Venue Types, Mission and Feasibility

Mission Statement

• It is a brief statement that informs the purpose for which an organization was created and its philosophy of operation.

Ancillary Services

• These services can provide an additional source of revenue for the venue.
• It includes services such as food and beverage, merchandise sales, and parking.
• Other services include equipment rental, freight handling (drayage), ticket office services, and in-house advertising.

Feasibility Study

• It analyzes and evaluates a proposed project to determine if it is technically feasible.
• It considers whether it can be accomplished within the estimated cost.
• It assesses its degree of profitability.

Arena/Coliseum

• It is an indoor venue with fixed or portable seats surrounding an open-floor area.
• The floor area can be set with different event configurations.
• It may include refrigeration equipment to produce ice events.
• It may have a permanent stage, but most use a portable stage.

Stadium

• It is a large venue that is either open-aired, domed, or with a retractable roof.
• It typically has fixed seats or bleachers surrounding a field area.

Amphitheater

• It is an open-air venue that usually includes a permanent stage.
• Seating configurations may entail fixed permanent seating or lawn seating.

Auditorium

• It is a multi-purpose venue that has a flat floor.
• It has a permanent stage at one end, and a balcony on one or both ends.

Convention Center

• It is an indoor venue with large exhibit areas supplemented by various sized meeting rooms.

Performing Arts Venue

• This is an indoor venue, usually with some type of permanent stage.
• It has permanent seats on a raked (sloped) floor.
• It may have a center or thrust stage with either permanent or portable seating.

Governing Body

• It typically refers to the highest authority of a venue's ownership level.
• Examples include city councils, county commissions, university board of regents, or a board of directors of a private corporation.

Private Management

• This is a third-party operator who specializes in the management, marketing, and operation of public assembly venues.
• This party has been contracted by the venue owner to provide day-to-day management of the venue.

Request for Proposals (RFP)

• This is a document that identifies the needs of the issuing entity.
• It identifies the required capabilities, experience, and projected costs necessary to complete a project.

Physical Plant

• It refers to the equipment commonly associated with the heating, ventilation, and air conditioning (HVAC) system.
• It refers to the electrical distribution system, plumbing/sewage system, and so on within a public assembly venue.

IAVM

• This is the International Association of Venue Managers.
• It is the world's largest professional association dedicated to issues relevant to the management of public assembly venues.

Public Service Venues

• Public and private facilities designed to accommodate people assembling for a common purpose.

Types of Public Assembly Facilities:

• Amphitheatres: open-air venues for performances, events, and gatherings.
• Arenas: large indoor or outdoor venues for sports, concerts, and entertainment events.
• Auditoriums: enclosed spaces for lectures, performances, and formal gatherings.
• Conference Centres: facilities designed for professional meetings, seminars, and corporate events.
• Congress Centres: large-scale venues for political, academic, or industry-related congresses.
• Convention Centres: multi-purpose venues for trade shows, conventions, and exhibitions.
• Complexes: multi-venue spaces that may include a combination of facilities (e.g., stadiums, halls).
• Exhibition Halls: spaces specifically designed for expos, trade fairs, and large-scale exhibitions.
• Performing Arts Theatres: venues for drama, dance, opera, and other performing arts.
• Stadiums: large outdoor or indoor venues for sports and major entertainment events.
• Special Event Facilities: custom-built or temporary spaces for unique or one-time events.

Definitions

• Services may be defined as acts, performances, and experiences.
• Events: specific rituals, presentations, performances or celebrations that are consciously planned and created to mark special occasions or to achieve particular social, cultural or corporate objectives.
• Venues/Facilities: Areas, structures, and fixtures essential to accommodate the program and include temporary facilities.
• Servicescape: The environment in which the service is produced and delivered.

The Experience Economy (Pine & Gilmore, 1998)

• Experiences are as tangible as goods, services, or commodities.
• It is a growing trend for many businesses to enhance traditional products/services by adding experiential elements.
• To fully capitalize on experiences, businesses must intentionally create engaging and immersive experiences that customers are willing to pay for.
• The move from selling services to selling experiences is a major transition that is comparable to the shift from the industrial to the service economy.

The 4 realms of experience economy Pine & Gilmore 1998

• Customer participation: active or passive.
• Connection/environmental: absorption or immersion.
• Entertainment.
• Educational.
• Escapist.

Servicescape Dimensions

• Environmental stimuli: temperature, air quality, noise, music, odor.
• Space/Function: layout, equipment, furnishings.
• Signs, symbols, and artifacts: signage, artifacts, style of décor.
• Employees
• Customers
• Social density
• Displayed emotions of others
• Ethnic signs/symbols
• Ethnic objects/artifacts
• Naturalness: being away, fascination, compatibility.

