Internship Portfolio · INTERNSHIP PORTFOLIO ZACH USSLEMAN MAY 14 - JULY 20, 2018 . Page | 1...

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INTERNSHIP PORTFOLIO

ZACH USSLEMAN

MAY 14 - JULY 20, 2018

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CONTACT INFORMATION

Ralph Morton | Executive Diretor

701 Pike Street, Suite 800

Seattle, WA 98101

(206) 461-5819 | [email protected]

Amanda Streams* | Direcor, Events & Sports Development


Seattle, WA 98101


Elisa Levinson | Business Development Manger


Seattle, WA 98101


Mara Mote | Sports Marketing Manager


Seattle, WA 98101


* Indicates Agency Supervisor

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TABLE OF CONTENTS

WORK PLAN …………………………………………………………… 3

AGENCY ANALYSIS …………………………………………………… 7

Community Description …………………………………………… 7

Marketing Plan …………………………………………………… 9

Organizational Structure and Culture …………………………………… 25

Personnel Practices …………………………………………………… 27

Financial Management Summary …………………………………… 30

Facilities and Areas …………………………………………………… 32

Programs / Events …………………………………………………… 39

Job Description …………………………………………………………… 52

SPECIAL PROJECT …………………………………………………………… 54

ARTIFACTS …………………………………………………………………… 61

PHOTOS …………………………………………………………………… 66

EVALUATION & REFLECTION ……………………………………....…… 71

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WORK PLAN

SUMMER INTERNSHIP - WORK PLAN

Student's Name: ZACHERY S. USSELMAN

Student's PRTM Concentration: SPORT MANAGEMENT

Agency Name: SEATTLE SPORTS COMMISSION

Agency Address: 701 PIKE STREET, SUITE 800 | SEATTLE, WA 98101

Phone: P. 206.461.5800

Fax: F. 206.461.5855

Agency Supervisor: KEVIN TICEN

Agency Supervisor's Title: DIRECTOR, MARKETING & COMMUNICATIONS

Agency Email: [email protected]

Agency Webpage Address: WWW.VISITSEATTLE.ORG/SEATTLE-SPORTS-COMMISSION/

Internship Start Date: MAY 14, 2018

Internship End Date: JULY 20, 2018

Agency Description:

The Seattle Sports Commission works within the Greater Seattle Area (All of Western

Washington). The organization is involved in bringing professional, amateur and

recreational sport to Seattle. However, the main focus is on large scale events. The

overall goal for the organization is to drive economic development for the city through

sport.

The Seattle Sports Commission has four employees, they are a sub division of Visit

Seattle which employs 75 individuals.

Along with driving economic development for the Greater Seattle Area, employees of

this company are also stewards of Seattle’s sports history and sport stars. They

celebrate culture, community and history through their work.

Internship Description:

The Seattle Sports Commission internship will provide areas of experience in market

segmentation, market research, sponsorship, target market development,

ticketing/credential distribution, and market plan development. The intern position

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allows me to work directly under the director of marketing & communications so that I

can assist in any or all areas deemed necessary.

There are four major events that are outlined below in the scope of work Seattle Sports

Commission provided. A large amount of work for the major events involves market

segmentation and developing a marketing plan to reach target markets. Sponsorship is

the other area that will receive a large amount of attention in concern to large scale

events.

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To: Zach Usselman

It is with great pleasure that Visit Seattle offers you the position of Sports Marketing Intern

reporting to Ralph Morton and Kevin Ticen. This letter will detail our offer to you:

Title: Sports Marketing Intern

Timeline: May 14th – July 20th

Hours: 40 hours a week

Compensation: For credit plus ORCA card for the duration

Learning objectives:

The goal is to provide experience from the brainstorm stage of both marketing and

sponsorship through plan development.

84th MTR Western Sports Star of the Year:

1. Brainstorm to develop a marketing segment

2. Build marketing plan to reach identified market segment

3. Develop and execute operational plan to assist with ticket or credential

distribution

6th Annual Women’s Leadership Breakfast

1. Help to research and develop list of potential panelists

2. Build marketing plan to reach identified market segment

SSC Open:

1. Prospect and identify 1-2 $500 sponsors

2. Create sponsorship deck for previously identified sponsors

Urban-X

1. Identify a target market for Urban-X

2. Develop and execute marketing plan for identified target market

We greatly look forward to having you join Visit Seattle as an intern. Kindly indicate your

understanding and acceptance of our offer by signing below and returning at your earliest

convenience. We would appreciate having your response by the end of the day.

Sincerely,

I accept your offer as outlined in this letter.

Zachery S. Usselman 3/15/2018 ________________

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Internship Outcomes:

Interning for the Seattle Sports Commission, I hope to learn how to program for large

scale events; from the idea phase all the way to implementation. Market research will be

a large part of the internship and I believe this is an important skill for anyone looking to

immerse themselves in the world of sport. Through this, I will learn what drives

individuals and also families to become involved in sport. I will be fortunate to partake in

this process within the great city of Seattle, where there is an enormous market for

sport and major developments in the coming years. I aspire to become a sport business

administrator, and interning for the Seattle Sports Commission will assist me in that

journey. Because the operation only includes four employees, I will be able to

experience every aspect of the organization from marketing to communication, as well

as, the experiences of the day to day operations for the chief executive officer (Ralph

Morton). This organization is involved in all things sport for the City of Seattle creating

rich networking opportunities for careers beyond the internship. Interning with the

Seattle Sports Commission will help me to develop the necessary skills when becoming

a sports business professional.

Compensation:

$15.00 / hour

ORCA Card (bus pass)

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AGENCY ANALYSIS

Community Description

The Seattle Sports Commission is dedicated to establishing Seattle as a premier sports city in

the US with goals of global recognition. Based in the Washington State Convention Center, the

Seattle Sports Commission is in the heart of downtown Seattle, blocks away from Pike Place

Market. Seattle is a city that embraces diversity and expresses love for the outdoors. With just

shy of 610,000 people that reside in Seattle’s city limits, Seattle serves a population closer to 4

million. The Greater Seattle Area spans from Everett to Tacoma and as far East as Issaquah,

spanning 5,872.35 square miles.

The 2016 American Community Survey (ACS) estimates:

Share of population (25 years and older) with a bachelor's degree or higher: 63%

Household median income: $83,476

Family median income: $118,745

Per capita income: $55,184

Poverty rate: 11.5%

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The Sports Commission is not just involved in highly recognized events, but also initiatives to

encourage the people of Seattle to explore the area and pursue a healthy-well rounded lifestyle.

Because of this lifestyle pursuit, Seattleites embraces the rich sports culture of the Seahawks,

Mariners, Sounders, and our former NBA team the Supersonics. Seattle encourages residents

and visitors to get outside and explore our national and state parks, the local music scene, and

the fresh pacific seafood to fulfill a healthy and active lifestyle.

SEATTLE VENUES

Baseball, football, soccer or golf fans, enjoy a treat. Rent the Seattle Mariners baseball stadium

or the Seattle Seahawks (football) and Sounders FC (soccer) stadium located in downtown

Seattle. Host a meeting or reception at Newcastle Golf Club, just a 20-minute drive away with

sweeping views of downtown Seattle, lakes, mountains and green hills.

URBAN VS. NATURE: SEATTLE HAS IT ALL

What defines Seattle is its capability to evolve with the times yet stay true to its unique self. As

downtown is once again vibrant and thriving, so too are the vast outdoor options in and around

Seattle. With more than 400 parks and 6,200 acres of park land spread throughout the city, it is

nearly impossible to find an activity that can’t be enjoyed outdoors. Our warm and dry

summers with daylight long into the evening, make Seattle an ideal place to experience nature.

From hiking the Cascades or Olympics to golf to enjoying a multiple of water sports on our

many lakes and Puget Sound, there is an outdoor option for everyone. In the winter months,

snow sports abound as trails and ski resorts dot the Cascade Mountains. Whether visiting

Seattle overnight or for a few weeks, to truly experience the city it must be properly done

outdoors.

WORLD-CLASS CITY

Seattle is rapidly growing into a premier destination for travelers around the world. Whether in

Seattle for an NCAA Championships an Olympic Trials or to see one of our professional and

collegiate teams, Seattle offers some of the best venues and top level sports events to

experience. From amazing hotels to a vibrant food scene, to one of the top music scenes in the

country, the Emerald City welcomes all with picturesque landscape and spectacular views.

With more than 19.2 million visitors a year, Seattle’s tourism market is thriving alongside its

booming economy powered by Fortune 500 businesses such as Boeing, Amazon, Microsoft, and

Starbucks.

Seattle is ranked as one of the top 25 sports cities in the U.S. (Fansided, 2016)

Seattle is the 14th largest media market in the country (Top-100 Media Markets)

Seattle is ranked the No. 2 city in the world for economic development (Visit Seattle)

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Seattle is ranked No. 14 best city in North America (Travel + Leisure)

Seattle sports fans are ranked No. 1 on USA Today’s best fans ranking list (FTW USA

Today)

CenturyLink Field is ranked the 4th best stadium in the NFL (Sporting News)

Seattle has 12,308 hotel rooms available downtown and 34,591 available in King County

(Smith Travel Research, Inc. and Visit Seattle data Port of Seattle)

Seattle has a very mild climate with wintertime highs in the mid-40s to mid-50s and

summertime highs in the mid-70s (Visit Seattle)

Seattle-Tacoma International Airport is the 3rd best regional airport in the United

States, and 10th best regional airport in the world — only 15 miles south of downtown

Seattle and accommodates approximately 37.5 million passengers per year (Visit Seattle

data Port of Seattle)

Marketing Plan

The Seattle Sports Commission is dedicated to branding Seattle as one of the world’s most

sought after sports destinations. Embracing the beauty of the Pacific Northwest and rich

historical culture, Seattle is marketed as a host site that has more to offer than just facilities.

