Audit-1991
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REPORT TO THE CITY COMMISSION
FROM THE
BICENTENNIAL CENTER TASK FORCE
JUNE, 1991
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PROPOSED MISSION STATEMENT
FOR
SALINA BICENTENNIAL CENTER
The mission of the Bicentennial Center 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
the region.
* * * * * *
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In September of 1989, the Salina City Commission appointed a Task
Force to review the operation of the Bicentennial Center. Members of
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the Task Force are Ron Green, Jim Graves, Jerry Hinrikus, Ann Knowles,
Lewis Reid, Gary Ray and John Wood. The primary objective of the
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study was "to access how efficiently the Bicentennial Center has
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operated in the past, and to determine how the Center can best serve
the City of Salina in years to corne."
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Review and study focused primarily on the following areas:
I. PHYSICAL PLANT AND LOCATION
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II. STAFF AND MANAGEMENT
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III. FOOD AND BEVERAGE OPERATION
IV. FACILITY UTILIZATION
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V.
MARKETING
VI. EXPENSES AND REVENUE
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Our methods consisted of:
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1.
Review and discussion of materials pertaining to the operation of
the Center since it opened in 1979.
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2.
Review and study of articles on auditorium management; trends and
events in marketing; public facility financial management; and
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sources of funding for publicly owned facilities.
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3.
Interviews and review of correspondence with:
* Caterers.
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* Salina Area Chamber of Commerce staff.
* Concert promoters.
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* Public media representatives.
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* Hotel/motel representatives.
.
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4.
* Public auditorium managers.
* Members of the original Bicentennial Center Authority.
* Salina Airport Authority staff.
* A representative of a major international conglomerate which
manages, by contract, arenas and public assembly facilities.
* Saline County Commissioners.
* Current and former Bicentennial Center staff.
* Representatives from community groups who assist the Center by
ushering, staffing concession stands, etc.
* A representative of the private security company employed by the
Center.
Employment of, on behalf of the city, the firm of Hammer, Siler,
George Associates to provide a market study and impact analysis of
the Bicentennial Center.
5.
Review and discussion of the Hammer, Siler, George Associates
6.
7.
study.
Two complete tours of the physical plant.
Attendance at concerts, sports events, trade shows and conventions.
(Please refer to Exhibit A which summarizes the record of
meetings and materials studied by the Task Force)
Our findings and recommendations are as follows:
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I. PHYSICAL PLANT AND LOCATION
The Hammer, Siler, George Associates study gives an excellent
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description of the Bicentennial Center. "It is a multipurpose event
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center owned and operated by the City of Salina. The $6.5 million
facility was financed by general obligation bonds in 1977 and opened
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for operations in 1979. It is located in Kenwood Park, a major city
park about one mile from downtown Salina. Also located within the park
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adjacent to the Center are the Saline County Agricultural Hall
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buildings and facilities and a city outdoor swimming pool. The Center
contains a 7,800-seat capacity arena and attached Heritage Hall
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Exhibition Center. There is a common lobby serving both major
facilities. The second level above the lobby contains the majority of
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the facility's meeting rooms. There are about 2,000 parking spaces in
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surfaced lots adjacent to the building. The specifications and
capacities of the Bicentennial Center facilities are summarized below.
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"Arena
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Permanent Seats
Risers
Basketball
Concert
Flat Floor
Lobby
5,245
1,776
7,000
7,800
21,112 sq. ft.
5,370 sq. ft.
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"Heritage Hall
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Flat Floor Space
Total (with Arena)
Theater Seating
Banquet Seating
18,360 sq. ft.
39,472 sq. ft.
2,000
1,000
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"Meeting Rooms
Number
Capacity
15
30-200
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"ARENA
"The arena accommodates about 7,000 for basketball and up to 8,000
for concerts with a center stage. Most concerts are set up with an end
stage. The arena has a curtain that can be used as a back drop for the
stage or for dividing the arena in half. However, use of the curtain
usually necessitates using a separate sound system because the speaking
cluster is behind the curtain. The Center does not allow festival
seating for concerts because of concern about potential liabilities.
"The arena does not have ice-making capability, and over the last
12 years, there has only been one ice show in the building. Ice shows
do not like to bring portable ice to a building supported by less than
100,000 population. Nevertheless, there have been more requests for
ice shows than any other type of event by Salina residents.
"The arena has an attractive dressing room addition/renovation,
built in 1988, which includes two star dressing rooms and four team
dressing rooms. The dressing rooms can be converted to additional
meeting rooms, although the location and configurations are not ideal
for breakout functions. Signing the Big Eight Women's Basketball
Post-Season Tournament was a motivation for making this building
modification.
"HERITAGE HALL
"The Heritage Hall exhibition hall is attached to the arena by the
common entryway that also provides access to the box office and
administrative offices and to the second-level meeting rooms. The
18,360-square-foot exhibition hall has 20-foot clear span ceilings and
is subdividable into fourths. It has a full-service kitchen with
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direct access to the great hall. Banquet capacity is about 1,000 in
the exhibition hall and up to 1,500 in the arena.
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"The meeting rooms include the first-level VIP Room which can be
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set up for small parties and receptions for 30 to 40 people. The eight
second-level rooms with a total of 4,910 square feet are more
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utilitarian but functional. They can be combined into two large rooms,
one accommodating about 150 people and the other about 200. There are
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only two thermostats in each of the large meeting rooms which results
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in some difficulties in regulating temperature when they are divided
into small spaces."
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HISTORY
In 1979, the facility was opened to the public. It was heralded
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as one of the largest and finest convention/sports/entertainment
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complexes in the midwest, but, as is the case with any building, some
deficiencies existed. From 1980 through present day, many capital
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improvements have been made to make the building more efficient and
better for clients. Some of the larger improvements include:
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1980
1981
1982
1983
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1984
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1985
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1986
1987
1988
1989
1990
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Refrigeration units for kitchen
Sprinkler system (lawn)
Heat strips for Heritage Hall
Spotlights
Chairs for upstairs meeting rooms
Storage building
Replace north lobby sidewalk
Gas heat in arena
Sidewalks replaced
Arena restroom renovation
New addition
Heritage Hall mezzanine elevator
Sweeper scrubber
North and south dressing room renovation
Kitchen equipment
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Certain physical improvements, additions and alterations appear to
be desirable for improved operation and accommodation of events.
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However, the Task Force agrees with Hmnmer, Siler, George Associates
that major capital outlay for breakout rooms, the arena, and Heritage
Hall expansion, although desirable, are not justified at this time.
STRENGTHS
1.
The building appears to be in excellent physical condition and the
improvements made in the past 12 years have made the facility more
usable.
The building is clean and attractive. This fact was repeated
again and again by people who use the Center and by Doug McGlaun
and Roy Saunders, public auditorium managers from Texas and
Oklahoma, who conferred with the Task Force.
The design of the building is satisfactory for multi-functional
uses. Its flexibility allows a variety of events to be scheduled
at the Center.
The building is in an attractive setting and close to other public
buildings operated by Saline County.
The building is close to public parks and Saline County rodeo
2.
3.
4.
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arena.
6.
The building has paved parking and close street parking.
LIMITATIONS
1. Outside entrances to lobby area create climate control problems.
2.
Heating and cooling cannot be adequately controlled in second
floor meeting rooms.
Administrative offices are cramped, and there is no room to expand
without some capital outlay.
Food service equipment is inadequate for maximum ban~let service.
3.
4.
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5.
6.
7.
8.
The Center ~annot provide the number of breakout rooms needed for
larger conventions.
Paved parking is inadequate when the Center is at peak capacity,
and inclement weather causes additional parking problems in those
parking areas that are not paved.
Traffic control is needed when the Center is at peak capacity.
Additional space in nearby county buildings is not always
available or desirable.
The Center's location (distant from hotels), is a handicap in
recruiting conventions.
9.
RECOMMENDATIONS
1. The Task Force encourages the City to provide:
2.
Air locks for the north entrance to the lobby.
Independent heating and cooling capability for second floor
meeting rooms.
A capital improvement plan for administrative and ticket
office expansion.
The Task Force recommends that the city and the county develop and
a.
b.
c.
3.
implement a plan for joint management of the Bicentennial Center
and Kenwood Park. There would be long-term operational expense
reductions in personnel and increases in food and beverage
revenues. It would provide a larger and more flexible array of
facilities for accommodating event conflicts. There may also be
potential for attracting larger agricultural and equestrian events
by using the combined facilities.
Investigate and consider the purchase of a large screen and
related video equipment for the arena.
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II. STAFF AND MANAGEMENT
The Task Force has spent considerable time with the current
Bicentennial Center staff. They have provided their time, their
expertise, and the necessary clerical support and information to the
Task Force. They have been gracious and professional. We have had
ample opportunity to observe them at work.
HISTORY
In 1979, the original staff consisted of 14 full time employees.
OVer the years, the staff has become more focused on serving the
client, and at present consists of 13 full time, 3 classified part-time
and about 30 regular part-time employees. There is a department
manager for food and beverage, a department manager for administration
and a department manager for operations.
The building has had two managers since opening, Micky Yerger and
Bill Harris. Bill retired in October 1990. A team management concept
has evolved, and currently the Interim Manager is assisted by the other
two department managers.
STRENGTHS
1.
Staff performs well as a team. The Team Management concept is
understood and utilized by all full-time staff with whom we have
worked.
Staff is friendly, courteous, professional, and efficient.
Staff appears to interact well with other city departments.
Staff works well with concert promoters, convention coordinators,
and community businesses and clubs.
Staff takes a great deal of pride in their work and exhibits
willingness to do whatever is necessary to get the job done well.
2.
3.
4.
5.
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6.
staff is extremely lean as far as number of employees. Personnel
costs for public facility buildings run about 65 percent of annual
operation and maintenance budgets. Personnel costs at the
Bicentennial Center run about 54 percent of annual operation and
maintenance budgets. In spite of the low number of employees,
operation is very effective.
Use of volunteer staff (i.e. community club members) cuts costs in
personnel budget.
LIMITATIONS
7.
Absence of one full-time management staff person inhibits current
staff from doing all that might be done. In addition the lack of
this key management person limits the Center's effectiveness in
meeting its optimum standards, setting goals and providing the
degree of leadership desired.
The large number of part-time employees does create coordination
problems from time to time.
RECOMMENDATIONS
1.
2.
The Task Force recommends that the marketing function become the
responsibility of a marketing manager. (See Section V. Marketing)
2. It appears the Center may be understaffed. Therefore, we
1.
3.
recommend careful consideration of present staff's requests for
additional personnel. As previously mentioned, personnel costs
for public facility buildings across the country are 15 percentage
points higher than at the Bicentennial Center (with a full-time
manager on staff).
The Task Force recommends the establishment of a community
advisory board if: (a) Role of advisory board is clearly defined.
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4.
(b) Appropriate criteria for board member selection can
established and adhered to (i.e. community members with
backgrounds in legal, accounting, marketing, engineering skills,
as well as citizens at large.)
Task Force recommends ongoing training opportunities for
management and technical staff.
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III. FOOD & BEVERAGE OPERATION
The food and beverage activities at the Bicentennial Center have
been expanded and improved. Revenue from this function has contributed
most of the recent growth attained by the Center. At the same time,
the Task Force has been quite favorably impressed with the quality of
the food and beverage service provided.
STRENGTHS
1.
Food and beverage is a paramount function of the Center. The
Bicentennial Center constitutes this community's public events
center in which we extend hospitality to the surrounding trade
territory. A central component of this hospitality is the
availability of high quality and reasonably priced food and
beverage service. This is confirmed by the fact that food and
beverage revenue represents some 67 percent of gross receipts.
This is very similar to the revenue analysis of how to succeed in
the motion picture business: "Find a good location for a popcorn
stand and build a movie house around it-" From an operational
standpoint, the success of the food and beverage function at the
Bicentennial Center has proven to be important in the attainment
of good financial results and good customer relations.
Food and beverage service for conventions is critically necessary
and well received, often being cited as a reason for return
bookings.
The quality and presentation of banquet and convention meals by
2.
3.
the Bicentennial Center are, in the opinion of the Task Force, of
exceptional quality.
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4.
Food service capacity has been gradually enhanced through the
addition of kitchen equipment and table service. This has
diminished the' need to use outside caterers. Growth in food and
beverage service results has been the direct cause of the recent
decline in the net operating deficit on a year-to-year basis in
1989 and again in 1990.
Food service for club lunches and convention banquets appears to
be very efficiently managed.
Food service personnel staff are cordial, neat in appearance,
cheerful, well organized, and generally well trained.
Concession service is satisfactory and has improved over the last
two years.
Food and beverage service is competitively priced, perhaps too
much so.
5.
6.
7.
8.
9.
The utilization of service club volunteers in support of
concession service appears to be working, but it is a
management-intensive function.
LIMITATIONS
Food and beverage management staffing is strained during seasons
of peak convention activity. The few complaints which are
received are generally attributable to this limitation.
HISTORY
1.
At the outset, operation of the Bicentennial Center was heavily
reliant upon the service of independent caterers, and for several years
this practice was deemed to be adequate. Eventually, however, one of
the major catering services terminated business, and the result was
reduced competition for large events.
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Even at its best, utilization of outside caterers is a very
limited answer to the overall food and beverage requirements of the
successful operation of the Bicentennial Center. Outside caterers have
never been utilized for concessions, and they do not find the business
of providing meals to small groups or coffee break refreshments to be
attractive.
Consequently, the Center has always found it necessary to conduct
a substantial portion of the food and beverage business on an in-house
basis.
In 1989, the practice of relying upon outside caterers was
discontinued, and the building increased its food and beverage
operations, utilizing two full-time staff, three classified part-time
staff, and numerous part-time employees. They handle all concessions
and alcohol service and they cater most banquets. When outside
caterers are used by the booking tenant, the Bicentennial Center
assesses a charge equal to 15 percent of gross sales as partial
reimbursement for the use of the facilities by the caterer.
At present, the Bicentennial Center provides food service about
95% of the time food service is required. The option does exist for
clients to contract with outside suppliers. Due to convenience and
high-quality food and service, most clients select the Bicenter's food
service over outside caterers.
RECOMMENDATIONS
Four members recommend as follows:
1.
Increased revenues f.rom expanded food and beverage service have
been dramatic and have provided guests with consistent, excellent
quality. Because of these factors, excellent quality and
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increased revenues, the Task Force recommends that the Center's
use of outside caterers be limited to those events for which the
Center's management has determined it is in the best interests of
the Center and/or its guests that additional support be provided.
Three members recommend as follows:
1.
The Center operates under an open catering policy which allows any
client to use an outside caterer on the Center's approved
list. It is true that food service is a significant contributor
to the Center's gross income. It is also true that the quality
of the food service offered to clients does impact upon the
Center's marketing effort. These are legitimate reasons for
controlling or limiting outside caterers. On the other hand, the
Bicentennial Center is publicly owned within a free
enterprise system built on competition. It is the view of
three members that by allowing outside competitors, a
self-correcting mechanism is in place to insure the Center does
continue to provide high-quality food service and at the same
time permit local caterers a chance to compete for business in
the publicly owned facility. The financial and marketing cost to
the Bicentennial Center seems small in relation to the political
gain in allowing outside caterers to compete for business at
the Bicentennial Center.
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IV.
FACILITY UTILIZATION
The Bicentennial Center was visualized as a focal meeting and
entertainment facility for Salina and the surrounding area. The
visualization is basically the reality now. The facility is utilized
by local citizens who attend sports events, luncheons, banquets, and
locally sponsored trade shows. The local citizenry is joined by many
out of town Kansans for regional trade shows, regional sports events,
and concert entertainment. The Bicentennial Center hosts a varied
number of conventions each year drawing people from every part of the
state of Kansas.
The Hmnrner, Siler, George study separated the events held in the
Center into seven categories:
"Meetings. Gatherings of companies or professional groups for
seminars, training sessions, or corporate planning sessions. Meetings
tend to be small and many last for only one day. Many meetings bring
at least some participants from out of town.
"Conventions. Gatherings of the members of large associations.
Conventions are usually held annually and often move their location
from city to city to provide convenient access to all of their
members. Some conventions also have exhibits as a part of their
activities although the main focus is on association business,
education and social contact. Most conventions last several days, but
we have included events that only use the Bicentennial Center for one
day if they bring a large number of people to Salina and otherwise meet
the criteria for a convention.
"Trade Shows. Trade shows are intended to promote the products
of a particular industry, and are attended by the people who purchase
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these goods as a part of their jobs. These shows are closed to the
general public. Most trade shows attract attendees from a state or
regional area.
"Consumer Shows. Consumer shows are similar to trade shows but
orient their displays to the general public. Boat, Auto, Horne, Travel,
Craft, and Sports shows are all included in this category. These shows
are generally oriented to the metropolitan area or the regional trade
area served by the city where the event is held.
"Entertainment. Entertainment events include concerts; touring
shows; variety acts; family shows such as ice shows, shows for small
children, and circuses; dirt events such as truck and tractor pulls;
and professional wrestling. These events are consistently among the
most popular activities held in an arena.
"Sports. Sports events may include regular or tournament team
events as well as occasional exhibition events. Basketball, hockey,
and indoor soccer all use arenas for their games. A regular sports
tenant can block key dates that would otherwise be available for
conventions and entertainment and may require practice time at low
rates. Sports events usually have very high concession sales.
