09-6669 Bicentennial Center Business PlanRESOLUTION NUMBER 09-6669
A RESOLUTION ADOPTING THE SALINA BICENTENNIAL CENTER BUSINESS
PLAN.
W WHEREAS, the business planning process allows an organization to assess its success in
achieving its mission and to examine its financial situation; and
WHEREAS, business plans are commonly used by government, corporate, and non-profit
organizations to set institutional goals; and
WHEREAS, the Salina City .Commission believes that using a business plan will provide
strategic direction and accountability in the use of public money; and
WHEREAS, all organizational policy action shall be reviewed to determine conformance
with the intent of the Business Plan. SO NOW THEREFORE,
BE IT RESOLVED by the Governing Body of the City of Salina, Kansas:
Section 1. The Bicentennial Center Business Plan is hereby adopted and incorporated into
this resolution as Exhibit "A."
Section 2. The City Staff retains limited editing discretion to make non -substantive changes
to the Business Plan that do not affect specific processes or the overall intent of the policy.
Section 3. The Business Plan shall be used for all Bicentennial Center decision making,
including, but not limited to, budgeting, catering pricing, rental pricing, event promotion, targeting
event types, targeting event numbers, coordinating with other community arts and entertainment
venues, and capital improvement project planning.
Section 4. This resolution shall be in full force and effect from and after its adoption.
Adopted by the Board of Commissioners and signed by the Mayor this 26`h day of October,
2009.
[SEAL]
ATTEST:
Lieu Ann Elsey, CMC, City Clerk
BICENTENNIAL CENTER BUSINESS PLAN
Table of Contents
I. BUSINESS OVERVIEW............................................................................................................................. 2
A. Description of the Facility...............................................................................................................
2
B. Purpose of the Facility.....................................................................................................................
2
C. Service Offering...............................................................................................................................
2
1. Meeting Rooms: Space for Small Conferences and Parties ....................................................
2
2. Heritage Hall: Convention Space..............................................................................................
3
3. Arena: Large Entertainment Events, Such as Sports and Concerts .........................................
3
4. Food Service..............................................................................................................................
3
D. Funding of the Facility.....................................................................................................................
3
E. Management Team.........................................................................................................................
4
II. MARKET ANALYSIS.................................................................................................................................
5
A. Customer Base.................................................................................................................................
5
B. Competing Auditorium Facilities Outside of Our Community........................................................
5
C. Competing Conference Centers and Food Caterers........................................................................
6
III. FINANCIAL PERFORMANCE....................................................................................................................
7
A. Description of Costing Method.......................................................................................................
7
B. Profit and Loss Statement Financials Summary for 2000 — 2008 ..................................................
8
C. Event Financials by Event Type 1995 — 2008................................................................................
11
1. Entertainment.........................................................................................................................12
2. Conventions & Tradeshows....................................................................................................
13
3. Meetings/Workshops/Seminars............................................................................................
14
4. Banquets.................................................................................................................................15
5. Sports......................................................................................................................................16
6. City Events...............................................................................................................................17
7. Luncheon Meetings.................................................................................................................
18
D. Event Financials by Event Size 2004 — 2008..................................................................................
19
E. Financial Performance of Catering Operations, Including Concessions ......................................
20
F. Break -Even Analysis......................................................................................................................
21
IV. STRATEGIC AND FINANCIAL PLAN.......................................................................................................
22
A. Recommendations.........................................................................................................................22
1. Catering Pricing.......................................................................................................................
22
2. Rental Pricing..........................................................................................................................
22
3. Co -Promotion and Marketing................................................................................................
23
4. Increased Number of Events Hosted......................................................................................
25
5. Community Partners...............................................................................................................
25
B. Forecast.........................................................................................................................................
26
C. Benchmarks to Monitor Progress.................................................................................................
28
APPENDIX...................................................................................................................................................
29
Kenwood/Oakdale Marketing Plan.....................................................................................................
29
Comparable Facilities: Kansas Coliseum and Wichita's Century 11 .....................................................31
Comparable Company: Venue Operator.............................................................................................
32
ComparableCompany: Caterer...........................................................................................................
33
1
BICENTENNIAL CENTER BUSINESS PLAN
I. BUSINESS OVERVIEW
A. Description of the Facility
The Salina Bicentennial Center, located at 800 The Midway, is a 30 -year-old facility that provides
meeting and event space for a variety of Salina -area activities. Each year, the Bicentennial Center hosts
conventions, receptions, basketball games, commencements, concerts, circuses, trade shows, and
corporate and government seminars. The facility serves as a community center for Salina and the
surrounding region. There were over 200,000 visits to the facility in 2008.
A Wichita State University researcher estimated the annual economic impact of the facility at an average
of $10.2 million each year from 2004 to 2008. This analysis does not include a multiplier of retail sales
generated by the facility, which would further increase the Bicentennial Center's economic impact.
B. Purpose of the Facility
In 1976, Salina voters approved a $6.5 million ($17.5 million in 2009 dollars)' general obligation bond to
support "an arena -type public building in Kenwood Park to be used for recreational purposes and as a
convention hall." Building on that mandate, the facility's mission is to provide a regional hospitality
center for events that will stimulate the Salina economy and enhance the quality of life for the
community and region. The Bicentennial Center views its role as one of community support, offering a
venue to complement the area's private options and to draw events to Salina that would otherwise not
be possible. Events at the complex contribute to the image of Salina, Kansas as a meeting, sports, and
entertainment destination.
