Proposal Weeki Wachee - Redacted (small file size).pdf

Weeki Wachee Springs State Park SUP-BP# 02-11

Table of Contents A. Cover Letter 3 B. Business Plan Summary Sheet 6 C. Resume of Related Business Experience 9 D. Business Plan 1. Scope of Operations 20 2. Operations Schedules 32 3. Safety Plan 34 4. Menus and Item Costs 107 5. Fee Schedule for Retail & Rentals 112 6. Proposed Monthly Commission 114 7. Staffing 118 8. Capital Improvements Scope 148 9. Facilities & Space Use 152 10. Maintenance & Repair Schedule 154 11. Equipment to be Provided 164 12. ADA Compliance & A/I 166 13. Marketing Plan 169 14. Environmental Protection Plan 172 15. Start Up Inventory 179 16. Plan & Timeline for Setting Up Operations 180 17. Plan for Acquisition of Existing Inventory 188 E. Internal Controls 190 F. Financial Information 195


G. Business References 209 H. Capital Improvements 213 I. Commission Rate 217


A. Cover Letter Please find our cover letter on next page.

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P.o. Box 486

8720 Seashell LaneCape Canaveral, Florida 32920(0) 321 799-4020 (Fax) 321 799-0250 (Cell) [email protected]

May 9,2011

Ms. Valinda SubicChief, Bureau of Parks District 4Administrative OfficeOscar Scherer State Park1843 South Tamiami TrailOsprey, Florida 34229

Reference: Proposal Cover Letter: SUP-BP #02-11, Weeki Wachee Springs State Park

Dear Ms. Subic,

It's with great pride that our team at Cape Leisure Corporation presents this proposal for theoperation of the food, retail and rental concessions at Weeki Wachee Springs State Park. At CapeLeisure we have a passion for and experience in concession operations within natural andhistoric park settings. It is all we do. We believe our collective food service, retail andrecreational rental expertise are the perfect match for your concession needs at Weeki WacheeSprings. We sincerely hope that after reading our proposal, you and your team will agree.

As you will find on the following pages, Cape Leisure proposes a comprehensive plan to growrevenues while improving service and quality for our guests. The plan includes revised menuofferings, new seasonal food outlets, a remerchandising and re-fixturing of both retail shops andan aggressive program of marketing and sales to boost special event/catering sales and watercraftrentals. We will meet or exceed all of the State's required, preferred and suggested operatingrequirements and suggestions, with the exception of the Boat Tour Operations, though we arenegotiable on that point. We'll also bring to bear at Weeki Wachee Springs State Park ourcorporate systems for guest service, safety, financial controls, environmental and maintenance.

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Proposal Cover Letter: SUP-BP #02-11- Page 2

Cape Leisure was founded in 2008 when it was awarded the management contract for theNatural Bridge of Virginia, a hotel and National Historical Landmark attraction property locatednear Roanoke, Virginia. Natural Bridge features a l Sfl-room hotel and conference facility as wellas two gated attractions. Here we offer full service dining in the Colonial Dining room, cateringservices, attraction operations as well as extensive food and retail concessions. Total revenue isapproximately $6.6 million annually.

Today we still operate Natural Bridge, and have added three Florida State Park concessions toour portfolio, Anastasia State Park (Saint Augustine), Homosassa Springs Wildlife State Park(Homosassa), and the Ribault Club in Jacksonville, a historic property that is part of the TalbotIsland State Parks group. We also operate concessions at Jetty Park in Cape Canaveral undercontract with the Port of Canaveral.

My background prior to founding Cape Leisure has been exclusively in the realm of educationalattractions and state park concession marketing and operations. Most recently I was at KennedySpace Center Visitor Complex, where from 2003 to 2008 I served as president of the facility,managing all aspects of that educational attraction. Kennedy Space Center Visitor Complex isoperated under a concession agreement with NASA. It boasts annual revenues of $90 million andannual attendance of 1.6 million.

Also, in the early 1990s, I served as vice president of marketing for the company that at the timeowned Weeki Wachee Springs and Buccaneer Bay. I spent many happy days at the park andhave always held a special place in my heart for this beautiful place.

Our senior management team is much like me. All have served in state park and/or gatedattraction/lodging environments. They understand that world thoroughly, and look forward tobringing their expertise to bear at Weeki Wachee Springs State Park, as do I.

We look forward to working with you and your team.

Daniel LeBlancPresident, Cape Leisure Corporation

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B. Business Plan Summary Sheet Please find the Business Plan Summary Sheet on the next page.

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Business Plan Packet Multi - Year Concession Agreement atWeeki Wachee Springs State Park

Attachment ABusiness Plan Summary Sheet

May 9,2011Cape Leisure Corporation8720 Seashell LaneCape Canaveral, FL 32920321-799-4020Contact: Daniel LeBlanc, President

Re: Summary of the proposal for Weeki Wachee Springs State Park, SUP- BP #02-11

Please consider the below summary which Cape Leisure Corporation would be willing to enterinto as a Multi - Year Concession Agreement with the Department of Environmental Protection.

Company Name: Cape Leisure Corporation, a Florida Corporation.

Commission rate:Year One: The proposed monthly commission fee equal to 6% (six percent) of gross sales for allits operations within the Park.Years Two through Five: The proposed monthly commission fee equal to 8% (eight percent) ofgross sales for all its operations within the Park.

Commencement date: July 1,2011 proposed start date.

Agreement end date: June 30, 2016 proposed end date.

Term: Five (5) year term

Capital Improvement: $127,812

Facility and space: Tiki Bar Pavilion (BL281019), Float Storage & Locker Storage Area(BL281030), Pirate Grub (portion of BL281004), Gifts Ahoy (portion of BL 281004), AttractionArea Sweet Shop (Captain's Quarters, BL 281006), Attraction Area Galley Restaurant(BL281008), Attraction Area Banquet Hall (BL281005), Amphitheater, Gift Locker (BL281 004),Canoe & Kayak Rental Facility (BL 281010), Buccaneer Bay Snack Shack (requested, portion ofBL281 004), Retail Storage Space (requested, site to be determined), Office Space for TwoPeople (requested, site to be determined).

Services: Food and beverage concessions, catering, special events, retail concessions, beachequipment rental, locker rental, canoe & kayak rental, canoe and kayak pick-up service. Allmaintenance, safety, guest service, A&I, environmental, janitorial, marketing and financialreporting programs/services as required by the concession agreement.

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Monthly share of utilities:Electricity: As per concession agreement, anticipated total $75,000 annual as billed, monthlypaid to provider.Garbage: As per concession agreement, anticipated total $5,000 annual as billed monthly, paidto provider.Vending Machines: Shall pay a monthly fee to the Park of $20 per machine not requiring heatingelement or refrigeration, and $30 per machine requiring heating element or refrigeration, unlessthe machine is located in an area where electricity is paid for by the Concessionaire.Potable Water Testing: As per concession agreement, anticipated total $14,000 annual as billedmonthly, paid to provider.Sewer: As per concession agreement, anticipated total $5,000 annual as billed monthly, paid toprovider.Propane: As per concession agreement, anticipated total $10,000 annual as billed monthly, paidto provider.

Monthly maintenance cost:HVAC Service & RepairMajor Equipment ReplacementExterior/Interior Building RepairOther Building/System RepairTotal

$667/mo, $8,000 annual$833/mo, $10,000 annual$ 417/mo, $5,000 annual$833/mo, $10,000 annual$2,750/mo, $33,000 annual

Security deposit: The Concessionaire shall post with the Department, upon execution of thisAgreement, a security in the amount of $40,000, or 4% of Fiscal Year 20010/2011 WeekiWachee Springs projected concession revenue.

Insurance: Commercial General Liability ($500,000/$1,000,000), Workers Compensation andAutomotive ($300,000).

I, the Respondent, understand and agrees that the goods and services that the Concessionairemay offer as a result of this Call for Business Plan does not preclude the Department nor thePark's Citizen Support Organization from the selling of Florida State Park promotionalmerchandise; catering of the Park's Citizen Support Organization-sponsored special events; orcatering of Park-sponsored special events. I, the Respondent shall agree to work with thePark's Citizen Support Organization, and if at any time, no mutually agreeable terms can bereached between I, the Respondent, and the Park's Citizen Support Organization, the ParkManager's decision shall be final.

Daniel LeBlanc, Cape Leisure CorporationRespondent

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C. Resume of Related Business Experience Cape Leisure Corporation, through its performance at the Natural Bridge of Virginia, three Florida State Parks and the Port of Canaveral’s Jetty Park, and by virtue of the rich experience of its executive team, is prepared and well qualified to serve the Florida Division of Recreation and Parks and its patrons at Weeki Wachee Springs State Park. Cape Leisure specializes in bringing “big concessioner” quality and process to smaller concession contracts. Led by Dan LeBlanc, the former chief executive at Kennedy Space Center Visitor Complex (Delaware North), our team is well financed and well versed in food and retail and recreational rental operations, particularly within a park setting. In addition to food and retail expertise, Cape Leisure’s processes for guest service training, financial control, maintenance, safety, marketing, human resources, maintenance and janitorial also will serve the Division of Recreation and Parks well.

Current Cape Leisure Concession & Management Contracts

Property

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Natural Bridge Of Virginia $6,600,000 X X X X X

Ribault Club (Fort George Island Cultural State Park

$200,000 X

Island Beach Shop & Grill (Anastasia State Park)

$295,000 X X X

Wildside Café (Homosassa Springs State Wildlife Park)

$417,000 X X

Jetty Beach Shop & Grill (Port of Canaveral/ Jetty Park)

$444,000 X X X X

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Experience Cape Leisure Corporation Cape Leisure Corporation provides hospitality management services as well as food and retail concessions services. Based in Cape Canaveral, Florida, it also provides hotel and attraction management consulting, with specialty expertise in strategic planning, marketing and public relations, education and interpretation, new exhibit development, food and retail, operations and guest service. Cape Leisure Corporation was founded in September of 2008, when it was awarded a five-year management contract for the Natural Bridge of Virginia, a hotel and attraction complex located on 1,700 acres in central western Virginia near Lexington, not far from the Blue Ridge Parkway. This historic property, a natural wonder of the world and a National Historic Landmark, was originally surveyed by George Washington and later owned by Thomas Jefferson. Many other contracts have followed. Here are brief descriptions of Cape Leisure’s current and recent contracts, in chronological order: Natural Bridge of Virginia, November 2008 to present The privately-owned Natural Bridge property consists of a 150-room conference hotel, restaurant, bar and banquet/meeting facilities, food and retail concessions, the Natural Bridge natural rock arch attraction and the Natural Bridge Caverns attraction. The attractions, both requiring tickets, drew 161,000 and 66,000 guests respectively last year. Cape Leisure manages all aspects of day-to-day operations at Natural Bridge, including food, retail, accounting and cash control, maintenance, ticketing, sales & marketing, hotel and attractions operations, education and interpretive programs, human resources, information technology, safety programs and environmental programs. The $6.6 million Natural Bridge operation is described in greater detail later in this section. Brevard Zoo, April, 2009 to present Cape Leisure and its president Dan LeBlanc are currently leading a pro bono effort to update the Brevard Zoo’s ten year business plan, working with Zoo staff and board members. LeBlanc is a member of Brevard Zoo’s Board of Directors. The scope of this project includes financial planning, master planning, and food and beverage, retail and exhibits/attractions development. The Brevard Zoo, locate in Melbourne, Florida, boasts annual attendance of 380,000 and annual food and retail revenues of $1.4 million.

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ARAMARK Parks and Destinations, February to August, 2009 In 2009, Cape Leisure conducted a strategic planning services project for ARAMARK Parks and Destinations, related to a hospitality-related business acquisition with which that company was involved. ARAMARK is one of America’s largest providers of hospitality and professional services. The scope of this project included development of revenue and expense projections for the business, as well as operational planning, including food and retail. Xanterra Parks and Resorts, September 2009 to February 2010 Cape Leisure completed a second strategic planning contract with Xanterra Parks and Resorts, assisting in its bid for the management of NASA’s Kennedy Space Center Visitor Complex. This project also included pro forma revenue and expense development and detailed operational planning to meet NASA’s needs for visitor services, maintenance, safety, environmental, education, exhibit and visitor infrastructure master planning, artifact preservation, training, reporting and marketing. This project had significant food and retail concession elements, including menu design and costing, restaurant/concession stand/gift shop locations and layouts, quality control, food safety, retail product mix, staffing and training, marketing, store maintenance and janitorial. The Ribault Club, Fort George Island Cultural State Park, Jacksonville, Florida, August 2010 to Present Cape Leisure assumed operation of the National Register of Historic Places Ribault Club at Fort George Island, a Florida State Park, on August 1 of 2010. The Ribault Club, built in 1927 as an exclusive resort, has hosted the likes of Winston Churchill and Nelson Rockefeller. After the Great Depression, the Club struggled to survive and over the ensuing decades, it changed ownership many times. The club fell into great disrepair until in 2003, in a unique cooperative effort between Florida Division of Recreation and Parks, the City of Jacksonville and the National Park Service, the Club was restored to its former opulence and splendor. Here, under contract with the Florida Division of Recreation and Parks, Cape Leisure provides event marketing, booking, planning, and coordination services. The Ribault Club may be booked by the public for special events and is an extremely popular wedding and reception site. With Cape Leisure’s dedicated sales efforts toward the corporate and associations markets these bookings are also on the rise. Cape Leisure has already successfully managed dozens of events there, with nearly 40 more events on the books over the next 12 months.

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Anastasia State Park, St. Augustine, Florida, September, 2010 to Present Cape Leisure was awarded the food, retail and water craft/bicycle/beach rental concessions at Anastasia State Park in July and began operations in September of last year. Anastasia is a beachside Florida State Park that offers day use beach, picnicking and fishing as well as overnight camping. Cape Leisure operates out of Anastasia State Park’s Main Concession Building, located beachside adjacent to the Park’s main parking lot, as well as a secondary facility at Salt Run, where the water craft rental operation is located. The Island Beach Shop, located in the main concession building, provides guests with camping supplies, groceries, firewood and ice. Cape Leisure also offers a wide variety of souvenir and apparel, beach toys, towels, sundries, snacks, ice cream novelties, fishing tackle and frozen bait. At the Shop, guests may also rent bicycles for a cruise on the beach, as well as beach chairs, umbrellas, surf boards and boogie boards. At the Island Beach Grill, also located within the main concession building, guests enjoy fare such as the Park’s famous Island fish taco, burgers, dogs and fries, hot and cold sandwiches, soft drinks and hand dipped ice cream. The Salt Run is a large salt water lagoon located within the park. Here Cape Leisure, through its subcontractor Anastasia Water Sports, offers water craft rentals and lessons. Available water craft include canoes, kayaks, sailboats, Hobie Cats, and windsurfers. In its tenure at Anastasia State Park, Cape Leisure has made a significant investment in upgrading kitchen refrigeration equipment, and partially enclosing the adjacent covered seating area in anticipation of soon offering beer and wine service with meals off a newly developed menu. In addition, Cape Leisure completely remodeled the camp store, adding a new granite point-of-sale service counter, slatwall and new retail fixtures.

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Homosassa Springs Wildlife State Park, October, 2010 to Present Cape Leisure provides food service for this Florida State Park. Homosassa Springs Wildlife State Park is a zoo featuring Florida indigenous species, drawing more than 300,000 visitors annually. Here Cape Leisure offers a sit-down indoor café, a number of mobile and kiosk food locations as well as a 3,000 square foot banquet hall for rent. Cape Leisure introduced a new café menu designed for quality as well as speed of service, with excellent sales results. The Wildside Café provides indoor and outdoor seating for 100 people and a menu of hot and cold food items such as hamburgers and hot dogs, fries, pizza, hot and cold sandwiches, soft drinks and water. Gator Bites, located within the Park, serves hand dipped ice cream, soft drinks and water. The Visitor Center Coffee Corner, under construction at the main entrance/exit to the park, will offer gourmet coffees and tea, soft drinks, Greek pastries and muffins, as well as snack and souvenir food items such as salt water taffy and Florida hot sauces. Cape Leisure also operates food carts within the park, providing guests with frozen novelty ice cream, pretzels and soft drinks. Investments include creation of a new deck space within the park to accommodate a pretzel/churro cart location, the new coffee counter in the Park’s main visitor center, acquisition of banquet tables and chairs to accommodate up to 130 guests in Pepper Creek Terrace and various food safety related improvements such as hot water for the Gator Bites food kiosk hand wash sink located within the park and new washable walls and stainless tables for the Café kitchen. Jetty Park, Port of Canaveral, Cape Canaveral, Florida, January 2011 to Present. The Port of Canaveral’s Jetty Park is located at the mouth of the Port’s shipping channel and features a 1,200 foot fishing pier, a quarter mile of wide Atlantic Ocean beach with beautiful dunes, picnic pavilions and camping. The Park also provides spectacular views of passing cruise ships, freighters, tankers and even

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submarines heading in and out of the nearby Navy facilities. Here, Cape Leisure operates the Park’s new 5,500-square foot concessions building located just west of the Park’s beach dunes. Jetty Beach Shop offers souvenirs and tee shirts, beach toys, towels, sundries, picnic/barbecue supplies, beer, wine, soft drinks and water, even fishing tackle and live and frozen bait. At Jetty Beach Grill, park guest enjoy a menu of hot and cold food items ranging from cheeseburgers and fish tacos to hand dipped ice cream and soft pretzels. The Grill features an air conditioned indoor dining area and a rooftop deck. The deck area is used for catered events. Cape Leisure at Natural Bridge of Virginia Following a six-week phase in period, Cape Leisure assumed management of the Natural Bridge of Virginia on October 29, 2008, under a five year management agreement with its private owner, A&M Investments, based in Washington, D.C. Natural Bridge of Virginia’s total annual revenue is approximately $6.6 million, and the complex employs approximately 150 associates. Cape Leisure manages all aspects of the Natural Bridge of Virginia business, including hotel and attraction operations, maintenance and janitorial, food & beverage, retail, marketing, human resources, finance, capital improvement projects, education/interpretive programs and government compliance. The Natural Bridge of Virginia consists of a 150-room hotel and conference center as well as two natural attractions. The Natural Bridge stone arch is the hallmark of the entire complex. This massive, 220-foot tall stone arch was originally surveyed by a young George Washington. In 1774, Thomas Jefferson purchased the property from King George III of England for 20 shillings. It remained in the Jefferson family estate until 1833. Shortly after its sale, the first tourist accommodations were built at the site, the Forest Inn. The Natural Bridge has remained a privately owned tourist attraction to this day. Today, visitors to the Natural Bridge attraction enjoy a breathtaking stroll down a pathway that follows the Cedar Creek underneath the picturesque stone arch, providing excellent vistas of this landmark, and upstream to other historic and natural sites, such as the Monacan Indian Village. The Village is an accurate, living history depiction of local Native American life at that dawn of the Colonial American Period. The Monacan Indian Village is staffed with knowledgeable, costumed interpreters, many

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themselves Monacans. Continuing upstream on the trail, guests also visit the Saltpeter Cave, where during the Civil War, bat guano was harvested as part of the gunpowder production process; the Lost River, an underwater stream that bursts out of the earth and across the rocky trail spilling into the Cedar Creek, and the Lace Falls, a 40-foot tall cascade not far from the underground source of the Cedar Creek. Also included with a Natural Bridge ticket are the Natural Bridge Wax Museum, featuring historical recreations depicting various periods in Natural Bridge’s history, and an extensive Toy Museum. The second on-property attraction is the Natural Bridge Cavern, Virginia’s deepest. Here visitors descend 34 stories into the earth, where they observe magnificent natural stone structures such as the Colossal Dome and Mirror Lake, each hundreds of thousands of years in the making. The tour of Natural Bridge Cavern is guided. The Natural Bridge Hotel and Conference Center consists of 150 sleeping rooms offered in three different classes, approximately 10,000 square feet of meeting space, the 150-seat Colonial Dining Room, offering breakfast and dinner each day, and the Red Fox Lounge. Among its accomplishments in its tenure at Natural Bridge, Cape Leisure planned, managed and completed a number of major facility repairs and renovations, including replacement of the hotel’s antiquated oil fired boiler heating system with a new clean and efficient, gas fired hot water system. The new Lochinvar system provides the main hotel with both heat and hot water and has produced a 30 percent savings in fuel costs since its introduction. Cape Leisure also has renovated 88 of the Hotel’s guest bathrooms, utilizing in-house staff. This included new bathroom wallpaper, shower curtain rods and tub re-glazing. Other projects include replacement of the Colonial Dining Room kitchen’s walk in refrigerator and other key kitchen equipment, major repairs and paint for the Cedar Creek Café, located within the Natural Bridge attraction and installation of new pumps for the facility’s water treatment plant. For the 2011 season, Cape Leisure is introducing a new exhibit to the Natural Bridge. “Butterflies of the Bridge,” opening Memorial Weekend, 2011, is Virginia’s largest indoor live butterfly habitat, featuring both native Virginia species as well as beautiful tropical exotics. As guests meander through the habitat, they’ll pass through lush tropical landscapes as well as more familiar Virginia plantings and even a Virginia farmhouse, which will double as the exhibit’s

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laboratory and emergent room for pupae and cocoons. Up to five hundred butterflies will occupy the habitat at any given time. Interpretive graphics will explore themes such as “Why are Butterflies Important?” “The Butterfly Life Cycle” and “Butterflies of Virginia.” The exhibit is being produced entirely in-house by Cape Leisure, with consultation from industry experts. Cape Leisure also created an all new marketing program, with a new rack brochure, billboards, website and collateral material, and introduced a Virginia-wide radio advertising campaign which grew overall Natural Bridge revenues in both 2009 and 2010, despite the ongoing effect of the current recession. Food and Beverage Operations at Natural Bridge Food and Beverage is an important part of the Natural Bridge experience. It’s also a major revenue generator. Here, Cape Leisure operates four distinct dining locations, various year-round and seasonal snack stands, as well as the hotel’s in-room dining program and catering/banquet services for six ballroom/ meeting rooms. Total Natural Bridge food and beverage revenue exceeded $1.8 million in 2010. The full service Colonial Dining Room provides Natural Bridge Hotel guests and the local community with elegant, southern style dining for both breakfast and dinner. The menu includes steak and seafood entrees, as well as southern favorites like Chicken Pot Pie and Low Country Pork Chop. Every Friday evening the Colonial Dining Room features its signature Seafood Buffet, featuring all-you-can-eat King Crab Legs. Also located within the Natural Bridge Hotel, the Red Fox Tavern offers a more casual dining experience, with burgers and fries, hot sandwiches, wings and appetizers, as well as beer, wine and spirits. The Natural Bridge Hotel Banquet/Catering Facilities include two ball rooms and four other smaller meeting rooms totaling near 10,000 square feet. Natural Bridge annually hosts scores of civic, education, corporate, government and social gatherings, as well as weddings and family reunions.

$6,350,000

$6,400,000

$6,450,000

$6,500,000

$6,550,000

$6,600,000

$6,650,000

2008 2009 2010

Natural Bridge Revenue Growth

2008 to 2010

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The Archway Grill, located near the entrance of the Natural Bridge attraction, offers hot and cold sandwiches, hamburgers, hot dogs, soups, salads, pizza, snacks and soft drinks. The cafeteria-style Archway Grill is open year around.

The Summerhouse enjoys a beautiful setting within the Natural Bridge attraction, along the banks of the Cedar Creek. It offers window service dining with outdoor seating both under cover and on an open terrace. The menu features gourmet hotdogs in a number of styles, as well as hamburgers, grilled chicken, soft pretzels, snacks, soft drinks and beer and wine.

The Ice Cream & Candy Kiosk is located within Natural Bridge’s 10,000 square foot retail store. Here guests may choose from an assortment of bulk candies or enjoy a cone or cup of Hershey’s Ice Cream. The Natural Bridge Cavern Gift Shop, in addition to souvenirs and gifts, offers novelty ice cream bars, chips and cold bottled soft drinks and juices. Cape Leisure provides all front of house and back of house support, including menu planning, pricing strategies, purchasing, operational training, food sanitation programs, presentation and quality control, guest service training and marketing/sales support. In its tenure at Natural Bridge, Cape Leisure’s successes include continual improvement in overall sales while reducing labor and food costs, much improved cash handling procedures, and renovations at the Summer House, Archway Grill, Colonial Dining Room and Red Fox Tavern, greatly improving the guest experience. In addition, kitchen equipment throughout the property has been repaired or replaced to ensure food safety and compliance with all applicable codes.

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Retail Operations at Natural Bridge The Natural Bridge attraction experience begins at the Gatehouse, a 30,000-square-foot facility that houses guest amenities such as ticketing, food and beverage, information, restrooms and of course, retail. The Natural Bridge Gift Shop, billed as “Virginia’s Largest Gift Shop”, offers 10,000 square feet of souvenirs, sundries, clothing, local packaged foods and wine, collectibles, toys, and more. A second, much smaller shop is located at the Natural Bridge Caverns. This shop, just 600 square feet, offers souvenirs, sundries, clothing and toys as well as gemstones, geodes and educational toys related to the Caverns. In all, Cape Leisure manages approximately $760,000 in annual retail sales, with the Natural Bridge Gift Shop accounting for the majority of those sales. In 2009, Cape Leisure installed a new point-of-sale and inventory management system at the Gift Shop, instituted new cash control policies, expanded Natural Bridge-branded clothing lines and souvenirs, expanded and improved the educational offerings at the Caverns Gift Shop, hired new management staff and re-merchandised both stores. Cape Leisure also reviewed the overall pricing of merchandise to produce pricing that is both competitive with other area attractions while ensuring a fair return for Natural Bridge’s ownership.

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D. Business Plan On the following pages, please find Cape Leisure’s Business Plan for the Weeki Wachee Springs State Park Concessions. It is organized into 17 sections, as per the Proposal Requirements.

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D.1 Scope of Operations, Including Goods and Services to Be Provided Overview Cape Leisure proposes to meet or exceed all essential operational requirements, as well as most of the preferred operational requirements prescribed in the Call for Business Plans, in providing food, retail and recreational rental services to the guests of Weeki Wachee Springs State Park. In addition, Cape Leisure also proposes to operate the Amphitheatre, as requested in the Preferred Operational Requirements. Within this section, please find Cape Leisure’s response to the State’s listed essential and preferred operating requirements. The section is organized in the same order as the Scope of Work’s Essential Operating Requirements and Preferred Operating Requirements. More detailed Food Service, Retail and Rental Operations and Amphitheater Operations information follows this listing of requirements. Required and Preferred Operation Requirements Minimum Hours of Operation (Essential a.) Essential a.1. Cape Leisure will operate the Attraction Area concession facilities 9 am to 5:30 daily, 365 days per year. Essential a.2. Cape Leisure will operate the Buccaneer Bay concession facilities 9 am to 5:30 daily, March 1 through September 30. Cape Leisure agrees that deviations from proposed operating hours must be approved, in writing, by the Park Manager. Details of Cape Leisure’s proposed operations schedules may be found in Section D.2.

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Attraction Area Galley Restaurant (Essential b.) Cape Leisure will offer both prepared and unprepared breakfast and lunch foods, snacks, cold drinks and other non-alcoholic beverages and provide indoor seating. Details on Cape Leisure’s proposed restaurant, catering and snack bar operating plan may be found later in this section. Attraction Area Sweet Shop (Essential c.) Cape Leisure will offer snacks, Bakery items, cold drinks, water and ice cream. We also propose to add gourmet coffee to the shop. Details on Cape Leisure’s proposed restaurant, catering and snack bar operating plan may be found later in this section. Attraction Area Banquet Hall (Essential d.) Cape Leisure will advertise, book and coordinate events at the Banquet Hall. An onsite Marketing and Sales Coordinator will have primary responsibility for this function, under the leadership of Cape Leisure’s corporate offices and Cape Leisure’s Weeki Wachee general manager. Cape Leisure will offer full service catering as well. Cape Leisure understands that when the Banquet Hall is not in use, the Park and the Park’s CSO may utilize the space at no cost and may utilize the services of an outside caterer. Cape Leisure proposes to negotiate with the State a mutually acceptable system of calendar management and advance notice of State/CSO events to avoid conflicts with room schedule. Details on Cape Leisure’s proposed restaurant, catering and snack bar operating plan may be found later in this section. Details on event marketing may be found in Section D.13. Gift Locker (Essential e.) Cape Leisure will offer for sale mermaid-themed merchandise, t-shirts, souvenirs, books and novelties, at a minimum. Cape Leisure also proposes to acquire the Park’s existing retail inventory, though we are concerned about the very high value of that inventory, $530,000, relative to annual retail sales. Details on Cape Leisure’s proposed retail operating plan may be found later in this Section D.1, and our proposal for acquisition of existing inventories may be found in D.17.

