Bicentennial Center Task Force
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REPORT TO THE CITY COMMISSION
FROM THE
BICENTENNIAL CENTER TASK FORCE
JUNE, 1991
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REPORT TO THE CITY COMMISSION
FROM THE
BICENTENNIAL CENTER TASK FORCE
JUNE, 1991
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PROPOSED lVlISSION ST A TElVlENT
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
the Task Force are Ron Green, Jim Graves, Jerry Hinrikus, Ann Knowles,
Lewis Reid, Gary Ray and John Wood. The primary objective of the
study was "to access how efficiently the Bicentennial Center has
operated in the past, and to determine how the Center can best serve
the City of Salina in years to come."
Review and study focused primarily on the following areas:
I. PHYSICAL PLANT AND LOCATION
II. STAFF AND MANAGEMENT
III. FOOD AND BEVERAGE OPERATION
IV. FACILITY UTILIZATION
V.
MARKETING
VI. EXPENSES AND REVENUE
3.
Our methods consisted of:
Review and discussion of materials pertaining to the operation of
the Center since it opened in 1979.
Review and study of articles on auditorium management; trends and
events in marketing; public facility financial management; and
sources of funding for publicly owned facilities.
Interviews and review of correspondence with:
* Caterers.
* Salina Area Chamber of Commerce staff.
1.
2.
* Concert promoters.
* Public media representatives.
* 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
study.
~NO 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)
6.
7.
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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"11eeting 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
lce 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
cornmon entr~Nay that also provides access to the box office and
administrative offices and to the second-level meeting rooms. The
18,350-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
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the exhibition hall and up to 1,500 in the arena.
"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,
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one accommodating about 150 people and the other about 200. There are
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
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 Hwnmer, 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 banquet service.
3.
4.
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5.
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.
6.
7.
8.
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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staff is extremely lean as far as nuniller 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 nuniller of employees,
operation is very effective.
Use of volunteer staff (i.e. co~nunity club members) cuts costs in
personnel budget.
LIMITATIONS
6.
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 nuniller of part-time employees does create coordination
problems from time to time.
RECOHMENDATIONS
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 mOVle 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
the Bicentennial Center are, in the opinion of the Task Force, of
exceptional quality.
2.
3.
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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.
The utilization of service club volunteers in support of
concession service appears to be working, but it is a
management-intensive function.
5.
6.
7.
8.
9.
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 from 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 Hammer, 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 sho~ls 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, Home, 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
"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
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in the number of trade shows and entertainment events. The greatest
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
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,
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sporting events and civic events. The greatest loss in attendance was
in entertainment as shown:
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TOTAL ATTENDANCE
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Total Attendance Change
Type 'of Event 1987 1988 1989 1990 1987-90
Meetings 4,807 4,710 5,618 4,501 (306)
Conventions 27 ,360 31,477 49,237 40,610 13,250
Trade Shows 14,588 16,950 16,850 23,663 9,075
Consumer Shows 51,826 66,847 61,200 58,334 6,508
Entertainment 55,397 47,587 54,350 39,334 (16,063)
Sports Events 63,109 61,589 53,791 77 ,661 14,552)
Civic Events 42,763 36,994 45,368 58,486 15,723
Total 259,850 266,154 286,414 302,589 42,739
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Source: Bicentennial Center Event Calendars and
Hammer, 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
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"Business and Professional ~1eetings. The number of business
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 Home 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 nunilier of events dropped from 24 in 1987 to
14 in 1990, and the nunilier 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
Total
Event Percent
Events-II Days-II 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 14.0-21 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
Apr il
May
June
July
August
September
October
November
December
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11
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1987-1989 averages not including civic events.
One 1987 event lasting 25 days deleted.
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Source: Hanuner, 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. There 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
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month with an average of 16 event days"
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
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tradeshows, 14 entertainment events, 9 sports events and 318 "other"
events. Totals were 214 in 1980 compared with 368 in 1990. Some
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categories (like trade 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
1.
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 Chamber 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.
2.
3.
4.
5.
6.
Current staff has re-developed good working relationships with
concert promoters.
Staff does a satisfactory job of scheduling so that community
7.
8.
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.
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LIMITATIONS
L
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:
a. The trend of fewer concerts touring the United States.
2.
3.
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
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.
L
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 or 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 lS 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-socio-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 Chamber. 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 Chamber 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 Hammer, 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 Hammer, Siler, George study identify the market
demographics for the Center.
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In surrunary 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 ln
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
strategically located on 1-70 and 1-135 and leased in association
5.
o.
7.
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with the Salina Area Chanilier 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.
3.
4.
Salina's central geographic location at 1-70 and 1-135.
The professional, dedicated, and courteous staff.
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 Chamber, the Airport Authority, and the
Hotel/Motel Association do no formal market development together
on an annual basis.
8.
RECOMl'1ENDATIONS
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.
(1) 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 asa 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
3.
development and implementation of a city-wide marketing plan. We
believe that the City, County, Airport Authority, Chamber 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 Chamber 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
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 monjes 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 Hammer,
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 lS
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:
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.
1.
2.
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 Hammer, 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.
Hammer, 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.
RECm1MENDATIONS
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
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TOTAL
-~I- ------ --- --
~';I ENTERT~;~~ENT '" "POKY' $ 38.580.::;6
__ ::1; '.: ~~~~~;e~~~'af;)-----------__--b5~Sll~~
, Novelties (1) (2) .00
ll~ ~~~;ORTS renL-_:T:'_ _______ ___$104 .554.31
_II'" .:., Food & Beverage
:(~. .' Catering (1) (3)
b.'I-~ OTHvHOVOlt'" (1) (2)
_ [ TOTAL
-, f," ~~:~& -:0 '" ago -----------,-
Ca te ring (1) (3)
TOTM.
1981
BICENTENNIAL CENTER REVENUE AND HVHNT ::5TATl::5TlC::5
1982
1983
. '.
'1'.,1984
~986_ - --$~ 9'::: 00 $ 42::::. 12 1-$~-:9::8. 14 $ 82::::.;:--
-2~9-9~S"---- 27,422. 42 ,-.53T49s....26__HO~.995 71
5,268.61 5,715.68 ~ 4,023.84 6,363.07
_____ ____ ____n_~_ 81_, 0=5 ~ 47__ $ 76, 096 ~~ $115,497..84 _ ~~69, 532 :_~7___
$ 70.384.00 $ 49.052.46 $ 37,816.25 $ 35,708.26 $ 31,043.58
94.906.08 n,~ 5', 60,389.27 ~ -54,.649-..38 40,497 86
1.871.91 2,217.06 2,204.93', -
20,029.48 9,838.20 6,764.63 10,761.44 6,984.27
--$..lSJ-rl91.', 7 $B~6~T 29--, $107,175.08 r- $101,-119..-08- - $ 78 ..52L1~
(4) (4) (4) (4) (4)
1985
$ 20, JI,4. 02 $ 19,527.30 $ 42.959.51 $ 40,786.29 $ 36,050.% $ 48,777.62
- .~-_._-~- __ ___.19.782.25 10.984 11 16 29l, 99 8,601 19 23,8SO_-47 20.0:53 63
.00 .00 .00 6,104.07 5,855.00 5, 138.40
$ 40,126.27 $ 30,511.41 $ 59,254.50 .$ 55.491. 55 $ 65,786.43 $ 74,469.65
.00
55.159.49
82.739.24
__ ----, 00 -
UJ7,898./J
$ 78.082.09
125.256 (.8
.00
.00
$2~3a 77
.00
$ 66.309.01
117,519 95
.00
20,198.74
$20', .027 70
$ 65,815.74 $ 43,574.89
,...,)25.282 69 51,011 95
',C' 1.269.76 - '.. .00
,"-s 19,257.97"'; 10,160.48
; '7' $211, i2~ Hi :',; . $10'" 7~...J'J,
(4 )
.
. . ;,_.<~;:~:~..~:'
'".. ;~;::. ';~:j~ r-
,00
.00
$ 48,312.91 $ 30,558.67
70,978.23 26.453.78
----.-00------...-0.0--
$119,291.14 $ 57,012.45
$;:,30,322. HI .
-27.297.70
'19.930 42
$ 77,550.30
_ ._____.$114... 084-07----$..145...-922 30
168,495.30 207,219.02
$282,579.37 $353,141.32'
14.2%
lLO~
48.8%
13
EVENTS BOOKED
Convent ions t, T Ladesho\<ls
rtaiumen.L..1it-SpOl' r <;
Sports
Other
179
211
13
lq
TOTAL
8.6%
"7 h~
33.8%
13
?l
'$139....8.2J.......l..9
180,467.46
$320,294.65
18.5%
h'l 7"L
17.8%
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125 110
__--1.~_ _ --_----I6G
lLadeshows._________dm_8.800._________~--- 75.532
& Sports 53,944 102,688 187.689
164.926
22 . , (.d)
TOT.\!