The Salina Chamber of Commerce holds their annual banquet at the Bicentennial Center, featuring guest
speakers, who have included Presidents Gerald Ford and George H. W. Bush, First Lady Barbara Bush,
Baseball Hall of Famer Cal Ripken, Jr., Former Secretary of State Colin Powell, and Journalist and Sports
Announcer Bob Costas.
The Bicentennial Center hosts several area sporting events, including the 4-A Kansas State High School
Activities Association championships in basketball, wrestling, and volleyball, and Salina Central, Salina
South, and Sacred Heart high school basketball games. Since 1998, the Bicentennial Center has been the
home of the NJCAA Women's Basketball National Championship.
The complex also hosts several exhibitions, including the Mid-America Farm Expo, the Salina
Homebuilders Association Home & Garden Show, the Kansas State Square Dance Annual Convention,
the Family Leisure Living Sports Show, and the No -Till on the Plains Conference.
C. Service Offering
The Bicentennial Center staff provides event planning and coordination services, along with the
following types of event spaces.
1. Meeting Rooms: Space for Small Conferences and Parties
The Bicentennial Center offers eight meeting rooms, which are located above the lobby and accessible
by elevator. Six of the rooms measure 19'6" x 27' and accommodate 50 people. The other two rooms
' Municipal Cost Index increased by a factor of 2.7, or about 3.36% per year, from 1979, when the facility was built, to the
present. The facility cost $5.1 million to build, which is $13.7 million in 2009 dollars.
measure 20'x 44' and accommodate 100 people. The smaller rooms can be reconfigured into a single
room that accommodates 150 people. There is also a VIP room on the first floor for small parties of 30
people. Each meeting room has a separate sound and air conditioning system. After our renovations, we
will be able to host "webinar" meetings. The meeting rooms have hosted training sessions, seminars,
meetings, parties, receptions, and meals.
2. Heritage Hall: Convention Space
Heritage Hall has 18,360 square feet of space (120'x 153'), a 20 -foot ceiling, and seating for 2,000 guests
or 1,000 banqueters. Floor -to -ceiling moveable walls allow an exhibition configuration that divides
neatly into four aisles of trade show booths or a convention configuration of two or four meeting rooms.
Heritage Hall features column -free space for a clear view, sound and lighting control for each quadrant,
and a 14' x 18' overhead -door entrance. The lighting is sufficient for TV coverage and can be dimmed.
This room has hosted speakers, banquets, corporate and government seminars, and trade shows.
3. Arena: Large Entertainment Events, Such as Sports and Concerts
The arena has over 21,000 square feet of floor space (104'x 203'), a 48 -foot ceiling, and seating for
7,583 guests. All seats offer an unobstructed view, and ADA -accessible seating is available by means of
two interior elevators. The arena features lighting and sound systems, two concession stands, four
restrooms, team dressing rooms, and a 14'x 17'8" overhead -door entrance. This space has hosted
concerts, banquets, circuses, the Harlem Globetrotters, professional bull riding, the Royal Lipizzaner
Stallions, the 4-A Kansas State High School Activities Association championships in basketball, wrestling,
and volleyball, truck rallies, and dog shows.
4. Food Service
The Bicentennial Center offers in-house food service that can accommodate 1,400 attendees. Beverage,
cake, snack, appetizer, and pastry selections are available. A buffet or meal service can be constructed
from the entrees and sides menus. Bartender service is also available. Through September 10, the
Bicentennial Center served 12,746 meals in 2009.
The Arena offers two large concession areas. Generally, the Bicentennial Center supplies the food and
beverages, and volunteers from the organization hosting the Arena event work the concession stands
for a percentage of the profit.
D. Funding of the Facility
In 2008, the Bicentennial Center's $1.9 million operating budget principally was derived from facility
revenue (52%), the City's General Fund and Employee Benefits contribution (26%), and the Transient
Guest Tax (22%). User fees have supported as much as 62% of the Bicentennial Center's operating
expenses (2005); the City has provided as much as 34% (2007); and the Transient Guest Tax has funded
as much as 23% (2005). The City's supplemental funding has kept the Bicentennial Center open, but it
has not addressed its capital needs, which have become acute as necessary capital spending has been
postponed in recent years. From 1996 to 2001, the Bicentennial Center spent an average of $104,848
per year on capital improvements. From 2002 through 2008, the facility spent a total of $94,110 on
capital improvements.
The Bicentennial Center endeavors to operate in a fiscally responsible manner and to maximize revenue
by drawing events that interest the community and by supporting the Salina Chamber of Commerce
Convention and Visitors Bureau.
E. Management Team
Marshall Perry, the Bicentennial Center Manager, oversees a staff of 14 full-time employees and two
part-time positions, which are filled by several part-time employees, in three divisions: Administrative,
Operations, and Food & Beverage. The Administrative Division runs the box office and event accounting.
The Operations Division budgets for facility equipment and oversees maintenance, staging, and
custodial work. The Food & Beverage Division handles food and beverage procurement, preparation,
and service.
Bicentennial Center Organization Chart
E
Time Employees: 14
Time Employees: 2
y &Benefits Cost: $947,503'
Administrative DivisionL Operations Division .1I Food &Beverage Division
- FM'L - T A
2 2009 Salaries & Benefits cost decreases from 2008 because of a net two fewer positions (-1 Electrician; -0.75 Assistant
Manager; -0.25 Food Service Worker).
