HomeMy WebLinkAbout20070220 - VIII-C-2VIII-C-2
City of Hastings
Parks & Recreation
Department
920 W 10th St.
Hastings, MN 55033
Ph: (651)480-6175
Fax: (651)437-5396
www.ci.hastings.mn. us
Aquatic Center
901 Maple Se.
Hastings, MN 55033
Ph: (651)480-2392
Fax: (651) 437-539b
Civic Arena
2801 Redwing Blvd.
Hastings, MN 55033
Ph: (651) 480-6195
Pax: (651}437-4940
MEMO
Date: 2/12/07
To: Honorable Mayor and Council Members
From: Barry Bernstein, Parks and Recreation Director
Subject: Hastings Civic Arena Business Plan
Background Information:
For the past several months, The Arena Manager/Assistant Manager, members
of the Parks and Recreation staff and I have been brainstorming ideas for the
Hastings Civic Arena.
Enclosed is a culmination of our efforts as presented in the Arena Business
Plan. Some ideas are currently being executed while other thoughts and ideas
maybe incorporated in the operation of the Civic Arena over time.
I would welcome any comments.
Thank you!
REF: City CounciV civic center business plan 12007
Hastings Civic Arena Business Plan
Overview and Executive Summary
City of Hastings
Parks & Recreation
Department
920 R' 10th St.
Hastings, MN 55033
Ph: (651)480-6175
Fax: (6Sl}437-5396
www.c i. hastutgs.mn. us
Aquatic Center
901 Maple St.
Hastings, MN 55033
Ph: (651)480-2392
Fax: (6S 1) 437-5396
Civic Arena
2801 Redwing Blvd.
Hastings, MN 55033
Ph: (651) 480 195
F'ax: (6S I) 437-4940
Over the past several months, the Hastings Civic Arena staff as well as selected
members of the NRRC, City Staff and the Director of Parks and Recreation have been
meeting to analyze the Hastings Civic Arena operation and management in order to
maximize the business opportunities of the Hastings Civic Arena.
The Hastings Civic Arena is a local Hastings landmark and is well known with the
surrounding communities and townships. The Hastings Civic Arena is a source of
pride, not only for the hockey community, but for other patrons who utilize this facility.
The Civic Arena is host to a variety of activities from ice events to craft shows. The
Hastings Civic Arena serves as a gathering place, positive economic impact, visibility
and an addition to the community's social fabric.
At the direction of the Parks and Recreation Director, beginning in the summer of 2006,
the Hastings Business Plan committee was formed. The purpose of the committee was
to create and evaluate arena operations and determine an overall business plan and
vision for the Hastings Civic Arena.
As part of the process, the Civic Arena Business Plan Committee has made
recommendations for policy and operations as well as some general changes. These
recommendations are contained in the body of this information. As a result of this
committee's effort, the following plan was completed and anticipated to be brought
forward to the City of Hastings leadership for further review and implementation.
Page t
Executive Summary
Service Delivery:
Rental Sales:
• This service includes ice/dry floor rental in the two rinks both taxable and non-taxable, outside
rentals (circus/craft shows), skate rental, public skate, and other special event rental. These
activities generate approximately 89.5% of the non-concession revenue of the Civic Center.
This figure does not include the general revenue support by the City.
• Other miscellaneous services such as hard goods, High School hockey game entrance fees,
commissions and vending account for 10.5% of sales.
• Ice rental of this facility is and will continue to be the backbone of the Civic Arena operations.
Concessions/vending:
As proposed in the 2007 budget, the Hastings Civic Arena concession operation proposed a net
profit of $26,970 in concession sales.
The vending revenue proposed for 2007 is $2,707 gross.
• As the current concession facility stands, there are opportunities to expand the concession
operations as well as additional vending services.
Miscellaneous:
• Research areas to minimize cash/check and increase e-commerce.
• Continue to promote our skate sharpening services as well as other ancillary services.
Leisure Program Offerings:
• Skating lessons are currently operated by a private individual and ice rental has increased by
the growth of this program.
Adult hockey has been consistent over the past several years.
Adult indoor soccer has been inconsistent with registration and participation over the past few
years.
• Continue to stay abreast of current trends in leisure services to utilize the arena for additional
leisure opportunities either on ice or dry floor use.
