maximum volume capacity expected in any one month. Not expected to be sustained on a regular basis. 2 Paper capacities are based on 20 lb. / 75 gsm stock; capacities will vary with different weight stocks 3 Available post-launch via software update 4 Not available in all geographies 5 Sold separately in some geographies

Certifications:xerox.com/OfficeCertifications More information is available at xerox.com/AltaLink.

©2020 Xerox Corporation. All rights reserved. Xerox®, AltaLink®, CentreWare®, ConnectKey®, DocuShare® and Global Print Driver® are trademarks of Xerox Corporation in the United States and/or other countries XMPie® is a trademark of XMPie, Inc. Mopria® is a trademark of the Mopria Alliance. The information in this brochure is subject to change without notice. 06/20 PN03885 BR29460 AC8BR-05UA CH994

Prepared for : Goddard Police Department Mark Herron [email protected] 316-794-2051

Prepared by : Lulu Vasquez Solutions Consultant (316) 636-4658 12/18/2020

The report contained here in is the intellectual property of R.K. Black, Inc. and shall remain so throughout the project and after it's completion. Under the terms of the project agreement, R.K. Black, Inc. agrees to license Goddard Police Department to use this report to assist in the making of decisions related to their document technology environment. Goddard Police Department shall not reproduce or redistribute any portion of this report without the expressed written consent of R.K. Black, Inc.. Further, Goddard Police Department agrees to hold the contents of R.K. Black, Inc. proprietary report in the strictest of confidence and not to share the information with any other party.

*This Proposal is valid for 30 days.*

12/18/2020 Mark Herron Goddard Police Department 118 North Main Street Goddard, KS 67052

Dear Mr./Ms. Mark Herron:

I would like to thank you for the opportunity to present you with the attached proposal, which describes RK Black's unique portfolio of products and services. It is RK Black's goal to understand and anticipate Goddard Police Department needs, and respond to those needs with unparalleled service, technology, efficiency and financial prudence. Previously, we discussed the importance of RK Black providing the following: • Replace a 13 year old machine • Cost effective • Secure & long lasting I want to confirm that the solution presented meets the financial needs of Goddard Police Department. Most importantly, I would like to continue the next step in establishing a long-term partnership between Goddard Police Department and RK Black. If you should have any questions after our meeting, please do not hesitate to call me at (316) 636- 4658 . Thank you for your time and consideration.

Sincerely,

Lulu Vasquez Solutions Consultant

CLIENT B E N E F I T S AN D ADV A N T A G E S

ONLY MARKET MEMBER OF PROS ELITE 1 00 C O M M I T M E N T PROs Elite 100 organizations are nationally recognized for their quality service delivery. Only one dealer in any market will earn PROs 100 elite recognition. UPTIME

Our clients receive uptime in excess of 95 % as a result SKILLS & EXPERTISE of the dedication to technician training and servicing techniques audited by PROs. Our service results are continuously monitored and audited by the PROs proprietary Performance Improvement Virtual Operations Tool (PIVOT) to insure consistency of service REPLACEMENT PARTS delivery to our clients. Our clients have the knowledge that their dealer has

made the necessary investment in spare parts availability CERTIFICATIONS management techniques that insures they have the right We have earned certifications through demonstrated service parts on hand for 92% of all calls. excellence, year after year, to retain this Elite Service status. We are also certified experts in Managed Print Services to ensure digital output is managed to perfection. LOCAL

Our clients are doing business with a locally owned dealer, with local dispatch, local spare parts support, local ONGOING AUDITS warehousing and complete account management capabilities. This combined with their employees’ service We are audited by PROs to ensure that we are properly staffed expertise and support tools, in the opinion of the Office and trained to industry productivity standards to deliver the Products Industry’s Benchmark co-authors, is superior to level of service they commit to their clients. manufacturer direct organizations and mega dealerships. www.proselitedealers.com

WE DELIVER EXCELLENCE TECHNOLOGY Recognized Annually by EVERY manufacturer we represent thru Service Excellence Awards. SOLUTIONS THAT WORK

OUR GUARANTEE 96% Up-Time and a Lemon Replacement Warranty

FREE LOANER Down for 8 hrs or longer we will loan you one of ours!

QUARTERLY REVIEWS Committed to developing a long- term partnership with your success top of mind!

Proposed Models

imageRUNNER ADVANCE DX C3725i

Actual configuration may vary from picture(s)

Proposed Solution

Goddard Police Department - Canon DX C3725i Purchase Price $7,390.25 for one New B&W Service Agreement $15.40/Mo. (2,000 Images/month) per machine New Color Cost Per Copy Agreement $44.50/Mo. (1,000 Images/month) per machine (Future Contract-$179.90/Qtr, Include 6,000 B/W Images/Qtr, Color Cost Per Copy Agreement billed at $0.0445 and B/W Overages billed at $0.0077/Image) per machine

Total Monthly Expenditure $59.90/Mo for each Canon DX C3725i

Financial Options Purchase Option Term (Months) Amount

Purchase $14,901.72 for both machines

Main Solution Components Qty. Item Item Description 1 imageRUNNER ADVANCE DX C3725i imageRUNNER ADVANCE DX C3725i 1 Cassette Feeding Unit-AP1 Cassette Feeding Unit-AP1 1 Super G3 FAX Board-AZ1 Super G3 FAX Board-AZ1 1 imageRUNNER ADVANCE DX C3725i imageRUNNER ADVANCE DX C3725i 1 Cassette Feeding Unit-AP1 Cassette Feeding Unit-AP1 1 Super G3 FAX Board-AZ1 Super G3 FAX Board-AZ1

Connectivity

R.K. Black, Inc. Agreement – Example Services Covered

Print Troubleshooting and Maintenance Network Scan Troubleshooting and Maintenance

● Corrupted printer driver ● New Server Installation or update ● Driver installation due to computer updates ● New employees or additional users ● Driver installation due to new workstation ● Due to change in computer name ● Due to change in printing formatting, templates ● Due to change in virus scan software ● Unable to print ● Due to change in user account or password ● Due to print jobs stuck in queue ● Due to new operating system updates

R.K. Black, Inc. Agreement Details

With Agreement Without Agreement

● Help Desk Support - INCLUDED ● Help Desk Support - INCLUDED ● Network Troubleshooting - INCLUDED ● Network Troubleshooting - $150.00 per hour (min. 1 hr) ● Scanning Issues - INCLUDED ● Scanning Issues - $150.00 per hour (min. 1 hr) ● Printer Driver Updates - INCLUDED ● Printer Driver Updates - $150.00 per hour (min. 1 hr)

R.K. Black, Inc. Agreement Details

Copiers (C) Rate Billed Total Cost Printers (P) Total Equipment Covered (Per Service Agreement) (Monthly or Quarterly) (Monthly or Quarterly) Scanners (S)

Grand Total

*Excludes Wide Format Printers

Accept Decline

Thank you for your order. Your electronic signature, per the Electronic Signature Act, is considered equivalent to your signed and faxed signature, and allows you to accept and place your order. A copy of this acceptance and the attached quote or proposal document will be sent to your email address to complete your order acceptance. You are NOT required to electronically sign your order, and you may fax or scan/email your signed order to us if you prefer. If you have any questions, please feel free to contact us.

Taxes, shipping, handling and other fees may apply. We reserve the right to cancel orders arising from pricing or other errors.

R.K. Black, Inc. Goddard Police Department

Signature: Signature:

Name: Lulu Vasquez Name: Mark Herron

Title: Solutions Consultant Date:

Date: 12/18/2020

For Internal Use Only: IT Contact IT Contact Name Phone IT Contact Email

Key OP Name Key OP Phone Key OP Email

Delivery Contact Name Delivery Contact Phone Delivery Contact Email

Contract Start Date / / Number Cancel Contract Yes / No

Tech# Territory ______Approval F / D / N Service Approval ______

Additional Notes:

Equipment Movement Form Company Name Company Name M O Street Address Suite # M Mailing Address Suite # V O

E City State Zip V City State Zip E F Decision Maker Email Contact Email R T O O M Phone # Fax # Phone # Fax #

Miscellaneous Meter Reading Miscellaneous Meter Reading O Brand / Model Serial # B&W Color Brand / Model Serial # B&W Color B

Client authorizes us to install, move or remove the listed Equipment and agrees to pay any associated charges (Movement Fee, Return Shipping Fee, Data Security Fee, Final Meter Invoice, Lease Buy-Out, Supply Invoice, etc.) plus any open or unbilled invoices associated with Equipment. Your signature indicates that you have received and accepted any delivered items in good working order.

Client Acceptance: Title: Date: / /

Delivery Rep: Print: Date: / /

Notes C Day: Date: Time: Key Op:

Movement Status: Trade-In Lease Return Demo Return Rent Return Loaner Return

Exchange Relocation Repo Pick Up:

Equipment Owned By: Client Us Other

Items to Connect: X Scan X Print X Fax # of Computers

Stairs: No Yes Steps & Flights Steps & Flights CURRENT Location NEW Location Electrical Verified: Yes No 1 2 3 4 5 6 7 8