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Buccaneer Bay Tiki Bar (Essential f.) Cape Leisure proposes, at a minimum, to continue the sale of cold drinks as well as alcoholic beverages (beer and wine based). We also propose to offer prepackaged snacks. Details on Cape Leisure’s proposed restaurant, catering and snack bar operating plan may be found later in this Section D.1. Buccaneer Bay Pirates Grub (Essential g.) Cape Leisure will offer both prepared and unprepared breakfast and lunch foods, snacks, cold drinks and other non-alcoholic beverages. Details on Cape Leisure’s proposed restaurant, catering and snack bar operating plan may be found later in this Section D.1. Buccaneer Bay Float Storage and Locker (Essential h.) Cape Leisure proposes to offer for rent, at a minimum, 80 floats, 66 lockers and 50 beach-type chairs, on a first come, first serve basis. Details on Cape Leisure’s proposed rental operating plan may be found later in this Section D.1. Gifts Ahoy (Essential i.) Cape Leisure proposes to offer, at a minimum, retail items such as beach-related items, toys, and Park-branded merchandise. We also propose to acquire the Parks existing Gifts Ahoy retail inventory, valued at approximately $15,000. Details on Cape Leisure’s proposed retail operating plan may be found later in this Section D.1, and our proposal for acquisition of existing inventories may be found in D.17. Utilities (Essential j.) Cape Leisure will assume responsibility for all direct concession-related utility charges, including electric, garbage and recycling removal, potable water testing, sewer, and propane. We’ll pay electric to the State for any vending machines we operate at $20 per machine for those not requiring a heating/refrigeration element and $30 per machine for those requiring a heating or cooling element, unless they are located in an area where we are already paying electricity. We also propose to acquire our own telephone and internet service.

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Licenses (Essential k.) Cape Leisure will procure all permits and licenses required by the State of Florida, Hernando County and other governmental agencies for our Weeki Wachee operations prior to the start of operations. Canoe and Kayak Rentals (Preferred a.) Cape Leisure proposes to offer canoe and kayak rental and pick-up services, including pickup of non-vendor owned vessels. We will operate with no less than 60 vessels. Appropriate staffing, and, at a minimum, sundry sales, will be provided. We will offer other items, such as snacks and drinks, upon written approval of the Park Manager. Cape Leisure will secure a pick-up location downstream. Details on Cape Leisure’s proposed rental operating plan and retail operating plan may be found later in this Section D.1. Boat Tours (Preferred b.) Cape Leisure proposes not to provide boat tours. We are extremely concerned about cost and certain related operational considerations, particularly river depth and ADA accessibility. However, if Cape Leisure is selected for negotiations; we are open to negotiating this point based on some form of revenue share with the front gate ticket, if the State desires. Vending Machine Services (Preferred c.) Cape Leisure proposes to provide vending machines that offer cold beverages and snack foods as visitor demand warrants, at locations approved by the Park Manager. Details on Cape Leisure’s proposed vending machine operating plan may be found later in this Section D.1 as part of the restaurant, catering and snack bar section. Amphitheater (Preferred d.) Cape Leisure proposes to market and rent the Amphitheater for events such as concerts, live shows, lectures, plays, etc. Cape Leisure proposes to negotiate guidelines for such operation with the Park Manager. All events will be scheduled in advance with prior written approval from the Park Manager. Cape Leisure may offer food and retail services in support of these events. When the Amphitheater is not in use, it will remain accessible to the general public.

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Restaurant, Catering and Snack Bar Operations Mermaid Galley/Pirates Grub Cape Leisure proposes a simplification and upgrade to the service areas at both restaurant service counters, aimed at reducing clutter and increasing guest appeal. A major contributor to this will be new custom menu systems, such as those we have installed at Homosassa Springs Wildlife State Park (pictured). For the Mermaid Galley and Pirate’s Grub, Cape Leisure proposes a streamlining of the menu, deleting the least popular selections. This will allow us to reduce the number of ingredients, which will reduce shelf life and improve food quality. It will also greatly improve speed of service.

Key additions to the menu include a Freschetta personal pizza product for both hot food locations. We’ll provide a conveyor pizza oven to those kitchens. This will quickly become a top seller, as it has at Cape Leisure’s food operation at Homosassa Springs Wildlife State Park.

Captains Quarters Cape Leisure proposes to leave the Captain’s Quarters concept and menus essentially as they are now, with the exception of the addition of a Douwe Egberts gourmet coffee system (pictured). This allows us to prepare cappuccino and French vanilla coffee as well as a great cup of regular coffee. Coffee will be served in small and large sizes. Tiki Bar No changes are proposes for this space in Year One, beyond adding a few more soft drink choices such as fruit juice and Gatorade.. However we propose to evaluate the operation, with the goal of increasing the number and quality of food/snacks which may be offered here.

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http://www.freschetta.com/default.aspx�


Carts Cape Leisure proposes adding a seasonal mobile cart to both Weeki Wachee and Buccaneer Bay. The carts would offer pretzels, churros, soft drinks and water. We may also offer frozen novelty ice cream at the cart location at Buccaneer Bay. Exact cart locations are to be determined with the approval of the Park Manager. Snack Shack We did not see the interior of the unused Snack Shack space, located just right of the Buccaneer Bay restrooms, during the walk through. Based on its location, however, Cape Leisure believes this would be a singular location to offer frozen treats such as hand-dipped ice cream and Icee, as well as soft drinks and water. Enchanted Ballroom/Catering Cape Leisure proposes to upgrade the Mermaid Galley kitchen over the first two years of the concession agreement to increase the Park’s in-house catering abilities. Specifically, we’d replace the hood with a larger hood in order to accommodate a stove and oven, if this proves feasible from an engineering perspective in that space. We’ll aggressively pursue catering opportunities, particularly weddings, corporate, social, and association events. More information on our marketing and sales approach can be found in Section D.13. Ingredients From an ingredient standpoint, Cape Leisure plans to use Sysco Foods for up to 80 percent of its food ingredients. Sysco is the nation’s leading restaurant food purveyor. Cape Leisure enjoys preferred purchasing terms with Sysco, which contributes to our ability to improve ingredients without impacting prices. In addition, our team has access to the company’s test kitchen. Cape Leisure’s Corporate Director of Food Gregg Krepps, working with Sysco, will evaluate each individual menu and specify ingredients designed to improve the quality of the dish. This effort will be completed in the first 60 days of operation. Food Quality Control Each hot and cold prepared food item will have a recipe, including portion sizes, as well as a photograph of how the final item should be “plated” and presented. The cooks will be trained on these recipes, and a copy with photo will be available in the kitchen for reference. This is important to quality and consistency as well as controlling food cost. In addition, Hazard Analyses and Critical Control Point (HACCP) food safety principles will be built into these menus.

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Menu Refresh Working with our food purveyors, studying the trade magazines and through benchmarking at other Florida parks and restaurants, Cape Leisure stays abreast of the latest market trends. In addition, Cape Leisure studies its own sales statistics, particularly best seller lists, as well as any inputs received directly or through the Park Manager from staff and guests. All of this data is used throughout the year to add and delete items, of course working closely with the Park Manager to receive necessary approvals. In addition, each fall Cape Leisure corporate staff, along with the Weeki Wachee field staff, will undertake a wholesale evaluation of its menus, including menu offerings, presentation, ingredient selection, pricing and portion sizes, taking into account all it has learned over the past year. This evaluation leads to improved menus to be proposed to the Park Manager for the coming year. This process, which we call “Menu Refresh,” is critical to the continual improvement process. 2COP Alcohol Licenses Cape Leisure proposes to negotiate for the transfer of the State’s three Weeki Wachee Springs 2COP alcoholic beverage licenses. Associates in venues serving alcohol will receive TIPs alcohol awareness training and will be required to check identifications of all who appear under the age of 30. Organization From an organizational perspective, the food concessions will be managed on a day-to-day basis by a food operations supervisor including kitchen and front-of-house. The food operations supervisor reports to Cape Leisure’s general manager. Cape Leisure’s corporate director of food will provide oversight and direction to the food concession team. Menus and Pricing Menus and prices may be found in Section D.4. Retail Operations Gift Locker Cape Leisure proposes to re-merchandise the Gift Locker in order to improve sight lines around the store and improve ADA accessibility. Our chief challenge, as we see it, is the very high existing merchandise inventory level. Cape Leisure utilizes an “open-to-buy” inventory management system which establishes an inventory target level. When inventories exceed these levels, no new product may be purchased. Generally, park gift shop inventories should accomplish three full turns of inventory annually. Many shops

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exceed this, while some seasonal stores may only achieve two turns. At Weeki Wachee we believe three turns is appropriate. Based on current annual sales of approximately $350,000 at the Gift Locker, an appropriate inventory level, at cost, is about $120,000. Put another way, it will take at least three years to sell though the existing inventory of $530,000, which would be a single turn of inventory. To meet this challenge, Cape Leisure proposes to create additional sales outlets both within and outside the Park. We propose to offer at least glassware and figurines in Captain’s Quarters and will work with the Park Manager to create other retail spaces in the Park. Outside the park, outlets may include on line sales, wholesaling to area gift shops and distributing saleable inventory to other Cape Leisure properties. Other strategies include packaging tee shirts in sets of three, sold at a discount, and hat & tee combos, also sold at a discount. Please find following Cape Leisure’s proposed optimum mix of merchandise for the Gift Locker. Please note that it may take several years to achieve this mix, give the inventory level challenge.

Weeki Wachee “Gift Locker” Retail Product Mix

Product Type % By Floor Space

Comments

Souvenir 30% Magnets, shot glasses, mugs, travel mugs, etc. Primarily featuring the Weeki Wachee Springs name, as well as mermaid, pirate and nautical themes.

Sundry/Snacks 5% Bagged snacks, medicines, lotions and sunscreen, batteries, first aid supplies, insect spray, lip balm, personnel hygiene items.

Apparel 30% Souvenir and beach fashions, assortment of men’s, women’s and children’s sizes. Hats, tees, sweatshirts, hat and tee combos. Most of the apparel will be customized to Homosassa Springs Wildlife State Park.

Giftware & Accessories

15% Mermaid themed art and figurines, local art, nature art, jewelry, sunglasses.

Publications 5% Mermaid, pirate, and nautical themed books, travel guides, nature guides, souvenir DVDs, other interpretive items.

Toys 15% Mermaid, pirate and nautical-themed toys and plush, educational and travel toys and games.

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Options on Cape Leisure’s acquisition of a portion of, or the entire existing inventory may be found in Section D.17. Gifts Ahoy Cape Leisure proposes to re-merchandise Gifts Ahoy in order to improve sight lines around the store and improve ADA accessibility. In Year Two, we also propose to re-fixture the store, adding slatwall and lower profile fixtures that don’t obstruct views through the store. Following is our proposed product mix for the store.

Buccaneer Bay “Gifts Ahoy” Retail Product Mix

Product Type % By Floor Space

Comments

Souvenir 10% Magnets, shot glasses, mugs, travel mugs, etc.

Sundry/Snacks 20% Bagged snacks, medicines, lotions and sunscreen, batteries, first aid supplies, insect spray, lip balm, personnel hygiene items.

Apparel 25% Souvenir and beach fashions, assortment of men’s, women’s and children’s sizes. Hats, tees, sweatshirts, hat and tee combos, bathing suits and beach sarongs/wraps. Much of the apparel will be customized to Buccaneer Bay.

Giftware & Accessories

25% Jewelry, sunglasses, sandals, flip flops, towels. Limited mermaid and pirate themed figurines and art.

Toys 20% Beach toys, floats, noodles, Frisbees and balls, etc., as permitted by park rules.

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Organization From an organizational perspective, the retail concessions will be managed on a day-to-day basis by a retail operations supervisor including kitchen and front-of-house. The retail operations supervisor reports to Cape Leisure’s general manager. Cape Leisure’s corporate director of retail will provide oversight and direction as well as buying services to the retail concession team. Rental Operations Canoe and Kayak Rentals Cape Leisure proposes to operate the Park’s canoe and kayak rental business. Our systems and processes proposed here are similar to those we use for rentals at the concession facilities we manage at Anastasia State Park. Services and processes to be provided include: Marketing This business will require its own dedicate marketing and sales effort, given the distinctly different nature of the activity compared to other Weeki Wachee Springs State Park offerings. Highlights of our plan include a dedicated URL which, with the State’s permission, will link to www.weekiwachee.com and the Park’s formal DEP page. The site will be optimized for search, and paid search tactics will also be deployed. By year two, online reservations will be available at this site. A rack brochure program, and sales efforts aimed at schools, Scouts and other youth organizations are also planned. For details on the marketing program, please see section D.13. Reservations Cape Leisure will take reservations during the regular business day, and offer the opportunity for guests to leave voicemails in the evening, with calls being returned the next day. Reservations will be logged in a manual system Year One and require a credit card in order to hold the reservation. We’ll record name, address, phone and email, size of party, watercraft type requested, and date and time. By year two reservations will be made in a computerized reservation system that also accepts online reservations. We will strongly encourage reservations, but will accept walk-ups on space available basis. Rentals Cape Leisure proposes retaining the same pricing structure currently used. Basic rentals will include paddles, flotation devices and return transportation to the rental facility.

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http://www.weekiwachee.com/�


We propose to continue using Roger’s Park as our pickup point and will negotiate with Hernando County to do so. We’ll purchase a van with hitch for this purpose and provide pickup on a schedule dictated by rental volume. A waiver of liability will be required of all guests. A member of the party will also be required to leave a driver’s license or credit card, to be returned to the guest at the conclusion of the trip. Cape Leisure will provide safety and “rules of the river” instruction to all guests, and also provide paddling instruction to beginners as needed. Cape Leisure will log all water craft out and returned, and maintain a lost watercraft procedure within its safety plan. Hours Cape Leisure is proposing an opening time of 8 a.m., at least seasonally, to allow nature enthusiasts and birdwatchers that wish the opportunity to get on the river while it is still quiet. Closing time remains unchanged. Watercraft Inventory Cape Leisure accepts the State’s requirement to maintain an inventory of at least 60 watercraft. We’ll replace canoes and kayaks as needed, and will purchase inventory beyond the minimum required as demand dictates. A physical inventory, including current condition and age, will be maintained for all watercraft, paddles and PFDs, Food & Retail Cape Leisure will offer snacks, sundries, water, soft drinks and accessories such as dry bags, sunglasses, caps, etc. at the rental shop. Tubes and Lockers Cape Leisure will continue to offer tubes, umbrellas and beach chairs, snorkel gear and lockers for rent from the Buccaneer Bay Float Storage and Locker Facility. Prices will remain unchanged for 2011. Rentals will require driver’s license or cash deposit, as is current policy.

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Amphitheater Cape Leisure will produce periodic special events to be hosted at the Amphitheater, as well as offer the facility to private groups as part of catered and non-catered functions. For example, we may book a local and regional music act for a show which would be open to the public. Or the facility could be used as part of a company picnic. If the State is interested, Cape Leisure also is willing to utilize the Amphitheater for a regularly scheduled daily show to be offered seasonally. This would require some form of add-on to the front gate ticket, however. These shows, offered several time each day, would be contract acts, such as a Steve Martin’s Natural Encounters bird show (pictured) or an entertainment act. We understand that any such show must be thematically appropriate for the setting and DEP. The Amphitheater will be accessible to Park guests when not in use for events. Boat Tours Cape Leisure is respectfully declining this preferred offering. We are concerned about the high cost of operations, unsupported by any revenue stream. We also have operating concerns such as ADA accessibility and low water depth at the dock. However, if selected for negotiations and the State wishes, Cape Leisure is willing to negotiate this point in return for a small share of the entrance ticket, perhaps one dollar per visitor.

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D.2 Operations Schedules Working with the Park Manager, as Cape Leisure gains real operating data, adjustments will be made to operating hours to best serve our guests, in consultation with the Park Manager.

Operating Hours By Unit Unit Hours

Gift Locker

9-5:30, 365 days a year, soft close when guests present.

Gifts Ahoy 9-5:30, Weekend and Holidays, March, April, May, September 9-5:30, Daily June, July, August

Mermaid Galley 9-5:30 daily, 365 days a year

Pirate’s Grub 9-5:30, Weekend and Holidays, March, April, May, September 9-5:30, Daily June, July, August

Captain’s Quarters

9-5:30 Daily, 365 days a year

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Tiki Bar 11:30-5:30 Weekends and Holidays - March, April, May, September 11:30-5:30 Daily – June, July, August

Banquet Hall Closed unless events are booked.

Canoe & Kayak Rental

8 to 5:30 Daily, 365 days a year

Mobile Food Carts

12-4 Weekends and Holidays - March, April, May, September 12-4 Daily – June, July, August

Buccaneer Bay Rentals

9-5:30, Weekends and Holidays, March, April, May, September 9-5:30, Daily June, July, August

Amphitheater Always accessible to guests during Park hours unless special event in progress.

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D.3 Safety Plan Please find on the following pages a draft of Cape Leisure’s proposed Weeki Wachee Springs Safety and Emergency Preparedness plan.

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SAFETY/INJURY & ILLNESS PREVENTION PROGRAM

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POLICY STATEMENT ON SAFETY Cape Leisure is very interested in working with you to provide a safe place in which to work and a safe place for our guests to enjoy. The prevention of accidents and injuries to our associates and guests is the prime objective. All company personnel are expected to take an active and constant interest in the prevention of accidents. We call upon all associates to use good common sense and in all their actions, take a second to think of the consequences to your fellow associates and our guests. We cannot overemphasize that all associates must do their part to minimize accidents. Please show your support by demonstrating the following: 1. OBSERVING COMPANY SAFETY RULES. 2. KEEPING WORK AND PUBLIC AREAS FREE OF UNSAFE CONDITIONS. 3. AVOIDING AND ELIMINATING UNSAFE ACTS. 4. PROMPTLY REPORTING UNSAFE ACTS AND CONDITIONS. 5. REPORTING ALL ACCIDENTS IMMEDIATELY. Accidents cause suffering and pain. We value each of you as individuals and hope you will cooperate with us in this important endeavor. Any constructive criticism or suggestions toward improving safety will be given prompt and careful consideration. Sincerely, Daniel LeBlanc President, Cape Leisure Corporation

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DUTIES AND RESPONSIBILITIES

A successful Safety and Injury and Illness Prevention Program can only be achieved and maintained when there is active interest, participation, and accountability at all levels of the organization. To ensure this, the company delegates the following safety duties to all management personnel. In some cases associates will need to perform safety duties outside their regular responsibilities to prevent accidents. Cape Leisure’s Senior Management must plan, organize, and administer the program by establishing policy, setting goals and objectives, assigning responsibility, motivating subordinates, and monitoring results. Company senior management will support and maintain an ongoing Safety and Injury and Illness Prevention Program through the following: 1. Providing clear understanding and direction to all management and associates regarding the

importance of safety through the development, implementation, monitoring and revision of policy and procedures.

2. Providing financial support for the Safety / Injury and Illness Prevention Program through the provision of adequate funds for the purchase of necessary safety materials, safety equipment, proper personal protective equipment, adequate time for associate safety training, and maintenance of tools and equipment.

3. Overseeing development, implementation, and maintenance of the safety manual, safety training, and other required safety programs.

4. Maintaining a company commitment to accident prevention by expecting safe conduct on the part of all managers, and associates.

5. Holding all levels of management and associates accountable for accident prevention and safety. 6. Reviewing all accident investigations to determine corrective action. Coordination of all loss

prevention activities. 7. Develop and implement loss prevention policies and procedures designed to insure

compliance with the applicable rules and regulations of all federal, state, and local agencies. 8. Conduct periodic reviews of the program and job sites to evaluate performance, discuss

problems and help solve them. 9. Consult with representatives of our insurance companies in order that their loss control

services will support the Safety Program. 10. Review Workers’ Compensation Claims. Help supply the insurance carrier with information

about injured associates in order to keep loss reserves as low as possible. Managers and Supervisor/Leads play a key role in the prevention of accidents. They have direct contact with the associates and guest. Safety responsibilities for these individuals include: 1. Enforce all safety rules in the Code of Safe Practices and ensure safe work procedures. 2. Verifying corrective action has been taken regarding safety hazards and accident

investigations.

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3. Conducting periodic documented inspections of our facilities to identify and correct unsafe actions and conditions that could cause accidents.

4. Act as a leader in company safety policy and setting a good example by following all safety rules.

5. Becoming familiar with local, state, and federal safety regulations. 6. Train all new and existing associates in proper safety procedures and the hazards of the job. 7. Instruct all associates under their supervision in safe work practices and job safety

requirements. 8. Hold periodic safety meetings with associates. 9. Ensure associate proficiency when assigning work requiring specific knowledge, special

operations or equipment. 10. Ascertain that all machinery, equipment, and workstations are maintained in safe working

condition and operate properly. 11. Correct unsafe acts and conditions that could cause accidents. 12. Communicate with all associates about safety and accident prevention activities. 13. Correct the cause of any accident as soon as possible. 14. Ascertain that proper first aid and firefighting equipment is maintained and used when

conditions warrant its use. 15. Maintain good housekeeping conditions at all times. 16. Investigate all injuries and accidents to determine their cause and potential corrective action. 17. Ascertain that all injuries involving our associates that require medical attention are properly

treated and promptly reported to the corporate office. Every associate is responsible for working safely, both for self-protection and for protection of fellow workers and guests. Associates must also support all company safety efforts. Specific associate safety responsibilities include:

1. If you are unsure how to do any task safely, ask your manager. 2. Read and abide by all requirements of the Safety Manual. 3. Know and follow the Code of Safe Practices and all company safety policies and rules. 4. Wear all required personal protective equipment. 5. Report all accidents and injuries, no matter how minor, to your manager immediately. 6. Do not operate any equipment you have not been trained and authorized to use. 7. Report any safety hazards or defective equipment immediately to your manager. 8. Do not remove, tamper with or defeat any guard, safety device or interlock. 9. Never use any equipment with inoperative or missing guards, safety devices or interlocks. 10. Never possess, or be under the influence of alcohol or controlled substances while on the

premises. 11. Never engage in horseplay or fighting. 12. Participate in, and actively support, the company safety program.

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COMPLIANCE AND ENFORCEMENT The compliance of all associates with Cape Leisure’s Safety Manual is mandatory and shall be considered a condition of employment. The following programs will be utilized to ensure associate compliance with the safety program and all safety rules.

• Training programs • Retraining • Optional safety incentive programs • Disciplinary action

Training Programs The importance of safe work practices and the consequences of failing to abide by safety rules will be covered in the New Associate Safety Orientation and safety meetings. This will help ensure that all associates understand and abide by company safety policies. Retraining Associates that are observed performing unsafe acts or not following proper procedures or rules will be retrained by their manager. A Safety Contact Report (Appendix F) may be completed by the manager to document the training. If multiple associates are involved, additional safety meetings will be held. Safety Incentive Programs Although strict adherence to safety policies and procedures is required of all associates, the company may choose to periodically provide recognition of safety-conscious associates and operating units without accidents through a safety incentive program. Cape Leisure also may provide incentives to associates completing First Aid, CPR and AED training certification courses. Disciplinary Action The failure of an associate to adhere to safety policies and procedures can have a serious impact on everyone concerned. An unsafe act can threaten not only the health and well being of the associate committing the unsafe act but can also affect the safety of his/her coworkers and guests. Accordingly, any associate who violates any of the company's safety policies will be subject to disciplinary action. Note: Failure to promptly report any on-the-job accident or injury, on the same day as occurrence, is considered a serious violation of the Company's Code of Safe Practices. Any

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associate who fails to immediately report a work-related accident or injury, no matter how minor shall be subject to disciplinary action. Associates will be disciplined for infractions of safety rules and unsafe work practices that are observed, not just those that result in an injury. Often, when an injury occurs, the accident investigation will reveal that the injury was caused because the associate violated an established safety rule and/or safe work practice(s). In any disciplinary action, the manager should be cautious that discipline is given to the associate for safety violations, and not simply because the associate was injured on the job or filed a Workers’ Compensation claim. Violations of safety rules and the Code of Safe Practices are to be considered equal to violations of other company policy. Discipline for safety violations will be administered in a manner that is consistent with Cape Leisure’s system of progressive discipline. If, after training, violations occur, disciplinary action will be taken as follows: 1. Oral warning. Document it, including date and facts on the “Safety Contact Report” form.

Add any pertinent witness statements. Restate the policy and correct practice(s). 2. Written warning. Retrain as to correct procedure/practice. 3. Written warning with possible suspension. 4. Termination As in all disciplinary actions, each situation is to be carefully evaluated and investigated. The particular step taken in the disciplinary process will depend on the severity of the violation, associate history, and regard to safety. Managers should consult with the corporate office if there is any question about whether or not disciplinary action is justified. Associates may be terminated immediately for willful or extremely serious violations.

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SAFETY COMMITTEE Purpose The purpose of the safety committee is to promote workplace safety and health by increasing the communication, education, and involvement of our associates. The president of Cape Leisure Corporation holds permanent membership in the safety committee in order to ensure that responsibility is delegated appropriately. Membership The safety committee membership shall be represented by the safety program administrator, management and non-management associates, with non-management associates being the majority. The associates on the committee will be volunteers and will serve on the committee for a two-year term (except for the safety program administrator).

Meetings There will be one committee meeting every quarter. The dates will be determined by the members' schedules. All committee meetings and training will be conducted during working hours. All committee members will be compensated at their normal rate of pay during the meetings, committee specific training, and any other committee related duties.

Emergency Meetings The committee may conduct an emergency meeting if the majority of the members feel that such a meeting is necessary. If an emergency meeting is called outside regular working hours, the non-salaried associates will be compensated at their overtime rate. Record Keeping Meetings will be recorded and minutes will be prepared following each committee meeting. Copies of the minutes will be kept at each worksite, with a copy forwarded to the corporate office. These documents will be made available for inspection upon request by any associate. Please see Safety Committee Meeting Notes Form, Appendix F) Communication All original written communications between the company and the committee, or true copies thereof, will be maintained at each jobsite and made readily available for inspection by government agencies. The company shall issue a timely written response to all written questions and recommendations from the safety committee.

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COMMUNICATION This section establishes procedures designed to develop and maintain associate involvement and interest in the Safety Manual. These activities will also ensure effective communication between management and associates on safety related issues that is of prime importance to the company. The following are some of the safety communication methods that may be used: 1. Periodic safety meetings with associates that encourage participation and open, two-way

communication. 2. New associate safety orientation and provision of the Code of Safe Practices. 3. Provision and maintenance of associate bulletin boards discussing safety issues, accidents,

and general safety suggestions. 4. Written communications from management, including memos, postings, payroll stuffers, and

newsletters. 5. Anonymous safety suggestion program. Associates will be kept advised of highlights and changes relating to the safety program. Management shall relay changes and improvements regarding the safety program to associates, as appropriate. Associates will be involved in future developments and safety activities, by requesting their opinions and comments, as necessary. All associate-initiated safety related suggestions should be properly answered, either verbally or in writing, by the appropriate level of management. All associates are encouraged to bring any safety concerns they may have to the attention of management. The company will not discriminate against any associate for raising safety issues or concerns. The company also has a system of anonymous notification whereby associates who wish to inform the company of workplace hazards without identifying themselves may do so by phoning or sending written notification to the corporate office. Cape Leisure Corporation P.O. Box 486 Cape Canaveral, FL 32920 (321) 799-4020 [email protected]

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CODE OF SAFE PRACTICES

ALL ASSOCIATES Housekeeping 1. Do not place material such as boxes or trash in walkways, aisles and passageways. 2. Keep floors clear of items such as discarded food items, boxes, paper clips, pencils, tacks, or

staples. 3. Clean up spills or leaks immediately by using a paper towel, rag or a mop and bucket. 4. Mop up water around drinking fountains, drink dispensing machines, and ice machines. 5. Do not store or leave items on stairways. 6. Do not block or obstruct stairwells, exits, or accesses to safety and emergency equipment

such as fire extinguishers or fire alarms. 7. Straighten or remove rugs and mats that do not lie flat on the floor. 8. Return tools to their storage places after use. 9. Use caution signs or cones to barricade slippery areas such as freshly mopped floors. 10. Obey all posted safety and danger signs. Ergonomics and Video Display Terminals 1. Take periodic rest breaks from repetitive or prolonged activities by standing up and

stretching. 2. Use a chair that is padded, is stable, mobile, swivels, and allows operator movement. 3. Sit straight up in your chair, and when needed use a footrest that has an adjustable height

and is large enough to allow operator movement. 4. Adjust your computer screen and keyboard so that they are directly in front of you. Use a

table large enough to hold keyboard, the display screen and all necessary documents. 5. Place the keyboard low enough so that the operator is not required to reach up or out to the

keys. 6. Keep wrists and hands in a straight position while keystroking by keeping forearms parallel

to the floor and elbows at your sides. Lifting Procedures 1. Plan the move before lifting; remove obstructions from your chosen pathway. 2. Test the weight of the load before lifting by pushing the load along its resting surface. 3. If the load is too heavy or bulky, use lifting and carrying aids such as hand trucks, dollies,

pallets jacks and carts, or get assistance from a co-worker. 4. If assistance is required to perform a lift, coordinate and communicate your movements with

those of your co-worker. 5. Position your feet 6 to 12 inches apart with one foot slightly in front of the other. 6. Face the load.