Other:
• Continue to seek out special events rental use of Civic Arena.
• Plan and execute special events at the arena for Hastings residents.
Organizational Structures:
Operating System and Controls:
• There are two main systems of infrastructure that operate the Hastings Civic Arena;
coordinating and operations systems.
Coordinating:
• Accounting for the Hastings Civic Arena is managed by the City of Hastings Finance
Department. There is good coordination between the Civic Arena Manager and the City of
Hastings Finance Department.
• Registration and scheduling is primarily inputted by computer software and partially inputted
with non-computerized techniques.
Page 2
O eratin~
Staff Levels
• The total number of employees (non-supervisor) per season is approximately 27. These
positions include drivers, concession operations, labor, and driver/labors. There are at the
present time an Arena manager, Assistant Arena Manager and a proposed operations person
who would split time between the arena and park maintenance. This person would work at the
arena during its peak season.
• Both the Civic Arena Manager and Assistant Facilities Manager work year around.
• The maintenance of the Civic Arena is handled with various measures by utilizing the
knowledge of in-house staff and if needed, utilizing outside expertise.
• The concession operations have traditionally been managed internally and supervised by the
Civic Arena Manager.
Marketing:
• The utilization of the City's web page and the City's newsletter as well as other local media
outlets has been a major part of the marketing plan.
• The quality of the facility has been another marketing tool.
• It is believed that the relationship and customer service that has been employed by the Civic
Arena Manager has raised expectations of the patrons. This relationship has formed long-term
relationships with the local school district, Hastings Hockey Boosters, HYAA, as well as other
local civic organizations and agencies who utilize the arena.
• The Hastings Civic Arena will need to continue to stay abreast of the local demographics shift
along with other current and future trends in the arena industry.
• Pricing strategy will need to be competitive rather than to lead or lag behind the market to
ensure peak time rental is used to the maximum potential.
Growth Opportunities:
• The need will be to retain, as well as attempt to attract new customers, to the Hastings Civic
Arena to maximize the facility's use.
• Ice rental will continue to be the greatest use,
at the Civic Center through dry floor rental.
but there is an opportunity for continued growth
• Concessions: Continue to offer quality products at a competitive price that allow for maximum
sales.
• Facility rental: Continue to seek opportunities in an attempt to increase revenue and
participation through non-traditional rentals.
• Ice rental earlier (August) than what has become the traditional opening of the season in
October.
• Ancillary services: Research the possibilities of selling additional advertising and other
contractual agreements.
• Continue to build relationships that may impact participation numbers in the slower or less
attractive ice/dry floor hours.
• Scheduling: It will continually be a challenge for the Hastings Civic Arena Manager to
appropriately and adequately schedule peak ice hours for all the desired users.
• With the new and proposed developments for the City of Hastings, it is imperative to inform
and educate the new residents of what the Hastings Civic Arena has to offer within the facility.
• The ever changing demographics of the city will continually challenge the use of the Hastings
Civic Arena.
Page 3
Risks and Challenges:
• Demographics: This facility attracts users who are in the general age group between 5-18
years of age. As the population of this group matures, it is likely that the use and rental of ice
hours may decline. 1~Iarketing and programming of other leisure activities will become more
vital to the overall health and viability of the Hastings Civic Arena.
• Affordability: A household's discretionary income for leisure time activities has its limits. A
concentrated effort on other income streams should be undertaken to keep ice/dry floor rates as
reasonable as possible. Otherwise, people may choose to not participate in activities at the
Civic Arena and look for more affordable activities elsewhere.
• Season: For several years, the primary season of the Civic Arena for ice has been from
October -March. This season, the arena experimented with opening up ice in the west rink in
August. As current levels of use during peak ice use does not seem to be an issue, it should be
examined to develop a diversified user group base for both ice and dry floor use to ensure the
facility is being used to its maximum potential. If having ice in the west rink beginning in
August does prove viable, an investment in the air handling unit to remove excess moisture
will need to be made to protect the longevity of the facility.
• Competition: With the addition of ice rinks in adjacent communities that surround or in close
proximity to Hastings, this may provide more opportunities for ice time for local participants,
which is good. On the other hand, this competition may affect our secondary users as other
rinks provide these users with options when considering ice rentals and locations.
