SOUTH FLORIDA01 / INVENTORY
Assess the park portfolio
Inventory current parks, courts, fields, buildings, land and programs. Document condition, public access, ownership, maintenance, utilization and critical evidence gaps.
CITY & COUNTY PARKS · RECREATION ASSETS · CAPITAL STRATEGY
Revitalize the whole park.
Strengthen the community.
Tennis may start the conversation. The real opportunity can encompass an entire public park: tennis courts, baseball diamonds, football and soccer fields, basketball courts, trails, playgrounds, community buildings, and unused land.
South Florida Tennis Pros connects the community to the conversation. Cedric Burl & Company offers a separate, structured way to assess the assets, evaluate resources and develop an actionable municipal strategy.
Three different roles. South Florida Tennis Pros (SFTP) is the public-facing commercial tennis platform and referral source. Cedric Burl & Company (CB&C) is the separately contracted consulting and coordination firm, using the AGI Method™. National Tennis Community Association (NTCA) is an independent nonprofit collaborator pursuing accessible tennis under its own governance. No municipal affiliation is implied.
WHY THIS WORK BEGAN
We started by asking why public tennis courts were disappearing.
Community work around preserving public tennis access exposed a larger question: what happens when cities own parks and recreation assets that are neglected, underused, or difficult to fund? The need often goes far beyond one sport.
Our point of entry is tennis. Our strategic lens is the entire recreation asset.
An underused park could have tennis courts alongside baseball fields, football fields, basketball courts, playgrounds, walking routes and land that may be suitable for different community uses. The right approach depends on the existing park master plan, public input, property rights, budgets, safety, programming needs and municipal authorization. We do not assume that any specific park is abandoned or available for redevelopment without verification.
MUNICIPAL CAPABILITIES
City-sized opportunities require more than a funding list.
A modular advisory and coordination offering for cities, counties, parks agencies, community development organizations, schools, and qualified partners.
02 / PRIORITIZE
Build a redevelopment roadmap
Compare restoration versus expansion, phase projects by need and cost, gather community feedback, and identify which sites may justify feasibility work.
03 / RESOURCES
Map funding opportunities
Research applicable technical assistance, grants, philanthropic support, budgets, incentives, sponsorship, debt and partnerships. Verify eligibility and restrictions; never promise funds.
04 / STRUCTURE
Coordinate partners
Explore municipal, nonprofit, institutional, developer, sports operator and community relationships. Set responsibilities and procurement boundaries before commitments.
05 / ACTIVATE
Plan multi-sport programming
Explore tennis, baseball, football, soccer, basketball, youth clinics, community events and other uses selected by the city, without assuming tennis displaces other needs.
06 / SUSTAIN
Design long-term operations
Consider maintenance, safety, accessibility, ongoing budgets, permitted revenue, local staffing, operators, school access and measurable community outcomes.
Existing public parksMulti-sport complexesMunicipal facility portfoliosUnderused landYouth accessEconomic development
THE AGI METHOD™ — CB&C01 · Assessment 02 · Growth Strategy 03 · Implementation
Assessment → Growth Strategy → Implementation
Begin with verified needs and authority, develop a practical strategy, then coordinate only the work a public agency or other authorized client approves.
Confirm the sponsor and decision maker. Review available facility inventories, master plans, property interests, accessibility, conditions, liabilities, maintenance, public input and project baseline.
Prioritize sites and projects. Explore free support and non-dilutive options first, then appropriate capital, procurement paths, operating economics, community partners and phased delivery.
Coordinate approved specialists, scope, deadlines, applications, procurement schedules, city reporting and milestones under a defined CB&C engagement, with professional and agency authority respected.
Municipal work has special controls. Government contracting may require public RFP/RFQ or other procurement procedures, disclosure of conflicts, public-records compliance, budget authorization, permitted fee structures, grant conditions and public involvement. We cannot promise a contract, grant award, project approval or redevelopment rights. Architecture, construction, surveying, legal, engineering and regulated financing work must be performed by qualified parties.
SEE THE PROJECT ECONOMICS
What would a park revitalization actually cost?
Walk through a fictional seven-acre municipal park example. Compare three possible levels of redevelopment, view cost allowances stage by stage, consider funding readiness, and learn where operational data and robotics might fit, if at all.
Transparent illustration, not a bid: No park, budget or city partnership is represented as an active CB&C project. No data-licensing revenue or grants are assumed.
PILOT PROJECT STRUCTURE
Start with one city and a manageable number of sites.
Rather than ask a city to commit to an entire park system upfront, propose a scoped discovery conversation followed, if authorized and procured appropriately, by a small portfolio review.
Step A: Verify city interest, responsible department, procurement pathway and existing park plans.
Step B: Identify 1–3 candidate sites for a preliminary evidence-based assessment.
Step C: Prepare an opportunity matrix, readiness gaps, phased scenarios, possible resource categories and budget assumptions.
Step D: Present a decision-ready roadmap and discuss a properly authorized implementation engagement.
Step E: Where suitable, negotiate separate tennis programming with SFTP or public-access programming with NTCA under independent agreements.
A CLEAR BUSINESS RELATIONSHIP
Different partners. Different agreements.
SFTP
Discovery & tennis programs
Publishes community content, identifies relevant tennis opportunities, and may separately provide tournament, instruction, marketing or other permitted services.
CB&C
Strategic consulting
May contract for assessment, resource intelligence, strategic planning and implementation coordination, subject to scope, procurement, disclosures and required approvals.
NTCA
Nonprofit community impact
May consider independent charitable programs advancing accessible tennis, subject to nonprofit governance, donor restrictions and fair-value agreements.
The website creates visibility and voluntary introductions. It does not imply municipal endorsement or that SFTP or NTCA is the government's appointed developer, funder or operator. Any shared revenue or commercial program is separately negotiated, reviewed for conflicts, and not guaranteed.
DISCUSS A CITY OR PARK OPPORTUNITY
What's possible for your park system?
Tell us the basic public information about your organization and its goals. Our team will review the request and discuss whether a separate consulting engagement through Cedric Burl & Company is appropriate.
Share only basic public project information in your initial inquiry. Please do not include confidential procurement records or personal financial documents.
Exploring an individual tennis center or commercial tennis facility instead? Use the tennis facilities page ↗
MUNICIPAL PROJECT INQUIRY
Request a Parks Strategy Discussion
Start a conversation
Tell us what you have in mind using our contact form. You can type your message or record up to three minutes of audio. Our team will review your request and respond by email.
Send your inquiry ↗No payment is collected. Requests are reviewed before any service, booking or partnership is confirmed.