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7. Bend at the knees, not at the back. 8. Keep your back straight. 9. Get a firm grip on the object with your hands and fingers. Use handles when present. 10. Never lift anything if your hands are greasy or wet. 11. Wear protective gloves when lifting objects with sharp corners or jagged edges. 12. Hold objects as close to your body as possible. 13. Perform lifting movements smoothly and gradually; do not jerk the load. 14. If you must change direction while lifting or carrying the load, pivot your feet and turn your

entire body. Do not twist at the waist. 15. Set down objects in the same manner as you picked them up, except in reverse. 16. Do not lift an object from the floor to a level above your waist in one motion. Set the load

down on a table or bench and then adjust your grip before lifting it higher. 17. Slide materials to the end of the tailgate before attempting to lift them off a pick-up truck.

Do not lift over the walls or tailgate of the truck bed. Ladders and Step Ladders 1. Read and follow the manufacturer's instructions label affixed to the ladder if you are unsure

how to use the ladder. 2. Do not use ladders that have loose rungs, cracked, or split side rails, missing rubber

footpads, or other visible damage. 3. Keep ladder rungs clean and free of grease. Remove buildup of material such as dirt or mud. 4. Do not use a metal ladder on rooftops or within 50 feet of electrical power lines. 5. Do not place a ladder in a passageway or doorway without posting warning signs or cones

that detour pedestrian traffic away from the ladder. Lock the doorway that you are blocking with the ladder and post signs that will detour traffic away from your work.

6. Allow only one person on the ladder at a time. 7. Face the ladder when climbing up or down. 8. Maintain a three-point contact by keeping both hands and one foot or both feet and one hand

on the ladder at all times when climbing up or down. 9. When performing work from a ladder, face the ladder and do not lean backward or sideways

from the ladder. 10. Do not stand on the top two rungs of any ladder. 11. Do not stand on a ladder that wobbles, or that leans to the left or right. 12. When using a ladder, extend the top of the ladder at least 3 feet above the edge of the

landing. 13. Secure the ladder in place by having another associate hold it. 14. Do not move a rolling ladder while someone is on it. 15. Do not place ladders on barrels, boxes, loose bricks, pails, concrete blocks, or other unstable

bases. 16. Do not carry items in your hands while climbing up or down a ladder.

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17. Do not try to "walk" a ladder by rocking it. Climb down the ladder, and then move it. 18. Do not use a ladder as a horizontal platform. Carts 1. Do not exceed the rated load capacity noted on the manufacturer's label on the cart. 2. Ask a spotter to help guide carts around corners and through narrow aisles. 3. Do not stand on a cart or float or use it as a work platform. SERVICE ASSOCIATES Kitchen/Cooking & Retail Personnel General Rules 1. Do not remove safety guards provided on the equipment. When a safety guard is removed

for the purpose of making repairs or cleaning, replace the guard before the equipment is put into operation.

2. Do not place heated pots or pans in a position such that the handles are protruding over the edge of range, table, or counter.

3. Do not fill pots, pans, buckets, or cookers more than 2/3 full. 4. When adding ingredients to hot liquids, add small portions at a time to prevent splashing. 5. Use the release valve to release pressure before opening pressurized steam kettles or

pressure cookers. 6. Transport hot liquids in closed containers. 7. Use carts for moving large hot items such as coffee urns, containers of hot water, or

containers of hot food. 8. Use the cartwheel-locking lever to prevent movement while removing items from the cart. 9. Turn off circuit breakers to kitchen cooking equipment when cleaning the equipment. 10. Keep hands on inside of racks and handles on pan trucks when moving them. Push the racks

instead of pulling. 11. When moving trays or dollies, keep hands on them until you reach your destination. 12. Turn the electrical power off to any machine before removing or dislodging objects. 13. Do not reach inside the bowl of the mixer until the agitator has come to a complete stop. 14. Clean up spills or leaks immediately by using a paper towel, rag or a mop and bucket. Pushing Carts 1. Move carts by pushing them rather than by pulling them. 2. If your view is obstructed, use a spotter to assist in guiding the cart around corners and

through corridors. 3. Transport hot liquids in closed containers.

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4. Use carts for moving large hot items such as, containers of hot water or containers of hot food.

5. Use the cartwheel-locking lever to prevent movement while removing items from the cart. Electrical Powered Appliances **Remember: Child Labor Laws do not permit employees younger than 18 to work with or repair, adjust, or clean power-driven machinery like meat slicers and bakery mixers. 1. Do not use power equipment or appliances on which you have not been trained. 2. Keep power cords away from the path of vacuum cleaners, floor polishers, and slicers. 3. Do not carry plugged in appliances with your finger on the switch. 4. Do not carry appliances by the cord. 5. Disconnect the appliance from the outlet by pulling on the plug, not the cord. 6. Do not stand in water or on wet surfaces when operating power hand tools or portable

electrical appliances. 7. Do not operate appliances that have frayed, worn, cut, improperly spliced, or damaged

power cords. 8. Do not operate an appliance if the ground pin of the three-pronged power plug is missing or

has been removed. 9. Do not operate appliances with two-pronged adapters or two conductor extension cords. Knives/Sharp Instruments 1. When handling knife blades and other cutting tools, direct sharp points and edges away from

you. 2. Cut in the direction away from your body when using knives. 3. Store knives on magnetic knife blocks or in sheaths after use. 4. Do not use knives with dull blades. 5. Do not use honing steels that do not have disc guards. 6. Do not attempt to catch a falling knife. 7. Use knives for the operation for which they are named. 8. When opening cartons, use safety box cutters. 9. Do not use knives with broken or loose handles. 10. Do not use knives as screwdrivers, pry bars, can openers or ice picks. 11. Do not leave knives in sinks full of water. 12. Do not pick up knives by their blades. 13. Carry knives with their tips pointed towards the floor. 13. Do not carry knives, scissors or other sharp tools in pockets or aprons unless they are first

placed in their sheaths or holders. Glassware 1. Do not place drinking glasses inside each other.

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2. Carry one rack of glassware at a time. 3. Visually inspect all glassware for cracks or chips before handling. If chips or cracks are

discovered in the glasses, place them in containers labeled "broken glass." Broken glass should be discarded directly into the dumpster and never mixed with general trash in a plastic trash bag.

4. Do not use a drinking glass to scoop ice. Use the metal scoop or pan. Kitchen Appliances **Remember: Child Labor Laws do not permit employees younger than 18 to work with or repair, adjust, or clean power-driven machinery like meat slicers and bakery mixers. 1. Replace the guards before starting grinders and slicers, after making adjustments or repairs. 2. Do not remove, alter, or bypass any safety guards or devices when operating any piece of

equipment or machinery. 3. Do not wear loose clothing or dangling jewelry when working in the kitchen. 4. Long hair must be contained under a hat or hair net, regardless of gender while working in

the kitchen. 5. Turn off slicers, mixers, and meat grinders before making measurements, adjustments, or

repairs. 6. Keep hands away from the exposed blade of meat slicers. 7. Do not try to stop any foods as they go through the meat grinders or mixers.

8. If the machine becomes jammed, disconnect the power before clearing the jam. 9. Do not use cords that have splices, exposed wires, or cracked or frayed ends. 10. Disconnect the appliance from the outlet by pulling on the plug, not the cord. 11. Turn the appliance off before plugging or unplugging it. 12. Do not handle or operate electrical appliances when your hands are wet or when you are

standing on wet floors. 13. Turn off gas appliances when not in use. 14. Position pots and pans on the stovetops so that the pot handles do not protrude over the

edge of the range. Automatic Coffee Maker, Coffee Urn, Coffee Grinders

1. Turn the power switch of the equipment to "off" when it is not being used. 2. When cleaning coffee urns with hot water, be sure you have a solid footing and a firm grip

on the urn. 3. When brewing coffee, wait until brewing is completed before disposing of grounds and

filter. Char-Broiler and Grooved Griddles

Check that the drip pan contains enough rock salt to absorb grease. If saturated with grease, replace it.

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Chicken Rotisserie Ovens

1. Do not attempt to clean a hot oven, hot heating elements, or a hot quartz lamp. 2. Do not let water seep down through vent holes when cleaning top of oven.

Fryers Use protective gloves when removing the box filters during filtering of shortening. Grills Wear heat resistant gloves when cleaning grills. Microwave Ovens

1. Do not operate a microwave oven if it has a bent door, broken hinges or latches, or cracking in its seals.

2. Use hot pads or oven mittens when removing items from the microwave.

Mixers **Remember: Child Labor Laws do not permit employees younger than 18 to work with or repair, adjust, or clean power-driven machinery like meat slicers and bakery mixers. 1. Do not use the horizontal mixer if the safety interlock mechanism is not operating. 2. Verify operation of safety interlock by opening lid of mixer; machine should shutdown. 3. When cutting bags of ingredients open, cut in the direction away from your body. 4. Store knives in knife blocks or in sheaths after use. 5. Do not use knives with dull blades. 6. When moving the mixing tubs (troughs) to the next operation, use the following procedures: a) Firmly grasp tub/trough and pull toward you. b) Do not let your feet get under the edge of the trough when pulling. c) Double check to make sure that your route of travel is clear before pushing the container. d) Keep your hands on the inside of the trough. 7. After weighing and placing ingredients into buckets, firmly grasp bucket with both hands

before pouring contents into mixer. 8. When material is being discharged form mixer into containers, stand to the side of the mixer

door. 9. When closing top door of mixer or ingredient lid, keep hands away from the opening. Use

handle on top to close door or lid. 10. Do not put your hands inside the mixing bowl while the mixing bowl and mixer are in

operation. Detach hook when not in use. 11. Use the stomper to push meat through the grinder attachment of a mixer.

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Grinding Operators (Ingredients, Spices) 1. Select the designated grinding speed. 2. Grip ingredient bag with both hands 3. Slip a bag over the drop spout. 4. Push the start button. 5. After the grinding procedures, turn the grinder to the "OFF" position and remove the bag

from the spout. Ovens 1. Use oven mittens when removing hot food from the oven. 2. Clear a space on the table for placing hot food, before removing the food from the oven. 3. Wear eye protection, rubber gloves and apron when using an oven cleaner. Slicers **Remember: Child Labor Laws do not permit employees younger than 18 to work with or repair, adjust, or clean power-driven machinery like meat slicers and bakery mixers. 1. Always keep your eyes on your work while you are using a slicer. 2. Do not place your hand on top of the blade guard while you are operating the slicer. 3. Replace the guards after cleaning or adjusting the slicer. 4. Turn the power switch of the slicer to "off" and unplug it when it is not being used. 5. Wear a wire mesh glove when cleaning the exposed edge of the slicer blade. Disposer and Dish Machine 1. Wear rubber gloves when washing and sanitizing dishes and cooking equipment. 2. If glassware breaks in the sink, use tongs to remove the large fragments of glass; open the

drain; run the water to wash any remaining small glass fragments down the drain. 3. Remove all chipped or cracked dishes and glassware from use. Refrigerated Warehousing 1. Wear warm clothing such as earmuffs, hats, gloves, and coats when working extended

periods in freezers or refrigerated trucks. 2. Do not use pallets or skids that are cracked or split or that have other visible damage. 3. Do not close refrigeration doors without visually verifying that no one else is approaching

the doorway. Bar Service 1. Place the empty bottles gently into the trash containers; do not throw them. 2. Do not compact trash with your hands or feet. 3. Do not carry more than one full drink tray at a time.

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4. Use a bottle opener or grip pad to remove twist-off bottle caps. Do not twist them off with your bare hands.

5. Dry your hands before using the cash register. 6. Do not place your hands in a blender to clear or clean the blades. 7. Do not serve damaged bottles or glassware. DRIVING SAFETY Fueling Vehicles 1. Turn the vehicle off before fueling. 2. Do not smoke while fueling a vehicle. 3. Wash hands with soap and water if you spill gasoline on your hands. Driver Safety Rules

1. The use of a vehicle while under the influence of intoxicants and other drugs is forbidden and is sufficient cause for discipline, including dismissal.

2. No driver shall operate a vehicle when his/her ability to do so safely has been impaired by illness, fatigue, injury, or prescription medication.

3. All drivers and passengers operating or riding in vehicles must wear seat belts, even if air bags are available.

4. No unauthorized personnel (e.g. Hitchhikers) are allowed to ride in vehicles. 5. Headlights shall be used 1/2 hour after sunset and 1/2 hour before sunrise, or during

inclement weather or at any time when a distance of 500 feet ahead of the vehicle cannot be seen clearly.

6. All other state laws, local laws, or D.O.T. Motor Carrier Safety Regulations must be obeyed.

Defensive Driving Rules

1. Drivers are required to maintain a safe following distance at all times. To estimate your following distance, pick a stationary object ahead of you. As the vehicle in front of you passes the object, begin counting 1001, 1002, 1003, etc. until you reach the same object. This counts the number of seconds between you and the vehicle ahead of you.

2. Drivers of passenger vehicles should keep a two-second interval between their vehicle and the vehicle immediately ahead. During slippery road conditions, the following distance should be increased to at least four-seconds.

3. Drivers must yield the right of way at all traffic control signals and signs requiring them to do so. Drivers should also be prepared to yield for safety's sake at any time. Pedestrians and bicycles in the roadway always have the right of way.

4. Avoid driving in other driver's blind spots; attempt to maintain eye contact with the other driver, either directly or through mirrors.

5. Drivers must honor posted speed limits. In adverse driving conditions, reduce speed to a safe operating speed that is consistent with the conditions of the road, weather, lighting,

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and volume of traffic. Tires can hydroplane on wet pavement at speeds as low as 40 MPH.

6. Turn signals must be used to show where you are heading; while going into traffic and before every turn or lane change.

7. When passing or changing lanes, view the entire vehicle in your rear view mirror before pulling back into that lane.

8. Be alert of other vehicles, pedestrians, and bicyclists when approaching intersections. Never speed through an intersection on a caution light. Approach a stale green light with your foot poised over the brake to reduce your reaction time should it be necessary to stop. When the traffic light turns green, look both ways for oncoming traffic before proceeding.

9. When waiting to make left turns, keep your wheels facing straight ahead. If rear-ended, you will not be pushed into the lane of oncoming traffic.

10. When stopping behind another vehicle, leave enough space so you can see the rear wheels of the car in front. This allows room to go around the vehicle if necessary, and may prevent you from being pushed into the car in front of you if you are rear-ended.

11. Avoid backing where possible, but when necessary, keep the distance traveled to a minimum and be particularly careful.

12. Check behind your vehicle. Operators of large vehicles should walk around their vehicle before backing and/or have someone guide you.

13. Back to the driver’s side. Do not back around a corner or into an area of no visibility. What to Do in Case of an Accident In an attempt to minimize the results of an accident, the driver must prevent further damages or injuries, obtain all pertinent information, and report it accurately.

1. Call for medical aid if necessary. 2. Secure accident scene. Pull onto shoulder or side of road, redirect traffic, set up road

flares/reflectors, etc. 3. Call the police. All accidents, regardless of severity, must be reported to the police. If

the driver cannot get to phone, he should write a note giving location to a reliable appearing motorist and ask him to notify the police.

4. Record names and addresses of driver, witnesses, and occupants of the other vehicles and any medical personnel who may arrive at the scene.

5. Obtain pertinent information including: license number of other drivers, insurance company names and policy numbers of other vehicles, make, year, model of other vehicles, date and time of accident, overall road and weather conditions.

6. Draw a diagram of the accident scene and note the street names and locations of traffic signs, signals, etc.

7. Do not discuss the accident with anyone at the scene except the police. Do NOT accept any responsibility for the accident. DO NOT argue with anyone.

8. Provide the other party with your name, address, phone number, drivers’ license number, and insurance information.

9. Immediately report the accident to your manager. Provide a copy of the accident record and/or your written description of the accident.

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10. Cooperate fully with any follow-up from claims personnel. TRAFFIC CONTROL

1. When an event requires traffic control, a traffic control expert such as an off-duty police officer should be retained for the event.

2. Any associate or contractor providing traffic control must wear a brightly colored reflective vest.

3. Any associate or contractor providing traffic control after dark must also utilize a flashlight for directional pointing.

4. Utilize DOT approved traffic cones and barricades to develop automatic flow of traffic and to create mobile boundaries when needed.

5. When standing in an active roadway directing traffic, make eye contact with drivers to be sure you are seen.

6. Never assume a driver sees you – you must be constantly vigilant and prepared to move out of the way.

OFFICE ASSOCIATES General Rules 1. Do not stand on furniture to reach high places. 2. Do not kick objects out of your pathway; pick them up or push them out of the way. 3. Do not jump from ladders or step stools. 4. Do not block your view by carrying large or bulky items; use the dolly or hand truck or get

assistance from a fellow associate. 5. Do not throw matches, cigarettes or other smoking materials into trash baskets. 6. Do not tilt the chair you are sitting in. Keep all chair legs on the floor. 7. Use a ladder or step stool to retrieve or store items that are located above your head. Files 1. Open only one file cabinet drawer at a time. Close the filing cabinet drawer you are working

in before opening another filing drawer in the same cabinet. 2. Put heavy files in the bottom drawers of file cabinets. 3. Use the handle when closing drawers and files. Sharp Objects 1. Store sharp objects, such as pens, pencils, letter openers or scissors in drawers or with the

tips pointing down in a container. 2. Carry pencils, scissors, and other sharp objects with the tips pointing down. Paper Cutter/Shredder

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1. Position hands and fingers on the handle of the paper cutter before pressing down on the blade.

2. Keep the paper cutter handle in the closed or locked position when it is not being used. 3. Do not use paper-cutting devices if the finger guard is missing. 4. Do not place your fingers in or near the feed of a paper shredder. Staplers 1. Point the ejector slot away from yourself and bystanders when refilling staplers. 2. Keep fingers away from the ejector slot when loading or testing stapling devices. 3. Use a staple remover, not your fingers, for removing staples. Electrical 1. Do not use frayed, cut, or cracked electrical cords. 2. Do not connect multiple electrical cords into a single outlet. 3. Do not use extension or power cords that have the ground prong removed or broken off. 4. Use a cord cover when running electrical cords across aisles, between desks or across

entrances or exits. 5. Turn the power switch to "Off" and unplug office machines before adjusting, lubricating

or cleaning them. Fans 1. Do not use fans that have excessive vibration or missing guards. 2. Do not place floor type fans in walkways, aisles, or doorways. Stairs 1. Use the handrails when ascending or descending stairs or ramps. 2. Do not run on stairs or take more than one-step at a time. Phone Use 1. Sit up straight in your chair. 2. Keep your feet on floor. 3. If you use a traditional handset, do not hold the receiver by bending your neck to trap the

receiver between your head and shoulder. Hold the receiver with your hand. 4. Use your headset for extended phone use. 5. For additional lower back support, place a pillow or bundled clothing in the chair at the

small of your back.

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HAZARD IDENTIFICATION AND ASSESSMENT

To assist in the identification and correction of hazards, Cape Leisure has developed the following procedures. These procedures are representative only and are not exhaustive of all the measures and methods that will be implemented to guard against injury from recognized and potential hazards in the workplace. As new hazards are identified or improved work procedures developed, they will be promptly incorporated into our Safety Manual. The following methods will be utilized to identify hazards in the workplace:

• Loss analysis of accident trends • Accident investigation • Associate observation • Associate suggestions • Regulatory requirements for our industry • Outside agencies such as the fire department and insurance carriers • Periodic safety inspections

Loss Analysis Periodic loss analyses will be conducted by the safety program administrator. These will help identify areas of concern and potential job hazards. The results of these analyses will be communicated to management, supervision, and associates through safety meetings and other appropriate means. Accident Investigations All accidents and injuries will be investigated in accordance with the guidelines contained in this program. Accident investigations will focus on all causal factors and corrective action including the identification and correction of hazards that may have contributed to the accident. Associate Observation Managers will be observing associates continually for unsafe actions and taking corrective action as necessary. Associate Suggestions Associates are encouraged to report any hazard they observe to their manager. No associate is to ever be disciplined or discharged for reporting any workplace hazard or unsafe condition. However, associates who do NOT report potential hazards or unsafe conditions that they are aware of will be subject to disciplinary action.

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Regulatory Requirements All industries are subject to government regulations relating to safety. Many of these regulations are specific to our type of business. Copies of pertinent regulations can be obtained from the corporate office. Outside Agencies Several organizations may assist us in identifying hazards in our workplace. These include safety officers from DEP, other contractors, insurance carrier safety and health consultants, private industry consultants, the fire department, and State OSHA Consultants. Periodic Safety Inspections Periodic safety inspections ensure that physical and mechanical hazards are under control and identify situations that may become potentially hazardous. Inspections shall include a review of the work habits of associates in all work areas. These inspections will be conducted by the Manager or another designated individual. Periodic safety inspections will be conducted:

• When new substances, process, procedures or equipment are used. • When new or previously unrecognized hazards are identified. • Periodically by the Manager. • Periodically by corporate office personnel.

These inspections will focus on both unsafe associate actions as well as unsafe conditions. The following is a partial list of items to be checked.

• The proper use, condition, maintenance and grounding of all electrically operated equipment.

• The proper use, condition, and maintenance of safeguards for all power-driven equipment.

• Compliance with the Code of Safe Practices. • Housekeeping and personal protective equipment. • Hazardous materials. • Proper material storage.

Any and all hazards identified will be corrected as soon as practical in accordance with the company hazard correction policy. If imminent or life threatening hazards are identified, which cannot be immediately corrected, all associates must be removed from the area, except those with special training required to correct the hazard, who will be provided necessary safeguards.

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Documentation of Inspections Safety inspections will be documented to include the following: • Date on which the inspection was performed. • The name and title of person who performed the inspection. • Any hazardous conditions noted or discovered and the steps or procedures taken to correct

them. • Signature of the person who performed the inspection. One copy of the completed form should be sent to the office. All reports shall be kept on file for a minimum of two (2) years. (Please see Facility Inspection Checklist, Appendix G)

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HAZARD PREVENTION, CORRECTION, AND CONTROL The following procedures will be used to evaluate, prioritize and correct identified safety hazards. Hazards will be corrected in order of priority: the most serious hazards will be corrected first. Hazard Evaluation Factors that will be considered when evaluating hazards include:

• Potential severity - The potential for serious injury, illness or fatality • Likelihood of exposure - The probability of the associate coming into contact with the

hazard • Frequency of exposure - How often associates come into contact with the hazard • Number of associates exposed • Possible corrective actions - What can be done to minimize or eliminate the hazard • Time necessary to correct - The time necessary to minimize or eliminate the hazard

Techniques for Correcting Hazards 1. Engineering Controls: Could include machine guarding, ventilation, noise reduction at the

source, and provision of material handling equipment. These are the first and preferred methods of control.

2. Administrative Controls: The next most desirable method would include the provision of alternate operating procedures to mitigate the hazard, or the rotation of associates to limit exposure time.

3. Personal Protective Equipment: Includes back support belts, hearing protection, respirators and safety glasses. These are often the least effective controls for hazards and should be relied upon only when other controls are impractical.

Documentation of Corrective Action All corrective action taken to mitigate hazards should be documented. Depending on the circumstances, one of the following forms should be used:

• Safety Committee Meeting Notes • Memo or letter • Safety Inspection Form

All hazards noted on safety inspections will be rechecked on each subsequent inspection and notations made as to their status.

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HAZARD COMMUNICATION PROGRAM

Introduction It is company policy that the first consideration of work shall be the protection of the safety and health of all associates. We have developed this Hazard Communication Program to ensure that all associates receive adequate information about the possible hazards that may result from the various materials used in our operations. This Hazard Communication Program will be monitored by the Manager who will be responsible for ensuring that all facets of the program are carried out, and that the program is effective. Our program consists of the following elements: 1. Hazardous material inventory. 2. Collection and maintenance of Material Safety Data Sheets. 3. Container labeling. 4. Associate training. The following items are not required to be included in the program and are therefore omitted:

• Foods, drugs, cosmetics or tobacco. • Untreated wood products. • Hazardous waste. • Consumer products packaged for sale to and use by the general public, provided that

our exposure is not significantly greater than typical consumer exposure. Hazardous Material Inventory The Safety Program Administrator maintains a list of all hazardous materials used in our operations. This list contains the name of the product, the type of product (solvent, adhesive etc.) and the name and address of the manufacturer. Material Safety Data Sheets (MSDS) Copies of MSDS for all hazardous substances to which our associates may be exposed will be kept in a binder at the main office. These MSDS are available to all associates, at all times, upon request. Copies of the most commonly used products will also be kept by the Manager at the work site. Container Labeling No container of hazardous substances will be used unless the container is correctly labeled and the label is legible.

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All chemicals in cans, bags, drums, pails, etc., will be checked by the receiving department to ensure the manufacturer's label is intact, is legible, and has not been damaged in any manner during shipment. Any containers found to have damaged labels will be held until a new label has been installed. New labels will be obtained from the manufacturer. The label must contain: • The chemical name of the contents. • The appropriate hazard warnings. • The name and address of the manufacturer.

All secondary containers will be labeled as to their contents with a reference to the original label. Associate Information and Training All associates will be provided information and training on the following items through the company safety training program and prior to starting work with hazardous substances: 1. An overview of the requirements of the Hazard Communication Standard, including their

rights under this regulation. 2. Information regarding the use of hazardous substances in their specific work areas. 3. The location and availability of the written hazard communication program. The program

will be available from the General Manager and Safety Program Administrator. 4. The physical and health hazards of the hazardous substances in use. 5. Methods and observation techniques used to determine the presence or release of

hazardous substances in the work area. 6. The controls, work practices and personal protective equipment available for protection

against possible exposure. 7. Emergency and first aid procedures to follow if associates are exposed to hazardous

substances. 8. How to read labels and material safety data sheets to obtain the appropriate hazard

information.

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ACCIDENT INVESTIGATION

The Manager or other designated individual will investigate all on-site accidents (involving both associates and guests) in a timely manner. This includes minor incidents and "near accidents", as well as serious injuries. An accident is defined as any unexpected occurrence that results in injury to personnel, damage to equipment, facilities, or material, or interruption of normal operations. All investigation will be recorded on a Guest Accident Report Form, Appendix B or an Employee Accident Report Form, Exhibit C. Responsibility for Accident Investigation Immediately upon being notified of an accident, the Manager or other designated company representative, dependant on the severity of the injury and staff availability, shall conduct an investigation. The purpose of the investigation is to determine the cause of the accident and corrective action to prevent future reoccurrence; not to fix blame or find fault. An unbiased approach is necessary in order to obtain objective findings. The Purpose of Accident Investigations:

• To prevent or decrease the likelihood of similar accidents. • To identify and correct unsafe work practices and physical hazards. Accidents are often

caused by a combination of these two factors. • To identify training needs. This makes training more effective by focusing on factors

that are most likely to cause accidents.

What Types of Incidents Do We Investigate? • Fatalities • Serious injuries • Minor injuries • Property damage • Near misses

Procedures for Investigation of Accidents Immediately upon being notified of an accident the Manager, or other designated individual will: 1. Visit the accident scene, as soon as possible, while facts and evidence are still fresh and

before witnesses forget important details and to make sure hazardous conditions to which other associates or customers could be exposed are corrected or have been removed;

2. Provide for needed first aid or call 911 emergency for the injured associate(s). 3. If possible, interview the injured worker at the scene of the accident and verbally "walk" him

or her through a re-enactment. All interviews should be conducted as privately as possible.

