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Five Flags Ctr RFP Private MgmtMEMORANDUM TO: FROM: SUBJECT: December 6, 2003 The Honorable Mayor and City Council Members Michael C. Van Milligen, City Manager Request for Proposals for Private Management of the Five Flags Center At the City Council goal setting session last August, the City Council asked that a study be done of the operation of the Five Flags Center to see what could be done to hold the line on, or reduce, the property tax support now given that operation. All options were to be considered, including private management. A committee was formed to conduct this review~ The committee consisted of Leisure Services Manager Gil Spence, Civic Center Division Manager Paula Jo Wolfe, Events Coordinator Peggy Degnan, Acting Operations Supervisor John Richardson, Administrative Services Manager Pauline Joyce, Assistant City Manager Cindy Steinhauser, Budget Officer Dawn Lang and Building Services Manager Rich Russell. Discussion of private management focused on two options: leasing the entire operation or private management, whereby a firm assumes management of the facility and is paid a fee for its services. To fully know if private management is the appropriate direction, Leisure Services Manager Gi[ Spence is recommending issuance of a Request for Proposals. A review of the responses received will indicate if any money will be saved and if the intent of the building will be maintained. The Request for Proposals will require the maintenance of the original intent of the building, "To be a multi-purpose building that offers something for all ages." One important issue that is recommended for inclusion in the RFP is Section 3.4 Facility Operation Notes and Restrictions. This section is included so the firms will know they cannot compete for events with the Grand River Center. There also is protection for the current users and the fees they pay. For example, we do not want a firm to double the rental rates for the Thunderbirds or the symphony. Also, the Grand River Center lease with Platinum Hospitality Group (owners of the Grand Harbor Resort and Waterpark) caps the amount of the City operations and subsidy of the Grand River Center at 50% of the hotel/motel tax generated by the hotel (plus 50% of the utilities of the Grand River Center). Platinum Hospitality accepted this financial risk with the belief that Five Flags would not routinely compete for similar events. This section will impact those firms interested in leasing the entire operation because it restricts the types of events they can schedule and how much they can charge. Removal of this section from the RFP would broaden the potential number of respondents, but would also put at risk the current facility users and increase the potential for operating losses at the Grand River Center. The City's internal review committee will continue to do their work to reduce the subsidy for a City-operated facility. I concur with the recommendation and respectfully request Mayor and City Council approval. Micl~ael C. Van Milligen MCVM/jh Attachment cc: Barry Lindahl, Corporation Counsel Cindy Steinhauser, Assistant City Manager Gil D. Spence, Leisure Services Manager CITY OF DUBUQUE, IOWA MEMORANDUM December 15, 2003 TO: Michael C. Van Milligen, City Manager FROM: Gil D. Spence, Leisure Services Manager SUBJECT: Request for Proposals for Private Management of the Five Flags Center INTRODUCTION The purpose of this memorandum is to communicate to you and the City Councit the Request for Proposals for private management of the Five Flags Center, developed by the review committee. BACKGROUND At the City Council goal setting session last August, the City Council asked that a study be done of the operation of the Five Flags Center to see what could be done to hold the line on, or reduce, the property tax support now given that operation. All options were to be considered, including private management. You asked that another program/servica review be done since the last one was done in 1995. The following committee was formed to conduct this review: Gil Spence ....................................... Leisure Services Manager Paula Jo Wolfe ................................ Civic Center Division Manager Peggy Degnan ................................. Events Coordinator John Richardson .............................. Acting Operations Supervisor Pauline Joyce .................................. Administrative Services Manager Cindy Steinhauser ........................... Assistant City Manager Dawn Lang ....................................... Budget Officer Rich Russell ..................................... Building Services Manager continued page two DISCUSSION Discussion of private management focused on two options: · Lease the entire operation. This would be like what is done with the Grand River Center. · Pdvate management. This is where the firm assumes management of the facility and is paid a fee for its services. The City would pay all the expenses and collect all the revenue. The employees would become employees of the firm but the City would pay the cost. The attached request for proposals is written to allow either management option to respond. The RFP is written so as to keep the current mission of the Center in place. The original intent of the building "To be a multi-purpose building that offers something for all ages" would remain. I call your attention to Section 3.4. Facility Operation Notes and Restrictions. This section is included so the firms will know they cannot compete for events with the Grand River Center. We also want to protect our current users and the fees they pay. For example, we do not want a firm to double the rental rates for the Thunderbirds as a means to drive them out of the building. This section will impact those firms interested in leasing the entire operation because it ties their hands as to types of events they can schedule and how much they can charge. To fully know if private management is a direction we want to follow, we need to test the interest with this Request for Proposals. A review of the responses we may receive will tell us if any money will be saved and if the intent of the building will be maintained. The committee will continue to study the operation of the Center by looking at the following: · technical or operational changes that will improve efficiency · review fees and charges · consider naming rights for the entire center as well as individual rooms · contract out the concession operation · making the building a recreation center ACTION STEP The action requested is that the City Council approve the attached Request for Proposals, if they want to gather more information on private management of the Five Flags Center. GDS:et attachments CITY OF DUBUQUE, IOWA January 6, 2004 REQUEST FOR PROPOSALS FOR MANAGEMENT OF THEFIVEFLAGS CENTER The City of Dubuque, Iowa is soliciting proposals from qualified firms to provide management services for the Five Flags Center. The City Council has asked staff to explore private management as a means to hold the line on, or reduce, the level of property tax support now provided the Center. Included with the Request for Proposals is material that describes the Center and the current activity level. Dubuque is located on the Mississippi River west of the Illinois-Wisconsin border and is connected to both states by bridges. It is the educational, industrial, and commercial center for the tri-state area and has a stable and diversified manufacturing base and a growing service sector. The City's Census population is 57,686. The City is approximately 30 square miles in area. The City's annual budget is over $90 million and funds a full range of services. The Dubuque area economy has remained strong with unemployment at record Iow levels and a steady growth in manufacturing and construction jobs. The city's central retail area serves almost all of the fifteen surrounding counties in Iowa, Illinois and Wisconsin. The last few years has seen major renovation to the four block areas on both sides of the Center. A four block pedestrian mall has been reopened, many restaurants and shops have opened in renovated buildings, companies have moved into the downtown area. There is also substantial commercial activity west of the central business district area along U.S. Highway 20, including an enclosed shopping mall with several national retailers. In 1999, the City approved the construction of over one million square feet of new commercial, office, industrial and institutional space. Residents of the Dubuque area make extensive use of the recreational opportunities afforded by the Mississippi River, which are complemented by the City and County park systems. This includes outdoor swimming pools, picnic areas, ice-skating rinks, baseball diamonds, tennis courts and a public golf course. Several recreational areas are situated on the bluffs overlooking the mighty Mississippi River. The City has a wide variety of cultural offerings including art galleries, theater groups and symphony concerts. In 1985, pari-mutuel gaming was introduced to the community