The Seattle Sports Commission promotes Seattle and drives economic gains through sports

franchise, figures, and the community. We are intertwined with business leaders, community

activists, friends and family.

EXECUTIVE SUMMARY

The Five-Year (2017 to 2021) Seattle Sports Commission (SSC) Strategic Plan is a road map for

the Board of Directors, staff, Visit Seattle (VS) and our community partners. This plan sets

forth priorities, goals, objectives and strategies to guide the organization and measure its

success.

The SSC exists to harness the power of sports by proactively pursuing opportunities such as

the Super Bowl, World Cup, NCAA Championships, Olympic Trials and the return of the

Sonics. This is made possible by stakeholders who invest in the sports industry and the SSC’s

efforts to attract, create and sustain a portfolio of sporting events that deliver a broad and

positive impact for the region. These events fill hearts and hotel rooms, create inspiration and

business development, and define Seattle’s unique brand.

The power of sports is that authentic moment when everything comes together to create a

community changing experience. It is fans packing the streets for a Seahawks parade, a

champion hoisting a trophy in victory, a runner finishing her first marathon, a championship

volleyball team cutting down the net, a local team advancing in March Madness, the culmination

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of a perfect dive to become an Olympian, and stepping off a sail boat onto solid ground, having

just circumvented the globe.

The SSC is positioned to develop and attract more major events and opportunities for our

region, building on its national sports reputation. This begins with a Board of Directors that

provides vision, momentum, and the financial strength and resources to take intelligent risks in

a quest to host community-changing events.

This Strategic Plan outlines three keys to achieving our Five-Year goals:

1. Significantly increase sustainable funding sources and maintain efficiencies so

as to build reserves: Sports are the catalyst, yet money is a key driver of success.

The SSC must not only strengthen investment from board members and the tourism

industry, but also reach a broader community for support to maximize our

effectiveness.

2. Pursue a balanced portfolio by both creating and attracting the most

prominent and impactful sporting events: The SSC will place Seattle in the

forefront of major sports opportunities with a strategic sales effort alongside effective

development of successful mission driven events to benefit the community along

established metrics.

3. Empower, activate and engage an autonomous Board of Directors whose

membership serves as regional leaders and advocates for sports: Commitment

and support from each Officer and Board Member unlocks the leadership potential and

allows the Executive Committee to leverage all needed resources for successful

outreach and events.

This plan will solidify Seattle as a world-class sports community, strengthen our economic and

social health, and create more magic moments for every race participant, sports fan and aspiring

athlete among us.

THE FOUNDATION OF THE SEATTLE SPORTS COMMISSION (SSC)

MISSION

Maximize Seattle’s potential as a world-class sports community.

VISION

The Seattle Sports Commission (SSC) is the region’s premier sports organization for creating

and attracting high profile and impactful sporting events. The SSC serves as a catalyst for

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creating positive economic impact, building a vibrant and active community, promoting Seattle

as an international sports destination, and cultivating a positive culture for the sports industry.

PHILOSOPHY

Competitive and recreational sports are an effective enterprise for generating economic

development and providing a more vibrant community for Washington residents and

businesses.

SSC PILLARS:

I. Host events that generate significant economic impact through marketing, tourism

and participation.

II. Serve as influencers, leaders and advocates for local sports franchises, programs,

events, venues and institutions, shaping public opinion and public policy on their behalf.

III. Enhance Seattle’s reputation by generating global marketing exposure as a premier

sports destination.

SITUATION ANALYSIS:

The SSC has built a national reputation hosting major sporting events, supported by an

influential board of directors with unlimited potential, but it needs new, sustainable revenue

streams in order to grow from a respected organization to a dynamic force in the industry.

A vibrant SSC can help overcome many of Seattle’s challenges as a sports destination, such as

high hotel rates, perceived poor weather, lack of a premier indoor arena, geography (drivability)

and limited government financial support. There are also hundreds of sports commissions

nationally. While these are the realities, the SSC’s strategy is to rely on its strengths, not the

competition or obstacles.

Seattle is a unique destination with a distinct culture, stunning scenery and a vibrant business

community. It has all the elements of a world-class sports community. The SSC and sports can

be a catalyst for more hotel rooms, sports venues and infrastructure in the region. It can

champion sports facilities to put us on par with any other sports city, and be the organizing

force for the return of the NBA, the arrival of the NHL and support for our existing franchises.

Alaska Air and Delta Airlines have brought the world closer to Seattle. Businesses want to join

Microsoft, Boeing, Amazon, Starbucks and others in the region. The recreational and outdoor

sports opportunities are unsurpassed anywhere in the country. The Seahawks and the 12s have

singularly changed our sports culture and the way the rest of the nation views the dynamic

Pacific Northwest.

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But competition is fierce. There is a finite pool of opportunities, filled with sharks

(communities) in hot pursuit. This has led sports commissions into event development and

ownership as a critical part of their business, with impacts going well beyond heads in beds.

Many sports commissions are prioritizing youth sports, health and fitness, women’s leadership,

disadvantaged and special needs populations, sports culture, sportsmanship, community brand

building and other initiatives for their organizations.

The SSC is in a position for growth and greater success. The time is right for this community

to reach its potential by hosting major events that can have a profound impact on the

community.

BEST PRACTICES FOR SSC:

Entrepreneurial approach to events and nonprofit management.

Strong and sustainable funding for the SSC to take greater financial risk on events.

Strong capacity to produce turn-key events. Delivery on events builds reputation and

relationships.

When the executive committee leads and the board leans in, the SSC can achieve

anything.

An empowered board is the key driver of the financial success of the SSC.

Ability to seamlessly host multiple events that are financially successful and mission

driven.

A balance of owned and attracted, quality and major events with measurable impacts.

Strong national relationships with sports governing bodies and event owners.

Focus on the strengths of Seattle’s sports industry.

Cultivate strong, mutually-beneficial relationships with key elected officials at the local

and state levels.

Consistent and effective economic impact calculator and reporting on metrics.

GOAL: The goal for the Seattle Sports Commission (SSC) is to be a financially independent

organization capable of consistently creating and attracting community-changing events that

impact the region’s economy, quality of life and culture, and enhance its reputation as a premier

sports destination.

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OBJECTIVE I: Increase the SSC’s annual operating revenue to more than two million dollars

annually from diverse funding sources while increasing reserves by more than $100,000 annually

and $500,000 total by 2021.

STRATEGY I.1: Build steady, balanced and sustainable sources of revenue by targeting funding

from the tourism industry, board members, corporate partners, event profits, fundraising and

government support.

TACTICS

a. Secure a 20% annual increase in funding from VS and tourism industry for the SSC by

providing measurable results that complement the needs of both entities, including

economic impact, attendance, participation and marketing value for each prospective

and hosted event, consistent with VS metrics. The focus will be to expand and target

new companies in the tourism industry.

b. Set objectives of a 5% to 10% annual increase in revenue from current and future SSC

events, while aggressively investing in their financial performance and sustainability.

c. Increase the average board member investment by creating a more vibrant and valuable

SSC Corporate Partnership experience, evaluate board dues and develop new

sponsorship opportunities. Set a target of a 10% annual increase in board Corporate

Partnerships over the life of the plan.

d. Prioritize targeting more non-board Corporate Partners and sponsors, for both fund /

friend raisers. Set a first year goal of $50,000, with an annual 25% percent annual

increase for five years.

e. Establish mechanism for saving and building meaningful cash reserves for hosting major

events.

f. Establish an annual SSC fundraising event that provides exclusive sports experiences and

has the potential to raise $50,000 in year one, with a 25% annual increase thereafter.

g. Re-imagine Empower Play 501(c)(3) as a resource for growing amateur sports in the

region.

OBJECTIVE II: Create, own and operate four to six annual events that each generates

$100,000 to $250,000 in revenue and 15,000 active participants annually.

STRATEGY II.1: Build a balanced portfolio of attracted and owned events which support the

SSC pillars, meet financial objectives and activate the SSC in the community. Build on existing

SSC events with the focus to create economic impact and exposure for the region.

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TACTICS

h. Evaluate new events that significantly impact the SSC Pillars and are financially

sustainable. Focus on one new event in 2018 and 2019, with each generating a minimum

of $150,000 in revenue.

i. Grow the Seattle Urban Trek into an experiential event that draws more than 1,000

teams and 3,000 people, along with generating more than $100,000 in revenue.

j. Develop the Women’s Leadership Breakfast into a marquee event that exceeds

$100,000 in revenue and enhances the SSC position in the community by becoming

more than just a single day event.

k. Make a significant investment in Sports Star of the Year in 2017 to increase revenue to

more than $250,000 while cultivating a stronger sense of Seattle sports community.

l. Evaluate and re-envision the Washington Games to determine if there is a broader,

expanded and more relevant impact, or discontinue.

STRATEGY II.2: Attract three to four major events annually that bring together the community

and have a significant impact across all of the SSC pillars.

TACTICS

a. Take the lead in targeting, evaluating and attracting major national and international

events by showcasing Seattle’s unique natural, cultural and corporate resources.

b. Target events with a high probability of success and an affluent demographic.

c. In addition to traditional events, target areas for growth in underserved niches such as

women’s athletics, emerging sports, international competitions and non-traditional

events.

d. Build a 10 year funding strategy surrounding major events, proposing the lineup that will

be “Seattle’s Olympics”. Target the world’s premier events, including Super Bowl,

World Cup, NCAA Championships, X-Games, Olympic Trials, and Conference

Championships, PGA and USGA Championships and others.

STRATEGY II.3: Improve the operational capacity of the SSC to manage events at an elite level,

while maintaining a lean and nimble staff with low overhead.