DELIVERY TEAM: Forward a copy of this form to the Order Processor / /

SERVICE AGREEMENT TERMS & CONDITIONS 1. AGREEMENT: You appoint us and we accept the appointment to provide the services described in this agreement with respect to the equipment listed on the face of this agreement under "Brand / Model" (the "Equipment"). You agree to all of the terms and conditions included herein and in any invoices that we send you under this agreement, which together are a complete statement of the parties' agreement regarding the Equipment (the "Agreement"). This Agreement will become effective upon signing by the parties. 2. TERM: The term of this Agreement begins on the latter of (i) the date of Equipment delivery to you, or (ii) the date that you sign this Agreement, and continues for 1 year. Upon expiration of any term, this Agreement will automatically renew for an additional 1 year term at prevailing rates in effect at the time of each renewal unless either party provides written notice of termination to the other party at least 30 days before the end of any such term. In the event of termination, you are responsible for providing us a final meter reading so we may issue a final invoice for services. If you do not provide us a final meter reading, you agree to accept our estimate based on your typical usage over the previous six (6) months. 3. YOUR OBLIGATIONS: You agree to maintain the Equipment in a safe, suitable operating environment to include (a) clean, consistent and appropriate power; (b) temperature between 60 & 90 degrees Fahrenheit; (c) relative humidity between 50% & 80%; and (d) a reasonable amount of space for us to make any necessary inspections or repairs. You agree to maintain these conditions at your expense. You agree to (a) allow us access to the Equipment during our normal business hours, 8 am to 5 pm, Monday through Friday, excluding holidays ("Normal Business Hours"); (b) provide accurate Equipment meter readings when requested by us; and (c) to pay us for all services provided under this Agreement. 4. EQUIPMENT INSPECTION: We are responsible for inspecting each item of Equipment within 30 days of assuming service responsibility. If the inspection reveals that any item of Equipment is not in safe or normal operating condition, we will notify you within the next 30 days (or such shorter period as is necessary to avoid material risk of personal injury or property damage), and you will be responsible for bringing that item into safe and normal operating condition. If you request us to do so, we will make necessary repairs in accordance with our standard rates then in effect for such service. We will not be required to provide maintenance services for any item of Equipment that you do not maintain in a safe and normal operating condition. 5. GENERAL MAINTENANCE: If you selected the General Maintenance Plan, we will provide parts, labor, preventative maintenance & travel during our Normal Business Hours. General Maintenance does not include toner, image and fusing kits, paper or staples. If, in our reasonable discretion, the Equipment needs chronic, excessive repair ("Nonconforming Equipment"), we will notify you and we will no longer be responsible for service under this Agreement. 6. TOTALCARE COVERAGE: If you selected the TotalCare Plan, you will receive the General Maintenance services plus a reasonable supply of toner (based on your typical monthly copy volume & manufacturer's projected toner yield). You are responsible for purchasing your own paper and staples. Upon request, we will ship you toner in quantities consistent with your actual use. All toner remains our property until used in the Equipment. If we determine in our reasonable discretion that you have requested an excessive amount of toner, we reserve the right to reduce the amount to be shipped or to charge you for the excess toner, in which case you agree to pay us for the excess toner at our normal retail price. Upon termination of this Agreement, you agree to return unused toner or to pay us for it at our normal retail price. 7. CONNECTIVITY & LINE FILTER: If you selected the Annual Connectivity Option, we will provide 1 year of Connectivity Support beyond the initial installation. Annual Connectivity Support includes installation and configuration of workstations or servers for print / scan / fax software, reinstallation, troubleshooting of compatibility issues, and end user training. Annual Connectivity Support does not include any network transport media issues, server or workstation operating system configuration or modification, custom integration with any third party software or hardware, or support for any workstation not physically located at your site. If you purchased a Line Filter, your rights and remedies relating to your use of the Line Filter are provided by the manufacturer's warranty. 8. CHARGES: We will invoice you in advance on a periodic basis for the amount listed on the face of this Agreement under "Base Price", and in arrears for any Black & White or Color images that exceed the number of images included, if any, in the Base Price, at the "per image" rate specified under "Overage". For purposes of this Agreement, 2-sided images and/or images on paper larger than legal size (8.5" X 14") will count as two images. Charges for maintenance services not covered by this Agreement will be invoiced at our standard parts and labor rates in effect at the time the service is performed. Images made on loaner equipment will be charged at the rate listed on the face of this Agreement. Sales Tax: You agree to pay sales tax on service billings as required by Oklahoma law. Freight: You agree to pay freight for supplies provided to you under a TotalCare Plan at a rate equal to 3% of the sum of the Base and Overage amounts invoiced. If you have any delinquent invoices for products or services that we sell or lease to you, we may refuse to provide service to you and/or terminate this Agreement and any other Agreement that we have with you. You agree to pay us all costs of collection, including reasonable attorneys' fees. Delinquent invoices will bear interest at the rate of 1.5% per month until paid. 9. SERVICE EXCLUSIONS: We may decline to provide maintenance services with respect to the following: (a) any service for Equipment not identified on the face of this Agreement under "Brand / Model" or not subsequently approved by us in writing for coverage under this Agreement; (b) any Nonconforming Equipment; (c) any maintenance or repair service to be provided by you; (d) Equipment that you have moved to a location deemed unreasonable by us; (e) any service or downtime caused by (i) a condition that was triggered or subject to a product recall, (ii) a design, specification or instruction provided by you or your representative, (iii) your failure to fulfill your responsibilities under this Agreement, (iv) the failure of anyone other than us to comply with our written instructions or recommendations, (v) your combining the Equipment with any incompatible item, (vi) any alteration or improper storage, handling, use or maintenance of any part of the Equipment by anyone other than us, (vii) design or manufacturing defects in any items, (viii) anything external to the Equipment not being serviced by us including, without limitation, a building or structural deficiency, power surge, fluctuation or failure, and air conditioning failure, or (ix) anything beyond our reasonable control other than service necessitated by normal Equipment usage. 10. DEFAULT & REMEDIES: If you default in the performance of any of your obligations under this Agreement or any other agreement with us, we may (a) enforce this Agreement, (b) recover damages for the default, and (c) exercise any other remedy available to us. If we refer this Agreement to an attorney for collection, you agree to pay our reasonable attorneys' fees and actual costs and expenses of collection. You agree that any delay or failure by us to enforce our rights under this Agreement does not prevent us from enforcing our rights at a later time. No remedy set out in this paragraph is intended to be exclusive. Each remedy will be cumulative but only to the extent necessary for us to recover from you what you owe us. 11. DISCLAIMER OF WARRANTY / LIMITATION OF LIABILITY: WE EXPRESSLY DISCLAIM ANY AND ALL WARRANTIES, EXPRESS OR IMPLIED, STATUTORY OR OTHERWISE, RELATED TO THE PERFORMANCE OF SERVICES UNDER THIS AGREEMENT OR RELATED TO THE LINE FILTER, INCLUDING WITHOUT LIMITATION THE WARRANTY OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. YOU AGREE THAT WE WILL NOT BE RESPONSIBLE TO PAY YOU ANY CONSEQUENTIAL, INCIDENTAL, SPECIAL, EXEMPLARY OR PUNITIVE DAMAGES FOR ANY DEFAULT BY US UNDER THIS AGREEMENT. 12. THIRD PARTY SOFTWARE: Despite any other terms and conditions of the Agreement, you agree that this Agreement does not provide service for any third party software that may be delivered with or installed on the Equipment. You agree that your use of such third party software is governed by the terms and conditions of the end user license agreement for the third party software. 13. ASSIGNMENT: You will not assign any of your rights or obligations under this Agreement without our prior written consent, which will not be unreasonably withheld. We may assign our rights and obligations under this Agreement without obtaining your permission. This Agreement will inure to the benefit of and be binding upon the successors and permitted assigns of the parties. This Agreement, together with any invoices we send you, constitutes the entire Agreement of the parties with respect to its subject matter. This Agreement supersedes any and all other agreements, either oral or written, between the parties regarding the subject matter of this Agreement. 14. CONSENT TO LAW, JURISDICTION & VENUE: This Agreement, including amendments and related invoices, will be governed by and construed in accordance with Oklahoma law, without giving effect to any principle of conflicts of law or choice of law. The parties agree that the venue for any legal action arising out of this Agreement will be in Oklahoma County, Oklahoma. If any provision of this Agreement is declared unenforceable, the other provisions herein will remain in effect. 15. DISPUTE RESOLUTION: Either party will have the right to cause any dispute between us to be resolved by binding arbitration in accordance with the Commercial Arbitration Rules of the American Arbitration Association or the rules of such other recognized third party as the parties may agree. The decision to refer a dispute to arbitration will not preclude either of us from seeking appropriate injunctive relief in court if necessary to prevent irreparable harm. The prevailing party in any legal or arbitration proceeding will be entitled to recover all of its costs and expenses, including reasonable attorneys' fees.

Client Initials: Date: / /

Agenda Item H.8 City of Goddard City Council Meeting December 21, 2020

TO: Mayor and City Council SUBJECT: 2021 Work Plan Development INITIATED BY: City Administrator AGENDA: New Business - Continued

Background: Each year staff presents a plan for the Governing Body to consider as a guide for strategic tasks and meetings. Included with this report is a list items for discussion and 2019 objectives (Attachment A); the organization’s Vision, Mission, Values, & Objectives “VMVO” (Attachment B); the City’s Business Plan for 2017-2022 (Attachment C); City of Goddard Strategic Process (Attachment D); the Community Vision plan developed by our neighbors and community members (Attachment E); 2020-2025 Capital Improvement Program “CIP” (Attachment F). Analysis: The Governing Body and Staff work cooperatively to develop strategic goals that fulfill the desires of our neighbors for improving our corner of the world while maintaining fiscal prudence and maintaining the lowest municipal property tax levy in Sedgwick County after Viola. I often refer to this approach as “eating the elephant a bite at a time.” Please see the chart below for the mill levy comparison of 1st tier suburbs: This report includes several key strategic documents, which were referenced in the background of this report. The Community Plan (Attachment E), CIP (Attachment F); Business Plan (Attachment C); VMVO (Attachment B); and the City Administrator’s list of items for discussion (Attachment A); are intended to act as a guide for identifying potential projects and determining priorities. The Strategic Process (Attachment D) provides an overview of the process that moves an idea to a project, to implementation, all the while maintaining accountability in assuring the accomplishment of the task. Financial: There are no costs associated with this agenda item. Legal Considerations: Approved as to form Recommendations/Actions: It is recommended the City Council: Review & Comment on the 2021 Work Plan. Attachments: A: 2019 Governing Body Goals (1 page); B: Vision, Mission, Values, & Objectives (1 page); C: City Business Plan (1 page); D: Strategic Cycle (1 page); E: Community Plan Adopted in 2014 (37 pages); F: 2020-2025 CIP (29 pages). Governing Body 2019 Objectives -- Board overview workshop --Street improvements in old town gravel streets -One workshop per quarter -Drainage on first street across 199th -Trash and or water workshop street -Live video stream and channel 7 -Finalize park land purchases by -Social media expert Linear Park -Business outreach and feature --Get qualified library staff and business programs into place. -More proclamations for 2019 -High quality amenities and -Library funding increase and mill levy entertainment workshop -Bring an indoor entertainment -Park, greenspace, walkability, and complex like the Alley- bowling, put- more sidewalks put, arcade, pool hall, etc. -Financial database upgrade with ability to view digital invoices and all accounts payable -Street sweeper Graphics --North Park, high quality parks and amenities -Pedestrian cross walk over Kellogg -Frontage road sign and public beatification

--North park -Additional commercial development -More sidewalks, bike/ped north of Kellogg

Your Home – Our Community www.goddardks.gov

P.O. Box 667 • 118 N Main • Goddard, Kansas 67052 • 316-794-2441 • FAX: 316-794-2401

VISION – MISSION – VALUES - OBJECTIVES

Vision Statement

Goddard: A vibrant community, growing and accessible; the destination for a family oriented active lifestyle.

Mission Statement

The mission of the City of Goddard is to work cooperatively and efficiently to provide a vibrant community that is growing and accessible for our neighbors. We aim to be a destination for a family oriented active lifestyle.

Values • People First • Stewardship • Solution Oriented • Collaborative • Effective • Efficient

Organizational Objectives

1. Expand Access to lifestyle & entertainment amenities 2. Support a high quality park & rec system 3. Become a model community for outdoor recreation opportunities 4. Support the beautification of city corridors 5. Support the beautification of public spaces 6. Support the beautification of current & future neighborhoods 7. Support community connectedness through citizen communication 8. Support community connectedness through public infrastructure 9. Support community connectedness through public spaces 10. Assess quality & quantity of current housing options 11. Ensure availability of quality affordable housing for current & future residents Goddard Business Plan MISSION VISION Goddard: A vibrant community, growing and accessible; the destination for a family oriented, active lifestyle. To work cooperatively and Expand access to entertainment amenities, including restaurants and retail options, for the efficiently to provide enjoyment and convenience of Goddard residents and visitors. a vibrant community Support a high quality park and recreation system, focused on becoming a model community that is growing and for outdoor recreation opportunities. accessible for our Support the beautification of City corridors, public spaces, current and future neighborhoods. neighbors. We aim Support community connectedness through the enhancement of local government to citizen to be a destination communication, public infrastructure, and public spaces. for a family oriented Assess the quality and quantity of current housing options to ensure the availability of active lifestyle. quality affordable housing for all current and future residents. 2017–2022 GOALS

Amenities & High Quality Beautification of Community Housing Entertainment Parks & Public Space Connectedness Perform housing needs Encourage development Recreation Create a Kellogg corridor Create a walkability plan assessment of US-54 corridor landscape plan Continue to invest in the Identify options for a Identify available land for enhancement & marketing Encourage development Support forestation & Kellogg/US-54 pedestrian residential growth of the Prairie Sunset Trail of the STAR Bond District reforestation of right-of- crossing way, medians, & public Recruit mixed use Continue investment in Create a community Create a business space development in/near the existing park system information & retention plan STAR Bond District through the construction Work with home & engagement plan to of a Linear Park splash Identify available existing business owners to promote consistent Initiate Problem Oriented pad, pavilion, and shade commercial space & work identify & mitigate dialogue with residents Service Activities to structures deterioration of with area realtors to fill Identify partnerships reduce housing blight & residential & commercial available space Adopt codes & policies between community crime that require the creation property Identify restaurant retail stakeholders of an outdoor space for Dedicate funding to matches and recruit Create, maintain, & recreation within all new ensure the beautification matches to Goddard promote visibility & residential developments of public spaces marketing of community Develop stronger Create codes and policies events partnerships between that regulate the Create a long range current organizations that minimum forestation of infrastructure plan coordinate recreation future residential & opportunities & commercial development Implement neighborhood community activities oriented police practices Invest in consistent and of Community Oriented Invest in new park space appealing way finding Policing north of Kellogg/US-54 signage of Kellogg/US-54 Invest in a pathway and throughout the City Implement new police programming to improve system to interconnect Improve the visual appeal community outreach neighborhoods of the community with public art Your Home - Our Community!