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Interview all witnesses individually and talk with anyone who has knowledge of the accident, even if they did not actually witness it. When possible, ask employee to handwrite his/her own account using the second page of the Employee Accident Report Form (Please see Appendix B)

4. Report the accident as soon as possible to the corporate office. Accidents will be reported by

the office to the insurance carrier within 24 hours. All serious accidents will be reported to the carrier as soon as possible.

5. If the accident resulted in injury requiring medical attention or damage to Park facilities, report the accident to the Park Manager.

6. Consider taking signed statements in cases where facts are unclear or there is an element of

controversy. 7. Thoroughly investigate the accident to identify all accident causes and contributing factors.

Document details graphically. Use sketches, diagrams and photos as needed. Take measurements when appropriate.

8. All accidents involving death, disfigurement, amputation, loss of consciousness or

hospitalization for more than 24 hours must be reported to Federal or State (if applicable) OSHA immediately.

9. Focus on causes and hazards. Develop an analysis of what happened, how it happened, and

how it could have been prevented. Determine what caused the accident itself, not just the injury.

10. Every investigation must also include an action plan. How can such accidents be prevented in

the future? 11. In the event a third party or defective product contributed to the accident, save any evidence

as it could be critical to the recovery of claim costs. Accurate & Prompt Investigations

• Ensures information is available • Causes can be quickly corrected • Helps identify all contributing factors • Reflects management concern • Reduces chance of recurrence

Investigation Tips

• Avoid placing blame • Document with photos and diagrams, if needed • Be objective, get the facts

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• Reconstruct the event • Use open-ended questions

Questions to Ask When investigating accidents, open-ended questions such as who?, what?, when?, where?, why?, and how? will provide more information than closed-ended questions such as "Were you wearing gloves?" Examples include:

• How did it happen? • Why did it happen? • How could it have been prevented? • Who was involved? • Who witnessed the incident? • Where were the witnesses at the time of the incident? • What was the injured worker doing? • What was the associate working on? • When did it happen? • When was the accident reported? • Where did it happen? • Why was the associate assigned to do the job?

The single, most important question that must be answered as the result of any investigation is:

"What do you recommend be done (or have you done) to prevent this type of incident from recurring?"

Once the Accident Investigation is Completed • Take or recommend corrective action • Document corrective action • Management and the Safety Program Administrator will review the results of all

investigations • Consider safety program modifications

Information obtained through accident investigations can be used to update and improve our current program.

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FIRE PREVENTION The following procedures will be used to prevent fires at Weeki Wachee Springs State Park operations: 1. All accumulated combustible trash and debris will be removed as soon as practical. 2. Flammable liquids will only be stored and dispensed from UL approved safety containers

designed for that purpose. 3. All rags soaked with flammable or combustible liquids will be properly stored in closed

metal containers. 4. Smoking or open lights are prohibited within 50 feet of flammable liquid or gas storage and

dispensing areas. 5. Suitable fire control devices, such as portable fire extinguishers, shall be available at

locations where flammable or combustible liquids are stored 6. A fire extinguisher, rated not less than 10B, shall be provided within 50 feet of wherever

more than 5 gallons of flammable or combustible liquids or 5 pounds of flammable gas are being used on the job site. This requirement does not apply to the integral fuel tanks of motor vehicles.

7. Cape Leisure’s current propane provider is Suburban Propane and should be consulted on any safety concerns regarding propane usage and storage.

Suburban Propane 775 Belleair Road Clearwater, FL 33756 (727) 584-1127

8. Flammable solvents will not be used for cleaning purposes. 9. A fire extinguisher, rated not less than 2A, shall be provided for each 3,000 square feet of the

floor area, or fraction thereof. Where the floor area is less than 3,000 square feet, at least one extinguisher shall be provided.

10. Travel distance from any point of the protected area to the nearest fire extinguisher shall not exceed 75 feet.

11. At least one fire extinguisher, rated not less than 2A, shall be provided on each floor. In multi-story buildings, at least one fire extinguisher shall be located adjacent to the stairway at each floor level.

12. Portable fire extinguishers will be inspected monthly by maintenance and inspected annually through the vendor Hernando Fire & Safety Equipment Co., Inc.

Hernando Fire & Safety Equipment Co., Inc. 1109 Ponce De Leon Blvd. Brooksville, FL 34601 (800) 330-6230

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13. The ANSUL fire equipment for the Weeki Wachee kitchen exhaust hoods is inspected

monthly by maintenance and inspected annually by Fire Master.

Hernando Fire & Safety Equipment Co., Inc. 1109 Ponce De Leon Blvd. Brooksville, FL 34601 (800) 330-6230

14. Weeki Wachee’s kitchen exhaust hoods are professionally cleaned and inspected by G & S

Cleaning Service every six months or more often if required.

G & S Cleaning Service 2324 W MARQUETTE AVE Tampa, FL 33604-3836 (813) 458-4223

15. The kitchen exhaust hood filters will be either cleaned by in house staff monthly or by an outside vendor service such as A&E Grease Filter Service.

A&E Grease Filter Service PO Box 1627 Summerfield, FL 34492 (352) 454-4200

16. Additional information and resources can be obtained through the local fire department having jurisdiction.

Spring Hill Fire Rescue 3445 Bob Hartung Ct. Spring Hill, FL 34606 Tel: 352.754.5800 Fax: 352.688.5034 Fire Inspectors Tel: 352.754.5825 Fax: 352.688.5075

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TRAINING AND INSTRUCTION Every new associate will be given instruction by their Manager in the general safety requirements of their job. A copy of our Code of Safe Practices shall also be provided to each associate. Managers and associates will be trained at least twice per year on various accident prevention topics. Training provides the following benefits:

• Makes associates aware of job hazards • Teaches associates to perform jobs safely • Promotes two way communication • Encourages safety suggestions • Creates interest in the safety program • Fulfills Federal and State OSHA and other regulatory requirements

Training topics will include, but not be limited to:

• Associate’s safety responsibility • General safety rules • First aid/accident reporting • Traffic control/safe driving • Use of hazardous materials/MSDS • Emergency preparedness procedures • Safe lifting and material handling practices • Security (Strategies for dealing with confrontational guests and maintaining personal

safety while safeguarding company assets) • Fire prevention, reporting and evacuation • Blood borne pathogens

Documentation of Training All training will be documented on one of the following three forms. New Associate Safety Orientation Associate Safety Contact Form Safety Meeting Report

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The following training method should be used. Actual demonstrations of the proper way to perform a task are very helpful in most cases.

• Tell them how to do the job safely • Show them how to do the job safely • Have them tell you how to do the job safely • Have them show you how to do the job safely

Follow up to ensure they are still performing the job safely

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Food Safety & Alcohol Awareness Food Safety Cape Leisure requires its Weeki Wachee Springs General Manager and Food Operations Supervisor to maintain Servsafe Florida Food Managers Safety Certification or equivalent and all other employees to maintain a current ServSafe Florida Food Handlers Certification or equivalent. Cape Leisure will provide third party certification training and testing to all its employees at Cape Leisure’s expense. Training topics will include:

• Hazards and Sources of Contamination (physical, chemical and biological food hazards) • Employee Health and Personal Hygiene (How employee health can affect food safety,

proper hand washing techniques, gloves, clothing, hair restraints and jewelry) • Safe Food Handling (Receiving & storage, “first in first out”, minimum cooking

temperatures, thermometer use and calibration, holding temperatures, cooling foods, thawing foods, and cross contamination)

• Equipment (Cleaning, sanitizing, chemical usage and safety, types of refrigeration and cooking equipment, ware washing, and storage of clean utensils and equipment.)

• Facilities (Facility layouts, hand washing stations, chemicals and storage, waste management practices, pests, potable and non-potable water and imminent health hazards)

• Hazard Analysis and Critical Control Points (HACCP) (Conducting hazard analysis, identifying critical control points, establishing critical limits, monitoring critical control points, corrective action and record keeping)

These same best practices form the core of Cape Leisure’s food safety program at Weeki Wachee Springs State Park, including the basic principles of HACCP. Upon award, Cape Leisure’s President and Director of Food and Beverage, together with its Weeki Wachee General Manager, will optimize the kitchen, storage and menu preparation procedures to best implement all food safety practices, training staff accordingly. The same team will conduct periodic unannounced food safety inspections to be certain standards are being maintained. If violations are detected during these or official government food safety inspections, they immediately will be remedied and corrective action applied to help ensure the violation is not repeated. Alcohol Awareness With the proposed 2COP alcohol licenses, alcohol awareness training is critical. Cape Leisure will require all employees working at the Restaurant and during banquets, including the General Manager and Food Operations Supervisor, to receive third-party alcohol awareness training such as the TIPS (Training for Intervention ProcedureS) alcohol training and certification. TIPS is a

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skills-based training program designed to prevent intoxication, giving staff the knowledge and confidence they need to recognize potential alcohol-related problems and intervene to prevent alcohol-related tragedies.

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EMERGENCY PREPAREDNESS PLAN

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INTRODUCTION Emergencies and disasters can happen at any moment - and, they usually occur without warning. When an emergency strikes, our immediate safety and prompt recovery will depend on the existing levels of manager and staff’s preparedness. Each Cape Leisure staff member at the Weeki Wachee Springs State Park has an important role to play in maintaining our emergency preparedness and safety. We are an interdependent organization. The goal of this Emergency Preparedness plan is to outline how we will:

• Protect the safety of our guests and staff • Safeguard vital records and resources • Communicate and coordinate our emergency response and recovery procedures

These guidelines will our team identify their key emergency roles and responsibilities, plan ahead for safe building evacuations, storm preparation and other emergencies, conduct effective emergency communications, and develop strategies for resuming normal functions after emergency conditions subside. The Emergency Plan must be known and understood before an emergency occurs. Department heads should take immediate steps to:

• Share this important safety information with all managers and staff annually • Train all new personnel as they join the department • Keep multiple copies of the Plan in an accessible location. • Keep a copy of the Plan at home (General Manager) • Provide input to the General Manager to be certain the plan is kept up to date

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EMERGENCY COMMUNICATIONS It is critical that pertinent emergency responders (911) and senior management are notified as soon as possible when emergencies strike or conditions in an ongoing emergency (such as a hurricane or power outage) change. In an emergency: First Responder Responsibilities: If the situation is life threatening, or in the event of a fire, your first call should be 911. After reporting a life threatening emergency to 911, or immediately if an emergency is not life threatening, notify the general manger. The general manager will notify the corporate office and State Park management as needed. In the event the general manager is not available, notify Dan LeBlanc at 321-412-6834. General Manager Responsibilities: If you are called with emergency, or discover an emergency:

• Get the details of the emergency: location, time, extent of injuries if any • If the emergency involves a life threatening injury or fire, ask whether 911 has been

called. If not, call 911 immediately. • If the emergency involves serious injury requiring medical treatment, or significant

property loss, notify Dan LeBlanc and State Park management. Calling 911 When making a call to 911:

a. Take a few deep breaths to calm yourself. Obviously, when you are making a call to emergency services, you are in an emergency, and have a lot of adrenaline flowing through your veins. However, this will impede your speech and may cause you to start talking too fast, too slow, begin stuttering, etc.

b. Call 911. Pick up the receiver. Press 9. Press 1. Press 1 again. Hit the "Call" button (if

there is one). Be aware that, sometimes, it takes time for the phone to route to the correct answering point; you must be patient! Do NOT hang up if you do not connect immediately!!

Emergency Communications

Summary

If the situation is life threatening, call 911, or find someone that can call for you.

After calling 911, notify the general manager. If the emergency is not life threatening, notify the general manager first.

If your supervisor cannot be reached, notify Dan LeBlanc at 321-412-6834.

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c. Remain Calm. This is easier said than done. Measure and pace you’re breathing to

slow down your heart rate, and begin to plan what you will say to the dispatcher (see below). Remember: Panic is the enemy, in this race against time. Know what you will be asked. Make sure that you are aware of each of the following:

• Where is the emergency? The emergency is not always located where

you are calling from. Know the address of the emergency.

Weeki Wachee Springs State Park 6131 Commercial Way Spring Hill, FL 34606 (352) 592-5656

• Nature of the emergency: Do you require assistance from law

enforcement, medical professionals, and/or fire fighters? In certain areas, the dispatcher or a computer will tell you to dial certain numbers to help them know which department to connect you with and whom you should talk to.

• A detailed, yet concise, description: What happened? How many

details do you know? What should have the most importance? In general, the most important thing is why you need assistance (a guest is having an apparent heart attack, for example).

• The phone number of your phone. The dispatcher will need

instructions on how to get to where you are, and may need to call back for more information. Know the phone number of your phone.

d. Listen to the dispatcher. Follow orders. The better and faster you follow orders, the

higher everyone's rate of survival will be. Even in a non-lethal situation (broken bones, etc.) this is of vital importance. Have strict, unwavering faith in the dispatcher. And remember that even if the dispatcher is still asking questions or giving instructions, help is on the way.

e. Do not hang up until instructed to. Anything can happen, and the emergency

services need to know your situation at all times. Note: If you do remain on the line, try to find someone else to notify your supervisor of the emergency.

Telephone Locations

• See Attachment A, Organization Phone List • Your cell phone

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Radios

• Cape Leisure operates limited number of hand held radios for internal communication, including emergencies. Proper radio etiquette will be followed.

Non-Emergency Contact Information:

Spring Hill Fire Rescue 3445 Bob Hartung Ct. Spring Hill, FL 34606 Tel: (352).754.5800 Fax: (352) 688-5034 Fire Inspectors Tel: (352) 754.5825 Fax: (352) 688.5075 Hernando County Sheriff’s Office 18900 Cortez Boulevard Brooksville, FL 34601 Tel: (352) 754-6830 Fax: (352) 796-0493

On Duty Point of Contact Overview The Manager/Supervisor on Duty (MOD) will each play a pivotal role in emergency communication as well as normal guest operations. The XXXXX will be the primary hub of communication during operations. The primary forms of communications that will be monitored are: wired phone, cellular phone and radio.

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EMPLOYEE & GUEST ACCIDENTS Incident Reports Samples of incident reports for guest accidents, employee accidents and non-injury-related incidents may be found in Appendix B, C & D. Non-injury related incidents include those with property damage or loss exceeding $100 value, disruptive guests, fire alarms, and bomb threats, in summary an incident which required or may require emergency or police services. An incident report should be completed by a manager or supervisor as soon as practical after an accident or property damage occurs. The manager should interview staff and guests that may have seen the incident occur or were on the scene soon after the incident to ensure an accurate report. In all cases, incident reports should be completed and submitted to the general manager on the same day the incident occurred. Note: Incident reports should NOT be shared with guests. Employee and Guest Accidents & Illnesses If you are on the scene of the accident: If the injury or illness is life threatening, call 911 and notify the general manager. You may have to leave the emergency scene in order to do so, or you can ask someone else to this for you. Calling for help is the single most important thing you must do. If you do leave the scene to report the accident, follow your supervisor’s instructions for further action. Be sure the area is no longer dangerous and that no further injury can occur. Never put yourself in harm’s way. If the area is still dangerous, keep back and keep other associates and guests back. If the area is safe, do what you can to keep the accident victim calm and comfortable while waiting for help to arrive. Do not attempt to move the victim. However, if the injury is not serious, and the victim can and wishes to move on his/her own, this is permissible. If the nature of the emergency requires and you are qualified to perform life-saving first aid, CPR or utilize an available AED, you may do so. Take mental note of all of the circumstances surrounding the incident, including the nature and apparent severity of the accident, time of day, conditions at the accident scene, and anything said

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by the victim or others at the scene or that you note about how the accident may have happened. When help arrives, follow their instructions. If you are not at the scene and an accident is reported to you: Ask questions. What happened and where? What’s the nature of the injury? Is the injury life threatening? Who has been notified? If the injury is life threatening, immediately call 911, and then your supervisor. If the injury is not life threatening, call you supervisor and follow his/her direction. If you are asked to go to the scene of the accident, follow the protocols above. Handling guests that refuse medical treatment: Sometimes a guest may decline assistance with an injury or illness. Under some circumstances, such as minor injuries, this may be acceptable, particularly if the guest has travel companions who agree. The guest should be offered directions to Area Emergency Care Centers (Appendix E) Under other circumstances, the guest may be declining emergency assistance out of embarrassment, or perhaps he/she is in shock or in denial as to the seriousness of the illness/injury. If you believe the victim could be in a life threatening condition, call 911 and activate the guest incident protocols described previously, regardless of the guest’s wishes. Don’t attempt to physically restrain the guests, but stay with them until help arrives. Note: In all cases, a guest injury/illness report must be completed. (Appendix B)

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DISRUPTIVE GUESTS/EMPLOYEES/VENDORS The quality of experience we provide our guests is dependent in part by the proper behavior of all of our guests, as well as that of our associates and business visitors. Behaviors such as loud or obscene speech, roughhousing, or smoking in a non-smoking area can definitely have a negative effect on our guests’ State Park experience. Sometimes unwanted behaviors can even threaten the well being of our guests and staff. Following are procedures to follow if you witness disruptive guests/employee/vendor behavior. Nuisance Nuisance incidents such as roughhousing or loud obscenities should be reported to a supervisor or a Park Ranger, dependent on the location. If the offending party is a guest, the supervisor or Ranger will politely ask the guest(s) (or their parents/chaperones in the case of minors) to stop the disruptive behavior. Supervisors have the authority to ask a disruptive guest to leave the concession property if the behavior is not stopped, and if necessary in extreme cases, to request Park Ranger and/or police assistance. Incidents Involving the Threat of, or Actual Physical Harm Most commonly, disruptive behavior involving the threat of, or actual physical harm is the result of a domestic dispute, though it may take many other forms. If you witness such an incident, notify you Supervisor or a Park Ranger immediately. If the situation appears life threatening, call 911 first. Stay out of harm’s way. If you are the subject of such a threat, attempt to physically remove yourself from the situation and get help. Enlist the help of other employees or even guests if necessary. If the offending party is a guest, the supervisor will politely ask the guest(s) (or their parents/chaperones in the case of minors) to stop the disruptive behavior. Supervisors have the authority to ask a disruptive guest to leave the concession property if the behavior is not stopped and if necessary, to request Park Ranger and/or police assistance. Police and medical assistance must be sought in all cases where physical harm has occurred. Note: An Incident Report must be completed for incidents involving the threat of, or actual physical harm. (Appendix D)

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FIRE & FIRE ALARMS Overview Weeki Wachee Springs State Park’s is equipped with XXXXXX fire systems. If fire or smoke is detected, either by a smoke detector or by sight, call 911 immediately. Evacuating the Buildings Staff should be prepared to assist guests with evacuating the building. However, never enter a space with excessive smoke, flames or heat. Clear all areas of the building of guests and staff if safe to do so. Do not enter areas with smoke, heat or flame. Report such conditions immediately to the senior on-site manager. Marshalling The lead cashier or Supervisor will attempt to account for all visitors. Any missing guests or staff should be reported to the emergency response personnel upon their arrival. All staff and guests, as they evacuate, should move at least 100 feet back from the building. In the front of the building, keep the driveways clear for emergency vehicles.

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TORNADO/LIGHTENING/HIGH WIND Overview The General Manager will stay current with forecast weather, utilizing local television and online forecasts. If severe weather is expected, it is the General Manager’s responsibility to check local radar periodically. Web sites such a www.justweather.com and www.weatherbug.com offer these services. In Advance of Storm The General Manager will call the Park Manager to discuss any operational changes that may need to be made. Relocate mobile carts into a secure storage area. Secure rental equipment (Procedures TBD) Turn off propane gas if situation warrants such precaution. During the Storm Allow guests inside the sheltered areas that Cape Leisure controls as capacities allow. Encourage others to seek shelter in their cars. For Tornados and situations of high winds, stay away from windows and large glass areas that could become potential flying debris if broken. Choose areas towards the center of the building when possible that has the most solid walls protecting it. Walls made of concrete offer the best protection. Post Storm General Manager will communicate with Park Manager. Once on site, management will check and make sure that all areas are clear and safe for the return of staff and visitors. Photos should be taken of any damage or loss. Such finding should be documented in an incident report and immediately communicated with Cape Leisure’s President. Additional staff will be called in to assist with cleanup if needed.

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http://www.justweather.com/�

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HURRICANE Prior to the start of each hurricane season, Cape Leisure’s general manager will review the hurricane plan with staff and check contents of the hurricane kit. Hurricane kit includes:

• Trash bags (for bagging electronics) • Flashlights and extra batteries (for post hurricane facility check should power be lost) • Emergency contact list including phone numbers for Park Hurricane Plan Coordinator.

One Week Prior to Hurricane When any hurricane potentially threatens Weeki Wachee Springs State Park within a five-day weather map “cone” projection, the general manager will:

• Check hurricane kit. • In event of a severe storm with likely evacuation orders, update emergency contact list

with locations/contact numbers for locations key staff plan to evacuate to. • Identify and inform staff to be called in should further hurricane preparedness be

required. Counsel this staff to be sure to take care of their home hurricane preparedness needs in advance.

• Communicate action with Park Hurricane Plan Coordinator. • For Category 3 hurricanes or higher, place a tentative reservation on a rental box truck. • Keep new food orders to a minimum in order to reduce cold/frozen food inventory.

48 Hour Warning

• General Manager calls in required staff. • Move product at least 48 inches off the floor, higher if possible. (Dependent on strength

of storm, product may be moved to a inland site) • Bag office electronics to protect from water damage. Manager will remove these to a

secure mainland location. • For Category 3 storms and higher, key portions of inventory, dry food goods, office

records and electronics may be packed into rental box truck and moved to secure inland location.

• For Category 3 storms or higher, check event and watercraft rental reservation list and make telephone calls to incoming guests to cancel reservations.

• Check around the outside of buildings to be sure no loose property remains. • Relocate mobile carts inside wherever possible. • Ensure that all buildings are closed and secured wherever possible. • Lock down dumpster lids. • Close or install any applicable hurricane shutters for all buildings.

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• Inform Park Hurricane Plan Coordinator that all actions have been completed. • For Category 4 and higher storms, place sandbags if available outside off the entrance

doors and for the walk in cooler/freezer to prevent water intrusion. • Evaluate what or if any product in the walk in cooler/freezer should be relocated • Shut off propane gas. • Park closes and is evacuated.

Post Hurricane General Manager will communicate with Park Hurricane Plan Coordinator and receive permission/all clear before attempting to return to Weeki Wachee Springs State Park. Once on site, management will check and make sure that all areas are clear and safe for the return of staff. Photos should be taken of any damage or loss. Such findings should be documented in an incident report and immediately communicated with Cape Leisure’s President. Staff will be called in to assist with cleanup and appropriate reversals of 48 Hour Warning actions.

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FLOOD When any flood potentially threatens Weeki Wachee Springs State Park within a five-day projection, the general manager will:

• Check hurricane kit. • In event of a severe flood with likely evacuation orders, update emergency contact list

with locations/contact numbers for locations key staff plan to evacuate to. • Identify and inform staff to be called in should further flood preparedness be required.

Counsel this staff to be sure to take care of their home flood preparedness needs in advance.

• Communicate action with the Park Manager and the corporate office. • For a potential severe flood, place a tentative reservation on a rental box truck. • Keep new food orders to a minimum in order to reduce cold/frozen food inventory.

Flood Warning

• General Manager calls in required staff. • Move product at least 48 inches off the floor, higher if possible. (Dependent on

anticipated size of the flood, product may be moved to a inland site/higher ground) • Bag office electronics to protect from water damage. Manager will remove these to a

secure mainland location. • For severe flood threats all inventory, dry food goods, office records and electronics are

packed into rental box truck and moved to secure inland location. • Check around the outside of buildings to be sure no loose property remains. • Relocate mobile carts inside where available. • Ensure that all buildings are closed and secured wherever possible. • Lock down dumpster lids. • Inform Park Manager that all actions have been completed and discuss the need to

sandbag the perimeter or entryways of primary buildings including the walk in cooler and freezer.

• Evaluate what or if any product in the walk in cooler/freezer should be relocated • Shut off propane gas. • Park closes and is evacuated.

Post Flood General Manager will communicate with Park Manager and receive permission/all clear before attempting to return to Weeki Wachee Springs State Park. Once on site, management will check and make sure that all areas are clear and safe for the return of staff. Photos should be taken of any damage or loss. Such finding should be documented in an incident report and immediately communicated with Cape Leisure’s President. Staff will be called in to assist with cleanup and appropriate reversals of Flood Warning actions.

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THREATENING CALLS AND NOTES Threatening calls and notes may come in the mail, by phone or by email. While most threats prove either not to be serious in intent or are misguided pranks, they should all be treated as actual threats (Note: If threats are made in person, protocols established in Disruptive Guests/Employees/Vendors should be followed.) By Telephone: If you receive the call, stay calm. Listen attentively and take notes. Listen for background noises or music, accents, voice and word choice clues that might indicate the caller’s age and sex, and tone of voice such as whether they are excited, drunk or on drugs, etc. Ask questions. For example, if it is a bomb threat, ask where the bomb is located, when it was placed and when it will go off. Keep the caller on the line as long as possible to gather as much information as possible, but do not argue. For bomb threats and any threatening or harassing calls use the FBI Bomb Threat Checklist, see Appendix J to document the call prior as it occurs. Keep a copy available near house phones with company phone lists etc. When the call ends, immediately notify your supervisor. If your supervisor is not immediately available, call 911 and report the threat. Immediately afterwards, follow-up with your manager/supervisor and the Park Manager or Park Ranger. Management/supervisor discretion on immediate evacuation.

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POWER OUTAGE In the event of a power outage, notify the general manager, who will in turn notify Progress Energy. Transactions may be conducted manually, using back-up calculator and pad. Record item PLUs, prices and tax collected for each item sold. When power returns, these transactions will be entered into the point of sale system. Minimize time refrigerator and freezer doors are open. In an extended power outage, water and refrigeration temperatures may no longer meet health code standards. Before this point is reached, the Grill should be closed. All food spoiled due to loss of temperature control will and logged on an inventory sheet, which will be faxed to the corporate office to report the loss. Subsequently, all spoiled food will then be discarded.

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MISSING WATERCRAFT Cape Leisure will staff the Canoe and Kayak rental facility until every vessel and its occupants have returned to the facility. In addition, a Cape Leisure manager or their representative is available for contact 365 days a year, seven days a week, 24 hours a day, should an emergency present itself. Contact numbers may be found in the Emergency Contact List, Appendix H. Cape Leisure’s staff provides safety instruction, including information on expected weather, to all guests prior to their departure. The instruction also includes setting safety boundaries – primarily to stay within the Weeki Wachee River and to pull out at Rogers Park unless other arrangements are made. None-the-less, it possible that a mishap could occur in which the guest is having difficulty on the river. If a watercraft is more than 60 minutes late in returning, staff will first conduct a visual inspection of the river. If the missing watercraft is not within sight, staff will notify the Park Manager, providing pertinent information such as time of departure, the expected time of arrival at Rogers Park, type and description of the watercraft, number of people and an estimate of the guest’s skill level. Cape Leisure will station a staff member at Rogers Park to watch for the missing vessel and to query other paddlers as they arrive. A second staff member will remain at the Weeki Wachee Springs State Park location and function as a central clearing house for information. At the same time, the members of an informal network of individuals providing watercraft on the river will be called and asked if they’ve heard any news of problems. They too will be provided with the pertinent information as was provided the Park Manager. If necessary a third staff member will launch a search of the river in Cape Leisure’s motor equipped Jon boat from the Rental Facility at Weeki Wachee Springs State Park. When the lost paddlers are found, if there is a non emergency problem, the occupants will be loaded into the Jon Boat and the craft will be towed back to Weeki Wachee Springs State Park, Rogers Park or in the case of an emergency, if possible, directly to shore. Note: In the case of a medical emergency, 911 will be called immediately.

Emergency Action Plan Summary

Missing Rental Water Craft

• Conduct visual search from shore.

• Alert other members of informal network to also conduct visual search.

• Alert Park Manager and keep updated.

• If necessary, launch rescue craft.

• If necessary, request assistance from 911, and in a medical emergency, call 911 immediately.