Servicescape definition

• It is the environment where a service is produced and delivered.
• Physical Evidence is the setting where the service is provided and facilitates interaction between the firm and customer.
• It includes tangible and intangible elements that support service delivery.
• The servicescape can determine the success or failure of a service.

Life cycle stages of facility management

• Research & development
• Market introduction/operation
• Divestment

Realms of value add of venues

• Community development
• Economic development (generally the Olympics)
• Destination development (Spain Olympics)

The triple bottom line

• It refers to a business framework that measures a company's performance based on three key areas: people (social impact), planet (environmental impact), and profit (financial performance).
• It applies to various types of facilities.

Venue Ownership

• Mixed economy: A mixed economy is an economic system that combines elements of both market and planned economies.
• Government = public.
• Commercial = private.
• Third sectors = not-for-profit.

Venue financing

• It comes from a range of different sources such as public, private or a mix.
• Stadiums in particular have a poor record in achieving ROI.

Facility justification

• This is economic impact analysis.
• All about net economic change - must be directly attributable to whatever that build happens to be.

Types of economic impact assessment

• Input output analysis
• Satellite accounts
• Survey analysis

Main Considerations

• Construction
• Employment
• Supply chain
• Local income
• Events/tourism

PPP (public, private, partnership) types

• Operation-Maintenance (OM): The private sector is responsible for all aspects of operation and maintenance.
• Design-Build-Operate (DBO): The private sector is responsible for the design, construction, operation, and maintenance of a project for a specified period prior to handling it over to the public sector.
• Design-Build-Finance-Operate (DBFO): The private sector is responsible for the finance, design, construction, operation, and maintenance of a project.
• Build-Operate-Transfer (BOT): The private sector is responsible for the finance, design, construction, operation, and maintenance of a project for a concession period.

Governance

• Single Organisation Control
• Multi-organisation Trust
• Independant Trust
• Government Statutory Authority (e.g. Sydney Olympic park authority)

Feasibility Study

• It is an examination of the likelihood that an idea or concept can be transformed into a business entity when conducting a feasibility statement component's that are included are project description, site selection, scope and constraints of the project.
• Needs identification, strategic significance of the project, sport impact, economic impact, societal impact, capital costs, revenue projections and timeliness.

Components of a feasibility study:

• Project description: outline of the project, including goals and objectives.
• Site selection: identifying and evaluating potential locations.
• Scope and constraints: defining the project's boundaries, limitations, and challenges.
• Needs identification: determining the requirements and demands for the project.
• Strategic significance: assessing the project's alignment with broader strategies or goals.
• Sport impact: Evaluating the impact on sports (if applicable).
• Economic impact: analyzing the financial and economic implications.
• Societal impact: considering effects on communities and social aspects.
• Capital costs: estimating the initial investment and funding needs.
• Revenue projections: forecasting potential income or returns.
• Timelines: establishing project duration and key milestones.

Perceiving a Need

• A decision to build or refurbish a public assembly venue often arises from a perceived need.
• Private Entities: E.g., a sports franchise aiming to generate new revenue streams to enhance financial performance.
• Non-Profit Organizations: E.g., building a performing arts venue to expand cultural programming and improve user amenities.
• Community Leadership: E.g., local government seeking to improve the community's quality of life by attracting sports and entertainment events.
• Once the perceived need is established, it is objectively verified through data and analysis.

Steps to Identify Need

• Engage professional consultants to gather reliable data and conduct a feasibility study to assess factors
• Factors to consider: population (demographic considerations and growth projections), economic factors (financial feasibility and potential impact), venue size (requirements based on intended use and audience size), cost estimates (projected costs and financial planning).

Community Support

• A public relations campaign communicates accurate information.
• The developer always solicits community support to keep the project on track.

Venue Location Selection

• Choose a beneficial site that complements the community and supports the venue's mission.

Sizing the Venue

• Crucial to match venue size for user needs.

Selection of an Architect

• Consider experience, credentials, and collaboration skills when choosing an architect for a public assembly venue.

Visuals vs. Functionality

• Balance attractiveness and practicality, adapt the venue to meet diverse needs, and keep up with industry trends for safety and sustainability.

Placing Design on the Selected Site

• Account for site impact on the design.
• Consider patron flow, equipment coordination, and surrounding events.

Identifying Venue Needs to Satisfy Users

• Ensure the venue meets user needs to ensure the overall success of operations.

Inclusion of All Parties

• Promotes project credibility
• Minimizes omissions in the design.

Development of Construction Documents

• Use schematic designs and development for detailed roadmaps, followed by reviews from all parties.

Making Necessary Changes

• Minimize costly late-stage changes.