City of Goddard Community Strategic Plan 2014

Wichita State University Hugo Wall School of Public Affairs Project Team

City Administrator: Brian Silcott

Mayor: Marcey Gregory

City Council President: Joe Torske

City Council Members: Larry Zimmerman Jamey Blubaugh Chris Hahn Clayton Applegate

Steering Committee Members: Jamie Coyne Russell Kessler Jim Philipe Chris Stevens Debbie Hahn Paul Rhodes Matt Fouts Roy Jones

Project Coordinator: Corinne Bannon Public Affairs Associate Wichita State University, Hugo Wall School of Public Affairs

Research Assistant: Josh Rueschhoff

Table of Contents

Strategic Plan……………………………………………………………………………………………...….1

Introduction…….…………………………………………………………………………………..…2

Community Vision Statement……………………………………………………………………..…3

Goals and Strategies…………………………………………………………………………………..4

Amenities and Entertainment………………………………………………………………...4

Parks and Recreation..………………………………………………………………………..7

Community Aesthetics…………………………………………………………….…………10

Community Connectedness……………………………………………………….………....13

Housing…………………………………………………………………………….………….16

Addendum 1: Influencing Factors Report…………………………………………………………………..18

Addendum 2: Community Engagement Calendar………………………………………………………….31

Addendum 3: Community Engagement Input Word Cloud………………………….…………………...32

Addendum 4: Community Open House Flyer……………………………………………………………...33

Addendum 5: Community Open House Feedback Summary……………………………………………..34

Strategic Plan

1 Introduction

Over the last several months, hundreds of Goddard residents have volunteered their time, and input, to allow for the creation of a community strategic plan document.

This document represents community priorities. Now that priorities, goals and strategies have been identified and defined, this document will serve as a guide for both elected officials and the community. This plan, designed by the people of Goddard, outlines how best to move forward and continue to create Goddard’s preferred future.

Thank you to those in the community who participated. And thank you in advance to those who will participate in all of the good community work laid out in this plan.

2 Community Vision Statement

Goddard: A vibrant community, growing and accessible; the destination for a family orientated, active lifestyle.

3 GOAL 1: Amenities and Entertainment

Expand access to entertainment amenities, including restaurants and retail options, for the enjoyment and convenience of all Goddard residents and visitors.

4 Entertainment and Amenities Strategies

Strategy #1: Encourage further development of the US-54 corridor by attracting specific retail businesses (restaurants, convenience stores, etc.) that fulfill the needs of residents, visitors, and commuters Action Steps

 Partner with County organizations working in economic development to identify resources and potential complimentary industries, businesses, food, and retail options  Conduct interviews with current area industries and businesses to identify potential target businesses or complimentary industries  Identify potential external resources to develop a recruitment plan for identified industries Lead Agency City of Goddard – City Administrator in partnership with the Chamber of Commerce Timeline: August 1, 2014 - ongoing

Strategy #2: Establish a Community and Economic Development Committee Action Steps

 Research and identify best practices for both Community Development and Economic Development Committees  Identify resources available through partner organizations, particularly through Sedgwick County and the State of Kansas  Identify potential programs available for assistance through the County and State  Identify potential members for the committee  Develop draft mission and purpose of committee Lead Agency City of Goddard – City Administrator in partnership with the Chamber of Commerce Timeline: Formed by December 1, 2014

Strategy #3: Establish a Main Street Development and Improvement Committee

 Research and identify best practices for a Main Street Development and Improvement Committee

 Identify resources available through partner organizations, particularly through Sedgwick County and the State of Kansas.  Identify potential programs available for assistance through the County and State

5 Entertainment and Amenities Strategies

 Identify potential members for the committee  Develop draft mission and purpose of the committee  Work in concert with the Community and Economic Development Committee Lead Agency City of Goddard – City Administrator Timeline: Formed by December 1, 2014

Strategy #4: Create a community marketing plan to assist in attracting new residents and businesses Action Steps

 Identify external assistance for plan development  Coordinate a stakeholder group of community partners involved in current community marketing and promotion activities  Schedule monthly meetings of the identified stakeholder group  Identify available resources of community partners to support plan development and implementation  Coordinate City marketing efforts with county and regional marketing efforts Lead Agency City of Goddard – City Administrator; potential for external assistance Timeline: January 2015 – June 2015

Strategy #5: Dedicate funding for the implementation of a community marketing plan Lead Agency City of Goddard – City Administrator

Timeline: January 2015

6 GOAL 2: Parks and Recreation

Support a high quality park and recreation system, focused on becoming a model community for outdoor recreation opportunities

7 Parks and Recreation Strategies

Strategy #1: Conduct a community needs assessment for recreation programming and facilities. Action Steps

 Research and develop an assessment to identify recreation and wellness barriers and needs of the community  Determine most successful tools and methods for assessment process, such as: water bill insert, mailed survey, online tool, social media, etc.  Conduct the survey/assessment Lead Agency The City of Goddard – City Administrator; potential for external assistance Timeline: October 2014

Strategy #2: Continue to invest in the enhancement and marketing of the Prairie Sunset Trail. Action Steps

 Develop a long range plan for the continued development of the trail  Dedicate resources to allow for continued development and maintenance  Coordinate marketing efforts with the Prairie Sunset Travelers  Research and identify external financial resources available to assist with continued development of the trail Lead Agency The City of Goddard – City Administrator, in partnership with the Prairie Sunset Travelers Timeline: Based on priorities identified through the community needs assessment

Strategy #3: Invest in the modernization of current recreation facilities: green space, parks, walking paths and trails, and equipment. Action Steps

 Develop a capital improvement plan for the rehabilitation and replacement of recreation facilities and infrastructure  Identify potential funding sources  Develop implantation and funding plan Lead Agency City of Goddard – City Administrator

8 Parks and Recreation Strategies

Timeline: Based on priorities identified through the community needs assessment

Strategy #4: Adopt codes and policies that require the creation of an outdoor space for recreation within all new residential developments Action Steps

 Research and identify relevant codes and policies of peer cities  Draft new codes and policies  Present draft codes and policies to current HOA representatives and current/potential residential developers for review and input  Present new codes and policies for adoption to the Goddard Planning Commission  Present new codes and policies for adoption to the Goddard City Council Lead Agency City of Goddard – City Administrator Timeline: January 1, 2015 – July 1, 2015

Strategy #5: Develop stronger partnerships between current organizations that coordinate recreation opportunities and community activities Action Steps

 Create a stakeholder committee composed of representatives from existing community organizations working to provide community recreation and wellness activities  Organize monthly stakeholder committee meetings Lead Agency City of Goddard – City Administrator in partnership with the Goddard Chamber of Commerce

Timeline: July 1, 2015 - ongoing

9 GOAL #3: Community Aesthetics

Support the beautification of City corridors, public spaces, and current and future neighborhoods.

10 Community Aesthetics Strategies

Strategy #1: Support forestation and reforestation of City right of ways, medians, and public spaces Action Steps

 Research and identify best practices of peer and model cities  Identify potential funding sources  Develop a forestation and reforestation long range plan (including funding plan) for the community’s public spaces Lead Agency City of Goddard – City Administrator Timeline: August 1, 2014 - ongoing

Strategy #2: Work with home and business owners to stop the deterioration of existing residential and commercial properties Action Steps

 Identify and/or develop available assistance programs  Provide information to residents and promote available resources Lead Agency City of Goddard – City Administrator; potential for external assistance Timeline: January 1, 2015 – ongoing

Strategy #3: Dedicate funding to ensure the beautification of the community’s public spaces Action Steps

 Identify potential funding sources  Include in annual operating budget and capital improvement plan Lead Agency City of Goddard – City Administrator Timeline: January 1, 2015 - ongoing

Strategy #4: Create codes and policies that regulate the minimum forestation of future residential and commercial developments

11 Community Aesthetics Strategies

Action Steps

 Research relevant codes and policies of peer cities  Draft new codes and policies  Present draft codes and policies to current HOA representatives and current/potential residential and commercial developers for review and input  Present new codes and policies for adoption to the Goddard Planning Commission  Present new codes and policies for adoption to the Goddard City Council

Lead Agency

City of Goddard – City Administrator

Timeline: January 1, 2016 – August 1, 2016

Strategy #5: Invest in consistent and appealing way finding signage off of US-54 and throughout the City Action Steps

 Coordinate efforts with results of the community marketing plan  Seek input from community members through multiple avenues (community meetings, water bill insert, social media, etc.) regarding community signage needs  Identify potential funding sources  Include in capital improvement plan Lead Agency City of Goddard – City Administrator Timeline: January 1, 2017 – August 1, 2017

Strategy #6: Improve the visual appeal of the community by establishing a Community Beautification Committee. Action Steps

 Conduct a stakeholders meeting for those interested in the visual appeal of the community  Identify potential members to start the beautification committee  Develop draft mission and purpose of the committee Lead Agency City of Goddard – City Administrator, in partnership with the Goddard Chamber of Commerce

Timeline: January 1, 2017 – ongoing

12 GOAL 4: Community Connectedness

Support community connectedness through the enhancement of local government to citizen communication, public infrastructure and public spaces

13 Community Connectedness Strategies

Strategy #1: Create a Community Connectivity and Walkability plan to ensure the physical connectedness and walkability of the community Action Steps

 Research and identify best practices for community walkability and physical connectedness (i.e. complete streets policies, sidewalk and trail connectivity, etc)  Draft plan  Identify funding sources  Implement plan through inclusion in the City’s capital improvement plan Lead Agency City of Goddard – City Administrator Timeline: August 1, 2014 – July 1, 2015

Strategy #2: Conduct a feasibility study to consider options for creating a pedestrian passageway across US-54 Action Steps

 Identify funding sources  Seek external assistance  Conduct study Lead Agency City of Goddard – City Administrator Timeline: July 1, 2015 – December 1, 2015

Strategy #3: Create and implement a community information and engagement plan to promote consistent dialogue between local government and community residents Action Steps

 Research and identify best practices of peer and model cities  Seek community feedback on preferred modes of community information dissemination and engagement opportunities  Identify a method of measuring success; set benchmarks  Draft and finalize plan, including deliverables and timelines  Implement plan through ongoing community information dissemination and engagement efforts

14 Community Connectedness Strategies

Lead Agency City of Goddard – City Administrator Timeline: July 1, 2015 - Ongoing

Strategy #4: Explore continued partnerships between the City of Goddard, USD 265, community organizations, and businesses. Action Steps

 Coordinate monthly meetings of city officials, USD 265 officials, the Chamber of Commerce, and additional identified community partners/organizations.  Explore opportunities for sharing of resources  Explore opportunities for shared marketing and communication efforts Lead Agency City of Goddard – City Administrator Timeline: January 1, 2016 - ongoing

Strategy #5: Create and maintain a community calendar to assist with the visibility and marketing of community events Lead Agency Chamber of Commerce Timeline: Available by August 1, 2016

Strategy #6: Plan for the future residential and commercial growth of Goddard through the creation of a long range plan for the community’s infrastructure Action Steps

 Assess current needs and future projected needs for water, sewer and street infrastructure  Create long range financial plan to account for projected needs Lead Agency City of Goddard – City Administrator

Timeline: January 1, 2017 - ongoing

15 GOAL 5: Housing

Assess the quality and quantity of current housing options to ensure the availability of quality affordable housing for all current and future residents.