TACTICS

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a. Hire a Manager of Business Development and Manager of Events & Sports Development

in 2017 to lead an expanded partnership program, event revenue and expanded capacity

for hosting events.

b. Implement a 5 year strategy to increase staff resources proportional to revenue and

workloads.

c. Enhance reporting on planning, event sales, ticket sales, registrations, financials, website

analytics and other important data.

d. Use contractors where appropriate to implement major or time intensive events

without increasing overhead costs.

OBJECTIVE III: Develop an SSC organizational structure that will empower a more active,

knowledgeable, committed and connected board with 100% active participation and

engagement.

STRATEGY III.1: Enhance the SSC’s organizational structure and define the SSC’s partnership

with Visit Seattle (VS) and other important stakeholders.

TACTICS

a. Provide the SSC Board of Directors with the full power and autonomy of a

governing body for the organization.

b. Establish financial mechanism such as an independent fund for SSC to save reserves.

c. Establish complementary roles for SSC and VS staff, events and projects to generate

new revenue, greater marketing exposure and more prospective leads.

d. VS Partner Services will collaborate with the SSC to sell sponsorship and corporate

partnerships.

e. Integrate the SSC website into VS site, enhancing the promotion of “Seattle Sports”

and the SSC.

f. Create better connection between the SSC and VS board of directors.

g. Collaborate with the VS convention sales team on event prospecting, evaluation and

reporting.

h. Use SSC events to clearly promote the SSC brand and its partnership with VS and

stakeholders.

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STRATEGY III.2: Empower the SSC board of directors by increasing its self-governance; better

engaging its members; maximizing members’ leadership skills; and eliciting leadership from

officers and the executive committee.

TACTICS

a. Increase funding for board meetings that engage, inform, build consensus, network,

entertain, energize and ultimately become the launching pad for successful SSC

projects.

b. Initiate effective networking events to kindle personal relationships between board

members, recruit new members and provide opportunity to entertain key clients.

c. Have Executive Committee consider six (6) meetings a year and six (6) board

meetings a year, or maintaining four (4) board meetings and four (4) “Unbored”

meetings for engagement, networking and connection to the sports franchises.

d. Promote board members as leaders in the community by directly associating them

with successful SSC events and raising the profile of members through lists, apparel,

social media and other means.

e. Maintain a rotation of officers, executive committee, new members and resignation

of members.

f. Clearly define the roles, commitment, leadership and expectations of the SSC Board

and executive committee through an active on-boarding process for new members,

including a detailed manual and the adoption of each new member by a designated

executive committee member for one year.

g. Implement an active committee structure with required board participation,

including the Executive, Governance, Finance, Public Affairs and Development

Committees.

OBJECTIVE IV: Reach a minimum of 50 sports governing bodies and event owners annually,

along with increasing the number of impressions the SSC reaches via electronic media by 100%.

STRATEGY IV: Strengthen the SSC’s and Seattle’s brand locally and nationally by focusing on

Seattle sports as the purpose for the organization.

TACTICS

a. Create, attract and/or facilitate events that are broadcast nationally or

internationally.

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b. Enhance relationships with event owners by playing leadership roles with national

and international associations, conferences, best practices meetings and prospective

events.

c. Implement comprehensive electronic media campaign to event organizers and sports

tourists, effectively marketing Seattle’s active lifestyle and participant driven

activities.

d. Profile prospective and priority events, track measurable economic impact, return

on investment, risk, funding, sustainability, operational requirements, media and

attendance.

OBJECTIVE V: Build a mutually beneficial relationship between the SSC and sports industry

that receives 90% approval rating in a survey of board members and Seattle sports franchises,

teams, events and venues.

STRATEGY V.1: Maximize the impact the SSC has on the region by supporting established

sports franchises, teams, events and venues.

TACTICS

a. Establish sports as a designated economic cluster for Washington State, reporting on

the industry’s economic impact for the region.

b. Create a board committee to serve as a proactive advocate for the sports industry.

c. Focus on the positive off the field work of professional athletes in the community.

STRATEGY V.2: Champion the return of the NBA, expansion of the NHL and create an

initiative to spearhead needed amateur athletic facilities.

TACTICS

a. Produce a feasibility study for potential and needed sports venues for the region.

b. Serve as the central organization to facilitate discussion, mediate and drive a feasible

solution.

c. Build a business model with the City of Seattle for KeyArena that is conducive to

long-term viability of the venue and makes it financially feasible for hosting

dramatically more events.

d. Lead, envision, plan and/or facilitate the development of major sports venues,

including a new NBA / NHL arena, motorsports and other sports facilities.

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SUCCESS FACTORS - SCORECARD

I. Financials: Corporate Partners, Sponsorships, Government and Tourism Funding

II. SSC Owned Events: Evaluate based on economic impact, participation (ticket sales,

registration), revenue, sponsorship, expense and net profit.

III. Hosted Events: Evaluate prospective, scheduled and completed events based on

economic impact, spectators, participants, media value and financial impact on the SSC.

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APPENDIX I – FIVE-YEAR FINANCIAL BUSINESS MODEL

The focus of this plan is to make initial investment in events, corporate partnership, staffing and

key areas, and then look for steady economic growth across all resources.

Growth 2017 2018 2019 2020 2021

REVENUE

SSC Owned Events

Sports Star Set, 10% $185,000 $220,000 $247,500 $272,250 $299,475

Seattle Urban Trek Set, 10% $27,085 $45,000 $55,000 $65,000 $75,000

SSC Open 5% $40,000 $45,000 $47,500 $50,000 $52,500

Women's Leadership Set, 10% $83,500 $85,000 $87,500 $92,500 $100,000

PNW Football Hall of Fame $15,356 $20,000 $25,000 $30,000 $35,000

Baseball Showcase Set, 10% $0 $0 $200,000 $225,000 $250,000

Event 6 Set, 10% $0 $0 $150,000 $165,000 $181,500

Fundraising Event 20% $0 $0 $100,000 $125,000 $150,000

Corporate Partners

Board 10% $230,000 $253,000 $278,300 $306,130 $336,743

Non Board Set, 25% $50,000 $100,000 $120,000 $144,000 $172,800

Tourism Industry 20% $200,000 $240,000 $288,000 $345,600 $414,720

Government Funding 10% $12,500 $13,750 $15,125 $16,638 $18,301

Total Revenue $843,441 $1,021,750 $1,613,925 $1,837,118 $2,086,039

EXPENSES

Administration Set, 10% $487,000 $560,000 $616,000 $677,600 $745,360

Operating Expenses 5% $16,500 $17,325 $18,191 $19,101 $20,056

Sales / Marketing 15% $30,000 $34,500 $39,675 $45,626 $52,470

SSC Owned Events

Sports Star Set, 5% $155,000 $230,000 $241,500 $253,575 $266,254


SSC Open Set, 5% $20,000 $25,000 $26,250 $27,563 $28,941


Event 5 Set, 5% $0 $0 $175,000 $183,750 $192,938

Event 6 Set, 5% $0 $0 $150,000 $157,500 $165,375

Fundraising Event Set, 10% $0 $0 $75,000 $82,500 $90,750

Corporate Partners Set, 10% $25,000 $27,500 $30,250 $33,275 $36,603

Total Expenses $795,500 $964,325 $1,445,366 $1,557,665 $1,679,779

NET PROFITS $47,941 $57,425 $168,559 $279,453 $406,260

RESERVES $47,941 $105,366 $273,925 $553,378 $959,638

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APPENDIX II – BOARD COMMITMENT AND EXPERIENCE

The SSC board of directors will see themselves as:

Ambassadors and advocates for the region’s sports industry

The wind in the sails behind the SSC

Stakeholders in our region’s sports community

The catalyst for the success of the SSC and its projects

Members of the SSC’s extended sales team

Personally connected to fellow board members

The board member’s commitment to the SSC includes time, resources (financial support),

influence (connections), experience (input) and expertise (skills). As part of their responsibility

to the SSC, board members will commit to:

Attend board meetings and SSC events

Join a committee to become directly connected to an SSC event

Share influence in the community to promote SSC events and initiatives

Personally invite co-workers and peers to attend SSC events

Be a student of SSC projects and the local sports industry

Provide input to the SSC staff and fellow board members

Consider how individual leadership can be the tipping point for a successful SSC event

Be visionaries for the region’s sports industry

Meet financial obligation as a member of the board of directors

The core leadership of the SSC is the Executive Committee that provides:

Strategic Leadership: Guide and inspire the board to support the mission of the SSC

Board Development: The leadership role in building, managing and mentoring the board

Fiduciary Responsibility: Primary financial oversight

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Governance: Set policies and procedures

Information: Reports its work to the full board of directors

Involvement: An annually rotating body of members and officers empowering leaders

APPENDIX III – ANALYSIS OF THE 10 MOST PROMINENT SPORTS COMMISSIONS

The four following charts are an analysis of the highest performing and most successful sports

commissions in the country. The data from their 2013 IRS 990’s clearly indicates the following:

1. The correlation between strong revenue and results

2. The importance of financial reserves to a sports commission

3. The need for staff resources to balance board resources

4. The importance for clarity in mission

FINANCIAL OVERVIEW – REVENUE ANALYSIS

Sports CommissionContrib. /

Grants

Program

Services

Gov't

Grants

Member

Revenue

Event

Revenue

Total

Revenue

Richmond Sports Backers $936,809 $5,896,192 $219,302 $0 $5,896,192 $7,201,752

Greater Cleveland Sports Commisison $1,875,475 $3,432,237 $818,879 $0 $3,432,237 $5,547,468

Indiana Sports Corporation $2,325,053 $1,603,408 $350,000 $399,302 $0 $4,611,122

Greater New Orleans Sports Foundation $1,443,364 $1,826,008 $1,049,314 $0 $1,443,000 $3,666,061

Central Florida Sports Comm. (Orlando) $821,707 $2,557,671 $639,707 $0 $2,557,671 $3,384,984