"Civic Events. Civic events include a wide range of activities
geared primarily to local audiences. Most do not charge an admission.
Typical civic events include club meetings, youth activities, dances,
receptions, and commencements.
"Past Trends in Events and Attendance
"Recent trends in the utilization of the Bicentennial Center were
analyzed by the categories of events described above. The number of
events is shown in the following table:
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EVENTS BY TYPE
Number of Events
Type of Event 1987 1988 1989 1990
Meetings 20 24 24 29
Conventions 7 8 18 15
Trade Shows 8 4 5 5
Consumer Shows 12 15 15 15
Entertainment 24 14 16 14
Sports Events 8 11 8 9
Civic Events 162 173 232 282
Total 241 249 318 369
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Source: Bicentennial Center Event Calendars and
Hammer, Siler, George Associates
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"The total number of events grew from 241 in 1987 to 369 in 1990.
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Gains in the number of meetings and conventions were offset by declines
in the number of trade shows and entertainment events. The greatest
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growth was in the number of civic events, much of which is accounted
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for by the addition of weekly civic club luncheon meetings in 1989 and
1990.
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"An important concept that will be used in this analysis is that
of an event day. Some events such as sporting events, shows, or
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concerts can have multiple performances. Total event days equal the
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number of performances which is greater than the number of events.
Similarly, a convention or meeting held for three days is one event but
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three event days. Event days give a clearer picture of how the
facility is being utilized. The number of event days by type of event
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is shown in the following table:
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EVENT DAYS BY TYPE
Number of Event Days
Type of Event 1987 1988 1989 1990
Meetings 52 35 30 30
Conventions 17 17 39 35
Trade Shows 14 15 13 9
Consumer Shows 35 35 32 38
Entertainment 41 20 24 17
Sports Events 19 24 19 22
Civic Events 172 177 238 282
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Total 350 323 395 433
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Source: Bicentennial Center Event Calendars and
Hammer, Siler, George Associates
"Total attendance has risen by 42,739 over the last four years to
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302,589. The greatest gains in annual attendance were in conventions,
sporting events and civic events. The greatest loss in attendance was
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in entertainment as shown:
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TOTAL ATTENDANCE
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Source: Bicentennial Center Event Calendars and
Hmnrner, Siler, George Associates
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"The largest events, on the average, are the sports and
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entertainment activities which are largely held in the arena. Business
meetings are the smallest, as many are accommodated in one or two
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meeting rooms. Average daily attendance is calculated by dividing
total annual attendance by the number of event days (as opposed to the
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number of events). The average daily attendance is shown by type of
event below.
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TRENDS IN AVERAGE DAILY ATTENDANCE
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Type of Event 1987 1988 1989 1990
Meetings 92 135 187 150
Conventions 1,609 1,852 1,262 1,160
Trade Shows 1,042 1,130 1,296 2,629
Consumer Shows 1,481 1,910 1,913 1,535
Entertainment 1,351 2,379 2,265 2,314
Sports Events 3,322 2,566 2,831 3,530
.Civic Events 249 209 191 207
All Events 742 824 725 790
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Source: Bicentennial Center Event Calendars and
Hammer, Siler, George Associates
"Business and Professional Meetings. The number of business
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meetings has grown from 20 to 29 over the last four years. In 1990, 29
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events were attended by about 4,500 people. Meetings account for 7.8
percent of all events, but meeting attendees only account for about 1.5
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percent of Bicentennial Center patronage.
"Conventions. Some of the conventions using the Bicentennial
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Center regularly include the Wheatland Cluster Dog Shows, Kansas State
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Square Dance Association, Sports Car Club of America, Kansas Bankers
Association, Kansas Funeral Directors and Aid Association for
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Lutherans. In 1989, there was a substantial growth in convention events
and attendance, with 18 conventions lasting for 39 days and accounting
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for more than 49,000 delegate days. In 1990, the number of conventions
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dropped to 15 with about 40,600 attendees. Between 1987 and 1990 the
proportion of total attendance accounted for by conventions rose from
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about 10 percent to about 13 percent. It should be noted that in our
analysis, one-day convention events (such as the SCCA banquet in the
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Bicentennial Center when the rest of the convention takes place
elsewhere) are counted under conventions.
"Trade Shows. Trade shows represent a fairly steady but small
part of the Bicentennial Center's utilization. In 1990, five trade
shows attracted almost 24,000 attendees. Trade show attendees
represented about eight percent of all Bicentennial Center attendees.
Most trade shows are put on by locally-based distribution and
manufacturing businesses and are generally held on an annual basis.
Among the repeating shows held at the Bicentennial Center are the
Mid-America Farm Equipment Show and the Best yet Food Show.
"Consumer Shows. Consumer shows are fairly steady in terms of
events, event days and attendance over the last three years. In 1990,
consumer show attendees made up about 19 percent of the Bicentennial
Center's total attendance. Average daily attendance was about 1,900 in
1988 and 1989 and 1,500 in 1990. Some regular consumer shows using the
Bicentennial Center are the Horne and Garden Show, the YMCA See-N-Sell
Craft Show and the exhibits associated with the Tri-Rivers Fair and the
Smoky Hill River Festival.
"Entertainment. The largest drop in business has been in
entertainment events. The nunmer of events dropped from 24 in 1987 to
14 in 1990, and the number of event days dropped from 41 to 17 over the
same period of time. Total attendance remained steady from 1987 to 1989
but dropped substantially in 1990. Average attendance rose from 1,400
to 2,300. During the period, wrestling and rodeo events stopped using
the Bicentennial Center and motor sports events sharply declined.
Concert business declined from 16 concerts in 1987 to 8 concerts in
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1990. Attendees at entertainment events now account for about 13
percent of all Bicentennial Center attendees.
"Sports Events. Sports usage of the Bicentennial Center is
largely the tournament play of high school and college basketball teams
that draw audiences from around the state. There are no professional or
amateur teams playing their regular schedule in the Bicentennial Center
arena. The Bicentennial Center attracted the 4A State Basketball
Tournament in 1981, the Big 8 Women's Basketball Tournament in 1987, and
the Region VI Junior College (NJCAA) Tournament in 1990, which are now
all annual events. As a result, sports now account for the greatest
attendance with 26 percent of the total in 1990. Sports attendance
fluctuates with the popularity of the teams playing.
"Civic Events Civic events using the Bicentennial Center are
largely the meetings of local associations. An increase in the total
number of civic events from 173 in 1988 to 282 in 1990 was largely
accounted for by the addition of weekly service club meetings. Although
civic events account for more than 65 percent of event days, they
account for only about 19 percent of total attendance. Most civic
events are one-day events such as banquets, dances, luncheons, or
meetings.
"Utilization. We also evaluated the utilization of the
Bicentennial Center by month to determine the seasonal distribution, as
shown below.
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AVERAGE MONTHLY DISTRIBUTION OF EVENTS AND EVENT DAYS
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Total
Event Percent
Events-I! Days-l/ Event Days
8.0 12.7 8%
6.3 12.7 8
8.0 23.0 15
8.0 14.3 9
5.0 8.7 6
7.3 13.3 9
1.7 1.7 0
6.3 14.0-2/ 9
6.7 13.0 9
9.0 16.0 11
8.7 15.7 10
5.0 8.0 6
80.0 153.1 100%
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January
February
March
April
May
June
July
August
September
October
. November
December
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1/
2/
1987-1989 averages not including civic events.
One 1987 event lasting 25 days deleted.
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Source: Hmnmer, Siler, George Associates
"As may be expected, spring and fall are the busiest seasons, and
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summer and winter are somewhat slower. The utilization is further
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separated by type of event in Appendix Table A. One would normally
expect more consumer and show utilization in March, but preexisting
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commitments of three basketball tournaments and two trade shows limits
time availability. Ther~ is an average of 23 event days booked in
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March which is by far the busiest month. October is the second busiest
month with an average of 16 event days"
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HISTORY
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In 1980 (the first year for which event statistics were
recorded), the Center did 16 conventions, 37 entertainment events and
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161 locally sponsored events. In 1990, totals were 26 conventions and
tradeshows, 14 entertainment events, 9 sports events and 318 "other"
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events. Totals were 214 in 1980 compared with 368 in 1990. Some
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categories (like Grade shows and civic luncheons have increased
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dramatically, while other events have decreased--local basketball
games played by KWU and Marymount). Of course, fewer acts on tour
and more arenas in Kansas have caused the number of concerts to
diminish.
STRENGTHS
The Center has worked with community groups and businesses to
increase utilization of the arena, the meeting rooms and Heritage
Hall, (i.e. service club meetings, local trade shows, and
. convention recruitment by local members of state associations.)
The increased capability of food and beverage service has
generated additional use and profitability for the Center.
The development of sports events in cooperation with the Salina
Area Chmnber of Commerce now accounts for 26 percent of the total
attendance at the Center.
The Bicentennial Center and the Chamber of Commerce appear to
have a positive informal working relationship.
Staff is now traveling to recruit convention and trade show
business.
6. Current staff has re-developed good working relationships with
1.
2.
3.
4.
5.
7.
concert promoters.
Staff does a satisfactory job of scheduling so that community
use, convention use and concert use can occur, giving balanced
utilization to the facility.
Rental costs at the Center are competitive in the state and
regional market.
8.
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LIMITATIONS
1.
Lack of a full-time marketing director and long-range marketing
plan most likely inhibits the Center's effort to attain optimum
utilization.
As Hammer, Siler, George Associates indicate, the Center's
concert business is weaker than it was in 1987. This is due
primarily to three factors:
2.
3.
The trend of fewer concerts touring the United States.
Hammer, Siler, George states that the Center's market is
simply not large enough to attract the majority of concerts
that are touring.
Many artists do not play halls with less than 10,000 seat
capacity.
Lack of computer software programming inhibits the development
a.
b.
c.
of current, accurate and complete market data.
Lack of an integrated marketing plan developed in coordination
with Chamber of Commerce, Salina Airport Authority and Saline
County prohibits optimal facility usage.
RECOMMENDATIONS
4.
1.
To increase utilization of the Bicentennial Center, the Task
Force recommends that a city-wide marketing plan be developed in
concert with the Salina Area Chamber of Commerce, Salina Airport
Authority and Saline County or the current agreement between the
City and the Salina Area Chamber of Commerce be revised to insure
effective marketing of the Bicentennial Center.
The Task Force suggests reviewing the Ft. Worth-Tarrant County
1989-90 marketing plan as a model. (See Exhibit B.)
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2.
The Task Force recommends a consistent monitoring system for
rental rates continue to be maintained to insure a competitive
position for the Center and to protect this important source of
revenue and to document justification for rental rates.
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V. MARKETING
The Bicentennial Center is nothing more than a physical plant
operated by paid staff members. Its total value is derived from the
staff's ability to provide for the needs of those who want
entertainment, who wish to hold annual conventions, who wish to
display their goods in trade shows, etc. Promoters must believe in
the opportunity to earn a return on their time and investment;
conventioneers must believe in the opportunity to hold their
conventions in attractive facilities with all the necessary amenities;
concert-goers must believe they will enjoy the concert more than the
$15-$30 they must part with. In all cases, an exchange process is at
work. The job of the marketing process and the staff is to do those
things necessary to attract conventions, parties, trade shows,
concerts, sporting events and the like.
The range of activities that influence those who wish to hold a
sporting event, trade show, convention, etc., generally fall under the
heading of marketing. Pricing, product/service mix, promotion and
place, are usually considered the marketing mix elements under the
control of a marketing manager. Within the limits of the marketing
environment, the marketing manager can plan and organize the mix
elements to achieve an optimum response from the market.
While the size of the market, its geographic location, and its
psycho-socia-economic makeup set limits on the demand, the marketing
manager can influence the response to his/her offering by varying the
marketing mix elements.
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The Bicentennial Center does face certain constraints. For
example, there are known competitors. There are limits to the
population base. There is a limit to discretionary income for
entertainment. Even with these constraints however, there is still
room to compete for business and increase the number of activities
held at the Center.
HISTORY
When the Bicentennial Center first opened its doors, the primary
focus for activity was on entertainment, especially concerts. The
Salina Area Chamber of Commerce took care of the preliminary
development plan to recruit convention business for the Center.
Scheduling of conventions and concerts was handled jointly by the
Center and the Chmnber. That process is still followed the same way
today.
The Bicentennial Center, for the first eight years of its
operation, had limited funds for marketing, advertising or promotion.
Most advertising was done co-promotionally with the Chmnber of
Commerce.
Recently the Center actively recruited new conventions through
travel with the Chamber of Commerce to various major trade shows which
focus on that activity.
One of the primary purposes of the Hmnmer, Siler, George
Associates study was to assess the market potential for additional
events to be held at the Bicentennial Center. Section I, pages 16
through 19 of the Hmnmer, Siler, George study identify the market
demographics for the Center.
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In summary then, the current marketing activities of the Center
are as follows.
1.
The present staff knows the market area served by concerts
because of ticket retrieval capability. Former ticket buyers are
used as a mailing list for upcoming concerts.
Attendance, pricing, and boxscore statistics are available for
each event held at the Center.
The present staff has a complete file on former convention-users
and keeps the contact persons for those groups updated. The
staff does follow-up review with each convention coordinator and
makes a concerted effort to re-book the event before the
2.
3.
4.
convention adjourns.
The Center records indicate there is consistent, well-organized
follow-through on leads for new event business, within the
boundaries of available time. However, the Hammer, Siler, George
study indicated a significant number of new leads could be
generated by a marketing director.
Present staff advertises in several professional journals which
deal with concerts and meetings of associations.
As funds allow, present staff travels to various conventions and
trade shows that deal with meeting planners, association
executives, and the concert business. Some travel is done in
cooperation with the staff at the Salina Area Chamber of Commerce.
The Center utilizes a marketing packet, brochure, and video
presentation in recruiting new business. Three signs
5.
6.
7.
strategically located on 1-70 and I-135 and leased in association
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with the Salina Area Chmnber of Commerce advertise the Center and
its events.
The Center regularly reviews its rental rates to insure that they
are competitive.
Department managers meet weekly to review strengths and
weaknesses of most recent events and to plan for upcoming
events. The team management effort spoken of earlier works well
in these assessments of staffing and delivery of services.
10. Present staff works with concert promoters to advise and assist
8.
9.
in advertising entertainment events on regional media.
STRENGTHS
1. The physical plant.
2.
Salina's central geographic location at 1-70 and 1-135.
3. The professional, dedicated, and courteous staff.
4.
High-quality food service.
LIMITATIONS
1. Lack of a major hotel adjacent to the Center.
2.
Inability to coordinate scheduling Bicenter events with
activities in the Saline County buildings.
Understaffed in marketing personnel.
No defined performance standards to measure marketing success.
Lack of local television origination for advertising.
(Hopefully, plans for local news and sports origination on
KAAS, Channel 4, which is the Fox Network, will help to solve
this problem.)
Lack of major airline service to Salina.
3.
4.
5.
6.
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7.
(The Salina Airport Authority's new contract with US Air will
greatly improve Salina's air service capability.)
Declining population in primary area. (Aging population may need
to be targeted and turned into a marketing opportunity.)
No written, unified marketing plan for the city of Salina. The
City, the County, the Chmnber, the Airport Authority, and the
Hotel/Motel Association do no formal market development together
on an annual basis.
8.
RECOMMENDATIONS
1.
Because the Bicentennial Center's physical plant has been so well
maintained and because the food and beverage services have been
successful, the Task Force believes the next best effort for the
Center is the development and implementation of a formal
marketing effort. We believe that effort needs to include: (a)
Establishment of marketing objectives for the Center (desired mix
of activities). (b) Development of a written plan of attack;
i.e. strategies, tactics, budgets, timeframe, expected results.
(c) Coordinated marketing activities with the Chamber of
Commerce. (d) Identification of all prospects and plans for
regular contact with those prospects. (e) Regular follow-up
with prior clients. (f) Development of a list for targeted
concerts and entertainment events based on known market
interest. (g) Establishment of mechanisms to monitor
needs/interests of consumers. (h) Staff attendance at trade
shows/conventions. (i) Work with promoters to reduce their risk
in the Salina market and sell Salina. (j) pricing strategy and
special pricing arrangements to attract selected events. (k)
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Evaluation and selection of media options available to promote
Bicentennial Center. (l) Support materials (brochures,
literature, videos, etc.) prepared in a professional manner.
(m) Control systems to maintain client reactions to use of
Center and corrective. action when necessary.
It is conceivable that a general manager with a strong
marketing background could serve as a marketing manager working
through support staff. Irrespective of this, we believe it is
imperative that the marketing function be assigned to someone to
manage, supervise and coordinate.
There must be someone who is
2.
responsible and accountable for a certain level of activity.
This should be the marketing manager.
The Task Force recommends serious consideration of the
development and implementation of a city-wide marketing plan. We
believe that the City, County, Airport Authority, Chmnber of
Commerce, and Hotel/Motel Association, along with the
Bicentennial Center can, through a formal planning process, each
do a better job in marketing the community in which we all live.
If a city-wide marketing plan is not feasible, then the
agreement between the City and Salina Area Chmnber of
Commerce needs to be revised to insure the preparation and
implementation of an annual marketing plan that details program
and procedures and specifies the percentages of current bed tax
to be spent in marketing the Bicentennial Center.
Salina is particularly successful in generating bed tax monies.
On an annual basis, Salina's bed tax collection compares
favorably with larger markets in the state. It may be time to
3.
4.