16 Housing Strategies

Strategy #1: Invest in a façade improvement program to assist in the rehabilitation of the exteriors of current housing stock Action Steps

 Identify and/or develop available assistance programs  Identify funding sources  Provide information to residents and promote available resources Lead Agency City of Goddard – City Administrator Timeline: August 1, 2014 - Ongoing

Strategy #2: Conduct a housing needs assessment utilizing the State of Kansas Housing Assessment Tool (HAT) Action Steps

 Contact the Kansas Housing Resource Corporation. Meet with State representatives about usage and application of the HAT tool  Identify potential partners to assist with the housing assessment, such as: Sedgwick County agencies; graduate students or students from local universities; Chamber of Commerce and others  Establish a process and confirm with the State of Kansas; develop an implementation schedule  Conduct the assessment  Convene a stakeholders meeting with local elected officials (City, County, State), business leaders, community members and others to evaluate the results Lead Agency City of Goddard – City Administrator

Timeline: January 1, 2015 – July 1, 2015

17 Influencing Factors Report

18 Purpose and Background

Purpose and Background The City of Goddard is beginning a process to develop a community strategic plan. To assist in these efforts the Hugo Wall School (HWS) of Public Affairs at Wichita State University has prepared an influencing factors report, or an environmental scan of the community. This report includes important information that will help guide decision makers and advisors as the community’s desired future is considered.

Protocol

As the City of Goddard considers its future, consideration must be given to the impact of a number of areas, including: 1) change of demographics; 2) housing trends; and 3) labor and employment trends. To assist in defining the impact of these four main areas, data was collected from a wide variety of sources including: federal and state government, academic research, local governments and other research/data collection agencies.

Within this report, data relative to Goddard is included as well as external national, state, and county data where appropriate. National, state and Sedgwick County data is used to illustrate how Goddard is responding to various influencing factors comparatively. In some cases, influencing factors have a greater, reduced, or differing impact locally compared to what is seen at the county, state and national level.

19 Demographics Trends

Age

From 2000 to 2010, the total Goddard population grew by one hundred thirteen (113) percent. All age groups, as defined by the US Census, grew in population. Goddard’s median age is significantly lower than that of Sedgwick County or the state of Kansas (US Census Bureau). Goddard grew at a faster rate than the state of Kansas, whose total population grew by 6 percent from 2000 to 2010. Chart 1: Total Sedgwick County Population Growth Urban counties, including Sedgwick 650,000 County are projected to gain population 600,000 over the next 25 years. The Center for 2015 Economic Development and Business Re- 550,000 2020 2030 search (CEDBR) at Wichita State Univer- 500,000 sity projects that the population in Sedg- 2040 450,000 wick County will increase by 17 percent 2015 2020 2030 2040 over the next 25 years (Chart 1).

CEDBR projects that the age demographics of Sedgwick County will also change over the next 25 years. The population 19 and under in Sedgwick County is projected to increase by twelve (12) percent by 2040, and the total population 65 and over is expected to increase by fifty nine (59) percent by 2040 (Chart 2).

20 Demographics Trends

Trend Considerations

The Aging Population

The population nationwide is becoming older; more than 78 million “baby boomers” are nearing or have entered retirement. An aging population brings unique concerns for municipal planning. Issues impacted by the aging population include housing, caregiving, and transportation.

Housing

The aging population will create unique housing demands, including an increased demand for household renovations, as well as assisted living housing, nursing home facilities. This demand is illustrated in the following statistics.

 89 percent of individuals age 50 and older want to stay in their home as long as possible and if that is no longer an option, they would like to reside in the same community.

 Approximately 70 percent of all households with a member over age 65 live in single family detached housing.

 50 percent feel their home will accommodate them well as they age.

 16 percent of families have made home modifications.

Caregiving

As the population ages and the financial burdens placed on family member caregivers increases, there will be an increased need for caregiving services.

 47 percent of caregivers are employed

 71 percent of employed caregivers work full time

 65 percent of all caregivers are age 35 to 64

Nationwide there is an enormous cost to employers in lost productivity as a result of family member caregivers.

 Caregivers who work full time and perform personal care tasks: $11.4 billion per year in lost productivity.

 Counting all caregivers including part-time workers and long distance caregivers: $29 billion per year in lost productivity.

Estimated costs to employers, as a result of caregiving issues, are also substantial; replacing employee who

21 Demographics Trends quit: $4.9 billion; workday interruptions: $3.7 billion; dealing with eldercare crises: $1 billion; partial absenteeism: $488 million; absenteeism: $397 million; not to mention increased health and mental health costs, leave of absence, and reduced hours of work.

A significant number of large companies, 25 percent, have implemented workplace programs for caregiver and elder care. These programs have seen positive results including:  Increased retention of highest performers from 77 percent to 91 percent;  Reduction of absences and decreased benefit claims;  Decrease in turnover, lateness, and absenteeism; and  Positive impact on employee health costs.

Transportation

As the population ages, transportation services accessible by less mobile seniors will be in higher demand. By 2030, one out of every four drivers will be over the age of 65, and the number of drivers age 85 and older will be four to five times higher than it is today. The issue of elderly transportation also impacts Kansas caregivers, 83 percent of whom provide help with transportation.

Potential options for senior transportation include:

 Traditional public transportation;

 Para transit service;

 Taxis; and

 Specialized transportation.

Life Expectancy

Individuals as a whole are living longer, and thus often needing senior services for a longer period of time. Overall, from 2010 to 2020, the average life expectancy is projected to increase to 79.5 years from 78.3 years in 2010.

Concerns of the “20 somethings”

Historically, it was common for individuals to move to a community where they could find a job, no matter the location. It is becoming more common, however, that young adults will choose the location they would like to live before the search for a job begins. Young adults typically search for a community to reside in that fits their desired quality of life. Although where they work is still important to young adults, where they live

22 Demographics Trends is often more important. Young adults typically want to work in diverse communities that offer well- maintained parks and trails, outdoor recreation, and entertainment options. Young adults and professionals will move and stay to communities that offer the following qualities:

 Health: Clean air, water, and open green spaces

 Earning: Opportunity to develop a well-paying career in the future

 Learning: Higher education options

 Diversity: Opportunity to interact with diverse members of the population

 Cost: Affordability of housing and entertainment options

 Entertainment: Activities to engage in outside of work

 Transportation: Easy commuting options, walkability, and mass transit opportunities

Race

The racial composition of the Goddard community is becoming slightly more diverse. From 2000 to 2010, the Caucasian population decreased as a percentage of Goddard’s total racial composition by 4 percent. The Hispanic population became a larger percentage of the total population through the same time frame, compris- ing five (5) percent more of the total population in 2010 than in 2000. The African American and Asian populations both grew as a percentage of the total racial composition of Goddard from 2000 to 2010, both seeing less than a one (1) percent growth.

The population of the state of Kansas was more diverse than the City of Goddard in 2000, and is becoming more diverse at a similar rate as the City of Goddard. As seen in Chart 3, the population of the state of Kansas de-

23 Demographics Trends creased from 80 to 76 percent white from 2000 to 2010. The Hispanic population composed 10 percent of the population of Kansas in 2010, up 3 percent from 2000. The African American population remained steady as a percentage of the total population in the state of Kansas from 2000 to 2010.

Nationally, in the 2010 census, people of Hispanic or Latino origin comprised 16 percent, 50.5 million, of the total population, an increase from 13 percent in 2000. More than 50 percent of the growth in the total population of the United States from 2000 to 2010 was due to increases in the Hispanic/Latino population.

As communities continue to become more diverse, it will be necessary to address certain potential challenges, including: communicating with immigrant populations in their native language, providing services to help better integrate immigrants into the population (such as ESOL classes), and determining the best way to communicate with and provide services for immigrant populations.

Education The educational attainment of a community influences economic development, the prevalence of public safety concerns, and a number of other key issues. Understanding the trends of educational attainment and competi- tiveness of a region is an important factor in planning for the future.

Approximately ninety two (92) percent of the Goddard population 25 years and older have received a high school diploma or higher (i.e. some college, associate’s degree). The composition of the Goddard population having received a bachelor’s degree or higher increased from 2000 to 2010, approximately thirteen (13) percent in 2000 and thirty twenty one (21) percent in 2010.

Education is an important factor to consider for future planning because educational attainment and availability of education have historical been tied to economic growth in communities. Residents’ education and income levels have been found to be consistent predictors of urban growth. Similarly, investments in education have been shown to increase labor productivity and reduce the incidences of social problems such as drug abuse, crime, welfare dependency, and lack of access to medical care, all of which can weigh heavily on the economy.

Higher levels of educational attainment in an economy often increases the human capital in the workforce, which leads to increased labor productivity and a higher level of output among workers. Higher levels of educational attainment also promote innovative thinking and exposure to new technologies, products, and processes which promote growth. Finally, education helps facilitate the diffusion of knowledge required to under- 24 Demographics Trends stand and process new information and to implement the new technologies devised by others, again promoting an economy’s growth.

Education not only impacts those earning the education, but also provides many positives for the communities at-large. Research shows that when a community’s supply of college graduates increases by one percentage point, residents who did not complete high school earn wages 1.9 percent higher and high school graduates earn wages 1.6 percent higher than otherwise. Such findings suggest that education impacts have an indirect benefit on other labor market segments.

Income: The Goddard community’s median household income was $69,660 in 2010, compared to the median household income for the state of Kansas and Sedgwick County in 2010: $50,592 and $49,451, respectively (US Census Bureau).

Median household incomes in regional peer cities (Maize, Valley Center, Park City and Derby) are less in 2010 than the city of Goddard: $67,618, $54,167, $57,252, and $65,837, respectively (Chart 4).

Chart 4: Median Household Income 2010 - Regional Peer Cities $80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

$0 Goddard Maize Valley Center Park City Derby

25 Housing Trends

National and State Trends in Housing Type and Size

According to 2000 census data, the majority of Kansas families live in single-family homes constructed before 1979 with 4 or more rooms. The following statistics provide additional information regarding Kansas housing:

 72 percent of the population in Kansas lives in a single-family home;

 61 percent of those units were built before 1979;

 More than 50 percent of the homes have 4 to 7 rooms;

 71.5 percent use gas as their heating fuel;

 17.2 percent use electricity as their heating source;

 81 percent of homes are valued at a $150,000 or less;

 The median home value from 2005 to 2009 was $118,500;

 65 percent of homes have a mortgage;

 In 1999, 75 percent of population paid housing costs under 25 percent of their income;

 60 percent of the population is paying between $300.00 and $750.00 for rent;

For the first time in its history, the National Association of Home Builders reported at its International Builder Show in January 2011, an overall decrease in the size of new homes being built. Builders surveyed expect homes to average 2,152 square feet in 2015, 10 percent smaller than the average size of single-family homes started in the first three quarters of 2010.