and in 1991, riverboat gambling became an added attraction. The City's Mississippi riverfront is the location of this riverboat gambling and regular cruise boats. The port facilities are located in the historic Ice Harbor area. Dubuque enjoys approximately one million tourists annually and this number is anticipated to grow. The Five Flags Center is located only a few blocks from the Port of Dubuque, which has recently seen construction of the $188 million America's River Project. The America's River project includes: The National Mississippi River Museum and Aquarium, a complex located next to the Ice Harbor; The Grand Harbor Resort and Waterpark, a 200-room hotel and indoor Waterpark along the riven~ront; The Grand River Center, a 135,000 square foot education and conference center and a 2000' Mississippi Riverwalk. The National Mississippi River Museum and Aquarium includes: 15 aquariums; Immersion theater showcasing the Mississippi River's creation, floods, history and underwater life; outdoor wetland featuring natural and living history with floating laboratories and classrooms; stream tables; an educational overnight program which lets visitors sleep on a "boat and breakfast" National Historic Landmark steamboat. The Grand Harbor Resort and Waterpark includes a seven story hotel with approximately 200 rooms and a 24,000 square foot indoor waterpark. Phase II includes 150 additional rooms and an 18,000 square foot addition to the waterpark. The Grand River Center is a state of the art education and conference center with a 30,000 sq. ft. exhibit hall, 12,000 sq. ft. meeting rooms, 12,000 sq. ft. ballroom, a spectacular River room which extends out over the Mississippi River and over 25,000 sq. ft of indoor and outdoor prefunction space. The Mississippi Riverwalk and Amenities includes a dverwalk which links the Alliant Energy Amphitheater, the American Trust River's Edge Plaza, a landing for the Delta Queen, boat docks, public art and an 18-mile bike-hike trail connection to the Heritage Trail. For additional information on Dubuque and recent initiatives, please visit the following web sites: www.,q randrivercenter, com www. rivermuseum.com www.qrandharborresort.com www. dubuquechamber.com www.,q reaterdu buque, or,q www.americasriver, com Table of Contents REQUEST FOR PROPOSALS Introductory Letter ARTICLEI GENERALINFORMATION Section 1.1 Section 1.2 Section 1.3 Section 1.4 Section 1.5 Facility History Facility Mission Statement, Operating Cultural Statement, and Key Result Areas Contact Timetable Review of Qualifications ARTICLE II QUALIFICATIONS, RESPONSIBILITIES FORMAT AND DEADLINE Section 2.1 Section 2.2 Section 2.3 Qualifications Responsibilities Format and Deadline ARTICLE III STATEMENT OF QUALIFICATIONS Section 3.1 Section 3.2 Section 3.3 Section 3.4 Section 3.5 Section 3.6 Section 3.7 Firm Background General Management Experience Concession and Food Management Facility Operation Note and Restrictions Contract Arrangements Client References Attachments EXHIBITS Exhibit 1 Exhibit 2 Exhibit 3 Exhibit 4 Exhibit 5 Operating Income and Expense Comparison / FY 2005 Budget Event Days and Attendance Schedule Organizational Chart Literature - Exterior and Interior Mission Statement, Operating Cultural Statement, and Key Result Areas ARTICLE I GENERAL INFORMATION Section 1.1. Facility History The history of the Five Flags Center begins on November 10, 1910 with the opening of the Majestic Theater. The Theater was touted as the most beautiful and safest theater in Iowa, modernized down-to-the-minute and booked on a circuit of 87 theaters. Designed by America's premier theater architects C.W. and George L. Rapp of Chicago, the Majestic Theater is an ornate Renaissance Revival style with French and Italian influences. Vaudeville flourished at the Majestic, and some of the most famous performers of the period -- Al Jolson, Eddie Cantor, Sarah Burnhardt, Ethel Barrymore, and others, appeared at the opulent, Majestic show house. Movies replaced live theater in 1929, and the Majestic's name was changed to The Orpheum. The Orpheum remained a movie house for many years, bringing the world of Hollywood to Dubuque. By 1969, however, the theater building was earmarked for demolition. Saved by a group of citizens who felt the theater was an irreplaceable treasure, it underwent an extensive two-year renovation from 1974-1976. The "Five Flags Committee," named after the five national flags that have flown over Dubuque since Marquette and Joliet explored the Upper Mississippi in 1673, raised enough funds to complete the restoration