• Volatile Utility Cost: The rising cost of utilities/gas should be closely monitored and taken
into consideration when developing an overall pricing structure. In addition, it takes
considerable investments to upgrade our facility to be more energy efficient. This effort has
begun with changing the arena lights to more efficient and brighter bulbs and fixtures to save
money.
• Perception: Any and all opportunities should be explored to identify this facility as an
important community asset. People who do not utilize the Hastings Civic Arena may not be
aware that it exists or do not see the value of the Civic Arena and what it brings to the
community. The City will need to put forth a concentrated effort to educate the public at to
what this facility provides for the Hastings Community. As it is believed that the Civic Arena
is held in high regard, there maybe some criticism of the operation or selecting specific items
that other facilities may have and wishing for the same with the Hastings Civic Arena. It is
crucial to the users of the Hastings Civic Arena as well as staff to execute a vision for the Civic
Arena and communicate this vision to the users.
• Staffing: The Hastings Civic Arena has been very consistent in the staffing levels for many
years. One proposed change is to eliminate the Recreation Assistant position and replace this
position with an operations person. The Civic Arena Manager, who has been in this position
for many years and has a wealth of knowledge, will need to dispense his knowledge of
operations and mechanical history to others so when the time comes and the current Arena
Manager decides not to continue employment; there will not be a disruption of any services.
Recommendations:
Operating and control systems:
• Continue a dialog with the Finance Department on ways to effectively manage the finances of
the Hastings Civic Center including the additional service and acceptance of point of sale
opportunities (Credit card acceptance.)
• Upgrade current computers and software to accommodate e-commerce and other management
software.
• Develop a financial plan in conjunction with a CIP with the Finance Department to ensure the
Civic Center's viability now and into the future.
Page 4
• Offer to the consumer the ability to see facility availability on line 24-hours per day and
possibly even rent ice and dry floor on-line using a credit card.
• Offer the consumer the capability to purchase products with the utilization of credit cards at the
Hastings Civic Arena as it has been done at other facilities.
• Coordinate the operating and computer registration systems department wide.
• Set financial expectations to cover most costs, but realize depreciation and capital
improvement cost will be difficult to achieve.
Staff Recommendation:
Revise the position of Recreation Assistant to reflect afull-time seasonal operations person
who would work at the arena for the peak periods of October-March and then work with parks
maintenance March-September.
Keep our seasonal staff pay rates consistent or in the middle of surrounding arenas and
competitive with other arenas and service related industries.
Marketing:
• Develop a marketing strategy utilizing the Community Relations Coordinator and Parks and
Recreation Staff.
• Place informational brochures in local/regional hotels.
• Utilize the local media more than at present levels.
• As the City's web site develops, revise the arena information on the web site to be current and
interactive.
• Research placing ads in family related media outlets.
• Coordinate efforts with the Chamber of Commerce so that duplication efforts are averted and
coordinated service industry information about our community maybe passed out at local
tournaments.
• Continue to offer services in a competitive manner with other regional arenas.
• As developments are planned, distribute information not only about the Hastings Civic Arena,
but also city wide activities, events and other vital information.
• Install a "What's new" board at the arena dedicated to current capital improvements and other
events.
Growth Opportunities:
• In our efforts to attract new customers to the Hastings Civic Arena, we must pay close attention
to the new construction development and the population it is attracting. The new construction
is geared toward young professionals, empty nesters or very young families. These residents
may have a direct impact (good or bad) on the future attendance at the Civic arena.
• The strengths of the Hastings Civic Arena aze that it is an outstanding facility with two ice
sheets and an indoor artificial turf. Any market strategy should focus on identifying these
strengths to the community and potential users of the Civic Arena both during ice operations as
well as dry floor opportunities.
• The Civic Arena should continue to keep abreast of new trends in the azena industry and
continue maintaining a facility that people wish to visit. A concentrated effort will need to be
made in planning for future capital purchases to ensure we are able to continually provide a
facility that operates effectively and is aesthetically pleasing.
• A concentrated effort needs to be made to continue to grow off peak ice and dry floor leisure
opportunities for maximum usage of the facility.