The average new home of 2015 is likely to feature a great room comprised of the kitchen, foyer, and living room rather than individual rooms. In addition to floor plan changes, 68 percent of builders surveyed say that homes in 2015 will also include more green features and technology, including low-emittance windows; engi- neered wood beams, joists or tresses; water-efficient features such as dual-flush toilets or low-flow faucets; and an Energy Star rating for the entire house.

Trends indicate that multifamily housing, including garden apartments, condominiums and mid-rise apartments, will experience increasing demand during the next several decades. Multifamily living can be the preferred housing types for young people just starting out in their careers, senior citizens who cannot or elect not to maintain a full-sized home and others who do not necessarily want the burdens that come with single- family home ownership. Communities may want to encourage the development of multifamily housing struc- 26 Housing Trends tures for a number of reasons.

Multifamily housing choices provide economic vitality to the community, because they provide appealing options to residents.

 Multifamily housing enables a community to provide housing options to a wide range of incomes.

 Multifamily development is often environmentally friendly.

An inadequate supply of affordable housing essentially limits economic growth, because residents who pay high prices for housing, including housing related expenses such as homeowners insurance, property taxes, and repair costs, have less disposable income to spend on other goods and services. Similarly, businesses cannot expand their workforces without enough housing available to workers and their families.

27 Housing Trends

Goddard Housing Trends The number of housing units in Goddard increased by fifty one (51) percent from 2000 to 2010. In 2010, approximately 93 percent of housing available in Goddard was occupied. There was a slight increase in the number of rental properties from 2000 to 2010; 145 and 183 properties respectively. The median home price increased from $85,000 in 2000 to $137,000 in 2010; compared to regional peer cities, the median home price in Goddard was the second highest in 2010 (see chart 5).

Chart 5: 2010 Median Home Price 200000

150000 100000

50000 0

Median Home Home Price Median

Compared to regional peer cities (Maize, Valley Center, Park City, and Derby) Goddard has seen the least growth in the number of rental properties within city boundaries from 2000 to 2010 (see chart 6).

Chart 6: Quantity of Rental Property - Regional Peer Cities (2000-2010) 2500 2000 1500 1000 500 2000 0 2010

28 Labor and Employment

Powerful trends at the national and state level influence the City of Goddard’s economic viability. The labor and employment section investigates the impact of national and state trends on the City of Goddard. Eco- nomics drives growth, tax base and ultimately resources and needs for future investment; all critical factors for future planning.

Federal Trends

Some of the major trends at the national level, through 2018, as reported by the National Bureau of Labor Sta- tistics, will include the following.

 Growing Work Force – anticipated total labor force growth 2018 of 8.2%.

 Aging Work Force – a 43% rise in the number of employees aged 55 or older, who will comprise 24% of the total labor market.

 Increasingly Hispanic Work Force – the total number of workers, who are Hispanic, will grow by 33%.

 More Service Jobs and Less Manufacturing Jobs – anticipated 12.5% growth in service sector jobs and a 9% decrease in manufacturing jobs.

 Areas of Growth – professional & business services, health care & social assistance, and small-box & boutique retail trade.

 Areas of Slow Growth or Job Loss – manufacturing, government, and large-box retail trade.

 More Education Required – positions requiring a Bachelor’s degree will increase by nearly 17%, Associ- ate's degree by 19%, and post-secondary vocational training by 13%.

 Growth in “Middle Market” Companies – In recent years, “middle market” companies have added 2 million workers, nationwide. The middle market businesses are defined as having annual sales between $10 million and $1 billion. There are approximately 200,000 “middle market” businesses, which are 3% of all companies. This 3% of all businesses provide close to 34% of all private employment or 41 million jobs. The vast majority of these “middle market” companies are expected to grow within the next year. “Middle market” businesses tend to be more stable, which enables them to focus on innovation.

29 Labor and Employment

Kansas Employment Trends (2001-2010) Nationally, total employment in 2010 is 2.84 percent lower than it was in 2001, for a loss of 3.1 million jobs. This national decrease in employment levels has been based on job losses in manufacturing, information, and construction. The job losses in these industries have been offset by gains in educational services, health care, and mining.

These national trends are evident in the employment growth of the Kansas economy over the same period. The long term economic growth in Kansas has been driven by growth in five key industries: health care, professional services, administration and waste services, accommodation and food services, and educational services.

The growth in professional and technical services and educational services in Kansas has been due to both an increase in the overall employment levels in these industries nationally and an increase in the market share of these industries regionally. Statewide growth in health care and accommodation and food services is mostly attributable to national growth in these industries. Kansas has experienced a loss of market share in each of these industries over the last decade. So, although there has been employment growth, it has not been as strong in Kansas as the national trend. Employment in the administration and waste services industry has grown in Kansas over this time period despite overall job losses nationally.

The long term growth in total Kansas employment has been negatively impacted by employment in the information and retail trade industries, which are shrinking at both the national and regional level. The state has also experienced significant job losses in both construction and manufacturing. In both of these industries the contraction has been less dramatic in Kansas than it has nationally. However, the net result was a significant loss of employment.

Kansas Employment Growth (2008-2010)

The short-term state employment trends from 2008 to 2010 are very similar to the long term trends, with the exception of four industries that have been impacted to a greater degree by the recession of 2008 and 2009. These industries are mining, finance, professional services, and administration and waste services. Although these industries show long term growth from 2001 to 2010, they have not returned to their pre-recession employment levels.

30 Community Engagement Calendar

Goddard City Council – February 10, 2014 Prairie Travelers – February 12, 2014 Goddard City Staff – February 20, 2014 Goddard Women’s Club and Senior Club – March 4, 2014 Goddard Library Board – March 10, 2014 Goddard Chamber of Commerce—March 13, 2014 Goddard HOA Presidents – March 18, 2014 Lions Club —March 20, 2014 Goddard Community Plan Open House—June 19, 2014

31 Community Engagement Input

GODDARD 2014—NOW

GODDARD 2024 – VISION

32 Community Plan Open House Flyer

Goddard Community Plan Open House The City of Goddard is in the process of facilitating a Community Strategic Plan- ning effort. A Community Strategic Plan is a way for the City Council to understand what "the people" really want. The purpose of the plan is to create a roadmap for the City of Goddard to guide future policy priorities and decisions. The plan will help guide the city’s financial decisions, resource allocation, project priorities, and growth/development issues. WE NEED YOUR FEEDBACK! Please stop by an open house hosted by the City of Goddard, the Community Plan Steering Committee, and the Wichita State University Hugo Wall School of Public Affairs on Thursday, June 19th, from 5-9 pm to tell us your ideas for your community’s future! Snacks and refreshments will be served. All those participating in the Strategic Plan Open House can also visit Tanganyika Wildlife Park for a reduced charge of $5 per person on the evening of the open house. Participating in the community plan open house is free of charge. What: Goddard Community Plan Open House When: Thursday, June 19th, 5-9 pm Where: Tanganyika Wildlife Park, Serengeti Room

33 Community Plan Open House Input

Goddard Community Plan Open House June 19th, 5:00 – 9:00 p.m. Procedure Community members were given round, colored stickers depending on whether they were Goddard residents or from outside the community; participants were given blue and green stickers respectively. Participants were then asked to review boards for each of five community goals. Each goal had a number of strategies that could be used to address the goal area. Participants were asked to take three stickers for each goal area and put one by each of three strategies that they believed best helped address the goal. In total, each participant posted three stickers for each of five goals; this added up to 15 stickers posted by each participant. Approximately 60 people participated in the engagement exercise at Tanganyika Wildlife Park

Results Below are the top three strategies for each goal as chosen by participants in the community engagement event.

Goal #1: Amenities and Entertainment Strategy 2 – Encourage Further development of the US-54 corridor by attracting specific retail businesses (restaurants, convenience stores, etc.) that fulfill the needs of residents, visitors, and commuters Strategy 3 – Establish a Main Street Development and Improvement Committee Strategy 4 – Create a community marketing plan to assist in attracting new residents and businesses

Goal #2: Parks and Recreation Strategy 3 – Invest in the modernization of current recreation facilities: green space, parks, walking paths and trails, and equipment Strategy 2 – Continue to invest in the enhancement of the Prairie Sunset Trail Strategy 5 – Adopt codes and policies that require the creation of an outdoor space for recreation within all new residential developments

Goal #3: Community Aesthetics Strategy 1 – Support forestation and reforestation of City right of ways, medians, and public spaces Strategy 6 – Work with home and business owners to stop the deterioration of existing residential and commercial properties Strategy 7 – Dedicate funding to ensure the beautification of the community’s public spaces

Goal #4: Community Connectedness Strategy 5 – Dedicate funding to ensure community walkability Strategy 4 – Conduct a feasibility study to consider options for creating a pedestrian passageway across US-54 Strategy 3 – Create and maintain a community calendar to assist with the visibility and marketing of community events

Goal #5: Housing Strategy 3 – Invest in a façade improvements program to assist in the rehabilitation of the exteriors of current housing stock Strategy 4 – Develop local incentive programs to stimulate building and buying of single and multi-family dwellings Strategy 2 – Pursue the moderate income housing program through the State of Kansas to stimulate building and buying

City of Goddard

2020-2025 Capital Improvement Program

Your Home Our Community

Organizational Mission Statement

1 City of Goddard Your Home, Our Community!

P.O. Box 667  118 N Main Street  Goddard, Kansas  ph 316-794-2441  fax 316-794-2401

Honorable Mayor and Members of the City Council City of Goddard, Kansas

Mayor and Council,

As part of the annual budget process, staff updates the Capital Improvement Program (CIP) yearly. The CIP provides a planning schedule and identifies financing for each project. This document establishes the link between the City of Goddard’s business plan, its mission & strategic cycle, and the annual operating budget.

The City has accelerated its development of new capital projects in recent years, so it’s imperative that the CIP be accurate, regularly updated, and diligently followed. The City can provide a significant number of new projects for our citizens and neighbors. Modern amenities, infrastructure, and projects that may not have seemed possible only a few years ago are now possible. The CIP program projects that will significantly improve the community’s quality of life. There is an even greater potential for expansion in the number and scope of projects in the future. However, none of this is possible without prudent planning and diligent management of timing and costs.

The cash balance information provided on pages 5 and 6 shows how important it is to manage the number of projects and the total cost of those projects during the CIP timeframe. In order to maintain adequate unencumbered cash balances in the City’s major operating funds, it may be necessary to limit the growth of, or even reduce, the amount of cash transferred into reserve and capital projects funds. The potential for lost revenue due to the 2020 pandemic is real and may very well continue into subsequent budget years.

Despite the challenges ahead, staff believes that the CIP provides an excellent roadmap to continue building Goddard into the vibrant community we all aim to be. We can afford to do anything, but we cannot afford to do everything at once.