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consider the establishment of a separate Convention and Visitors
Bureau. We recommend a thorough study of this alternative.
Allocate bed tax mon~es for purchase of appropriate
computer software to integrate market data being collected by
Center and to enable staff to survey market potential not yet
explored.
Allocate bed tax monies for market outreach; i.e. memberships in
appropriate national organizations and travel to conventions for
client recruitment.
Develop and implement a formal working relationship with Saline
County, looking toward a single management entity for the
Bicentennial Center and Kenwood Park facilities.
Develop and implement a plan with local print and broadcast media
for community education and public information.
Provide greater facility autonomy and flexibility, including the
ability to discount rents and co-promote events. The Center may
want to consider an incentive contract with promoters active in
the region to bring in a greater number of entertainment acts.
10. We recommend no further investigation of privatization. Our
5.
6.
7.
8.
9.
review of private contract management and the study by Hmnmer,
Siler, George indicate that privatization is not an appropriate
vehicle for the Salina Bicentennial Center.
11. To be more competitive with other Kansas communities, a marketing
budget must be funded.
The primary source for this funding is
the bed tax which we believe should be adjusted from three
percent to five percent. The following shows bed taxes of
competing communities:
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Wichita 6 %
Manhattan 5 %
Topeka 5 %
Hutchinson 4 %
Overland Park 4 %
Salina 3 %
The bed tax is an appropriate source of funding for operation,
maintenance, and expansion of the Bicentennial Center. Bed tax is
also an appropriate source of funding for the development of a more
comprehensive marketing effort by the Center. We recommend the upward
adjustment of the bed tax be used for these purposes. Refer to
Exhibit c.
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VI. REVENUES & EXPENSES
In reviewing the expenses and revenues and event statistics for
the Center from 1981 through 1990, the Task Force has learned the
following:
1.
2.
A public facility operated for the public good can and should
address community needs. Concern for the bottom line must be
balanced with concern for over-all economic impact in the
community.
The economic impact and the quality of life impact of the
Bicentennial Center on the community are important. The Center
earns considerably more than it spends in the indirect revenues
returned to the city by the expenditures of visitors.
a.
In 1990, the Center was responsible for 27,000 room nights
in Salina which contributed $5 million directly into the
b.
economy.
The visitors who spend money in our community, thus creating
jobs and a demand for purchase of other goods and services,
create a re-spending factor of 1.9 which provided another
$4.7 million for the Salina community. Therefore $9.7
million is the estimated economic impact of the Center for
1990. See Exhibit D.
c.
The Bicentennial Center (according to the community survey
done by Hmnrner, Siler, George Associates) does contribute
significantly to an improved quality of life in Salina.
See Exhibit E.
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Since the Bicentennial Center (like other public auditoriums
across the country) will probably need continued public support,
The Task Force believes "success" should be measured by increased
utilization, increased economic impact and increased revenues.
Hmnmer, Siler, George Associates clearly shows the Center's
success in using these three criteria.
As revenues have increased, so have operational expenses and so
have economic impact dollars.
Rent accounts for approximately one-third of the Center generated
income, and food and beverage services account for approximately
two-thirds.
It should be pointed out that many city-sponsored events are held
in the Center each year for which the Center is unable to charge
rent. In 1990, there were 26 such events, such as the Parks &
Recreation Department's Golden Year's Spring Festival, Halloween
Party and Christmas Party; the Smoky Hill River Festival Saturday
night concert, Big Band Dance, volunteer breakfast, quilt and
fiber exhibits, etc. These trade-off events limit the Center's
earned revenue. It should also be pointed out that the Center
generates about $150,000 (including both direct and indirect
expenditures created by Center events) of the sales tax revenue
with which it is subsidized.
The following spread sheets define the financial operation of
the Center.
RECOHMENDATIONS
3.
4.
5.
6.
7.
1.
The Bicentennial Center Task Force suggests that a review be made
of the accounting system to develop a flow chart of information
35
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2.
to be captured and processed, as well as a determination of the
management reports required to measure the performance of the
Center. Once the system needs have been delineated, the City
should investigate software available from similar operations.
It is likely software packages are available to accommodate the
accounting and management information needs.
The Task Force recommends that a performance model be
established. In for-profit organizations, performance can easily
. be measured by profitability. Profit is defined as revenue minus
expenses. At the Bicentennial Center, given the mission
statement, the traditional profit performance model is
inappropriate. A new model of performance must be established,
involving both economic and intangible quality of life factors.
The model is more like the following:
Revenue
-Expenses
Operating profit (loss) + economic impact + intangible
benefits
If one assumes the present performance is acceptable, the base
equation should read:
$ 581,236
- 949,000
(367,764) + 9,700,000 + good quality of life (as measured
in survey).
$ 367,764 investment
of life.
9,700,000 economic impact + quality
36
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In short, if the present performance is acceptable, the city
would accept, incrementally, one dollar of increased operating
deficit for each $26.37 of economic benefit and a quality of life
rating similar to the rating demonstrated in the local survey.
37
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SUMMARY
In concluding this report, we would like to re-emphasize our
recommendations:
1.
PHYSICAL PLANT AND LOCATION
1. Provide air locks for the north lobby entrance; independent
heating and cooling capability for second floor meeting
rooms; and a plan for administrative and ticket office
expansion.
Implement a plan for joint management of the Bicentennial
2.
3.
Center and Kenwood Park facilities.
Investigate purchasing a large screen and related video
equipment for the arena.
II.
STAFF AND MANAGEMENT
1. The marketing function should become a major assignment for
a marketing manager.
2.
3.
Consider staff's requests for additional personnel.
If certain criteria are met, establish a Community
Advisory Board.
Provide ongoing training opportunities for staff.
4.
III. FOOD AND BEVERAGE OPERATION
1.
2.
Four members recommend limited outside catering.
Three members recommend open catering policy.
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IV. FACILITY UTILIZATION
1.
Monitor rental rates.
V.
MARKETING
1.
Develop and implement a formal marketing plan.
2. Develop a city-wide marketing plan.
3.
If the city-wide plan is not feasible, then revise the
current bed tax agreement between the City and the Chamber
of Commerce.
Consider the establishment of a separate Convention and
Visitors Bureau.
4.
5.
Allocate bed tax funds for purchase of computer software to
integrate market data.
Allocate bed tax funds for market outreach.
Implement a formal working relationship with Saline County
for single management of the Kenwood Park facilities.
Implement a plan for community education and public
information.
Provide greater autonomy including the ability to discount
rents and to co-promote.
No further investigation of privatization.
6.
7.
8.
9.
10.
11. Adjust the bed tax from 3% to 5%.
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VI. REVENUES AND EXPENSES
1.
Investigate software to more effectively accommodate
accounting and management information needs.
Adopt the performance model shown on Page 35.
2.
Finally, the Task Force hopes you find this report and the
Hammer, Siler, George study informative and useful in the years to
corne. We believe the Bicentennial Center will continue to stimulate
the Salina economy and enhance the quality of life for the community
and the region. We respectfully request that you discharge this Task
Force.
Thank you.
Ann Knowles, Co-Chairman
Lewis Reid, Co-Chairman
James Graves
Ronald Green
Jerry Hinrikus
Gary Ray
John Wood
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EXHIBIT A
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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PACKET #1
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1.
Introductory Comments Which Appeared in our 1989 Budget
2.
Economic Impact on Salina of Conventions and Tradeshows
Held at the Bicentennial Center in 1988
3.
Memo dated October 24, 1989, Comments and Explanations Relative
to the Revenue and Expense Annual Comparisons
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4 . Bicentennial Center Revenue and Expenses
5. Bicentennial Center Revenue and Event Statistics
6 . List of 1987 Events
7 . List.of 1988 Events
8 . List of 1989 Events
9 . Random.. Saf[lpling of Letters and Event Critiques
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PACKET #2
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1.
Memo dated November 21, 1989, Observations, Opinions, etc.
Concerning Several Subjects Related to the Operation of the B.C.
2.
Memo dated July 5, 1989, Transient Guest Tax
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3.
Convention and Visitors Division
4 .
Resolution Number 86-3870
5. Charter Ordinance Number 22
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6 .
Agreement
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7 .
1987 Local and Non-Local Events
8 .
1988 1988 Local and Non-Local Events
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9.
1989 Local and Non-Local Events
10. Recent Letters and Critiques
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PACKET #3
1. . Memo dated January 3, 1990, Haterial for Review from Bill
Harris
2. Note from Bill Harris
3. Memorandum. from James Graves dated January 2, 1990
4. Market Plan, Fort Worth, Tarrant County Convention Center
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5.
6 .
Leisure Management International Material
Ogden Allied Facility Management Material
PACKET #4
2.
1.
Memo dated January 10, 1990, Material From Iowa State
Center, Iowa State University Concerning Private Management
Letter dated January 2, 1990, from Iowa State Center
3 .
Interoffice Communication from Iowa STate University
4 .
Facility Management Alternatives
5. Iowa State University Report
6.
Iowa State University, Request for Proposal
I Pl\CKET # 5
1. Memo dated January 18, 1990, Financial and Statistical Information
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2.
Revenue and Expenses
3 .
Revenue and Event Statistics
4 .
Monthly Schedule of Events for 1989
5.
Food and Beverage Information
6. Rent Comparisons with other Buildings
Pl\CKET #6
1.
Memo dated February 7, 1990, Concerning Packet #6
2.
Information on Capital Items
3 .
Contract Management Material from Spectacor Management Group
4 .
l\ttendance Survey Conducted During Sesame Street Live
5. Request for Proposal from the City of Cincinnati
6.
Request for Proposal from the University of Connecticut
HANDOUT 2/10/90
1. Article on Kansas Coliseum
2.
City Commission Charge
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3. Senate Bill Number 437
4. Senate Bill Number 164
5. Letter to the Editor from Ben Frick
6. Questions for Roy Saunders and Doug McGlaun
7. Letter dated February 8, 1990, from will Rogers Memorial Center
8. Biography on Doug McGlaun
9. Biography on Roy Saunders
HANDOUT 2/26/90
1. Memo dated February 26, 1990, Articles in Public Management
Magazine
2. Car Tag Survey from Monsters and Mavericks winter Nationals
3. Letter dated February 15, 1990, from Midwest Marketing
PACKET #7
1: 1989-1990 Tournament Statistics
2. Summary Report Prepared by Roy Saunders
PACKET #8
1. Memo dated March 15, 1990, Concerning Meeting on March 17, 1990
2. Mission Statement Draft
3. Options for Task Force Consideration
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HANDOUT 3/17/90
1. Preliminary Costs for Remodeling from Bucher, willis & Ratliff
PRELIMINARY REPORT
1. Memo dated March 29, 1990, Preliminary Report
2. Rough Draft 'of Preliminary Report
3. Revised Draft of Preliminary Report
4. Final Memo Dated Ap~il 4, 1990, Preliminary Report
5. 'pinal preliminary Report
G. M0mo and Preliminary Report dated July 5, 1990
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HANDOUT 3/31/90
1. Ron Barton Qualifications
2. Letter dated March 21, from Laventhol & Horwath
3. Interview list & data requirements from Laventhol & Horwath
PACKET #9
1. Memo dated April 27, concerning meeting with Frank Eusso
2. Letter dated April 23, 1990 from Frank Russo
3. Service options for BC from Ogden Allied
4. Performance Spotlight on Ogden Allied
5. Harket, Financial & Operations Analyses for Fargo, iI. D.
PACKET #10
1. Memo from Ann Knowles and Lewis Reid
2. Letter dated May 1, 1990 from Cliff Wallace
3. Letter dated April 30, 1990 to Cliff Wallace
4. Letter dated April 30, 1990 from Cliff Wallace
5. Article on privatization
HANDOUT 5/7/90
1. Questions & items to discuss with Frank Russo
2. Market analysis for Athens Georgia
PACKET #11
1. Memo dated 5/22/90, Tentative meeting dates
2. Letter sent to caterers on meeting
3. List of approved caterers
4. Management agreement between OA and University of Hartford
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HANDOUT 6/2/90
1. Phone converstations about Ogden-Allied
2. Sports and convention facilities services from Laventhol & Horwath
3. Proposal from Laventhol and Howarth
4. Letter dated 5/21/90 from Frank Russo
5. i1anagement agreement from University of Hartford
G. Chamber statement of lncome
PACKET #12
1. Memo dated June 7, 1990
2. Request for proposal from sioux Falls, SD
3. Worksheets with pros and cons of various options
4. Letter dated June 7, 1990 from Greg Bengtson
PACKET #13
1. Proposal for Hammer-Siler George- Associates
PACKET #14
1. News article on Pershing Renovation
PACKET #15
1. Memo dated July 10, 1990, concernlng deficit
2. 1990 Budget comments
3. 1991 Budget comments
PACKET #16
1. Article on Convention Centers
PACKET #17
1. l\rticle "Convention Center Continue on Course"
2. l\rticle "Balancing" "The Economics of Family Touring Shows"
3. l\rticle "Contracting Versus In-House"
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EXHIBIT B
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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FORT WORTH/TARRANT COUNTY
CONVENTION CENTER
MARKETING PLAN
1989/90
Fort Worth/farrant County Convention Center
1111 Houston Street, Fort Worth, Texas 76102 - (817) 332-9222 - FAX (817) 332-4044
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FORT WORTIl/TARHAI-lT COUNTY CONVLiiTION CE~~TEH.
1989-90 !\IARKETING PLAr~
TABLE OF CONTENTS
SECTION ONE:
l\IISSION STATEMENT....... ........................ I
SECTION TWO:
INTRODUCTION.............. ......................... 1
SECTION THREE:
1.
SITUATION ANALySIS....... ....................... 2
M ^ R K ETPLA CE . .. .. .. . . .. . . .. . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 2
III s"r 0 ({ Y . . . . . . . . ... .. . . . . . . . . . . . . . .. ............................... 2
II.
III.
IV.
REVIEW OF CURRENT PRODUCT........................... 3
COMPE.j.'.rION................... . ............................... 3
SECTION FOUR:
I.
I\IAHKETHIG PHILOSOPHy.......................... 5
I~ESPO~~SIBILlTY or 1'1 IE FORI WORTI I
CONVENTION AND VISITOR'S nUREAU .................. 5
RESPONSIBILITY OF THE FORT WOI~TII/
TARRANT COUNTY CONVENTION CEN I'ER............. 5
II.
SECTION FIVE:
PRODUCT PHILOSOPHy..... ............. ........... 6
I.
II.
IMAGE BUILDING.............. .............................. 6
K EY ]\1 ^ I U( ETI N G IS SUES. .. ... .. ........................... 6
III.
INTERAC liON WIlH TIlE FORI WORTH CVB........... 8
SECTION SIX:
I.
II.
fllAHKEI ifl(; STRATEGIES.. ........... ........... 9
f\.fARKET ~)EGMENT ANALYSIS .............. ............. 9
1'(,/\1'1 {:j "cnON ................. .............. .............11
III.
IV.
V.
VI.
SECTION SI':VEN:
l.
II.
Ill.
IV.
V.
SECTION EI<; III:
SECTION r~ l!".J!t.
SECTION "l'.i~:
I.
II.
APPROPRIATE S I'AFFING ...........................
MARKETING M/\ I'ERIALS ... .......... .... ..........
B ill PART! CIP A I ION ..................................
lNDUSTR Y COW 'ERENCES .........................
COMMUNICA'I" ON PR()GRAl\I.............. .........
COMMUNITY RI'LA TIONS .....................................
INDUSTRY REL\TIONS ........ ....... ................. ........
GOVERNMENTJ\ I. RELATIONS..................... .........
MEDIA RELAll( \I'~S ..... ........ .......................
INTERN AL cur,IMU NICATIONS ..................
ADVERTISING ,\ ND PROl\lOTIONS.................
SUMMAH,y...... ............................... .......
EXIII8Il.S....... ............................... .......
LETrER OF UN) J1;RSTi\NDH~G BETWEEN Till. FORT
WORTH CITY ('I IUNCIL AND TARRANT COUN ry
COMMISSIONEJ{S' COURT
BOOKING POLlt {ES AND PldORITIES
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:;H~TION ONE:
i' II';:; \ I)N STATEMENT
The mission of the Fort \Vortll.' r:", :1111 <. ',-,unty Convention Cenll 1 is to serw :IS the keystone pf
private and public assembly l'\Tllt., ill F(llt Worth and Tarrant Ctlllllty. Firstl,>', by gencrating a
community economic bcnefit 'vhiell \"ill he stimulated due to sp"nding by people and business
from outside thc Tarrant COUlII\' U""lll\ll1ilY. Secondly, to house (",'ents which Inay be altcnded by
local area residents, promote Inca! ""sinp",s activity, and generall\' enhance tl1l' quality of life for
the community it serves.
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:.; I CTION TWO:
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I;' I IROIHJCTION
The purpose of this plan j;; fI' , II '" I,' 'rrccc marketing effl,/t,: a highly (Hined direction fIt!
the coming year. It will S")Vl '::,' ""'1<1. r that certain markets (llt'1lI0re attaill:dlle than others and
our efforts should he chanllell ,lllel ,',.Iilll'ly.
This marketing plans slrlll:tu1 \' ill' ,:11' h that, while olfering 'I":cific gui,k1ines, it e.1l1 remain
receptive to new ideas <tIHl, tl" , \'fl" I,,: llcxible enough to mak(' I he necessal \ chunges from till1e
to time.