14S-...1:t2 --------
2(.1,405
- 3 4~S1.5-----
298,036
:,t)i
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___(1)~981-1982 - C~:LeL iat; [, Novelties \<Ien: included in fuod-&-.Bevc.~ -
(2) 1983 - Nuvelties \<IDS sepaLat~d
(3) 1984 - C:lteL'ing was s(,pDrat.~d
(I.) 1')85-1990-"1,- .. r:.,."...~ :It'' "Ill".l ';':1"""
$136,924 "I
207.743.80
, $344.668.01
16.1%
h 1 l."i.
22.5%
25
32
219
276
61,605
153.264
58.591
273.460
$ J..2-,S-J~7-$
59,156.60
95.73
-~J7T-4~ --
$95,722.63
$ 16,273 52 $ 22,102 84
30,167.87 36,672.03
190.34 ,00
--$S :h4j9-------J~-4~9_...94--
$ 47.583.39 $ 62,261.51
$ 45,960.44
31,787.62
23,.-4S6.3S
$101, 234 .1.4
29,526.58
67,774.69
706.43
4,945.03
$102,952.73
$ 43.583.06 $ 37,506.68
21.251,93 18.859.29
--lS-.-1-80-,-)~---14 .2~T07---
S 83.015.34 $ 70,634.04
$ 32,133.13
19,608.85
- 18,538.49
$70,280.47
$ 34.695.77
114,130.32
Z6-,.3 47...ll
62,541.10
530.27
-5,1'l!....97..-__A..A65...3.6.___
$ 94,596.45 $153,291.45
$ 30,952.19 $ 34,695.77
113,447.37 132,538.44 .
- . -7-, 299~6---_____4+99.!L5.5..-._.. :
$151,698.62 $172,233.76
$l4J.~S5-9--81----S1S4,~2...--$1('9 rO-79~01-$142, 434.08 1- $15().,..986~30--$182S0!L3L-1
177,491,77 222,090.45 216,899.41 214,070.42 311.925.69 390,974.58 I
$319,351.58 $406,937.97 5385,978.42 $356,504.50 ,$462,911.99 - $573,583.89 .
---- ---::=--- - (oth1r)$47~:~~::i~~58~~~~~~~f
18.:3% 21.0~G 21.4% I 25.0% 29.6%
',6 0% 3:""0;1'% - 30.0% ----21-...8% 2fi..1~
15.3% 24.8% 28.9% r 20.4% 13.7%
20.4% 18.3% 19.7% I 32.8% 30.0%
.._-_._-~- .-._+
20.6%
32 8%
14,9%
31.7%
15
ll..-- to
24
248
- -- 29&
26
10
24
222
-282
20
--.J--
21
192
~L.O
18
17
203
..---.--..2-48-- -
73 . 3J2----97,.SO 1-----103 ,024-- ------10l-,-J.7
36,545
169 487
S2, 157
331,761
40,499
1'32,1351
-G4r329-
38:;,480
61.609
Ill, .1.27
.52,;165-
3J1.I,25
61. 316
120,960
---5~T(l,)4...
31.0, 104
------.--.;------
,
25
15
8
270
318.- .
26
14_
9
318
_.361___.
109~5U
114,800
53,791
65,731._
343,836
118...592
100,064
79,081
... ___63..12.2.___...
359,849
~ ....
1 SALARIES-regular 5193,657.90 $221,616.48 $235,035.66$-':'$256,566.38"$266.561.32 $283,905.12 $283,908.94 $310,030.47 I
: SALARIES-part-time 33.797.08 30.510.04 29.769.14 ;'\':.,:,--.),9,726.19 22,975.65 34,707.70 37,997.14 24,933.11'
---TELEPHONJ;-,--- 7,453,4R 9.234,6:1------ -8,232.{)9"""5,#4-,-27 ~h-408;89 --- ------3,797:-12-- ---- :;,976,11' ---5,556:90
EMPLOYEE DEVELOPMfNl 6,672.65 5,023.04 4.984.07 5,082.55 4.159.91 7.153.94 6~8:;7.1~ 4.363.78
POSTAGE 1.773.83 1,977.55 1,258.16 1,260.40 1,885.01 1.523.64 1,658.36 2.474.85
Rl-NHNG------OFHGE-FQRNS ----------;607--r-3fi _ 78. ~5 , . 'j' 587 .00 .,--~;i'. .<SI8.24.~~._ . 48~ 2,218..-94-r5'h-50- 472.06~1-.
'';"ADVERTISING & PROMOTION 4.069.24 5.255:20: I.. - 9,989.05,..;;:,:;;...(121923i88.~~~J,'<18,341.98 15,103.78 14,756.25 21,950.53,
".7~ENT'':''Mach., Equip, Vl'hic. 3,079.31 3,565:91.~Y"" 2.57L61<4~~~'3;217;93h~;"i 2,496.31 3,025.13 2,721.32 1,865.38'
1--- DISP9SAL CHARGES 1. 360,00 ---------30469. 25 - -----h94~hOO .- ' .' 3, 1~-e9 3.839 .Olr -- -- -1,-.514---;-09--'- --4 ;1)5-5~00 - ----Ir,--le6--:-Q0 --
OTHER CONTRACTllR\L ',n:nCTS 10.361.16 20.515.13 19,316.23 21,773.33 14.427.20 16.267.21 25.994.02 19,217.73
EXPENDABLE IDOLS 614.79 509.35 448.89 1,083.06 1,582.33 1,601.27 1.375.42 462.21
~-SUPPb-IE5------ -- ------h----~~_aT2+ 3,323.19 2,358.&3. I. ~2,522.2&. ..... 4,146.97 3r-l-58--.f4 3-,-645-.-59- 6,28-1-:+5--
-I~:..".,F. UEL & LUBRS - heavy equip 612.14 " :~989~10 ':,~:k;.'i .. 735,:,,84,:~'~:~:.~,~611.15~:',;\ 531.03 442.32 : 376.79 587.33!
, . ';~:JANITOR & TOILET SUPPLIES 8,766.66 6,898.60.:.', - 8,538.42;':f*:;t\~8,621.79:;.:_. 7,36~.~7 11,761.18 7,501.33 8,159.45 i
--MA1N-TENANGE- v"hi des - & "'flU ip --- - r" 268-, 3-9----4-.g8-~rl9-'----~, ~22. 75 . 10 157-1,12 - 9,451, )<}----l-2- r392-~9l------9.-3-78.3q --.--8, 483-oBO -,
LA\\N, L\NDSCME, CHfJllCAL SlIPPLY .00 1,074.42 2.520.29 1.627.12 1.997.19 ,.2.000.00 1.999.67 2.130.32
. WL\RU;G APPAREL 1.724.74 490.15 415.48 2.617.22 552.25 1.084.26 1.713.71 983.15
~-M~P--AIF.S-&~IAI-NIm_- ------l3--r40;Z~H 12,425 56 . . 9,726.3'", 1'" 70LI.lJ 14 .J4+-.--S~ 14 .5~2 13,777 .53
,.,l~REPAIR - Furn. & Equip 667.30 '!18L9t'~' 1,186.15 ~.~:-~~;~i;~:1.i168:05 .00 .00 .00 .00)
''iijREPAIR - radios 388.12 '485.66. 917.46 ,_:';:~'; ,,411.87 .00 .00 .00 .00
1--C-;;~T~'lG~:CJE~ .00 -n--n..--.-~O~--- .00 10.000.00--~~'56~.G~ 30,000.00 .Oil ------.- .(11)
REfV~DS 925.00 315.00 200.00 .00 635.44 215.00 .00 .00
'," ORC4NIZAllONAL.-DUES.- 450-..00 1.171 00 9)5 25 . . 1.261 62 1, 56:.L.-S2 1, 2~2-...a8 .lT4u...o 1 1. n;z..,.8:l---- ------~107..29 2..288~ 86
I. .,'; CONCESSIONS - Misc 53,382.50n;468:98~'(.78,322.97 ~.:~:;"'~65i820.14 ~ >:45,920.91 61,022.51 74,745.11 73,143.83 r 120,884.31 153,631.29
;:. :.-,~t~~~~j~~~.~~s~.contributions_ ____~_,~22.83 _,." '{f;:f~:;~b01rl';I,:~;-: (:'W'~loojl'" "~;~',j':" }OO~~~~.'~~;~ 8,679.07 11,228.94 l1:~~~~~~_.n 12,686.981_.=~:~~:.=:___~==~:~=:~8
EQUIPMENT .00 395.50 30,144.01 18,488.34 4,032.50 15.930.29 7.883.23 19.378.83 21,804.86 22,379.85
FURNITURE S: FlXTl'RE:3 .00 .00 12,704.12 7,354.33 575.00 425.00 17.&50.99 .00 -0- -0-
I.