Respectfully submitted,

Brian W. Silcott City Administrator

3 City of Goddard, Kansas Capital Improvement Plan Projects 2020 thru 2025

FUNDING SOURCE SUMMARY

Source 2020 2021 2022 2023 2024 2025 Total G.O. BONDS $8,062,800 $0 $0 $2,110,200 $0 $0 $10,173,000 ARBOR CREEK PHASE I 2019-01 2,891,000 0 0 0 0 0 2,891,000 ELK RIDGE PHASE III 2019-02 830,800 0 0 0 0 0 830,800 CLOVERLEAF FARMS 2019-03 2,211,000 0 0 0 0 0 2,211,000 RUSTIC CREEK PHASE I 2019-05 1,300,000 0 0 0 0 0 1,300,000 ELK RIDGE PHASE IV 2019-06 530,000 0 0 0 0 0 530,000 LIFT STATION SE-GC 2019-01.1 300,000 0 0 0 0 0 300,000 183RD STREET REDESIGN 0 0 0 2,110,200 0 0 2,110,200 CAPITAL IMPROVEMENT FUND $450,000 $599,550 $1,071,550 $485,000 $650,000 $617,000 $3,873,100 RUSTIC CREEK PHASE I 2019-05 200,000 0 0 0 0 0 200,000 HAWKINS LANE PAVING 0 100,000 0 0 0 0 100,000 LIFT STATION SE-GC 2019-01.1 250,000 250,000 250,000 250,000 0 0 1,000,000 RCUT - US54 & BARBER 2020-01 0 0 350,000 0 0 0 350,000 FRONTAGE RD REALIGNMENT 2020-02 0 249,550 128,300 0 0 0 377,850 NORTH PARK IMPROVEMENTS 0 0 343,250 0 100,000 0 443,250 DOG PARK 0 0 0 100,000 0 0 100,000 KELLOGG CORRIDOR BEAUTIFICATION 0 0 0 135,000 0 0 135,000 MAIN STREET BEAUTIFICATION 0 0 0 0 200,000 0 200,000 STREET PROJECTS - REBUILDING 0 0 0 0 350,000 0 350,000 WWTF REMOD 0 0 0 0 0 67,000 67,000 SALT STORAGE BUILDING 0 0 0 0 0 50,000 50,000 PUBLIC WORKS BUILDING 0 0 0 0 0 500,000 500,000 KANSAS DEPT OF TRANSPORTATION $0 $0 $1,459,310 $0 $0 $0 $1,459,310 RCUT - US54 & BARBER 2020-01 0 0 1,459,310 0 0 0 1,459,310 EQUIPMENT RESERVE FUND $120,000 $60,000 $60,000 $60,000 $60,000 $60,000 $420,000 PUBLIC WORKS FLEET & EQUIPMENT 120,000 60,000 60,000 60,000 60,000 60,000 420,000 WATER RESERVE FUND $0 $0 $225,000 $0 $0 $0 $225,000 WATER WELLS SECURITY $0 $0 $225,000 $0 $0 $0 225,000 SPECIAL PARKS & RECREATION FUND $0 $75,000 $100,000 $100,000 $0 $0 $275,000 NORTH PARK IMPROVEMENTS 0 75,000 100,000 0 0 0 175,000 DOG PARK 0 0 0 100,000 0 0 100,000 SEWER REPLACEMENT RESERVE FUND 19,800 17,600 20,100 19,000 23,600 25,000 125,100 SEWER CLEANING PROGRAM 19,800 17,600 20,100 19,000 23,600 25,000 125,100 SPECIAL HIGHWAY / STREET FUND $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,200,000 STREET PROJECTS - MAINTENANCE 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 $8,852,600 $952,150 $3,135,960 $2,974,200 $933,600 $902,000 $17,750,510 FUND CASH BALANCES

1/1/2021 1/1/2022 1/1/2023 1/1/2024 1/1/2025 1/1/2026

General Fund $675,771 $443,382 $475,956 $569,203 $626,123 $685,889 Parks & Rec Fund 231,726 181,726 106,726 31,726 56,726 81,726 Bond & Interest Fund 627,592 638,743 484,036 331,421 181,055 246,005 Equipment Reserve Fund 704,262 569,262 534,262 684,262 684,262 684,262 Water Reserve Fund 322,568 322,568 362,568 177,568 217,568 257,568 Capital Improvement Fund 848,646 799,096 305,046 426,446 413,246 464,946

5 City of Goddard, Kansas Capital Improvement Plan Projects 2020 thru 2025 TABLE OF CONTENTS

Mission Statement 1

Transmittal Letter 2

Strategic Cycle 3

Funding Sources & Cash Forecast 4 - 5

Table Of Contents 6

Projects: 7 - 28

Project Name 2020 2021 2022 2023 2024 2025 Total ARBOR CREEK PHASE I 2019-01 $2,891,000 $0 $0 $0 $0 $0 $2,891,000 7 ELK RIDGE PHASE III 2019-02 830,800 0 0 0 0 0 830,800 8 CLOVERLEAF FARMS 2019-03 2,211,000 0 0 0 0 0 2,211,000 9 RUSTIC CREEK PHASE I 2019-05 1,500,000 0 0 0 0 0 1,500,000 10 ELK RIDGE PHASE IV 2019-06 530,000 0 0 0 0 0 530,000 11 RCUT - US54 & BARBER 2020-01 0 0 1,809,310 0 0 0 1,809,310 12 FRONTAGE RD REALIGNMENT 2020-02 0 249,550 128,300 0 0 0 377,850 13 SEWER CLEANING PROGRAM 19,800 17,600 20,100 19,000 23,600 25,000 125,100 14 HAWKINS LANE PAVING 0 100,000 0 0 0 0 100,000 15 LIFT STATION SE-GC 2019-01.1 550,000 250,000 250,000 250,000 0 0 1,300,000 16 STREET PROJECTS - MAINTENANCE 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 17 PUBLIC WORKS FLEET & EQUIPMENT 120,000 60,000 60,000 60,000 60,000 60,000 420,000 18 NORTH PARK IMPROVEMENTS 0 75,000 443,250 0 100,000 0 618,250 19 DOG PARK 0 0 0 200,000 0 0 200,000 20 KELLOGG CORRIDOR BEAUTIFICATION 0 0 0 135,000 0 0 135,000 21 MAIN STREET BEAUTIFICATION 0 0 0 0 200,000 0 200,000 22 183RD STREET REDESIGN 0 0 0 2,110,200 0 0 2,110,200 23 STREET PROJECTS - REBUILDING 0 0 0 0 350,000 0 350,000 24 WATER WELLS SECURITY 0 0 225,000 0 0 0 225,000 25 WWTF REMOD 0 0 0 0 0 67,000 67,000 26 SALT STORAGE BUILDING 0 0 0 0 0 50,000 50,000 27 PUBLIC WORKS BUILDING 0 0 0 0 0 500,000 500,000 28 Totals $8,852,600 $952,150 $3,135,960 $2,974,200 $933,600 $902,000 $17,750,510

PROJECT NAME: ARBOR CREEK PHASE I 2019-01

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $2,891,000

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $2,891,000

PROJECT DESCRIPTION: Infrastructure (streets, storm sewer, water, sewer) for a new residential subdivision.

PROJECT JUSTIFICATION: The project complies with city policy for residential subdivision development. Costs for

new infrastructure will be assessed back on the individual lots within the subdivision and repaid thru special

assessments. Expenditures 2020 2021 2022 2023 2024 2025 GRADING $287,000 $0 $0 $0 $0 $0 PAVING 1,172,000 0 0 0 0 0 SANITARY SEWER 537,000 0 0 0 0 0 STORM WATER SEWER 553,000 0 0 0 0 0 WATER 342,000 0 0 0 0 0 Total $2,891,000 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO BONDS SPEC. ASSESSMENTS $2,891,000 $0 $0 $0 $0 $0 Total $2,891,000 $0 $0 $0 $0 $0

Expected Budget Impact: The annual debt service on this project will be funded thru special assessments.

Budget Impact 2020 2021 2022 2023 2024 2025 DEBT SERVICE - SPECIALS $0 $195,000 $195,000 $195,000 $195,000 $195,000 Total $0 $195,000 $195,000 $195,000 $195,000 $195,000

PROJECT NAME: ELK RIDGE PHASE III 2019-02

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $830,800

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $830,800

PROJECT DESCRIPTION: Infrastructure for a new residential subdivision.

PROJECT JUSTIFICATION: The project complies with city policy for residential subdivision development. Costs for

new infrastructure will be assessed back on the individual lots within the subdivision and repaid thru special

assessments. Expenditures 2020 2021 2022 2023 2024 2025 PAVING $420,000 $0 $0 $0 $0 $0 SANITARY SEWER 260,000 0 0 0 0 0 WATER 111,800 0 0 0 0 0 WATER MAIN 39,000 0 0 0 0 0 Total $830,800 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO BONDS - SPEC. ASSESSMENTS $830,800 $0 $0 $0 $0 $0 Total $830,800 $0 $0 $0 $0 $0

Expected Budget Impact: The annual debt service on this project will be funded thru special assessments.

Budget Impact 2020 2021 2022 2023 2024 2025 DEBT SERVICE - SPECAILS $0 $56,000 $56,000 $56,000 $56,000 $56,000 Total $0 $56,000 $56,000 $56,000 $56,000 $56,000

PROJECT NAME: CLOVERLEAF FARMS 2019-03

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $2,211,000

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $2,211,000

PROJECT DESCRIPTION: Infrastructure for a new residential subdivision.

PROJECT JUSTIFICATION: The project complies with city policy for residential subdivision development. Costs for

new infrastructure will be assessed back on the individual lots within the subdivision and repaid thru special

assessments. Expenditures 2020 2021 2022 2023 2024 2025 PAVING $529,000 $0 $0 $0 $0 $0 SANITARY SEWER 586,000 0 0 0 0 0 WATER 172,000 0 0 0 0 0 STORM WATER DRAIN 924,000 0 0 0 0 0 Total $2,211,000 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO BONDS - SPEC ASSESSMENTS $2,211,000 $0 $0 $0 $0 $0 Total $2,211,000 $0 $0 $0 $0 $0

Expected Budget Impact: The annual debt service on this project will be funded thru special assessments.

Budget Impact 2020 2021 2022 2023 2024 2025 DEBT SERVICE - SPECIALS $0 $150,000 $150,000 $150,000 $150,000 $150,000 Total $0 $150,000 $150,000 $150,000 $150,000 $150,000

PROJECT NAME: RUSTIC CREEK 2019-05

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $1,500,000

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $1,500,000

PROJECT DESCRIPTION: Infrastructure for a new residential subdivision.

PROJECT JUSTIFICATION: The project complies with city policy for residential subdivision development. Costs for

new infrastructure will be assessed back on the individual lots within the subdivision and repaid thru special

assessments. The city will also be contributing $200,000 from the Capital Improvement Fund to offset some of the infrastructure costs

Expenditures 2020 2021 2022 2023 2024 2025 SANITARY SEWER $290,000 $0 $0 $0 $0 $0 WATER 188,000 0 0 0 0 0 PAVING 406,000 0 0 0 0 0 DRAINAGE 616,000 0 0 0 0 0 Total $1,500,000 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 CAPITAL IMPROVEMENT FUND $200,000 $0 $0 $0 $0 $0 GO BONDS - SPEC. ASSESSMENTS 1,300,000 0 0 0 0 0 Total $1,500,000 $0 $0 $0 $0 $0

Expected Budget Impact: The annual debt service on this project will be funded thru special assessments.