• Work with local business leadership to seek ways to improve our advertising push to gain the
greatest impact for the advertisers and maximize revenue from selling of advertising space.
Page 5
Working with the Chamber of Commerce and local hospitality industry to attempt to package
guest stays with weekend tournaments or events to the Hastings Civic Arena.
Continually challenge staff to seek non-traditional users of the Hastings Civic Arena in order to
maximize rental and revenue opportunities.
Other:
• Continue to offer ice beginning in August as long as there is a need and desire from renters. A
current minimum of 80 hours per month is needed to have earlier ice available to the public.
• Promote and offer leisure programs when generally the rink/dry floor is idle.
• Research the possibility to redesign the office and concession areas to maximize space and
skate sharpening locations.
• Address concerns from visitors to seek an energy efficient heating to satisfy these complaints.
• Continue to work with Independent School District #200 regarding billing and payment of debt
to locker rooms and second ice sheet.
• A comprehensive capital plan needs to be developed to ensure the Hastings Civic Arena is not
only an attractive place to visit, but to ensure the facility is up-to-date, safe, energy efficient
and enjoyable.
• Research the advertising practice, procedures and cost to advertisers in attempt to maximize
both advertising space and revenue generation.
• Continue working toward a positive relationship with local athletic associations to build on our
core base of users.
• There is a need to place an identifiable sign on the outside perimeter of the Hastings Civic
Arena, not for the local community, but for visitors from outside this community to locate this
facility easier.
• Continue to provide the additional snack vending machines in the lobby to augment the
concession operations.
• Continue to analyze "the bottom line" as to how much it costs to provide ice and dry floor
operations and develop a pricing strategy to reflect such costs. It is a desired outcome to be in
the middle of rental pricing of other area arenas.
• Continue to examine what sells and does not sell in the concession area and adjust our pricing
strategy accordingly to retain maximum return on products that are sold.
• Utilize standard registration software for leisure programs offered at the arena.
• Upgrade the existing sound system.
• Establish a program so that if there is a person who can ill afford to participate in a leisure
program, we would be able to offset some cost so this person is able to participate.
• Attract customer base by possibly hosting a free open house/skate at the Hastings Civic Arena.
• Evaluate the need for replacement indoor turf if Todd Field is replaced with artificial turf.
• Work with primary users of the facility to ensure that their needs aze being met and if any
improvements are needed to the facility. For example: dry floor practice area.
• Seek outside tournaments/leagues to capitalize on/offpeak hours.
~pendix:
In this information, you will see information pertaining to the number of employees and
current wages and rates of pay.
2. In this information, you will see our peak ice rental rates compared to other area azenas
peak rental rates for ice.
3. This information is a printout for the Hastings Civic Arena customer type and the
amount of hours used by these participants as of August 6, 2006.
Page 6
APPENDIX #1
Seasonal Employment Wages
2005/2006
Position Year Wage Position Year Wage
Civic Arena
Labor 1 $6.50 Driver/Labor 1 $7.25
2 $6.75 2 $7.75
3 $7.00
4 $7.25
Concessions 1 $6.50 Oriver*" 1 $8.25
2 $6.75 2 $8.75
3 $7.00 3 $9.25
4 $7.25 4 $9.50
" $0.25/hr. increase per year of service -Current max $11.25/hr.
arming House Attendants
1
2
3 __ __
$7.00
$7.25
$7.50 __
Skate Park Attendants
1
2
3
$7.00
$7.25
$7.50
Hastings Family Aquatic Center
Supervisor 1 $10.50
' 2 $11.00
3 $11.00
4 $11.00
4+ $11.00
Lifeguard Shift 1 $9.00 Guest Services 1 $7.50
Leaders 2 $9.25 Shift Leader 2 $7.75
3 $9.50 3 $8.00
4 $10.00 4 $8.25
4+ $10.00 4+ $8.26
Lifeguards 1 $8.00 Guest Services 1 $7.00
2 $8.25 2 $7.25
3 $8.50 3 $7.50
4 $8.75 4 $7.75
4+ $8.75 4+ $7.75
Labor 1 $8.60
2 $9.06
3 $9.38
4 $10.14
4+ $1.0.36
*approved by the City Council 12/05/2005
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