behind the concept of building an adjoining civic center. The restored Orpheum was renamed the Five Flags Theater, and officially reopened on March 13, 1976. Since then, the theater has undergone its second major renovation. Special care was taken to preserve the historic Five Flags Theater with the expertise of the areas premier restoration professionals. The restored theater glows with glittering gold, bronze, copper, and burgundy. On August 17, 1976 a $3.7 million bond issue was passed to construct the Five Flags Center next to the theater and the two buildings became one. The grand opening of the Five Flags Center was held on May 24, 1979 and the building has served the tri- states since. The arena includes 25,000 square feet of unobstructed space, around 1,350 permanent elevated cushioned seats, and bleacher seating for 3,850. Performers such as Bob Hope, Van Halen, Bill Cosby, Kiss, Air Supply, Bob Dylan, The Goo Goo Dolls, The Harlem Globetrotters, Collective Soul, Alan Jackson and Willie Nelsen have all been hosted in the arena. In addition to the arena and 711-seat historic theater, the Center has three meeting rooms used for a variety of events and activities, promenade space, office areas and storage. Section 1.2. Mission Statement, Operatin.q Culture Statement, and Key Result Areas See Exhibit 5 Section 1.3. Contact Below is the designated contact relative to this RFP. It is requested that any and all questions be directed to this individual only. Gil D. Spence Leisure Services Manager 2200 Bunker Hill Road Dubuque, IA 52001-3010 (563) 589-4263 Section 1.4. Timetable The City reserves the right to adjust this Timetable should circumstances for adjustment benefit the process. Januaw 5,2004 Februaw 2,2004 Februaw 2,2004through Februaw 13,2004 City Council approval of RFP Proposals due back from firms by 5:00 p.m. Review proposals and clarify any questions, potential interviews February 13, 2004 through March 2004 City Council decision on if they want to proceed with private April 2004 through June 2004 July 1,2004 management Management Agreement negotiated and signed Management Agreement effective Section 1.5. Qualifications Qualifications will be reviewed and evaluated by a committee of the City which will make a recommendation to the City Manager and City Council. The City Council will make the award of the management contract and approve final terms. The City reserves the right to reject any or all firms, to waive any informality or defect in any submittal or to amend or supplement, in whole or in part, this RFP. The City further reserves the right to extend any and all schedules and to negotiate any terms and conditions in the Management Agreement. The City will award the contract to the Firm they deem most appropriate, based solely on their judgment, without further discussion. The submitting firms will not be compensated for any expenses in the process of responding to this RFP. ARTICLE II QUALIFICATIONS, RESPONSIBILITIES, FORMAT AND DEADLINE Section 2.1. Qualifications Firms qualified to be considered for award: 1. Will have minimum of five years experience in the events facility general management and concession management field. 2. Will provide a complete and comprehensive Statement of Qualifications. 3. Will be able to cite specific success in the events facility management field. 4. Will provide a contract format for consideration regarding the type of agreement sought. 5. Will respond to questions with specific names, dates and dollars. The selected firm must become registered to do business in the State of Iowa in the areas necessary to perform the Management Agreement. Section 2.2. Responsibilities The firm awarded the contract will be expected to assume management of the facility on July 1, 2004. Such firm will be responsible for all of the obligations and duties set forth in this RFP. The firm awarded the contract will be expected to produce and act upon a plan to make the transition from the present management. This plan must be submitted to Gil Spence no later than two (2) weeks after the award of the contract. Prior to submitting its qualifications, each firm shall make all investigations and examinations necessary to ascertain conditions and requirements affecting the operation of the Facility. Qualified firms will know how to proceed with investigations and examinations; therefore, the failure in this area will not relieve the successful firm from the obligation to comply, in every detail, with all provisions and requirements. Section 2.3. Format and Deadline Each envelope is