BICENTENNIAL CENTER EXPENSES
- - - --------1----
':. '..
" : t'l
.......''J'
1 ------ -.-
.__r.... _"":~~,,~,J'"_
1981 1982
^ctu~l Actual
1983
ActU:ll
1984
Actual
1985
Actual
1986 1987
Actual ActUDl
1988
ActUDl
I 't UTILlTIES
; BENEFITS
f-: . ~ .
1 -_INSURANCE
$ 88,892; 15 ;;'~~: $. 97,683.41: !{'$114; 080.77 '; ',$126,665.23
44, 530 ;87,iil~' '.46,181. 60 <t:r'rW:(51, 975,41 s.;,.
2L53000r~c' ]9,306.'0(F':(!"'~'.~17',99100 '.", ?J 90LOO
$ 76,470.02.
37,780.00
-.. -.-- 20....126.1)0
$102,939.26
24.63-6-1l0
Sl.'BIOT,\L (nr; P'lrl:'r> r )
$595,701.56
$668.907.47
$542,173.56
$542.S03.17
1 UTILITIES (Paid from Genet-al Fund)
BENEFITS (Paid from General Fund)
- . -- INSURANCE (Paid ham Ceneral Fund)
'.~ .~.. }'-
:'~~-'~'. "-,..
61,547.30 69,710.63;
96.786,97 112,236.87
64,130.02 65,712.68
26.679.00 . _ 32.lt.2_.QO
,,~' .~.
.'
I'IJT_\L r:{['p;'~E::
. ~ENUE GENERATED BY BICENTER --..
% OF EXPENSES COVERED BY ABOVE REVENUE
$570.008.52
$660,609.25
$6)).432.62
$495.59:1.38
1989 1990
Actual Actual
$325,559.92 $356,067.43
45,682.79 - 63,611.99
- --8;185,73---12~357.40
11,103.97 4,442.58
2,295.92 2.380.31
893.-45 , ..,-845..50
24,877.21':1; 17,253.03
454.96 683.79
..-.-4 ;364 ;51----3,819. 84
28,811.29 39,706.07
1.751.46 408.53
6,210.47 4,538T34
423.95 593.58
.:,.
6,924.93 10,220.58
.-.-4; 075 .8~-- - -3,751,22
1,632.46 1,343.52
2,103.57 1,305.29
13.889T62 1~~0
$645,915.64
$737.719.38
113,117.32
71,340.23
36,757.46____
*112.497.09
77,374.19
22,094.11
$282.579.37
57%
$344,668.01
: .52%
$657,248.86 $738,618.10 $72'1.769.75 5752.5'14.72 $867,130.65 $949,684.77
.- -" ------._.~ --- -_._-- -
$319,351.58 $406,937.97 $385,978.42 $356,504.50 $472,196.16 $581,236.52
49% 55% 53% 47% 54% 61%
--.-----.--. - ..- -- - - . -, --- ~_.. --
521,:;.()on no S:10n.()oo.OO S ~()O . nrJO , ('I) S-:OO. IIOr) , >II 202.922.63 200,000.00
--_._-~- -----.- -------- ----.-.--.
$355,141. 32
62%
$320,294.65
51%
1
S225.000.00 $:;G5.000,00
52-;0. ('0(1_ on
$265.000.00
I'_\.~!f Cd p",[I'J
lOI.\L P.ECEIPTS
~5J2.. 579_.J8 __SS8QJ".L.J~S-'i8S..2.91LJI')
q; ~8 ,,~J5l.5 8. __-S2D.6..9J L..9.L__ __ S::;8.3..97 8.. '.2 _ _Ss.:;_6..3.D.4-.50.
)fiOq,fifiR 01
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$675,118 .7JL____$781.....236. 5.2
*Dec. estimnterl
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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 9,700,000 economic impact + quality
of life.
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SUMMARY
In concluding this report, we would like to re-emphasize our
recommendations:
1.
II.
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
Center and Kenwood Park facilities.
Investigate purchasing a large screen and related video
equipment for the arena.
2.
3.
STAFF AND ~1ANAGE~lliNT
1. The marketing function should become a major assigrunent 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.
38
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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.
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IV. FACILITY UTILIZATION
V.
Monitor rental rates.
1.
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.
6.
7.
8.
9.
Provide greater autonomy including the ability to discount
rents and to co-promote.
No further investigation of privatization.
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
come. 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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1989
October 10
October 17
October 31
November 16
Decem ber 2
RECORD OF TASK FORCE I\IEETINGS
1990
January 20
February 10
February 17
March 17
March 31
May 7
June 2
June 14
June 26
July 21
August 7
August 25
September 13
October 13
1991
January 17
January 24
March 16
April 10
April 13
April 16
April 30
May 14
May 22
May 30
June 3
June 6
June 13
THERE FOLLOWS A LIST OF MATERIALS AND REPORTS
STUDIED BY THE TASK FORCE.
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PACKET #1
1.
Introductory Conunen ts ~'lhich Appeared in our 1989 Budge t
2 .
Economic Impact on Salina of Conventions and Tradeshows
Held at the Bicentennial Center in 1988
3 .
Memo dated October 24, 1989, Conunents and Explanations Relative
to the Revenue and Expense Annual Comparisons
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!1pling of Letters and Event Critiques
PACKET #2
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
3. Convention and Visitors Division
4 .
Resolution Number 86-3870
5.
Charter Ordinance Number 22
6 .
Agreement
7 .
1987 Local and Non-Local Events
8.
1988 1988 Local and Non-Local Events
9 .
1989 Local and Non-Local Events
10. Recent Letters and Critiques
PACKET #3
1. . Memo dated January 3, 1990, Material 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 Co~vention Center
..
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5 .
Leisure Management I~ternational Material
6. Ogden Allied Facility Management Material
PACKET #4
1.
2.
3 .
4 .
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
Interoffice Communication from Iowa STate University
Facility Management Alternatives
5. Iowa State University Report
6 .
Iowa State University, Request for Proposal
I PACKET # 5
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1.
Memo dated January 18, 1990, Financial and Statistical Information
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
PACKET #6
1.
Memo dated February 7, 1990, Concerning Packet #6
2 .
Information on Capital Items
3.
Contract Management Material from Spectacor Management Group
4 .
Attendance 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.
4 .
5.
6.
7.
8 .
9 .
Senate Bill Number 437
Senate Bill Number 164
Letter to the Editor from Ben Frick
Questions for Roy Saunders and Doug McGlaun
Letter dated February 8, 1990, from Will Rogers Memorial Center
Biography on Doug McGlaun
Biography on Roy Saunders
HANDOUT 2/26/90
1. Memo dated February 26, 1990, Articles in Public Management
Magazine
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2. Car Tag Survey from Monsters and Mavericks winter Nationals
3. Letter dated February 15, 1990, from Midwest Marketing
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PACKET #7
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1989-1990 Tournament Statistics
1 .-
2.
Summary Report Prepared by Roy Saunders
PACKET #8
l.
2.
3 .
Memo dated March is, 1990, Concerning Meeting on March 17, 1990
Mission Statement Draft
Options for Task Force Consideration
HANDOUT 3/17/90
1. Preliminary Costs for Remodeling from Bucher, Hillis & Ratliff
PRELIMINARY REPORT
l.
2.
Memo dated March 29, 1990, preliminary Report
3 .
Rough Draft of Preliminary Report
Revised Draft of Preliminary Report
Final Memo Dated April 4, 1990, Preliminary Report
4 .
:J .
'Final 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 Russo
2. Letter dated April 23, 1990 from Frank Russo
3. Service options for BC from Ogden Allied
4. Performance Spotlight on Ogden Allied
5. Market, Financial & Operations Analyses for Fargo, N.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. I1anagement agreement between OA and University of Hartford
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Hl\NDOUT 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. Management agreement from University of Hartford
6. Chamber statement of lncome
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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
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PACKET #13
1. Proposal for Hammer-Siler George- Associates
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PACKET #14
1. News article on Pershing Renovation
PACKET #15
1. Memo dated July 10, 1990, concerning deficit
2. 1990 Budget comments
3. 1991 Budget comments
PACKET #16
1. Article on Convention Centers
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PACKET #17
1. Article
..,
-' .