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The Cape Leisure searcher will be equipped with a cell phone to maintain communication with shore. In addition to conducting a visual search, the searcher will query and alert other boaters of the situation. The search will be continued until the missing craft and its occupants are found. In all cases, Cape Leisure will keep staff on scene until successful resolution. The Park Manager will be kept apprised through the process. Should this search fail, local authorities will be notified. Informal Individuals Network:

• TBD

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Appendix A Organization Phone List

TBD

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Appendix B Guest Accident Report

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GUEST ACCIDENT REPORT – Weeki Wachee Springs State Park

Date & Time of Accident:

Guest Name: Sex:

Guest Address:

Phone # ( ) DOB: Age:

Specific Location of Accident: Accident Description (Include relevant environmental factors such as wet floors, shoes worn by victim,

weather, etc.):

Describe Victim’s Injuries: Describe Actions Taken (First aid, ambulance, etc.): Names and Contact Information of Any Witnesses:

Please submit this form to Cape Leisure Corporate Office Within 4 hours of Accident.

Email: [email protected] Fax: 321-799-0250

Manager Responsible: Date Completed:

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Appendix C Employee Accident Report

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EMPLOYEE ACCIDENT REPORT – Weeki Wachee Springs State Park Date & Time of Accident or Illness: Employee Name: Sex: DOB:

Specific Location of Accident or Illness: Accident Description (Include relevant environmental factors such as wet floors, other employees involved, weather, etc.): Describe Employee’s Injury or Illness: Describe Actions Taken (First aid, ambulance, etc.): Names and Contact Information of Any Witnesses:

Please submit this form to Cape Leisure Corporate Office Within 4 hours of Accident.

Email: [email protected] Fax: 321-799-0250 Manager Responsible: Date Completed:

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EMPLOYEE ACCIDENT REPORT – Weeki Wachee Springs State Park PAGE TWO – EMPLOYEE ACCOUNT

This page to be completed by employee, if possible.

Name:

Date:

Location of Incident: Describe Exactly How the Injury or Illness Occurred: Describe the Resulting Injury or Illness, in Detail:

Signature of Employee Date

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Appendix D

Incident Report

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INCIDENT REPORT – Weeki Wachee Springs State Park Date & Time of Incident: Involved Employee(s) and Guest(s) Name(s): Specific Location of Incident: Incident Description (Include relevant environmental factors such as wet floors, other employees or guests involved, weather, etc.):

Describe Property Damage, if Any, and Approximate Value: Describe Corrective Actions Taken: Names and Contact Information of Any Witnesses:

Please submit this form to Cape Leisure Corporate Office Within 4 hours of Incident.

Email: [email protected] Fax: 321-799-0250 Manager Responsible: Date Completed:

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Appendix E Area Emergency Care Centers

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Area Emergency Care Centers Hospitals: Oak Hill Hospital 11375 Cortez Boulevard Brooksville, FL 34613-5409 (352) 597-6632 Spring Hill Regional Hospital 10461 Quality Drive Spring Hill, FL 34609 (352) 688-8200 Emergency Care Facilities: Care One of Florida 12220 Cortez Boulevard Brooksville, FL 34613-2631 (352) 683-1982 Suncoast Urgent Care 4112 Mariner Blvd Spring Hill, FL 34609 352-684-3288

Note: Please call in advance to confirm hours and get directions

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Appendix F Code of Safe Practices Receipt

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Code of Safe Practices Receipt at Weeki Wachee Springs State Park This is to certify that I have received a copy of the Code of Safe Practices. I have read these instructions, understand them, and will comply with them while working for the company. I understand that failure to abide by these rules may result in disciplinary action and possible termination of my employment with the company. I also understand that I am to report any injury to my Manager immediately and report all safety hazards. I further understand that I have the following rights.

• I am not required to work in any area I feel is not safe. • I am entitled to information on any hazardous material or chemical I am exposed to while

working. • I am entitled to see a copy of the Safety Manual. • I will not be discriminated against for reporting safety concerns.

Print Name

Sign Name Date Copy: Associate File

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Appendix G Safety Committee Meeting Minutes

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Cape Leisure at Weeki Wachee Springs State Park

SAFETY COMMITTEE MEETING MINUTES

Date of Committee Meeting:_________________________Location:___________________ Minutes prepared by: ______________________________Date:_______________________ Review of Safety Inspection and Plan of Correction:

___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Previous Business:

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________

New Business:

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________ Review of Accidents:

___________________________________________________________________________

___________________________________________________________________________

Plan of Correction:

______________________________________________________________________________

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_____________________________________________________________________________________

_____________________________________________________________________________________

________________________________________________________________

Associate Suggestions:

______________________________________________________________________________

_____________________________________________________________________________________

_______________________________________________________________________

Recommended Safety Training:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Additional Comments:

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Safety Committee Meeting Attendance:

1.______________________________ 2.____________________________

3.______________________________ 4.____________________________

5.______________________________ 6.____________________________

7.______________________________ 8.____________________________

100


Appendix H Facility Inspection Checklist

101


Cape Leisure at Weeki Wachee Springs State Park

FACILITY INSPECTION CHECKLIST Date of Inspection: _____________________________ Inspector: _____________________________________

Criteria

Check One Yes No

Comments

GENERAL • Are work and public areas properly illuminated? � � • Is the ventilation system appropriated for the work

performed? � �

• Are restrooms and washrooms kept clean and sanitary? � � • Is potable water provided for drinking and washing? � � • Are outlets for water not suitable for drinking clearly

identified? � �

• Are the work and public areas clean and orderly? � �

• Are floors kept clean and dry or have you taken appropriate measures to make floors slip resistant?

� �

• Are spilled materials or liquids cleaned up immediately?

• Are floors free from protruding nails, splinters, holes, etc.?

� �

• Are aisles and passageways kept clear? � � • Are light fixtures and ceiling in good order? • Are outdoor public areas adjacent to concession buildings

clean and free of obstructions? � �

• Is combustible trash removed from the worksite daily? � � FLOOR AND WALL OPENINGS, STAIRS AND STAIRWAYS

• Are floor openings guarded by covers or guardrails on all sides?

� �

• Are grates or similar type covers over floor openings such as floor drains, designed so that foot traffic or rolling equipment are not affected by grate spacing?

� �

• Are stairway handrails capable of withstanding a load of 200 pounds, applied in any direction?

Criteria

Check One Yes No

Comments

RETAIL SHELVES & STORAGE • Are materials on shelves piled, stacked or racked in a

manner to prevent tipping, falling, collapsing, rolling or spreading?

� �

102


• Are aisles free of obstructions? • Are all electrical boxes, fire alarm pull boxes and fire

extinguishers clear of any stored items? � �

• Are outdoor areas around shed and dumpster clear and free of obstructions?

EXITS AND EXIT DOORS • Are all exits marked with an exit sign and illuminated by a

reliable light source? � �

• Are exit routes clearly marked? � � • Are doors, passageways or stairways that are neither exits

nor access to exits, appropriately marked “NOT AN EXIT” or “STOREROOM” etc.?

� �

• Are all exits kept free of obstructions? � � • Are there sufficient exits to permit prompt escape in case

of emergency? � �

• Do exit doors open in the direction of exit travel? � � • Are exits and exit routes equipped with emergency

lighting? � �

ADDITIONAL REMARKS:

103


Appendix I Emergency Contact List

104


Emergency Contact List

Park Manager – Toby Brewer Cell: TBD General Manager – TBD Cell: TBD Sales & Marketing Coordinator-TBD Cell: TBD Food & Beverage Supervisor– TBD Cell: TBD Retail Supervisor – TBD Cell: TBD President CLC. – Dan LeBlanc Cell: 321-412-68340 ***More to be added as needed and required.

105


Appendix J FBI Bomb Threat Checklist

106


D.4 Menu And Menu Item Costs Please find following Cape Leisure’s proposed restaurant menus and pricing, by outlet. Where possible we have also listed current item pricing. All Cape Leisure prices will meet the requirements of Section 21 of the Concession Agreement, providing for pricing at a level similar to those at similar businesses within the vicinity of Weeki Wachee Springs State Park.

107

Weeki Wachee Proposed Menu Pricing

~

(,,,~ "'":o~ ~~••

<~. ~'{r~ ;(.~.,..~ ~

Mermaid Galley

Fresh Deli Sandwiches

All Deli Sandwiches served with Cheese, Lettuce, Tomato, andPickle SpearTurkey, or Ham

Wrap It! Make Any Sandwich a Wrap. Add $1

Fresh From the GrillServedwith Lettuce, Tomato, and a Pickle Spear

Grilled CheeseHamburgerCheeseburger

Make it a Basket, add fries $2

Chicken SpecialtiesChicken TendersGrilled Chicken SandwichChicken Ranch WrapBasket add $2

Hot DogsAll Beef Hot Dog

Load your Dog with Chili, Cheese or Sauerkraut! Add 50 centseach item, Add $2 for Fries

Corn Dog

Personal PizzaCheesePepperoniSupreme

SidesFries

PretzelsChips

SweetsCookiesMuffinsSticky Buns

4.45

5.45

3.954.754.95

4.504.955.25

2.75

3.25

4.995.495.99

2.50

2.501.50

1.752.502.95

6.95

3.754.20

4.505.25

2.95

3.75

2.65

3.150.80

108


~~"~ "''''':o~ ~~c ••..0$4 "x,~.•.~ ('~

DrinksFountain Soft Drinks (Coke, Diet Coke, Sprite)Small {16 oz)Medium {22 oz}Large {32 oz)

Ice TeaSmall (16oz)Medium {22oz}Large {32 oz}

20 oz Bottled Water20 oz Gatorade12 oz Orange Juice/Apple JuiceHot Coffee or Tea

Pirates Grub

Fresh Deli Sandwiches

All Deli Sandwiches served with Cheese, Lettuce, Tomato, andPickle SpearTurkey, or Ham

Wrap It! Make Any Sandwich a Wrap. Add $1

Fresh From the GrillServed with Lettuce, Tomato, and a Pickle Spear

Grilled CheeseHamburgerCheeseburger

Make it a Basket, add fries $2

Chicken SpecialtiesChicken TendersGrilled Chicken SandwichChicken Ranch WrapBasket add $2

Hot DogsAll Beef Hot Dog

Load your Dog with Chili, Cheese or Sauerkraut! Add 50 centseach item, Add $2 for Fries

Corn Dog

1.75 2.152.00 2.652.50

1.75 1.602.002.50

2.00 2.152.752.001.75

4.45

5.45

3.954.754.95

4.504.955.25

2.75

3.25

6.95

3.754.20

4.505.25

2.95

109


~"~

~ --":o~ ~.,(. •••.0~<t. ~'.<-,..~ </~

Personal PizzaCheesePepperoniSupreme

SidesFriesPretzelsChips

"Warm Up" SpecialsBowl of Hot Homemade ChiliBowl of Hot Homemade Soup

DrinksFountain Soft Drinks (Coke, Diet Coke, Sprite)

Small (16 oz)Medium (22 oz)Large (32 oz)

Ice TeaSmall (16oz)Medium (22oz)Large (32 oz)

20 oz Bottled Water20 oz Gatorade12 oz Orange Juice/Apple JuiceHot Coffee or Tea

Captain's Quarters

Hand Dipped Ice CreamSingle Scoop Waffle Cone or CupDouble Scoop Waffe Cone or Cup

From the BakeryBig Designer BrowniesRegular Designer BrowniesGourmet CookiesMuffinsCoffee CakeArtisan Scones

4.995.495.99

2.502.501.50

3.753.75

1.752.002.50

1.752.002.50

2.002.752.001.752.00

3.004.00

3.002.001.502.502.002.00

3.75

2.653.150.80

2.152.65

1.60

2.15

2.001.002.00

110


~~'~ '),ro~c ~~I'.o~<r. J/.".

~r~ </t<>

Douwe Egberts Gourmet Coffee

12 OunceRegularFrench VanillaCapucciniHot Chocolate

16 OunceRegularFrench VanillaCapucciniHot Chocolate

Tiki Bar

SnacksSoft PrtezelHot DogChips

Beer, Wine & Frozen SpecialtiesDomestic Bottle {12 oz BottleImported Beer (12 oz Bottle)Draft Beer (16 oz)Beer by the Pitcher

Small Wine (Glass)Large Wine (Glass)Wine Cooler

Soft DrinksSmoothies

Fountain Soft Drinks (Coke, Diet Coke, Sprite)Small (16 oz)Medium (22 oz)Large (32 oz)

Ice TeaSmall (160z)Medium (22oz)Large (32 oz)

20 oz Bottled Water20 oz Gatorade12 oz Orange Juice/Apple Juice

1.752.002.002.00

2.252.502.502.50

2.502.751.00

2.75 2.653.50 3.753.50 3.207.45 7.45

2.25 2.153.25 3.15

4.00

1.75

2.002.50

1.75

2.002.50

2.002.752.00

3.152.950.80

4.00

2.152.65

1.60

2.15

111


D.5 Fee Schedule for Retail and Rentals Introduction On the following pages are Cape Leisure’s proposed menus and fee schedules for the various retail and rental units. We did not attempt to list pricing for the hundreds of different items we intend to stock in the retail outlets, but generally pricing would remain similar to that in the store today. We do list some sample prices, however, which is based on pricing at other Cape Leisure locations. All Cape Leisure prices will meet the requirements of Section 21 of the Concession Agreement, providing for pricing at a level similar to those at similar businesses within the vicinity of Weeki Wachee Springs State Park.

112

Proposed Gift Shop Pricing and Rental Pricing

~,~ ~~~ ~~('

(~~ ~'.<-. C}.••••...~ .~

Gift Shops(Sample Prices)

Mens Tee Shirt Large (all cotton)Large Souvenir Coffee Mug2 inch by 2 inch Souvenir Refrigerator MagnetDesert Sunglasses UV 400Beaded Necklace

Canoe & Kayak Rentals

Single KayakTandem KayakCanoePrices are per boat. All rentals include paddles, PFDsand Pick

Up Service at Rogers Park)

For Privately Owned Canoes & KayaksRamp FeesPick UP Service (Rogers Park)

Buccanner Bay Rentals

Single TubeDouble TubeTriple Tube

Beach ChairUmbrella

Fins, Mask & Snorkel (Guests keep snorkel)

Locker Rental

14.999.993.99

14.997.99

35.0045.0045.00

5.0010.00

7.009.00

11.00

6.0010.00

15.00

5.00

35.0045.0045.00

5.0010.00

7.009.00

11.00

6.0010.00

15.00

5.00

113


D.6 Proposed Monthly Commission Schedule and Projected Gross Revenue Cape Leisure proposes to pay the State a monthly commission rate of 6% (Six Percent) in Year One of the agreement and 8% (eight percent) in Year Two through Five. In addition, Cape Leisure proposes to pay 2% (Two Percent) of annual revenue into a Capital Improvement Account. This account will be jointly controlled by Cape Leisure and the State, requiring both parties to sign for any expenditure from this account. The purpose of this account is to build up a fund for major repairs, emergency repairs and enhancements to the Weeki Wachee Springs State Park concession facilities. It is in addition to routine maintenance costs. More on this approach can be found in Section D.8. Following is a chart outlining Cape Leisure’s revenue projections by year, as well as the projected commissions paid to the State at the progressive 4/% and 6% rate, and deposits into the Capital Improvements Account.

Annual Projected Revenue and Commission Paid

Year One Year Two Year Three

Year Four Year Five Total

Revenue

1,119,396

1,174,506

1,209,741

1,246,033

1,283,414

6,033,090

Commission at 6% Year One, 8% in Years Two through Five

67,164 93,960 96,779 99,683 102,673 460,259

Capital Improvement Account Deposits at 2%

22,388 23,490 24,195 24,921 25,668 120,662

114


Financial Approach To establish base revenue from which to build our pro forma, Cape Leisure averaged the State-reported concession revenue figures for the past two years. For April through June of the current fiscal year, we forecast at last year’s levels, which we believe is conservative due to current Park trends. Our pro forma revenue growth is driven primarily by new menu initiatives, new locations such as mobile carts and hand dip ice cream at Buccaneer Bay’s Snack Shack, and marketing/sales strategies for catering and canoe/kayak rentals. (Please see Section D.13 for marketing strategy detail.) Revenue was grown Year One by 5% (from the base two-year average) for Food, Retail and Rentals, plus the added revenue generated from hand dipped ice cream at Buccaneer Bay and revenue generated by the two mobile food carts. Year Two revenue was also increased by 5%, and Years Three through Five was increased at a more conservative annual growth rate of 3%. Cost of Sales was estimated at 25% for Food. The food cost is based on experience at other Cape Leisure properties. For Retail, typically Cape Leisure operates at about a 38% cost of sales for gift shops. Given the very high on-hand retail inventory and the problems it creates, we budgeted 45% for Year One through Three, before normalizing at 38% for Years Four and Five. We believe this high level is more prudent. Operating costs were zero based, as were Payroll expenses, in Year One. Much of the operating expenses were culled from state provided figures. These costs were escalated at a 3% annual rate. Marketing costs were set at $7,500 annually, not including marketing payroll. Please find our Pro Forma and Summary of Projected Operating Expenses on the following page. Details on menu, retail and rental prices may be found in Section D.4 and D.5, and staffing in D.7.

115

Weeki Wachee SpringsPro Forma

Year One Year Two Year Three Year Four Year Five

RevenueFood 381,059 400,112 412,116 424,479 437,213Retail 411,938 432,535 445,511 458,876 472,643Rental 283,399 297,569 306,496 315,691 325,161Carts 25,000 25,750 26,523 27,318 28,138Buccaneer Bay Ice Cream 18,000 18,540 19,096 19,669 20,259

Total Revenue 1,119,396 1,174,506 1,209,741 1,246,033 1,283,414

Cost of 5alesFood 25% 106,015 111,101 114,434 117,867 121,403

45% Years One

through Three, 38%

Retail Thereafter} 185,372 194,641 200,480 174,373 179,604Cost of Sales 291,387 305,741 314,914 292,240 301,007

PayrollTotal Salary & Wages 401,710 413,761 426,174 438,959 452,128T&B 48,017 49,457 50,941 52,469 54,043

Total Payroll 449,726 463,218 477,114 491,428 506,171

Operating Expenses 207,491 213,716 220,127 226,731 233,533

Marketing Expense 7,500 7,500 7,500 7,500 7,500

CommissionYear One 6% 67,164

Year Two through Five 8% 93,960 96,779 99,683 102,673

Total Commission 67,164 93,960 96,779 99,683 102,673

Capital Improvement Account Deposits 2.0% 22,388 23,490 24,195 24,921 25,668

Start-up Costs 20,000

Total Expenses* 1,065,656 1,107,625 1,140,629 1,142,502 1,176,552

Pretax Profit 53,740 66,880 69,112 103,531 106,862

After Tax 37,618 46,816 48,378 72,472 74,804

116

Weeki Wachee SpringsOperating Expenses

UtilitiesElectricPropaneWaste DisposalWater (Testing)SewerTelephonePest ControlTotal Utilities

75,00010,0005,000

14,0005,0005,0003,600

117,600

Professional ServicesProfessional DevelopmentSubscriptions/MembershipTotal Professional Services

2,0001,5003,500

Travel & Entertainment 600

Repairs & MaintenanceInterior Wall, Floors, etcExterior Wall, Roof, etc.Fire Detection SystemsFire Supression SystemsSecurity Alrams SystemsHVACKichen EquipmentHot Water HeatersMajor Equipment ReplacementMiscelleneous SuppliesTotal Repairs & Maintenance

2,5002,500

5002,000

5008,0002,0002,000

10,0003,000

33,000

SuppliesOffice Supplies/PostageCleaning SuppliesFood Service SuppliesRetail SuppliesUniformsAnnual Van and Jon Boat PaymentsTotal Supplies

2,5002,5005,0005,0002,0006,500

23,500

Recurring ChargesBank ChargesCredit Card FeesLiability InsuranceLicensesTotal Recurring Charges

50016,79110,500

1,50029,291

Total Operating Expenses 207,491

117


D.7 Staffing (Position Descriptions, Work Schedules, Seasonal Schedules, Personnel Management Practices) Position Descriptions Cape Leisure plans the following distinct position titles:

• General Manager • Food & Beverage Operations Supervisor • Retail Operations Supervisor • Watercraft Operations Supervisor • Sales & Marketing Coordinator • Service Associate Lead • Service Associate • Accounting Clerk

118


Organizational Chart (Represents Full and Part Time Peak Season Positions)

Job Descriptions On the following pages, please find Cape Leisure’s proposed job descriptions for its team at Weeki Wachee Springs State Park.

President, Cape Leisure

General Manager

Watercraft Operations Supervisor

Watercraft

Service Associate

(5)

Accounting Clerk Retail Operations Supervisor

Service Associate

(12 FT/PT)

Sales & Marketing Coordinator

Food & Beverage Operations Supervisor

Service Associate

(12)

Cook

(4)

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Job Description Position Title: General Manager, Weeki Wachee Springs Concessions Reports To: President, Cape Leisure Corporation Purpose: Manage all activities related to Cape Leisure’s food, retail and rental concession at Weeki Wachee Springs State Park. This includes interface with State Park management and staff and its CSO; directing staff; managing the operation’s cash operations; providing oversight for food, retail and rental operations; ensuring food quality and overall safety, overseeing retail merchandising, stocking and inventory control; achieving high standards for guest service; and meeting Cape Leisure’s obligations set forward in the concession agreement. Primary Responsibilities:

• Direct all concession operations, including marketing, reservations, building maintenance & janitorial.

• Direct all Park food service operations, as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation. This includes the Mermaid Galley, Captains Quarters, Pirates Grub, Hand Dipped Ice Cream location, Tiki Bar, catering/special events and mobile carts.

• Direct all retail operations, including the Gift Locker, Gifts Ahoy and Buccaneer Bay Rentals.

• Direct all Canoe and Kayak Rental operations, including reservations, safety, transportation of canoes and guests and equipment maintenance.

• Provide strategic leadership for the operation, staying abreast of food industry trends, retail and watercraft rental trends, striving for innovation and continual improvement.

• Provide primary day-to-day communications and interface with Park management and staff, as well as the board and volunteers of the Park’s CSO.

• Adhere to all Cape Leisure policies and procedures, including but not limited to those related to food quality and safety, merchandising, employee and guest safety, environmental and financial controls.

• Provide leadership and oversight for cash handling operations, including daily log-out/log-in of cashier banks and managing and depositing daily receipts.

• Manage a full and part time peak staff of 40, including hiring, firing, scheduling, training, and day-to-day direction.

• Ensure that company assets, including equipment, money and inventories, are properly protected.

• Interface with Cape Leisure’s key vendors at the Park, with special attention to its prime food purveyor, soft drink distributor and preferred retail vendors.

120


• Maintain a good knowledge of the Park and current events in order to expedite guest inquiries.

• Other responsibilities as required. Skills and Knowledge Required:

• Minimum of five years experience in the food or retail concession industry, with at least three years in a supervisory capacity.

• Minimum two-year college degree. • ServSafe Food Manager Certification or equivalent required. HACCP Certification also

desired. • Basic accounting skills • Familiarity with electronic point of sales systems. • Excellent communications and interpersonal skills. • At least intermediate proficiency with general office computer software such as Excel,

Word and PowerPoint.

121


Job Description Position Title: Sales and Marketing Coordinator, Weeki Wachee Springs Reports To: General Manager, Weeki Wachee Springs Purpose: Working with the general manager, coordinate all activities related to Cape Leisure’s sales and marketing at Weeki Wachee Springs. This includes web site management, catering and special events sales, watercraft rental marketing and event coordination. Also meeting Cape Leisure’s obligations set forward in the concession agreement. Primary Responsibilities:

• Define and execute a marketing and sales strategy for Weeki Wachee Springs, designed to boost watercraft rentals and increase catering and special event sales, as well as assisting in generating general park attendance.

• Work in cooperation with Cape Leisure’s advertising agency. • Work with Park Manager for State approvals of advertising and events. • Design and implement strategies to grow group catering markets, with special attention to

tour operators, school groups, corporate, government, association, wedding and family reunion markets.

• Design and implement strategies to grow watercraft rental business, including individual rentals as well as group markets such as tour operators, clubs and school & youth groups.

• Work with Weeki Wachee Springs State Park marketing personnel to define and implement strategies to boost overall Park attendance.

• Manage the marketing and sales budget, never exceeding defined limits. • Adhere to all Cape Leisure policies and procedures, including but not limited to those

related to food quality and safety, merchandising, employee and guest safety, environmental and financial controls.

• Function as event coordinator for special events. • Ensure that company and State assets, including equipment, money and inventories, are

properly protected. • Maintain a good knowledge of the Park and current events in order to expedite guest

inquiries. • Other responsibilities as required.

Skills and Knowledge Required:

• Minimum two years in hospitality marketing/sales industry

122


• Four-year college degree desired. • Experience in special events sales and coordination. • Excellent writing skills. • Excellent communications and interpersonal skills. • At least intermediate proficiency with general office computer software such as Excel,

Word and PowerPoint. Physical Requirements

• Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require consistent use of both arms and legs.

• Must be able to lift a minimum of 20 pounds and carry for short distances. • Must be willing to tolerate working outdoors and in warm interior environments. • Must be able to visually inspect condition of facilities, equipment and items for sale.

123


Job Description Position Title: Accounting Clerk, Weeki Wachee Springs Reports to: General Manager, Weeki Wachee Springs Purpose: Oversee cash room operations, produce daily financial reports, and prepare deposits. Primary Responsibilities:

• Prepare cash receipts for deposit. • Prepare daily deposit and revenue reports. • Oversee pick-up and return of cash drawers from individual cashiers. • Run point of sale reports as required. • Reconcile bank accounts. • Submit weekly payroll to corporate office. • Perform internal audits as required. • Maintain equipment inventory lists. • Maintain a good knowledge of the Park and current events in order to expedite guest

inquiries. • Other duties as required.


• Minimum two years accounting experience, preferably in a hospitality environment. • Familiarity with Quickbooks accounting software or equivalent. • Excellent math, communications and interpersonal skills • Excellent organizational skills • Familiarity with electronic point of sales systems. • Excellent communications and interpersonal skills. • At least intermediate proficiency with general office computer software such as Excel

and Word. • Intermediate data entry skills

Physical Requirements

• Must be willing to tolerate working outdoors and in warm interior environments. • Must be able to visually inspect condition of facilities. • Must be able to sit in an office environment conducting data entry for up to eight hour shifts.

124


Job Description

Position Title: Retail Operations Supervisor, Weeki Wachee Springs Reports To: General Manager, Weeki Wachee Springs Purpose: Manage all activities related to Cape Leisure’s retail operations at Weeki Wachee Springs State Park. This includes directing staff; managing the retail operation’s cash operations; ensuring store appearance standards and merchandising; overall safety; overseeing; achieving high standards for guest service; and meeting Cape Leisure’s obligations set forward in the concession agreement. Primary Responsibilities:

• Supervise all Park retail operations, as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation. This includes the Gift Locker, Gifts Ahoy and Buccaneer Bay Rentals, as well as any other retail outlets that may be proposed, including in-park, online and out-of-park.

• Working with general manager and Cape Leisure corporate director of retail, design displays, prescribe retail orders, assist in design of name-drop merchandise, and manage inventory. Train staff on the consistent presentation of stores as well as operational procedures.

• Work on the line with associates during busy time periods, using this time to teach and develop frontline staff.

• Provide strategic leadership for the operation, staying abreast of retail/gift industry trends, striving for innovation and continual improvement.


• Provide leadership and oversight for department cash handling operations, including daily log-out/log-in of cashier banks and managing and depositing daily receipts.

• Assist with oversight of maintenance and capital improvement programs for operations as required by concession agreement.

• Manage a full and part time peak staff of 12, including scheduling, training, and day-to-day direction.

• Ensure that company and State assets, including equipment, money and inventories, are properly protected.

• Interface with Cape Leisure’s key vendors at the Park

125




• Minimum three years in the retail industry, with at least one year in a supervisory capacity.

• Basic accounting skills • Familiarity with electronic point of sales systems. • Excellent communications and interpersonal skills. • Some proficiency with general office computer software such as Excel, Word and

PowerPoint.

Physical Requirements • Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require

consistent use of both arms and legs. • Must be able to lift a minimum of 20 pounds and carry for short distances. • Must be willing to tolerate working outdoors and in warm interior environments. • Must be able to visually inspect condition of facilities.