to have a complete return address in the upper left-hand corner and the marking "Facility Management RFP" in the lower left hand corner. Eight (8) copies of submittal are to be provided. Submittals should be limited to no more than 30 pages, not including attachments. Firms considered to be finalists may be interviewed. Each firm interviewed may have no more than two representatives. Interviews should take no more than two hours each. Submittals are due by 5:00 p.m. February 2, 2004. envelope, are to be delivered to the offices of: Gil D. Spence Leisure Services Manager 2200 Bunker Hill Road Dubuque IA 52001-3010 Complete submittals, sealed in one Submittals received after the deadline will remain sealed in the envelope and returned to the firm at the address on the exterior of the envelope. ARTICLE III STATEMENT OF QUALIFICATIONS Section 3.1. Firm Back.qround 1. Discuss your firm's management experience with multi-use events facilities, particularly similar facilities when citing examples. 2. Discuss your firm's management experience with concession management in multi- use events facilities, particularly similar facilities when citing examples. 3. Discuss your firm's management experience with multi-use events facilities owned by local government. Include information relative to the line of authority from the government entity to the on-site management as well as if these facilities operate at a surplus or a loss and why. 4. Discuss circumstances within the last five years where your firm was excused or terminated from a contract for facility management. 5. Provide the most recent balance sheet and financial information regarding the financial stability of the firm. Please indicate whether the financial information is to be kept confidential. 6. Discuss your firm's experience working with local government boards/commissions and City Council. Section 3.2. General Mana,qement 1. Describe notable improvements or innovations your firm has recently instituted at other facilities. Specifically in the area(s) of operating surplus/loss, utilization, maintenance, utility cost controls, promoter cultivation and relations, community relations and perception. 2. Describe your firm's approach to administrative and financial systems and procedures. Specifically monetary controls and system, personnel recruitment and retention, organizational structure and the division of responsibility. 3. Describe your firm's approach to facility maintenance. Include daily, periodic and scheduled maintenance. 4. Describe the form of staff organization, background-and experience, training, advancement and compensation of personnel assigned to other facilities your firm manages. 5. Discuss your approach to developing a similar staffing plan for this facility, including your firm's commitment to retain current employees. 6. Describe any services that your firm provides and believes are useful and outstanding in the context of the overall management abilities of the firm. 7. Discuss your firm's experience and approach in working with groups and organizations such as: the convention and visitors bureau; athletic organization; local school events groups; ~ocal industry groups; service clubs; and cultural art organizations. 8. Describe your firm's approach to and examples of successfully attracting top name performers and performing groups. 9~ Describe your firm's marketing plan for maintaining and enhancing the event activity level at the facilities. Include booking policies and specific initiatives your firm would undertake including the budgetary impact of such initiatives. 10. Describe your firm's ability to use technology in promotion of the facility and events. 11. Describe your firm's experience with theater management and working with theater groups. 12. Give examples of events, facilities your firm manages, has self-promoted 13. Describe your firm's experience scheduling and managing hourly ice usage and working with ice user groups. Section 3.3. Concession and Food Mana.qement 1. Describe your firm's experience with concession, food and beverage options. Specifically: pricing, surplus / loss, delivery approaches, vendors, operating procedures, quality and variety. 2. Describe your firm's experience with branded food vendors and a multi-use events facility where there are 100 to 150 event days per year. 3. Describe your firm's approach to the utilization of in-house concession facilities. Section 3.4. Facility Operation Notes and Restrictions 1. The Five Flags Center will not compete for the same type of events that can be held at the Grand River Center, unless the event comes through the Grand River Center. Those events include, but are not limited to: conferences/conventions, dinners/ banquets, meetings, receptions, and fiat floor events. 