San Antonio Sports Commission $1,257,577 $1,100,243 $282,265 $0 $1,100,243 $2,398,936

Greater Kansas City Sports Commission $171,322 $1,329,314 $0 $40,722 $1,329,314 $1,500,653

Greater Louisville Sports Commission $892,777 $442,313 $497,650 $0 $442,313 $1,362,234

St. Louis Sports Commission $545,995 $96,271 $0 $545,995 $0 $676,901

Seattle Sports Commission $75,000 $459,000 $5,000 $0 $533,000

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FINANCIAL OVERVIEW - EXPENSES, STANDING & RESERVES

ORGANIZATIONAL, STAFFING & BOARDS

Sports CommissionTotal

RevenueSalaries

Total

Expense

Rev / Less

Expense

Fund

Balance

Indiana Sports Corporation $4,611,122 $1,725,528 $4,168,122 $443,000 $8,725,412

Greater New Orleans Sports Foundation $3,666,061 $1,416,880 $2,258,384 $1,407,677 $2,958,063

Central Florida Sports Comm. (Orlando) $3,384,984 $824,809 $3,304,304 $80,680 $2,018,800

Richmond Sports Backers $7,201,752 $2,223,639 $6,962,429 $239,323 $1,576,788

Greater Cleveland Sports Commisison $5,547,468 $1,488,143 $5,542,943 $4,525 $1,309,901

St. Louis Sports Commission $676,901 $519,176 $854,723 ($177,822) $1,181,735

San Antonio Sports Commission $2,398,936 $1,271,250 $2,296,021 $102,915 $674,576

Greater Kansas City Sports Commission $1,500,653 $409,936 $1,478,094 $22,559 $597,981

Greater Louisville Sports Commission $1,362,234 $542,191 $1,337,501 $24,733 $182,972

Seattle Sports Commission $533,000 $386,000 $534,000 ($1,000) $50,000

Sports Commission# of

Staff

# of

Board

Brd -

Staff %Organization Established

Richmond Sports Backers 36 33 109% Independent 501c6

Central Florida Sports Comm. (Orlando) 14 16 88% Independent 501c6, w/ associated 501c3 1993

Indiana Sports Corporation 28 35 80% Independent 501c6, w/ associated 501c3 1979

Greater Kansas City Sports Commission 12 29 41% Independent 501c6, w/ associated 501c3 1989

San Antonio Sports Commission 20 77 26% Independent 501c3 1984

Greater Cleveland Sports Commisison 14 77 18% Independent 501c6

Greater Louisville Sports Commission 7 64 11% Independent 501c3 1999

Greater New Orleans Sports Foundation 12 134 9% Independent 501c6 1988

St. Louis Sports Commission 10 124 8% Independent 501c6, w/ associated 501c3 1989

Seattle Sports Commission 3 100 3% Division of CVB 2003

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MISSIONS

SPORTS COMMISSION IMPACTS

The majority of Sports Commissions nationally use the economic impact of events at their

primary, if only metric for success in their community. The focus also tends to be on the

overall sports impact of sports for a region.

Sports Commission Mission

Central Florida Sports Comm. (Orlando) Strategically solicits, creates and supports marquee sports-related events and business

Greater Cleveland Sports CommisisonMeasurably enhance the economy, image and quality of life in the Greater Cleveland

community by attracting and creating significant sporting events and activities

Greater Kansas City Sports Commission Promote Kansas City through Sports

Greater Louisville Sports CommissionPromote healthy lifestyles and enhance vitality by attracting, creating and hosting

quality sporting events in the Louisville area

Greater New Orleans Sports FoundationAttract and manage sporting events that have a positive economic impact on the

Greater New Orleans area.

Indiana Sports Corporation

To create positive impact by hosting world-class sporting events that enhance vibrancy

in the community, build civic pride, drive economic impact and media exposure, and

encourage opportunities for youth.

Richmond Sports BackersProduce and support nationally recognized quality sporting events and programs that

motivate locals and visitors alike to be more active.

San Antonio Sports Commission

Transform our community through the power of sports. San Antonio Sports has been

transforming our community through the power of sports by developing Healthy Kids,

Places to Play and Events that Impact.

Seattle Sports Commission Maximize Seattle’s potential as a world-class sports community.

St. Louis Sports Commission To make St. Louis a better place to live, visit, work and play through sports.

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Sports Commission Economic Impact

Central Florida Sports

Comm. (Orlando)

The Sports Commission represents the City of Orlando as well as Lake, Orange, Osceola and Seminole

counties. In 2015, the Sports Commission’s event calendar featured 77 events that drove more than

234,000 visitors, 196,000 room nights and $131 million in economic impact to the Central Florida region.

Greater Cleveland

Sports Commisison

The Greater Cleveland Sports Commission is responsible for attracting, managing or hosting over 160

events in Greater Cleveland resulting in more than $450 million in economic activity.

Greater Kansas City

Sports Commission

Since its beginning in 1966, the Sports Commission has worked to promote sports and recreation at every

level. Since 1990, the organization has helped generate in excess of $750 million in estimated economic

impact on the surrounding metropolitan area. The Sports Commission sponsors annual events including

youth clinics, annual community and membership luncheons and community-sponsored athletic events.

Greater Louisville

Sports Commission

The LSC is a Louisville, Kentucky-based 501(c)(3) not-for-profit corporation. Since our inception in

1999, we have developed a solid reputation of “Event Success Guaranteed” among local sports

organizations, national and international governing bodies of sports, and other rights holders. This is a

reflection of Louisville’s can-do spirit and penchant for embracing visitors and events that come to our

community. And our desire to promote healthy lifestyles.

Greater New Orleans

Sports Foundation

Since 1998, GNOSF events have turned a $64.7 Million investment, from public and private sources, into

more than $2 Billion in economic impact for the City of New Orleans and State of Louisiana. In 2013,

Super Bowl XLVII alone generated an estimated $434M economic impact, with $15.2M in state tax

dollars*.

Indiana Sports

Corporation

Since 1979, Indiana Sports Corp has hosted more than 400 events in central Indiana, with a very

conservative impact of more than $4 billion in direct visitor spending. Since 2015, Indiana Sports Corp

impacted 127,625 Indiana youth through a number of programs and initiatives.

Richmond Sports

Backers

Sports Backers, a 501(c)(3) non-profit, pursues a goal to transform greater Richmond into the most

physically active community in the nation by leading the area in embracing and celebrating an active

lifestyle. Our Events and Programs are designed to foster active lifestyles for everyone.

San Antonio Sports

Commission

$534 million in direct economic impact since 1991, millions of dollars of national and international media

exposure, 1,125 students at 45 schools receive enhanced in- and after-school training, 140,000+

elementary students have the opportunity to participate annually in our anti-obesity campaign, 180,000+

elementary students are invited annually to get fit with our eight-week marathon walking/running program,

successfully campaigned for the passage a bond and taxes that provided $79 million for new and improved

athletic facilities and parks, and $80 million (which was leveraged by $120 million in private support

including land donations) to develop 13 new facilities.

Seattle Sports

Commission

Since 2004, the Seattle Sports Commission has had an approximate $267,836,000 impact on the region

and 879,000 participants and spectators at SSC owned and hosted events.

St. Louis Sports

Commission

To use the power of sports to enhance the region’s quality of life and generate economic and social benefit

for St. Louis. To grow, strengthen and move St. Louis forward through sports.

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Organizational Structure and Culture

The Seattle Sports Commission is a subdivision of VisitSeattle. The organization receives

funding and sponsorship from VisitSeattle. Ralph Morton serves as the Executive Director,

leading the team and board of commissioners in the direction envisioned. Ralph is followed by

Amanda and the acting Board of Commissioners. Elisa is in charge of business development and

handling the sales portion of the Seattle Sport s Commission. Mara is the sports marketing

manager, streamlining communications and producing content to market the organization. The

Board of Commissioners see themselves as:

Ambassadors and advocates for the region’s sports industry

The wind in the sails behind the SSC

Stakeholders in our region’s sports community

The catalyst for the success of the SSC and its projects

Tom Norfolk

VisitSeattle CEO

RalphMorton

Executive Director

Elisa Levinson

Business Development Manager

Rylee DeWitt

Intern

Mara Mote

Sports Marketing Manager

Zach Usselman

Intern

Amanda Streams

Drector, Events & Sports Development

SSC Board of Commissioners

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Members of the SSC’s extended sales team

Personally connected to fellow board members

The board member’s commitment to the SSC includes time, resources (financial support),

influence (connections), experience (input) and expertise (skills). As part of their responsibility

to the SSC, board members will commit to:

Attend board meetings and SSC events (4-Quarterly)

Join a committee to become directly connected to an SSC event

Share influence in the community to promote SSC events and initiatives

Personally invite co-workers and peers to attend SSC events

Be a student of SSC projects and the local sports industry

Provide input to the SSC staff and fellow board members

Consider how individual leadership can be the tipping point for a successful SSC event

Be visionaries for the region’s sports industry

Meet financial obligation as a member of the board of directors

The core leadership of the SSC is the Executive Committee that provides:

Strategic Leadership: Guide and inspire the board to support the mission of the SSC

Board Development: The leadership role in building, managing and mentoring the board

Fiduciary Responsibility: Primary financial oversight

Governance: Set policies and procedures

Information: Reports its work to the full board of directors

Involvement: An annually rotating body of members and officers empowering leaders

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Personnel Practices

The first 90 days of employment at Visit Seattle (or, in the event of a transfer to any new

position within the company, the first 90 days in your new position) is considered an

orientation period. During this time, you will receive the training necessary to perform your job

duties and your supervisor will evaluate your performance and ability to meet Visit Seattle

standards. The orientation period also provides an opportunity for you to demonstrate

satisfactory personal conduct and appropriate technical qualifications for your job. Similarly,

Visit Seattle will have the opportunity to demonstrate its suitability as your employer.