4
II. MARKET ANALYSIS
A. Customer Base
The Bicentennial Center serves a primary trade area of 119,000 people in six counties and draws from a
23 -county trade area of 350,000 people.
Map: Customer Base and Competing Facilities
B. Competing Auditorium Facilities Outside of Our Community
,n-
th
n-
ke
Merchandising
Facility
City
Seating
Rent
Fee
Box Office Fee
Bicentennial Center
Salina
71583
Greater of $2,500 or 10%
25% if they sell/
$0.50/ticket
of gross ticket sales
30% if we sell
McCain Auditorium
Manhattan
11750
$116.03/hr for 4 hours;
20%
$1/ticket;
$81.90/hr subsequently
$11/hr labor
Hartman Arena
Park City
71000
$2,000 or 10%, sliding
Negotiated
Sliding scale
scale
Kansas Coliseum
Valley Center
121000
Greater of $3,500 or 12%
30%
3% up to $3,500
of gross ticket sales
Century II
Wichita
51012
$3,500 Convention Hall;
20%-35%
Lesser of
Performing Arts &
$1,900 Concert Hall;
$4/ticket or 10%
Convention Center
$336 Theatre
of ticket price
Intrust Bank Arena
Wichita
151000
N/A
N/A
N/A
Orpheum
Wichita
11300
$860 Th -Sat; $740 Sun -W;
20%
$0.50/$10 of
Performing Arts
$17/hr for tech directors
ticket price
Center
(4+ required)
Kansas Expocentre
Topeka
101000
Greater of $1,700 or
35%
3%
12.5% of gross ticket sales
Manor Conference
Topeka
11100
$1,800
None
None
Center
Topeka Performing
Topeka
21448
Greater of $1,325 or 10%
20%-25%
$250
Arts Center
of gross ticket sales, up to
$3,500
Lied Center of
Lawrence
21020
Greater of $2,760 or 10%
20%
$2/ticket
Kansas
of gross ticket sales
(incl. parking)
C. Competing Conference Centers and Food Caterers
The Bicentennial Center Prices Its Meal Service Below the Competition
Venue
City
Coffee/
Gallon
Breakfast
Buffet
One Entree
Buffet
Two Entree
Buffet
Boxed
Lunch
Mixed
Drink
Bicentennial Center
Salina
$20
$9.95
$12.95
$14.95
$8.95
$5
Ramada Inn
Salina
$20
$9.50
$16.95
$18.95
$9.25
NA
Rolling Hills
Wildlife Adventure
Salina
$20
$9.95
$11.95
$20.95
NA
NA
Marriott Courtyard
Salina
$20
$7.95
$11.95
$13.95
$10.50
$4.50
Hilton Airport
Wichita
$28
$15
$18
$28
$15
$4.75
Hyatt Regency
Wichita
$38
$16.95
$22
$26
NA
$7
Marriott Courtyard
Junction City
$25
$10.95
$12.95
$19.95
NA
$6.50
Capitol Plaza Hotel
Topeka
$28
$16
$22
$32
$15
$5.50
High $38
$17
$22
$32
$15
$7
Average $25
$12
$16
$22
$12
$6
Median $23
$10
$15
$20
$11
$5
Low $20
$8
$12
$14
$9
$5
Source: Pricing survey in June 2009, except Marriott Courtyard is as of October 2009. Prices are subject to change.
There are several other hotels in Wichita with a conference center or meeting rooms.
Wichita hotels with conference centers: Best Western Wichita North Hotel & Suites, the Broadview
Hotel (across from Century II Performing Arts & Convention Center), Homewood Suites by Hilton at the
Waterfront, and Hotel at Old Town.
Wichita hotels with meeting rooms: Best Western Governor's Inn & Suites, Courtyard by Marriott -
Wichita at Old Town, Guesthouse Inn & Suites, Hawthorn Suites West at Reflection Ridge, and Sleep Inn
& Suites.
The Bicentennial Center Offers the Most Versatile Configuration of Conference Space in Salina
Note: Represents maximum capacity configuration, which is generally theater style.
0
Largest Meeting Room
Breakout Meeting Rooms (Excl. Largest)
Bicentennial Center
21,112 sq. ft. (Arena seats 7,883)
24,948 sq. ft. (Seats 2,678 in 7 rooms)
Ramada Inn
7,560 sq. ft. (Ballroom seats 320)
16,000 sq. ft. (Seats 69 in 5 rooms)
Rolling Hills Wildlife
Adventure
2,500 sq. ft. (Ballroom seats 275)
0 sq. ft. (Ballroom could be divided in
half)
Marriott Courtyard
2,200 sq. ft. (Sunflower Room seats 260)
1,417 sq. ft. (Seats 120 in 2 rooms)
Webster Conference
Center
7,062 sq. ft. (Multipurpose room not yet
completed)
4,300 sq. ft. (Chapel seats 500)
4,800 sq. ft. (Dining hall seats 275)
Note: Represents maximum capacity configuration, which is generally theater style.
0
III. FINANCIAL PERFORMANCE
The next several exhibits explain the current financial situation of the Bicentennial Center. The financial
statements and graphs illustrate the following conclusions:
• City Subsidy: The City contributes funds to the Bicentennial Center each year in the amount
that its operating expenses exceed its revenue from user fees and the Transient Guest Tax.
o Without the City operating subsidy, the Bicentennial Center falls 26% short of
meeting its operating expenses.