Article
i\rticle
"Convention Center Continue on Course"
"Balancing" "The Economics of Family Touring Shows"
"Contracting Versus In-House"
2.
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PACKET #18
1. Memo dated 9/20/90, Survey conducted by Bell Associates
2. Survey Regarding Public Subsidy of Convention Centers
from Bell Associates, Inc.
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EXHIBIT B
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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MA~KfElr~NG
PLAN.
~ 9)(89)/9)0
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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 \VORTII/TAHH;\I-..rT COUNTY CONVEilTION CENTER
1989-90 l\1;\RKETING PLAU
SECTION ONE:
SECTION TWO:
SECTION THREE:
1.
II.
III.
IV.
SECTION FOUR:
1.
II.
SECTION FIVE:
1.
II.
III.
SECTION SIX:
I.
II.
TAtitE OF CONTENTS
~IISSION STATEMENT....... ........................ 1
I NT R 0 V lJ CT ION.. . .. .. .. . . . . . . . . . . .. . . .. . . . . . . .. . . .... 1
SITUATION ANALySIS....... ....................... 2
rvlARKETPLACE............. ...... ............... .............. 2
III s'rOI~ Y... ... ...................... ................. .......... .... 2
REVIEW ()F CURRENT PRODUCT........................... 3
CO M P E TI TI 0 N ................... ................................. 3
1\fARf(ETlrJG PHILOSOPHy.......................... 5
I~EsFon~;"31UTY OF TIlE FOR I WORTH
CONVENTION AND VISITOR'S HUREAU.................. 5
RESPONS I HIUTY OF THE FORT WORDr;
TARRANT COUNTY CONVENTION CENTER............. 5
I'r~OVlH.T PIIILOSOPHY.... ............. ........... 6
1i\-ll\GE IlUILDING............. .............................. 6
KEY f'\l/\'~[(ETING ISSUES..... . ........................... 6
INTER;\( 'lION WITI-I THE FORI WORTH CVI3 ........... 8
ilIAHh.EI /fit; STRATE<;IES.. ........... ........... 9
l\rAI{/(EI\EGMENTANALYSIS ............. ............. 9
j'l .\1) (I \eT/ON .............................. .............11
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III.
IV.
V.
VI.
SECTION SEVEN:
1.
II.
III.
IV.
V.
SECTION EI<;J1J:
SECTION N II'..J)<'
SECTION 'I ",i~:
1.
II.
APPROPRIATE S I'AFFING ........................... .......
MARKETING Ml\ I'ERIALS ............................ . .. .. . , .
Bill P ARTI CIP A j ION .................................,.......
INDUSTR Y COW'ERENCES ,........................".......
COMMUN ICATI ON PROGRAM.............. .........
COMMUNITY RELATIONS.....................................
INDUSTRY RELi\TIONS .. ......................................
GOVERNMENT/\ I. RELATIONS..................... ........,
MEDIA RELATI( li~S ............ ........................ .........
INTERNAL CU r.lMU N ICATlONS ................ ............
ADVERTISING ,\ ND PR01\IOTIONS.................
SUMMAH.Y ...... .. .... .... ......... ............ .......
E X II I nil' S . . . . . .. ...............................,.......
LETfER OF UNIJl ;RSTi\NDIr~G BETWEEN 1'1 II. FORT
WORTH CITY ('( llJNClL AND TARRANT COUN ry
COMMISSIONEI~ S' COURT
BOOKING POUt lES AND PRIORITIES
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,'II' CTION ONE:
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fdl.';.)H)N STATEMENT
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The mission of the Fort Worlll.' 1:11':1111 ('J1unty Convention Cenlt I is to serve as the keystone of
private and public assembly C\'('llf" ill "Olt Worth and Tarrant ('llllnly. Firstl\', by generating a
community economic benefit ",hit II '."ill be stimulated due to SIl'"llding by people and business
from outside the Tarrant COlllllv CClltlllllllJily. Secondly, to house (".'('nts which !!lay be attended by
local area residents, promote Il)call"I<;inl~';S activity, and generallv enhance the quality of life for
the community it serves.
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,',; I CTION TWO:
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','1' ROIH]CTION
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The purpose of this p1:ln i'; 1(' 1\' I' rrccc marketing effe.I': a highly d 'lined direction rOt
the corning year. It will S'/V( '::1 I '''fll, r that certain m;u'kets all,' IlIore atlaill:i!l!e than others and
our efforts should be eha/ln::L 1 ;W,.; I;l1lly.
This marketing plans Slrllctu' "Ii,
receptive to new ideas alld, t" r (,1, '
to time.
:" II that, while offering' jll'Cific guicl<'ines. it C.1n remain
I,.. Ilcxible enough to makf' 'he necessan changes fn,)m tilllt:
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SECTION THREE: SITUATION ANALYSIS
l. MARKETPLACF
Fort Worth, Texas is located ill Tarrant County which is in the north centl al portion of the stalt'.
The city's population is 459,000 and is home to suchcompallies as American Airlines, GencLd
Dynamics, Tandy Corporation alld 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 (If
the "old west" dear to it'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 1111 l:ctiun of the Convention CUller and it's current challenges, Ollt:
must be exposed to the history or the tluilding.
With the opening of the Tarr;11 i( C'ounty Convention Center in 1968 it was considered t k
premier facility of the SOU (/l\vt" < I Sillee the beginning, the ('l'nter has been owned and operard
by the people of Tarrant (~OUIJI \' Before the Center was hllilt, the land was a collection (.1'
decaying buildings that hud beC\1I111: a shelter for the city's homeless. During the "Wild West" da.' "
the area was known as " Hell's I hit. Acre" consisting mainly of rowdy bars and saloons.
In 1968, the Central Busill( ss 1)1 "jet v.'as itself economically stagnate and there were few SUppl"!
services that nomlally prO"ide ;1' I,' ast the foundation of busirll'ss for a convention center to W(1r~;
from, such as hotels and n:.<;t:Ull::litS. r~ven today this contimws to present a problem. Howevl".
the introduction of the COllventic 'II CCllter was the spark that i).:nited new interest and hope for tk:
downtown area.
During the 1970's Port V,', Jrth ',' " : ;, premier site for cancel I tour circuits. During the conCl' (
years, the TCCC housed suel, ,tS;lS Chicago, Kenny Rogers, the Ea~Jes and Elvis. EVl'1
though the concert businc'\s pr "'! tICl'" a high volume of income, the damage and aging to tl:.'
building far surpassed tll<' prolif Nut until this year have efforts been made to upgrade th,'
building's appearance.
In 1981 the TCCC fwd it',. mo' IICt'.'ssful year in terms of event Jays. I fowevcr, in 1986 11,-
Texas economy hit rock b(''toni . ;jfJ the downturn of the petwleum industr\'. Fort \Vonh was nl't
as severely impacted as ot/;'.r ci", . in Texas because of it's diversed economic base.
Today the Fort Worth/l'atl!l1f ( ""'Ity I'onvention Center is 011 the rebound, The entire staff, fro' I
the Director to the flour per SOllW I, hi' ,e a more service orientcd attitude and the bu ilding itse If "
undergoing changes to help to (<Ii; it into the next century.
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III. REVIEW OF CURRENT PROOUCT
The Fort Worth / Tarrant COllnty ( 'ol1vcll!ion Center is located in the heart of historic downtown
Fort Worth. The twelve block expanse (:111 under one roof and on one level) is divided into three
basic units: a 14,000 seat Arena, ,,(,lIO{) seat Performing Arts Theatre and an Exhibit area, which
covers 145,000 square feet. In addition, there are 25 mecting rooms varying in size to
accommodate 10-200 people.
In 1983 the East Hall (45,000 sq. Icet) was added to the building, along with an 825 space
parking garage, which is linked to the main building by a pedestrian bridge. :)lllce then, there has
been no major construction.