Orientation allows you to familiarize yourself with the different departments in small, brief

sessions in order to understand the organizational dynamic.

Before the end of the orientation period, employees will have a performance review with your

supervisor. If, in the judgment of management, performance is marginal, unsatisfactory, or is

deemed incompatible with Visit Seattle requirements, Visit Seattle may end employment. Note

that pursuant to at-will employment relationship with Visit Seattle, either the employee or Visit

Seattle may end employment at Visit Seattle for any lawful reason prior to or after your initial

performance review.

Visit Seattle reserves the right to modify or eliminate positions or job responsibilities at its

discretion to best meet the needs and goals of the organization. Nothing in this section is

intended in any way to create a promise of permanent or continued employment.

Hiring at the Seattle Sports Commission is done through the executive director, Ralph Morton.

A series of interviews are conducted to determine the quality of each candidate to then they

are relayed to HR. Once with HR, they are taken through the employee policies and

procedures.

New Hire Mentor Program

Definition of Mentor:

All new hires at Visit Seattle will be assigned a mentor for the first 6 months of their

employment. The mentor will provide guidance, motivation, emotional support, and role

modeling. The mentor may help with exploring careers, setting goals, developing contacts, and

identifying resources.

Goals of the Visit Seattle New Hire Mentor Program

1. Increase the success and retention rates of employees just starting at Visit Seattle;

2. Improve motivation and skills of both mentors and mentees;

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3. Ensure new hire is on track, oriented properly to Visit Seattle and to the DMO

world;

4. Engage and connect team members from all departments with each other so that they

develop a sense of community;

5. Help employees to develop confidence in communicating with leadership on a

professional and personal level;

6. Assist employees to define and develop professional goals.

7. Provide an open environment for new hire to ask questions.

Expectations of a mentor

8. Value the mentee as a person;

9. Develop mutual trust and respect;

10. Maintain confidentiality: It is up to the mentee to disclose anything discussed in the

mentor/mentee relationship UNLESS there is a legal or safety concern. In that case,

discuss with HR first.

11. Listen both to what is being said and how it is being said;

12. Help the mentee solve his or her own problem, rather than give direction;

13. Provide feedback to the supervisor on progress being made or issues that come up

– as appropriate

14. The mentor/mentee relationship does not replace the supervisor/direct report

relationship and any professional development plans that may be in the works. The

mentor acts as a coach only and may not interfere with a supervisor’s directive.

15. Mentor will provide periodic progress reports to Planning Committee that does not

compromise confidentiality of the mentor/mentee relationship.

Diversity Policy, Equal Employment Opportunity, Prevention of Workplace Harassment Policy,

Drug and Alcohol-Free Workplace Policy, Whistleblower Policy and the Conflict of Interest

Policy are all important policies that are set in place to create a positive and safe work

environment. Seattle radiates diversity and inclusion and representing the sports in this city, we

are to lead by example. Ethics are the main driving force behind the enforcement of the rules

and regulations here at the Seattle Sports Commission. The policy is not heavily enforced but

consequences are swift and effective when the policy is broken. As mentioned before, much of

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the following of rules and regulations is done with respect to ethics and integrity. When you

strive to become a world-class sports city, transparency is important. With that it is important

that the team conducts themselves in an ethical way, striving to hold the highest of integrity.

The job itself is a reward. You are rewarded with sporting events and opportunities to meet

the stars that represent Seattle. From time to time, there are small competitions are giveaways

but for the most part being a part of the sports commission is reward enough for employees.

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Financial Management Summary

The Seattle Sports Commission is a 501 (c) 6 nonprofit organization that relies heavily on

corporate partnership and board membership. This makes every encounter an opportunity to

build new relationships and generate more awareness of the organization. With major success

in the Seattle sports climate as of late, opportunities are rising everywhere. Many businesses

want to partner with Seattle sports and individuals want to serve on the SSC Board. We

depend on the success of sports in Seattle, without successful performances by our teams; we

face economic challenges because organizations do not want to associate. Events that are

partnered with a professional franchise are much more successful than those that do not.

Funding is hard to get at times, and to stay afloat we rely on those partnerships.

The major sources of revenue come from Board Membership, corporate partnerships, and

events. Because the Seattle Sports Commission is a 501(c) 6 nonprofit, a board committee is

established by paid membership. The second major source of revenue comes from corporate

sponsorship. Corporate sponsorship provides the Seattle Sports Commission to put on events

for the community. Without sponsorship, there would not be enough funding to promote

Seattle through sport. The third source of revenue comes from events. Little revenue if any is

made of events but they have the potential to generate small amounts of revenue. The major

expenses for the Seattle Sports Commission come into the realm of salaries. There are four

full-time employees and three paid interns. Putting on events is another major expense as the

venues, materials, food, etc. begins to add up fairly quickly. The money given by the corporate

sponsors is generally allocated to specific events. Event development is also a significant source

of expenses. It takes many resources to come up with a plan before event execution can occur;

all supplies need to be readily available.

The major assets of the Seattle Sports Commission holds are the various corporate

partnerships they have. We operate on the resources allocated to us from these partnerships.

However, these connections are powerful and allow us to do several important things to

promote Seattle as the premier sports destination. VisitSeattle leases the eighth floor of the

Washington State Convention Center and they recognize the sports commission as a

subdivision, allowing us to be a part of their office environment. I was not able to obtain a

balance sheet.

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Budgets are developed by the Executive Director, Ralph Morton. There is an initial meeting

process by each of the directors, but ultimately the final budget is made by the Executive

Director. Ralph will generally sit down in his office and run through the notes from the meeting

and various numbers to arrive at an appropriate budget for a given event.

With a small staff and being a subdivision of a major organization, the financial accountability

and controls are not heavily enforced. Being a nonprofit organization, financials are viewable to

the public. All SSC employees must go through VisitsSeattle before financial duties are

executed. Approval must be sought by the Executive Director, and then they are sent to

accounting at VisitSeattle. We are to create detailed reports and file all financial activity, labeling

with department and project codes. Employees need to get approval from the Executive

Director who then is to gain approval by the head of accounting at VisitSeattle.

Growth 2017 2018 2019 2020 2021

REVENUE

SSC Owned Events

Sports Star Set, 10% $185,000 $225,000 $247,500 $272,250 $299,475


SSC Open 5% $57,000 $59,850 $62,843 $65,985 $69,284


Event 5 Set, 10% $0 $150,000 $165,000 $181,500 $199,650

Event 6 Set, 10% $0 $0 $150,000 $165,000 $181,500

Fundraising Event 20% $0 $75,000 $90,000 $108,000 $129,600

Corporate Partners

Board 10% $230,000 $253,000 $278,300 $306,130 $336,743

Non Board Set, 25% $50,000 $100,000 $120,000 $144,000 $172,800

Tourism Industry 20% $200,000 $240,000 $288,000 $345,600 $414,720

Government Funding 10% $12,500 $13,750 $15,125 $16,638 $18,301

Total Revenue $832,000 $1,276,600 $1,592,768 $1,798,702 $2,035,033

EXPENSES

Administration Set, 10% $487,000 $560,000 $644,000 $740,600 $814,660

Operating Expenses 5% $16,500 $17,325 $18,191 $19,101 $20,056

Sales / Marketing 15% $30,000 $34,500 $39,675 $45,626 $52,470

SSC Owned Events

Sports Star Set, 5% $155,000 $230,000 $241,500 $253,575 $266,254


SSC Open Set, 5% $27,000 $28,350 $29,768 $31,256 $32,819


Event 5 Set, 5% $0 $150,000 $157,500 $165,375 $173,644

Event 6 Set, 5% $0 $0 $150,000 $157,500 $165,375

Fundraising Event Set, 10% $0 $50,000 $55,000 $60,500 $66,550

Corporate Partners Set, 10% $25,000 $27,500 $30,250 $33,275 $36,603

Total Expenses $796,000 $1,227,675 $1,502,384 $1,650,133 $1,778,921

NET PROFITS $36,000 $48,925 $90,384 $148,569 $256,112

RESERVES $36,000 $84,925 $175,309 $323,878 $579,990

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WE BELIEVE IN SPORTS

A strong sports culture fuels local businesses, creates jobs, energizes kids and families, and

unifies us in local pride. Sports provide a meaningful economic impact to our community.

Sporting events generate admissions tax revenue, sell hotel rooms, fill restaurants, build

community and market our region to the world. The Seattle Sports Commission is a

partnership of regional businesses, local governments, and universities who have joined forces

to advance opportunities to celebrate and deliver great sporting events—professional and

amateur—throughout our region. From NCAA Championships to Olympic Trials to major

professional championships, Seattle is a premier host destination.

SPORTS MARKET OUR REGION

The city of Seattle is prominently shown on every broadcast of a Seattle sports team. In 2015,

the Seahawks home opener was broadcast live on NBC with 2,749,587 people watching the

game for a national publicity value of $753,936 per: 30s. In addition, live sporting events

accounted for nine of the top 10 highest rated programs in 2016 according to Nielsen.

DESTINATION FOR MEGA EVENTS

In the past five years, the Seattle area has hosted the 2012 US Olympic Team Trials - Diving,

the 2013 NCAA Volleyball Championship, the 2015 NCAA Men’s Basketball 1st and 2nd

rounds, the 2015 U.S. Open, the 2016 Women’s PGA Championship, the 2016 Copa America

soccer tournament and will host the 2017 WNBA All-Star Game and the 2018 Special

Olympics USA Games. In the future, Seattle is primed to host a Super Bowl, MLB All-Star game

or World Cup matches.

SPORTS GENERATE LOCAL TAX REVENUE

In 2016, 3,723,423 people attended games of our professional sports franchises (Mariners,

Reign, Seahawks, Sounders, Storm). More than 500,000 attended University of Washington and

Seattle University games. At 5% of the ticket price, the admissions tax collected is significant.