126


Job Description Position Title: Food & Beverage Operations Supervisor, Weeki Wachee Springs Reports To: General Manager, Weeki Wachee Springs Purpose: Manage all activities related to Cape Leisure’s food operations at Weeki Wachee Springs State Park. This includes directing staff; managing the food operation’s cash operations; ensuring food quality and overall safety, placing food orders, ensuring that food preparation protocols and procedures are followed; achieving high standards for guest service; and meeting Cape Leisure’s obligations set forward in the concession agreement. Primary Responsibilities:

• Direct all Park food service operations, as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation. This includes the Mermaid Galley, Captains Quarters, Pirates Grub, Hand Dipped Ice Cream location, Tiki Bar, catering/special events and the ice cream mobile cart.

• Working with general manager and Cape Leisure corporate director of food service, design menus, prescribe ingredient lists, portion sizes and presentation of dishes. Train staff on the consistent preparation of these menus.

• Work on the line with cooks during busy time periods, using this time to teach and develop frontline staff.

• Provide strategic leadership for the operation, staying abreast of food industry trends, both fine dining and concession, striving for innovation and continual improvement.



• Assist with oversight of maintenance and capital improvement programs for operations as required by concession agreement.



• Interface with Cape Leisure’s key vendors at the Park, with special attention to its prime food purveyor, soft drink distributor and alcoholic beverage vendors.

127




• Minimum three years in the food service industry, with at least one year in a supervisory capacity.

• ServSafe Food Manager Certification or equivalent required. HACCP Certification also desired.

• Basic accounting skills • Familiarity with electronic point of sales systems. • Excellent communications and interpersonal skills. • Some proficiency with general office computer software such as Excel, Word and

PowerPoint.



• Must be able to lift a minimum of 40 pounds and carry for short distances. • Must be willing to tolerate working outdoors and in warm kitchens. • Must be able to visually inspect condition of facilities.

128


Job Description Position Title: Watercraft Operations Supervisor, Weeki Wachee Springs Reports To: General Manager, Weeki Wachee Springs Purpose: Manage all activities related to Cape Leisure’s canoe and kayak rentals at Weeki Wachee Springs State Park. This includes directing staff; managing the rental operation’s cash operations; ensuring overall safety, achieving high standards for guest service; and meeting Cape Leisure’s obligations set forward in the concession agreement. Primary Responsibilities:

• Direct all watercraft rentals activities, as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation. This includes rental planning and implementation, guest and watercraft transportation, reservations, safety program and training, and management of the rental retail shop.

• Ensure that “rules of the river” are enforced, especially those related to the environment, safety and alcohol.

• Interface with Park Manager and Hernando County Parks on all issues related to the operation.

• Manage reservations operations. Accept and record reservations. • Ensure waiver paperwork and deposits are completed for each rental. • Work on the line with associates during busy time periods, using this time to teach and

develop frontline staff. This includes: o Preparing canoes, kayaks, paddles and PFDs for rental. o Moving canoes/kayaks as necessary, including from storage or trailer to boat

ramp, and from pick-up point to trailer. o Driving van for guest and watercraft pick-ups downriver. o Presenting safety, rules of the river and basic paddling instruction to guests.

• Provide strategic leadership for the operation, staying abreast of watercraft rental and instruction industry trends, striving for innovation and continual improvement

• Adhere to all Cape Leisure policies and procedures, including but not limited to those related to safety, merchandising, employee and guest safety, environmental and financial controls.


129


• Assist with oversight of maintenance and capital improvement programs for operations, including watercraft and equipment, as required by concession agreement.



• Interface with Cape Leisure’s key vendors at the Park. • Maintain a good knowledge of the Park and current events in order to expedite guest



• Minimum three years in the watercraft rental industry, with at least one year in a supervisory capacity.

• Excellent canoe and kayak skills and knowledge. • American Red Cross Water Safety and CPR Certification or equivalent required. • Excellent driving record. • Basic accounting skills • Familiarity with electronic point of sales systems. • Excellent communications and interpersonal skills. • Some proficiency with general office computer software such as Excel, Word and

PowerPoint.



• Must be able to lift a minimum of 50 pounds and carry for short distances. • Must be willing to tolerate working outdoors and in warm interior environments. • Must be able to visually inspect condition of facilities and equipment.

130


Job Description Position Title: Cook, Weeki Wachee Springs Reports to: Food & Beverage Operations Supervisor Purpose: Efficiently and safely prepare quality hot and cold food items according to prescribed menus provided by Cape Leisure. Primary Responsibilities:

• Prepare hot and cold food items to order in an accurate and timely manner. • Clean kitchen, kitchen equipment and storage areas at the end of each day as required. • Ensure all food safety guidelines are followed, including but not limited to food

temperatures, avoidance of food contamination, proper storage, and general cleanliness of the kitchen and storage facilities and hygiene of food service staff.

• Make suggestions for adjustments to menus, ingredients and procedures that would lead to better food quality and/or cost savings.

• Assist Cape Leisure management in its annual fall “food refresh” menu evaluation and adjustment process.

• Attend mandatory Cape Leisure training programs. • Maintain a good knowledge of the Park and current events in order to expedite guest



• Minimum two years experience cooking in a restaurant kitchen, preferable in a “quick service” environment.

• At a minimum, high school diploma or equivalent required. • Must be minimum 18 years of age. • ServSafe Food Handlers Certification or equivalent required. Experience in a HACCP

environment also desired. • Excellent communications and interpersonal skills.

131


Physical Requirements: • Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require

consistent use of both arms and legs. • Must be willing to tolerate working outdoors and in warm kitchens. • Must be able to lift a minimum of 40 pounds and carry for short distances. • Must be able to visually inspect condition of kitchen, equipment and prepared foods.

132


Job Description

Position Title: Service Associate Lead, Weeki Wachee Springs Reports to: Supervisor of Operations (Food or Retail), Weeki Wachee Springs Purpose: Purpose: Assist the General Manager and Area Supervisor as directed in all Park operations, as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation. This may include Food, Retail and/or Watercraft Rentals. Primary Responsibilities:

• Assist the department supervisor in all Park food service, retail and rental operations as assigned and as set forward in the concession agreement and Cape Leisure’s annual operating plan for the operation.

• Adhere to all Cape Leisure policies and procedures, including but not limited to those related to food quality and safety, merchandising, employee and guest safety, guest service, environmental and financial controls.

• Assist in supervising staff, including scheduling, training, and day-to-day direction and coaching.

• Ensure that company assets, including equipment, money and inventories, are properly protected.

• Assist with leadership and oversight for cash handling operations, including daily log-out/log-in of cashier banks and managing and depositing daily receipts.

• Perform duties listed in Service Associate job description. • Maintain a good knowledge of the Park and current events in order to expedite guest



• Experience with electronic point of sale systems. • ServSafe Food Handlers Certification or equivalent required to work in Food

Department, although this may be acquired at time of hire. Experience in a HACCP environment also desired.

• Excellent communications and interpersonal skills • Excellent organizational skills • Basic computer skills.

133


Physical Requirements: • Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require

consistent use of both arms and legs. • Must be willing to tolerate working outdoors and in warm kitchens. • Must be able to lift a minimum of 20 pounds and carry for short distances. • Must be able to visually inspect condition of facilities, equipment and items for sale.

134


Job Description Position Title: Service Associate, Weeki Wachee Springs Reports to: Service Associate Lead or Department Supervisor, Weeki Wachee Springs Purpose: Interface with park guests and meet their needs by assisting with and accepting payment for food, retail and rental orders, answering questions and ensuring that the work location is well stocked with product, clean and presentable. Locations include Food, Retail and Buccaneer Bay Rentals. Primary Responsibilities:

• Provide friendly, timely and accurate service to all park guests patronizing Cape Leisure’s facilities.

• Enter guest orders into the point-of-sale system, fulfill orders, take payment and provide change. Order fulfillment includes providing prepackaged food items and items prepared by kitchen cooks as well as some simple food preparation work, such as assembling hot dogs or pouring a fountain soda. It also includes retail and beach rental transactions, dependent on work location.

• Ensure all food safety guidelines are followed, including but not limited to food temperatures, avoidance of food contamination, proper storage, general cleanliness of the work facilities and personal hygiene.

• Stock and detail merchandise displays per Cape Leisure specifications. • Clean, display and store rental equipment. • Perform janitorial duties as directed, which may include cleaning store and dining areas

as well as restrooms; transporting trash to dumpsters; picking up ground litter around worksite; cleaning tables, counters and service equipment; and sweeping and mopping workspace and public dining areas.

• Adhere to Cape Leisure cash handling policies and procedures. • Attend mandatory Cape Leisure training programs. • Maintain a good knowledge of the Park and current events in order to expedite guest



• Must be 18 year of age or older. • ServSafe Food Handlers Certification or equivalent required to work in Food

Department, although this may be acquired at time of hire. Experience in a HACCP environment also desired.

135



Physical Requirements:

• Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require

consistent use of both arms and legs. • Must be willing to tolerate working outdoors and in warm kitchens. • Must be able to lift a minimum of 20 pounds and carry for short distances. • Must be able to visually inspect condition of facilities, equipment and items for sale.

136


Job Description Position Title: Watercraft Service Associate, Weeki Wachee Springs Reports to: Watercraft Supervisor, Weeki Wachee Springs Purpose: Interface with park guests and meet their needs by assisting with and accepting payment for watercraft rental orders, providing basic instruction, preparing watercraft for rental, driving transportation van, answering questions and ensuring that the work location is clean, safe and presentable. Primary Responsibilities:

• Provide friendly, timely and accurate service to all park guests patronizing Cape Leisure’s retail facilities at Weeki Wachee Springs State Park.

• Accept and record reservations by telephone or in person. • Prepare canoes, kayaks, paddles and PFDs for rental. • Move canoes as necessary, including from storage or trailer to boat ramp, and from pick-

up point to trailer. • Drive van for guest and watercraft pick-ups downriver. • Present safety, rules of the river and basic paddling instruction to guests. • Enter guest orders into the point-of-sale system, fulfill orders, take payment and provide

change. • Stock and detail merchandise displays per Cape Leisure specifications. • Clean, display and store rental equipment. • Perform janitorial duties as directed, which may include cleaning store and dining areas

as well as restrooms; transporting trash to dumpsters; picking up ground litter around worksite; cleaning tables, counters and service equipment; and sweeping and mopping workspace and public dining areas.

• Adhere to Cape Leisure cash handling policies and procedures. • Attend mandatory Cape Leisure training programs. • Maintain a good knowledge of the Park and current events in order to expedite guest



• Must be 18 year of age or older. • Proficient with canoe and kayak skills and knowledge. • American Red Cross Water Safety and CPR Certification or equivalent desired. • Excellent driving record.

137



Physical Requirements:

• Must be able to move, stand, stoop and bend for an entire 8 hour shift. Tasks require

consistent use of both arms and legs. • Must be willing to tolerate working outdoors and in warm kitchens. • Must be able to lift a minimum of 50 pounds and carry for short distances. • Must be able to visually inspect condition of facilities and equipment.

138


Work Schedules On the following pages, please find Cape Leisure’s Year One work schedule, by month. Basic assumptions include:

• This schedule is based on required daily work shifts. In practice shifts may be broken into two, or part time shifts merged according to associate preferences and job skills.

• The schedule also assumes one unpaid 30-minute break per shift longer than 6 hours.

• Training hours are not reflected in the actual daily schedules. Instead, eight hours of

annual labor per employee has been accounted for on the taxes and benefits line to be certain this cost was captured.

• These schedules do not attempt to reflect staffing specifically for holidays. However, the

labor hours required for proper holiday staffing are averaged into each month.

139

WeekiWacheeSprings

July

Aug

ust

Sept

embe

r

Seas

on-

Wee

kiW

ache

eH

Igh·

WW

Hlg

h·W

Wlo

~WW

seas

on-

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Adm

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Gen

eral

Man

ager

4,00

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000

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coun

ting

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k4

2080

9.00

720

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0072

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ketin

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Food

Operations

Food

&Be

vera

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tions

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000

Gal

ley

(9-5

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TIki

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(11:

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Ass

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6.5

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1.5

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1,51

16.

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RetailOperations

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68.

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1,62

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7.50

158

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67.

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631

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0

Watercraft

Operations

Wat

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ratio

nsSu

perv

isor

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Can

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5090

0Total

43,2

6043

,563

27,8

4414

0

WeekiWacheeSprings

Oct

ober

Novem

ber

Decem

ber

Seas

on~

Wee

kiW

ache

elo

w-W

Wlo

w-W

WLo

w-W

W

Seas

on-

Buc

cane

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ayC

lose

d-B

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lose

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laborSchedule

Dai

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Dai

lyH

rsTo

tal

Day

sTo

tal

Hr

Rat

eTo

tal

DailyHrs

TotalDaysTotalHr

Rat

eTo

tal

Dai

lyH

rsTo

tal

Day

sTo

tal

Hr

Rat

eTo

tal

Adm

inis

tratio

nGeneral

Manager

4,00

04,

000

4,00

0A

ccou

ntin

gC

lerk

420

809.

0072

04

2080

9.00

720

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les&

Mar

ketin

gC

oord

inat

or2,

000

2,00

02,

000

Food

Ope

ratio

nsFood

&Beverage

Operations

Supervisor

2,00

02,

000

2,00

0

Gal

ley

(9-5

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ly)

Gal

ley

Ass

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0-3)

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507.

5037

55

1050

7.50

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1,16

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58.

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58.

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60

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506

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8.50

610

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48.

501,

054

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1,02

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8.50

680

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395

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180

7.50

1,35

06

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67.

501,

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3193

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1,40

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170.

58.

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6.5

00

7.50

6.5

00

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6.5

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ssoc

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144


Personnel Management Practices - Summary Hiring Cape Leisure is an equal opportunity employer and maintains a drug-free workplace. Drug testing and background checks are performed on all new hires. Backgrounds checks include proof of eligibility to work within the United States and searches against the Florida Department of Law Enforcement’s sexual predator and offender list.

Time Keeping and Payroll At Weeki Wachee Springs, initially timecards will be recorded manually or by time clock. Cape Leisure utilizes payroll service company ADP for paycheck services and payroll tax management. Uniforms, Name Tags and Grooming Standards Cape Leisure will provide an adequate number of custom uniform shirts to each employee, of a style and color to be approved by the Park Manager, as well as name tags. Name tags will be worn by all associates, except where it is a safety hazard such as kitchen staff and maintenance staff. Most associates will wear custom polo shirts (pictured).

Cooks may wear white, long sleeve kitchen shirts and chef pants. Cape Leisure’s grooming policies prohibit such things as excessive jewelry, visible body piercings other than ear piercings, visible tattoos and exotic hair colors or styles (such as green hair or “Mohawk” haircuts). Cape Leisure will finalize its grooming standards at Weeki Wachee Springs after consultation and coordination with the Park Manager.

145


Training Annual training, estimated at an average of 8 hours per associate, per year, will be provided for:

• “Great Experiences” Guest Service (Cape Leisure’s proprietary two-hour training workshop, based on the International Association of Amusement Parks and Attractions guest service program, sprinkled with a liberal dose of Blanchard’s “Raving Fans” guest service approach. We’ve described this program in detail at it is executed at Natural Bridge below.

• Safety (described in the Safety Plan, D.3) • Food Safety (annual refresher for existing associates and certification for new hires,

provided by a third party trainer) (Described in the Safety Plan, D.3) • Orientation (For new hires. Includes company policies, job skill training, guest service

training, basic safety, accessibility and inclusion policy, and park familiarization.) Work Rules & Disciplinary Process Cape Leisure will customize its employee handbook for its associates at Weeki Wachee Springs State Park. That handbook outlines all of the companies work rules and procedures. Cape Leisure subscribes to a progressive approach to discipline, except for the most egregious infractions, including those brought forward by the Park Manager as required in Section 23 of the Concession Agreement. “Great Experiences” Guest Service at Natural Bridge Friendly and helpful employees are critical to any hospitality organization’s success. If selected, Cape Leisure intends to provide top notch guest service to visitors at Weeki Wachee Springs State Park, utilizing its proprietary “Great Experiences” guest service program, similar to the program at Natural Bridge. In May of 2009, Cape Leisure introduced “Great Experiences” to the 150 associates of Natural Bridge. Based on the International Association of Amusement Parks and Attractions’ “First Steps” training program, blended with some of Ken Blanchard’s time tested “Raving Fans” principals, Great Experiences focuses on the core principals of guest interaction, including the Six Acts of Hospitality: Smile, Meet and Greet, Read a

8.7

8.8

8.9

9

9.1

9.2

9.3

2008 2009 2010

Natural Bridge Guest Service Scores

2008 thrugh 2010 (Scale 1-10)

146


Guest, Ask and Suggest, Know and Answer, and Friendly Farewell. In addition, Great Experiences includes modules on safety, teamwork and cleanliness, as well as associate grooming standards. The two-hour core course is led by trained members of the Cape Leisure staff, supported by video and a PowerPoint presentation customized especially for Natural Bridge. That presentation includes depictions of the Natural Bridge staff and facilities, which helps keep the training interesting and relevant. Measurements of the guest service improvements, as well as “opportunities for improvement”, are accomplished through periodic secret shopper surveys which provide overall scores and area service performance detail. Natural Bridge’s secret shopper overall scores have improved from 8.9 in summer of 2008 (on a scale of one to ten) to 9.2 in summer of 2009 and 2010. The secret shopper service is provided independently through the Blue Ridge Parkway Association and the scores reflect the average of dozens of associate encounters and facility presentation touch points.

147


D.8 Capital Improvements Scope Overview Cape Leisure proposes capital expenditures totaling approximately $128,000 over the proposed five year term of the agreement. The majority of these funds will be placed into a special account controlled jointly by the State and Cape Leisure, the Capital Improvement Account. Cape Leisure proposes that these funds are to be used initially to accomplish the State’s preferred capital improvements. Cape Leisure also will use its own funds to add slat wall to the Gifts Ahoy store, as well as a new point of sale counter, a project estimated at $7,150 In addition, Cape Leisure has budgeted $10,000 annually in its operating budget for major equipment replacement. While this does not meet the State’s definition of capital, it will replace aging kitchen equipment. Capital Improvement Account Cape Leisure proposes the creation of a contractual Capital Improvement Account, to create a fund for future unknown capital improvements as well as to accomplish the three State identified preferred projected. Cape Leisure will invest 2% (two percent) of Weeki Wachee Springs concession gross revenue into this fund on a monthly basis. The fund will be held in an account in which disbursements require the signatures of both Cape Leisure and a Florida State Parks representative. We recommend that these signatures be those of the Cape Leisure General Manager at Weeki Wachee and the Weeki Wachee Springs State Park Manager. These deposits will be reported to the State on the “Exhibit E Monthly Report of Concessioner’s Gross Sales” and the State will be furnished with bank statements for the account on a monthly basis.

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Spending decisions on disbursements are made jointly by Cape Leisure and the State. Capital Improvement Account funds are not for routine maintenance and repair, but rather for major capital repairs, replacements or improvements, such as the “Capital Improvement Opportunities Preferred,” listed in the Call for Business Plans. The Capital Improvement Account should provide more than enough funds to accomplish these capital projects within the first three years of the contract. Unspent funds roll into the next year. Any funds remaining at the end of Cape Leisure’s contract will roll over into a successor concession agreement at Weeki Wachee Springs or become the property of the State. This system is used very successfully in concession environments by the National Parks Service, New York State Parks and in NASA’s concession contract at Kennedy Space Center Visitor Complex, to name a few. It is a means to be prepared for future unknown capital needs. It seems that this is a particularly good idea at Weeki Wachee Springs, given the age of the buildings and support systems. Over the five year term of the proposed concession contract, we estimate this represents a $120,662 investment into this Capital Improvement Account. Proposed Capital Projects State Identified Projects Cape Leisure proposes to use the Capital Improvement account to accomplish the State’s “Capital Improvement Opportunities Preferred,” listed in the Call for Business Plans. Following are our estimates for these projects: Replace Cooking Hood System in Mermaid Galley (BL281008) $20,000 Replace Cooking Hood System in Pirates Grub (BL281004) 16,000 Provide separate electric meters for concession facilities 12,000* Total $48,000 *Cost unknown. Need more specific knowledge on electrical infrastructure. Estimated here at $1,500 per meter based on discussions with electrical supplier.

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We propose to accomplish these three projects over the first three years of the concession agreement, with priorities to be determined jointly by the State and Cape Leisure.. Gifts Ahoy Upgrade Cape Leisure proposes a remodeling of the Gifts Ahoy shop at Buccaneer Bay, designed to improve appearance and ambience, while increasing store sales. The upgrade includes new slat wall displays on the walls (example of slat wall pictured), a new, smaller, point of sale counter to

increase sell space, new lighting and paint. We’d also re-fixture the shop using operating funds, which will improve guest sightlines and ADA accessibility. Add Slat Wall $4,000 New Point of Sale Counter 1,500 Paint and Lighting 1,000 Contingency @ 10% 650 Total Project Cost $7,150

Capital Improvements Schedule & Costs

Capital Spending Summary Project

Year One

Year Two

Year Three

Year Four

Year Five

Total

Gifts Ahoy Rehab 7,150

Capital Improvement Account (Used for State Identified Priorities such as electric meters and new kitchen hoods, as well as other projects to be jointly indentified)

22,388 23,490 24,195 24,921 25,668 120,662

Total Capital Outlay 22,388 30,640 24,195 24,921 25,668 127,812

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Reminder: Please note that Cape Leisure has also budgeted $10,000 annually within it maintenance operating budget for major unforeseen equipment replacements such as major kitchen appliances. More on this may be found in Section D.10.

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D.9 Facilities and Space Use Generally, Cape Leisure proposes no significant changes to the use of any of the offered facilities. We do request the use of several additional spaces. These include the Buccaneer Bay concession space located to the right of public restrooms, the former “Snack Shack,” to be used as an ice cream shop. In addition we respectfully request access to storage space for retail, and space to office two people, sites to be determined. Following is a listing of facilities and spaces, and their intended uses. Tiki Bar Beverage Pavilion (BL281019) Cape Leisure proposes to continue this space’s current use, serving both alcoholic and non-alcoholic beverages as well as snacks and hot dogs. Float Storage and Locker Storage Area (BL281030) This Buccaneer Bay facility will continue to offer tube, beach chair, beach umbrella, snorkel gear and locker rentals. Pirate Grub (Located at one end of BL281004) Cape Leisure will continue the service of hot and cold food items, as well as non-alcoholic Beverages. Gift Ahoy (Located within BL281004) Gifts Ahoy will continue to offer retail merchandise such as beach toys, beach clothing and accessories, souvenirs, hats and tees, sundries and lotions. Attraction Area Sweet Shop (BL281006) Captain’s Quarters (Sweet Shop) will continue to offer bakery items, sweets, hand dipped ice cream and drinks. Cape Leisure proposes the sale of gourmet coffee at this facility as well. Attraction Area Galley Restaurant (BL281008) The Mermaid Galley restaurant will continue to offer hot and cold food meal items, as well as snacks and drinks. It will also offer seating for guest.

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Attraction Area Banquet Hall (BL281005) Cape Leisure will continue to utilize this space for banquets, meetings and special events, both catered and non-catered. The facility also will be available to the Park and CSO when not in use for private functions. Amphitheater Cape Leisure will produce special events to be hosted at the Amphitheater, as well as offer the facility to private groups as part of catered and non-catered functions. The Amphitheater will be accessible to Park guests when not in use for events. Gift Locker (BL281004) Gift Locker will continue to offer a wide assortment of gift and souvenir merchandise, as well hats and tees, art, books, jewelry and sundries. Covered Boat House (BL281025) Cape Leisure is declining the use of this preferred offering. We are concerned about costs, as well as operating issues such ADA and low water. However, if selected for negotiations and the State wishes, Cape Leisure is willing to negotiate this point in return for a small share of the entrance ticket. Canoe and Kayak Rental Facility (BL281010) Cape Leisure will continue to offer canoe and kayak rentals from this location. This will include pick-up services at a downriver location. Snacks, drinks, sundries and gear will be offered from the retail area of the building. Snack Shack (Located in Building BL291004) Though not offered in the Call for Business Plan, Cape Leisure respectfully requests the use of the facility for the sale of hand dipped ice cream and Icees. Office Space Though not offered in the call for business plans, Cape Leisure respectfully request secure office space sufficient for two desks as well as a safe. This space would be utilized by Cape Leisure’s general manager and accounting clerk, as well as for cash room purposes. Retail Storage Though not offered in the call for business plans, Cape Leisure respectfully requests the use of the storage facility currently being used for gift shop/retail storage, or the equivalent. We propose to continue using this space for this purpose.

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D.10 Maintenance & Repair Schedule and Costs Introduction Cape Leisure proposes a comprehensive maintenance program that includes facilities and equipment condition assessment, prioritization of maintenance needs, structured routine inspections and defined maintenance programs for the applicable Weeki Wachee Springs State Park concession structures, systems and equipment. Our program is a Reliability Centered Maintenance (RCM) approach to facility and equipment care. With this approach, we can help ensure a high degree of reliability for those facility systems and equipment under our care. This is accomplished through a blend of predictive and preventive maintenance, reducing or even eliminating instances when emergency maintenance must be performed. From a staffing standpoint, we propose that management and existing staff perform light maintenance and janitorial duties. Contracted vendors and service providers will perform medium and heavy maintenance for all required systems and facilities needs. This will include scheduled preventive maintenance items as well as on-call repairs. In addition, Cape Leisure recognizes that Weeki Wachee Springs State Park is a historical, natural and cultural landmark. We accept our responsibility as stewards of this historic landmark. Cape Leisure will ensure that all maintenance activities are carefully focused on preserving both the heritage of the Weeki Wachee Springs State Park environment as well as the facilities that are located there. This will require vigilance over the park’s condition and careful coordination with the Park Manager whenever maintenance issues might affect historic or environmental aspects of the facilities and grounds under our care, to ensure that the park is preserved for future generations.

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Janitorial Cape Leisure has included janitorial responsibilities within the job description of all managers, supervisors, retail staff associates and food staff associates. Daily, weekly and monthly duty lists will be developed for each of Cape Leisure’s operational locations, which are the Tiki Bar Beverage Pavilion, the Float Storage and Locker Storage Area, The Pirates Grub (BL281004), Gifts Ahoy (BL281004), the Sweet Shop (BL2814006), Galley Restaurant (BL281008), Attraction Area Banquet Hall (BL281005), the Amphitheater, the Gift Locker (BL281004), and the Canoe and Kayak Rental Facility (BL281010). All lists will be finalized in consultation with the Park Manager, but following is a draft of the Gift Locker cleaning checklist:

Gift Locker Janitorial Schedule Daily Cleaning Task List

• Clean/dust all front-of –house and back-of-house counters and fixtures, using approved cleaning products.

• Clean and sanitize toilets and urinals. More frequently as needed. • Clean and sanitize all bathroom counters and clean mirrors. • Check and restock all paper and hand wash soap. • Clean windows at entrance doors. • Sweep retail floors and spot mop as required. • Sweep and wet mop all restroom floors. • Sweep floors in any storage spaces and spot mop as required. • Police grounds for trash outside the Gift Locker at least to a 50-foot perimeter. • Empty all trash and recycling bins at least once daily, and more frequently as required.

Trash is to be moved to Cape Leisure’s dumpster by hand cart. Weekly Cleaning Checklist (Each Monday)

• Perform high dusting throughout interior of areas, with special attention to spider and cobwebs.

• Dust retail fixtures and product. • Wash all windows and sills inside and out. • Clean and polish all metal bathroom fixtures. • Wipe down and sanitize all urinal partitions, toilet stalls.

Monthly Cleaning Checklist (First Monday of the month)

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• Clean light fixtures • Wash trash and recycling cans as well as trash cart, interior and exterior. • Deep clean retail counter area. • Spot clean retail floors with deck brush • Scrub restroom floors with deck brush. • Detail restroom product dispensers. • Wipe down restroom walls where needed. • Replace urinal mats.

Cape Leisure will provide required cleaning equipment, including mops, buckets, brooms, dust mops, buffer, wiping rags, toilet cleaners, high dusters and Park-approved cleaning products. Facility and Systems Maintenance Cape Leisure subscribes to a four-pronged approach to its facility and systems reliability centered maintenance program. These are:

1. Conduct facility, system and equipment condition assessments at the start of the contract and every subsequent five years.