SECTION THREE: SITUATION ANALYSIS
l. MARKETPLACF
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Fort Worth, Texas is located ill Tarrant County which is in the north centl al portion of the stal".
The city's population is 459,000 and is home to such companies as American Airlines, Genei;!!
Dynamics, Tandy Corporation and Bell Helicopter Textron. Although Fort Worth is diversified ill
it's economic outlook with such high-tech industry, it still holds the preservation and history (11'
the "old west" dear to ii's heart. It is the unique combination of western heritage and culture that is
used in attracting visitors to our city.
II. HISTORY
In order to fully understand the clllcetion of the Convention Culler and it's current challenges, 0111:
must be exposed to the history or the building.
With the opening of the Tarr;l1l1 (~llunty Convention Center in 1968 it was considered tl,'
premier facility of the SOllthwesl Siflce the beginning, the ('enter has been owned and operatel
by the people of Tarrant '=Olllll\,. Before the Center was huilt, the land was a collection (.1'
decaying buildings that had heel Hll\: a shelter for the city's homdess. During the "Wild West" da',
the area was known as " Hell's Il:tlf Acre" consisting mainly of rowdy bars and saloons.
In 1968, the Central I3l1sin, ss I), I, ict was itself economically stagnate and there were few SUpP\' t
services that nornlally prO"ide ;1' k ast the foundation of busifll'ss for a con vention center to WOI :;
from, such as hotels and n:~taUl::l1ls. Hven today this continues to present a problem. HoweY('
the introduction of the COllventi"1l Ccuter was the spark that i~llited new interest am! hope for tl!'
downtown area.
During the 1970's rort W"rth \' ..; ;j "remier site for conceIt tour circuits, During the conn I
years, the TCCC housed such .!' ts as Chicago, Kenny Rogers, the Eagles and Elvis. E\'\ '1
though the concert business p[tHlucl'd a high volume of income, the damage and aging to tl:.'
building far surpassed the prof i I Not until this year have efforts been made to upgrade tl;'
building's appearance.
In 1981 the TCCC had it'..; mo';, : \Ic(~'ssful year in terms of event Jays. I lowever, in 1986 tl:'
Texas economy hit rock hI 'Honl' ilh the downturn of the petroleum industry. Fort Worth was IlI'l
as severely impacted as oth'_~r cil" ,. in Texas because of it's diversed economic base.
Today the Fort Worth/ran :\l1t (, ""Ity , .~onvention Center is 011 Ihe rebound. The entire staff, fn): I
the Director to the floor pnsollll"l. h;',e a more service oriented attitude ami the building itself.,
undergoing changes to help 10 C:lI i. it into the next century.
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III. REVIEW OF CURRENT PROUUCT
The Fort Worth / Tarrant COllntv ( 'ollvelltion Center is located ill the heart oj historic downtowll
Fort Worth. The twelve block e"xpanse (all under one roof and Oil one level) is divided illto threl'
basic units: a 14,000 seat Al{~na, a 3,000 seat Performing Arts Theatre and all Exhibit area, which
covers 145,000 square feet. In addition, there are 25 meeting rooms varying in size to
accommodate 10-200 people.
In 1983 the East Hall (45,000 sq, fect) was added to the building, along with an 825 space
parking garage, which is linked to the main building by a pedestrian bridge. ~ince then, there has
been no major construction.
During 1989 several project:; haw, itlll I been started or compkted. The \'v'est lIall has been
painted with brighter, clearer sigll;I,I',(' (Iile of the most exciting additions this year has been two
new movable partition wall:.;, '1'Iit~ I O(},OOO sq. feet West Hall' can now lJ,' broken down and
divided into increments of 20,OO(l <;'1. II , allowing for greater versatility. (!ther improvements
underway include: new seats ill tll'~ i\n'lla, a new surveillance system, and replacing the west
side pools with landscaping, Projc'cls r(,l'ently completed includc : a new 1'(\, If and painting thc
West Concourse with a new color ";Chcllle. Before years end, ncw carpet is (',<pected along with
some upgrading of the meeting roorm:.
l v COMPETITION
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The concepts contained withlll Ihl , I jail Ire directly correlated tll the expl<. ive growth of thc
meetings and trade show indw:try. ! l,is f'uwth has given rise to the constTIIcrjon or expansion of
convention centers all over the wpr Id ;,,, a standard component of any major city, convention
centers have become the ultilJlate ill 'llce I ing and exhibition VCllues complel" with the latest in
modem technical equipment. f'aciIJl.I' s ;",d services. The meeting and trade show industry is
becoming extremely sophistic:lled, 'I";! ill ;.ldayS modem world, convention CClll'~rs must be able to
meet the demands of these show (11 "llli"'TS. However, older facilities, such as the FW rrccc,
are being forced to renovate, Ill:" I [\( f, Iitions, and become rllore creati VI' in maki ng cost
concessions in order to COlllpelt. l'vl 're than ever the COli vention busi lIess is extremely
competitive. There is no que:;r1oll tl.,; <;el.\ rallarge scale markelc; are Ollt of au I reach due to either
lack of space and/or area hoH f'(ll'lIl, I !owever, the FW rrccc has located it's niche and will
concentr~te it's efforts in tho~" are;\' \11 daboration of the priority markets '.' ill be discussed in
Section Six.
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Since the building is a IIllllti-!'"rpU" dCI' 'cy, there are a variety III markets th,,; fit into our niche.
Therefore, the competition V;I! ies :\,', "nl i, I g to the market segmC'llt being SO! I :;ht. For example.
our "competition" for cOll1l1ll1l1ity; "lit' .md local business met.:tings is Will Rogers Memorial
Complex. However, in this :-;itu<!11 'II, (I;e word "competition" should not I>e used in its truc
context. The two facilities hoth : ,('i' " their fair share of this busines' and our working
_relationship with their staff i, ex!' ;j nl Both facilities realize fhe importa'1ce of keeping the
business in Fort Worth, rather rhan I.. 'lng 1\ to another nearby city.
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In the state association market, Fort Worth would most likely be competing against other Texas
cities, such as San Antonio, Arlington or Dallas. Each of these cities have their strengths and
weaknesses, but in this market, San Antonio is the most frequent competitor. In each city the
convention facilities vary a great deal. Beginning in 1991, Austin will also be a contender in this
market. Recently, a bond was passed for the city to build a $69 million dollar convention center.
Houston and Dallas are both large enough to house any size convention, state or national.
Houston opened the new George R. Brown Convention Center in 1988 and Dallas is once again
adding on to their current 600,000 square feet of exhibit space. While size can be considered a
strength for both cities, it can also be a handicap for the smaller state associations who feel lost or
unnoticed in those large, impersonal surroundings.
One advantage each north Texas city has is the DallaslFort Worth International Airport. In 1989,
D/FW was ranked the second busiest airport in the country. The airport literally links the
Metroplex to the rest of the world providing easy accessibility to any meeting planner.
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SECTION FOUR: MARKETING PHILOSOPHY
I. llESPONSIBILITY OF THE FORT WORTH CONVENTION
AND VISITOR'S BUREAU
One responsibility of the Fort Worth CVB is marketing the Convention Center for conventions
and trade shows more than 24 months in advance. The Bureau, in its contract with the City of Fort
Worth, has the primary responsibility of maximizing revenues to the city through the occupancy
bed tax. The convention and trade show market typically has a greater attendance factor and
consequently a greater impact on the hotels. Since the booking patterns consistent with this
business is usually in advance of the 24 month period, the Bureau's booking will take fIrst priority
to all open dates in the Convention Center during that time span. Also, the Bureau is responsible
for general promotion and advertising related to the Convention Center, along with providing
housing services and otherconvention services related to the convention/trade show markets.
II. RESPONSIBILITY OF THE FORT WORTH/
TARRANT COUNTY CONVENTION CENTER
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The FW/fCCC Booking Department is responsible for administering the Master Facility Schedule
"Book". It is also responsible for the negotiations and contracting of all the events held in the
Center (with the approval of the Executive Director). Additionally, the Center's Sales Department
will be responsible for all open dates within the 24 month booking period. The Sales Department
will solicit and follow-up on all business in the following markets: Consumer shows, local
meetings, perfonning arts, special events and any other event which falls into the 24 month period.
The Sales Manager and Executive Director will also assist the Bureau in soliciting business in the
convention/religious and trade show markets.
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SE<;TION FIVE: PRODUCT PHILOSOPHY
I. IMAGE BUILDING
To effectively market any facility the size and age of the FWrrCCC, a positive image must be well
established. In industry terms it is known as "Identity". With compt1tition being so fierce, a
building's good reputapon or track record is crucial. Our Center has been successful in
maintaining top quality service - "Customer Service" being Qur top priority and operating
philosophy. Considering the amount of repeat business we receive, the efforts have obviously
paid off. In 1989 the Center housed 18 pieces of repeat business, several which utilize our
building on an annual basis. According to post event critiques sent put to each client, our average
score for 1989 is a 2 , on a scale of 1.10 ( 10 being the highest ).
With the current n~e change of the Center from the Tarrant County Convention Center, to the
Fort WorthlTarrant County Conventiori Center, a slight confusion has arisen. Local residents of
the Metroplex and even people in many other parts of Texas, continue referring to the Center by
it's original name. However, where national meetings and conventions are concerned, chances are
that a strong name recognition has not yet been established. The addition of the city's name to the
building is a positive change for identity purposes. Nationally, more people have heard of Fon
Worth, as opposed to Tarrant County. Hopefully, before years end, the Center will be stocked
with all new collateral materials (brochures, stationary, business cards, etc..) reflecting the new
name. Printed materials is just one way to increase na~e recognition and our association with the
city, thus, helping to generate the 'Team Fort Worth" attitude.
In summary, if a Cenru's identity is based on how it is pmceived in tile eyes of po~ential users, our
identity is solid and positive. This is attributed to a loyal staff with respectable tenure and
~JIlI1litn}ent to excellent service.
II, KEY MARKETING ISSUES
Selected issues listed below were discussed in detail in previous sections of this plan. However,
the purpose of this section is to briefly highlight the most significant issues or opportunities that
will affect our marketing efforts during this next year. .
BuiJdini Improvements - All the exciting changes currently underway will undoubtedly make
the Center more attractive and usable, thus producing a more desirable product. The ability to
point out already completed proje(;ts and those currently underway serves as an excellent sales tool.
However, in dealing with various contractors, certain projects may be prolonged due to a variety of
reasons. From this standpoint, mentioning renovations to potential clients may be more damaging
than helpful. Great discretion and careful evaluations must be used before any "promises" are
made.
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~hanges in CVB Personnel - Recently, many personnel changes have occurred within the Fort
Worth CVB. The most important being that of a new Executive Director. With the new Director,
will come enthusiasm and fresh exciting ideas. The Convention Center's sales staff will make
every effort tp assist the new Executive Director and Director of Sales wherever necessary.
"Team Fort )Vorth" attitude , - More than in years past, the llOspitality industry in Fort Worth is
realizing the importance of team effort. Our common goal must be -FIRST, get the business to
Fort Worth.
Rental A~sistance In the agreement between Fort Worth and Tarrant County, a fund was
established at the Bureau to be used for the assistance toward convention "blly-downs". The u~
of the money is flexible and may be used to pay the actual rental of space or some other aspect,
such as a reception or hospitality party. Basically, the fund will allow the Center to be more
competitive with rates.
Ne~ Collateral Materials - A new four color brochure is currently being developed, which will
provide our staff with a more attractive s~les tool. The printing of new business cards is also
underway.
NatTIe Change Every effort will be made to refer to the Center by it's new name to help
establish a stronger identity.
Addition of a Sales Person - A full time sales person has not been employed by the County to
sell the Convention Center since 1986. The recent addition of the Sales Manager position will
have a positive impact on selling efforts in every market
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III. INTERACTION WITH THE FORT \VORTH
CONVENTION AND VISITOR'S nUREAU
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The ideal situation any city can present is the harmonious relations between their Convention
Bureau's and their Convention Center's marketing efforts. With this in mind, the Fort
Worth{farrant County Convention Center is eager to work with the Bureau in the following areas:
assisting the CVB wherever possible, e.g. in their sales arenas, convention booths, familiarization
(FAM) tours, bid presentations, etc.; ensuring that the interest of the Convention Center is
represented, as well as creating the all so important team effort impression. In order to assist the
Bureau in convention sales, the Center's staff will conduct facility tours for the clients, develop
ongoing dialogue, and provide infonnation and materials upon request. Most importantly, the
Center hopes to work closely with the Bureau's staff in idea exchanges on how to most effectively
market the facility together.
By developing the above mentiolled working relationship, the two entitles will hopefully
accomplish a more unified sales elf Olt as it pertains to the facility. If cl ients are recei vi ng the same
messages from both the Center and Bureau, it will develop closer communications and, most of
all, provide an atmosphere that fostels the team effort spirit.
In the near future it will be the slll~gestilln of the Center's Director to hold joint weekly meetings
with personnel from the hotds, eVB ami Convention Center. In another major convention city,
they are currently holding joint meetings and have been very successful in booking future
business. The downtown hotels ale in competition with one another, as they are in Fort Worth,
but they come together once a week to bring about a complete package for future dates. Their goal
is coordinating downtown efforts and maximizing total hotel room usage.
The goal and objectives of the Fort W mth meetings will be very similar, but may also include:
a) Discussings past and upcoming convcntions. " What could we have done better or do next time
to be better prepared for a particular situation?" or " That workedgreat, let's do it again."
b) Brainstorm new ideas to sell the city.
c) Cultivate unified dates for parlindm events. If a potential convention is flexible with dates,
discuss what date should be presentcd to best suit the majorities' interest.
d) Formulate selling strategies awl I '1"011 lotions, in advance for any shows where the Fort WOl1h
booth will be displayed. Before major shows, such as ASAE, a game plan should be in place.
This game plan should include decisions on issues such as give aways, a hit list of the most
important prospects, and a prize.: II lr tile drawing.
One topic that should take priority wi II be the possibility of developing a new Fort Worth backdrop
for the booth. One suggestioll may lit. to ( reate a collage of pictures highlighting the cities different
areas, such as one picture or downloWIl. the stockyards, the Convention Center and the cultural
district. These large scale visual :1 ides n I:lY serve as a more effective sales tool and make it easier
for the potential client to visualize 1;( llt W llrth's diversed attractions and appeal.
Most importantly, these meetings wllldd he one more way to help generate the "Team Fort Worth"
- mentality.
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SECTION SI.\: MARKETING STRATEGILS
I. ;\IAItKET SEGMENT ANALYSIS
SECIlON A
The first few markets that will k di':cussed are the ones in which the CCllter's Sales DepartIWllt
will solicit. Our Sales DepartllKllts target markets should be those with the highest yield (in terllls
of revenue) for the facility within the 24 month period..
CONSUMER SI lOWS
In most cases, consumer shows prm Ide the highest yield for the facility. They utilize not only ilte
exhibit floor, but also parking '1'," (')ncessions. Every year these shows draw a large attendal:ce
from the local community. Tlw Ilrs!'luarter of the year (January, February and March) is the til11e
frame for the bulk of the Centn', 1m iness in this market. In many cases the show is on an allllllal
basis and wanting to bonk at 1t;I'.' t\'.I) years in advance. Most of these promoters are loyal clit-:\ts
and for their best inlerest haw I"ell placed on a list insuring date availahility. See attachmcl1t -
Exhibit II - Booking Pol ides a II( I l'I".:edures.
CIVIC/COMMUNITY.' LOt .,~,!~II:ETJNGS
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This market is one to bl' appnl,"h~tI in a different manner. Participatinl! in local acttvltlcs 'Ild
being visible in the C(lfnmllllill' j. one way to capture this business. Attending Chamber of
Commerce functions and Hotrl/f,lold Association meetings are both included in the Center's aei Ion
plan. Developing a parll\ershi!' .",illi the downtown hotels will also play an important rolc in ,his
market. Since the hotel ';ale<; r"!lpk are constantly pursuing this local husiness, the Center' ill
lend it's services bv olkrint'- ""l' 1I1ceting space, contracted to the h()\d, at 50% off (with ihe
exception of exhibit space bl'lll ' pr,rchased by vendors). In this way the hotel will pick up tl'dr
sleeping rooms and the F\Vnr '( C lll'nefits by suppling the meeting space. One great advantaf' to
this business, is that tile eli,"1 d, ,es not have to provide the Center with proof of insura; ,~e,
because it is alreadv covered'" ,hI' :lotel. Therefore, the Center does nOI lose business becau~ of
the high price of inslIrance ancl " ". I, ,tel does not lose sleeping rool11s due 10 lack of meeting Sl' Ice.
Also, the hotels have ti,e pot"r:!ial \ of making food and beverage revenul' because of the Celli 'r's
open catering policy',
The Center's staff '.':ill 'Ilak.(' 'TV rfort during this next year to assist :he arca hoteliers in Iny
way possible. With t1l1' 'iOCfc, ,I: "(.'llllt, this business does not generate a great deal ofrevenm for
the Center, but it may II ~',:an t~., Ii 1'1, fence in keeping a piece of business (with sleeping room, ) in
Fort Worth.
SHOW PROMOTFRS_/ cor;!