• Decreasing Profitability: Profitability is at an all-time low because the Bicentennial Center is
hosting significantly fewer events, which are also less profitable than average per event.
o Rising Expenses: Facility expenses are growing more quickly than revenue streams.
o Profitable Categories: The most profitable event categories are Entertainment,
Conventions, and Meetings.
o Less Profitable Small Gatherings: Ninety-seven percent of attendance comes from
large events held in the Arena and Heritage Hall, but these only account for half of
the total number of events.
• Catering: Catering operations lose money because meal revenue has not kept pace with
rising food costs.
A. Description of Costing Method
Profit and Loss Statement financials include all sources of revenue and items of expense.
Event financials show only direct revenue and direct expenses by event. Event revenue includes facility
rent, box office fees, merchandise commissions, and meals served (including concessions). Event
expenses include event staffing cost, supplies purchased, electricity allocation, food purchased
(including concessions), and catering staff cost. Overhead, such as administrative salaries and
equipment, is not allocated to specific events, and is thus excluded from the event financials.
In 2008, only 44% of total Bicentennial Center staff payroll cost was billed to an event, and only 32% of
total costs were direct costs. Thus, for every direct expense, there are associated indirect expenses of
2.1 times as much, for a total cost of 3.1 times the direct expense.
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IV. STRATEGIC AND FINANCIAL PLAN
A. Recommendations
The Bicentennial Center does not capture many of the data that it would need to track in order to set financial
goals and monitor its progress. First, the facility must adopt a measurement -based approach to operations and
a database system to support it. After following that enabling recommendation, several substantive
recommendations follow.
1. Catering Pricing
Recommendation: Increase meal service, food and beverage, and concessions pricing by 5% per year to keep
up with supply and labor cost inflation and to remain at the midpoint of area pricing. Consider additional
increases in years in which food costs rise beyond inflation. In addition, the City Commission should provide
15% price discretion to the Bicentennial Center Manager to negotiate catering prices within a competitive
bidding process.
Intended Impact: Meal prices should be comparable to the mid -point of food service competitors in the local
market. If our prices are too high, we will not be competitive. If our prices are too low, the City is, in effect,
using public funds to subsidize below-market meal prices that undercut private -sector catering operations. The
Bicentennial Center's meal costs should be higher than those of a private restaurant or caterer because it is a
lower volume operation with an event -driven staffing model, which means that the facility cannot buy large
amounts of food in bulk, reuse food later in the day, or spread staffing costs over multiple customers that are
served simultaneously. Price discretion would enable the facility to respond to requests for proposals in
competitions for multi -day or multi-year events.
When the Bicentennial Center upgrades the quality of its food, it must adjust the prices accordingly. In
addition, the facility should measure enhanced customer satisfaction from food quality gains against the
incremental cost and choose the optimal point on the continuum.
Expected Financial Impact: The 5% annual rental increases would add an incremental $40,000 of revenue per
year.
2. Rental Pricing
Recommendation: After enacting the proposed rent schedule, the Bicentennial Center should increase its rent
around 5% per year to keep up with cost inflation and to remain at the midpoint of area pricing. In addition,
the City Commission should provide 15% price discretion to the Bicentennial Center Manager to negotiate
rental prices within a competitive bidding process.
Intended Impact: Built-in annual rent increases will prevent the facility's pricing from becoming outdated as
compared to rising costs. Facility staff should survey the market annually to recommend a price adjustment
that will put the Bicentennial Center at the midpoint of area facility rental pricing. Price discretion would
enable the facility to respond to requests for proposals in competitions for multi -day or multi-year rentals.
Expected Financial Impact: At the new prices, the Bicentennial Center would have made 35% more in rent
revenue on last year's mix of events. In 2010, the new rent schedule is projected to increase revenue by
$102,000. The 5% annual rental increases would add an incremental $20,000 of revenue per year thereafter.
22
Ti c ket
Arena Event - M to Th (2) (3)
Arena Event - F to Sun (2) (3)
No Ticket
Proposed Rent Schedule Highlights
Base Re nt
Current Proposed %Increase
$2,120 $2,500 18%
$2,120 $2,750 30%
Move-In/Move-Out Charge (1)
Current Proposed %Increase
Arena Event, Full Service $1,465 $2,000 37% $600
$750 25%
Heritage Hall, Full Service $1,070 $1,600 50% $400
$500 25%
1/2 Heritage Hall, Full Service $700 $800 14% $245
$250 2%
1/4 Heritage Hall, Full Service $350 $400 14% $125
$125 0%
Meeti ng Rooms $505 $600 19% $255
$300 18%
Note: All prices expressed as daily rates.
• Potential for significantly
(1) Appl ies when move -i n or move -out occurs on a day other than the event day.
• Concession stand revenue
(2) Rent is the maximum of the listed priceor 10% of gross ticket sales, capped at $7,500.
increased revenue
(3) Additional Box Office Charge of $0.50/ticket, 64 comps, day -of -show sales +3%after-tax
ticket sales.
3. Co -Promotion and Marketing
Recommendation: The City Commission should give the Bicentennial Center the authority to purchase and
promote its own events within a specified dollar -amount limitation and within the overarching strategy of
"right event, right venue, right date, right price point."