2. Prioritize the ranking of maintenance projects, both long term and short term, and

evaluate their costs.

3. Conduct a structured inspection and surveillance program of all controlled areas to monitor condition on a routine basis.

4. Create detailed plans for the preventive and predictive maintenance of each structure,

system and piece of major equipment. 1. Facility, System and Equipment Condition Assessment If selected, Cape Leisure will conduct a Facility Condition Assessment of all applicable facilities and systems, including electrical, plumbing and HVAC systems. The Park Manager will be invited to participate. Simultaneously, Cape Leisure will perform an assessment of all equipment and furnishings, including kitchen equipment, hoods, storage equipment, mobile carts, counters, tables and chairs,

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and rental watercraft, providing grades of “poor, fair, good, excellent” to each item. Cape Leisure will use the services of a third party service provider for both propane and refrigeration equipment assessments. Both assessments will be conducted within the first 90 days of start-up. These assessments will be entered into a spreadsheet, along with equipment serial numbers, locations and ages. Preventive maintenance requirements will be researched for all equipment, following manufacturer’s specifications, and maintenance schedules will be established. Preventive maintenance will be conducted by Cape Leisure staff where possible, and by third party service providers as appropriate, such as with refrigeration equipment and hood inspections. These third party service providers will be contracted either as “on call” or through formal service contracts, to ensure Cape Leisure has the local resources available to assist when needed. Facilities and equipment found to be in “poor” or “fair” condition will be prioritized for repair and/or replacement. 2. Prioritization & Work Control Given the scope of our maintenance responsibilities, we believe a manual work control system of maintenance logs coupled with the use of Excel spreadsheets to produce reports, will be adequate for our needs. The following information is an example of a prioritization structure for work control items. Priority 1 - Emergency (attend within 2 hours) Exposed wires - Always No electric - Complete building No heating or cooling - Complete building during extreme weather No water / hot water - Complete building Burst pipes - Major and likely to cause further damage Security risk - Doors / windows etc. Smell of gas - Always Unusable toilet or urinal - Only when it is not possible to use others Roof leak - If likely to cause further damage, or near electrics Fire alarm faults - Always Emergency lights - Complete system faults Other Major Safety-Related - Always Priority 2 - Urgent (attend within one working day) Broken windows - No glass, not locking – security risk

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Roof leaks - Unless major or near electrics No heating or cooling - Complete building, moderate weather No lights - Several in the same location No power to socket - Single socket where no alternative supply exists Blocked toilets / urinals - Where no others exist in the building External lighting - Where a health and safety risk exists Car park barrier - Always Safety related - Always Priority 3 - Standard (attend within five working days – usually sooner) No lights - Single light failure Emergency lights - Single light failure No power to socket - Single socket outlet point where others can be used Minor water leaks from - Leaks that can be contained and are causing roofs,

etc. little or no damage pipes, External lighting repairs - Negligible health and safety risk Overflow pipes running - Where no further damage is likely Mechanical extract fans - Shower, kitchen etc Hanging ceiling tiles - Always. Will receive higher priority if fall is likely. Priority 4 - Routine (attend within one calendar month – usually sooner) Cracked but intact windows - Always. windows will be attended to more

quickly. Guttering repairs - Always Repairs to fences, gates, etc. - Where no security risks are evident Repairs to external buildings - Garages etc where no security risks are evident Plaster/drywall repairs - Except in high profile public places, dealt with

more quickly. Brickwork repairs - Except in high profile public places, dealt with

More quickly Dripping tap - Except in high profile public places, dealt with

more quickly Standard carpentry repairs - Windows, doors, skirting boards, floors, worktops, catches, locks etc. 3. Inspection and Surveillance Program Above and beyond normal preventive and reactive maintenance, Cape Leisure will utilize periodic walk down inspections of all areas. These occur on a daily, monthly, quarterly and annual basis.

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Daily: Cape Leisure operates with the use of opening inspection checklists that help ensure that each facility and its individual areas are ready to open. The General Manager and supervisory staff will be responsible for conducting the opening inspections, with completed, initialed and dated forms retained for record keeping purposes. Checklist items include those related to safety, cleanliness, adequate product supply and display, and opening staff readiness, including adherence to grooming and uniform standards or any other items that may detract from a quality guest experience. The checklist will be used to generate work orders for maintenance follow up. Monthly: Area supervisors will conduct a formal inspection walk down of their respective areas and document any maintenance issues as well as identify any customer service issues. These issues will be documented and turned into individual work orders for follow up and resolution. Quarterly: The general manager will participate in each above area’s monthly walk down and take personal leadership in following up on identified items. These issues will be documented and turned into individual work orders for follow up and resolution. Annually: The Cape Leisure president will conduct a separate walk down of all areas. The General Manager and supervisors will accompany the president during this walk down and capital improvement items will be nominated as well as normal maintenance and customer service related items identified. Capital item suggestions will be shared with the Park Manager for partnership and concurrence. Routine issues will be documented and turned into individual work orders for follow up and resolution. Preventive and Predictive Maintenance Programs – Structures. Systems and Equipment Interior walls, windows, ceilings, floors and fixtures- Cape Leisure personnel will be responsible for providing simple maintenance and repairs. A cadre of carpenters, painters, electricians, plumbers, metal workers, and flooring contractors will be maintained on an on-call basis for issues that exceed our in house capabilities. Exterior walls, windows and roof- Cape Leisure personnel will be responsible for providing minor maintenance and repairs. A cadre of carpenters, painters, electricians, plumbers, metal workers, and roofers will be maintained on an on-call basis for issues that exceed our inhouse capabilities. Fire Detection System – (Where applicable) Cape Leisure will hire a licensed contractor to perform annual inspections and maintenance on any existing systems.

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Fire Suppression System – (Where applicable) Cape Leisure will hire a licensed contractor to perform annual inspections and maintenance on all fire suppression systems, kitchen equipment and each facility’s fire extinguishers. Security Alarm System- (Where applicable) Cape Leisure management will conduct security alarm tests every quarter at no cost. Alarm monitoring services will be maintained. Pest Control- Cape Leisure will provide pest control services through a licensed vendor for all concessionaire controlled building and facilities. Only approved pesticides and rodenticides will be utilized. HVAC- A maintenance/service agreement with an outside contractor will be utilized for all normal preventive maintenance and repairs of concession-related HVAC systems and refrigeration units. Kitchen Equipment- Cape Leisure’s staff will provide basic preventive maintenance on all kitchen equipment according to manufacturer’s specifications. All other requirements will be fulfilled by an outside vendor. Maintenance service agreements may be utilized on some of the equipment, such as the refrigeration equipment. Hot Water Heaters- Cape Leisure will utilize outside vendors to support equipment services and repairs. Utilities Cape Leisure has budgeted for the cost of concession-related electricity, propane, water, sewer, phones, pest control and waste/recycling service. Cost estimates are based on State-provided cost history. Future cost estimates may be found in the table at the end of this section. Other Cost Estimates & Miscellaneous A placeholder of $10,000 annually has been budgeted for routine equipment replacement. An example of a replacement might include a complete failure of a kitchen refrigeration unit

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requiring replacement. This number will be adjusted up or down following the equipment assessment at the start of the contract. Cape Leisure will provide visitor service signage for locations as required and approved by Park Manager. Cape Leisure will keep systematic records of all work performed along with cataloging equipment instructions and documentation. Cost Summary Please find Cape Leisure’s cost estimate summary for maintenance and utilities on the next two pages.

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Maintenance Cost Estimate Summary

Structure or System Estimated Annual Cost, Year One

(Escalated at 3% in Ensuing Years) Interior Walls, Windows, Ceilings, Floors and Fixtures – All Structures

$2,500

Exterior Walls, windows and Roof – All Structures $2,500

Fire Detection Systems (Does not include alarm monitoring)

$500

Fire Suppression Systems $2,000

Security System Alarm $500

HVAC $8,000

Kitchen Equipment (Include refrigeration, propane systems and water softener system)

$2,000

Hot Water Heaters $2,000

Major Equipment Replacement $10,000

Miscellaneous Supplies & Equip. $3,000

Total Annual Maintenance (Exclusive of Capital Expenditures) $33,000

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Utilities Electricity $75,000

Propane $10,000

Water (Testing) $14,000

Sewer $5,000

Telephone $5,000

Waste & Recycle $5,000

Pest Control $3,600

Total Annual Utilities

$117,600

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D.11 Equipment to be Provided On the following page is a list of equipment Cape Leisure proposes to provide for its operations at Weeki Wachee Springs State Park, as well as estimated cost and year of proposed acquisition. Total estimated cost of equipment purchased: Start Up: $16,850 Total, First Two Years of Operation: $51,760 This equipment, together with proposed capital improvements detailed in Section D.8, provides Cape Leisure with the infrastructure necessary to achieve all its proposed food, retail and rental equipment goals.

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Weeki Wachee SpringsEquipment to be Provided

Equipment Description Number Unit Cost Total Notes

Offices and SupportPCs/Laptops for key staff 2 1000 2000 Start UpThree-In-One Printer 1 350 Start UpMiscelleneous Office Euipment 500 Start Up

Point of Sale (Includes License)Gift Locker 2 2000 4000 Start UpGifts Ahoy 1 2000 2000 Start UpMermaid Galley 1 2000 2000 Start UpPirate Grub 1 2000 2000 Start UpCaptain's Quarters 1 2000 2000 Start UpTiki Bar 1 2000 2000 Year TwoBuc Bay Rentals 1 2000 2000 Year TwoCanoe & Kayak Rentals 1 2000 2000 Start Up

RetailRetail Fixtures - Gifts Ahoy3' Four Way 3 300 900 Year Two4" Tombstone 1 300 300 Year TwoChrome Garmet Rack 4 150 600 Year TwoRetail Fixtures - Gift Locker3' Four Way 3 300 900 Year Two4' Tombstone 2 300 600 Year TwoDisplay Bins 2 80 160 Year TwoChrome Garment Rack 3 150 450 Year Two

RestaurantConveyor PizzaOvens 2 2000 4000 Year One

MiscelleneousAnnual Major Appliance Replacement (Kitchen,Other)) 10000 AnnualRadios 6 500 3000 Year One

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D.12 ADA Compliance, Accessibility and Inclusion Cape Leisure’s Accessibility and Inclusion Policy Building on the core values of equity, respect and accountability, Cape Leisure strives to provide welcoming and accessible services to the diverse visitors of Weeki Wachee Springs State Park. Our inclusion policy seeks to ensure that our services meet the needs of the Park’s visitors regardless of ability, age, race or ethnicity. Cape Leisure is committed to meeting and exceeding the requirements of the Americans with Disabilities Act; and Chapter 760, Part I, Florida Statutes, the “Florida Civil Rights Act.” Cape Leisure will not discriminate on the basis of disability or impairment and will not exclude persons with disability or impairment from reasonable access to facilities, grounds and activities related to Cape Leisure-managed activities at Weeki Wachee Springs State Park. Finally, Cape Leisure will proactively seek diversity in its workforce that is reflective of the surrounding community and of the visitors to Weeki Wachee Springs State Park. A&I Liaison (To Be Determined), Cape Leisure’s General Manager at Weeki Wachee Springs State Park, serves as A&I Liaison for Cape Leisure here. (To Be Determined) will work closely and cooperate with Weeki Wachee Springs State Parks’ A&I Coordinator, as well as Park Manager Toby Brewer, on all issues related to accessibility and inclusion. Contact Information: Telephone: (To Be Determined) Email: (To Be Determined)

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A&I Complaints and Issues Cape Leisure will immediately report any A&I/ADA-related complaint, claim or lawsuit it may receive to the Park’s A&I Coordinator and the Park Manager. Key Initiatives and Issues Related to A&I Cape Leisure will prominently post its A&I policy onsite. Copies of the policy will be available to all Cape Leisure employees at Weeki Wachee Springs State Park, as well as to guests, upon request. Cape Leisure will also provide accessibility information in its publications. Cape Leisure will prominently post its A&I policy onsite. Copies of the policy will be available to all Cape Leisure employees at Weeki Wachee Springs State Park, as well as to guests, upon request. Cape Leisure will also provide accessibility information in its publications. All applicable visitor floor space and seating within concessionaire control will be maintained to allow wheelchair access. Cape Leisure will adequately explain, both on site and within marking materials 9including online), the physical abilities required in order to rent a canoe or kayak. Cape Leisure’s A&I Liaison will conduct thorough property walk downs and make routine contact with the Park’s A&I Coordinator. Cape Leisure’s A&I Liaison will participate in training provided by Cape Leisure and will maintain familiarity with ADA requirements related to Cape Leisure’s operation. Cape Leisure’s A&I Liaison will educate and direct others on the Cape Leisure staff in ADA/A&I matters and issues. This includes required procedures related to the unsolicited collection of comments or complaints related to accessibility, to be certain Cape Leisure’s A/I Liaison learns of all such instances. Cape Leisure’s A&I Liaison and Concession Agreement Manager will undergo DEP-required training; including any DEP-provided online or live course when offered, and will be afforded the time to properly meet this responsibility. Cape Leisure will have an opportunity to hire its workforce and in that process, will proactively seek to hire according to its Policy Statement with the goal of a diverse associate staff.

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Cape Leisure will review its operations at least annually to ensure that they are as accessible as is practicable and at a minimum, compliant with law.

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D.13 Marketing Following is a sampling of Cape Leisure’s planned marketing methods. This is not intended to be comprehensive, but certainly provides marketing methods and approach. Cape Leisure understands that all events and all marketing materials must be approved in advance by the Park Manager. Cape Leisure has budgeted $7,500 annually for these marketing and sales efforts. In addition, we have budgeted a full time marketing and sales coordinator. Catering & Special Events Cape Leisure will develop a direct mail brochure advertising Weeki Wachee Springs’ Enchanted Ballroom as a unique venue for meetings, conferences, retreats, etc. The mailer will target Hernando Area association, government, corporate and civic organizations as well as school/youth groups and tour operators. This brochure will also offer Weeki Wachee and Buccaneer Bay as a site for company picnics. Weeki Wachee and Buccaneer Bay are uniquely suited to accommodate a summertime family style picnic. Facilities that may be offered include the Ballroom, where picnic goers might pick up their plate of buffet-style barbecue, the Amphitheater, where special games and activities could be set up on the lawn and the entire group could gather for a welcome from the company’s leadership. And of course, guests may enjoy all the amenities within the park. Weddings and receptions at Weeki Wachee will be promoted primarily through paid advertising in www.TheKnot.com, a powerful online site dedicated to assisting brides with their wedding plans. While not directly marketing related, it’s worth noting that the planned replacement of the existing hood system with a ten foot hood will allow us to greatly improve the catering capabilities of the Galley kitchen, which will go a long way towards the salability of this space, particularly for weddings.

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http://www.theknot.com/�


Canoe and Kayak Rentals Canoe and Kayak Rentals requires its own dedicated marketing and sales effort, as it a free standing business distinctly different from the rest of the Park’s offerings. Website and E-Commerce Cape Leisure proposes to create a dedicate website for the Canoe and Kayak Rentals. This will be accomplished in close coordination with the State, given it has two websites already devoted to Weeki Wachee: the main DEP webpage for Weeki and well as www.weekiwachee.com. These sites each include pages at least in part devoted to the watercraft rentals. This new URL and website is important because it will allow us to optimize the site for relevant Yahoo/Google searches, as well as offer on line reservation capability. We would also hope to link to the State’s two sites, and vice versa. The website will include information on:

• Weeki Wachee River Canoe and Kayak General Information • Prices and Hours • Watercraft Choices • Flora, Fauna of the Area and River Facts (interpretive) • Online reservations • Links to DEP site and www.weekiwachee.com

The most important aspect of the new website is the provision for online reservations. A secure, PCI compliant booking engine will provide guests with the ability to book directly from real-time watercraft inventory availability. The site will be integrated seamlessly into the main website, with a similar look and feel. This is planned for Year Two of contract. Cape Leisure’s advertising agency, Sky Advertising, will create the website. In that effort they’ll utilize search engine optimization techniques to help bring the site onto the first page of Google/Yahoo searches such as “Florida Canoe,” or “Weeki Wachee River.” Other key search phrases will be identified and optimized as well. In addition, pay-per-click search advertising will be placed, bringing the rental operation up in Google searches as a paid sponsor for key searches such as “Nature Coast,” “Canoeing,” and “Kayaking.” The website also will offer a name and address book into which visitors can register to receive news and offers via email.

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Rack Brochure Cape Leisure proposes a rack card distribution program. The 4” by 9” card promotes the Canoe and Kayak Rental operations, and is circulated in professional distributor racks located in hotels and other sites frequented by tourists throughout the Nature Coast. Group Market Cape Leisure will task its marketing and sales coordinator to target tour operators, school groups, youth groups. Scouting organizations and clubs for group Weeki Wachee river trips. We’ll utilize direct mail and telemarketing for this effort. Miscellaneous Cape Leisure will be active with the Hernando/Brooksville Chamber and the county tourist development office, taking advantage of promotional opportunities and joint marketing efforts created by these organizations.

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D.14 Environmental Plan Cape Leisure’s Environmental Protection Policy Cape Leisure Corporation is committed to operating its facilities and businesses in an environmentally sound and responsible manner. Cape Leisure will strive to minimize the impact of its operations on the environment through the continuous improvement of its Environmental Protection Plan. This is accomplished through the implementation of pollution prevention, waste reduction and energy use reduction measures as well as sustainability strategies such as recycling, both to the extent feasible and practicable in a manner that is consistent with Cape Leisure’s and its client’s overall mission and goals. To successfully implement this policy Cape Leisure will develop and maintain environmental management systems that will:

• Ensure that the environmental management policy is available to staff, tenants, customers and the general public.

• Ensure compliance with all applicable environmental laws and regulations.

• Ensure that environmental considerations are included in business, financial, purchasing,

operational, and programmatic decisions, including feasible and practicable options for potentially exceeding compliance with applicable regulatory requirements.

• Define and apply sustainable design principles in the planning, design, operation and

decommissioning of its facilities.

• Define and establish environmental objectives, targets and best management practices and monitor performance.

• Provide training to and communication with staff, vendors and guests regarding

environmental goals, objectives and targets and their respective roles and responsibilities in fulfilling them.

• Include the preparation of an annual environmental performance report.

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Environmental Protection Plan As our Environmental Protection Policy states, Cape Leisure is committed to minimizing its environmental impact in all its operations, including all concession operations at Weeki Wachee Springs State Park. Cape Leisure’s concession agreement, DEP XX-XXX, requires that our Environmental Protection Plan include elements that address:

1) Use of recyclable or biodegradable material where possible; 2) Natural resource impact minimizations; 3) Solid waste reduction and recycling; 4) Waste management; 5) Use of cleaning and maintenance supplies/compounds, insecticides, rodenticides and

herbicides; and, 6) Any other information, which would allow a reviewer to evaluate and understand a total

Environmental Protection Plan. At Weeki Wachee Springs State Park, Cape Leisure offers recreational rentals and food/retail concession services. These activities produce a relatively modest impact to the environment at Weeki Wachee Springs State Park. With that said, there are actions we can undertake to further minimize these impacts. Cape Leisure has identified a number of significant environmental impacts of its operations. These significant aspects, described in the next section, are numbered to reflect which of the concession agreement required elements each aspect addresses. Significant Environmental Aspects of Cape Leisure’s Operations at Weeki Wachee Springs State Park:

• Waste Production (1, 3 & 4) Waste is generated primarily in Cape Leisure’s food and retail concessions. This includes boxes and packing material related to product deliveries, waste generated preparing food, and by our guests in their consumption of the products we sell. Waste is comprised of cardboard, aluminum, paper, plastic, cooking oil and discarded food.

• Natural Resource Impact (1, 2 & 5) Cape Leisure bears responsibility for cleaning its facilities as well as ensuring the facilities are pest-free. Chemicals used for this cleaning and pest control can have a negative impact on the environment.

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Paddlers departing the Cape Leisure’s Canoe and Kayak Facility travel down a pristine waterway, the Weeki Wachee River, and could despoil it with litter or otherwise harm plant and animal life.

• Energy Use (5 & 6) Cape Leisure’s concession activities consume electrical power, primarily through the HVAC system, but also lights, retail fixtures, registers, computers and kitchen equipment. Propane is utilized in cooking. Environmental Action Plan Waste Production Overview: Waste streams are produced in the course of the concession business, both via the delivery of product to Cape Leisure from suppliers, and in the course of preparation and consumption of the products we sell. Waste includes cardboard, paper, plastic, aluminum, used cooking oil and discarded food. Goals:

• Reduce overall amount of waste produced by Cape Leisure activities at Weeki Wachee Springs State Park through a program of waste prevention and recycling.

• Minimize the amount of non-biodegradable waste produced. Measurement: Unfortunately there is no accurate way to determine actual amounts of waste being produced or waste recycled, which would be the ideal means to measure performance. Instead, Cape Leisure will self score each of the initiatives outlined in the Action Plan on an Excellent/Good/Fair/Poor scale year end. DEP input on this scoring is welcome. Action Plan: Cape Leisure will not utilize Styrofoam food packaging and individual condiment packages. Waste Services of Florida, Inc. is Cape Leisure’s trash contractor and Trash is picked up on XXXXX. XXXXXX is Cape Leisure’s recycled cardboard contractor and cardboard is picked up on XXXXXX. Cape Leisure will also participate in the aluminum, bottle and/or glass recycling programs already in place by XXXXXX.

174


Waste Services of Florida, Inc. 6800 Osteen Road New Port Richey, FL 34653 (727) 847-9100 Vendor Name Address Phone Number

Cape Leisure will recycle its used cooking oil through third party service, Griffin Industries by utilizing the vendor supplied storage bin.

Griffin Industries 1001 Orient Road Tampa, FL 33619-3303 (813) 626-1135

Cape Leisure will minimize the non-recyclable materials it uses to package prepared foods for its guests. Natural Resource Impact Cleaning Compounds & Pest Control Chemicals Overview: Many cleaning chemicals used in public bathrooms, dining areas kitchens, as well as on walls and floors can harm the environment through noxious fumes, leeching into the soil or water table or making direct contact with plant or animal life. The same is true of pesticides and rodenticides. Goal:

• Use only cleaning compounds approved for use by DEP at Weeki Wachee Springs State Park.

• Use only pesticides and rodenticides approved for use by DEP at Weeki Wachee Springs State Park.

Measurement: Visual inspection of cleaning compounds used by staff and insecticides/ rodenticides used by pest control service provider.

175


Action Plan: Cape Leisure will create a list of cleaning compounds it wishes to use in performance of cleaning duties at Weeki Wachee Springs State Park for DEP approval. Once DEP approval is received or appropriate changes are made, staff will be restricted to using only these approved chemicals. That list will also be made a part of this plan as Attachment A. Every effort will be made to utilize effective “green” products wherever possible. Cape Leisure’s licensed pest control service provider will create a list of compounds it wishes to utilize in the performance of its duties at Weeki Wachee Springs State Park for DEP approval. Once DEP approval is received or appropriate changes are made, service provider will be restricted to using only these approved chemicals. That list will also be made a part of the plan as Attachment A. Cape Leisure’s current Pest Control provider is XXXXXXX. This company provides monthly treatments at all applicable areas. Any deceased insect or rodent bodies will be disposed of properly to prevent introducing any pesticides or rodenticides into the environment.

Vendor Name Address Phone Number

Cape Leisure and its pest control service provider may propose other compounds for use at any time, but may not utilize them until formal DEP approval is acquired. Minimizing the Environmental Impact of Paddlers on the Weeki Wachee River Overview: More than 5,000 canoes and kayaks are rented each year, with upwards of 7,500 paddlers departing Weeki Wachee Springs State Park. These visitors have the potential to litter the river, harass wildlife and trample sensitive river bank environments. Goal: Minimize the environmental impact of our guests on the river, through education and enforcement of rules. Measurement: Utilizing formal and anecdotal reports on river conditions from Week Wachee State Park rangers as well as Watercraft Operations Supervisor inspections of the river, ascertain that the river is free of litter and that plant and animal life are flourishing.

176


Action Plan: Cape Leisure will verbally instruct guests on the “rules of the river,” including no harassment or feeding of wildlife, no fishing and no littering. These rules will also be prominently posted both in the rental building and near the river’s edge. Finally, it will be a part of the waiver each guest must sign. Visual inspections of coolers will be conducted to be sure no alcohol is carried onto to the river, as this is very often the root cause of such problems. Energy Use Electricity Overview: Cape Leisure’s concession facilities do not currently have individual electrical meters, although we plan to add meters in the next year. One installed, we’ll have the ability to measure and benchmark electrical use. Goal:

• Cape Leisure will use 2012 as a benchmarking year, while simultaneously introducing at least three different energy saving initiatives. In 2013, Cape Leisure will reduce electrical use at its concession facilities by 5% versus 2012’s benchmark.

Measurement: 2012 will be benchmarked based on billed kilowatt-hour usage, monthly. Outdoor temperature trends will also be notated on a monthly basis, as these are variables, which can impact results. Action Plan: HVAC: Air conditioning thermostats in public areas will be set at no lower than 75 degrees. XXXXXXX currently maintains all HVAC/refrigeration systems. Kitchen Equipment: Cape Leisure will maximize the use of energy efficient refrigeration and appliances. This will be a key factor in selecting new equipment replacements. Lights: After closing of dining, retail and support facilities, all lights will be switched off. Lights: Bulbs will be replaced with energy efficient florescent or equivalent wherever possible.

177


Propane Use Overview: Cape Leisure utilizes propane in much of its kitchen food warming equipment. Goal:

• Cape Leisure will use 2012 as a benchmarking year, while simultaneously introducing at least three different energy saving initiatives. In 2013, Cape Leisure will reduce propane use at its concession facilities by 5% versus 2012’s benchmark.

Measurement: 2012 will be benchmarked based on billed pounds of propane used, monthly. Sales trends will also be notated on a monthly basis, as these are variables which can impact results. Action Plan: Propane-burning appliances will be fired up no sooner than right before first usage and fired down no later than ten minutes after closing. Both the flat top and the charbroiler have four burners. During slower periods, two lighted burners are sufficient. Propane-burning appliances will be set at proper temperatures, avoiding excessive heat and propane use. Pilot lights will be adjusted properly to avoid excessive propane use. Cape Leisure’s current propane provider is Suburban Propane.

178


D.15 Start Up Inventory Retail Cape Leisure is interested in purchasing the existing Weeki Wachee retail inventory for resale. Details of how this transaction might be consummated may be found in Section D.17. As described in Section D.1, the current inventory is extremely high and it is unlikely an additional order of souvenirs, toys or clothing will be required for start up. We’ll conduct an inventory to determine if sundry and accessory stores are adequate, and order as needed. Food Cape Leisure is interested in purchasing from the park any food inventories remaining at transition time, including dry, refrigerated and frozen goods for resale. Cape Leisure will enhance this transitional inventory with a fresh order from its food purveyor, Sysco, as well as its soft drink and alcoholic beverage vendors. Cleaning Supplies and Paper Goods/ Bathroom Supplies Cape Leisure is interested in purchasing from the Park any remaining inventories of cleaning supplies, including kitchen cleaning supplies. Cape Leisure is also interested in purchasing any remaining inventories of usable paper goods and bathroom supplies, such as paper towels, toilet paper, napkins, paper plates and boats, etc. Following a physical inventory, Cape Leisure will enhance these opening inventories with freshly ordered supplies. Change Banks Cape Leisure will either purchase from the State its existing change and drawer banks, or provide its own, at the Park’s convenience. Office Supplies Cape Leisure will purchase any needed office supplies, such as printer paper, register tapes, pencils and pens, scissors, staplers, etc prior to July 1 and have these supplies on site for transition. Employee Uniforms Cape Leisure will have new employee uniforms and name tags on site in time for the July 1 transition.