During 1989 several project:; ha\'(' lith, , been started or compkted. Thc West Hall has been
painted with brighter, clcarel siglldf',C (l'le of the most exciting ;,ldditions this year has be~n twn
new movable partition walls. 'Ih~ 10(1.000 sq. feet West Hall'can now b,' broken down and
divided into increments of 20,()(){ J <;, I, f I , allowing for greater versatility. (Jlher improvements
underway include: new seat:, in tlw ,'\n'lla, a new surveillance system, and replacing the west
side pools with landscaping. Projl'/I, n'('ently completed include: a new n,\)f and painting the
West Concourse with a new color ";Chc/llC. Before years end, new carpet is expected along with
some upgrading of the meeting [QOIIIS.
l v. COMPETITION
The concepts contained withlll Ihl . I lUll Ire directly correlated tll the expl{.. ive growth of the
meetings and trade show indl!';!r)'. ! J,js )"()wth has given rise to the construction or expansion of
convention centers all over tile W41t Id. ,'" a standard component of any m;I./(lr city, convention
centers have become the ultillJate 1)1 Ille\ I ing and exhibition venues complel" with the latest in
modem technical equipment. ('aei/lil S ;"'d services. The meeting and trade show industry is
becoming extremely sophistipred, 'I'. I i" ;, ~ys modem world, convention cell;~~rs must be able to
meet the demands of these sIlO\\' (1!!lIIi.., rs. However, older facilities, such as the FWrrCCc.
are being forced to renovall, JJI.d! a{I litions, and become JJlore creativl' in making cost
concessions in order to COlllpetl' 1\' 're than ever the COil vention busll1ess is extremely
competitive. There is no \jue:,II()fl ti ,: ,e'., rallarge scale markel<; are out afOUl reach due to either
lack of space and/or area hOflllCl""" j'owever, the FWrrCcc has located it's niche and will
concentr~te it's efforts in tho~' are,l' \11 ~Iaboration of the priority markets " ill be discussed in
Section Six.
Since the building is a multi. 1'1 pc .tCl ly, there are a variety (,( markets tll,' fit into Our niche.
Therefore, the competitioll V;!' il~S;f "n]; 'g to the market segmel1t being s{1":~ht. For example,
our "competition" for cOlmlll'lIity. 'III ,lOd local business met.:tings is Wil' Rogers Memorial
Complex. However, in this :,itu;1 lil, . i.e word "competition" ,hould no! I.e used in its true
context. The two facilities ;)oth. ei,' their fair share of Ihis busines' and our working
_relationship with their staff i C\i : i lit Both facilities realize the importa"'.:e of keeping the
business in Fort Worth, rather than I,. !JIg II to another nearby city.
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In the state association market, Fon Wonh would most likely be competing against otber 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 tbe
convention facilities vary a great deal. Beginning in 1991, Austin will also be a contender in tbis
market. Recontly, a bond was passetl 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 nonh Texas city has is the DallaS/Fon Wonh International Airpon. In 1989,
DIFW was ranked the second busiest airpon in the country. The airpon 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. ~ESPONSIBILITY 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, th.e Bureau is responsible
for general promotion and advertising related to the Convention Center, along with providing
housing services and other convention services related to the conventiOn/trade show markets.
II. RESPONSIllILITY OF THE FORT WORTH/
TARRANT COUNTY CONVENTION CENTER
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 Departme nt
will solicit and follow-up on all business in the following markets: Consumer shows, local
meetings, performing 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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SECTION FIVE: PRODUCT PHILOSOPHY
I. IMAGE BUILDING
To effectively market any facility the size and age ef the FWrrCcc, a positive image must be well
established. In industry terms it is knewn as "Identity". With cDmp<;tition being so. fierce. a
building's good reputafion or track recDrd is crucial. Our Center has been successful in
maintaining tep quality service - "CustDmer Service" being our tep priority and Dperating
philosophy. Considering the ameunt ef repeat business we receive. the efforts have ebviously
paid off. In 1989 the Center housed 18 pieces of repeat business. several which utilize our
building en an annual basis. Accerding to. pest event critiques sent put to. each client, eur average
score for 1989 is a.2, on a scale of 1~1O ( 10 being the highe$t).
With the current n~e change of the Center frem the Tarrant Ceunty Cenvention Center, to. the
Fen Werth/farrant Ceunty Cenventien Center. a slight cenfusion has arisen. Local residents of
the Metroplex and even people in many ether parts of Texas, centinue referring to. the Center by
it'~ original name. However. where national meetings and conventiens are cDncerned. chances are
that a strong name recDgnitiDn has net yet been established. The additien of the city's name to. the
building is a positive change far identity purposes. NatiDnally. more people have heard of FDrt
Warth. as Opposed to Tarrant County. HDpefully. 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 ene way to increase nap1e recognitiDn and eur associatiDn with the
city. thus, helping to generate the 'Team FDrt Worth" attitude.
In summary. if a Center's identity is based Dn hDW it is perceived in the eyes of po~ential users. our
identity is solid and positive. This is attributed to a loyal staff with respectable tenure and
coPlIIlitn:Jent to excellent service.
II, KEY MARKETING ISSUES
Selected issues listed below were discussed in detail in previDUS sectiDns Df this plan. However.
the purpose of this section is to briefly highlight the mDst significant issues or oppartunities that
will affect our marketing efforts during this next year.
Buildine Imt>rovement~ - All the exciting changes currently underway will undoubtedly make
the Center more attractive and usable, thus producing a mDre desirable product. The ability to.
point out atready completed projects and these currently underway serves as an excellent sales tool.
However. in dealing with variDUS CDntractDrs, certain projects may be prolonged due to a variety Df
reasons. From this standpDint, mentioning renDvatiDns to pDtential clients may be more damaging
than helpful. Great discretiDn and careful evaluations must be used before any "promises" are
made.
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Changes in CVB Personnel - Recently, many personnel changes have occurred within the Fort
Worth eVB. 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 to assist the new Executive Director and Director of Sales wherever necessary.
"Team Fort !Vonh" attitude - More than in years past, the nospitality 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 "buy-downs". The Ul>e
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 tne Center to be more
competitive with rates.
New Collateral Materials - A new four color brochure is currently being developed, which will
provide our staff wittl a more attractive sqles tool. The printing of new business cards is also
underway.
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Name 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 \VITH THE FORT \VORTH
CONVENTION AND VISITOR'S BUREAU
The ideal situation any city can present is the harmonious relations between their Convention
Bureau's and their Convention Ccnter's marketing efforts. With this in mind, the Fort
Worth!Tarrant 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 information 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 menl iOllcd working relationship, the two entItles will hopefully
accomplish a more unified sales el ton as it pertains to the facility. If clients are receiving the same
messages from both the Center and Bureau, it will develop closer communications and, most of
all, provide an atmosphere that fosters the team effort spirit.
In the near future it will be the suggestion of the Center's Director to hold joint weekly meetings
with personnel from the hotels, CVB allLi Convention Center. In another major convention city,
they are currently holding joint I1lceti ngs and have been very successful in booking future
business. The downtown hotels arc in competition with one another, as they are in Fort Worth,
but they come together once a week to br'jng 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 \\'ortl1 meetings will be very similar, but may also include:
a) Discussings past and upcoming conventions. " 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 cily.
c) Cultivate unified dates for parl iClIlaJ events. If a potential convention is flexible with dates,
discuss what date should be presented to best suit the majorities' interest.
d) Formulate selling strategies alllj I TOJl lotions, in advance for any shows where the Fort Worth
booth will be displayed. Before II1ajor shows, such as ASAE, a game plan should be in place.
This game plan should illclude (Il~ci:-; Ions on issues such as give aways, a hit list of the most
important prospects, and a prize t, lr tll''': drawing.
One topic that should take priority ',\: II be the possibility of developing a new Fort Worth backdrop
for the booth. One suggestion may i'l to I, rcate a collage of pictures high! ighting the cities different
areas, such as one picture or dOWIII, IWII the stockyards, the Convention Center and the cultural
district. These large scale vi<:ual ilidcs 01\Y serve as a more effective sales tool and make it easier
for the potential client to visualize hHt \\flrth's diversed attractions and appeal.
Most importantly, these llIeetillgs \\ I tldd I,~ one more way to help generate the "Team Fort Worth"
- mentality.
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SE(~TIO,'i SI\: MARKETING STRATEGILS
I. \IAHKET SEGMENT ANALYSIS
SECTION A
The first few markets that will h: dj-:cussed are the ones in which the Critter's Sales DepartnH'nt
will solicit. Our Sales DeparttlKllts tlrget markets should be those with the highest yield (in terlllS
of revenue) for the facility witllill the 24 month period.
CONSUMER SHOWS
In most cases, consumer show.; j\rm tde the highest yield for the facility. They utilize not only the
exhibit floor, but also p;'rkin~~ "'..! ( 1l1cessions. Every year these shows draw a large attendal:ce
from the local communitv. Thf' ! Irst 'Iuarter of the year (January, February and March) is the ti'lle
frame for the bulk of the Centn', f)l1 iness in this market. In many cases the show is on an anllllal
basis and wanting to bonK at 1t;1'1 t\', II years in advance. Most of these prnmoters are loyal cIic:ltS
and for their best interest havl' I "I~I! placed on a list insuring date availahility. See attachme:lt _
Exhibit II - Booking Policies all(! I'Il'I:edures.