Intended Impact: In a co -promotion arrangement, the Bicentennial Center owns part of the show and can
participate in the upside when it does well. Co -promotion increases revenues and controls costs because the
promoter owns the tickets and receives the margin on ticket sales that remains after the artist is paid. The
promoter is also responsible for event personnel, equipment, and advertising, for which the promoter can
contract directly with media partners. Nearly all private venues employ co -promotion agreements.
Comparison of Event Arrangements
The Bicentennial Center is in the process of developing a marketing plan that employs television, radio, print,
and Internet media to a targeted demographic. This comprehensive marketing plan will encompass the
23
Facility Rental
Co -Promotion
Full Promotion
Risk
Low
Medium/High
High
Advantages
. No losses
• Potential for increased
• Potential for significantly
• Concession stand revenue
revenue
increased revenue
• Merchandise sales
• Concession stand revenue
• Concession stand revenue
• Merchandise sales
• Merchandise sales
Disadvantages
. No upside on successful
• Risk of loss if tickets do not sell
• Risk of greater loss if tickets
shows
do not sell
• Promoter may not come to
smaller market if it bears all
of the risk
Means to
. Research events to find the best fit for our market
Offset Risk
. Diversify among different types of events in a year
• Find the right partner
• Negotiate favorable contractual terms
• Utilize off -tour dates for lower rates
The Bicentennial Center is in the process of developing a marketing plan that employs television, radio, print,
and Internet media to a targeted demographic. This comprehensive marketing plan will encompass the
23
Kenwood -Oakdale marketing that is funded by a portion of the Transient Guest Tax. The facility also plans to
rebrand itself and create a facility logo as part of the new marketing plan.
The addition of an in-house advertising position, Events Coordinator, is recommended to complement its event
planning services. The Events Coordinator would work with entertainment promoters and meeting planners to
handle every detail of an event: introduce the facility, arrange food and beverage service, set ticket price
points, create a marketing strategy, supervise the ticket sellers, ticket takers, and ushers, and prepare event
budgets and reports. The strategy of buying and promoting events is dependent upon having adequate staffing
to organize and advertise for events. This position would free the Bicentennial Center Manager to pursue
artists and events and to educate the community about the facility.
Proposed Bicentennial Center Organization Chart
Full -Time Employees: 14
Part -Time Employees: 3
Salary & Benefits Cost: $1,017,5493
LAdministrative Division
r
Operations Division Ij Food &Beverage Division
r T
3 2010 Salaries & Benefits cost increases from 2009 because of a net 0.75 new positions (+1 Events Coordinator; -0.75 Food Service
Worker; +0.5 Food Service Worker (Part -Time)). 2010 Salaries & Benefits cost is lower than the 2008 cost because there will be a net
1.25 fewer positions in 2010 than in 2008.
24
Expected Financial Impact: Co -promotion of four concerts per year, three small and one large, would add an
incremental $82,500 of profit per year.4
4. Increased Number of Events Hosted
Recommendation: The Bicentennial Center should increase its event count at least to the historical average by
reclaiming some lost events and winning new events, particularly in the profitable, high -attendance categories
of entertainment and conventions.
Intended Impact: Increased event volume is the easiest way for the Bicentennial Center to cover more of its
indirect costs through its user fee revenue. The number of events hosted has dropped precipitously in recent
years across event categories, and reestablishing prior average event volume should be a priority. Reviving
entertainment and convention events is the most effective way to enhance profitability and increase annual
attendance.
Expected Financial Impact: Increasing the number of events each year toward historical averages could
reasonably add profit of $27,000 in 2010, $46,000 in 2011, $65,000 in 2012, and $79,000 in 2013.5
5. Community Partners
Recommendation: The Bicentennial Center should coordinate event selection and scheduling on an ongoing
basis with officials from the Stiefel Theatre and the Salina Community Theatre in a way that maximizes
"community" revenue within the entertainment strategy of "right event, right venue, right date, right price
point."
Intended Impact: Entertainment event success is limited by the ceiling on the Salina community's
entertainment dollars and by the community calendar, but it need not be further limited by competition
among venues. The three Salina venues can maximize their revenue by sharing show dates as soon as they are
known and by selecting the revenue -maximizing venue for each show. The success of the Stiefel Theatre is
particularly important to the City of Salina because the City provided significant funding for theater
restoration, and the Stieffel Theatre offers a diverse line-up of events that are not best -suited to the
Bicentennial Center, has landmark significance to the community, and ensures a vibrant downtown.
Expected Financial Impact: This coordination may not provide incremental revenue to the Bicentennial Center,
though it would enable the facility to achieve the profitability goals associated with co -promotion of events
and an increased number of events hosted. The Stiefel Theatre and Salina Community Theatre are likely to
experience increased revenue by coordinating calendars to avoid dates at the other local venues.
4 Assumes a 15% profit margin, $100,000 in revenue per small concert, and $250,000 in revenue per large concert.
5 Assumes an additional 2 Concerts occur each year and an incremental 3 Conventions & Tradeshows, 4 Meetings & Workshops, 3
Banquets, and 2 Sports events are added each year from 2010 — 2013 at the historical average profitability for each event type.
25
B. Forecast
In 2008, the Bicentennial Center's user fee revenue covered its direct costs (32% of total expenses) and an
additional 20% of total facility expenses. The Transient Guest Tax covered 22% of total expenses, and the City
covered the remaining 26%. If the facility implements its catering and rental pricing increases, then it will cover
increased capital costs and make up for an expected decrease in Transient Guest Tax revenue in 2010. If the
facility implements all four of its revenue -enhancing objectives, the City could reasonably expect to lower its
subsidy to 16% of operating expenses by 2013.