SPORTS UNITE US AND BUILD COMMUNITY PRIDE

In 2014, an estimated 700,000 people packed downtown for the Seahawks Super Bowl parade.

Thousands celebrated with the Sounders in 2016.

SPORTS FUEL OUR ECONOMY

In 2015, Seattle hosted the NCAA Men’s Basketball 1st and 2nd rounds. The event had a direct

economic impact of $7.8 million, directly supported 2,857 jobs, brought in $957,247 in taxes

and filled 11,676 hotel room nights.

Photo: Seattle Storm Photo: Seattle Sports Commission Photo: Visit Seattle Phot

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Facilities and Areas

Washington State Convention Center

The Washington State Convention Center serves as the main office for VisitSeattle and the

Seattle Sports Commission.

Following the years of study and demand from convention goers who prefer to meet in Seattle,

the Washington State Convention Center’s proposal to build an additional facility has been

approved. The WSCC Addition will be a transformative project that provides a host of

economic benefits, including as much as $240 million annually in visitor spending, as many as

3,900 direct and indirect jobs, and some 6,000 jobs during construction. Funding will come

primarily from a bond issuance by WSCC supported by the existing tax on hotel rooms.

The WSCC Addition will be located in Seattle’s downtown core at the intersection of several

distinct, urban and rapidly evolving neighborhoods. The project includes two co-development

sites and will transform the equivalent of four blocks of downtown streetscape. Proximity to

Pike and Pine creates a strong link to the waterfront via Pike Place Market and Westlake.

Notable landmarks adjacent to the site include the historic Paramount Theatre and the

Worldmark Seattle.

Page | 33

The design of the WSCC Addition prioritizes efficiency, connections with the surrounding

neighborhoods, open and engaging public spaces, and a unique experience that embodies

Seattle’s special qualities. The Addition will support all the functional needs of a state-of-the-art

convention space while integrating mixed-use developments to enrich the urban diversity of the

site. The Addition will also be a leader in sustainability, and seeks LEED Gold certification.

The Addition will add approximately 255,000 square feet of exhibition space, 125,000 square

feet of meeting rooms, and 60,000 square feet of ballroom space to the current Convention

Center capacity. These areas will be spread across several levels of modular, multi-function

spaces that support a wide range of uses and event types. While the floor plans continue to

evolve through the design process, the overarching goal is functionality.

Special Services - Room Sets and Custodial

You are responsible, through your official service contractor, to arrange cleaning of tradeshow

aisles, carpeted registration areas, exhibit booths, and removal of trash, crates, pallets and

packing material. Washington State Convention Center will provide clean exhibit areas and we

expect clean areas in return. We will maintain all common lobbies and meeting rooms.

We will provide clean rental space for tradeshows to Show Management. The space will return

in the same condition. We expect the selected decorator to handle all trash within a show and

to vacuum/clean up the tradeshow common aisles and registration areas whether the

tradeshow is on Level 4 or 6. Please make sure their staff is equipped with their own vacuums,

push brooms and other cleaning materials as required.

LEVEL 4: Your Decorator is responsible to maintain carpeted areas, booth areas, exhibition

service areas, registration counters and registration wastebaskets.

The decorator will maintain carpeted or uncarpeted aisles.

LEVEL 6: The decorator will maintain carpeted or uncarpeted aisles.

The decorator will maintain registration trash removal.

We will maintain carpeted areas around the registration counters in the 6ABC Lobby and 6E

Lobby.

WSCC housekeeping staff works hard to maintain the facility's appearance and condition for all

our guests. Set-up Attendants will provide all meeting room sets, trash removal, housekeeping

services, room conversions, room refreshes, and facility maintenance and recycling operations

(cans, glass, and paper).

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Please review your requirements in advance with your Event Coordinator so any associated

costs can be included in your Billing Worksheet. We will keep the restrooms, lobbies,

corridors, and other public areas clean and tidy during all of your event hours. We will also

clean your meeting rooms during the lunch break and provide complimentary overnight

refreshes.

LABOR FOR ROOM SETS AND CHANGEOVERS

We provide your initial room set-up and overnight conversions at no charge. Your Event

Coordinator will work with you on any daytime set conversions and associated costs.

HVAC & Lighting During Move-In and Move-Out

Clients may request additional heating/cooling and lighting services during move-in/move-out

periods and non-event hours. These services are available, upon request, for an additional fee.

See “Saving Energy” in the Event Services Appendix.

Our Operations department ensures the heating, ventilating, air-conditioning; lighting and other

critical building systems work correctly for the comfort and safety of your staff, attendees, and

exhibitors.

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CenturyLink Field

In 1996, Paul G. Allen obtained an option to purchase the Seattle Seahawks and launched a

campaign to win public support for a new world-class football/ soccer stadium and exhibition

center. Six years later, the dream became reality as the Seahawks opened the 2002 preseason

against the Indianapolis Colts in new Seahawks Stadium, renamed Qwest Field on June 2, 2004.

After seven seasons, the field was renamed CenturyLink Field on June 23, 2011. The facility,

built atop of the site of the Kingdome, is not only home to the Seahawks, but the stadium

accommodates many levels of soccer competition, including Major League Soccer, amateur,

international, World Cup and collegiate soccer.

CenturyLink Field is designed with a 68,000 seat capacity, with 5,000 additional seats available

for special events, and 1,400 seats for fans with disabilities. With a roof covering 70 percent of

the seating area, fans will enjoy wide, comfortable seats with sideline seating a mere 52 feet

from the playing field and end-zone seats just 40 feet from the action. The facility also features a

dozen elevators and expansive concourses with an ample provision of concessions stands and

restrooms.

In June of 1997, Washington State voters approved a funding package to build a new

football/soccer stadium and exhibition center. With that, Paul G. Allen and Football Northwest

created First & Goal Inc., an entity that represented the interests of CenturyLink Field in the

construction of the new stadium and now manage the stadium and event center on a daily basis.

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New Castle Golf Course

Spread out across 350 acres and featuring breathtaking panoramic views of Lake Washington,

Mt. Rainier, the Olympic and the Cascade mountains, and the city of Seattle, The Golf Club at

Newcastle features two championship, 18-hole public courses (Coal Creek and China Creek),

extensive practice facilities and a 44,000-square-foot clubhouse.

Designed by acclaimed golf course architect Robert E. Cupp in consultation with Masters

Champion Fred Couples, the tournament-caliber, full-facility complex features challenging

fairways and greens, an all-weather driving range offering heated stalls, an 18-hole bent-grass

putting course, a private grass practice tee including three holes for pitching, putting and

chipping, and lessons and clinics for golfers of all abilities

New Castle Golf Course is managed and maintained daily by Oki Golf Group in order to keep

both courses as world class facilities.

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Sheraton Seattle Hotel

Conduct business with ease at Sheraton Seattle Hotel. They offer 47 dynamic meeting and

event spaces, all of which are primarily located on two floors, allowing for an optimal flow.

Benefit from our state-of-the-art event facilities and ideal location near the Washington State

Convention Center and enjoy productivity in our flexible, light-filled meeting venues.

Trash Removal / Tape Removal

Please let us know when you will have additional trash during events so that our housekeeping

department can plan to provide you with larger trash receptacles or recycling bins. The

decorator is responsible for dumping the larger trash receptacles into the appropriate

dumpster. The decorator is responsible for the removal of tape residue and labels throughout

the facility and equipment. We will invoice you for costs for the removal of tape residue or

labels. We need your cooperation in leaving the facility in good condition for the next event.

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Safeco Field

Since the Inaugural Game on July 15, 1999, Safeco Field has gained a reputation locally,

regionally and nationally as a terrific setting for baseball and a great place for baseball fans.

Sweeping views of Seattle's downtown skyline, breathtaking sunsets over Puget Sound,

combined with excellent views of game action from all angles give fans at Safeco Field an

experience unequalled in Major League Baseball.

The grass isn't the only thing that's green at Safeco Field. With a sincere and sustained

commitment, the Seattle Mariners are working to significantly reduce our environmental

impact.

Since 2006, the Mariners have been leaders in sustainable ballpark operations. Further, we use

the power of our position as a community leader to educate and encourage fans, partners,

employees and the community at large to make changes both large and small that advance the

cause of sustainability.

Lighting the Way

Zero Waste Stations

Alternative Energy

Green Sports Alliance

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Programs & Events

ANNUAL EVENTS OVERVIEW

Current SSC Owned Events

Sports Star of the Year

Seattle Urban Trek

SSC Open

Women’s Leadership Breakfast

Pacific Northwest Football Hall of

Fame

CURRENT AND PAST SSC HOSTED EVENTS

AVP Pro Beach Volleyball

Pac 12 Women’s Basketball

Tournament

Clipper Round the World

Rock ‘n’ Roll Marathon

Boeing Classic

Potential SSC Owned Events

Seattle Baseball Challenge

Jet City Run

Seattle Basketball Classic

Corporate Games

Comedy Event at Safeco Field

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Sports Star of the Year

Sheraton Seattle Hotel

Created by Royal Brougham and the Seattle P-I in 1936, this event has celebrated the

achievements of Washington sports for nine decades. The event features a pre-show reception

and silent auction where guests are invited to mingle and bid with the Seattle sports

community. The reception will be followed by the awards show that showcases the athletes,

coaches, executives, philanthropists and stories of 2018.

Pacific Northwest Football Hall of Fame

CenturyLink field

The Pacific Northwest Football Hall of Fame’s annual luncheon commemorates the careers of

the region’s greatest gridiron legends. From Drew Bledsoe, to Don James, to Steve Largent, to

Paul Allen, this event has honored 216 prominent Pacific Northwest leaders who left an impact

on the game of football forever.

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SSC Open

New Castle Golf Course

Looking for a beautiful sun-filled day out on the course with the Seattle sports community?

