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By Ellen Flanary
With city councils in many small towns
looking into the idea of developing small convention/conference centers
of their own, there’s a demand for information regarding the benefits
and challenges of operating such a place. There are many initial
considerations that will address purpose/ demographic interests, design,
developing a budget for operating costs, and staffing. However, the
benefit of how it fits into the planned growth of the town is ultimately
the most important.
Purpose/Demographic Interests
What type of town you live in, its location and the potential draw to
the area are great combinations in determining a purpose to build a
meeting and event center, which will ultimately become its mission. If
you live in a rural area, you might find purpose and interest in
showcasing talent in your area; a suburban town might be interested in
attracting big city business to a more affordable facility, and
providing a performing arts center for family activities to avoid costly
commutes.
Another consideration is a planned development. These facilities are
used as the draw to entice investors to build in an area — generally a
depressed area, such as the new Nets arena being planned in downtown
Brooklyn. On the flip side, your town might have a tourist attraction
that potentially could interest groups of business to retreat or
conference in your town.
The most important consideration should be the community and what
they’re interested in supporting, because the decision will affect them
the most — not only in community development and attraction, but also in
costs.
Cost Factors
Some towns build facilities to attract visitors and use that economic
impact to offset the cost of the building. Other towns require the
building to be self-sustaining in addition to the economy generated by
the facility — although that’s a tough requirement. There can’t be many
city-owned convention centers that are self-supportive (I don’t know of
any). Therefore, they require subsidization by tax dollars. However, the
benefit they bring to the town in quality of life, jobs and attraction
of visitor dollars can far outweigh it.
The initial cost of building a center is
largely affected by its intended purpose and design. Another
consideration of great importance has been the “green factor” and energy
efficiency, which is a more costly investment but a more beneficial
return in monthly savings and contribution to a better environment.
Food and beverage sales are a large percentage of potential revenue if a
center takes on exclusivity. Also, audiovisual support is another
consideration for in-house or out-sourced contracting.
Landscaping and maintenance of the facility can be affected by your
community development requirements, as well as location attraction. As a
city-owned facility, you might suggest that the city parks department
take responsibility for the landscaping, but consider the hours per week
this may entail, and expect a possible request for increase in their
staffing needs. Of the many departmental considerations for operation
and cost, the most important and largest portion of operating budget
will be dedicated to staffing.
Staffing Factors
The most important factor of a small town facility — other than the
lights and toilets working—is the customer service you provide
customers. Most of our customers book with us for “an experience” that
includes a need for an accommodating, smiling and professional staff. If
you can make the customer feel the experience as priceless in terms of
satisfaction, your business will return and flourish year after year.
The director is, by far, the most important investment of a facility. I
say that because, ultimately, he will hire, train, and motivate the
staff, and will set the tempo for the entire operation. In searching for
a director, consider the purpose and demographic interest, and the
effect he will have on that population. You want someone who can relate
to your target audience, and train the staff to do the same.
It’s wise to remember that the director and the facility are a part of
the community, not separate. Thus, the community also looks upon the
director as a community leader who has the best interest of the town and
citizens at heart.
The director is the head of marketing, maintenance, customer service,
event planning, food and beverage, audio/visual, administration and,
most importantly, the staff. Multitasking and flexibility in a diverse
work schedule must be in his dynamics, in addition to the ability to
work a tight budget. He must delegate work and be a great communicator.
Ultimately, it’s important to see that your vision to start something
new will benefit the majority and offer the opportunity to support the
rest without offending them. That sounds like a tough bill to fill, but
being a part of the growth direction of a town — with clearly identified
purpose and goals for the facility — will bring understanding and
gradual acceptance, rather than create confusion as to how city tax
dollars will be spent.
Ellen Flanary is
pavilion director of the Montrose Pavilion in Montrose, Colo.. |
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