The maintenance and operational capital expense of $200,000 for each year from 2010-2013 is an estimate
based upon items that may not be completed in the current capital project, necessary acoustic improvements,
deferred maintenance on floors and ceilings, and eventual replacement of aging tables and chairs.
Catering projections assume in-house food service. A third -party consultant will conduct a feasibility study that
includes a comparison of in-house food service with contracted food service.
2008
2013 - Objectives 1 & 2
2013 - Objectives 1- 4
BC
Indirect BC
BC BC
BC
BC
Direct
20%
Indirect Direct
Indirect
Direct
32%
25 % o
32%
0
32%
0
32%
TGT
Indirect
City
TGT
Indirect City
TGT
City
22%
Indirect
20% Indirect
Indirect
Indirect
26%
23%
20%
16%
Forecast - Objectives
1 & 2
'08 - '13
2008
2009
2010
2011
2012
2013
CAG R
Catering &Concessions (1)
$693,711
$728,397
$764,816
$803,057
$843,210
$885,371
5.0%
Rent (2)
$278,045
$291,947
$394,129
$413,835
$434,527
$456,253
10.4%
N o ve I t i e s
$13,640
$13,640
$13,640
$13,640
$13,640
$13,640
--
Total User Fees
$985,396
$1,033,984
$1,172,585
$112301532
$1,291,377
$113551264
6.6%
% Expenses
51.9%
57.6%
56.1%
56.6%
57.0%
57.4%
City General Fund & Employee Benefits
$440,787
$359,732
$516,357
$524,548
$532,931
$541,514
4.2%
% Expenses
23.2%
20.1%
24.7%
24.1%
23.5%
22.9%
Transient Guest Tax (3)
$426,611
$400,000
$400,000
$420,000
$441,000
$463,050
1.7%
% Expenses
22.5%
22.3%
19.1%
19.3%
19.5%
19.6%
Total Revenues
$1,852,794
$1,793,715
$2,088,942
$2,175,080
$2,265,308
$2,359,828
5.0%
Personal Services (4)
$835,426
$738,000
$793,861
$825,615
$858,640
$892,986
1.3%
Supplies (5)
$403,777
$422,246
$441,560
$461,757
$482,877
$504,964
4.6%
Services and Charges (5)
$394,624
$411,623
$429,354
$447,849
$467,140
$487,263
4.3%
Employee Benefits & I me rfu n d (4)
$254,039
$209,503
$224,168
$239,860
$256,650
$274,615
1.6%
Maintenance and Operational Capital (6)
$12,344
$12,344
$200,000
$200,000
$200,000
$200,000
74.5%
Total Expenses
$1,900,210
$1,793,715
$2,088,942
$2,175,080
$2,265,308
$2,359,828
4.4%
26
(1) Meal and concessions price increase of 5.0% peryear.
(2) Rent increases 35.0% in 2010and 5.0% per year thereafter.
(3) Based on 2009 Budget, 2010 Proposed Budget, and a 5.0%
annual increase
in Transient Guest
Tax revenue thereafter.
(4) Based on 2009 Budget (net two fewer positions),
2010
Proposed Budget (net 0.75 new positions),
and long-term history of
annual increases of 4% for salaryand 7%
for benefits.
(5) Based on 2000- 2008 growth. Costs wi I I increase
as we capture more business,
but we wi I I
manage costs
more aggressively.
(6) Capital re q u i re m e n t o f$ 200,000 peryear.
Forecast - Objectives 1- 4
'08 - '13
2008
2009
2010
2011
2012
2013
CAG R
Catering &Concessions (1)
$693,711
$728,397
$764,816
$803,057
$843,210
$885,371
5.0%
Rent (2)
..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
$278,045
$291,947
$394,129
$413,835
$434,527
$456,253
10.4%
Co-Promotion (7)
--
--
$82,500
$82,500
$82,500
$82,500
Additional Events (8)
--
--
$27,483
$45,889
$64,294
$77,794
Novelties
$13, 640
$13,640
$13,640
$13,640
$13,640
$13,640
--
Tota I Origi na I User Fees
$985,396
$1,033,984
$1,282,568
$113581921
$1,438,171
$115151558
9.0%
% Expenses
51.9%
57.6%
61.4%
62.5%
63.5%
64.2%
City General Fund & Employee Benefits
$440,787
$359,732
$406,374
$396,159
$386,136
$381,221
(2.9%)
% Expenses
23.2%
20.1%
19.5%
18.2%
17.0%
16.2%
Transient Guest Tax (3)
$426,611
$400,000
$400,000
$420,000
$441,000
$463,050
1.7%
% Expenses
22.5%
22.3%
19.1%
19.3%
19.5%
19.6%
Total Revenues
$1,852,794
$1,793,715
$2,088,942
$2,175,080
$2,265,308
$2,359,828
5.0%
Personal Services (4)
$835,426
$738,000
$793,861
$825,615
$858,640
$892,986
1.3%
Supplies (5)
$403,777
$422,246
$441,560
$461,757
$482,877
$504,964
4.6%
Services and Charges (5)
$394,624
$411,623
$429,354
$447,849
$467,140
$487,263
4.3%
Employee Benefits & I me rfu n d (4)
$254,039
$209,503
$224,168
$239,860
$256,650
$274,615
1.6%
Maintenance and Operational Capital (6)
$12,344
$12,344
$200,000
$200,000
$200,000
$200,000
74.5%
Total Expenses
$1,900,210
$1,793,715
$2,088,942
$2,175,080
$2,265,308
$2,359,828
4.4%
(1) Meal and concessions price increase of 5.0% peryear.