2. All City of Dubuque usage will be with no rental fee charged, only staff and food/ beverage costs can be charged. Same applies to non-ticketed usage by the Dubuque Community School District. Graduation ceremonies are the only events this would apply to, as of now. Events where tickets are sold, rental fees do apply. 3. All fees and charges must be approved by the City of Dubuque. 4. All scheduling and booking policies and practices must be approved by the City of Dubuque. Section 3.5. Contract Arran,qements Describe the type of contractual arrangement your firm generally seeks for general management of a facility such as this one. Include a discussion of the compensation arrangement and commissions, if any, and the criteria used in determining such. Private management contract options include, but are not limited to: lease the entire operation and private management. Section 3.6. Client References Provide comprehensive list of clients and convention and visitors bureaus in comparable markets including: · name and location of facility · name of contact with title, address and phone number · brief description of services provided by your firm · length and description of working relationship with local convention and visitors bureau Section 3.7. Attachments Submitting firms are encouraged to include attachments with their submittals, including but not limited to: · sample report forms · letters of reference · brochures · programming information EXHIBIT 1, p. 1 of 8 LEISURE SERVICES DEPARTMENT 0/2412003 CiViC CENTER DIVISION EXPENSE/REVENUE SUMMARY Fiscal Year 2005 ADMINISTRATION ACTUAL BUDGETED PROPOSED FY 2003 FY 2004 FY 2005 expense $ 158,793 166,127 176,991 revenue 2,302 250 250 tax asking $ 156,491 165,877 176,741 BUILDING MAINTENANCE expense $ 269,178 revenue tax asking $ 269,178 314,622 280.952 314,622 280,952 ICE expense $ 173,072 210,438 221,329 revenue 138,626 138,630 137,003 tax asking 34,446 71,808 84,326 EVENTS expense $ 490,053 revenue 273,230 tax asking $ 216,823 441,718 441,812 287,965 290,600 153,753 151,212 CONCESSIONS expense $ 171,718 159,947 173,503 revenue 142,796 125,000 144,800 tax asking 28,922 34,947 28,703 TOTAL expense $ 1,262,814 revenue 556,954 tax asking $ 705,860 1,292,852 1,294,587 551,845 572,653 741,007 721,934 Percentage self-supporting 44.10% 42.68% 44.23% DEPARTMENT OPERATIN~ CUi EXHIBIT 1, p. 2 of 8 FUND ACCNT .......... TITLE ......... 010 61010 FULL-TIME EMPLOYEES 88~48~ 010 61310 IPER~ C~08E 010 61320 SOCIAL SECURITY 6,720 010 61410 HCALTH INSURANCE ii 734 FY 2002 ACTUAL 137,810 FY 200~ ACTUAL 406 801 1S8,793 1S8,793 16,920 S08 lB3 810 710 4~397 350 37S 400 2,400 ....... F~ 2DOC REQUESTED ...... CASE NEW PROQRAMS 900 C40 801 5~304 350 37C 400 2,400 750 300 176,991 810 814 lO0 162,319 4,983 6~938 9~3C0 27~301 1,288 234 167,429 100 100 39~84S 9,641 C43 10,000 RUN DATE 10/29/03 TIME 12:0C:29 PENTAMATIDN - BUDGET ANALYST DEPARTMENT OPERATINg BUL FUND ACCNT ......... TITLE ........... FY 2002 ACTUAL FY 2003 ACTUAL 010 62433 CUSTODIAl_. SERVICES 319 348 010 62434 HVAC MAINTENANCE 1],300 16,43E 010 62435 ELEVATOR MAINTENANCE 300 SO0 010 6244] INSURANCE, PROPERTY 7,464 8,694 EXHIBIT 1, p. 3 Qf 8 010 61010 FULL-TIME EMPLOYEES 2B,960 23,539 010 61020 PART-TIME EMPLOYEES 28,433 34~33S 010 61021 PART-TIME REIMBURSABLE 10~803 3~541 010 61050 OVERTIME PAY 170 325 010 61071 HOLIDAY PAY-OVERTIME 147 116 010 6109~ VACATION PAYOFF 708 ........ FY 200S REGSESTED ....... FY 2004 8UI)QET Y-7-D ACTUAL BASE NEW PROORAMS 332 10, 000 350 4.0,000 2,950 lO~EO0 S3,4B0 1, 250 S, SOO 6, 750 4S0 4S0 700 314,622 28,872 42,043 8,719 600 7S 5,003 600 7S 50 821 SS~180 27~405 8, 000 RUN DATE 10/29/03 TIME 12:05:30 PENI'AMATION - BUDOET ANALYST DEPARTMENT OPERA'¥INO BUS YUND ACCN1 - ...... ~-- TITLE ........... FY 2002 ACTUAL 010 7115& FURNITURE 2,553 010 71228 CARPET 010 71410 SHOP EGUIPMENT 1~775 UNIFORM PURCNASE/MAINT. POSTAGE AND SMIPPINQ O/E MAINT CONTRACT8 BY DEP/ACT - REGUESTED DIVISION - 3221 - Ice FY 2003 ACTUAL 2~ 498 2, 498 178, 072 173,072 108,775 FY 2004 BUOOBT 814 400 600 EXHIBIT 1, p. 4 qf 8 ....... FY 2005 RE8UESTED ...... Y-T-D ACTUAL BASE NEW PROGRAMS 700 1,478 2,175 300 8, 000 300 300 8, S03 3,800 1, 888 3,000 300 30, 000 13,500 RUN DATE 10/29/03 TIHE 12:05:30 PENTAMATION - BUDGET ANALYST DEPARTMENT OPERATINO DUi FUND ACCNT ......... TITLE .......... FY 200S ACTUAL FY 2003 ACTUAL FY 2004 DUDOET 010 62727 FINANCIAL SERVICE FEES 730 747 Y-T-D ACTUAL EXHIBIT 1, p. 5 of 8 ........ FY 200B REQUESTED ...... BASE NEW PROORAMS 750 1,244 2,000 3,000 9,400 441,812 71£ 716 716 4.7, S36 RUN DATE 10/29/03 TIME 12:0S:31 PEN'FAMATION - BUDOET ANALYST FUND ACCNT ........... TITLE .............. FY 2002 ACTUAL 010 61020 PART-TIME EMPI-OYEES 010 61050 OVERTIME PAY 01o 61310 IPER8 010 61320 SOCIAL SECURITY 010 6i410 HEALTH INSURANCE TOTAL OEP (32) Civic Gente~ Div. 22,742 66 TOTAL REPORT BY DEP/ACT - RE(~UESTED DIVISION - 3230 - Concessions FY 2003 ACTUAL 75 76 FY 2004 DUI)QET 27, 10S 3, 420 S, 618 % 910 313 92~ 787 400 7, 175 800 5, 000 61,810 Y-T-D ACTUAL EXHIBII 1, p. 6 of 8. ' ....... FY 2005 RESUESTED ...... BASE NEW PROQRAM8 100 300 37, 000 16,000 350 3, 000 67,433 7,660 7, 660 173, S03 173, S03 RUN DATE 10/29/03 TIME 12:05:31 PENTAMATION - BUDQE~ ANALYST LEISURE SERVICES DEPARTMENT Civic Center Division Expense / Revenue History EXHIBIT 1, p. 7 of 8 FY 1994 FY 1995 FY '1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 200'1 FY 2002 FY 2003 FY 2004 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Expense $957,655 $999,588 $986,970 $1,023,656 $1,041,138 $1,075,881 $1,063,595 $1,041,403 $1,122,447 $1,262,814 $1,292,852 Revenue $477,224 $597,593 $470,175 $ 548,630 $ 450,397 $ 467,498 $ 522,247 $ 496,942 $ 443,314 $ 556,956 5 551,845 TaxSupport $480,431 $401,995 $516,795 $ 475,026 $ 590,741 $ 608,383 $ 541,348 $ 544,461 $ 679,133 $ 705,858 $ 741,007 % self supporting 49.8% 59.8% 47.6%1 53.6% 43.3% 43.5% 49.1% 45.5% 39.5% 44.0% 42.7% July 2, 2003 revised 10-8-03 LEISURE SERVICES DEPARTMENT CIVIC CENTER DIVISION REVENUE EXHIBIT 1, pm 8 of 8 ADMINISTRATION Miscellaneous FY 2001 FY 2002 FY 2003 FY 2004 ACTUAL ACTUAL ACTUAL BUDGET $ 7,249 $ 111 $ 2,303 $ 250 ICE Ice Skating Fees Ice Rental Fees Hockey Game Fees Rental, Ice Skates Ice Rental, Leased Miscellaneous EVENTS Catering Novelty Sales Events Revenue Invest, Earnings Advertising Displays Ticket Surcharge CONCESSIONS Beer Food Liquor Catering $ 10,625 $ 13,421 $ 11,172 $ 16,245 $ 71,747 $ 77,408 $ 70,119 $ 76,060 $ 58,173 $ 15,468 $ 38,844 $ 28,125 $ 2,358 $ 2,674 $ 4,113 $ 4,700 $ 15,619 $ 8,436 $ 14,367 $ 13,500 $ 174 $ 12 $ 158,696 $ 117,407 $ 138,627 $ 138,630 $ 5,369 $ 1,528 $ $ 5,000 $ 10,280 $ 7,551 $ 5,072 $ 10,000 $ 197,233 $ 200,039$ 259,075 $ 230,565 $ 600 $ 450 $ 582 $ 400 $ 7,500 $ 5,500 $ 8,500 $ 7,500 $ 34,500 $ 220,962 $ 215,068 $ 273,229 $ 287,965 $ 34,117 $ 33,573 $ 45,517 $ 38,000 $ 62,797 $ 74,520 $ 95,325 $ 80,000 $ 934 $ 733 $ 661 $ 2,500 $ 12,187 $ 1,903 $ 1,294 $ 4,500 $ 110,035 $ 110,729 $ 142,797 $ 125,000 TOTAL $ 496,942 $ 443,315 $ 556,956 $ 551,845 CITY OF DUBUQUE FIVE FLAGS CENTER EXHIBIT 2, p. 1 of 2 FISCAL YEAR FY 2002 # OF EVENTS 552 TOTAL ATTENDANCE 162,221 FY 2003 651 171,303 CITY OF DUBUQUE FIVE FLAGS CENTER EXHIBIT 2, p, 2 of 2 TYPES OF EVENTS Thunderbird hockey games Public skating sessions Contract ice hours Theater performances / rehearsals / meetings City meetings Arena performances Arena meetings / banquets / parties Arena exhibition days West Arena performances West Arena exhibition days Ballroom meetings / banquets Ballroom exhibition days Meeting room sessions Self / co-promoted events FY 2002 ACTUAL 23 5O 615 185 75 41 2 26 5 4 9 4 2O8 8 FY 2003 ACTUAL 29 5O 789 120 78 48 3 25 9 4 8 8 172 8 FY 2004 BUDGETED 27 45 735 160 8O 5O 0 10 15 4 0 3 2OO 8 OTHER ITEMS OF NOTE Ice changeovers Ice maintenance days 2O 150 13 159 14 2O5 Regular ticket office service days 312 286 290 Events serviced by ticket office 160 103 125 DUBUQUE FIVE FLAGS CENTER ORGANIZATIONAL CHART EXHIBIT 3 LEISURE SERVICES MANAGER DIRECTOR SECRETARY EVENTS COORDINATOR TECHNICAL DIRECTOR CONCESSIONS MANAGER OPERATIONS MANAGER UTILITY WORKER BUILDING SUPERVISOR EXHIBIT 4, p. 1 of 6 EXHIBIT 4, p. 2 of 6" Five Flags Blue Wall Elevator to Bijou Scene Shop Door-- Five Flags Lower -Door to Stage-Door to Lobby ~ou Five Flags Theafre EXHIBIT 4, p. 3 of 6 Five FIo s Lower Promenade Gate A Gate C EXHIBIT 4, p. 4 of 6 ' Five Flags Arenm Gate Gate Gate D E F "OPEN " Blue Wall J Gate G iN ~-Hajectic Room Five Flags Theatre EXHIBIT 4, p. 5 of 6 Five Concession ffic! Flogs Center Upper Promenade Gate Gate Gate D E F '~, ,ww~ WOMENS "OPEN " ¥  -~ OPEN = ,~x Elevat°rJ Gate G ~ OREN I Main Street Orpheum Room Maiecfic Room I Locust Street EXHIBIT 4, p. 6 of 6 Bijou Drop_J ijou .Stoirway Up Io Promenclde 8x Outside ~Q©~ / Men° .... /~J Skoirwoy £ ~ o Dubuque Five Flags Center EXHIBIT 5, p. 1 of 3 Mission Statement We provide an economic stimulus and diverse life