179


D.16 Plan and Timeline for Setting Up Operations in Park Commencement Date Cape Leisure respectfully requests a minimum 30 day transition period leading to a contract start-up of July 1, 2011. However, we will accommodate whatever schedule best meets the State’s needs. Timeframe The 30-day transition period provide ample time for Cape Leisure to acquire and install the equipment, supplies and inventory it requires to commence operation on July 1. Staff will be in place by July 1 as well. We anticipate hiring most of the existing line staff, bolstered by outside hires for key positions such as general manager, identified through networking, online advertising and staff from other Cape Leisure operations. Cape Leisure will provide training and orientation during existing staff’s off hours prior to start-up. We respectfully request to base our transition at the Park beginning shortly after negotiations and concession agreement finalization, perhaps using the utilizing the Ballroom as scheduled events allow. We’ll work with Park staff to store equipment and inventory as it arrives (or arrange to store offsite), train staff and otherwise prepare for takeover. It also keeps us in close proximity to the Park Manager, expediting those necessary coordinations and approvals. As units close on June 30, in coordination with the Park, Cape Leisure will set equipment and point of sale, and store inventory and supplies, in preparation for the 12 am transition. We’ll also take delivery of new food inventory and supplies, probably in combination with the purchase of existing stores from the State as appropriate, all prior to open July 1.

180


On site periodically through the 30-day transition and beyond will be Cape Leisure’s president, Dan LeBlanc. Senior Manager of Operations Brian Sherman will be on site throughout the transition, supported through most of that period by Greg Krepps, Cape Leisure’s Director of Food and Beverage, and Don Henk, Cape Leisure’s Director of Retail. We’ll endeavor to hire a General Manager in time to assist in the transition, but failing this, Brian Sherman will act as interim general manager. Other outside resources will be marshaled as necessary, including assistance from staff at Cape Leisure’s Homosassa Springs Wildlife State Park operation. $22,000 has been budgeted specifically for transition, primarily point-of-sale equipment, office equipment and supplies, as well as corporate staff travel. Licenses, other equipment, supplies and inventory costs are budgeted in the operation. Scope & Timeframe for Initial Repairs No major repairs are anticipated for start-up, as all capital improvements will await completion of the six month trial period. Start up Inventory Preliminary discussions have already occurred with major food vendor Sysco. In addition, we anticipate successfully negotiating for the purchase of remaining food and retail inventory from the Park. Please see Section D.17 for details on this subject. Transition Checklist Cape Leisure utilizes a Transition Checklist Excel format for its business start-ups. A draft of the Weeki Wachee Springs Transition Checklist follows, which details tasks, designates responsibilities and establishes timelines.

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187


D.17 Plan for Acquisition of Existing Inventory Retail Inventory Should Cape Leisure be selected for negotiation, Cape Leisure proposes to conduct a physical count of inventory in the two stores and warehouse. Any damaged, obsolete or otherwise unsalable items will be identified and a current inventory level and value at cost will be established. This inventory will be conducted in concert with State and Cape Leisure personnel, possibly with the assistance of a third-party inventory company such as RGIS. With this data in hand, we’ll negotiate a final purchase price. The very high level of current inventory maintained at Weeki Wachee is a real problem. As stated in Section D.1, $530,000 represents the inventory required to operate Gift Locker for three years at current annual gross sales levels. An inventory this large would be appropriate for an attraction gift shop with $1,590,000 in annual sales, which would represent the industry norm of a minimum of three annual turns on inventory. For example, Cape Leisure’s Natural Bridge Gift Shop carries a $250,000 inventory on about $760,000 in sales. At Kennedy Space Center Visitor Complex, retail inventory was maintained at $3.2 million on sales of $18 million. Homosassa Springs Wildlife State Park inventory, as you may know, is currently $210,000, on $820,000 in annual sales. Unfortunately, though we would try, there is limited demand for Weeki Wachee merchandise outside the park – there really isn’t a secondary market. It would be difficult, in fact foolhardy, for any company to purchase this entire inventory at the stated wholesale price. Some form of compromise will need to be reached, such as purchase of just part of the inventory or a significant discount on the entire purchase price. Cape Leisure respectfully requests a payment amortization period of two to three years, dependant on the final negotiated price. A secondary methodology sometimes used by concessioners is a consignment approach, in which the State would be paid for merchandise as it is sold. All this is to be determined. Please know that Cape Leisure is committed to seeing this problem resolved in a manner that is fiscally survivable for each of us.

188


Food Inventory It will be necessary for the State to have food inventory on hand through the end of June 30, in order to accommodate guests. Cape Leisure will purchase from the State remaining inventories at cost, following an after-close inventory June 30. This payment will be made immediately. Equipment and Supplies Cape Leisure is also interested in negotiating for the purchase of concession related paper and cleaning supplies remaining on hand June 30. Value will be determined via an after close June 30 physical count. Payment will be made immediately. If available, Cape Leisure is also interested in discussing the purchase of the existing POS system hardware, dependent on its current condition. This is particularly desirable if we choose to purchase Plexus POS software. Payment will be made immediately.

189


E. Internal Controls Cash Handling Policy and Procedures All cashiers will be trained in Cape Leisure’s cash handling procedures. Our policies are comprehensive and designed to create responsibility and accountability on the part of all who handle cash. Highlights of the policy include a strict “one cashier, one cash drawer” rule. Cash drawers will not be shared by multiple cashiers. Other highlights include:

• On-site managers supervise employees and are available to distribute and receive daily bank drawers, authorize refunds and handle other incidents.

• Managers do not function as cashiers except in an emergency, providing for non-cash handling personnel to verify cashier bank drawers.

• Cashiers receive training on cash handling based on Cape Leisure’s Cash Handling Policy and Procedures.

• Guests always receive a receipt for their transaction, and point of sale signage visible to guests reinforces this policy.

• Cape Leisure will provide a safe to store cash when not in registers and prior to deposit.

Point of Sale System Cape Leisure proposes to invest in computerized point of sale equipment that is capable of interfacing directly and automatically with its accounting system. These terminals will be installed at the food and retail concessions, as well as the Canoe and Kayak rental facility. In Year Two, terminals will also be placed in the Tiki Bar and Buccaneer Bay Rental Facility. Cape Leisure proposes to utilize a system such as AccuPOS or Plexis, the latter of which is the software the State is currently utilizing at the park. Either of these systems

190

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provides all the required acceptable methods of documenting sales required by the Call for Business Plans, including:

• Printed customer receipts that include Cape Leisure identification and contact number, date, time, location, cashier identification, order detail, total and tax.

• Automatically numbered receipts with no sequence breaks • Customer display that allows guests to see transaction total. • Integrated credit card processing • Electronic record of each transaction, including order detail, sales tax, cashier, date and

time, sequential numbering • Recording and accumulating sales and sales tax amounts • Cleaning and closing of transactions at day or shift end. • Multiple tills to accommodate second cashiers and breakers so that each cashier works

from his/her bank only. • Sales reporting such as sales by item or category and sales by hour. • Integrates with accounting system.

Vending Machines Vending machines will include sales counters. Cape Leisure will maintain a “real time” inventory sold and revenues collected report, reconciled each time machines are refilled. A Vending Machine Counter Reconciliation Worksheet will be provided to the State monthly. As with all vendor receipts, receipts for product purchased for vending will be retained for inspection by the State. Catering Sales Cape Leisure proposes to utilize Caterease event management software for meeting, banquet and special event management. Caterease provides modules which offer space utilization control, event calendar, menu and pricing, internal event planning memos (BEOs) and lead management and event invoicing. It is a single source for all event related information. For each event, a contract specifying event details will be prepared through Caterease. These will be pre-numbered, dated and time stamped, and include the customer name, address, phone, date of event, place of event (such as Enchanted Ballroom or Amphitheater), number of people expected, names of outside vendors such as rental equipment companies or florists to be

191


utilized, and customer special requests. It will include all fees to be collected by Cape Leisure, including food costs, entrance fees and space rentals. At booking confirmation, the event contract will be recorded into Cape Leisure’s accounting system and POS as an accounts receivable. This entry will itemize the fees due. Any deposits collected or refunds paid will be recorded as well, and the record will remain in the system even if the event is ultimately cancelled. . All event-related fees collected by Cape Leisure, such as rental fees, cleaning fees and any commission profits on rental equipment or through outside caterers, will be subject to the State Monthly Commission. Pass through expenses due to the State, such as park entrance fees collected at cost, will be exempt for the State Monthly Commission, and this revenue will be paid promptly to the State. Each month, Cape Leisure will provide the Park Manager a consolidated listing of each event booked for the previous month. The report will support the Monthly Report of Gross Sales, detailing revenues collected for each event. Banking, Accounting, Record Keeping & Reporting Cape Leisure’s general manager assigned to the Weeki Wachee Springs concession contract will have the responsibility to maintain the operation’s accounting records. The general manager will be closely supervised by Cape Leisure’s president, and have the full support of Cape Leisure’s accounting firm, Percy Bell, CPA, located in Altamonte Springs Florida. Cape Leisure utilizes QuickBooks Pro to maintain its accounting records. With this combination of professional resources, QuickBooks and the proposed point of sales system described above, Cape Leisure will meet or exceed all the State’s Minimum Accounting Requirements (Exhibit D) for this contract. For banking, Cape Leisure will:

• Establish three accounts exclusively for the use of Cape Leisure’s Weeki unit at the Wachovia (Wells Fargo) branch located less than two miles south on Commercial Way in Spring Hill: a main account, a payroll account and a petty cash account.

• Retain all checks, including voided checks. • Maintain daily receipts intact, depositing them at intervals not to exceed five working

days. If daily receipts exceed $2,000, deposits will be made daily. Bank deposit slips will be retained. Un-deposited funds will be maintained in an on-site safe, in a location to be determined.

192


For accounting, Cape Leisure will:

• Follow GAAP standards. • Make daily entries to account for revenues earned and sales tax collected. These entries

will be itemized by sales location and will match same period deposit slips. Any adjustments to gross sales, such as a customer refund, will be supported by source documents.

• Make purchases exclusively by check or company credit/debit card. Though Cape Leisure does not foresee the need for an impress fund, it will reserve the right to do so should the need arise, following protocols established in the Minimum Accounting Requirements. This represents the only possible exception to this bullet.

• Expenditures will always be supported by vendor invoices or purchase receipts. These records, together with cancelled checks, will be retained.

• Provide a limited engagement document at its sole expense for a CPA review of Cape Leisure’s records, as specified in Exhibit G.

For reporting and record keeping, Cape Leisure will:

• Make accounting records available to the State, including printouts of electronic records, as required.

• Provide the Park Manager with a Monthly Report of Concessioner Gross Sales in a form acceptable to the State within 20 days of each month’s end, together with the commission fee and state use tax due.

• Provide the Park Manager with an Annual Profit & Loss Statement in a format acceptable to the State, no later than April 30 of the following year.

• Provide the Park Manager with completed vending machine Reconciliation Worksheets as required.

• Retain books of original entry and support documents, such as bank deposit slips, checks, receipts and invoices, a minimum of 5 years.

• Routinely backup electronic records. QuickBooks contains a feature which prompts the user to create a backup file of the records at least on a weekly basis. That backup will be stored on an external hard drive. In addition, a copy of the electronic records will be maintained at Cape Leisure’s company headquarters in Cape Canaveral.

For payroll and timekeeping:

• Employees will clock in and out utilizing time clocks or manual time sheets. • Cape Leisure plans to use third party payroll company ADP to maintain payroll. The

requirements for record keeping and accounting procedures are provided by this service, including the records retention requirements.

193


PCI Compliance Cape Leisure’s Point of Sale system and credit card processing are PCI-compliant. Annual certificates will be provided to the State.

194


F. Financial Information Please find on the following pages Cape Leisure’s Balance Sheets and Statements of Income for the past three years. In addition, Cape Leisure has included current Banking Statements, through the end of April.

195

CAPE LEISURE CORPORATION

BALANCE SHEETDecember 31,2010

ASSETS

Current Assets

CashAccounts receivableInventoryDue from shareholder

Total Current Assets

Property and Equipment

EquipmentLess accumulated depreciation

Other assets

Total

LlABILILTIES AND SHAREHOLDERS EQUITY

Current Liabilities

Accounts payableSales tax payableCustomer Deposits

Total Current Liabilities

Notes PayableShareholder Loans

Shareholders Equity

Common stock $1.00 par issued and outsatnding

100 sharesAdditional paid in capitalRetained earnings

Total

86,0606,642

34,449

56,01324,18513,210

127,857

79,418

35,945

243,220

565,563

87,585

93,204

70,00065,017 135,017

1001,016

13,883 14,999

243,220

196


STATEMENT OF INCOME AND RETAINED EARNINGSFor the year ending December 31, 2010

REVENUE

Consulting income 246,861Operating income 166,074

412,935

COSTOF SALES 31,290

GROSSMARGIN 381,645

EXPENSES

Bank service charges 2,586Contributions 2,375Depreciation 2,831Dues and subscriptions 2,227Insurance 16,152Professional fees 10,773Rent 21,166Maintenance 4,672Travel and meals 26,441

Utilities 14,864Office supplies 16,222Officer salary 80,000Other salaries 84,320Marketing 8,790Payroll taxes 13,662

Total 307,081

NET INCOME 74,564

Retained eaarnings January 1, 2009 25,611

Distributions to shareholder (86,292)

Retained earnings December 31, 2009 13,883

197


STATEMENT OF CASH FLOWSFor the year ending December 31, 2010

Cash flows from operating activities:Net IncomeAdjustments to reconcile net incometo net cash provided by operations:Depreciation(Increase) decrease in accounts receivable(Increase) decrease in inventoryIncrease (decrease) in accounts payableIncrease (decrease) in customer deposits

74,564

2,831(33,781)(24,185)

4637,585

Net cash provided by operations 57,060

Cash flows from investing activities:

Purchase of property and equipmentIncrease in other assets

80,62632,614

Net cash used in investing activities 113,240

Cash flows from financing activities

Increase in notes payableDistributions to shareholderAdvances (repayments) of shareholder loans

70,000(86,292)65,017

Net cash provided (used) by financing activities 48,725

Net increase (decrease) in cash (7,455)

Cash, beginning of year 41,904

Cash, end of yea r 34,449

198


BALANCESHEETDecember 31,2009

ASSETS

Current Assets

CashAccounts receivableDue from shareholder



EquipmentLessaccumulated depreciation

Other assets

Total

lIABllILTIES AND SHAREHOLDERSEQUITY

Current liabilities

Accounts payablePayroll taxes payableAdvance deposits

Total Current liabilities

Shareholders Equity

Common stock $1.00 par issued and outsatnding100 sharesAdditional paid in capitalRetained earnings

Total

5,4343,811

1001,016

25,611

41,90422,23213,210

77,346

1,623

3,331

82,300

4,0061,567

50,000

55,573

26,727

82,300

199

REVENUE

Consulting income

EXPENSES

Automobile expenseBank service chargesContributionsDepreciationDues and subscriptionsInsuranceProfessional feesRentTelephoneTravel and mealsUtilitiesOffice suppliesOfficer salaryConsulting feesPayroll taxes

Total

NET INCOME


STATEMENT OF INCOME AND RETAINED EARNINGSFor the year ending December 31, 2009

Retained eaarnings January 1, 2009

Distributions to shareholder

Retained earnings December 31, 2009

3,83141

2,0003,1761,3513,5405,4424,0323,423

30,611508

6,00283,69017,3346,647

275,861

171,628

104,233

12,622

(91,244)

25,611

200


STATEMENT OF CASH FLOWSFor the year ending December 31, 2009

Cash flows from operating activities:Net IncomeAdjustments to reconcile net incometo net cash provided by operations:Depreciation(Increase) decrease in accounts receivableIncrease (decrease) in accounts payableIncrease (decrease) in advance deposits

104,233

3,176(12,232)2,574

50,000



Purchase of property and equipment 4,226



Distributions to shareholderAdvances (repayments) of shareholder loans

(91,244)(10,710)

Net cash provided (used) by financing activities (101,954)

Net increase (decrease) in cash 41,571

Cash, beginning of year 332

Cash, end of yea r 41,903

201


BALANCESHEETDecember 31,2008

ASSETS

Current Assets

CashAccounts receivableLoans to shareholder



EquipmentLess accumulated depreciation

Other Assets

Total

LIABILITIESAND SHAREHOLDERSEQUITY

Current Liabilities

Accounts payablePayroll taxes

Total Current Liabilities

Shareholders Equity

Common stock $1.00 par issued and outstanding100 sharesAdditional paid in capitalRetained earnings

Total

1,208634

1001,016

12,622

33210,0002,500

12,832

574

3,331

16,737

7882,211

2,999

13,738

16,737

202

REVENUE


STATEMENT OF INCOME AND RETAINED EARNINGSFor the 3 months ending December 31, 2008

Income (Management Fees and Consulting)

EXPENSES

Dues and subscriptionsDepreciationMeals and entertainmentOffice suppliesOfficers salaryPayroll taxesProfessional feesTelephoneTravel

Total

NET INCOME

Retained earnings September 30, 2008

Distributions to Shareholder

Retained earnings December 31, 2008

339634785

2,0707,400811

11011,229

40,000

23,378

16,622

4,000

12,622

203


STATEMENT OF CASH FLOWSFor the 3 months ending December 31, 2008

Cash flows from operating activities:Net IncomeAdjustments to reconcile net incometo net cash provided by operations:Depreciation(Increase) decrease in accounts receivableIncrease (decrease) in accounts payable

16,622

634(10,000)2,999



Purchase of property and equipmentPurchase of other assets

1,2083,331



Distributions to shareholderInitial capitalizationAdvances (repayments) of shareholder loans

(4,000)1,116(2,500)

Net cash provided (used) by financing activities (5,384)

Net increase (decrease) in cash 332

Cash, beginning of year

Cash, end of yea r 332

204

Wachovia Online Services I My Accounts

• W"ACHOVIA A Wells Fargo Company

SUMMARY Oa.' ACCOUNTS

Wachovia Business Online

Welcome, CAPE LEISURE MANAGEMENT CO ([email protected] Edit)

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$3,218.46

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JP OPERATING $8,175.90 $20,344.12

JP PAYROL!- $286.34 $286.34

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$1,398.94

$2,333.25

$191 .36

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https://onlinebanking2. wachovia.com/My Accounts.aspx

$1,274.57

$2, 192.37

$191.36

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Wachovia Online BillPay - The secure way to pay your bills. Learn More Direct Deposit: It's easy to set up, convenient - and free. Learn More Monitor cash flow with free Balance Alerts. Learn More

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• Includes transactions that have cleared your account as of the close of the previous business day. See help with this page for more details. •• Transactions that have been authorized but not yet posted are included. See help with this page for more details. t Links to third-party sites are provided for your convenience. Such sites are not within our control and may not follow the same privacy, security, or accessibility standards as ours. Wachovia neither endorses nor guarantees offerings of the third party providers, nor is Wachovia responsible for the security, content or availability of third-party sites, their partners, or advertisers.

208

bttps://onlinebanking2. wachovia.com/My Accounts.aspx 5/2/2011


G. Business References Please find on the following pages three business references, A&M Investments (owners of Natural Bridge of Virginia), Anastasia State Park and the Port of Canaveral (Jetty Park).

209


H. Capital Improvements Overview Cape Leisure proposes capital expenditures totaling approximately $128,000 over the proposed five year term of the agreement. The majority of these funds will be placed into a special account controlled jointly by the State and Cape Leisure, the Capital Improvement Account. Cape Leisure proposes that these funds are to be used initially to accomplish the State’s preferred capital improvements. Cape Leisure also will use its own funds to add slat wall to the Gifts Ahoy store, as well as a new point of sale counter, a project estimated at $7,150 In addition, Cape Leisure has budgeted $10,000 annually in its operating budget for major equipment replacement. While this does not meet the State’s definition of capital, it will replace aging kitchen equipment. Capital Improvement Account Cape Leisure proposes the creation of a contractual Capital Improvement Account, to create a fund for future unknown capital improvements as well as to accomplish the three State identified preferred projected. Cape Leisure will invest 2% (two percent) of Weeki Wachee Springs concession gross revenue into this fund on a monthly basis. The fund will be held in an account in which disbursements require the signatures of both Cape Leisure and a Florida State Parks representative. We recommend that these signatures be those of the Cape Leisure General Manager at Weeki Wachee and the Weeki Wachee Springs State Park Manager. These deposits will be reported to the State on the “Exhibit E Monthly Report of Concessioner’s Gross Sales” and the State will be furnished with bank statements for the account on a monthly basis. Spending decisions on disbursements are made jointly by Cape Leisure and the State. Capital Improvement Account funds are not for routine maintenance and repair, but rather for major

213


capital repairs, replacements or improvements, such as the “Capital Improvement Opportunities Preferred,” listed in the Call for Business Plans. The Capital Improvement Account should provide more than enough funds to accomplish these capital projects within the first three years of the contract. Unspent funds roll into the next year. Any funds remaining at the end of Cape Leisure’s contract will roll over into a successor concession agreement at Weeki Wachee Springs or become the property of the State. This system is used very successfully in concession environments by the National Parks Service, New York State Parks and in NASA’s concession contract at Kennedy Space Center Visitor Complex, to name a few. It is a means to be prepared for future unknown capital needs. It seems that this is a particularly good idea at Weeki Wachee Springs, given the age of the buildings and support systems. Over the five year term of the proposed concession contract, we estimate this represents a $120,662 investment into this Capital Improvement Account. Proposed Capital Projects State Identified Projects Cape Leisure proposes to use the Capital Improvement account to accomplish the State’s “Capital Improvement Opportunities Preferred,” listed in the Call for Business Plans. Following are our estimates for these projects: Replace Cooking Hood System in Mermaid Galley (BL281008) $20,000 Replace Cooking Hood System in Pirates Grub (BL281004) 16,000 Provide separate electric meters for concession facilities 12,000* Total $48,000 *Cost unknown. Need more specific knowledge on electrical infrastructure. Estimated here at $1,500 per meter based on discussions with electrical supplier.

214


We propose to accomplish these three projects over the first three years of the concession agreement, with priorities to be determined jointly by the State and Cape Leisure.. Gifts Ahoy Upgrade Cape Leisure proposes a remodeling of the Gifts Ahoy shop at Buccaneer Bay, designed to improve appearance and ambience, while increasing store sales. The upgrade includes new slat wall displays on the walls (example of slat wall pictured), a new, smaller, point of sale counter to

increase sell space, new lighting and paint. We’d also re-fixture the shop using operating funds, which will improve guest sightlines and ADA accessibility. Add Slat Wall $4,000 New Point of Sale Counter 1,500 Paint and Lighting 1,000 Contingency @ 10% 650 Total Project Cost $7,150

Capital Improvements Schedule & Costs

Capital Spending Summary Project

Year One

Year Two

Year Three

Year Four

Year Five

Total

Gifts Ahoy Rehab 7,150

Capital Improvement Account (Used for State Identified Priorities such as electric meters and new kitchen hoods, as well as other projects to be jointly indentified)

22,388 23,490 24,195 24,921 25,668 120,662

Total Capital Outlay 22,388 30,640 24,195 24,921 25,668 127,812

215


Reminder: Please note that Cape Leisure has also budgeted $10,000 annually within it maintenance operating budget for major unforeseen equipment replacements such as major kitchen appliances. More on this may be found in Section D.10.

216


I. Commission Rate Cape Leisure proposes to pay the State a monthly commission rate of 6% (Six Percent) in Year One of the agreement and 8% (eight percent) in Year Two through Five. In addition, Cape Leisure proposes to pay 2% (Two Percent) of annual revenue into a Capital Improvement Account. This account will be jointly controlled by Cape Leisure and the State, requiring both parties to sign for any expenditure from this account. The purpose of this account is to build up a fund for major repairs, emergency repairs and enhancements to the Weeki Wachee Springs State Park concession facilities. It is in addition to routine maintenance costs. More on this approach can be found in Section D.8. Following is a chart outlining Cape Leisure’s revenue projections by year, as well as the projected commissions paid to the State at the progressive 4/% and 6% rate, and deposits into the Capital Improvements Account.

Annual Projected Revenue and Commission Paid

Year One Year Two Year Three

Year Four Year Five Total

Revenue

1,119,396

1,174,506

1,209,741

1,246,033

1,283,414

6,033,090

Commission at 6% Year One, 8% in Years Two through Five

67,164 93,960 96,779 99,683 102,673 460,259

Capital Improvement Account Deposits at 2%

22,388 23,490 24,195 24,921 25,668 120,662

217


Financial Approach To establish base revenue from which to build our pro forma, Cape Leisure averaged the State-reported concession revenue figures for the past two years. For April through June of the current fiscal year, we forecast at last year’s levels, which we believe is conservative due to current Park trends. Our pro forma revenue growth is driven primarily by new menu initiatives, new locations such as mobile carts and hand dip ice cream at Buccaneer Bay’s Snack Shack, and marketing/sales strategies for catering and canoe/kayak rentals. (Please see Section D.13 for marketing strategy detail.) Revenue was grown Year One by 5% (from the base two-year average) for Food, Retail and Rentals, plus the added revenue generated from hand dipped ice cream at Buccaneer Bay and revenue generated by the two mobile food carts. Year Two revenue was also increased by 5%, and Years Three through Five was increased at a more conservative annual growth rate of 3%. Cost of Sales was estimated at 25% for Food. The food cost is based on experience at other Cape Leisure properties. For Retail, typically Cape Leisure operates at about a 38% cost of sales for gift shops. Given the very high on-hand retail inventory and the problems it creates, we budgeted 45% for Year One through Three, before normalizing at 38% for Years Four and Five. We believe this high level is more prudent. Operating costs were zero based, as were Payroll expenses, in Year One. Much of the operating expenses were culled from state provided figures. These costs were escalated at a 3% annual rate. Marketing costs were set at $7,500 annually, not including marketing payroll. Please find our Pro Forma and Summary of Projected Operating Expenses on the following page. Details on menu, retail and rental prices may be found in Section D.4 and D.5, and staffing in D.7.

218

Weeki Wachee SpringsPro Forma

Year One Year Two Year Three Year Four Year Five

RevenueFood 381,059 400,112 412,116 424,479 437,213Retail 411,938 432,535 445,511 458,876 472,643Rental 283,399 297,569 306,496 315,691 325,161Carts 25,000 25,750 26,523 27,318 28,138Buccaneer Bay Ice Cream 18,000 18,540 19,096 19,669 20,259

Total Revenue 1,119,396 1,174,506 1,209,741 1,246,033 1,283,414

Cost of 5alesFood 25% 106,015 111,101 114,434 117,867 121,403

45% Years One

through Three, 38%

Retail Thereafter} 185,372 194,641 200,480 174,373 179,604Cost of Sales 291,387 305,741 314,914 292,240 301,007

PayrollTotal Salary & Wages 401,710 413,761 426,174 438,959 452,128T&B 48,017 49,457 50,941 52,469 54,043

Total Payroll 449,726 463,218 477,114 491,428 506,171

Operating Expenses 207,491 213,716 220,127 226,731 233,533

Marketing Expense 7,500 7,500 7,500 7,500 7,500

CommissionYear One 6% 67,164

Year Two through Five 8% 93,960 96,779 99,683 102,673

Total Commission 67,164 93,960 96,779 99,683 102,673

Capital Improvement Account Deposits 2.0% 22,388 23,490 24,195 24,921 25,668

Start-up Costs 20,000

Total Expenses* 1,065,656 1,107,625 1,140,629 1,142,502 1,176,552

Pretax Profit 53,740 66,880 69,112 103,531 106,862

After Tax 37,618 46,816 48,378 72,472 74,804

219

Weeki Wachee SpringsOperating Expenses

UtilitiesElectricPropaneWaste DisposalWater (Testing)SewerTelephonePest ControlTotal Utilities

75,00010,0005,000

14,0005,0005,0003,600

117,600

Professional ServicesProfessional DevelopmentSubscriptions/MembershipTotal Professional Services

2,0001,5003,500

Travel & Entertainment 600

Repairs & MaintenanceInterior Wall, Floors, etcExterior Wall, Roof, etc.Fire Detection SystemsFire Supression SystemsSecurity Alrams SystemsHVACKichen EquipmentHot Water HeatersMajor Equipment ReplacementMiscelleneous SuppliesTotal Repairs & Maintenance

2,5002,500

5002,000

5008,0002,0002,000

10,0003,000

33,000

SuppliesOffice Supplies/PostageCleaning SuppliesFood Service SuppliesRetail SuppliesUniformsAnnual Van and Jon Boat PaymentsTotal Supplies

2,5002,5005,0005,0002,0006,500

23,500

Recurring ChargesBank ChargesCredit Card FeesLiability InsuranceLicensesTotal Recurring Charges

50016,79110,500

1,50029,291

Total Operating Expenses 207,491

220

Proposal Weeki Wachee - Redacted (small file size).pdf

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Transcript of Proposal Weeki Wachee - Redacted (small file size).pdf