Final Construction Documents

• Documents are a vehicle for building the venue reflecting overall plans for mechanical, electrical, plumbing, food service, lighting and technology.

Design-Build Process

• Begins with venue need identification with builder and architect, creating scope, program and assessment.

Primary Options for the Design-Build Process:

• The design and construction phases are separate, often following jurisdictional regulations.
• Owner hires design team plus a construction manager collaborating on the scope to provide estimates and risk management

True Design-Build

• One team combining construction, design with the characteristics of guaranteed maximum price for Integrated Approach driving cost-effective solutions, while potentially deviating from visions.

Key Considerations

• Key planning legislation and requirements exist for venues.

Politics

It requires understanding political influences and stakeholder expectations

Building code of Australia

• Applies Australian standards and compliance requirements for safety.

Building codes of Australia standards:

• Compliance with building safety and structural requirements.
• Guidelines for temporary and portable structures.
• Disability compliance, master plans, participatory planning, project planning for oversight.

Guidlines

• Should assess renovations and safe facilities addressing safe evacuation.

Specific Guidelines:

• Compliance with safety and operational guidelines, workplace safety, and alcohol service.

Accessibility

• Adapt design for disability by prioritizing continuous travel and usability.

Operational Implementation

• This entails examining disability for access, vision, hearing, and mobility.

Sustainability

• There has been a significant increase in sustainability among venues and the focus on event management the last two decades.
• This has changed global concerns for environmental, social and economic issues through case studies and standards.

Sustainable development:

• It meets needs today without compromising future generations by integrating environmental ,social and economical demands

Focus on Sustainability

• A paradigm shift in focus on sustainability involved historical moments.

Force Influencing Venues and Events

• Involves the establishment of standard certifications to assess sustainable practices through local, national and international guides and programs.

Government Initiatives and policies

• Can contribute through Ecologically Sustainable Development and Sustainable Advantage.

Paradigm shift

• Requires environmental impact assessments and holistic approaches for corporate social responsibility and environmental impacts.

Role of sustainability

• Refers to triple bottom line approaches for economic, social and environmental impacts

Sustainability Dimensions:

• Emphasize short term financial viability of managing resourcing and operations within the community.
• Impacts of Organizational practices through community engagement, stakeholders, and ensuring quality for employees.
• Involves responsibility of resources decreasing environment impact and improving resources.

Categories of Impacts:

• Encompasses management of events, water, pollution, waste, travel trades and campaigns.

Sustainability guidlines:

• Sustainability initiatives for waste, reducing pollution, and community engagement

Back of house Operation

• Guide explores multifacted management through engineering

Venue Operation Management

• Includes workforce Regulatory Shipping and analytics

Sustainabiliy for venue operation

• Includes Environmental Sustainability, water energy

Booking is the core activity and includes

• rental charges
• leases
• promotions

Approvals

• Approved by government bodies on priority date and needs

Timeline and Schedule

• Needs provide mix of meets and meet needs.

User Priorities

• Involves having venue purpose
• Mission prime tenants
• Economic climate

Time lines

• Timeline is an important component of events and capabilities.

Booking Agency And Manager

• It involves Players and how the process has Variety
• Involves Identifying and Negociating.

Qualifying events

• Requires event criteria be addressed.

Prime time annual events

• Requires commercial revenue
• Exposure draw back limited date.

Date Protection

• Requires similar criteria

Contracting

• (licensing) Contract should define terms.

Important Commidities

• The Two important items are time and space

Important considerations

• There will always be venues competing and needs to pursue to generate revenue
• Involves transparancy and managing distractions

Production Staff

• This involves Equipment, diagrams layouts and Staffing and timeline
• Requires assigment and booking management.

Productions

• Involves providing information promoting
• Quality Staff and Equipment.

internal plainning

• This involves various documents such as lists reports timelines an summaries

Event timelines

• Are essential to Identify all issues.

Staffing

• Is required to adapt dynamic change

IsO 3100 , 2009

• Provides Standard for guideline and risk management and control, addressing direct organization on direct risks:
• Need is to have a strategic approach for planning and finacial coverage for staffing.

Key Aspects and Principles of Risk Management

Risk = the effect of uncertainty on your objectives for your event Risk Management = the coordinated activities used to direct, control and organise with regards to risk

It incorporates everything you do;

• Requires everything you manage, and continual improve
• Applies approvals and consents and managing positive effects

Know the Objectives:

• Must establish venue event risk and then address objectives

Three steps

• KNow the objective your are catering to
• Knwo the risk
• design the event

Venue Studies.

• Venue Studies require address, capacities, and designs.

Revenue streams

• Requires catering and revenue
• Involvves transitions. and beverage.

Time line

• Time Line must incorporate transitions.