1?_1 S / SPECIAL EVENTS
With the addition of F"unic'
concert business it did i II the
receive inquiries for 'pace
advance, but it will not he a 1l'
and Manager will wor I~ thi
knowledge. New sho'\s ar(
faces with experience piay an 'I
I' "a ten years ago, FWrrCCC has nol received the anlOlIl of
,'iI' -;. However, the Center's Booking I >epartrnent contin\!! ' to
I ,i,ltes. This market normally books ~ix to twelve montI, , in
. 'f '''cus for the Sales Department. Instead, the Executive Din 'lor
11 !.t along with the stage managers. who have the techl cal
n ;, ,ntly being routed through this area and familiar name~ Ind
pI.\' I,illt role in booking this business.
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PERFORMING ARTS
At present time, the' Center's Performing Arts Theatre is home to the Fort Worth Ballet,
Symphony and Opera. All three art groups primarily utilize our building for their regular season
performances. Even though not a great deal ofrevenue is generated by these groups, the visibility
from the community standpoint is excellent. The Center has also been fortunate to house Casa
Manana Musicals and Broadway Plays. With the addition of Casa's new Winter Season, the
Center should receive an increase of this business.
Will Rogers Memorial Complex is currently making plans to renovate their theatre and in time (a
few years still) the performing arts will most likely move to that location because it sits in the
heart of the cultural district
SECTION B
This next section discusses the markets that typically book beyond the 24 month period, therefore
these markets are the primary responsibility of the Bureau's sales staff.
STATE ASSOCIATIONS I CONVENTIONS
This specific market is one that is attainable by both our city and Center. In early 1989 the
FWCVB placed an Austin based sales person to work this market, which put Fort Worth closer to
the state activity. In this market Fort Worth has a well established identity, unlike the national
market. Many of the state associations work on a rotating schedule system. Even if they are on a
rotation, many times north central Texas will be viewed as one destination and therefore, the
association has to decide between Fort Worth, Dallas, Arlington or Irving. Since the state
associations are not as large as the national ones, concentrating our efforts on the state market is far
more feasible. This is the reason the Center considers the state market one of its two most
important. The sales technique most effective in this market is direct sales. Considering the
proximity of these associations, most of which are located in Austin, personal visits are expected.
RELIGIOUS CONVENTIONS I MEETINGS
This market is one in which Fort Worth has received it's fair share of business in the past few
years. Religious groups are always most concerned with one factor - cost. Normally, this market
is very price conscience and Fort Worth is in the position to be very flexible with their rates. Two
years ago the city received a great deal of exposure by hosting the RCMA (Religious Conference
Management Association) Annual Convention. Currently, Fort Worth is televised nationally by the
Kenneth Copeland Ministries on an annual basis and through 1995 Watchtower has booked our
building for three weeks each Summer (Thursday-Sunday). Another draw for the Center, besides
rates, is the Arena. Most centers do not have an area with the type of set up that can accomodate a
large general session.
According to the Bureau's sales person, these groups view Fort Worth as a small, big city. They
see it as friendly and quaint, but with all the aspects of a big city, except for the night life, which is
not a major consideration.
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NATIONAL CONVENTIONSrrRADE SHOWS
It is in this market where our efforts may not be rewarded as frequently because of either the lack
of meeting space or shortage of downtown, walking distance, hotel rooms. Fort Worth has bel'n
successful in participating with ASAE (American Society of Association Executives) in both the
Spring and Fall shows, and others. However, Fort Worth still is not as well known as other
Texas cities, such as Dallas, who has an extensive advertising budget for national trade
publications. In the event that 750 more hotel rooms were added to downtown, Fort Worth would
then be in a position to better compete for these larger shows. However, it is important now to
continue working this market because with repetition, Fort Worth's name will become better
known resulting in more associations wanting to know what the city is all about.
II. PLAN OF ACTION
The purpose of this section is to clearly define the markets that will be pursued by the Convention
Center sales staff and to provide organized direction. In each market there will be a list of
objectives, strategies, and action steps to be taken in order to capture business in that marh'!.
Section A highlights the markets with in the 24 month period and Section B contains the markets
booked beyond the 24 month period.
SECTION A
MARKET SEGMENT - CONSUMER SHOWS
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Objectives:
To maintain current accounts through efforts with NAEM and gather leads for the
24 month time span during non peak periods.
Strategies:
1) Maintain and service the current accounts.
2) Prospect and qualify any new leads.
ACTION STEPS RESPONSIBILITY DUE DATE BUDGET
1) Remain in contact with Sales Manager On-going
good clients Booking Coordinator
2) Follow up on new B(x)killg Coordinator On-going
telephone inquiries
3) Continue subscription tC) Executive Director On-going
industry publications
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4) Create an open market Executive Director
atmosphere with members
at NAEM
Fall1990
Spring 1990
5) Advertise in Major Exhibit Executive Director
Hall Directory
MARKET SEGMENT - CIVIC / CUMMUNITY/ LOCAL MEETINGS
Objectives:
To increase the number of events in this market.
Strategies:
1)
2)
3)
Build rapport with local hotels for overtlow business.
Remain involved in community activities.
Outside sail's call.
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ACTION STEPS RESPONSIBILITY DUE DATE BUDGET
1) Attend FW Hotel Motel Sales Manager Monthly $540.00
Assn. meetings and I: xecuti ve Director
committee meetings Booking Manager
2) Attend Hotel Sales and Sales Manager Monthly $180.00
Marketing Assn. meeting
3) Attend S.P.E.C.S. [looking Manager Monthly $360.00
meetings Hooking Coordinator
4) Attend Chamber of Sales Manager Monthly $360.00
Commerce After Hours Executive Director
5) Remain in constant contact Sales Manager on-goIng
with the hotel sales people Booking Coordinator
6) Send the G.M.'s up- Booking Manager Monthly
dated calendars
7) Make sales calls on local Sales Manager on-goIng
companies
8) Make sales calls on local ;.;alcs Manager on-going
organizations and clubs
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MARKET SEGMENT - ::; I lOW PROMOTERS I CONCERTS I SPI:CIAL EVENTS
Objectives:
Keep an aggressive attitude toward booking fIrst class shows for the community's
enjoyment
Strategies:
1)
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3)
Advertise in trade journals.
Call1lpon various show promoters.
Remain competitive in price.
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ACTION STEPS RESPONSIBILITY DUE DATE B UDCI 1,:[
1) Advertise in Billboard Ex/"'cutive Director
Talent and Touring Booking Manager
Directory
2) Maintain rapport with Ex/xutive Director
localfm state promoters Manager
3) Advertise in Major Executive Director
Exhibit Hall Directory Booking Manager
4) Follow up on telcphon~ B< loking Coordinator On-going
inquiries Executive Director
Manager
5) Remain listed in Aud- Executive Director
Arena Guide HI JOking Manager
6) Continue subscription E1<ccutive Director
to Cavalcade BIIOking Manager
7) Remain listed in Trade E~ecutive Director
Show and Convention Hf 'Dking Manager
Guide
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MARKET SEGMENT - PERFORMING ARTS ITIIEATRICAL STAGE EVENTS
Objective:
To service all of the performing Arts groups and maintain the FW rrccc theatre as
a first class perfonning arts facility.
Strategies:
1)
2)
3)
Accommodate all three art groups with dates.
Remain listed in trade journals.
Remain competitive in price.
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ACTION STEP RESPONSIBILITY DUE DATE BUDGET
1) Renew listing in the Executive Director
Perfonning Arts Booking Manager
Directory
2) Renew listing in American Booking Coordinator September 1990
Theatre Arts
3) Continue good relations Executive Director On-going
with the Fort Worth Ballet, Booking Coordinator
Symphony and Opera Booking Manager
4) Call on local and regional Sales Manager On-going
promoters Executive Director
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5) Follow up on all Booking Coordinator On-going
telephone inquiries Booking Manager
Sales Manager.
6) Renew listing in Billboard Executive Director
Talent and Touring Booking Manager
Directory
7) Become involved with Sales Manager On-going
the Arts Council
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SECTION B
MARKET SEGMENT - STATE ASSOCIATIONS
Objectives:
To capture a share of business and remain competitive in this market.
Strategies:
1)
Work closely with the Austin based Sales Manager at the Fort Worth
Convention and Visitor's Bureau.
2) Become an active member in Texas Society of Association Executives.
3) Actively pursue both new and repeat business.
ACTION STEPS RES PO NSIBILITY DUE DATE BUDGET
1) Renew membership to Sales Manager 6/15/90 $200.00
Texas Society of
Association Executives
2) Sales calls in Austin with Sales Manager quarterly $300.00
CVB Representative
3) Attend TSAE Annual Sales Manager 6190 $600.00
Convention
4) Direct mail piece to TSAE Sales Manager 5/1/90 $200.00
members prior to convention
5) Follow up direct mail Sales Manager 7/1/89 $200.00
after convention
6) Attend annual party in Sales Manager 5190 $200.00
Austin sponsored-CVB Executive Director
(promoting Fort Worth) Manager
Booking Manager
Booking Coordinator
7) Telemarket repeat business Sales Manager on-going
and new leads
8) Following up on leads Sales Manager on-going
provided by CVB Booking Coordinator
9) Follow up on leads Sales Manager on-going
provided by the individ- Booking Coordinator
ual hotels
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Objectives:
To establish Fort Worth as a prime destination for this market.
Strategies:
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Work closely with the Sales person at the Bureau.
Become an active member of RCMA.
Develop special sales tools for the market.
Remain competitive in price.
Emphasize the Center's versatility.
ACTION STEP RESPONSIBILITY DUE DATE BUDGET
.. 1) Attend RCMA Annual Sales Manager 1(23-27190
Convention Executive Director
, 2) Develop a picture portfolio Sales Manager 12115/89
of past religious set-ups
, 3) Send a follow up direct Sales Manager 1/15/89
mail after RCMA
, 4) Call on local churches Sales Manager on-gomg
for banquets, meetings
or conv. references
, 5) Conduct tours for Bureau S ales Manager on-gomg
leads Executive Director
, 6) Follow up on leads Sales Manager on-gomg
, provided by the Bureau Booking Coordinator
, 7) Follow up on leads Sales Manager on-gomg
provided by the hotels Booking Coordinator
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MARKET SEGMENT - NATIONAL CONVENTIONSffRADE SHOWS
Objectives: Remain persistent in pursuing this market.
Strategies: 1) Work closely with the Bureau's National sales people.
2) Assist the Bureau with exhibitions.
3) Assist the local hotels with their own individual one property leads.
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ACTION STEPS RESPONSmll..ITY DUE DATE BUDGET
1) Assist Bureau in Sales Manager Spring 1990
ASAE booth Executive Director Fall 1990
Booking Manager
2) Send a follow up Sales Manager Spring 1990
mailing to ASAE Fall 1990
3) Telemarket ASAE Sales Manager Spring 1990
leads Fall 1990
4) Assist Bureau in Sales Manager 1190
PCMA booth Executive Director
5) Send a follow up . S ales Manager 1190
mailing to PC.tvtA
6) Telemarket PCMA Sales Manager 1190
leads
7) Assist Bureau with Sales Manager 6190
Destination Showcase Executive Director
8) Follow up on any lead Sales Manager on-going
from the Bureau
9) Conduct tours for pot- S ales Manager on-going
ential clients Executive Director
.tv tanager
10) Attend National Assn. Executive Director Spring 1990
of Exposition Managers Fall 1990
Conference
11) Advertise in Meetings Lxecutive Director
and Conventions Booking Manager
Magazine
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III. APPROPRIATE STAFFING
Currently, the Convention Center's Sales Staff consist of three positions: the Sales Manager,
Booking Manager and Booking Coordinator. In addition, the Executive Director is involved \vith
the selling of the building and participates a great deal with client interaction. Shown below, are
two additional positions not currently in the Center's budget (Marketing Manager and Sales
Secretary). A successful sales campaign should in time warrant the addition of these positions.
Currently, a few of the responsibilities listed under these titles are shared and divided by the
current staff and part time personnel is utilized for a portion of the typing.
A. . .Marketing Manager
1. Responsibilities:
a. Develop annual marketing plan
b. Direct sales staff and all sales related activity
c. Research and develop new marketing segments
d. Qualify new marketing segments
e. Serve as liaison between the sales staff and Executive Director
f. Take part in annual budget process
B . Sales Manager
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1. Responsibilities:
a. Solicit national, state and regional organizations within a 24 month peri(xl
b. Solicit short term local meeting room business
c. Solicit short term special events
d. Up-scale local food and beverage activity
e. Outside local sales calls
f. Assist with local positive identity campaign
g. Assist the FWCVB staff and hotel sales people
C.
Booking Manager I Administrative Coordinator
1. Responsibilities:
a. Oversee all departmental clerical systems
b. Oversee all departmental support personnel
c. Coordinate inter-department checks and balances systems
d. Assist with local positive identity campaign
e. Assist Director with trade journal advertising
f. Assist in processing booking reports
g. Other duties as Director requires
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D. Booking Coordinator
1. Responsibilities:
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a. Maintain Master Book
b. Process all booking reports
c. Enter all tentative and definite dates
.d. Update all information received, changes, cancellations, tentative to
defInite,etc.
e. Prepare computerized contracts for events at the Executive Director's
msaretion .
f. Assist the FWCVB and hotel sales staffs
g. Maintain good relations with repeat clients
E. *Sales Secretary
1. Responsibilities:
a. Act as a receptionist for SaleslBooking
b. Type general correspondence
c. Act as an apprentice to SaleslBooking
d. Filing and other clerical duties
e. Serve as a back up switch board operator
*Inmcates positions not currenlly buogeted.
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IV. MARKETING MATERIALS
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Pr~selltly. anew four color folder brochur~ is being produced. The brochure will describe all tht'
gcnerllluspt':<.'ts of ullthree areas in the facility. The goal is to create a quality, general brochlln'
with four color inserts for each area. For example, a client interested in the theatre would not be
interested in the technical aspects of the exhibit area. In addition, an insert describing our in-holl~L"
food service would also be beneficial. These inserts should be of top quality and have thL"
capability of being used for direct mail pieces and able to stand on their own.
Currently, technical information is being compiled so the brochure may also be functional from an
operational standpoint. Properly done, the brochure will tell the organizer everything one needs tll
know about how the facility operates, including dimensions, water and electrical outlets.
In this day and time, videos are a prime sales tool. During the next budget year, the CVB has
made plans to produce a new video for selling the city. If the Bureau's video proves to be ;1
successful sales tool, the Center would consider producing their own, which would focus on the
Center itself. This is a future possibility that could be used at trade shows, as well as on-the-road
sales calls. A second version may also be produced to highlight the move-in / move out process 01
a show and all the jobs that are created as a result of the building. The second piece may haV\'
value locally and politically.
V. 11ID PARTICIPATION
When the need arises, the FW (rCCC Sales Department will assist the CVB in their presentations tll
various groups for future business. On occasion, these sales presentations may require on the SpOI
decisions regarding price, complimentary issues, additional move-in / move-out days, etc. BY;1
member of the Convention Center's staff being present, two things are accomplished: a) the
building's interest is being served, and b) the CVB has the proper assistance in the event they haw
to make concessions, on-the-spot, pertaining to the Center. Typically, in this bid process, the
decision on a convention site is made almost immediately after all cities have made their
presentations.
VI. INDUSTRY CONFERENCES
A great deal of our business is done at industry conferences. These conferences are designed t(1
provide a work atmosphere for meeting planners, show producers, and suppliers alike. It is an
opportunity for buyers and sellers to get together and determine the things they have in common.
Most importantly, these shows are important for suppliers because of the networking opportunities
offered and the ability to establish client rapport. Also, the shows allow suppliers, such as the
Convention Center, to identify new and potential customers and provides high visibility. The
following conferences were listed as action steps for individual market segments. The Convention
Center staff should be represented at these shows from a marketing standpoint:
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A. NAEM - National Association of Exposition Managers (twice a year) Comprised of the
majority of trade show organizers.
B. ASAE - American Society of Association Executives (twice a year) Includes trade show
organizers as well as association planners who have conventions only.
C. PCMA - Professional Convention Management Association - Consists predominantly of
those individuals who plan meetings and trade shows from the medical field. With all the teaching
hospitals in Fort Worth, this area is one that needs prospecting.
D. RCMA - Religious Conference Management Association - Consists of executives in the field
of religious convention, conference and meeting planning.
E. TSAE - Texas Society of Association Executives - Comprised of meeting and convention
planners for Texas Associations.
F. Destination Showcase - Currently under the auspices of the International Association for
Convention and Visitor's Bureaus (IACVB) andis in a newly established vehicle for planners,
convention bureaus and convention centers only.
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SECTION SEVEN: COMMUNICATION PRUGRAM
I. COMMUNITY RELATIONS
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In general, the public is supportive of the FWffCCC and there is an awareness that it bring dollar~
into our community and jobs for our local residents. However, few really understand the facilitie~
potential as a major community center that will provide an exciting site for large gatherings of the
public for a variety of purposes.
It is because of this lack of understanding that efforts are made to bring touring attractions and
entertainment for the enjoyment of the community. It is very important for the success of the
Center to have a thorough mix of activities which includes public and private use.
Once that a full awareness has been established regarding what goes on at the Center, the next
goal, hopefully within this next year. will be to rebuild the publics sense of pride in the
Convention Center. The remodeling will help considerably in this area. This is also the reason for
the importance placed on the local/community market. The more locals in the building, the more
the word will be spread that the Convention Center is looking and doing better than ever.
II. INDUSTRY RELATIONS
The Fort Worth hotel industry is viewing the Convention Center I1lore favorably than in years past.