Here’s your chance.

Dust off your clubs or sponsor a hole and join the Seattle Sports Commission for an afternoon

on the course. This is the ultimate opportunity for the SSC’s corporate and community

partners to come together for a great day of networking and golf.

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SSC Women’s Leadership Breakfast

The Sheraton Seattle Hotel

An event of inspiration, encouragement and motivation as the Seattle Sports Commission

presents the annual Women’s Leadership Breakfast. Engage in the conversation as panelists

discuss how their involvement in sports helped drive and develop them to become the leaders

they are today.

Seattle Urban-X

Safeco Field

The Urban-X is “Seattle’s Great Scavenger Race” that combines eXploring and eXperiencing

Seattle’s iconic destinations. This unique team run / walk combines smart phone technology,

street navigation, social media, team problem-solving and a great post party. The teams will

complete a series of check points, ultimately completing the challenge together.

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Seattle Baseball Challenge

The Seattle Sports Commission (SSC) is proposing the creation of a regional college baseball

classic that targets the growth potential of the sport and a need time in the Seattle tourism

industry. By building an annual property, there is an opportunity to build on the success of the

event each year and create an economic driver that delivers results every year.

The SSC is confident that this event will both draw tourist to Seattle, as well as providing an

effective regional marketing campaign.

Teams: Pacific Northwest Schools (University of Washington, Washington State University,

Oregon State University, University of Oregon) vs. high quality national opponents.

Venue: Safeco Field: This event will provide athletes and fans a premier baseball experience in

one of the world’s finest athletic facilities. Based on the scope of this event, the SSC will utilize

the lower bowl of the stadium between the foul polls or between 1st and 3rd base, depending

on the growth in attendance each year.

Dates: Last weekend of February or first weekend of March, 2019 and beyond

Demographics: The SSC will heavily target the alumni and students at the participating schools,

including promotions on each campus and directly to alumni groups. The goal will be that

approximately 20% to 25% of the attendees will come from out of market.

Attendance: 3,000 to 7,500 per day x 3 days, 30% out of market attendees

25 Travel Squad x 6 Teams

Partnership: The SSC will partner with the Seattle Mariners, University of Washington

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Item Description Quantity Cost Per Budget

GROSS RECEIPTS

Ticket Sales Tournament Package (9 Games)

Diamond Club (294 Seats) 250 $75 $18,750

Reserved Seating (between 1st & 3rd) 1,250 $50 $62,500

Single Game Purchase

Diamond Club (294 Seats) 0 $30 $0

Reserved Seating (between 1st & 3rd) 1,500 $20 $30,000

General Admission 3,000 $10 $30,000

Promotional Tickets / Group Sales 1,000 $7 $7,000

Sponsorship Title 0 $50,000 $0

Presenting 1 $35,000 $35,000

Official 3 $10,000 $30,000

GROSS RECEIPTS SUBTOTAL $213,250

BUDGETED GAME EXPENDITURES

Administration Ticket Fees $148,250 $0 $8,895

State & City Taxes $148,250 $0 $7,413

Promotion Advertising (television, radio, print) $5,000

Printing & Misc $3,000

Tickets Printing & Postage, Box Office Fees $2,000

Equipment Baseballs 200 $10 $2,000

Facility Facility Rental Charge $20,000

Personnel Production Staff 3 $4,000 $12,000

Box Office Staffing 3 $1,500 $4,500

E & M hours 3 $2,640 $7,920

Grounds Crew 3 $2,250 $6,750

Hosting Staff 3 $6,000 $18,000

Housekeeping 3 $1,800 $5,400

Paramedics 3 $2,200 $6,600

Security Staffing 3 $3,600 $10,800

Set Up Staff 3 $250 $750

Seattle Police 3 $2,640 $7,920

Traffic / Police 3 $2,500 $7,500

Public Address Announcer, Stats, Scorer 9 $275 $2,475

Entertainment Press & Participant Refreshments 3 $2,000 $6,000

Game Officials Official Fees 27 $150 $4,050

Per Diem, Rental Car, Hotels 9 $380 $3,420

TOTAL EXPENSES $152,393

NET RECEIPTS $60,858

Projected All Session Attendees 1,500 4,500 Total

Projected Single Session Attendees 5,500 10,000

Collegiate Baseball Tournament - Financial Analysis

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Jet City Run

The purpose of the Jet City Run is to create a premier and destination running road race that

will celebrate our 100 plus year history of flight in the Pacific Northwest and Southcenter’s 50

year history in our region. The goal will be a unique and highly produced race that targets local

and regional runners to participate, general health and economic impact for the region. The

SSC will partner with a running production company to provide a turnkey registration and

running experience.

Venue: Southcenter Mall to Museum of Flight, all in Tukwila

Dates: Fall 2018 and Beyond

Demographics: Middle upper income, runners from Seattle, Spokane, Portland and Vancouver,

within a 300 miles radius of Tukwila.

Attendance: The goal will be 2,500 runners in year one, with 10,000 or more runners by 2022.

Partnership: The SSC will partner with the City of Tukwila, Boeing and a road race production

company

Proposed Course (7.87 Miles)

7:00 AM Start Time at Westfield Mall

7:15 am to 8:00 am – Runners Cross under

I-405

7:30 am to 8:40 am – Runners Cross under

I-5

7:45 am to 10:00 am – Runners finish at The

Museum of Flight

Shuttles will run from the Museum of Flight

to the Westfield Mall from 8:00 am to

Noon.

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# Cost Per Budget # Cost Per Budget

INCOME

Participant Registration Fees

Early 6,500 $45 $292,500 2,000 $45 $90,000

Late 3,500 $50 $175,000 500 $50 $25,000

Sponsorship

Title 1 $75,000 $75,000 1 $75,000 $75,000

Presenting 1 $35,000 $35,000 0 $35,000 $0

Official 3 $10,000 $30,000 3 $10,000 $30,000

Grants 1 $25,000 $25,000 1 $25,000 $25,000

Expo Booths 20 $500 $10,000 15 $500 $7,500

TOTAL = $642,500 $252,500

EXPENSES

Insurance 10,000 $1 $12,500 2,500 $1 $3,125

Awards / Prizes / Gifts $5,000 $5,000

Race Planning, Management, Execution $30,000 $30,000

Chip Timing Services 10,000 $4 $40,000 2,500 $4 $10,000

Race Announcer $1,000 $1,000

Course Certification, USATF Sanction $2,000 $2,000

Cones, Barricades, Delineators, Fence, etc. $6,500 $6,500

High Performance Running Shirts 10,000 $7 $70,000 2,500 $7 $17,500

Advertising Budget $40,000 $40,000

Graphic Design for Collateral $5,000 $5,000

Printing (Flyers / Brochures, Course Map) $8,000 $8,000

Notification Piece, Postage, Mailing $3,000 $3,000

Expo / Promo Booth Fees 20 $200 $4,000 15 $200 $3,000

Tents, Tables, Chairs, Stage, Scaffold, etc. $9,000 $9,000

Other Rentals (Generators, Radios, etc…) $2,500 $2,500

Police Overtime, Private Security $52,500 $52,500

EMT Services $1,000 $1,000

Banners & Directional Signage $10,000 $10,000

Décor, Start / Finish $2,500 $2,500

Public Address System Rental $1,500 $1,500

AIMS/Running USA $1,000 $1,000

Event Photographer $1,000 $1,000

Donations for Volunteers+A76 $2,500 $2,500

Live Music $3,000 $3,000

Ice & Post-Race Food 10,000 $5 $50,000 2,500 $5 $12,500

Misc. Municipal Expenses, Permits $7,500 $7,500

Trash Pick-up, Removal, Dumpster $2,000 $2,000

Portable Restrooms 100 $150 $15,000 25 $150 $3,750

Website Design / Hosting $3,000 $1,500

TOTAL INCOME = $642,500 $252,500

TOTAL EXPENSES = $391,000 $247,875

High Low (Break Even)

Jet City Run Financial Overview

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Seattle Basketball Classic

The Seattle Sports Commission (SSC) is proposing the creation of a regional college basketball

classic that targets regional teams, matched up against higher profile opponents from outside

the region during the December time frame. By building an annual property, there is an

opportunity to build on the success of the event each year and create an economic driver that

delivers results every year.

The SSC has created this concept to create new opportunities for KeyArena, generate tourism

for Seattle, as well as providing an effective regional marketing campaign.

Teams:

University of Washington

Washington State University

Western Washington vs. Central or

Western Washington

Gonzaga University

Seattle University

Venue: KeyArena at Seattle Center

This event will provide athletes and fans a high level basketball experience in the home of the

Seattle Storm and Seattle University. Based on the scope of this event, the SSC will utilize the

lower bowl and the upper bowl for some games, while just the lower bowl for others (potential

to drop the curtains).

Dates: One Week in Mid-December, 2017

Demographics: The SSC will heavily target the alumni and students at the four participating

schools, including promotions on each campus and directly to alumni groups. The focus will be

that approximately 30% of the attendees will come from out of market.

Attendance: 2,500 to 12,500 each night of the event.

Financial Request: $75,000 for 2017 for out-of-market advertising and event promotion to drive

attendance and promote hotel room nights for fans, alumni and boosters of each school.

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Corporate Games

The Corporate Games are a multi-sport, festival event that focuses on engaging the regional

corporate community. It a successful best practices community engagement and fundraising

event for sports commissions. They are a premier wellness concept and create corporate pride

and bonding.

Venue: Potential venues can be the University of Washington, Seattle U, Magnusson or another

venue.

Format Scoring is based on three factors:

1. Sports Competitions – Success in each of the established sports

2. Participation – In some events, such as a road race, points are awarded for runners and

walkers.

3. Charity Engagement – This has been a very successful tool for blood donations, with

teams receiving points for donating blood.