(2) Rent increases 35.0% in 2010 and 5.0% per year thereafter.
(3) Based on 2009 Budget, 2010 Proposed Budget, and a 5.0% annual increase in Transient Guest Tax revenue thereafter.
(4) Based on 2009 Budget (net two fewer positions), 2010 Proposed Budget (net 0.75 new positions), and long-term historyof
annual increases of 4% for salaryand 7% for benefits.
(5) Based on 2000- 2008 growth. Costs wi I I increase as we capture more business, but we wi I I manage costs more aggressively.
(6) Capital re q u i re m e n t o f $200,000 peryear.
(7) Assumes 3 small and 1 large co -promoted concerts peryear at profitabilities of $15,000 and $37,500 each respectively.
(8) Assumes an additional 2 Concerts occur each year and an incremental 3 Conventions &Tradeshows, 4 Meetings & Workshops,
3 Banquets, and 2Sports events are added each yearfrom 2010-2013atthe historical average profitabilityfor each eventtype.
27
C. Benchmarks to Monitor Progress
The new database should be designed to capture the data required to produce information on these
benchmarks.
• Event
o Type of event
o Attendance
o Rooms used
o Direct revenue earned by category (rent, catering, box office)
o Direct expense incurred by category (labor, food and beverage, electrical)
o Labor hours and dollar amount billed to event
• Revenue
o Number of events
o Revenue / event
o User -fee revenue as a percent of total facility revenue streams
• Cost
o Cost / event
o Increases in rent and food and beverage pricing schedules
o Workforce utilization (labor hours billed to events / total labor hours)
• Total P&L
o Profit / event
o Number of shows and events
o Number of promoted or co -promoted events
o Profitability of promoted events compared to traditional events
o City subsidy as a percentage of total operating expenses
28
APPENDIX
Kenwood/Oakdale Marketing Plan
On October 12, 2009, the Salina City Commission adopted the "Marketing Plan for Kenwood/Oakdale Park"
through Resolution #09-6665 § 1.
Marketing Plan for Kenwood/Oakdale Park
From budget created through new transient guest dollars
Beginning October 1, 2009, the transient guest tax rate for Salina became 6.7%. Of that rate, dollars generated
by .2% of the rate is dedicated to the promotion of Kenwood and Oakdale Parks by Visit Salina. This plan
primarily addresses how Visit Salina will concentrate their efforts and budget those specific dollars. It is
important to remember that additional marketing of the various venues, events and activities will be done
through the Visit Salina general marketing budget, and of course through the efforts of the event holders
themselves.
Promotion of Bicentennial Center
With regard to the Bicentennial Center (BC), Visit Salina will primarily emphasize our efforts on the promotion
of the BC to meeting, convention and sports event planners. The Bicentennial Center will emphasize
promotion of the facility as an entertainment and events venue, targeting the local market, promoters and
booking agents.
• Production and Creative: Working with the BC, several marketing tools need to be updated or
developed, including photography that features upgrades to the facility, a brief promotional video,
direct mail piece, print ads and potentially billboards, and television/radio spots.
• Print advertising: Placements to target planners will include: Midwest Meetings magazine, Midwest
Meetings Guidebook, Small Market Meetings, Mid America Meetings, Winning, Sports Travel and
others to be identified.
• Sales Blitz: Visit Salina staff will work with BC staff to develop a sales blitz, utilizing telephone, mail and
electronic approaches. The goals of the blitz will be to:
Identify past, current and potential clients, and update their contact information, 'purchasing' habits,
decision-making process; Build an email blast list to keep planners updated; Poll planners about their
experiences and impressions of the Bicentennial Center as a meeting/convention site, and their
propensity to book; Gather intelligence to determine most promising opportunities for business,
leading to potential site visits, RFPs (requests for proposals) and ultimately bookings.
• Planner Site Visits and Event(s): As improvements to the Bicentennial Center are made, it is imperative
to get planners on site. One way to accomplish this is to provide an open invitation for individual site
visits that should encompass the BC, hotels of their choice and other assets of the community.
A second way to address this is to develop and host a planner event, comprised of:
- Educational/professional development opportunities for the planners, which
provide the incentive for travel to the event and time away from their offices;
- A'Salina Showcase' to introduce the venues, attractions, services and products
available to the planner when they choose Salina as a meeting locale;
- An entertainment component as an additional incentive to attend;
- Accommodations to include food and beverage at the event, and overnight hotel
stays if appropriate;
29
By utilizing the Bicentennial Center as the primary event location, the planners have the opportunity
to experience the space we want them to book for their own events, see the staff in action, enjoy the food.
• Trade Shows: Participation in trade shows should continue, and potentially expand, to include the
KSAE (Kansas Society of Association Executives) Annual Meeting & Trade Show, TRN (The Reunion
Network) shows, RCMA and others, beginning in 2011 and beyond.