More than ever, a real effort is being made to work with the hoteliers in what ever areas necessary.
The Center's staff has been active in industry related associations such as: Greater Fort Worth
Hotel/Motel Association, Tarrant County Hotel Sales and Marketing Association and the Special
Events Communication Society. At least one member of our staff is present at each monthly
meeting. The individual responsibilities are shown in the action plan. Our staff members also try to
do more than just attend, we become involved. For example, the Executivc Director and Sales
Manager serve on the marketing committee for the HoteIIMotel Association and the Sales Manager
serves on the Board of Directors of Hotel Sales and Marketing Association.
III. GOVERNMENTAL RELATIONS
The FWffCCC Executive Director reports to the Tarrant County Commissioner's Court. The
Center's relationship with the Coun is excellent and there is a constant flow of communication. On
a monthly basis each County Commissioner, the County Judge and the County Administrator are
invited to the Advisory Board mceting and luncheon. In addition, a member of Commissioner's
Court serves as a liaison to the Convention Center. Also, once a month each Commissioner and
officials receive a newsletter covering the previous months events, minutes from the previous
_ Advisory Board meeting, and the financial report.
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With City of Fort Worth officials, there are also open lines of communication. Our monthly
newsletter is sent to the City Manager, the Assistant City Manager, and the City's Director of
Public Events serves as an ex officio member of the Center's Advisory Board. In regards to the
Rental Assistant Fund, four individuals are responsible for the distribution: the Assistant City
Manager, Chairperson of the CVB Board, FW rrccc Chairperson and the Executive Director of
the Center. The four members of the committee work together to decide how the monies should
best be used to enhance the community.
Many other city departments are utilized by the Center for successful operations. The Police
Department has helped the Center with traffic control, attended pre-convention meetings and work
off-duty policemen for event security officers. The Fort Worth Fire Department also works closely
with our staff to insure safety during events.
IV. MEDIA RELATIONS
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A cooperative atmosphere always exist at the Convention Center in regards to the media. Press
releases are periodically sent out and frequently, interesting public events are newsworthy enough
to attract camera crews from the local stations. Often the crews feature not only the event, but the
Convention Center as well, for the enjoyment of the public. The staff of the center will eagerly
keep the media informed of successes.
V. INTERNAL COMMUNICATIONS
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Quality conscious employees are vital to the success of the Fort Worth{farrant County Convention
Center. Our business is a service demanding industry that requires a great deal of attention to
detail. Motivating employees to master their craft and conduct their business with a smile is
essential, no matter what department the employee is working.
For a show, meeting or convention to run smoothly, communication between all the departments
is necessary. For this reason, weekly Wednesday staff meetings are held. The meeting covers the
past weeks events and discussions of the next weeks up-coming events. Also, a report by each
department head keeps the rest of the staff attuned of what is taking place in other areas of the
building.
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SECTION EIGHT:
ADVERTISING AND PROMOTIONS
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At this time, an advertising campaign for the Center is near completion. Using the advertisin).C
vehicle in the national convention market for an awareness campaign could be extremely effectiVl'
The visual presentation, as well as the copy, can be designed to relate any message one wishes t(l
disseminate. With this in mind comes the most important question, "What message do we wan t
to send 1"
This plan suggest joint marketing efforts between the Center and Bureau for Part One of the
advertising campaign. To effectively accomplish a successful campaign both entities must send thl'
same message. It is the intent, through an agreement, that the Bureau will have the responsibility 01
marketing the Center for conventions and trade shows 24 months and beyond. A plan has been
established whereas the CVB will utilize their philosophy of advertising, with convention business
in mind, to feature the Center using the same format as in their General Advertising Plan. This
year's message is " Meet in Fort Worth and we'll make you a hero. Guaranteed." Currently,
there are several new ideas on the drawing board at the Bureau. Next year the "Guaranteed" ad
may continue to be used to some degree, along with emphasizing service. However, the idea (II
replacing pictures of individuals with other visuals is also being considered. Whatever the ad
copy, the intent will be to bring attention to Fort Worth. Funding for Part One of the advertisill~
campaign will come from the CVB and surplus rental assistance fund.
Part Two of the advertising campaign will be a Convention Center budgeted expense that wi II
focus on keeping our identity out among potential show promoters that produce entertainment type
attractions. The money will go toward listings and advertisements in trade journals, guides and
other publications. This money may also be spent toward promotional specialty items that wi II
serve as sales tools needed to capture this business. The individual publications are listed in thl'
plan of action - Section Six.
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SECTION NINE:
SUMMARY
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The above Marketing Plan is designed to allow the Convention Center's Sales Department to
address target marketing issues and provide clear direction, by which to build, enhance, develop
and refIne overall marketing strategies for the Center. The primary objectives of this plan are very
basic in nature. They are: to develop a positive identity, prospect business which falls into our
niche, enhance team effort and administer the master booking and contractual negotiating aspects
for the Convention Center.
As stated in Section One, this plan may change direction from time to time. Consequently, the
flexibility to accommodate this process is found in the simplistic hypothesis of the overall basic
marketing premise.
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SECTION TEN:
EXHIBITS
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Minutes Commlsslonen' Court,
u.cllLU Km 1I1e the U h
ancw. Term,
Day of MT
"'" . A. D. 19 ..
, A. D. 19 II
EXHIBIT - I
On thh the 4th "y .f """ It.. .t 10,00 A. II.. the IIon..."I. c-I..lon...' Court .f
,..unt Cou.t,. t..... r.c......... I.. ,,.chl ,.... ".ul.r .....In. .t the Counhou.. In the
Cit, .f fort Worth. t.....
c-h..on..... Court Cluk Mvh. ull" the r.lI ."" . quor.. ...In. '....nt. County J""t.
Ioy !n.lhh ull" the ...tln. t. .r'u with _M" ,r...nt t_It.
Monorable loy [nallah, County Jud... Pr.aldS".
I.1chard t. An'.r..n, (Mall.lo"lr Pr.ctnct '., Ab.ent
O~ L. ".tlon. Co.at..tonlr Precinct 12
10. ."plon. Co::al..lo".r Precinct ,)
J. D. John.on, Co..t..tonet Pracinct "
an' County Cl.rk SU..lnnl ""ndl'l'lon, repr...ntl'" " ",.t du17 appointed Deput7. Ftrd.U. wood, when
the follow!". order. v.r. ..d.:
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59967
ltTTU OF Ino"tlUSTAIlDIIlC IET\IJ:[!l TAAAANT CO. ,
Cln OF FOU IlOUlI n: CONVENTION cDlua A/'novm
11.0, 4. 1981
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"ow COlI'. Judl' En.l1lh with tetter of Alr....nt ua.an.t.oully approved by thl Tort Worth
C1t, Council, Convention Center loarel .n4 [..cutt... Dlreelor.
S"d buu of Dod...undln. .ho"" 1001....'
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unu OF I1IIDUSTAllDIIlC
\ther.... tbe partlt. hereto find It ntce..." .nd ...lr.bl. to ~xpre'l their Intent retardlo.
the Tlrrant COUtlt, CODventloo Center, thl. l.tt.r 01 under.tlndlnl I. hereby executed lubJ.ct to the
.ppro".l of the fort Worth CllY Counetl aDd tM Tarrlat Covaty C~I..loMr.' Court.
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1) It t. _utuIUy I,reed that the a.-e 01 the tlrrlat County ConvenlloD Center .....11
henceforth be cun.ed to th. fort Worth-tarraat Count, Convention C.nt.r and the 11n...
1n .... ........d tM e.ntu wlll ... c........ to rdl.ct the .ev .-..
,
2) It II ......d that the Public hla.tl Dlr.ctor, 0.. IMltODe al.. ...1pat.d \ty the City of
'ort Vorlh, ....11 laIHdllt.17 MCGee .. ...-offtelo aoa-vot1DI _Nt of the CO.....ation
CAatar Mlr...
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]) It I. .,reed thlt the I..cutt". Dir.ctor of tt.. Coft..,...tlon Centar, or IOWfl)n. al..
........t.. '" Tonont Co_ty c-h........ Court. .holl 1_.'htol, ...c.... .. ..-offlelo
lIIon-votlol ...-b.r of the 'ort Vorth c.o.waa.ll_ an. 'Ialtor. lura.u Ioard of Dir.ctor...
4) tar..aat eo.....ty pl.d... to ..let 11. the CoDY.etloe C.nt... .1 I fl...l cl... f.cl11ty.
1. thh ....... uplul ..p.nditun. .f .t 1.... fh. .UUon 'oU... wUl ... ....
o. tbe Co.nnH.. C..tor '" the eo-t, .url"l t'" ....t Un ,.....
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5) Tu.nt Co_ty .cbavld... tbe .... for aD _"It Iou. eUort to .c"'duh .or. co.....otlo...
1. tho e..tor. It wUl t...rdo.. ...,t . .....u.. poUt, .hlo. prlorlt, to co......tlono .od
.t...r ....In.. tMt unit lo .n.od.... ., 'hlt... ... Iou......... h_ .utol'. the
Kocropl.. wllU. .100 ...U.. to .cc-.dot. t'" ..... .f 10n..Undlnl ~...Ut, c_..1I1
clhou. to .cc...pU.h thlo. ......u .....ch wiU ... .u.odd prworUy '" loeol .r..
r..l....t. vill Dot M Itven flnl1 entraet. for .,-cille dat.. WIOre th.n 24 800thl in
the futur.. When therl 1. a D'" to ..,... . cntlctvlly hooked .vlnt f..o. I CG\lDty to .
Cit, helUty or fr_ . City to . Couot, heUlt, to .cc_odU. . p.lorlt, ""oUn.. tho
f.clllty director. viiI VOI'Ir. out.. .....ltlbl. flnlnctal .rr.n....nt.
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6) The Cit, of Foft Worth vUl """..t $200.000 .f 1988-19 occup.nc, tn ..v.nu.. to ullbU.h
. "bu,.....DV"D" fund on October I, l,al. the f..... ,,111 M u..cI to "buy-dOVTlIO the rent It
the CocrIntloD Cent.1' to .ttract ,rlorlt7 hooU..... In ,Ich IUCCI.lt... y..r, an _ount
.t 1.... .~...l to the toul c-S.....u .... "'rln. the 'r....tou. ,... wUl be """.otod
fr~ OCC",IIICY ta. r,V'flue.. In "ditton, 'ur1el Itl annual bud,.t p..OCI.., tbe Cl17
wUI .."duat. tho .U.cHv.n... .f the ""u,~" pro..- .... ..t...In. "hot...r
ddtH...1 f.....h. vouU ... "n..t.._.
Of!ct......nll '"' "".,.t,,~ d('tY9'! t"'. ....at on a "."ttruJ... ~""..t_fttt...... n.. -......... v." ....~ .."d~ toy
. C~1tt.. c08prt..cI of the c.:hall' of tM (.oa..lntlon \.:Int.r AGV1IOIY .....ru, tM a..ecutlY.
Director of the Convention Cant.r, laD "It.t.at Clt, Kana..r .nd the Public tveDt.
Dlr.cto... Th. Chair of the Fort Vort" Con"..tloD and Vi.itor. lure.u vlll .e". .1 an
a.-officio "on-..,otlnl ...\t.r.
t... Is.c.utl..,. Dlrlctol' of the ComeatloD CeDter Ind lM Public Ev.ntl Director vill have
the authority to .pend up to ",5000 Otl atlc.IIIMOUI 1t_1 to ..cure I ,Inleul... priorit,
"ooklo,. 'uch ..p.ndttur.. will ... r.port.' ..nthly t. tho CHy. the ConvlOtlo. Centu
Advllory Iol..d Alt.d the Coo.."tlo. ... .181tor. '"....u.
7) n.. CIt, of Fort Worth pl.d... t. cooU.... f...I.. . ...katln. pro.r.. for locd hcllltt..
thro".h the rort Vorth Con".ntloa ... '111ter. 1'11'.''', or other ..e"c1 it d.... .pprop~llt..
Minutes Commissioners' Court.
uc:vua _nlRe the 6'h
anew. Term, ~,
Day fl RA'
, A. O. 1.-.!!...--
,A.O.l'~
""7 ClllltlllVO
.) III e,4.1' CO I. 'oYVu' wit" thle ..,......, .. ......"t....l, II po.."h, the Clly .f
'.TI Worth "un to a._dietel, .,.., Au .".., .. th. ,.... lu"... Court ,..
CSty .f rOft: Worth .eo Ian Cr..... -.0. OJ-11-000IJ-CV .... th. p.rtl'. .("""CMIII.... ,...., 1M
I.'. Convention C,nur le... I. .f 110 fUrlhe, '.re. INI .f ,.n.
') Tlnlnt Count.y In' 1M Clt, .f 'ort Woutl '''''' their ...1..... .ffotll .rut coopeutt."
to .~hl.v. OVlfVh.l.S"1 lu(C." It 1M 'o,t "orth-t...,.nt County Conv.ntlon Cent.,.
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It..... chS. _ ..,. o' KaJ. 1918.
Job 101.1'
Mayor
(it)' o' Fort \lorth
10' [n,lhh
Count y Judllf
County 0' Tarr.nt
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Vartau. queuton. vert u.... UIU'.", l~h l.nn wit" C~lI"on.r H..pIOO I.puulna ht.
cone.rn ,bout the PII'I.uph provldln, for the County to .p.... .~ aUHon 0"." a , 7.... puiod aM
the po..iltl1lty of uhlnl .d ..1o..u. u....
Th....for., .otlon v.. ..d. by C~a.toM' Watlon, '.COD'.' by Co__I..lon... Johneon that
lAtte.. of Und...etandlna ahC'WT1 .bo"., ..~ app..o".'.
Aft... . ~"'od or dhl:uuton.. .01. v.. calhd vlth Judie [nllhb al.llnl th.t Co_tuloNr
And.....n. va. .b&t'nt bul h.d t'..prt'ss.d 'ull luppon .f .'r....bt and .0110n carri.d vith th.
follovlnl .otlnl "14'111"
Judllt [nil""
Co_I..lonll, W.llon
C~I..IDnll' John.on
M' 1M follovinl vollnl "Mo'.
Co..t..loau __ptoa.
It h 10 ordued.
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EXHIBIT - II
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BOOKING POUCIES AND PRIORITIES
1ms policy provides the oppoIlunity for booking "out of town" business while at the same
time affording I certain amount of protection to the Center's established clients.
First priority for scheduling dates It the Fon Wonh!farrant County Convention Center is
available to conventions, trade shows, corporate meetings, and similar events of international,
national, regional, and statewide scope which are not normally open to the general public and
which generate significant attendance from outside the Tarrant County area.
Scheduling commitments for these dates may be made as far in advance 8S necessary.
These supercede non-first priority events that may have scheduled previously beyond twenty four
months unless a license a~ment has been executed,
Second priority events include consumer or public shows, local corporate meetings, special
events, banquets, etc., which are attended by the general public or primarily local participants. An
executed license agreement may not be made beyond twenty-four months in advance.
Eight local events and consumer shows are exempted from these policies and are allowed to
hold tentative dates five years out, subject to revision to accommodate frrst priority activities, with
firm dates committed two years out lbus while large, repeat public shows can gain tentative dates
several years out, those dates can be reassigned to conventions or trade sh9wS in keeping with the
Center's prioritization policy provided these events can be moved to a date of their second or third
choice. These events are:
Boat Show Two weeks of January
Recreational Vehicle Show One week in February, March, or April
Home and Garden Show One week in February
New Car Show One week in February or March
Ice Show . One week in April
Tarrant County Home BuildelS Two days in April
Circus One week in July or August
Oktoberlest First or second weekend in October
Several of these exempted events do not require the use of the entire Center, and, therefore,
can share the use of the facility with other conventions or trade shows. With the exception of the
above events, only conventions and trade shows are permitted to hold tentative dates ill the
Convention Center more than two years out. Thus, except for the foregoing excepted events, the
Fan Worth Convention and Visitor's llureau will have the primary responsibility for marketing the
Convention Center for conventions and trade shows, and to carry out this responsibility will have
control over all bookings ~ore than twenty-four (24) months in advance; however, all bookings
shall be coordinated with Convention Center management before commitment. The Bureau will
Booking Policy
1
7/18/88
also book conventions. and trade shows into the Convention Center with less than twenty-four
months lead time if the dates have not been licensed to other users and with the Center Director's
approval, which approval.hall not be unreasonably withheld.
The Convention Center management wiD have the primary responsibility for marketing the
facilities for all dates within twenty-four months which have not otherwise been conunined.