Budget Impact 2020 2021 2022 2023 2024 2025 DEBT SERVICE - SPECIALS $0 $88,000 $88,000 $88,000 $88,000 $88,000 Total $0 $88,000 $88,000 $88,000 $88,000 $88,000

PROJECT NAME: ELK RIDGE PHASE IV (PAVING) 2019-06

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $530,000

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $530,000

PROJECT DESCRIPTION: Infrastructure for a new residential subdivision.

PROJECT JUSTIFICATION: The project complies with city policy for residential subdivision development. Costs for

new infrastructure will be assessed back on the individual lots within the subdivision and repaid thru special

assessments.

Expenditures 2020 2021 2022 2023 2024 2025 PAVING IMPROVEMENTS $530,000 $0 $0 $0 $0 $0 Total $530,000 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO BONDS - SPEC. ASSESSMENTS $530,000 $0 $0 $0 $0 $0 Total $530,000 $0 $0 $0 $0 $0

Expected Budget Impact: The annual debt service on this project will be funded thru special assessments.

Budget Impact 2020 2021 2022 2023 2024 2025 DEBT SERVICE - SPECIALS $0 $36,000 $36,000 $36,000 $36,000 $36,000 Total $0 $36,000 $36,000 $36,000 $36,000 $36,000

PROJECT NAME: RCUT US-54 & BARBER 2020-01

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $1,809,310

COMPLETION DATE: 2022

PRIOR EXPENDITURES: $0

COSTS REMAINING: $1,809,301

PROJECT DESCRIPTION: New intersection at Kellogg (US-54) and Barber.

PROJECT JUSTIFICATION: This intersection will give access to the STAR Bond district and Goddard Galleria. The

terms of the Corridor Management agreement with the Kansas Department of Transportation (KDOT)

require the City to pay for the design phase of the project with KDOT covering the costs of construction.

Expenditures 2020 2021 2022 2023 2024 2025 INFRASTRUCTURE $0 $0 $1,809,310 $0 $0 $0 Total $0 $0 $1,809,310 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 CAPITAL IMPROVEMENT FUND $0 $0 $350,000 $0 $0 $0 KDOT 0 0 1,459,310 0 0 0 Total $0 $0 $1,809,310 $0 $0 $0

Expected Budget Impact: This project’s impact on the annual operating budget will include electric costs for signalization and any additional lighting required.

Budget Impact 2020 2021 2022 2023 2024 2025 Utilities $0 $0 $2,500 $2,500 $2,500 $2,500 Total $0 $0 $2,500 $2,500 $2,500 $2,500

rd PROJECT NAME: Frontage Road Realign (183 & US 54-400)

DEPARTMENT: Public Works - Streets

CONTACT: City Administrator

ESTIMATED COST: $377,850

COMPLETION DATE: Fall 2022

PRIOR EXPENDITURES: $0

COSTS REMAINING: $377,850

PROJECT DESCRIPTION: Road construction to improve a design deficiency that will alleviate vehicle stacking and improve traffic flow on Kellogg Drive.

PROJECT JUSTIFICATION: To alleviate thoroughfare congestion and improve traffic flow on Kellogg Drive at 183rd St.

Expenditures 2020 2021 2022 2023 2024 2025 ROW Acquisition $0 $0 $57,000 $0 $0 $0 Design, Inspection, Admin 0 249,550 0 0 0 0 Contingency 0 0 71,300 0 0 0 Total $0 $249,550 $128,300 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $249,550 $128,300 $0 $0 $0 Total $0 $249,550 $128,300 $0 $0 $0

Expected Budget Impact: No additional annual operational costs are anticipated for this project.

Budget Impact 2020 2021 2022 2023 2024 2025 None 0 0 0 0 0 0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: SEWER CLEANING PROGRAM

DEPARTMENT: Public Works

CONTACT: PW Director

ESTIMATED COST: $125,100

COMPLETION DATE: 2025 and later

PRIOR EXPENDITURES: $0

COSTS REMAINING: $125,100

PROJECT DESCRIPTION: Annual cleaning of the city’s sewer lines.

PROJECT JUSTIFICATION: To preserve and maintain infrastructure. The City has routinely performed sewer cleaning

maintenance projects in the past, but budget constraints in recent years have forced staff to forego regular cleaning until the sewer utility’s funding was corrected. Now that the funding is secure, the maintenance

program can continue.

Expenditures 2020 2021 2022 2023 2024 2025 SEWER CLEANING $19,800 $17,600 $20,100 $19,000 $23,600 $25,000 Total $19,800 $17,600 $20,100 $19,000 $23,600 $25,000

Funding Source 2020 2021 2022 2023 2024 2025 SEWER RESERVE FUND $19,800 $17,600 $20,100 $19,000 $23,600 $25,000 Total $19,800 $17,600 $20,100 $19,000 $23,600 $25,000 Expected Budget Impact: These programs will be funded thru the Sewer Replacement Reserve Fund, which is

already funded thru a budgeted transfer from the Sewer Utility Fund.

Budget Impact 2020 2021 2022 2023 2024 2025 NO OPERATING BUDGET IMPACT $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: LIFT STATION SOUTHEAST GROWTH CORRIDOR

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $1,300,000

COMPLETION DATE: 2020

PRIOR EXPENDITURES: $0

COSTS REMAINING: $1,300,000

PROJECT DESCRIPTION: Construction of lift station to serve new residential developments in the City’s Southeast Growth Corridor.

PROJECT JUSTIFICATION: This addition to the City’s wastewater system, will serve a new residential subdivision and

future residential development.

Expenditures 2020 2021 2022 2023 2024 2025 CONSTRUCTION $778,110 $0 $0 $0 $0 $0 ENGINEERING' 77,820 0 0 0 0 0 INSPECTION 116,720 0 0 0 0 0 CONTINGENCIES 38,910 0 0 0 0 0 ADMIN & ISSUANCE COSTS 288,440 0 0 0 0 0 Total $1,300,000 $0 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO BOND SPEC. ASSESSMENTS $300,000 $0 $0 $0 $0 $0 CAPITAL IMPROVEMENT FUND 250,000 250,000 250,000 250,000 0 0 Total $550,000 $250,000 $250,000 $250,000 $0 $0

Expected Budget Impact: This project will require additional budget spending for utilities and maintenance.

Budget Impact 2020 2021 2022 2023 2024 2025 SPECIAL ASSESSMENTS $21,200 $21,200 $21,200 $21,200 $21,200 $21,200 ELECTRIC 0 2,400 2,400 2,400 2,400 2,400 MAINTENANCE 0 1,500 1,500 1,500 1,500 1,500 Total $21,200 $25,100 $25,100 $25,100 $25,100 $25,100

PROJECT NAME: HAWKINS LANE PAVING

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $100,000

COMPLETION DATE: 2021

PRIOR EXPENDITURES: $0

COSTS REMAINING: $100,000

PROJECT DESCRIPTION: Cold mix paving of Hawkins Lane

PROJECT JUSTIFICATION: Paving for this stretch of Hawkins lane at the request of the Mayor.

Expenditures 2020 2021 2022 2023 2024 2025 CONSTRUCTION $0 $73,000 $0 $0 $0 $0 DESIGN, INSPECTION, LEGAL, AD 0 18,000 0 0 0 0 CONTINGENCIES 0 9,000 0 0 0 0 Total $0 $100,000 $0 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 CAPITAL IMPROVEMENT FUND $0 $100,000 $0 $0 $0 $0 Total $0 $100,000 $0 $0 $0 $0

Expected Budget Impact: This project is not expected to add any significant operating costs to the annual budget.

Budget Impact 2020 2021 2022 2023 2024 2025 None $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: STREET PROJECTS – MAINTENANCE PROGRAM

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $200,000 Annually

COMPLETION DATE: Summer & Fall Annually

PRIOR EXPENDITURES: $200,000 Annually

COSTS REMAINING: $200,000

PROJECT DESCRIPTION: Annual resurfacing of City Streets in the summer and structural street maintenance in the fall.

PROJECT JUSTIFICATION: To preserve and maintain infrastructure. The City has routinely performed street

maintenance projects during the summer months. Beginning in 2019, the City will schedule street resurfacing during the summer, and follow up with structural street maintenance in the fall. Structural

maintenance could include crack sealing or other remediation as determined by need.

Expenditures 2020 2021 2022 2023 2024 2025 Maint Program - Resurfacing $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 Maint Program - Structural 100,000 100,000 100,000 100,000 100,000 100,000 Total $200,000 $200,000 $200,000 $200,000 $200,000 $200,000

Funding Source 2020 2021 2022 2023 2024 2025 Special Highway Fund - Cap. Out. $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 Total $200,000 $200,000 $200,000 $200,000 $200,000 $200,000

Expected Budget Impact: These programs are already included in the annual operating budget.

Budget Impact 2020 2021 2022 2023 2024 2025 None $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: PUBLIC WORKS FLEET & EQUIP. REPLACEMENT

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $60,000 Annually

COMPLETION DATE: Depending on need.

PRIOR EXPENDITURES: $0

COSTS REMAINING: $60,000 Annually

PROJECT DESCRIPTION: Staff is currently creating a multi-year plan to replace aging Public Works equipment and vehicles. More detailed information about the plan will be established in 2020.

PROJECT JUSTIFICATION: Public Works department heavy equipment and vehicles are old and difficult to maintain. This

program will establish a schedule for replacing the older vehicles in the fleet, and it will explore opportunities for replacing heavy equipment. Staff is looking at opportunities to purchase both new and used heavy equipment, as well as

opportunities for lease/purchase and cost sharing with other entities. A more detailed plan is forthcoming in 2020.

Expenditures 2020 2021 2022 2023 2024 2025 Fleet/Equipment $120,000 $60,000 $60,000 $60,000 $60,000 $60,000 Total $120,000 $60,000 $60,000 $60,000 $60,000 $60,000

Funding Source 2020 2021 2022 2023 2024 2025 Equipment Reserve Fund $120,000 $60,000 $60,000 $60,000 $60,000 $60,000 Total $120,000 $60,000 $60,000 $60,000 $60,000 $60,000

Expected Budget Impact: No impact is expected on the annual budget.

Budget Impact 2020 2021 2022 2023 2024 2025 None $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: NORTH PARK IMPROVEMENTS

DEPARTMENT: Parks & Recreation

CONTACT: City Administrator

ESTIMATED COST: $928,250

COMPLETION DATE: 2024

PRIOR EXPENDITURES: $210,000

COSTS REMAINING: $718,250

PROJECT DESCRIPTION: Purchase land and construct a park north of Kellogg in Goddard. To include playground equipment and other park amenities TBD.

PROJECT JUSTIFICATION: Citizen input through the pedestrian and bike survey indicated a need for a park on the

north side of the City.

Expenditures 2020 2021 2022 2023 2024 2025 Design/Inspection/Admin $0 $0 $30,000 $0 $0 $0 Platting 0 25,000 0 0 0 0 Park Equipment & Facilities 0 0 80,000 0 0 0 Trails/Walkways/Drive 0 0 70,000 0 0 0 Site Prep 0 0 75,000 0 0 0 Amenities 0 0 150,000 0 100,000 0 Boundary Fencing 0 50,000 0 0 0 0 Contingency (15%) 0 0 38,250 0 0 0 Total $0 $75,000 $443,250 $0 $100,000 $0

Funding Source 2020 2021 2022 2023 2024 2025 Special Parks & Recreation Fund $0 $75,000 $100,000 $0 $0 $0 Capital Improvement Fund 0 0 343,250 0 100,000 0 Total $0 $75,000 $443,250 $0 $100,000 $0 Expected Budget Impact: Additional staff costs for grounds maintenance and plant/tree purchasing. Staff estimates an increase in the operating budget of approximately $10,000 annually.