CIVIC/COMMUNITY /LO( ,~!~il':ETINGS
This market is one to bl' appllll.'htfi in a different manner. Participatin~ in local aCtlvItIes 'l1d
being visible in the C()mmllll il I' i one way to capture this business. Attending Chambcl of
Commerce functions and HOlt'I/i,lold Association meetings are both incIudoo in the Center's aCiJon
plan. Developing a rar1nershl!\ ,','ili, the downtown hotels will also play an important role in ,his
market. Since the hotel ';ales !'f" 'pk are constantly pursuing this local husiness, the Center 'ill
lend it's services by 01 krin!2 :"'1 '/leeting space, contracted to the hotd, at 50% off (with ihe
exception of exhibit space bt'li! ; 1111fchased by vendors). In this way thl: hotel will pick up th~ir
sleeping rooms and the 1''\Vn( 'f I, ~ knefits by suppling the meeting space, One great advantaf.' to
this business, is that tile e1illll d, 'es not have to provide the Center with proof of insura' l~e,
because it is already w\'l:red !, ; Ill' : lotel. Therefore, the Center does not lose business becaus of
the high price of inslIfarl<e anI! I: /. I, 'tel does not lose sleeping rooms due 10 lack of meeting sp Ice.
Also, the hotels have tli:.: pal' 1:'i:t1 ' f making food and beverage revenul' because of the Cen'T's
open catering policy,
The Center's staff '::ill'lakt
way possible. With tll< 'iOo/" ./:
the Center, but it may 1,":an t~
Fort Worth.
SHOW PROM01Fl\S cor"
With the addition of F unit.
concert business it did III thl
receive inquiries lor . pact>
advance, but it willllotl'e a I'
and Manager \vi I I we), /, th l
knowledge. New ~h()" s art
faces with experien\.:c I'i;\y an
'rv IIort during this next year to assist: he area hoteliers in Iny
'()I1l)t, this business does nol generate a great deal of revenUl for
I i II, rence in keeping a piece of business (with sleeping room, ) in
)'!I.) / SPECIAL EVENTS
" . ,\ ten years ago, FW rrccc has not received the amOUI of
','(,;, However, the Center's Booking I )epartment continw ' to
I ' 'tes. This market nonnally books 'ix. to twelve montI" in
.. ;. .cus for the Sales Department. Instead, the Ex.ecutive Din tor
11' 't along with the stage managers..vho have the tech, cal
,I, 11Itly being routed through this area and familiar names lnd
, nr.,' I,Ult 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 ASSOCIA nONS / 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 / 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 Fon 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 CONVENTIONSfTRADE SHOWS
It is in this market where our efforts may not be rewarded as frequently because of either the Jack
of meeting space or shortage of downtown, walking distance, hotel rooms. Fort Worth has been
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 10
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 markl't.
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
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)klllg Coordinator On-going
telephone inquiries
3) Continue subscription to Executive Director On-going
industry publications
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4) Create an open market Executive Director
atmosphere with members
at NAEM
r-all 1990
Spring 1990
5) Advertise in Major Exhibit Executive Director
Hall Directory
MARKET SEGMENT - CIVIC / CUMMUNITIILOCAL MEETINGS
Objectives:
To increase the number of events in this market.
Strategies:
1)
Remain inv(llved in community activities.
2) Build rapport with local hotels for overt1ow business.
3) Outside sales call.
ACITON STEPS 1\ ESPONSIBILITI DUE DATE BUDGET
1) Attend FW Hotel Motel ,')ales Manager Monthly $540.00
Assn. meetings and I:xecutive 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. Hooking Manager Monthly $360.00
meetings Hooking Coordinator
4) Attend Chamber of Sales Manager Monthly $360.00
Commerce After Hours Executive Director
5) Remain in const,Ult contact S ales Manager oll-gomg
with the hotel sales people Booking Coordinator
6) Send the G.M.'s up- Booking Manager Monthly
dated calendars
7) Make sales calls Oil local Sales Manager on-goIng
companies
8) Make sales calls 011 local ;)ales Manager on-golllg
organizations and clubs
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MARKET SEGMENT - ;; IIOW PROMOTERS / CONCERTS / SPECIAL EVENfS
Objectives:
Keep an aggressive attitude toward booking fIrst class shows for the community's
enjoyment
Strategies:
1)
2)
3)
Advertise in trade journals.
Call upon various show promoters.
Remain cornpetitive in price.
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ACTION STEPS RESPONSIBILITY DUE DAlE BUDGI'T
1) Advertise in Billboard Ex ':cutive Director
Talent and Touring Booking Manager
Directory
2) Maintain rappon with Ex'xutive Director
IOCaVill state promoters Manager
3) Advertise in Major Executive Director
Exhibit Hall Directory Booking Manager
4) Follow up on telephone B< ,oking Coordinator On-going
inquiries Executive Director
Manager
5) Remain listed in Aud- Executive Director
Arena Guide BI lOking Manager
6) Continue subscri prion E1<ecutive Director
to Cavalcade BllOking Manager
7) Remain listed in Trade Executive Director
Show and Convention Bl ,oking Manager
Guide
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MARKET SEGMENT - PERFORMING ARTS /TIIEATRICAL 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)
Accommodate all three art groups with dates.
Remain listed in trade journals.
3) Remain competitive in price.
ACTION STEP RES PONS IBILITY 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
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 ASSOCIA TrONS
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 PONSIB ILITY DUE DATE BUDGET
1) Renew membership to Sales Manager 6/15/J0 $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 6/J0 $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 5/J0 $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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MARKET SEGMENT - RELIGIOUS CONVENTIONS / MEETINGS
Objectives:
To establish Fort Worth as a prime destination for this market.
Strategies:
1)
Work closely with the Sales person at the Bureau.
2) Become an active member of RCMA.
3) Develop special sales tools for the market.
4) Remain competitive in price.
5) Emphasize the Center's versatility.
ACTION STEP RESPONSffiILI1Y DUE DATE BUDGET
1) Attend RCMA Annual Sales Manager 1123- 27190
Convention Executive Director
2) Develop a picture portfolio S ales Manager 12/15/89
of past religious set-ups
3) Send a follow up direct Sales Manager 1/15/89
mail after RCMA
4) Callan local churches Sales f\lanager on-gorng
for banquets, meetings
or conv. references
5) Conduct tours for Bureau S ales Manager on-goIng
leads Executive Director
6) Follow up on leads
provided by the B urea u
Sales Manager
Booking Coordinator
on-gomg
7) Follow up on leads
provided by the hotels
Sales Manager
Booking Coordinator
on-gomg
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MARKET SEGMENT - NATIONAL CONVENTfONSffRADE SHOWS
Objectives:
Remain persistent in pursuing this market.
Strategies:
1)
2)
3)
Work closely with the Bureau's National sales people.
Assist the Bureau with exhibitions.
Assist the local hotels with their own individual one property leads.
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ACTION STEPS RESPONSIBILITY 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) Te1emarket ASAE S ales Manager Spring 1990
leads Fall 1990
4) Assist Bureau in Sales Manager 1190
PCMA booth Executive Director
5) Send a follow up Sales Manager 1190
mailing to PC!vtA
6) Telemarket PCMA Sales Manager 1190
leads
7) Assist Bureau wi th 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-gomg
ential clients E,xecutive Director
Manager
10) Attend National Assn. Executive Director Spring 1990
of Exposition Manager.<; Fall 1990
Conference
11) Advertise in Meetings L,<ecutive Director
and Conventions Booking Manager
Magazine
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III. APPROPRIA TE STAFFING
Currently, the Convention Center's Sales Staff consist of three positions: the Sales Manat:er,
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
1. Responsibilities:
a. Solicit national, state and regional organizations within a 24 month period
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 / 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. Olherduties as Director requires
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D. Booking Coordinator
1. Responsibilities:
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
ruscretion .
f. Assist the FWCVB and hotel sa:Ies 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
*Inrucates positions not currently bUlJgeted.
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IV. MARKETING MATERIALS
I'rcsenlly, a new fOllr color folder brochu;~ is being produced. The brochure will describe all tIlt'
generul USpt'Tts of ul1three areas in the facility. The goal is to create a quality, general brochure
with four color inserts for each area. For example, a client interested in the theatre would not be
illlertsted ill the technical aspects of the exhibit area. In addition, an insert describing our in-house
food service would also be beneficial. These inserts should be of top quality and have the
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 all
operational standpoint. Properly done, the brochure will tell the organizer everything one needs to
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 tIll'
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 proouced 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 haw
value locally and politically.