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Booking Policy
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7/18/88
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EXHIBIT C
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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1990
City Transient Guest Tax Receipts
Effective 1990 Effective 1990
City Rate Date Receipts City Rate Date Receipts
Abilene 3% 8-1-86' $ 38,290 Lindsborg 2% 10-1-82 5,497
Andover 5% 1-1-91 - Manhattan 5% 7-1-89' 296.843
Arkansas City 4% 10-1-86' 36,548 Marysville 2% 10-1-86 9,355
Atwood 2% 4-1-90 717 McPherson 2% 3-1-86' 34,122
Belleville 2% 4-1-85 6,677 Merriam 2% 1-1-89 46,331
Chanute 3% 1-1-91 - Newton 5% 9-5-90' 40,745
Colby 2% 1-1-87 36,393 Norton 2% 2-1-86 9.466
Dodge City 3% 2-1-89' 99,260 Oakley 1% 4-1-84 7,073
El Dorado 4% 2-1-89' 42,370 Oberlin 2% 2-1-86 5,153
Emporia 3% 1-1-89' 102,361 Olathe 4% 7-1-87' 115,794
Eureka 2% 1-1-88 4,291 Osawatomie 2% 2-1-86 5,564
Fort Scott 3% 1-1-88 · 27,786 Overland Park 4% 9-1-89 · 1,361,514
Great Bend 3% 4-1-90' 57,012 Park City 5% 11-1-87* 98,984
Greensburg 2% 3 -1-82 · 8,785 Pratt 2% 12-1-82 15,045
Hays 3% 10-1-89' 154,823 Salina 3% 10-1-87* 257,797
Hiawatha 2% 5 -1-84 8,184 Scott City 2% 9-1-89 6,888
Hutchinson 4% 10-1-87 160,781 South Hutchinson 4% 12-1-87 35.404
lola 3% 1-1-90' 11,374 Topeka 5% 1-1-87' 708,789
Kansas City 4% 10-1-89' 173,538 WaKeeney 1% 9-1-84 4,678
Lamed 1% 3 -1-84 2,908 Wamego 2% 1-1-91 -
Lawrence 4% 10-5-85 263,146 Wellington 2% 10-1-87 10,680
Leavenworth 4% 11-1-87' 62,449 Wichita 6% 7-1-90' 2,115,919
Lenexa 4% 8-1-82 357,510 Winfield 4% 1-1-91' -
Liberal 3% 5-1-88' 99,237 Total $6,946,081
'Effective date of current tax rate; prior rate was increased by charter ordinance.
1990
County Transient Guest Tax Receipts
Effective 1990 Effective 1990
County Rate Date Receipts County Rate Date Receipts
Cherokee 2% 6-1-83 $ 3,700 Morris 2% 10-1-85 5,291
Crawford 2% 12-1-86 35,616 Phillips 2% 1-1-87 5,471
Finney 2% 1-1-78 72,670 Russell 4% 12-1-90t 14,016
Franklin 2% 1 1-1-84 22,728 Sedgwick 11,240
Geary 5% 4-1-90t 84,704 5% 7-1-85t
Labelte 2% 7-1-87 14, 104 Sherman 3% 1-1-91t 44,207
Lyon 5% 9-15-88t 4,352 Wilson 2% 2-1-86 1.855
ivlarshall 2% 9-1-87 670 Woodson 2% 11-1-82 2,967
Montgomery 2% 6-1-84 57,185 Total $ 380,777
t Effective date of current tax; prior rate was increased by charter resolution.
KANSAS GOVERNMENT JOURN/\L. FEBRU1\RY 1991
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EXHIBIT D
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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EXHIBIT E
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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. APPENDIX C
QUEST! ON 7
SUMMARY OF THE COMMENTS GIVEN WHEN ASKED
WHY THE BICENTENNIAL CENTER IS OR IS NOT IMPORTANT TO THE CITY
Salina Community Survey
Survey
Number
Comments from Those Who Rated Bicentennial Center as
VERY IMPORTANT
It gives the entertainers a good impression of our city and that may in
turn bring other big names here.
2 Brings business to the town - which has increased the whole revenue of
the city.
3 I think it's important for sporting events and other large functions _
Because it brings a lot of people into Salina which means money for the
city.
4 Because a lot of people I know go there and really enjoy it. I think
it brings a lot of out of town people in.
5 It provides a means to bring to the community events we would not
otherwise have.
6 People have a big place to meet for events.
7 The city put a lot of money into the center and they should be proud of
it.
a Because, when it does have concerts and basketball tournament and the
circus, it draws people from outside communities.
9 It's a facility we use a lot. Without the center we wouldn't have seen
the shows that we did.
10 It can hold a lot of people. So it is a great place to hold concerts
and I feel that they are bringing in a lot of money.
11 As for as the kids shows, it gives kids a place to go where they won't
get into trouble.
12 Because it is the one major place that a lot of things take place. Such
as the rodeos, concerts, fair events, craft & art shows.
13 It's a good focal place for conventions and concerts.
14 They use it for al lot of different things. Such as craft show & music
concerts.
15 It brings more people into town and they spend money.
16 Their able to hold different types of attractions. Home shows on one
side and sports on the other at the same time.
17 It's an additional drawing card to the city, it keeps the city alive.
18 Because the money, the city could use it and they are attracting lots
of people.
19 It brings people in. This area doesn't have anything like it faster
west.
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Well I know a lot of things go on there and I know it brings a lot of
money into the city. The Center has helped the city in numerous ways.
The city revenue has increased.
It draws big crowds and is good for the economy.
It brings people in from the surrounding area.
They have so many things going on over there. A lot of people come in
to the city which benefits the city's economy.
Place for families to go to.
It brings people from out of town and supports our city and motels.
They have a lot of events goi ng on there. We enjoyed the basketball
games there.
We'll look at the money that it has brought into the area for one thing.
I think everybody has profited one way or another by the Bicentennial
being here.
It adds to the quality of life in city. I think the city should provide
this type of service if possible. Because of the size of center it
brings lots of people from outside of Salina.
Anything that attracts 2000 people is important to the city. It brings
in money and improves the area by bringing in restaurants.
Anytime your city can host a major venue, it's very important. Someone
might have a convention in town if they know there's a major facility.
The school system has used it on occasion.
Brings in outside dollars from other communities. That's really the
most important thing. "
It brings a lot of people from allover the state, allowing it to bring
in more money for the city.
I think it adds a whole cultural aspect to the whole Salina county. It
offers good wholesome entertainment for the community. It gives people
a large convention center.
They hold a lot of events that are beneficial to Salina and outside of
Salina. Well money wise, & financially.
Because it's a regional center and allows for a lot of meetings &
convent ions & shows that woul dn' t come to the town otherwi se. Has
economic impact on the city & attracts business.
Brings a lot of things to the town that otherwise wouldn't be available.
Because a lot of events that the center has hosted could not have come
to town otherwise, because there's no other place big enough to host
these events.
Because we need a place to accommodate large groups of people. There
aren't many places in the city to accommodate conferences & conventions.
It attracts a lot of business for motels and restaurants and all the
business is in town.
Because most people can't afford to drive a long way to go to events in
other cities. This is more convenient for the people who live here.
Helps city economy.
We don't have any other place to bring in good entertainment.
For the city to have a place for conventions and things like that.
Provides a focal point for downtown. Provides a place for conventions
& meetings. Provides place for large sports events. No I really can't
give you any other reasons.
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It makes the north central Kansas area a regional area. It draws larger
crowds in the city, which is good for the area. Because it brings money
into the area.
Because it brings in business. It's a place to go to see craft shows &
the fair and we get people like Reba McIntire. If they brought the
prices down they'd get more people. They have a
The community needs a large meeting place for entertainment events, such
as concerts & plays.
It helps the economy and that's good for everybody.
A important place for people in this area. Because a lot of things go
on there such as concerts and craft fairs.
It helps bring business to the town.
Places for people to go to.
Because it attracts so many people to the city and because there is no
other place big enough in our city to hold these events.
It brings money into the community.
The Center provides a good place to bring good quality entertainment and
the city needs that.
It brings different things here and brings money into the town.
I think it's very important because of events held there and the revenue
that ot brings to the city.
They bri ng in 1 arger groups for Sa 1 i na & area. It's good for the
business here. People spend their money here.
Because it's used so much it's been used for all the sports 1 i ke
basketball and high school events. It holds a lot of people, about
1000...it meets the sports needs of the city.
Because you get to mingle with people from out of town at the events.
Because we need a place as big as the Bicentennial Center for the events
they have there like the farm show.
The center gives a nice place for people to go and do different things.
It brings money into the city.
It's probably the main building for any event to be held in the city.
It draws people to the city and that brings money into the city.
We need events to keep city from going down hill. Culturally and
economically.
It brings in people who help business in Salina.
Because it draws money and because of its cultural background.
Because of the amount of income it creates through restaurants and
motels.
It brings in celebrities and events that is good for our economy.
It brings things to Salina that a town this size needs. It's important
to have events there for the people. It's central location.
The Center brings people and money into Salina.
The center is in a good location and the people get to see the city and
what we have to offer.
It brings more business because when people come from other cities it
generates more money.
It brings in revenue to the city and that's good for the city/
The Center brings in a lot of people and that's good for the city.
It's a big drawing card to the city. It bring people here and they
spend money.
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Because it's nice to have wholesome events to go to when it seems like
all there is on at home is dirty movies.
It brings revenue to the city and we always need more revenue.
Because it has brought bus i ness jobs here. A 1 so, the events attract
wholesome people.
It's important for the economy of Salina. It brings a lot of money into
town. It's convenient to have events come here instead of having to go
out of town for them.
A town this size has to have a facility that's large. Rounds out the
potential entertainment of the area.
It brings a lot of events to the city that we would have to go elsewhere
to see if we didn't have the center.
It brings a lot of people to the town and helps the economy.
It brings in programs that we would not otherwise have. And they need
to promote it more.
I put taxes on the darn thing...it better be important to the city.
Because they are able to offer the Bicentennial Center to all the people
who need it for something to do.
Because it allows a large gathering to come to the city, a lot of
out-of-towners.
It gives people here somewhere to go and it also draws people from other
towns which helps bring in more money.
I don't know.
A lot of dollars come into Salina because of all the people that come
into town for conventions & things.
Well I'm a big promoter of local businesses advertising and it's
important to us to have the Bicentennial center - for local functions.
Because all the events are mainly family entertainment and I feel it is
important for famil ies to have wholesome, qual ity entertainment 1 ike
what is held at the center.
Gives outsiders a good impression of the community and draws the
community together.
The quality of the events and cheap prices help better the city's image.
There is not much else to do around here and the center is needed to
bring different events to the city.
It's important for the improvement of city's revenue and it also gives
many people in the area a chance to do different things they haven't
done.
Brings new comers to a community bringing in revenues. Brings more
money for city.
Important to the economy. It brings money into the city. Gives city
a place to hold large events and bring in lots of people. Provides a
place for indoor events and is cool in the summer
Brings more people into the city and they spend money.
There are a number of events that it's the only place large enough to
accommodate. It's conveni ent to have it there for the Smoky ri ver
festival because they have a concert there as part of
Because it brings money into Salina.
It has the potential to attract people and that helps the community.
Brings in more money.
A lot of things come that people are interested in.
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It brings in a lot of money. It gives the children something to do and
keeps them of the street. A 'lot of people go there and they just bring
in a lot of money.
Because they have a lot of events that are very important that give the
teenagers something to do so they can stay out of trouble.
We need it for entertainment purposes.
Because it's a nice, big place to hold events for our town.
It brings in people from out of town and that helps the economy.
Has many rooms to help our city grow, you can have more than one thing
going on.
The center is the central part of the city and that good for the city.
It brings in money for the city.
It's a good thing for the city. It brings money and people to the city.
Most of the events are well attended. It's important form an economy
standpoint. I hope it turns into a tradition. The 4-A State
Tournaments.
Because it's a big meeting place for people.
Competition for organizational meetings for the smaller cities.
Salina needs to bring in some kind of culture.
I think it's important to have a place in our city where large name
entertainers can come and do shows. Our city isn't large and it's to
far to go to St. Louis all the time.
We need something like that to have events and draw people -- I think
it's essential. It's good for the town.
It's the only decent place in the area to have concerts and that .helps
the city's image.
There's many things that Salina wouldn't be able to have if they didn't
have the center. Events at the Bi-center take care of that:
It is an entertainment center but they have educational programs and
brings business into Salina.
The center is a place the city can be proud of. It brings people and
money to the city.
Bring people into Salina. The center helps the local economy.
Brings a lot of people into town and helps business.
Because Salina needs an entertainment place for all the people to enJoy
themselves.
It brings people into the city and this helps other businesses.
There are some groups that aren't able to stage events at the center
because of affordability and I think arrangements ought to be make to
alleviate that problem.
Nice place for conventions and concerts.
Nothing much I just feel it's important for Salina because it generates
money and it adds to things to do here.
Because it's a large enough center to attract a lot of business for the
events they hold there.
Because it brings more entertainment.
It attracts people to the city and brings more money in.
It's very culturally oriented.
It's good asset for the city. It brings money into the city.
It gives us a place to draw people from out of the area to give Salina
money.
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134 It draws in people from outside the town.
135 It just has some thing going in town so people won't have to leave town.
For the economy, for people coming into town.
136 Because the events attract so many people to the city, and if we don't
have the Bicentennial Center I don't know where we'd have these events.
137 Well it's the one place we have for major functions. It also serves as
a convention hall.
138 It allows us to see events that I used to have to drive to Wichita to
see.
139 They bring in a lot of people for the women's big game (big 8)
Basketball Tournament, they host a large variety of events...it brings
in dollars to the community, restaurants & motels.
140 It does bring people in and is good for the economy.
141 The events that they bring in bring people to town.
142 It is the only place that will hold a bunch of people for big events
143 It brings people into Salina and Salina is not so backward & it keeps
things livelier.
144 A good gathering place for the people of Salina and a good place for
conventions.
145 I 1 ike the park beside it, they held the county fair there. Because
it's big enough to hold a county fair, without it Salina would miss out.
146 Cause it's just nice. Nothing. It just is. I don't know it just is.
147 It brings in a lot of people from the surrounding area.
148 It brings people into the city and that's good for the economy.
149 Because it provides a place for large group entertainment.
150 It draws more people, helping the economy and the job market.
151 Because it will bring more big name entertainment and we would use the
center more than we do now.
152 It holds a lot of functions for the city and it brings a lot of business
to the city.
Responses from Those Who Rated Bicentennial Center as
SOMEWHAT IMPORTANT
153 Because the events draw people and therefore commerce to Salina
154 It brings business to the city.
155 It's centrally located. We do need some entertainment. It's a good
place to have.
156 It does provide a place for certain events that otherwise wouldn't be
available.
157 I think that they need to bring more money by bringing a better variety
of concerts. They mainly have country music concerts.
158 I don't think it is the most important thing that the city of Salina
has. For instance they have other activities around the city 1 ike
skating rinks and movies.
159 The town needs some entertainment & that's the place to do it. They
need more entertainment at lower prices, more things for kids, and
dances maybe.
160 It's a great place for bigger corporations to be able to come together
for conventions & political events - To me are really important.
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Because it's just a nice place where we can go for nice events.
The center is a good meet i ng place. We need the center because it
brings business to the city.
The center brings people into the city and they spend money which helps
the economy.
They have a lot of good stuff that people like to go see. Basketball
games and other events that people pay to see.
I don't know. It's just an opinion.
Because it attracts people to come and helps better the economy.
Because it's not been used enough. As far concerts go they don't use it
much.
I does bring in conventions to help town merchants. Just that it brings
in money in general to the city.
I think it would be better if they brought in more entertainment, they
don't have enough shows.
They do need to keep it occupied more because the taxpayers have put the
money into it.
It brings in a lot of money for the city. I don't know.
It just isn't utilized enough, maybe because of marketing we don't get
enough events in. Perhaps the convention people could come more.
Well I'm not that familiar with the Bicentennial center but it seems to
be the place for all the major functions in town.
Well I think it's great for the city but it's not being used as much as
it should be. It could be used for a lot of local events.
They bring interesting events into town. '
It's a good place for a lot of the big things that are going on. The
tournaments, concerts and things such as that.
Because it brings in more revenue. It's the only place we can have any
type of concert.
It's someplace to go to see an event and be around other people.
I think we need more conventions here. More conventions means more money
coming into the city.
I think it's something we didn't need. I think there aren't enough
people that frequent the events we have to begin with.
It brings in people from different areas.
I suppose it brings entertainment to the town that otherwise wouldn't
be available.
Well I think they don't have enough events going on at the Bicentennial
Center - to make it pay for itself.
Cause, we could have a lot more out of town business if we had more
concerts and things like that going on there.
Well I think when they have events they don't advertise enough.
It brings newcomers in, lets people know Salina is on the map.
Because it brings money and people to the city.
Every place needs an entertainment center.
I think it's good for Salina because it brings a lot of people here
during conventions and other events they have there.
Well, for the size of it a large amount of people can attend it.
I don't know.
It does draw people in. We need the money.
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Well, I suppose the city could survive without the Center but it is nice
to have.
I think it's a good thing to have for conventions - and local town
events.
It brings a lot of people to the city and that helps the economy.
The Bicentennial Center isn't very popular. The selection they offer of
events needs to be widened. Larger diversity. The prices of admittance
need to be lowered. They are too expensive
It draws people from out of town on certain things.
They don't utilize the center enough.
Because they have good events which draw good (not rowdy) people to the
area.
For the younger set. They have some things going on over there.
When I talked to the manager of the center he told me what goes on over
there. They have conventions, business meeting & things that aren't
publicized. some people think the center costs t
It's a drawing card for the city and a boost for the economy.
I don't think that they have that many events, if they had more events
they could bring in more money.
Just because I've heard some good things about it. People have said
they had fun there.
They aren't bringing enough events and the price is too expensive.
It brings different events into the city, events people like to go to.
To bring different people into the city, when those people come into the
city it brings more business in the city.
There is not some thing going on there and I feel that they would bring
in more money if they had something planned everyday.
There are other places in the city. I don't know that this is the only
place the city could hold functions.
It's nice for the city to have someplace for the young kids to go.
We need the facilities to bring in activities and bring people together.
