- A lot of time and effort should be put into defining the data to be collected. The data then needs to be collected consistently from facilities. We all tend to operate a little differently. These studies have typically collected broad data with results that don't mean much to a specific facility. Grouping facilities into three categories by size is too broad of a spectrum to be really useful.
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- Booking data share,
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- Common industry accepted metrics that are consistent with everyone.
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- Creating In-House Events/Shows
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- CVB sales relationship i.e. what parameters do they have vs. the building regarding sales.
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- Dedicate an IAAM staff member to "own" the project and on-going research strategy. Communicate regularly to IAAM members regarding progress and value-added benefits. Seek input/feedback.
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- Economic Impact numbers that can be used in different market sizes
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- Establish survey criteria so data can be collected prior to fiscal year. The Price Waterhouse survey on convention centers is a good example.
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- For my research, it would need to cover Australia and New Zealand to be relevant
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- Governmental Policy Restrictions (e.g. fire marshal requirements, Police requirements etc.)
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- I don't like the way these items are arranged as one may have two or more no.1 priorities and 10 that don't matter..........so I did not complete this portion.
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- Insurance, indemnification information; cost recovery methodology for events
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- Is there an annual report put together by IAAM on the aforementioned.
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- Job Descriptions, organization charts
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- Job descriptions/ departments organized
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- Key as to whether facilities will participate may be based on 3rd party involvement and confidentiality regarding the information since we are all competitors. On the metrics, it will be challenging to get apples to apples comparisons etc.
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- Maybe something on legal compliance (i.e. ADA).
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- Measuring economic impact for events is very important.
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- New ideas, new trends, industry issues with partners, etc.
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- Operational benchmarking research on several categories on an annual basis by facility size or square footage
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- Organizational detail/governance structure is important information for comparing "apples to apples". Needs to include union vs. non-union staffing in various categories (admissions, stage, facility maintenance, etc.) and if the facility is stand-alone or on a campus that provides specific shared services, and if so, what services.
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- Outsourcing
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- Private funding options to raise capital for public facilities
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- Ranking above is very subjective. In reality, all are important - a real "Sophie's Choice"
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- Rankings above are not reflective of priority: would have preferred to list more than one item as top priority (i.e. would rank revenues, expenses, salaries, sustainability all as #1 items)
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- Rental rates, food and beverage profit margins, sales totals by category of facilities
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- Respond to and provide data when requested...
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- Sample forms such as F&B contracts, lease agreements, box office settlements, etc.
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- See above regarding economic impact of facilities within their community.
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- Several of these categories are equally important and related; I wish survey would permit listing more than one category as a high priority. By example, salary survey info for arenas already completed would be more useful if it also factored in operational revenues or expenses overall, likewise total salary and hourly budget and use metrics would have been a helpful comparator re salary survey. There are half a dozen key categories here; all should be done in concert in my opinion. thx
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- Small facility operations
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- Social Media (Marketing)
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- Sponsorship packets/proposals
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- Student Internship programs
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- Tourism/Business Improvement Districts (TID and BID's)
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- Training Budgets and Training plans for staff development also Employee recognition and motivation plans
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- Utility consumption / sq foot; water consumption per attendee day
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- We need industry wide standards for the reporting of data like the hotel industry has generated.
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