Budget Impact 2020 2021 2022 2023 2024 2025 Maintenance $0 $10,000 $10,000 $10,000 $10,000 $10,000 Trees/Plants 0 2,000 2,000 2,000 2,000 2,000 Total $0 $12,000 $12,000 $12,000 $12,000 $12,000 19

PROJECT NAME: DOG PARK

DEPARTMENT: Parks & Recreation

CONTACT: City Administrator

ESTIMATED COST: $200,000

COMPLETION DATE: Summer 2023

PRIOR EXPENDITURES: $0

COSTS REMAINING: $200,000

PROJECT DESCRIPTION: Construction of a dog park using City owned land at 199th and 23rd Street. Project will include fencing and other amenities.

PROJECT JUSTIFICATION: Citizen input through surveys and social media have shown a desire for more park

amenities in the City, and specifically the addition of a dog park.

Expenditures 2020 2021 2022 2023 2024 2025 Dog Park $0 $0 $0 $200,000 $0 $0 Total $0 $0 $0 $200,000 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $100,000 $0 $0 Parks & Recreation Fund 0 0 0 100,000 0 0 Total $0 $0 $0 $200,000 $0 $0

Expected Budget Impact: Additional costs for utilities and grounds maintenance. Staff estimates an increase in the operating budget of approximately $3,500 annually.

Budget Impact 2020 2021 2022 2023 2024 2025 Utilities $0 $0 $0 $1,500 $1,500 $1,500 Maintenance 0 0 0 2,000 2,000 2,000 Total $0 $0 $0 $3,500 $3,500 $3,500

PROJECT NAME: KELLOGG CORRIDOR BEAUTIFICATION

DEPARTMENT: Parks & Recreation

CONTACT: City Administrator

ESTIMATED COST: $135,000

COMPLETION DATE: Fall 2023

PRIOR EXPENDITURES: $0

COSTS REMAINING: $135,000

PROJECT DESCRIPTION: Flower boxes, lighting, and other aesthetic amenities at the intersections along Kellogg Ave. (US-54). Creating a front porch / gateway to the community.

PROJECT JUSTIFICATION: The City Council and staff have long prioritized improving the City’s aesthetics to meet

citizen demands for beautification and for economic development.

Expenditures 2020 2021 2022 2023 2024 2025 Beautification Ammenities $0 $0 $0 $135,000 $0 $0 Total $0 $0 $0 $135,000 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $135,000 $0 $0 Total $0 $0 $0 $135,000 $0 $0

Expected Budget Impact: Additional annual expenses for utility and maintenance costs.

Budget Impact 2020 2021 2022 2023 2024 2025 Maintenance $0 $0 $0 $7,000 $7,000 $7,000 Utilities 0 0 0 1,000 1,000 1,000 Total $0 $0 $0 $8,000 $8,000 $8,000

PROJECT NAME: MAIN STREET BEAUTIFICATION

DEPARTMENT: Parks & Recreation

CONTACT: City Administrator

ESTIMATED COST: $200,000

COMPLETION DATE: Fall 2024

PRIOR EXPENDITURES: $0

COSTS REMAINING: $200,000

PROJECT DESCRIPTION: Lighting, aesthetic, and curb improvements along the Main St. corridor from Santa Fe to Kellogg Ave (US-54).

PROJECT JUSTIFICATION: The City Council and staff have long prioritized improving the City’s aesthetics to meet

citizen demands for beautification and for economic development.

Expenditures 2020 2021 2022 2023 2024 2025 Updated Amenities $0 $0 $0 $0 $50,000 $0 Construction 0 0 0 0 115,000 0 Design 0 0 0 0 15,000 0 Contingency 0 0 0 0 20,000 0 Total $0 $0 $0 $0 $200,000 $0

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $0 $200,000 $0 Total $0 $0 $0 $0 $200,000 $0

Expected Budget Impact: Additional annual expenses for maintenance costs.

Budget Impact 2020 2021 2022 2023 2024 2025 Maintenance $0 $0 $0 $0 $1,000 $1,000 Total $0 $0 $0 $0 $1,000 $1,000

rd PROJECT NAME: 183 STREET REDESIGN

DEPARTMENT: Administration

CONTACT: City Administrator

ESTIMATED COST: $2,110,200

COMPLETION DATE: Fall 2023/Winter 2024

PRIOR EXPENDITURES: $0

COSTS REMAINING: $2,110,200

PROJECT DESCRIPTION: Redesign of 183rd Street between Kellogg and Maple. The current plan is to expand the road 4 lanes with curb and gutter, and it will include a sidewalk on the East side of the road.

PROJECT JUSTIFICATION: Traffic studies conducted on 183rd St. have shown that the road no longer meets the

necessary capacity requirements, and needs to be expanded.

Expenditures 2020 2021 2022 2023 2024 2025 Survey, Design, Inspection $0 $0 $0 $215,000 $0 $0 Asphalt/Curb and Gutter 0 0 0 1,300,000 0 0 Sidewalk 0 0 0 136,000 0 0 Contingency 0 0 0 215,000 0 0 Legal, Bonding, etc… 0 0 0 144,000 0 0 5% Contingency 0 0 0 100,200 0 0 Total $0 $0 $0 $2,110,200 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 GO Bonds $0 $0 $0 $2,110,200 $0 $0 Total $0 $0 $0 $2,110,200 $0 $0

Expected Budget Impact: This project is not anticipated to have a significant impact on the annual operating budget.

Budget Impact 2020 2021 2022 2023 2024 2025 None $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: STREET PROJECTS – REBUILD PROGRAM

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $350,000 Biannually

COMPLETION DATE: Summer/Fall 2024

PRIOR EXPENDITURES: $0

COSTS REMAINING: $350,000 Biannually

PROJECT DESCRIPTION: Biannual rebuild of City streets determined by need.

PROJECT JUSTIFICATION: Beginning in 2024, the City will begin rebuilding, streets that have outlived their useful life

on a semi-annual basis.

Expenditures 2020 2021 2022 2023 2024 2025 Street Rebuilding $0 $0 $0 $0 $350,000 $0 Total $0 $0 $0 $0 $350,000 $0

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund 0 0 0 0 350,000 0 Total $0 $0 $0 $0 $350,000 $0 Expected Budget Impact: Because these projects will be funded through the Capital Improvement Fund, they will have no impact on the annual operation budget.

Budget Impact 2020 2021 2022 2023 2024 2025 Annual Street Rebuild Projects $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: WATER WELLS SECURITY UPGRADES

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $225,000

COMPLETION DATE: Fall 2022

PRIOR EXPENDITURES: $0

COSTS REMAINING: $225,000

PROJECT DESCRIPTION: Addition of security fencing and generators at the City’s water wells 4 & 5 and the chlorination building.

PROJECT JUSTIFICATION: Improved security for the City’s water supply.

Expenditures 2020 2021 2022 2023 2024 2025 Security Fencing $0 $0 $120,000 $0 $0 $0 Generator - Wells 4 & 5 0 0 60,000 0 0 0 Generator - Clorinator Bldg. 0 0 20,000 0 0 0 Generator - Other Infrastructure 0 0 25,000 0 0 0 Total $0 $0 $225,000 $0 $0 $0

Funding Source 2020 2021 2022 2023 2024 2025 Water Reserve Fund $0 $0 $225,000 $0 $0 $0 Total $0 $0 $225,000 $0 $0 $0 Expected Budget Impact: There will be additional operational costs for utilities and maintenance.

Budget Impact 2020 2021 2022 2023 2024 2025 Utilities $0 $0 $1,500 $1,500 $1,500 $1,500 Maintenance 0 0 1,000 1,000 1,000 1,000 Total $0 $0 $2,500 $2,500 $2,500 $2,500

PROJECT NAME: WWTF REMODIFICATION & UPGRADES

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $67,000

COMPLETION DATE: 2025 or later

PRIOR EXPENDITURES: $0

COSTS REMAINING: $67,000

PROJECT DESCRIPTION: Modification of the wastewater treatment facility to help remediate regulated nutrients found in wastewater. Will bring the WWTF into compliance with KDHE requirements.

PROJECT JUSTIFICATION: EPA regulations on phosphorous have not been met with the current plant design. It has become necessary to modify the plant to meet those requirements.

Expenditures 2020 2021 2022 2023 2024 2025 WWTF Upgrades $0 $0 $0 $0 $0 $60,300 10% Contingency 0 0 0 0 0 6,700 Total $0 $0 $0 $0 $0 $67,000

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $0 $0 $67,000 Total $0 $0 $0 $0 $0 $67,000 Expected Budget Impact: This project will not change the plant maintenance schedule or upkeep costs. It is not anticipated that this project will lead to a significant impact on the operating budget.

Budget Impact 2020 2021 2022 2023 2024 2025 None $0 $0 $0 $0 $0 $0 Total $0 $0 $0 $0 $0 $0

PROJECT NAME: SALT STORAGE BUILDING

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $50,000

COMPLETION DATE: 2025 or later

PRIOR EXPENDITURES: $0

COSTS REMAINING: $50,000

PROJECT DESCRIPTION: Provide additional storage for materials including public works vehicles, salt, winter storm equipment, and machinery.

PROJECT JUSTIFICATION: Shortages of salt has created the need for greater material storage space. Additional

storage space will allow for greater winter storm preparation and response.

Expenditures 2020 2021 2022 2023 2024 2025 Storage Facility / Garage $0 $0 $0 $0 $0 $31,000 Concrete Pad 0 0 0 0 0 11,000 Contingency 0 0 0 0 0 8,000 Total $0 $0 $0 $0 $0 $50,000

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $0 $0 $50,000 Total $0 $0 $0 $0 $0 $50,000

Expected Budget Impact: This project may require additional budgeted costs for maintenance.

Budget Impact 2020 2021 2022 2023 2024 2025 Maintenance $0 $0 $0 $0 $0 $1,000 Total $0 $0 $0 $0 $0 $1,000

PROJECT NAME: PUBLIC WORKS BUILDING

DEPARTMENT: Public Works

CONTACT: City Administrator

ESTIMATED COST: $500,000

COMPLETION DATE: 2025 or later

PRIOR EXPENDITURES: $0

COSTS REMAINING: $500,000

PROJECT DESCRIPTION: Construction of a building to house materials, vehicles, and machinery for the Public Works Department.

PROJECT JUSTIFICATION: Current facilities are nearing the end of their useful life. Additional storage space will help maintain the quality of tools and infrastructure that is left uncovered currently.

Expenditures 2020 2021 2022 2023 2024 2025 Design $0 $0 $0 $0 $0 $50,000 Contingency 0 0 0 0 0 40,000 Construction 0 0 0 0 0 400,000 Trees/Plants 0 0 0 0 0 10,000 Total $0 $0 $0 $0 $0 $500,000

Funding Source 2020 2021 2022 2023 2024 2025 Capital Improvement Fund $0 $0 $0 $0 $0 $500,000 Total $0 $0 $0 $0 $0 $500,000

Expected Budget Impact: This project would add an additional $5,000 to the annual operating budget for maintenance of the building and grounds.

Budget Impact 2020 2021 2022 2023 2024 2025 Building/Grounds Maint. $0 $0 $0 $0 $0 $5,000 Total $0 $0 $0 $0 $0 $5,000