It does seem to bring in some people out of town to basketball
tournaments. Brings in some revenue.
Oh, it brings the city good shows and entertainment.
It is a good place for the young kids to go instead of being out walking
the streets.
They have a lot of gatherings there but it's very expensive to rent a
ha 11 or space wh i ch makes it hard for 1 oca 1 merchants to stage any
events.
It does bring people in from out of town. They spend money on events
that go on there.
Draws people to Salina and that's good for the city.
Because it is well advertised. Everyone knows about it.
Because it draws conventions and has music shows.
The center brings people to town and that is good for the city.
Proper use could bring in trade. If they can keep it booked up it's
good for the community. It would bring in more outside trade.
It brings in money and that helps the city.
It's an area where you can see big events and meet people.
Well it's important because they have a lot of events going on there and
a lot of people come outside Salina
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Draws in people to the city & is good for businesses because it brings
in money.
I wasn't excited about the location. I just don't like the location.
It's the only entertainment the city has.
It's a good way to bring in revenue to the city.
Because it's the only place within driving distance where you can go for
good enterta i nment, otherwi se you have to dri ve to the coli seum in
Wichita.
From what I hear, it brings in a lot of money for the city.
I just think it's good that they have someplace that's large enough to
provide different forms of entertainment.
It is a good place for big events. Draws bigger groups because of the
size.
Provides the city a place to have concerts, shows, etc without having
to travel so far like to Wichita.
Because it's not bringing in the kind of money that people thought it
would. If the Center was run by different management, I think it would
bring in more money.
Pl an more money making events for the center and it wi 11 help the
economy of the city.
They don't have events that draw a lot of people to the Bicentennial
Center - and a lot of people are losing interest in what kinds of events
are going on at the center. They should have m
Because they don't use it enough
I think it does bring in quite a few things that people want to go to.
Well it's something to bring the community together.
It's alright, I just don't go that much really.
It brings a lot of money into the town along with good entertainment.
Well, so far they haven't been running to good in the revenue. I think
the city is putting out more money than they've taken in. They need
more amusements there. Anything they can get.
It gives people something to do and doesn't cost that much.
Well I don't really know, I've never thought about it.
If they have more variety in entertainment, it would bring business to
the city.
It brings people to Salina. That brings in money for the city.
It brings business to the city and that helps the economy.
It brings needed revenue to the town.
I don't know.
Because it's where they hold all their events and everybody gets
together.
Brings a lot of income.
Because it draws people into Salina. If people come to Salina it brings
more money into the city.
Brings in people and provides a place for large gatherings.
They have a lot of hard rock groups. It more or less caters to younger
age group, teenagers. It's not very popular with older age groups. It's
importance would improve with more variety.
I don't know.
I think brings in people into town, helps businesses, gives people
things to do.
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256 To draw entertainment for kias and give them a healthy atmosphere to
enjoy themselves.
257 The center brings the people into Salina and that helps the economy.
258 It is big enough for a lot of people so big events can be held there
when there is no where else to have the event.
259 Because some of the events it hosts brings people from as far away as
400 miles, so when they pay to overnight, it brings money to the city.
260 They don't have very many concerts here.
261 I don't know. It draws girls big 8 basketball games which brings good
business I guess
262 I don't know.
263 The center attracts people from out of town and that brings money in to
the town.
264 Well I think it's a great place for events like concerts and different
shows and things like that.
265 It doesn't bring in that much money. It just brings in enough money to
keep going. I feel that if it would bring in more events they would
make more money.
266 Because it added some jobs for our city and it's events attract people
so they spend money on the city.
267 Because it draws people to the city, therefore it brings commerce to the
city.
268 It brings other people here from out of town. Brings money into the
city.
269 Only big place they have for large conventions in Salina.
270 I don't think they use facilities 100% of it's potential. It needs to
be used more.
271 It gives people something to see and a place to go for an evening.
Responses from Those Who Rated Bicentennial Center as
NOT IMPORTANT
272 I don't think we need it. Tax burden. I s not paying for itself
because not very many people go there.
273 Because I never go to the Center I guess I don't really know how
important it is to the city.
274 They usually bring in something like a rock group. I don't like that
music. It's too small to have some things like truck pulls, motorcycle
races & big sports events.
275 It is a waste of money. Nothing is ever sold out.
276 I don't think it's being used the way it, the way it was presented to
the pub 1 i c. It (s supposed to be for convent i on type th i ng sand it
hasn't worked out that way.
277 There are too many convent i on centers in Sa 1 i na already. It i sn' t
needed.
278 It is too large for the events they have there and I feel that it is a
waste of tax payers money. Because most of the things there can be held
elsewhere.
279 There's hardly ever anything going on. It's just standing there most
of the time.
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Downtown is nothing but a patking lot, but they could do something about
the space. The center doesn't pay for itself and should be used for
something useful.
I don't think it is profitable for the community. Some of the bookings
don't interest me, such as the music concerts are mostly heavy rock &
roll stuff & i don't like it at all.
My husband & I never go out of the house, so I've never been there.
really don't really know how important it is.
They never have anything there we like. It's too expensive.
Would be more important to city if used more. It would help the
downtown area by bringing in more business. That's all.
Well it's not important to me because I never go to the center.
They don't have enough activities going on. They don't use it enough.
It cost the city money to have it empty most of the time.
It is not important to me but is important to the kids; I don't get out
much.
I feel like a lot of the events they have are very expensive for the
families to go , and it's usually sitting empty so much of the time.
Because not enough music concerts are there and there are no choirs and
no circuses
I was not in favor of building the center in the first place. just
wasn't.
I think that it is a waste of our money. It is not making that much
money and I feel that we just don't need it. .
Because the center isn't used enough. That's all.
Because there were other buildings they could have used and they didn't.
It's supposed to be self-supporting and it's not.
It's empty half the time and the taxpayers have to pay for the funding.
Well they have nothing I'm interested in there.
They don't do enough business. We don't go out much, we're retired.
It's dying. It isn't being used most of the year. It's useless & a tax
burden. It takes up space that could be used for something else.
I don't think the city of Salina can support the center. There are
similar center in the area and they are better than our center.
It costs the city too much. They haven't used it this year as much as
last year. They don't use it enough. I think it was a waste of money
for them to build it.
I don't know enough about it.
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APPENDIX C
QUESTION 15
ANSWERS GIVEN TO THE QUESTION ON
HOW THE BICENTENNIAL CENTER COULD BE IMPROVED
Salina Community Survey
300 The building is ugly, drab in color, more fountains, could be painted.
299 Lowering their rates for tickets.
298 I'm sure some improvements are needed; like more religious concerts.
297 I really can't see anything that could be improved.
296 Make the ticket prices lower.
295 No complaints.
294 I don't know.
293 I cost a lot of money and they should use it more often.
292 The city should use it more often, they put a lot of money into it.
291 They need more stall in the ladies bathroom, you have to wait in line.
290 Some seats are not good for viewing and the sound system is not good.
289 I really don't know.
288 By having more activities, especially county western shows.
287 More events. Well they don't have enough major events here.
286 Shut it down.
285 Bring in more entertainment.
284 I really don't know. As far as I'm concerned it's fine the way it is.
283 I have no idea.
282 I don't know. I've never been there.
281 Nothing can be improved. It is excellent as it is.
279 They need to have events that appeal to everybody and advertise more.
278 Could have religious choirs and the circus.
277 They have made improvements; something about rest rooms.
276 Make the arena bigger, have more seats.
275 A little broader advertising for their functions.
274 I really couldn't say and don't know enough to form an opinion.
273 Don't know.
272 They should have a smoking section.
271 Ticket prices should stay at prices listed, not raise them later.
270 It's ok right now.
269 More concerts.
268 I don't know.
267 I don't really know; they could have more dances.
266 I don't know.
265 Improve the acoustics in the hall.
264 I can't think of anything.
262 Bring in more music concerts; one or two concerts a year is not enough.
261 I would like to see more events at a reasonable price (fixed income).
260 Utilize it more often with more concerts.
259 I don't really know, we don't go to many events.
258 I don't know.
257 They have a lot of meetings, but they don't have that many concerts.
256 Don't know.
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I don't know.
I really don't think it needs to be improved.
I can't think of anything.
I have not lived here long enough to say.
I really can't think of anything.
I can't think of any.
Well I'm not sure, I think it's great just the way it is.
I don't really know. I don't think I have any ideas on that.
More advertising.
I don't think it could be. I don't think so.
I don't know of anything.
Nothing.
I can't think of any.
Have more things during the day.
Auditorium needs a better venting system, too much smoke.
The seating needed to be arranged for better acoustics.
I don't know.
I fell that they should get events that are less expensive.
I really don't know.
Nothing.
They could get a bigger variety of entertainment.
I don't think it should be improved, it is fine the way it is.
Cleaner, grounds, better directions, more rock concerts.
I have no idea.
I can't think of anything.
I think that it should have been bigger.
Right now I can't think of anything.
I don't know. I don't really care.
Nothing I can think of.
Bring in more shows, like oldies groups: Beachboys, Johnnie Cash.
Bring in more big name entertainment.
By informing the people of Salina of major events coming to town.
Nothing.
I really don't have an opinion.
By letting people in Salina know what is going to be there.
I don't know what they could improve.
I don't know. Just continue to use it for a wide variety of programs.
I really don't know. I haven't thought about it.
I really don't know of any improvements it needs.
I don't know.
More variety of types of entertainment & more reasonable cost.
Having more events for the younger people: concerts, circus, Ice shows.
Don't know.
I cannot think of anything.
Nothing that I can think of.
They could get the Ice Capades event and more county music concerts.
Could be improved by bringing in more popular shows increasing revenue.
I can't think of anything
I don't know...I've never been there.
I think it's great just the way it is.
I'm not a good one to ask...I don't really know.
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I don't know because I've never been there.
I think we should have more well rounded event with better advertising.
Refreshments on the second floor.
I really have no opinion.
More exits and entrances to the building.
Fix the ceiling. During the tractor pull, part of the ceiling fell in.
Don't know.
Seeking & booking more entertainment & conventions of interest to people
in west & northwest parts of Kansas.
Better events. Better events that attract more people to the center.
Improve catering services.
I really can't think of anything.
They need to improve their sound system.
Don't know. Handicapped parking.
By not having it in the first place.
I don't think I'd change anything. In my opinion I'd keep it as it is.
I have no opinion
Do a good job on most things other than getting more events.
Drawing bigger acts.
Nothing I can think of right now.
Don't know.
The sound system needs some work; it's screechy and blaring.
It's all right the way it is.
Charge less money to utilize.
I wouldn't even be able to comment on that.
It needs to be used a lot more.
Don't know.
It's just fine as far as I'm concerned. No-smoking is a problem.
No comment. It was once terribly hot in there.
Better access for handicapped people.
Nothing I can think of right now.
I can't think of any.
Offhand, I don't know.
I don't really know.
It's fine the way it is.
I don't really know.
I can't say because I haven't' been there for so long.
Not enough advertising and the newspapers criticize.
I can't think of anything.
I wouldn't know.
I've been there only a couple of times and that has been a while ago.
I really don't see any problems in the way it functions now.
Nothing really except they built it in the wrong place.
Nothing I can think of.
I think they could bring more events and keep low ticket prices.
I don't really know. I really couldn't answer that.
By having more events (ie.) country music and others.
Nothing that I can think of.
Don't know.
I don't feel qualified to answer that.
Need more guest groups, basketball games are good. The women's big 8.
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153 I don't know.
152 Bring in more big name entertainment like Bob Hope who was just here.
151 Concession stands not easily accessible, and not clearly marked.
150 No.
149 It isn't big enough to get big names. They can't get any quality in.
148 I can't think of anything right off hand.
147 Holding evangelist speakers talks could be an improvement.
146 By having more entertainment, they don't bring enough acts in.
145 Lower the price of tickets so you can fill the place.
144 I don't know.
143 Attract more trade shows and conventions that would bring in the money.
142 By letting local businesses use the place for local functions.
141 Right off I can't think of anything.
140 By offering a bigger variety of concerts.
139 I can't think of them right now.
138 I don't know.
137 Lower prices on events so more people could afford to go to them.
136 Management who knows how to get different events.
135 Don't know.
134 Offer a wider variety of concerts.
133 I don't know.
132 I think sometimes they're overcharging on certain events.
131 I don't know.
130 Improve prices, bleachers, lower prices and comfortable seating.
129 Have more country music shows.
128 I have no opinion on that. I don't care what they do with it.
127 Events could by geared to what the majority of the population wants.
126 Nothing I can think of right now.
125 No physical improvements that I can think of.
124 No opinion. I'm satisfied with it the way it is.
123 I'm pleased with it the way it is.
122 I think it's fine the way it is.
121 More concerts. Country and western.
120 I could be used more.
119 I really don't know how it can be improved.
118 I wish it were big enough to have things like the Ice Capades.
117 I don't know.
116 Have more events. More concerts, more recreation events.
114 I don't know.
113 I don't know.
112 A better exhaust system or fan because at tractor pull it got smokey.
111 They could attract more people, by putting up fliers around Salina.
110 I have no idea.
109 I'm disabled, so I've never been there....1 don't know.
108 I don't know. Nothing I guess.
107 I'm not sure. Maybe bring some conventions.
106 Well I think they could have more events there - than they have.
105 Bring in some good show and build up attendance, which is down.
104 It's past fixing. There's not enough room in the area for it.
103 Nothing I can think of.
102 They should have more sporting events besides basketball.
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Get the sound system so the sound doesn't blow you away.
I can't think of anything.
I think they need a better marketing staff to bring more conventions and
business meetings. Need to sell the convention center and show just how
we can put on an attractive convention.
Bringing some big name entertainers.
It would be better if they had more hotels and dining facilities.
No nothing I can think of.
Enlargement of the arena area might be an improvement.
Bigger drawing tickets for concerts, more sporting events.
Facility is good, more aggressive salesmanship.
If the city allowed the management to book acts rather than through
. booking agents they might be able to present more family-oriented
entertainment .
I'm satisfied with the center but would like more rock & roll concerts.
I don't go much so I don't see how it can be improved.
It needs to be self-supporting, it was supposed to be but it isn't.
I really don't know - Honestly -
I can't think of anything.
Just more attractions, they don't use it enough.
I can't think of anything.
I just think they probably could have more events there. More concerts.
I'll have to pass on that. Not that I can think of right now.
By increasing the parking
More rock & roll concerts.
By advertising more in the paper, on T.V. & the radio.
In events that they bring in. Like tractor pulls & mud racing.
They need more events and they need more advertising.
I really have no opinion on how the place can be improved.
More events. After the basketball season the Center isn't used much.
Nothing I can think of at the moment.
I can't think of anything.
More seating.
Cheaper tickets and more big-name entertainment could be at the center.
By bringing in more shows for the older & younger people. I don't know.
Handle the size of conventions between the size of the Holidome & their
biggest room at the Center.
More parking and I think maybe the seats could be a little better.
Nothing.
Better speakers like Paul Harvey and more dances for the young people.
Make it more cost efficient by using it more and more concerts & shows.
Advertise the center more. Bring in big name acts.
More big-name entertainment, not just rock & roll.
I don't know.
I don't know.
More concession stands, improve parking, bigger and more accessible.
There aren't enough entrances & exits.
I don't really know.
It is excellent the way it is.
Better activities, events: big bands and state shows, advertising.
More activities. the concerts or different types of shows.
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More diversity-not all rock' and not all country.
More parking spaces.
Bring in things that would be more interesting to middle-age people.
I can't tell you because I have never been there.
Nothing that I can think of.
Nothing.
I don't know.
Allowing local school groups to use the facilities for free.
They charge too much for concert tickets.
Nothing - without costing the taxpayers a lot of money.
Improve it acoustically & then maybe more comfortable seating.
More events. The center is empty too often.
Use the center more. Bring in more concerts.
New P.A. system.
Get more people, better directional signs, more handicapped parking.
I don't know.
More events brought in would be good.
They need more parking spaces.
I think it could be used more for locally sponsored events.
By increasing the usage of the center, utilizing more days of the year.
Everything is good to excellent.
I think just a great range of entertainment being brought in there.
I don't think it needs to be improved.
Better seating. Chairs instead of benches. Improve acoustics.
I have no idea.
Don't know. The way it is good.
Doing a good job with all the activities; no need for improvement.
I really don't know.
I think they could change the name, I don't like the name.
None.
The level of usage could be increased. I don't think it's being used
as much as it could be, but probably as much as the population of Salina
will support.
Bring in more car shows & concerts.
I don't know.
Suggest that they have better entertainers.
Get more events in and lower rental rates so more events could be shown.
I don't know.
They could have more concerts and famous people.
I don't think there is much to improve other than having more functions.
16 It doesn't need to be improved because it is already excellent.
I can not think of any thing.
Parking could be improved on by charging for designated areas.
More advertising. The local paper hardly advertised Eisenhower concert.
Need to promote it more. Newspaper should get behind it more.
By bringing in more shows & do more advertising around town. Return
money when concerts are cancelled. Mail lists to people in Salina.
Keep the entertainment coming.
Seating be made more comfortable.
Well I really don't know but maybe by marketing it'd be used more.
Nothing I can think of. More soft rock shows and ice shows.
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6 Nothing really just deep doing what their doing.
5 More family events, current admission prices need to be lowered.
4 Have more events.
3 I don't know
2 They need to bring in family events but I don't know what they would be.
1 I don't know.
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