4. Tailgating – Companies are encouraged to tailgate, providing catering for their teams.

Sports The sports will be a balance of traditional, backyard sports and skill based event,

including:

Track & Field

Swimming

3 on 3 Basketball

Tennis

5K Road Race

Tug of War

Dodge Ball

Kick Ball

Home Run Derby

Dates: TBD

Demographics: The target demographic is corporate teams in the Greater Seattle Area, with a

focus on surrounding communities such as Bellevue, Federal Way, Issaquah and others. There

is an opportunity to extend the competition further, including reaching out to Issaquah.

Companies will be divided based on size of company

Attendance: 75 or more teams.

Pricing: Team pricing ranges from $1,500 to $3,000

Partnerships: Local charities enhance corporate engagement.

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Item Description # Units Cost Per Unit 2018

REVENUES

Registration Fees Company Size

500 and Above 25 $2,000.00 $50,000

100 to 499 25 $2,500.00 $62,500

50 to 99 25 $2,250.00 $56,250

50 and Under 25 $2,000.00 $50,000

Ultimate Frisbee 0 $0.00 $0

Sponsorships

Title 0 $50,000.00 $0

Presenting 1 $25,000.00 $25,000

Official 1 $10,000.00 $10,000

Sport Sponsor 12 $5,000.00 $60,000

Tailgate 1 $15,000.00 $15,000

SUB TOTAL $328,750

EXPENSES

Administration

Admin / Dues / Accounting $1,500

Postage - U.S. Mail $1,000

Insurance General Liability 5,000 $8,500

Travel & Entertainment Trans / Meals $2,500

Advertising Social Media $0

Media Partners $20,000

Street Teams Staffing / Apparel $2,000

Production $0

Printing Flyers / Promo $1,500

Event Program 2,500 $0.63 $1,500

Delivery $750

Sponsor Fulfillment Banners $15,000

Merchandise T-Shirts 5,000 $3.50 $17,500

Medals 2,000 $1.60 $3,200

Operations Photography 15 $100.00 $1,500

Equipment / Supplies 15 $500.00 $7,500

Venues 1 $15,000.00 $15,000

Staff 12 $500.00 $6,000

Sports Commissioners 15 $1,000.00 $15,000

Wrestling $500

Miscellaneous $0

$119,950

$328,750

$208,800

EXPENSES

REVENUES

TOTAL

Corporate Games Financial Overview

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Job Description

The Seattle Sports Commission is seeking an intern this Summer to assist the Executive

Director of the Seattle Sports Commission with a wide variety of projects. Successful

candidates will have strong administrative and communication skills with the ability to multi-

task.

The summer intern will have the opportunity to work with the SSC on multiple events such as

the Pacific Northwest Football Hall of Fame, Seattle Baseball Classic, and more.

Schedule: 40 hours a week

Timeline: May through July – 3 months

Hours: $15/HR plus ORCA card for duration

Responsibilities

Administrative

• General Office: copy, fax, mail, ship and file materials as needed. Assist with coordinating

meetings (venues, RSVPs, catering, etc.) documenting and managing Board and Executive

Committee meetings, manage SSC emails, responding to all emails and organizing appropriately.

• Event Management: The SSC organizes several events each year including Board meetings,

receptions, networking functions, golf outings and parties. The intern will assist in coordinating

and organizing some of these events.

• Database Maintenance: Input, update, manage and organize information into SSC database.

This may include venues, Partners, contacts, etc.

• Research: Utilize the internet and other sources to research specific sports events, etc.

• Organization: The intern will assist with maintaining an effective organized filing system that is

easily accessible.

Marketing & Sales

• Website Development: Ensure content in Sports Commission website

(www.seattlesports.org) is correct and updated. Gather and/or provide new events and

information as needed and build out the web site.

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• Collateral Materials: Assist Creative Services and SSC staff with developing, creating,

distributing and updating informational and sales/marketing collateral.

• Bid Coordination: Assist in submitting bids for events

Requirements

• General Office: Knowledge and ability to use general office machinery and procedures. Strong

computer and customer service skills required. Ability to maintain manual filing and

organizational systems.

• Computer Skills: Strong background with Microsoft Office (Word, Excel, Publisher), Internet,

MS Outlook. Some desktop publishing skills preferred and some knowledge of HTML is helpful.

• Communication Skills: Ability to write and speak in a clear, professional manner for all

business correspondence and presentation opportunities.

• Organization: Ability to manage multiple projects and priorities under tight deadlines.

Skills

Required - Customer Service, Communication Skills, Solid computer skills, General Office Skills,

Organization Skills

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SPECIAL PROJECT

For my special project, I completed a sponsorship proposal packet for the title sponsor,

presenting sponsor, and official sponsorships for the Seattle Baseball Classic. The Seattle

Baseball Classic will launch in March of 2019 and will be played at Safeco Field. My duties were

to take do extensive research on Seattle’s Baseball culture and similar events that take place

around the United States. From my findings, I was given a template to populate and present the

information in an aesthetically pleasing and persuasive format. The overall tone I took was

showing potential sponsors why events such as this one are successful and have enormous

growth potential. The event is scheduled through 2022, with several teams looking to enter the

tournament in future years. The sponsorship packet will serve as a base for future proposals

with the ability to edit and add information if necessary.

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Completing the special project was something I found to be quite enjoyable, it helped that I

have a great passion for baseball. The impact my special project will have on the agency is fairly

large as the event will become one of six annual SSC events. Sponsorship is always sought after

and having a baseline for proposals is a must. The packet will be easily updated and adjusted to

fit the needs of any year and any type of sponsor. The work I have completed will help the

Seattle Sports Commission attract and potentially land sponsorship at a variety of levels. It is

imperative that SSC events receive sponsorship, as that is the major source of funding.

We came up with the Seattle Baseball Classic as my special project because of my background

and passion for baseball. Kevin, my original supervisor, knew my love for baseball and decided

this would be a great way to gain experience working with sponsorship proposals. The event

has been in the works for the past two years and I came at the right time. They needed this

portion of the event to be completed and I needed to complete a special project. The stars

aligned and I was able to work on something I enjoyed very much.

Throughout the duration of my special project I have learned several things about how to

present relevant information and really how to find that information. I learned how to conduct

effective and efficient searches. Also, the ability to find contacts that will be able to help me find

information that is not readily available via internet searches. Besides finding the information, I

learned how to write in a way that excites and persuades the reader. I took some trial and

error to finally get the language correct. I am still a work in progress, but has been is progress.

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ARTIFACTS

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PHOTOS

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EVALUATION & REFLECTION

The positive aspects of my internship came in the opportunity to work across every field in the

organization. I was able to get a taste of just about everything from simple administrative tasks

to business development, to marketing, and event/sports development. From this, I have gained

an understanding of what I enjoy and what I want to avoid when entering my career search.

Being a part of the Seattle Sports Commission has given me contacts and networking

opportunities I would not have been able to make on my own. I have established some crucial

relationship that will only benefit me going forward. Some of the biggest improvements of the

internship would fall in the area of the organization. I came at an inopportune time. There were

several departures and arrivals, where I got caught in the middle of the storm. Because of this,

timelines and concrete schedules were hard to rely upon. I had to be on my toes because I was

called in several different directions in a matter of an instant. That being said, I am now a part of

revamping the intern program for the Seattle Sports Commission suggesting feedback and

writing portions of the new internship manual.

The most beneficial aspects of my internship in terms of learning and growth came in trial and

error. I was given tasks with little guidelines and I had to do my research and submit the best

product I thought was fit. This was very intimidating at first but it has developed several skills

that will be useful down the road. I have been able to grow and refine my written and verbal

communication, also learn the appropriate setting for different types of language. Trial and

error gave me more confidence in my work, which has translated to assertiveness. I now take

advantage of opportunities that I would have denied in the past. I have put my name out in the

industry and hope to foster the growth of the connections and networks I have established.

The people I have met have shown great mentorship and helped me grown as a young

professional. My internship with the Seattle Sports Commission has proven incredibly beneficial

though it was only 10 weeks.

I would recommend future students to accept internships with the Seattle Sports Commission,

given the opportunity. I do not believe you will find an internship that is as diverse but as high

scale as this. I have worked in several different departments and have made great connections

across the industry and beyond. Future students who accept the internship will be pushed in

the process of professional development and personal growth. They will get the chance to

submit work that will be of value to an important organization in the Seattle Sports scene.

Interns are given the opportunity to meet a variety of different people across several different

industries, all in the name of sport. And lastly, interns will be able to get a taste for what their

passion is, working in several different environments and settings. The internship with the

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Seattle Sports Commission holds tremendous value and serves as a platform for launching your

professional career.

Looking back into my expectations for week 1, I would say that half of my expectations have

been met. I was able to get a feel for what I really want to pursue in terms of my career. I have

found out that I hate sales but really enjoy marketing, especially the creative problem solving

and content development side. However, the expectation that was not met was clear

communication. The communication was not always clear but it turned out not to be that bad

of a thing. From this, I was able to grow and develop my own personal brand. My name is

attached to all of the work I submit so I made sure I did all the research necessary to produce

quality work. Though my reputation is small and limited to the Sports Commission, I am held

with high regards among my peers and superiors. This has been a function of the lack of

communication in my opinion. I try my best to communicate as best as possible and I found that

my superiors find that incredibly helpful. My expectations have made me realize the importance

of constant, clear, and fluid communication within a work setting. Even though my expectations

were not met in this instance, the results helped me grow and mature in my professional

development and personal brand.

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Internship Portfolio · INTERNSHIP PORTFOLIO ZACH USSLEMAN MAY 14 - JULY 20, 2018 . Page | 1...

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Transcript of Internship Portfolio · INTERNSHIP PORTFOLIO ZACH USSLEMAN MAY 14 - JULY 20, 2018 . Page | 1...