Public Assembly Venue Management

• Public assembly venue management blends public ownership with competitive business operations
• Venue managers must navigate the balance between public control and business needs

Competition and Success

• Competition is intense, emphasizing the need for business-like operations
• Managers should understand venue dynamics and industry trends
• Exchanging best practices with peers is essential
• Successful governance requires financial diligence and creativity

Financial Strategies

• Some communities use special taxes or entertainment district taxes to subsidize venue operations

Mission Statements

• Public assembly venues should have a written mission statement
• Mission statements should be reviewed periodically by the governing board
• A mission statement identifies the venue's purpose and guides policy decisions

Venue Goals

• Venues should be active, visible, financially viable, and well-managed
• Venues should strive to become community assets
• Venue managers oversee nine core functions:
  • Administration/management
  • Finance
  • Booking
  • Sales and marketing
  • Ticketing
  • Ancillary revenue sources
  • Venue operations
  • Event management
  • Safety and security

International practices

• Venue management practices vary by country, but the goal is to attract events and provide economic benefits

Keys to Success

• Organizing for success starts with committed venue managers

Venue Ownership and Management:

• Venues can be owned by governmental bodies, private entities, academic institutions, or nonprofits
• Management can be by government departments, authorities, academic institutions, private companies, or professional teams
• Success is determined by a knowledgeable and dedicated manager with key skills

Managerial Skills

• Managers need a wide range of knowledgeable employees
• Public assembly venue managers must be effective, self-motivated, and accountable leaders
• Managers enhance the venue's image and productivity

Personnel and User Perception

• Personnel in entry-level positions often have the most contact with users and greatly affect user perception
• Personnel facilitate the event experience and represent the venue
• It is important that staff are properly trained to provide a positive perception

Core Functions

• Venue managers oversee nine core functions and must ensure proper staffing for these areas

Construction Process

• Involvement in a new venue build enhances the knowledge and experience of the venue manager
• Addressing future projects requires understanding the construction process
• Key factors for success:
  • Planning
  • Financing
  • Design
  • Construction schedule

Finance Director skills

• Knowledge of industry-accepted principles of financial management.
• Expertise in budgeting, cost accounting, financial processes, and HR.

Financial Management

• Management and staff are evaluated on their ability to manage revenues and expenses

Booking the Venue

• Booking process protects the venue’s time and space
• Venue calendars should align with the venue's mission
• Priority is given to prime tenants and major annual events
• Booking managers must pursue events that generate revenue and satisfy community needs

Event Considerations

• Event content, legality, safety, security, and logistical needs must be considered
• Event details should be in writing through a legally binding contract which protects the interest of both parties

Marketing

• Awareness is an important ingredient in the venue's success
• Key responsibilities include:
  • Promoting events
  • Selling commercial rights
  • Contract fulfillment

Target Audience

• Marketing departments identify the target audience and select the best strategy to reach them

Commercial Rights

• Commercial rights include:
  • Naming rights
  • Beverage pouring rights
  • Sponsorships
  • Advertising signage
  • Memorial gifts
• Often promoters may schedule their events in one venue over another because of the quality and effectiveness of services they receive from the marketing department

Ticketing

• Ticketing and access management involves continual evolution
• Ticketing systems control capacity, track revenue, and value seating
• Managers must stay informed about ticketing services and technology

Technology

• Leveraging technology maximizes ticket sales, ancillary revenue, and repeat customers
• The ticket office of today will be obsolete in the future due to mobile tickets and advancing technologies

Ancillary Revenue

• Supplementing traditional revenue sources ensures success
• Guest-generated ancillary revenue examples:
  • Ticketing
  • Food and beverage
  • Merchandise
  • Parking
• Promoter-generated ancillary revenue examples:
  • Labor fees
  • Equipment fees
  • Utility fees
  • In-house marketing and advertising agency fees

Operations Department

• Operations maintains the venue and facilitates essential event functions
• This department includes:
  • Engineering
  • Maintenance
  • Trades
  • Housekeeping
  • Event operations and services
• Operations managers and staff must keep the venue safe, secure, clean, sanitary, and comfortable

Event Management

• Event management involves selling venue time and space
• It is required to have interaction from a variety of people across the venue
• Managing client/tenant relationships is critical. Fostering and maintaining these relationships is also critical.

Preperation

• Anticipated problems should be addressed before event day
• Effective communication, planning, and preparation are essential
• An event manager must be knowledgeable in:
  • Organizational structure
  • Elements of the event contract
  • Government regulations
  • Venue-specific policies and procedures

Venue Staff

• Management must ensure the venue is prepared and staff is trained
• Event staff represents the face of the organization and impacts the guest experience