Promotion of Kenwood Cove
Visit Salina has budgeted dollars from the designated funds for regional promotion of Salina's new aquatics
park - Kenwood Cove - set to open in the summer of 2010. This new asset in Salina's tourism product will
become a feature of our general marketing pieces, and broadcast promotions as well.
Specific plans will include print advertising in a variety of regional publications, including:
• The 2011/2012 Kansas Visitors Guide
• AAA Journeys
• Summer travel tabs in regional markets
Visit Salina staff will work with Salina Parks & Recreation staff on cooperative promotions that could include
billboards, direct mail and electronic promotion.
Promotion of Smoky Hill River Festival & Other Kenwood/Oakdale Events
Providing regional marketing of the Smoky Hill River Festival to complement the marketing done through the
Festival budget is another component of this plan. Working with Festival coordinators and marketing staff, the
goal will be to introduce the Festival to new audiences from outside the immediate area, building regional
attendance for the weekend. Other activities in the parks that have a propensity to attract attendees
regionally, and the opportunity to create increased economic activity through overnight stays, will be a part of
the marketing plan as well.
Finally, as the area surrounding the Smoky Hill River is developed, yet another important asset in the
promotion of our community will be created, and appropriately addressed through these funds.
30
Comparable Facilities: Kansas Coliseum and Wichita's Century II
The Kansas Coliseum funds four-fifths of its operating expenses with facility revenue and the remaining one-
fifth through a City subsidy. Wichita's Century II funds two-thirds of its operating expenses with facility
revenue and the remaining third of its operating expenses through the Transient Guest Tax.
31
Bicentennial Center
Kansas Coliseum
Wichita Century II
2008
%
2008
%
2008
%
Actual
Exp.
Actual
Exp.
Actual
Exp.
REVENUES
User Fees
$985,396
52%
$2,252,686
81%
$1,865,744
67%
City General Fund & Benefits Contribution
$440,787
23%
$534,989
19%
--
0%
Transient Guest Tax
$426,611
22%
--
0%
$923,856
33%
Total Revenues
$1,852,794
$2,787,675
$2,789,600
EXPENSES
Salaries & Benefits
$230,786
12%
$1,412,739
51%
$1,338,011
48%
Contractuals & Commodities
$1,657,080
87%
$1,370,307
49%
$1,438,599
52%
Capital Outlay
$12,344
1%
--
0%
$12,990
0%
$1,900,210
$2,783,046
$2,789,600
Wichita Century II
2009
%
2010
%
2011
%
Revised
Exp.
Proposed
Exp.
Projected
Exp.
REVENUES
User Fees
$1,455,170
49%
$1,484,372
51%
$1,795,225
60%
City General Fund & Benefits Contribution
--
0%
0%
$8,940
0%
Transient Guest Tax
$1,494,850
51%
$1,404,818
49%
$1,169,645
39%
Total Revenues
$2,950,020
$2,889,190
$2,973,810
EXPENSES
Salaries & Benefits
$1,366,580
46%
$1,292,280
45%
$1,315,790
44%
Contractuals & Commodities
$1,564,440
53%
$1,577,910
55%
$1,639,020
55%
Capital Outlay
$19,000
1%
$19,000
1%
$19,000
1%
$2,950,020
$2,889,190
$2,973,810
31
Comparable Company: Venue Operator
LIVE NATION is profitable on an event financials basis, but loses money when all expenses are taken into
account. The company just breaks even before tax and financing expenses.
LIVE NATION
$460
$519
$469
$593
$655
($m)
2004
2005
2006
2007
2008
Revenue
$2,806
$2,937
$3,294
$3,755
$4,167
Growth Year -Over -Year
4%
5%
12%
14%
11%
Direct Operating Expense (1)
2,185
2,311
2,679
3,004
3,325
Gross Profit
$621
$626
$616
$752
$842
Gross Margin
22%
21%
19%
20%
20%
Selling, General & Administrative Expense
$460
$519
$469
$593
$655
Depreciation & Amortization
64
65
124
117
147
Loss (Gain) on Sale of Operating Assets
6
5
(10)
(21)
1
Corporate Expenses (2)
31
51
34
46
52
Operating Income
$59
($13)
($1)
$17
($14)
Operating Margin
2%
0%
0%
0%
0%
Total Events
27,840
23,231
19,072
22,422
26,924
Revenue/Event($)
$100,795
$126,419
$172,739
$167,490
$154,763
Total Attendance
60,184,000
55,791,000
47,119,000
52,222,000
57,259,000
Attendance/Event
2,162
2,402
2,471
2,329
2,127
Total Event Price /Attendee/Event($)
$47
$53
$70
$72
$73
(1) Includes artist fees, show -related marketing and advertising expenses, and other costs.
(2) Includes corporate salaries and consulting expenses.
32
Comparable Company: Caterer
Organic To Go charges twice the cost of its raw food and paper materials, but is unprofitable because it cannot
recover its large operating expenses, which are primarily labor costs.
Organic To Go
($k)
Revenue
Growth Year -Over -Year
Cost of Sal es (1)
2006 2007
$9,663 $15,902
NA 65
4.876 7.361
Gross Profit $4,787 $8,541
Gross Mar in 50% 54%
Operating Expenses (2)
$10,483
$16,075
Depreciation & Amortization
1,206
4,008
Operating Income
($6,902)
($11,542)
Operating Margin
-71%
-73%
(1) Includes cost of food and paper products.
(2) Includes labor, occupancy, utilities, and selling, general, and administrative expenses.
33