V. llID PARTICIPATION
When the need arises, the FW frCCC Sales Department will assist the CVB in their presentations tp
various groups for future business. On occasion, these sales presentations may require on the spot
decisions regarding price, comp:imentary issues, additional move-in / move-out days, etc. Bya
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 to
provide a work atmosphere for meeting planners, show producers, and suppliers alike. It is 311
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) and is in a newly established vehicle for planners,
convention bureaus and convention centers only.
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SECTION SEVEN: COMMUNICATION PRUGRAM
I. COMMUNITY RELATIONS
In general, the public is supportive of the FWn"CCC and there is an awareness that it bring doIlar~
into our community and jobs for our local residents. However, few really understand the facilities
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 1 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 I cOlllLlunity market. The more locals in the building, the morc
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 lllore 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 Executive Director and Sales
Manager serve on the marketing committee for the Hotel/Motel Association and the Sales Manager
serves on the Board of Directors of Hotel Sales and Marketing Association.
III. GOVERNMENTAL RELATIONS
The FWrrCCC Executive Director reports to the Tarrant County Commissioner's Court. The
Center's relationship with the COllrt 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 meeting 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, ami 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, FWrrCCC 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
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
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
At this time, an advertising campaign for the Center is near completion. Using the advertisin~
vehicle in the national convention market for an awareness campaign could be extremely effective.
The visual presentation, as well as the copy, can be designed to relate any message one wishes t(\
disseminate. With this in mind comes the most important question, "What message do we want
to send ?"
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 the
same message. It is the intent, through an agreement, that the Bureau will have the responsibility of
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 II 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 01
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 advertising
campaign will come from the CVil 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 till'
plan of action - Section Six.
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SECTION NINE:
SUMMARY
The above Marketing Plan is designed to allow the Convention Center's Sales Department tn
address target marketing issues and provide clear direction, by which to build, enhance, develop
and refIne ovetall 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 efforl and administer the master hooking 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 Conunissloners' Court,
IIt:ULU IIIrnllC the Hh
,nelAl. Term.
Day 01 !lAY
!'\AT . A. D. 19 t.
. A. D. 19 18
EXHIBIT - I
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0.. thh the 4th "'y .1 ""y, It.. at 10:00 A. M., the IIonoro~h "-holone..' Co"" 01
Tarrant COYl1ty. tell.., recoftVea.ed 1ft l,.c1.1 I.rw, ....ul.r ....t1n. at the Cowrthou.. 1n the
ell, 01 Fort Worth, t.....
II
eo.-t..lon.er.' Court Clark Mvtlll c.alled elM fall and . qllOr~ Hlnl ,r...nl, CountJ' Judll'
lo, l"lllah cll1.4 the ...tlna to ord.r \11th -..aM"1 ,r...nt to-vlll
II
Honotabh loy [hlllah. County Judl" 'r..1dinl
l.1cur. T. Ancler..n, Co_i..lonar Precinct II, Ab..nt
o. 1. V.<<lon, Co_lIt.aloner 'rec1nct '2
loa. "..pton, CO:::z:::l1...ioner Precinct I)
J. D. Johnlon, (oan1..tone, Precinct "
II
and County Clerk. Suz.nne "tnderlon, reprall'ntad 'by her duty appointed naput7. rlltddi. lJood, \lhen
lh. fol1ovlnl ordrn v.r. ..d..:
S9t61
LETTD. or Uh"DUST.urolllC nNHII TAIUlAHT co. 4
cln or rO~T WOUII at: CONVENTION C[lITU APrJOVID
1\07 4, 1988
II
Mow co... Judl. [nalish vith letter of A,r.e..nt wunlaoualy approved by the rort lIorth
eit,. Council. Convention Center Board and [x.cutt... Dir.clor.
Said letter of Underuandlnl .hovn below:
II
lETTER or UllD[~STANlJIIIG
\1here..f tbe partlltl h.reto find it necel.ary and ...1rahl. to l'xpr... their intent regardlDI
the Tarrant CO\J~tJ CODv.orioD Center. this lettel' 01 under.randin, i. hereby executed ,ubJecl to the
approval Dr the Ton Worth City Council aDd the Tarrant Coutlt)' Coad..loner.' Court.
II
1) It 1. .utu.l1,. a.rced that the Da.e of the Tarraat County Convention Center .hall
hancefol'th W chanced to the Fort Werth-t.rraot Count)' Convention Centar and th. 81n.,_
In aDd arouad tM Center viii M cbaD... to ..cfleet tbe Dev a_e.
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2) It 1a Ilrlld tMt the Public tvlDtl Director. or ."..ODe .1,. d..lf1\oWtad b., the Clt., of
Fort \Iordl. .~11 t..Mdlatlly ~c... .. u-offlc1o lIon-"otiaa _bel' of the Convlation
eaatlr \0.1'4.
)) It 1. alreed that tha [..cutl". Dirlctor of the Con".Dtion Center. or '~eon. el..
,t.lllnated by Tart.nt CoUDty c.:-t..iooet.t Court. .hall i.....U.t.l., beCo.. .D ..-offlclo
non-votlDI aeaber of the fort Vorth eo.weatlos aad V1.1torl lur.au to.rd 01 Directorl.
4) T.rraat Couot,. pled,e. to ..l"t.l. tM CoavetlltloD Canter .. . flrlt el... Ilcl11ty.
In thtl re.ard. capital ..pendltur.. of .t 1.a.t five .ll110n dollar. viII M -...d.
Oil the Conv.ntion Cantlr hy the Ccnat7 .urillJ tM neat fl.,.. J..ra.
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)) Tlrra..t CoUDty .cbowl.d... the: ...... for aD -,-uto...a effort to achedule aora eo...aDtiou
ID th. CoDt... It w111 therdon ""opt a .....IUII. poUeJ .hlD, prlorHJ to co.....Dtlo... aod
other ..at In.. tUt r..ult fa att.act_c. .., ..l.ttorl aD4 bu.ine.... Ir~ outlld. tbe
Kl'troplax whil. 81.0 ...UIl, to acc.~.t. the Me4. of lon..t.ndinl quality c~rci.1
cll.at.. To accEMpltlh thi.. .....t. which will M .ttaDded prlaarlly hy locll .re.
r..id....t. rill Dot bot liven fln.1 ~OIItr'ct. tor .pectltc d.t.. .ore than 24 'lKtuth. ia
the luture. When thera t. . ~ed to .... . tnt.t1".ly booked .".nt IrEM I COWlty to .
City faclllty or fro. a Clty to . CouDty facllity to .cc~odlte . prlorlty beoUnl. the
facl11ty director. viII vork out aD -.vlt.bl. flulnelal arr.n....ar.
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6) The City of Fort Worth viiI bud.et $200.000 01 1988-19 occup.ncy l.. r.v.nut. to tltabU.h
. "hu,-dOW'll'. fund oa October 1. l'SI. The (-..d. vl11 be u.ed to u'buy-dovn" tht rent at
the Coawentloa Ccut.r to attract ,rlorlt,. ItooU..... In .ach .ucc...i.. y.ar. an _aunt
at I...t aqw.1 to the totll c~tae:at. -.d. 4vrinl t.... ,re'l'iouI y.ar wl11 he bud.etld
frCM occup.ncy tlX ravenu... In eddltton. durlu. It. .nnual hud..t proc.... tbe City
vl11 II'YIlv.at. tha .ff.ctiv.na.. of tM ..b"y.......,." ,rol~ .Dd d.t.rain. wh<<ther
addltlo..1 lundiD. would M """ou,_,
t>l!ci ". ^nfll '"' ""'y1~. d,.,.,.. t"~ ..~"t on . ...arr i ruJ af ,.nt'tl.._...f 1...... ..... -... tw.". ..,.11 -..- ...d~ "v
a Coaaltte. co.prl.ed ot the (Mir of lM LoOY.Dllon Lent.r Aawl.ory DuUU, tM l,llecutl.1
Director of the Convention Centlr. u ...iata..t Clty KIna'ifr .nd the PubUc !:vlnt'
Dlrltctor. The Chair of the Fort Wort" ConvlDtloa. .nd Vilitor. lur.au will ..rv. .. an
I.-officio non-votin, ...ber.
TM becuti.,.. Director of the CoDYlattoa ClDter end tM Public Eventl Director vl11 MY.
the authorily to .pend up to $3.S00 OIl aiacell.Moue it_. to ..cure a partlcu1.r pr10rity
bookl".. Such ..pend.1tur.. viII M reportad .,nthly to the City. lhlt Conv.Dtloa Centar
Advlaory toard aael the eoe.,.."t10a. ..... 91.1tor. lura.u.