enriching experiences for the people of Dubuque and the tri-state area, in a safe and well-maintained facility and [with] support services for event hosts and their guests. Operatinq Culture Statement We are a knowledgeable, skilled, and flexible team of service-oriented professionals who help create an enjoyable experience for users and guests of the Five Flags Center. Key Result Areas (KRAs) We will focus on the following key result areas to assure we achieve or mission while demonstrating the attributes of our desired operating culture. Physical Plant Management It is essential that we have a safe, well-maintained and accessible facility that provides a pleasant and functional environment for events. We believe: > The condition and appearance of the building is a reflection of our staff and our city. > Safety is everybody's responsibility. ;> Changes in the facility must reflect changes in our role in the community. · Accommodate a variety of events. · Respect historical significance. Critical Objectives: 1. Maintain compliance with all codes - Building, Fire, Safety, ADA, Health, OSHA, etc. 2. Facility maintenance process in place, including annual "spring cleaning." 3. Develop and maintain a preventative maintenance program. 4. Maintain a five-year capital-improvement program. Events Management Our internal processes must consistently result in an efficient and positive experience for our users from the point of first contact through final settlement. We Believe: ;> Delivering on commitments builds organizational integrity. > Event management is a seamless team driven process EXHIBIT 5, p. 2 of 3 The process can always be improved. Process improvement is a team responsibility Team members are individually and collectively responsible for execution of the process. Every interaction with a user is an opportunity to foster the relationship. Open dialog leads to mutual understanding. Critical Objectives: 1. Develop and maintain a building policy manual. 2. Develop and maintain a comprehensive event process flow document. 3. Develop and maintain a User-friendly contract development/insurance process. 4. Develop and implement an "Event Evaluation" tool for users. 5. Develop and implement a "Post Event" documentation process. 6. Schedule and conduct pre and post season hockey team building session. Marketing and Public Relations Positive visibility among event planners and promoters along with a reputation for delivering value and service will assure we attract and retain a solid base of users. We believe: ~ Reputation is an early selection criterion for users. ~ Visibility and awareness are key components of marketing. > The image of The Five Flags Center is inseparable from and contributes to the image of the events we host. ~ An active presence in the "events" industry helps build visibility and awareness. Critical Objectives: 1. Develop and maintain an "Event Industry" marketing strategy (IAAM). · Manager attends IAAM meetings/conference 2. Develop and maintain a "Facility Awareness" (in the industry) strategy. 3. Develop and maintain a list of local and regional media contacts. 4. Develop and implement an "Events Awareness" strategy. Customer Service It is incumbent upon all our staff to proactivety manage the experiences of our guests. EXHIBIT 5, p. 3 of 3 We believe: > Customer service is an attitude - a habit of thinking and behaving. > Customer service is measured in terms of perceptions. > Perceptions are derived from experiences. ;> Every interaction with a customer is an opportunity to create a positive perception. > Our success depends on user's success. Critical Objectives: 1. Develop and implement customer service training program for key employees. 2. Develop and implement a customer service feedback tool. Fiscal Responsibility We have an obligation to prudently balance our mission to serve the diverse needs of the community with the financial support from the citizens of Dubuque. We believe: > The citizen's expect and deserve value for their investment in The Five Flags Center. > Diverse life-enriching experiences are an investment in the community's quality of life. ;> Users and customers are willing to pay for value. > Value is determined by perceptions in the market place. Critical Objectives: 1. Meet all budget guidelines set by City Council, 2. Review and revise performance measures of our budget document. 3. Calculate and track "economic impact" of events. 4. Review staffing levels for different types of functions. 5. Develop and conduct an annual review process to assess fees and charges.