7) The Clty of Fort Worth pled,e. to cOlulaue ',*1111 . ..rkalinl ,rOIl''' for local laciUtl..
throulh the Fort Worth Conv.nt1oo .... 'ialtore lur..u. or othar ...nc)' 1t d.... .pprop~l.t..
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Minutes Commisslot}el"$' Court.
UC\1\..U II1nl", lhe " h
arlC1IJ.
Term.
nayd
!\A'
. A. n. It...!!...-
A. n. lt~
...,
UK} COltTIlI\IIl>
.) In .r4l... to '0 'orver. vilh thh .,,....,,, .. .....4ltS.va.y .. pont"._. the Cl1, .r
hfl Wroouh '".u to t__ttSauJ, 4Iro, Au ."..1 'e the t.... I"",... Court 1ft
ell, of 'ort Vonh ~.. "'n Cro"... -.0. 01-'7-00017-<V Iftd 1M ,Irth. acknOllfhd,. IMt t....
It.. Conv.ntion tenur h... II .f -.0 '''rtMr hrc. ,ft4 ., hct.
t) tUUM (OVMY and 1h4 City .f '.U Worth ,hd,_ t~" ...1...... .ftofU and coo...utloft
to achi..e o".rwhe..l"l ."eea.. at ,~ 'on "'arch-J.rr.n, COYi'll, Con.,'ntlon Cente,.
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I1IMd thh _ day 01 "'-Y. 1918.
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tob lohn
Kayar
City 0' ron Vorth
lay In..lhh
Count'1 Judie
Count)' of TU"lnt
V.rlou. qUl!ulonl Yue as"-.d nl.rdlne this Jatlar \lith Ccnahlloner H"pIOD ..pt..aina .,,1.
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concun about the paulraph ptoyldl", for the Covnty to spend I,) .Ullon over. S y.n pulod end
the po..lbUlty of r.h1nl .d vdoru. t.....
Tht!ulor., .0llon vu ..d.. by Co.aJ...loMr Wat.on, ,aCODd.d by c.oanhdon.r Johnson that
lAu.r of Undu.standlnl shC'V'n abov., b. approy.d.
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Ahu . period 01 dhcuuton, 'lot. ,",n called vith Judie [nlUsh statlne that Coaatulonel'
And...s.n vas abu'nl but had f'l.prl'su'd full support of al,.unGt aad -.otlon carri.d with th.
follov101 yotl"1 "A'll'''
-
Jud.1' [n,lI.h
(01QlIIi.,lone. ""a(aoa
C~1..1oner Johnson
u. the (011ov1nl volinl "No"
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It h so ord.r.d.
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EXHIBIT - 11
BOOKING POUCIES AND PRIORITIES
This policy provides the opponunity for b001cing "out of town" business while at the same
time affording a certain amount of proteCtion to the Center's established clients.
First priority for scheduling dates at the Fort Worth/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 fIrst priority activities, with
firm dates committed two years out lbus while large, repeat public shows can gain tentative dates
several years out., those d3tes can be reassigned to conventions or trade sh~ws in keeping with the
Center's prioritization policy provided these events can be moved to a d3te 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 Buildel s Two days in April
Circus One week in July or August
Oktoberfest 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
Fort Worth Convention and Visitor's Bureau will have the primary responsibility for marketing the
Convention Center for conventions aJld trade shows, and to carry out this responsibility will have
control over all bookings more than twenty-four (24) months in advance; however, all bookings
shall be coordinated with Convention Center management before commitment. The Bureau will
Booking Policy
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7/18/88
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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 approvallhall not be unreasonably withheld.
The Convention Center management will have the primary responsibility for marketing the
facilities for all dates within twenty-four months which have not otherwise been commined.
Booking Policy
2
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 Effecti ve 1990
City Rate Date Receipts City Rate Date Receipts
Abilene 3% 8-1-86* S 38,290 Lindsborg 2% 10-1-82 5,497
Andover 591, 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
EI 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 391, 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,.+71
Finney 2% 1.1-78 72,670 Russell 4% 12-1-90t 14,016
Franklin 29f1 11-1-84 22,728 Sedgwick 5 J\i 7-1-85t 11,240
Geary 5% 4-1-90t 84,704
Labetle 2% :"-1-87 14,104 Sherman 3 ~.o l-1-9It 44,207
Lvon 5% C)-15-8at 4.352 Wilson 2 ~'b 2 -1- 8 6 1.S55
\Iarshall 2% 9.1-87 670 Woodson 2 ~b 11-1-82 2,967
\Iontgomery .2 gb 6-1-84 57,185 Total S 380,777
... Effective date ot' current tax: prior rate was increased by charter resolution.
K.-\NSAS GO\'ERN~1ENT JOURNAL. FEBRUARY 1991
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EXHIBIT D
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
-------------------
CONVENTION DOLLARS
ARE IMPORTANT TO YOU
CONVENTION VISITORS SPEND MONEY WITH...
:::r::
'-;) i.
Service Station · Hotels and Motels · Restaurants · Tourist Attracllons · Retail Stores · Entertainment Places
. . . WHO SPEND THEIR MONEY WITH...
Hardware and f-'Iumbing Stores · Grocery Stores · Insurance Agencies · Real Estate Firms · Repair and Maintenance Firms · Drug Stores
Laundry · Car Dealers · Service Station · Nightclub · Medical Facility · Florist
... WHO RE-SPEND CONVENTION DOLLARS IN THE SAME CIRCLES!
CONVENTIONS PUT MONEY IN YOUR POCKET
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EXHIBIT E
TO BICENTENNIAL CENTER TASK FORCE
REPORT TO THE SALINA CITY COMMISSION
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. APPENDIX C
QUESTION 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
1 It gives the entertainers a good impression of our city and that may ln
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 going 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 regi ona 1 center and allows for a 1 at of meet i ngs &
conventions & shows that wouldn't come to the town otherwise. 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 bring in larger groups for Salina & 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 li 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 business jobs here. Also, 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 1 arge gatheri ng 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 families to have wholesome, quality entertainment like
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.
Bri ngs new comers to a community bri ngi ng in revenues. Bri ngs 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 convenient to have it there for the Smoky river
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
standpoi nt. I hope it turns into a tradi t ion. 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 3 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 like
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 meeting 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
hall 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 entertainment, 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.
Plan more money making events for the center and it will 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 thing~ 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.
We 11 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 a 11 thei r 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.
ResDonses 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 publ i c. It's supposed to be for convent i on type thi ngs and it
hasn't worked out that way.
277 There are too many convention centers in Salina already. It isn'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 parking 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. I
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. I 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 th i nk the city of Sa 1 i na 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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255 I don't know.
254 I really don't think it needs to be improved.
253 I can't think of anything.
252 I have not lived here long enough to say.
251 I really can't think of anything.
250 I can't think of any.
249 Well I'm not sure, I think it's great just the way it is.
248 I don't really know. I don't think I have any ideas on that.
247 More advertising.
246 I don't think it could be. I don't think so.
245 I don't know of anything.
244 Nothing.
243 I can't think of any.
242 Have more things during the day.
241 Auditorium needs a better venting system, too much smoke.
240 The seating needed to be arranged for better acoustics.
239 I don't know.
238 I fell that they should get events that are less expensive.
237 I really don't know.
236 Nothing.
235 They could get a bigger variety of entertainment.
234 I don't think it should be improved, it is fine the way it is.
233 Cleaner, grounds, better directions, more rock concerts.
232 I have no idea.
231 I can't think of anything.
230 I think that it should have been bigger.
229 Right now I can't think of anything.
228 I don't know. I don't really care.
227 Nothing I can think of.
226 Bring in more shows, like oldies groups: Beachboys, Johnnie Cash.
225 Bring in more big name entertainment.
224 By informing the people of Salina of major events coming to town.
223 Nothing.
222 I really don't have an opinion.
221 By letting people in Salina know what is going to be there.
220 I don't know what they could improve.
219 I don't know. Just continue to use it for a wide variety of programs.
218 I really don't know. I haven't thought about it.
217 I really don't know of any improvements it needs.
216 I don't know.
215 More variety of types of entertainment & more reasonable cost.
214 Having more events for the younger people: concerts, circus, Ice shows.
213 Don't know.
212 I cannot think of anything.
211 Nothing that I can think of.
210 They could get the Ice Capades event and more county music concerts.
209 Could be improved by bringing in more popular shows increasing revenue.
208 I can't think of anything
207 I don't know...I've never been there.
206 I think it's great just the way it is.
205 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.
Hore 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
00 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.
III 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....I 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.
Sy 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 doi~g what their doing.
S 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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